director’s message - nasa

Marshall Space Flight Center FY 2000 Implementation Plan 1

Director’s Message

Art Stephenson

Center Director

The Marshall Space Flight

Center is pleased to present itsFY 2000 Implementation Plan.

The plan outlines Marshall’s roles and

responsibilities, defines metrics toimplement Agency and Enterprise goals

and objectives, and identifies the future

direction of the Center. As indicated bythe plan, we are focused on enabling the

success of the Agency’s mission

through our role as Center ofExcellence for Space Propulsion and

our assigned mission areas in Space

Transportation Systems Development,Microgravity, and Space Optics

Manufacturing Technology.

Our first commitment is to safety and

mission success. We are dedicated to

promoting safety in all we do. Whetherit is the reliability of the Space Shuttle

or International Space Station assembly

and operation, ensuring a safe workenvironment, or making a safe commute

to and from work, our goal is to prevent

human injury and loss of property andto ensure the safety of all operations and

products.

The programs we implement throughthis plan will be crucial to the future

of Marshall and the Nation’s space

program. The Center will support theHuman Exploration and Development

of Space Enterprise by continuing to

oversee and upgrade Shuttle propulsionelements and by continuing our roles in

supporting the construction and

operations of the International Space

Station. We will also pursue

microgravity research and space product

development initiatives. In support ofthe Aero-Space Enterprise, we will

demonstrate reusable launch vehicle

technologies that will increasereliability and decrease the cost of

access to space. This includes the flight-

tests of the X–34, X–33, X–37, andother Pathfinder programs. Technology

development in diffractive optics and

coatings applications will continue tosupport the Space Science Enterprise.

The Center will also continue to

manage operations for Chandra,the world’s most powerful x-ray

observatory. Our Global Hydrology and

Climate Center will continue to supportthe Earth Science Enterprise. These are

only a few of the many efforts that we

will pursue in fiscal year 2000.

The plan also presents our core values,

which serve as guiding principles in ourdecision making, influencing not only

our behaviors but our thought processes.

We realize that our employees are ourmost important resource, that we are

accountable to our customers and their

satisfaction, that excellence must be

ingrained in all we do, that we must

work as a team, and that creativity andinnovation are required to make a

significant difference. Our success is

dependant upon our adherence to thesevalues and standards.

To be successful in meeting NASA'svision, our teamwork extends to all

NASA centers, other government

agencies, academia and industry. Wedepend on our partners' diverse, highly

skilled and talented workforce and

unique capabilities to meet thechallenges of the future.

In order to meet our metrics for fiscalyear 2000, we will strive to improve

every day. I know that we will meet

these challenges with the dedicatedsupport of the Marshall team, our

NASA and industry partners, and our

contractors. Every challenging journeyrequires a roadmap. The Fiscal Year

2000 Implementation Plan is the

Marshall roadmap to an exciting future.I encourage every member of the

Marshall team to read this plan and

understand their contribution to thesuccess of Marshall and NASA.

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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 the NASA preeminence in spacepropulsion to enable the exploration and development ofspace.

■ Lead the research and development of space transportationtechnologies and systems that support our customers’ needs.

■ Lead NASA’s Microgravity Research and Space ProductDevelopment Programs, and develop and maintain capabilitiesrequired to meet national research objectives.

■ Lead the Agency in the development of lightweight, large-aperture space optics manufacturing technology for use inachieving the mission goals of NASA’s strategic enterprises.

■ Enhance and sustain a highly skilled, diverse, and motivatedworkforce committed to safety while working in a creative andproductive environment in support of cutting-edge systems andtechnology development.

Center of Excellence

■ Space Propulsion

Mission Areas■ Space Transportation Systems Development■ Microgravity■ Space Optics Manufacturing Technology


MSFC’s SafetyPolicyMSFC will strive to preventhuman injury and occupationalillnesses and ensure safety ofall operations and products.

MSFC Safety Principles

• Unsafe conditions are correctable.• All mishaps can be prevented.• Management is responsible and

accountable for prevention of on-the-job mishaps (incidents, close calls,etc.).

• All mishaps must be reported,investigated, and the causes rectified.

• Management is responsible fortraining employees to work safely.

• Each employee is responsible forsafety.

• Off-duty safety is an important partof MSFC’s safety success.

• A comprehensive safety and riskmanagement program increases theprobability of mission success.

Commitment to Safetyand Mission Success

Our goal: Establish MSFC as number one in safety within NASA.

Safety ManagementPrograms andTechniquesMSFC has implemented unique and

innovative management techniques

to improve safety of the public, theastronauts and pilots, the NASAworkforce, and high-value equipmentand property.

Current Safety Processes

• Safety and Mission Assurance(S&MA) is organized to effectivelysupport the MSFC organizationalstructure while maintainingcollocation in major project officesand contractor plants.

• Senior management safety reviewprocess for all payloads involvesmost senior managers.

• S&MA internet web pages containpertinent employee safetyinformation and are frequentlyenhanced.

• The Safety Concerns ReportingSystem has been improved and isused frequently by employees toreport concerns.

• Risk Management planning,consulting and training are availableto support project risk managementand development.

• All MSFC managers and supervisorshave been trained in MSFC’s newoccupational safety and healthphilosophy and process.

• All MSFC Safety and QualityManagement System documentationis contained in a single IntegratedDocument Library.

• MSFC implemented an occupationalsafety, health and environmentalcommittee structure to facilitate atotal MSFC safety program.

• All major management meetingsinclude a safety discussion.

• Managers and supervisors conductmonthly workplace occupationalsafety and health audits withemployees and ensure employeeshave appropriate safety training.

• Occupational safety and healthinformation is widely disseminatedusing multiple media.

FY 2000 Safety InitiativesUse the Agency Safety Initiative Modelto reinvigorate the MSFC SafetyProgram. Implement the VoluntaryProtection Program (VPP) and completeOSHA’s VPP Star Certification.

Management Commitment andEmployee Involvement• Make worksite safety documentation

user friendly• Implement employee involvement

activities• Include safety performance in job

descriptions and performanceevaluation plans

• Ensure public safety during X–33 andX–34 flight testing

System and Worksite Hazard Analysis• Perform job hazard analyses• Improve communications of lessons

learned from mishaps and close calls

Hazard Prevention and Control• Train supervisors to perform job

safety analyses• Develop contractor safety

performance evaluation methods

Safety and Health Training• Provide all employees with safety

training• Benchmark the safety programs at

other NASA Centers and contractorsto improve MSFC safety programs

Safety and Mission Success Metrics

■ Achieve a 60-percent increase in predicted reliabilityof the Space Shuttle over the 1995 baseline

■ Reduce lost time mishap rate by 20-percent per yearcompared to the FY98 baseline of 0.16 over 5 yearsand better the NASA goal each year

■ Complete incorporation of safety into the MSFCIntegrated Document Library system by the end ofFY 2000

■ Complete the OSHA Voluntary Protection ProgramStar certification by the end of FY 2000

■ All MSFC projects successfully complete their safetyreviews on time

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As the NASA Center ofExcellence for Space

Propulsion, Marshall is

leading the development of advancedEarth-to-orbit and in-space propulsion

systems and technologies.

NASA engineers are working to enable

significantly lower cost propulsion

systems with higher performance andaircraft-like reliability. Technologies

will be developed and demonstrated

at several levels including component,subsystem, and system in both ground

and flight test, where appropriate.

Marshall provides space propulsion

services to all enterprises and provides

critical leadership for efforts amongNASA field centers, industry, academia,

and other Government agencies.

The world-class capability of skilled

personnel, processes, and facilities will

be maintained and enhanced to developnew and innovative space propulsion

technologies, to report these technology

advances in a timely manner, and toassist in their transfer into commercial

ventures that augment America’s

industrial growth and benefit the qualityof life on Earth.

Center of Excellence:Space Propulsion

We support—

■ Human Exploration andDevelopment of Space Enterprise

■ Aero-Space Technology Enterprise

■ Space Science Enterprise

■ Industry and Commercial Needs

■ Other Federal Agencies

Our goal: Develop and maintain the NASA preeminence in space propulsion to enable the explorationand development of space.

Test of the low-cost Fastrac rocket engine.

Earth-to-OrbitPropulsionA critical element to increasing safety

and lowering the cost of space access isincreasing the performance margin of

Gas Dynamic Mirror Fusion Propulsion Experiment.

Earth-to-orbit propulsion systems while

lowering the operations, development,and manufacturing costs.

Near-term activities are focused onenabling a long life, high thrust-to-

weight rocket-based reusable launch

vehicle around the end of the decade.These technologies include advanced

altitude compensating nozzle concepts

such as aerospike, lightweightcomposite thrusters, composite lines

and ducts, ceramic turbines, composite

housings, and other low-costcomponents.

Building on near-term developments,mid-term technology activities are

centered around enabling air-breathing

combined cycle rocket engines.Building on synergy between space

and aeronautics activities, Marshall has

initiated flowpath demonstrations ofthese bold, new concepts. Mid-term

efforts also include evaluation of new

engine cycles like pulse detonationconcepts and use of high-energy density

fuels. Efforts will continue to further

increase life and thrust-to-weight ofrocket engines.

Long-term technologies includerevolutionary off-board energy sources,

such as magnetic launch assist, ground-

based laser propelled systems, andnonchemical rocket/air-breathing

combined cycle engines.


Propulsive Small Expendable Deployer System(ProSEDS).

Combined Cycle Engines for increased missionspecific impulse.

In-Space PropulsionOver 70 percent of all payloads needtransportation beyond low-Earth orbit.A primary driver to enabling thesesystems is increasing the efficiencywhile decreasing the mass of thepropulsion system.

Marshall is pursuing technologiesto enable Earth-orbital and planetarytransportation that include advancedchemical engines, solar thermal andsolar electric propulsion systems, andelectrodynamic tethers.

Ambitious missions to destinationswithin the solar system will requiresignificant improvements in propulsivecapability. This is especially true forhuman exploration which will requiredramatic reductions in trip time with theassurance of safe and reliable missionoperations. The technologies beingresearched include propulsion conceptsbased on fission and fusion energysources.

Eventual missions to near-interstellarspace and eventually the stars willrequire performance well beyond thecapabilities envisioned for interplan-etary space flight. Marshall’s PropulsionResearch Center (PRC) is meeting thechallenge through its research activitiesin beamed energy sails, advanced fusionsystems, matter/antimatter annihilation,and speculative motive physics.

Space Propulsion Metrics

■ Deliver Fit Check Fastrac engine to X–34project in first quarter of FY00 and certify inthird quarter of FY00

■ Fly ProSEDS Tether propulsion flightexperiment at first opportunity after August2000

■ Complete design and demonstration of aportable antiproton trap in FY00

■ Demonstrate RLV propulsion technologiesincluding:– Lightweight long-life thrust cells– Polymer matrix lines, valves, and ducts– Advanced unshrouded impeller design– Advanced high-efficiency turbine design.

■ Define combined cycle flight demonstration inFY00

■ Complete ISS Propulsion Module CDR inFY 2000

■ Complete X–33 XRS–2200 linear aerospike hotfire at SSC

■ Continue to upgrade facilities and maintainsafe, cost-effective state-of-the-art testcapabilities

■ Prepare ISS Interim Control Module for lateFY00 availability.

Heatpipe Bimodal Reactor Module Test.

The use of fusion for propulsion has the potential toopen the entire solar system for exploration.

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MSFC has responsibility

for research, technologymaturation, design,

development, and integration of space

transportation and propulsion systems.This includes both reusable space

transportation systems for Earth-to-

orbit applications, as well as vehiclesfor orbital transfer and deep space

transportation.

Space ShuttleElementsMSFC’s Space Shuttle projects managesafe, continuous, robust, and cost-

effective operations for the Space

Shuttle propulsion elements: Externaltank, solid rocket booster, reusable

solid rocket motor, and Space Shuttle

main engine. MSFC will continue tostreamline operations and aggressively

develop and implement significant

upgrades to enhance safety, meet themanifest, improve mission supportabil-

ity, and improve the system to sustain

the Space Shuttle for its lifetime.

MSFC is responsible for evaluation

and potential implementation ofsignificant (Phase IV) Shuttle upgrades

including a new liquid propulsion

reusable first stage (RFS) as wellas other upgrade options.

Mission:Space Transportation Systems Development

We support—


■ Aero-Space Technology Enterprise


■ Earth Science Enterprise

■ Industry and Commercial Needs


Space Shuttle Metrics

■ Maintain less than one in-flight anomaly(IFA) per mission

■ Streamline operations

• Continue the transition of routineoperations from a government role ofoversight to insight.

• Transition Shuttle prime contracts to theSpace Flight Operations Contract, based onproject maturity and stability.

■ Achieve a 60-percent increase in predictedreliability of the Space Shuttle over the 1995baseline

• Projections based on the Quantitative RiskAssessment indicate a 95-percentimprovement (48-percent risk reduction) forascent upon incorporation of Space Shuttlemain engine upgrades:– Block II: Fourth Quarter FY 2000.

■ Evaluate improvements in Shuttle systemssafety, operability and cost by incorporatingupgrades such as:

• Upgraded solid rocket motors or newliquid propulsion reusable first stages

• ET friction stir weld and repair processes.

Our goal: Lead the research and development of space transportation technologies and systems that support our customers’needs.

Shuttle Atlantis.

Reusable First Stage (RFS) in flight.


Advanced SpaceTransportationTechnologyMSFC’s Space Transportation

Directorate will significantly increase

safety while reducing the cost of futurespace transportation systems. MSFC,

in partnership with the space launch

industry and other NASA centers, isdedicated to developing advanced

technologies and systems to enable new

civil, commercial, and military missioncapabilities; and encouraging

commercial investment in, andoperation of, space transportation

systems.

MSFC leads the Nation in space

transportation by combining the

development of ground-based state-of-the-art technologies with the validation

of key technology products in a series

of flight demonstrations (X–33, andPathfinder Programs/Projects). MSFC

efforts are focused on substantially

reducing the risk associated withdeveloping a full-scale operational

second generation reusable launch

vehicle (RLV) early in the next decadewhile setting the stage for hundredfold

reductions in the cost of third-

generation space transportation systemsin 25 years.

The Advanced Space TransportationProgram (ASTP) will pursue the

development of revolutionary

advancements in space access with thepotential to increase safety by a factor

of 10,000 and reduce costs to hundreds

of dollars per pound of payload versusthe thousands of dollars measured

today. In-space focused technologies

will demonstrate performanceimprovements to reduce trip time and

mass by a factor of 2 to 3 and reduce

cost by a factor of 10 in 15 years. ASTPwill provide the basic building blocks of

propulsion, airframe, operating and

range, and vehicle systems technologiesto support flight demonstration projects,

while focusing on future breakthrough

technologies beyond the nextgeneration.

The X–34 demonstrates technologies forthe Reusable Launch Vehicle Program.

Advanced Concepts

The Advanced Concepts Group (ACG)

envisions and creates new spacetransportation concepts and preliminary

designs that enable low-cost space

access, exploration, space development,and science.

X–33.

The ACG indentifies new technologies

and innovative concepts to meet space

program goals and evaluates theirtechnical feasibility. The ACG conducts

advanced mission studies;

conceptualizes designs that meetstringent safety, quality, and life cycle

cost requirements; develops analytical

tools; and supports technologydemonstrations.

X–33 ProgramThe X–33 Program will demonstrate thekey design and operational aspects of asingle stage to orbit (SSTO) RLV rocketsystem. It will accomplish this throughsuborbital vehicle flight tests from theLaunch Operation Center at DrydenFlight Research Center. The primaryobjectives of the X–33 Program aretechnology demonstrations (flight andground) to reduce the business andtechnical risk to enable privatelyfinanced development and operationof a next generation reusable spacetransportation system; design and testof the X–33 flight system, subsystems,and major components to ensure theirtraceability and scaleability to a full-scale SSTO rocket system; improvedmass fraction for vehicle structures andimproved thrust to weight for rocketpropulsion systems; and demonstrationof key “aircraft-like” operationalattributes required for a cost-effectiveSSTO rocket system including operabil-ity, reusability, affordability, and safe

abort.

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Rocket-Based Combined Cycle and magnetic sledadvanced technology demonstrator concept.

Several NASA Centers play vital roles

in the X–37 Project including Langleywhere the wind tunnel testing;

aerodynamics analysis; aero-heating

analysis; and design, analysis andtesting of the Ceramic Matrix

Composite (CMC) ruddervators and

flaperons are performed.

Pathfinder flight experiments

demonstrate a number of advancedlaunch vehicle and spacecraft

technologies such as nontraditional

propulsion systems, improvements andinnovations to conventional propulsion

systems, safe abort capability, vehicle

health management systems, compositestructures, and new thermal protection

systems. These experiments will be

flown on a variety of platformsincluding the Pathfinder demonstration

vehicles, satellites, the Space Shuttle,

reentry vehicles, and other appropriatesystems. Two of these experiments are

the ProSEDS and the Hall Effect

Thruster. The ProSEDS flight

experiment will demonstrate theelectrodynamic tether propulsion

concept and the T–160E Hall Effect

Thruster System will demonstrate theHall Solar Electric Propulsion concept.

Glenn Research Center is the designated

lead for electric propulsion and utilizesthe expertise of the Jet Propulsion

Laboratory and MSFC in this

technology area.

Key to accomplishment of theseobjectives is the contribution of allNASA Centers. Through partnershipswith industry, significant contributionshave been made by the Ames andLangley Research Centers in the aero-thermal/Thermal Protection System(TPS) technologies development arena.Another major activity is housed at theStennis Space Center, where theXRS2200 linear aerospike engine isbeing tested.

Pathfinder ProgramsThe Pathfinder Program develops for

flight, and flight demonstrations,

advanced space transportation technolo-gies through the use of experimental

vehicles and flight experiments. The

X–34 is the first of the Pathfinderexperimental vehicles. It is a Rocket

Plane Demonstrator Technology Test-

Bed powered by the MSFC-developedFastrac engine and is capable of speeds

up to Mach 8. Unpowered flight tests

begin in mid FY 2000 and powered

flight tests begin in late FY 2000.

The X–37 is a Space Plane Orbital

Flight Demonstrator TechnologyTestbed which advances the state-of-

the-art technology readiness level of

approximately 41 technologies(embedded and carry-on experiments)

through flight demonstration. The first

unpowered flight of the X–37 isscheduled for early CY 2002 and the

first orbital flight is scheduled for late

CY 2002 from the Shuttle payload bay.

Advanced Transportation Technology Metrics

■ Begin flight tests of the X–33 anddemonstrate key technologies in CY00

■ Complete X–34 captive carry test in FY00

■ Initiate flight of the X–34 and demonstrate keytechnologies in CY00

■ Complete Spaceliner 100 technologyroadmap in FY00

■ Demonstrate 2nd generation RLV technologiesby the end of calendar year 2000 including:– Non-autoclave processing and lox

compatible composite structures– Composite joining– Integrated structure and TPS– Hot structures and TPS.

■ Complete 250k hybrid testing in the firstquarter of FY00

■ Complete ground demonstration of 100percent design life on the NSTAR ion enginein FY00

■ Complete combined cycle propulsion flightdemonstrator definition in the second quarterof FY00

■ Complete 500-hour test of 10 kW Hall ElectricThruster in FY00

■ Conduct X–40A approach and landing test

■ Launch SHARP–B2 flight experiment

■ Complete proof and structural load tests ofX–33 composite LH2 tank

■ Build and deliver X–38 deorbit propulsionstage for integration into the flightdemonstrator in late FY00

■ Complete Rocket-Based Combined Cycleflowpath testing in FY00

■ Complete X–37 design in FY00.

X–37.


MSFC’s MicrogravityResearch Program Office(MRPO) is responsible forimplementing the Agency’s

microgravity initiatives. MSFC’sefforts enable scientific and commer-cial researchers the unique opportunityto use the low-gravity environment ofspace as a catalyst to generate newknowledge, products, and services thatimprove the quality of life on Earth.

MRPO accomplishes this mission byproviding program management ofresearch and associated instrumenta-tion, apparatus and facilities sponsoredby the Human Exploration and Devel-opment of Space Enterprise (HEDS).Resources are provided by the Office ofLife and Microgravity Sciences andApplications through both itsMicrogravity Research and its Com-mercial Research and Space ProductDevelopment Divisions, and the Officeof Space Flight through its Interna-tional Space Station Payloads Office.

The MRPO implements MSFC’sMicrogravity Lead Center assignmentsby administering and managing grants,cooperative agreements and contracts;managing the development of special-ized instrumentation, flight hardwareand multi-user research facilities; andmanifesting flight opportunities onparabolic aircraft, suborbital rockets,free-flyers, the Space Shuttle, and theInternational Space Station (ISS).MRPO provides research supportthrough gloveboxes, accelerometersand vibration isolation opportunities;conducts advanced and focusedtechnology development programs;

Mission:Microgravity

We support—


■ NASA-Approved PrincipalInvestigators

■ National Scientific Community– Academia– Industry– Government

■ Commercial Space Centers andIndustry Partners

■ American Companies/Industries

and provides education and outreachto the research community, industry,and the public. MRPO delegatestechnical management of individualscience disciplines to supporting fieldcenters. Supporting Centers include theJet Propulsion Laboratory (FundamentalPhysics), the Glenn Research Center(Combustion Science and Fluid Physicsand Transport Phenomena), and theMarshall Space Flight Center (Biotech-nology and Materials Science). TheJohnson Space Center supports theBiotechnology subdiscipline of CellularScience. Program Management over-sight and control are accomplished byMRPO with direct involvement of thesupporting field centers through theMicrogravity Research Team. TheMRPO also collaborates with otherprograms within the Agency and theHEDS Enterprise, and implementsinternational agreements and collabora-tions with international partners.Current Agency collaborations includeparticipation in the Decadal PlanningTeam, membership on the In-SituResource Utilization Steering Commit-tee, participation in the development ofradiation shielding strategies anddiagnostics, Cross-Enterprise Technol-ogy Development collaborations, andmembership on the ISS PreplannedProgram Improvement initiative. Inaddition, as a member in the jointefforts of the Advanced Project Divisionof the Office of Space Flight and theOffice of Life and MicrogravitySciences and Applications, Agencyactivities to promote the commercialdevelopment of space have beeninitiated.

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

Dendrites, which are materials microstructures, arefrequent objects of study in microgravity.

Payload specialist Dr. Roger Crouch conductingresearch in a microgravity glovebox.

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MicrogravityResearch ProgramThe mission of the MicrogravityResearch Program is to use the environ-ment of space to obtain new knowledgeand increase the understanding ofnatural phenomena in biological,chemical and physical systems, espe-cially with regard to the effects ofgravity which may be obscured onEarth. The Microgravity ResearchProgram also facilitates the applicationof such knowledge to commerciallyviable products, processes and services.

Microgravity researchers are providedthe unique opportunity to study naturalprocesses and phenomena in the nearabsence of gravity. Comparisonbetween ground- and space-basedresearch data allows scientists toaccurately understand the role gravityplays in everyday life. Low-gravityresearch also allows scientists theopportunity to explore phenomenanormally obscured by the effects ofgravity. Scientists selected into theprogram perform peer-reviewedinvestigations in the research areas ofbiotechnology, combustion science,fluid physics, fundamental physics,and materials science. MSFC managesthe implementation of the program,including the development of majorfacilities to be permanently housed onthe International Space Station andavailable to the science communityfor unique low-gravity researchopportunities.

Microgravity Research Metrics

■ Support at least 425 research investigations

■ Support at least 12 Science Concept Reviews(SCR) and 20 Requirements DefinitionReviews (RDR)

■ Conduct research on at least 7 parabolicaircraft flight campaigns for selected scienceand engineering data, and 2 suborbital rocketflights

■ Conduct radiation shielding workshop toevaluate and prioritize materials candidatesbased on established performance criteria

■ Launch one Spread Across Liquids (SAL)campaign and one Extensional RheologyExperiment (ERE)

■ Conduct an In-Situ Resource UtilizationWorkshop to evaluate and prioritizeprocessing issues to be resolved by materialsscience research based on establishedperformance criteria

■ Conduct requirements definition for granularflows, fluids, and dust managementexperiment

■ Issue STS-95 Mission Report.

Microgravity Scienceand ApplicationsMSFC is responsible for implementingthe Materials Science and Biotechnol-ogy Science disciplines and theGlovebox Program within theMicrogravity Research Program. Toimplement the program, MSFC has aunique team of scientists, engineers andmanagers teamed with industry,academia, and international individualsand organizations to establish andmaintain world-class research in thosefields. MSFC also is responsible forproviding glovebox facilities on theShuttle and ISS for the purpose ofsupporting low-cost and fast-trackinvestigations from all disciplines of theMicrogravity Program.

MSFC is responsible for the financialand managerial administration of allselected investigations, assistance in thedefinition of focused science objectives,access to ground and flight facilities andcarriers, definition and development ofnew enabling research technology,definition and development of scientificapparatus and facilities, missionoperations support, and transfer of theaccumulated microgravity database.

Microgravity Science and Application Metrics

■ Perform verification testing and conductacceptance reviews on microgravity scienceglovebox in preparation for turnover to ISS forintegration

■ Initiate flight and ground investigation grantsfor 98 Materials Science NASA ResearchAnnouncements.

The Forced Flow Flame-Spreading Test wasdesigned to study flame spreading over solid fuelswhen air is flowing at a low speed in the samedirection as the flame spread.


Space Product Development Metrics

■ Provide an augmentation to the cooperativeagreement with the Center for Macromolecu-lar Crystallography for an Infectious DiseaseInitiative

■ Fund development and advocateaccomodations for at least three commercialpayloads.

Space ProductDevelopmentProgramThe mission of the Space ProductDevelopment (SPD) Program is toencourage and facilitate the use of spacefor the development of commercialproducts and services. In fulfilling thisresponsibility to encourage the fullest

commercial use of space, the SPD

program is managing an organization ofCommercial Space Centers (CSC’s) that

have successfully employed methods

for encouraging private industry toexploit the benefits of microgravity

research. The unique opportunities of

this environment are being madeavailable to private industry in an effort

to develop new competitive products,

create jobs, and enhance the quality oflife. The success of the CSC’s research

is evidenced by the increasing amount

of industrial participation in commercialmicrogravity research and the potential

products nearing marketability.

NASA Administrator Dan Goldin (left), during a visitat Children’s Hospital of Wisconsin in Milwaukee,Wisconsin, discussed how NASA’s special lightingtechnology may soon be applied to, and studied for,the treatment of specific cancer tumors.

The ADvanced SEParation (ADSEP) commercialpayload is making use of major advances inseparation technology.

Commercial microgravity research is available tohelp industry study and improve on procedures,protocols, and drugs.

The Space Vacuum Epitaxy Center has assistedadvances in electronics, including a semiconductorIR laser and the commercial development of thinfilm solar cells.

Dr. Donald Frazier pursues optical computingthrough research in nonlinear optics.

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The development of lightweightspace optical systems is ofvital importance to NASA’s

continued exploration of the universe.Lightweight optics and optical systemsare essential components of NASA’scommitment to reducing launch costswhile increasing payload utility.

The MSFC Space Optics ManufacturingTechnology Center (SOMTC) isactively developing new enablingtechniques for the manufacture of low-mass, large-aperture space opticalsystems, while also managing technol-ogy development for potential use inspace observatories such as the NextGeneration Space Telescope and theConstellation X-ray missions.

SOMTC is a national resource provid-ing numerous unique capabilities andfacilities in support of NASA-wideefforts including space science andEarth science imaging systems, ad-vanced propulsion systems, and HumanExploration and Development of Space.

Mission:Space Optics Manufacturing TechnologyOur 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.

We support—

■ HEDS Enterprise


■ Earth Science Enterprise

■ Aero-Space TechnologyEnterprise

■ Industry andCommercial Needs


SOMTC’s capabilities and facilitieshave been organized into four areas:The Advanced Optical Systems Devel-opment Group; the Diffractive OpticsCoatings, and Surface MorphologyDevelopment Group; the OpticalDesign, Analysis, and FabricationGroup; and the Optical Test Group.

Advanced Optical Systems are beingdeveloped to include ultra-lightweightoptical technologies (e.g., replicatedoptics, adaptive optics, ultra-lightweightthin membrane optics, and advancedsolar power systems). Replicationtechniques will be applied to enablelaser propulsion craft studies and themanufacture and development oflightweight normal incidence mirrorsand other lightweight optical subsystemcomponents and optical instruments tosupport the imaging needs of NASA aswell as other government agencies.Advanced telescope concepts andtechnologies are being developed tosupport extrasolar planet detection,space-based interferometry, x-raytelescopes and interferometry, ground-based large-aperture telescopes andlow-cost, disposable space telescopes.

Diffractive Optics, Coatings, andSurface Morphology is developingadvanced optical manufacturingtechnologies in support of key NASAenterprise needs. Research and develop-ment activities are currently underwayfor technologies supporting advancedsolar power, laser propulsion, spacecraftformation flying, cosmic ray detection,

and LIDAR scanning.

X-ray Calibration Facility Test Chamber.

Precision coating of 05-mConstellation X-raymandrel in Large CoatingChamber.


Optical Design, Analysis, and Fabri-cation provides the capability andfacilities required to develop, fabricate,measure, and coat prototype and flightdemonstration optics. These capabilitiesinclude optical design and analysis,opto-mechanical design, machine shop,diamond turning, grinding and polish-ing, metrology, and optical coatings.Optical components up to 6 feet indiameter can be diamond turned to nearnet shapes. The Metrology Lab hascapabilities for the measurement ofsurface finish and figure to determinecompliance to optical specificationsduring fabrication and performancepredictions of completed optics.Metallic and multilayer dielectrics, aswell as metal dielectric coatings, can beapplied to various optical surfaces in theCoatings Lab.

Optical Test provides state-of-the-arttesting for a variety of space opticalsystems. The group provides testing atthe MSFC X-ray Calibration Facilityand the Stray Light Facility. Thesefacilities support optical testing inhighly variable thermal environmentsfor x-ray through infrared wavelengths.The facilities also support the evaluationof advanced optical manufacturingtechnologies for the Space ScienceEnterprise and the Next GenerationSpace Telescope (NGST) as well asproviding x-ray testing for the SolarX-Ray Imager Telescope. New metrol-ogy techniques are being developed toensure the success of large-aperture

space optical systems.

Space Optics Manufacturing TechnologyMetrics

■ Conduct research and analysis in diffractiveoptics and coatings applications– Advance the TRL one level in optical

beam-steering– Demonstrate fabrication of 8" diameter

diffractive optics– Demonstrate imaging performance of .37 m

fresnel lens– Produce solar concentrators with 50 percent

higher flux levels to enable solar powersystems with efficiencies > 40 percent

– Investigate one new coating for x-ray mirrorreplication technology.

■ Upon delivery, test the two NGSTdemonstration mirrors at cryogenictemperatures

■ Produce a 0.2-m diameter diffractive scannerwith 80 percent efficiency for a 30-degreescan angle

■ Implement processes at the X-Ray CalibrationFacility to reduce the cost of optical systemstesting by 10 percent

■ Establish a customer satisfaction trackingprogram

■ For Constellation-X, demonstrate resolution<= 10 arc seconds in replicated x-ray opticsweighing <=1/3 the weight of XMM optics

■ Produce 0.5-m diameter normal incidencereplicated optic with thickness variation lessthan 5 percent over the mirror surface

■ Deploy and test an inductive edge sensormirror alignment technology in a ground-based observatory

■ Identify concepts and materials for .1 kg/m2ultra-lightweight optical substrates

■ Establish test-bed for image-based wavefrontsensing and control system.

Advanced Replicated Optics manufactured at theSOMTC.

Advanced lightweight electroformed nickel mirrorfor the Constellation-X.

Precision polishing of 0.5 m Constellation X-raymandrel.

14

Other Programmatic Assignments

International SpaceStationWe support—


The International Space Station is aU.S.-led, international partnershipprogram to build and operate a unique,world-class orbiting laboratory, freefrom the effects of gravity. Long-termscientific and technology developmentwill be conducted for the benefit of lifeon Earth.

MSFC supports the ISS Programthrough task agreements with the ISSProgram Office at the Johnson SpaceCenter (JSC). MSFC plays a vital rolein building, operating, and utilizing theISS for NASA through the performanceof these tasks. Specifically, MSFC isresponsible for development of theregenerative life support systems forISS’s crew and research animals;management oversight of two nodeelements and the Multipurpose Logis-tics Module being built by the ItalianSpace Agency, the Interim ControlModule being built by the NavalResearch Laboratory, and the propul-sion module being built by the BoeingCompany; development of researchfacilities including the EXPRESS rackand other payload support equipment;integration support of Spacelab palletsand support equipment for ISS assem-bly; and environmental qualificationtesting of major ISS elements andsystems.

MSFC is also responsible for themanagement, integration, and executionof payload operations and utilizationactivities on board the ISS. The PayloadOperations Integration Center, locatedat MSFC, is the ISS Program focalpoint for payload operations. MSFCcontrollers staff the facility and interact

The following is a brief summary of program related assignments being implemented by MSFC for the NASA Enterprises andother Lead Centers.

International Space Station.

Multi-Purpose Logistics Module(MPLM) in Alenia Clean Room.

with the worldwide scientific researchcommunity to plan and conduct payloadoperations on board the ISS. Payloadoperations training is a joint effort

between MSFC and JSC.

International Space Station Metrics

■ Provide carrier integration on schedule forISS Flight 3A in 1st quarter of FY00

■ Provide carrier integration on schedule forISS Flight 6A in 4th quarter of FY00

■ Integrate the first MPLM in preparation forflight 5A.1, 3rd quarter of FY00

■ Conduct integrated payload operations on ISSbeginning with Flight 4A in FY00

■ Conduct operational readiness reviews in FY00

■ Complete development and integration ofEXPRESS racks in accordance with flightschedules beginning in FY00

■ Complete preparations for launch of the firstrack of the Human Research Facility on Flight5A.1

■ Demonstrate the capability for principalinvestigators to conduct remote operationssupport of ISS payloads in FY00

■ Complete ISS Propulsion Module CDR inFY00

■ Prepare ISS Interim Control Module for lateFY00 availability.

Payload Operations Integration Center.


Chandra

We support—

■ Space Science EnterpriseMSFC is responsible for managing theChandra X-Ray Observatory (CXO).This responsibility includes the overalldesign, development, integration, andtesting of the CXO. MSFC continues tomanage the operations of the CXOthrough the Operations Control Center(OCC) and the Chandra X-Ray Center(CXC) at the Smithsonian AstrophysicalObservatory in Cambridge, MA. Theprogram’s goals are to determine thenature of celestial objects from normalstars to quasars, understand the natureof physical processes that take place inand between astronomical objects, andunderstand the history and evolution ofthe universe. These goals will beaccomplished by extending the range ofastrophysical observations significantlybeyond that of previous x-rayobservatories through increases insensitivity and resolution. Images takenwill be 10 times sharper than those frompreviously flown x-ray telescopes.

Chandra Metrics

■ Fully acceptable performance is defined asinstruments meeting nominal performanceexpectations, completing 80 percent ofpreplanned and commanded observationswith 95 percent of science data recovered onthe ground. Minimum acceptable perfor-mance is defined as the loss of one or bothgratings, and/or loss of an entire focal planeinstrument, and/or partial loss of the secondfocal plane instrument, as long as imagingcapability is available. Complete 40 percent ofpreplanned observations with 75 percent ofscience data recovered on the ground.

Chandra Gravity Probe-B.

Scientific Payloadsand ResearchWe support—

■ Space Science EnterpriseMSFC manages the Solar X-RayImager, Solar-B scientific payloads andconducts fundamental research in sixdisciplines—cosmic-ray physics,gamma-ray astronomy, x-rayastronomy, solar physics, space plasmaphysics and astrobiology. In the cosmic-ray field, MSFC scientists aredeveloping and testing particlecalorimeters for the Advanced CosmicRay Experiment on Space Station(ACCESS). ACCESS will increase theenergy range over which thecomposition and energy spectra ofcosmic rays can be measured. Ingamma-ray astronomy, MSFC scientistswill continue to support operations,distribution and analysis of data fromthe Burst and Transient SourceExperiment (BATSE) of the ComptonGamma-Ray Observatory. Discoveriesof new gamma-ray bursters, pulsars andblack hole candidates will be made. Aprototype of the Gamma-ray LargeArea Space Telescope (GLAST), usingscintillating fiber technology will beused to demonstrate achievement of themission angular resolution and energyrange requirements. In x-ray astronomya balloon payload will be flown todemonstrate a new replicated opticstechnology being developed for theConstellation-X mission. In solarphysics, analysis of MSFC’s vectormagnetic field measurements inconjunction with data from several U.S.and international space missions willcontinue. The development of thetechnology for demonstrating anultraviolet vector magnetograph hasbegun. In space plasma physics, datafrom the TIDE and UVI instruments arebeing acquired and analyzed as part of

the ISTP program. Data from theIMAGE spacecraft will be acquired,reduced, distributed and analyzed. Inastrobiology, MSFC scientists arestudying organisms that survive inextreme (cold) conditions to determinewhich characteristics can serve asbiomarkers for probing extraterrestrialsamples.

MSFC is also responsible for managingthe overall design, developmentintegration, test, and flight operations ofthe Gravity Probe–B (GP–B) flightexperiment. The GP–B objective is totest two extraordinary, unverifiedpredictions of Einstein’s Theory ofGeneral Relativity, namely “geodeticprecession” and “frame dragging,” bothof which describe distortions in thespace time continuum. In order to testthese subtle effects, GP–B will fly ultra-precise, tiny gyroscopes aboard a drag-free spacecraft containing the world’slargest space-qualified cryogenicsystem.

In an effort to communicate newscience and technology information tothe public, MSFC’s sciencecommunications process works todevelop between three and five newWWW headlines per week that drawfrom the entire NASA researchportfolio.

Scientific Payloads and Research Metrics

■ Gravity Probe-B• Complete final integration and test of the Gravity

Probe-B science payload• Mission lifetime of 16 months• Measurement accuracy for relativistic drift of

0.5 milliarcsecond/year

■ Solar-B• Mission lifetime of 3 years• Engineering models by February 2001• Focal plane instrument to ISAS by October 2002• 0.5-Meter Optical Telescope resolution of 0.25

arcseconds

■ Solar X-Ray Imager• Launch on GOES-M October 2000• Mission lifetime of 3 years• Full-disk soft x-ray imaging of the Sun,

including solar flares and coronal holes.

Solar-B.

16

Global Hydrology and Climate CenterMetrics

■ Provide two demonstrations of improvementsto climate modeling based upon utilization ofoperational satellite data in FY00

■ Establish a partnership with the NOAAforecast office for use of advanced satellitedata to improve operational forecast modelson a regional scale in FY00

■ Publish three scientific papers on therelationship between lightning and severestorms; establish an agreement with NOAA forflight of a lightning imaging sensor ingeosynchronous orbit in FY00

■ Complete mosaic of Central America from theJapanese Earth Resources Satellite (JERS–1),provide initial training of Central Americanparticipants, and complete two site intensivefield campaigns within the region in FY00

■ Complete regional assessment of SoutheastU.S. and integrate into national assessmentprocess in FY00

■ Restructure wind remote sensing program incollaboration with GSFC and completeground validation of key coherent lidar sub-systems in FY00

■ Complete baseline thermal characteristics offive major U.S. cities in collaboration withstate and local government in FY00

■ Process, validate, archive, and provideaccessibility to continuing data sets fromOTD, LIS, and AMSU in FY00.

Land use change in the Atlanta, GA, area where redindicates urban area development.

Global Hydrologyand Climate CenterWe support—

■ Earth Science Enterprise (ESE)

■ National Oceanographic andAtmospheric Administration(NOAA)

Through the Global Hydrology andClimate Center (GHCC), a joint venturewith academia, MSFC engages inresearch, education, and the develop-ment of Earth science applications. TheGHCC focuses on using advancedtechnology to observe and understandthe global climate system, and appliesthis knowledge to agriculture, urbanplanning, water resource management,and operational meteorology. Areas ofemphasis include observations oflightning, winds, and the use of othermeasurements for the study of Earth’sglobal hydrologic and energy cycles.

FY 2000 GHCC Activities

The GHCC will perform global watercycle research emphasizing the use ofadvanced satellite measurements fordetermining fundamental atmosphericwater variables, their phase, and theirthree-dimensional transports, translatingfindings into improved climate predic-tion models. To emphasize increasedaccuracy in surface hydrology anddispersion of chemical pollutants, theGHCC will use advanced satellite dataassimilation techniques in regionalweather prediction models.

A major focus in FY 2000 is strengthen-ing the atmospheric lightning programthrough continuing research andacquisition of global lightning data from

Climate studies and lightning observations.

Optical Transient Detector and LightingImaging Sensor (LIS), understandingthe relationship between lightning flashrate and severe storm onset, andestablishing a collaborative programwith NOAA for acquisition of lightningdata from geosynchronous orbit toimprove severe storm prediction.

To support archaeological studies andcontribute to ESE global land useclassification, land use change researchin Central America will be performed.In addition, the GHCC will evaluate theinterannual climate variability of thesoutheast U.S. and determine implica-tions on key economic sectors andincrease the understanding of sourcesand sinks for tropospheric ozone and itstransport.

Restructure of the coherent wind lidartechnology demonstration programincludes ground-based technologydevelopment, and design planning forfuture flight opportunities. Otheractivities include developing improvedsatellite retrieval techniques to measureand monitor atmospheric aerosolconcentration, its transport, and itsinfluence on radiative properties ofclouds.

Research results from urban heat islandstudies will be provided to state andlocal governments for utilization, andthe Global Hydrology Resource Center(GHRC) will continue developing itscapabilities through component datainformation systems for LIS, MSU,AMSU, and SSM/I measurements; itsESIP for AMSR data processing; and itsefficient accessibility by sciencecommunity.

The ER2 flies most of the sensors for land andsevere storm research.


■ Communications Architectureand Providing Agencywide AreaNetwork (WAN) ServicesProvide an Agencywide communica-tions architecture to support NASA’sEnterprises that incorporates flexibilityof technologies, efficiency in sustainingcosts, and standards ensuring fullinteroperability.

■ NASA Automated Data Process-ing Consolidation CenterCentrally locate, operate, and managenon-Mission Critical mainframecomputers and mid-range systemsrequired to support the Agency’sStrategic Enterprises.

■ NASA Digital TelevisionTransitionProvide policy dissemination, planning,and implementation guidelines toefficiently transition from NASA’scurrent analog television and videosystems architecture to the U.S. digitalstandard.

■ Earned-Value Management(EVM)Establish an effective, value-addedNASA EVM program and provide theoversight and guidance for theimplementation of EVM policythroughout the Agency.

■ NASA Preferred TechnicalStandardsServes as the NASA lead in providingan integrated system of NASA-widepreferred technical standards, guide-lines, specifications, and handbooks.

■ Space Environments and EffectsServe as NASA’s lead for identifying,developing, and maintaining thetechnologies required to mitigateeffects of hazardous space environ-ments on spacecraft required for futuremissions.

■ IFMP Training ActivityAs Principal Center, MSFC hasassumed responsibility for theIntegrated Financial ManagementProgram (IFMP) Training Programactivities and will carry out the rolefrom an Agency perspective. MSFCwill provide general day-to-day

Agency Support Activities

management, oversite, and coordinationof Agencywide IFMP traininginitiatives.

■ NASA Operational EnvironmentTeam (NOET)Provide a continuing capability tosupport and facilitate activities relatedto achieving environmental compliancein the design, development, test, useand production of aerospace hardware.

■ NASA Acquisition InternetService (NAIS)Provide the leadership for the Agency’son-line acquisition service andtechnical support for all operationalsystems and the primary technicalexpertise for several developmentalprojects, including the Virtual Procure-ment Office (VPO). Responsible formanagement of Agencywide teamactivities.

■ NASA Integrated ServicesNetwork (NISN)The NISN Project Office providesvoice, video, data, and messagingservices to Agency customers,including mission, center, program-matic, administrative, and scientificcommunities.

■ Defense Contract AdministrativeService Financial ManagementSupportResponsible for Agency-level account-ing associated with the ContractAdministration and Audit Servicesprovided to NASA.

■ National Center for AdvancedManufacturing (NCAM)Enables advanced manufacturingresearch and technology developmentand incorporates the use of IntelligentSynthesis Environment into manufac-turing to improve the competitivenessof the U.S. aerospace industry.

■ NASA Engineering ExcellenceInitiativeLead a NASA-wide effort to define,measure, and improve engineeringexcellence across the Agency, withfocus on people, processes, facilities,and tools.

Other Support Activities

■ SpacelinkNASA Spacelink is an electronicaeronautics and space resource thatplaces NASA educational materials,news, and reference data at thefingertips of teachers and studentsaround the world.

■ Electronic Meeting SystemProvide leadership in implementing andsustaining a collaborative performanceimprovement tool across the Agency.

■ Human Resource and PayrollInformation SystemsProvide leadership in implementing andsustaining an Agency human resourceand payroll system that provides thenecessary automated tools to profes-sionals that support the NASAworkforce. Provides NASA payrollproduction and customer support forthe Agency.

■ Integrated Financial Manage-ment Program (IFMP)Provide leadership in the IFMP arena,and along with DFRC, be the firstCenters to implement IFMP. Agencyoperations, the test facility, anddevelopment of Agencywide legacysystem interfaces are performed byMSFC.

■ Logistics Business SystemsOperations and MaintenanceProvide responsive and cost- effectivelogistics business systems to all NASAStrategic Enterprises, business partners,and logistics business process custom-ers.

■ Environmental AssessmentsImpact StatementsProvide leadership in implementing theNational Environmental Policy Act forall new MSFC programs such as X–33,Future X Pathfinders, and Space SolarPower.

■ AdminSTARProvide leadership in implementing andsustaining a training administrationbusiness system across the Agency.

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

Principal Center Support Activities

18

Customerand EmployeeRelations

Facilitate and coordinate the MSFC strategic andimplementation planning process and communicate,internally and externally, clear, consistent messagesthat are traceable to the MSFC Implementation Plan.Partner with other Center organizations to increasecollaboration or renew beneficial agreements withgovernment agencies at all levels. Promote allianceswith academia, industry, and national and regionalassociations to utilize ongoing research and technolo-gies developed at the Center. Involve the educationalcommunity in our endeavors to inspire students, createlearning opportunities, and enlighten inquisitiveminds. Ensure an effective workforce that enablesMSFC to succeed in a dynamic external environment,and provide quality products and services to ourcustomers.

• Education Programs• Employee and Organizational Development• Government and Community Relations• Human Resources• Internal Relations and Communications• Media Relations• Technology Transfer

• Implement IFMP Performance Series Training 3 monthsprior to IFMP implementation

• Reduce the MSFC civil servants’ FTE while maintaining adiverse workforce

• Enhance public knowledge of MSFC programs andactivities by conducting a national media campaign monthly

• Increase the number of NASA Educator ResourceCenters to seven in our six-state geographical region

• Increase the employee and organizational developmentopportunities by 15 percent over the FY99 baseline

• Implement summer program for college undergraduatesand first year graduate students

• Establish 10 new partnerships that complimentMarshall’s primary mission areas; negotiate 3 newlicensing agreements that provide monetary value to theCenter; and release 10 new success stories that highlightthe technologies of MSFC

• Increase by 50 percent the number of key stakeholdersbriefed on MSFC’s roles and missions with a focus tomembers of Congress on NASA oversight committees

• Increase by 50 percent the number of speakingopportunities for the Marshall Director and otherCenter employees at the local, regional, and nationallevel. With other CaER organizations, develop keycenter messages on MSFC roles and missions forspeakers to convey

• Incorporate exhibits and interactive displays at theSpace Station bus tour stop about Marshall productlines by December 1999.

• Develop new methods of directing web surfingeducators and students to NASA sites containingpopular content sought by the educational community.

Institutional Functions and CapabilitiesOur goal: Enhance and sustain a highly skilled, diverse, and motivated workforce committed to

safety while working in a creative and productive environmentin support of cutting-edge systems and technology development.

CenterOperations

Enhance customer satisfaction by simplifyingprocesses and reducing costs associated withproviding and delivering quality support services,protecting and preserving physical assets, providing asafe and healthy environment for the MSFCworkforce, and promoting harmonious industrial laborrelations.

• Environmental Engineering Department• Facilities Engineering Department• Information Services Department• Logistics Services Department• Protective Services Department

• Ninety percent customer satisfaction byFY 2000

• Ninety percent services provided at competitive ratesby FY 2000

• Eighty percent of processes simplified throughintegrated support services by FY 2000

• Perform annual building inspections and specialinspections to ensure a healthy work environment forall employees.

• Make available to all employees physicalexaminations, special screenings, immunizations,first aid and emergency assistance.

Safety andMissionAssurance

Enhance MSFC’s effectiveness in roles supportingNASA’s Strategic Enterprises by ensuring that safety,reliability, maintainability, and quality assurance areintegrated early into and throughout the life cycle of allprograms and projects.

• Maintain Centerwide Safety and Mission Assuranceinitiatives to support all MSFC programs andprojects in accordance with the defined S&MAmetrics in this plan.

Functions Goals Metrics


Procurement Improve effectiveness and efficiency of Centeracquisitions through increased use of techniques andmanagement tools that enhance contractor innovationsand performance.

• Increase obligated funds available for performance-based contracts to 80 percent

• MSFC will award 20 percent of its dollars availablefor contracting to Small Business concerns in FY00

• MSFC will award 8 percent of its dollars availablefor contracting to Small Disadvantaged Businessesin FY00.

LegalSupport

• Ensure that all court-imposed filing dates are met• Review financial disclosure forms within 60 days of

submission.

Support MSFC’s assigned roles and missions byproviding sound, understandable, timely legal counseland representation of the highest quality to all MSFCorganizational elements. Administer the ethicsprogram and patent prosecution for MSFC.

FinancialManagement

As stewards of government resources, we will developand maintain processes and systems that ensureaccurate financial control across the Center.

• Obligate 95 percent of authorized funding for thecurrent Program Year

• Ensure that the IFMP Phase 1 systems andprocesses are successfully implemented8 months after the successful test of the CoreFinancial Module

• Cost 70 percent or more of the resources authorityavailable to cost within the fiscal year.

EqualOpportunity

Promote and strive for equal opportunity; equity anddiversity in all occupational groups, grade levels,organizational units; MSFC programs and activities;and fully accessible facilities. Conduct educationalprograms with historically black and other minorityuniversities.

• Increase workforce representation by 5 percent inunderrepresented categories as defined in theCenter’s current Affirmative Employment Plan

• Improve the accessability features in five of theCenter’s buildings and public access areas

• Increase research participation with historicallyblack and other minority universities by 5 percent.

SystemsManagementOffice

The Systems Management Office (SMO) was createdas the pathfinder for a NASA initiative during theMSFC reorganization in May 1999, to provide a focalpoint for systems management, including systemsengineering and cost and economic analysis, forMSFC programs and projects. The Systems Manage-ment Office provides systems management consultingsupport throughout the product life cycle;ensures that appropriately tailored systemsmanagement processes are designed in theformulation of programs/projects; providesindependent evaluations of MSFC projects andprograms for compliance with andimplementation of NASA and MSFC projectand program management guidelines andmanuals; provides leadership, consultationservices, and technical expertise and determinesconsistency across product lines for Centersystems engineering and cost and economicanalysis functions; ensures that MSFC program/project personnel receive appropriate trainingand mentoring in systems engineering and costand economic analysis best practices; andsupports external organizations in reviews and analysisof NASA programs and projects.

• Establish collaboratively with other MSFC andNASA organizations the expected mode(s) ofinteraction (e.g., customer, provider, peer) anddocument these in SMO processes in FY00

• Establish criteria in early FY00 for MSFC projectsand programs to achieve focus status, a subsetwhich receives the highest level of SMO support;and establish baseline Organizational Issuancesthrough the MSFC ISO–9000 management systemthat define SMO processes by January 1, 2000

• Plan, conduct and support Independent Assessmentsand Independent Annual and Non-AdvocateReviews, as appropriate (30 planned); implementperiodic independent evaluation to the MSFCDirector (30 planned); and recommend projectunique tailoring of 7120.5A processes

• Provide program and project planning consultationto projects in formulation to ensure NPG 7120.5Acompliance (12 planned)

• Support MSFC implementation of the NASAEngineering Excellence Initiative, leadingformulation of systems engineering training plansby September 30, 2000; and develop and implementprocess for mentoring of systems and cost engineersat MSFC by September 30, 2000

• Implement prototype capability for ISE Reusable SpaceTransportation System application.

20

Engineering DirectorateMSFC’s Engineering Directorateprovides highly skilled crosscuttingengineering services for the MSFCproduct line directorates and offices,and provides Agency leadership ofselect crosscutting engineering func-tions.

The Engineering Directorate’s missionis to provide state-of-the art engineeringservices for MSFC’s products, andenables safe and affordable access tospace, advanced tools and hardware forspace utilization, and the creation ofnew knowledge of our Earth anduniverse through support of scientificinvestigations. The directorate alsoleads the development of someAgencywide crosscutting engineeringtechnologies, and participates in thetransfer of these technologies into theprivate sector.

The directorate’s capabilities includemechanical design; avionics systems;structural systems; and thermal systemsdesign, analysis, and test; materials andmanufacturing process development;and crosscutting systems engineeringservices. The directorate also doesresearch, technology and developmentfor the engineering tools and facilitiesin the areas of our crosscutting engi-neering disciplines.

The directorate accomplishes itsobjectives through highly trained andmotivated personnel located in fourdepartments and three offices describedbelow:

Avionics Department: Plans, performs,and directs R&D in engineering andanalysis of electrical systems, guidanceand control systems, instrumentationsystems, radio frequency systems,computer and data systems, softwareand avionics simulation systems relatedto space vehicles, payloads, and supportequipment.

Structures, Mechanical, and ThermalDepartment: Plans, conducts, anddirects R&D in structural, mechanical,and thermal systems for the analysis,design, and/or qualification testing ofspace and launch vehicles, payloads,and systems.

Materials, Processes, and Manufac-turing Department: Provides science,technology, and engineering design,development and test of materials,processes and products to be used inspace vehicle applications, includingrelated ground facilities, test articles,and support equipment.

Engineering Systems Department:Plans and performs systems relatedcrosscutting engineering services andsupport encompassing NASA standards,mass properties, kinematics, support-ability and logistics, modeling andsimulation, human engineering,configuration and data management,and environments (EMI/EMC, spaceand terrestrials).

Engineering Technology DevelopmentOffice: Integrates technology develop-ment for the directorate and leads theSpace Environments and Effectsprogram for the Agency.

Chandra Chief Engineers Office:Provides system engineering support forthe Chandra Observatory program.

Business Management Office:Integrates business management for thedirectorate and supports Center andAgencywide initiatives in improvingNASA business practices.

Engineering Metrics

■ Reduce relative lost time injuries by 50percent as compared to FY99 baseline

■ Increase the relative amount of training by10 percent compared to the FY99 baseline

■ Initiate at least one new means ofcommunicating directorate information to EDpersonnel

■ Achieve 90 percent customer satisfaction asdetermined by ED customer surveys ofMSFC product line directorates and offices

■ Initiate at least one new means of obtainingcustomer feedback to ED from the productline directorates and offices

■ Complete benchmarking of engineeringcapabilities and identify areas forimprovement

■ Increase the relative number of ED technicalmemoranda, conference papers, journalpapers as well as ED membership intechnical commities by 10 percent ascompared to the FY99 baseline

■ Implement the NASA Engineering ExcellenceInitiative through responsibilities asPrincipal Center

■ Establish at least three new teamingarrangements with another NASA Center(s)to support MSFC product line directoratesand offices

■ Establish at least three new teamingarrangements with an industry and/or auniversity partner to bid on a NASA MSFCactivity or NASA NRA’s

■ Initiate and/or propose at least one newnational or international activity for ED tolead the Agency in a crosscuttingengineering function

■ Increase the relative number of ED patentdisclosures by 20 percent as compared tothe FY99 baseline

■ Participate in the transfer of at least two newtechnologies into the private sector.

Engineering Capabilities


The NASA Strategic Plan

defines the Agency’s vision,

mission, and fundamentalquestions of science and research that

provide the foundation for our goals.

The four Strategic Enterprises identifytheir objectives to meet the Agency’s

goals in their individual Strategic Plans.

The MSFC FY 2000 Implementation

Plan provides the link for the Center

Program Plans, Project Plans, Institu-tional Implementation Plans, Center

Procedures, and Employee Performance

Plans to the Agency and EnterpriseStrategic Plans. Our implementation is

supported by industry, other Centers,

MSFC’s Link to the Future

other Federal agencies, and academia.

The Implementation Plan reflects

MSFC’s dedication to NASA’s goalsand communicates to the Strategic

Enterprises, our employees, and our

partners and customers the implementa-tion of our roles and missions through

metrics tied to the Agency budget.

22

For further information regarding the Marshall Space Flight Center FY 2000 Implementation Plan, please contact the following

individuals.

Center of Excellence for Space PropulsionSpace Transportation Directorate—http://photo3.msfc.nasa.gov/propulsion.html TD01 John Rogacki 256–544–3551

Propulsion Research Center TD40 George Schmidt 256–544–6055

Human Exploration and Development of SpaceMicrogravity Research—http://microgravity.msfc.nasa.gov/ SD10 Robin Henderson 256–544–1738

Flight Projects Directorate—http://www1.msfc.nasa.gov/FD/ FD01 Axel Roth 256–544–0451

Space Shuttle—http://liftoff.msfc.nasa.gov/ MP01 Alex McCool 256–544–0718

ISS Propulsion Module Project Office TD11 Steve Richards 256–544–7053

Development Projects Office TD12 Bob Hughes 256–544–6624

Aero-Space TechnologySpace Transportation Systems Development—http://stp.msfc.nasa.gov/ TD01 John Rogacki 256–544–3551

Advanced Space Transportation Program—http://astp.msfc.nasa.gov/ TD15 Garry Lyles 256–544–9203

X–33 Program—http://rlv.msfc.nasa.gov/ TD13 Robert Austin 805–572–2134

Pathfinder Program—http://rlv.msfc.nasa.gov/ TD14 John London 256–544–0454

Vehicle and Systems Development Department TD50 Helen McConnaughey 256–544–1165

Technology Evaluation Department TD70 Jerry Smelser 256–544–4082

Space Science EnterpriseScience Directorate—http://science.nasa.gov SD01 Frank Rose 256–544–7721

Space Optics Manufacturing Technology SD70 Scott Smith 256–544–5175

Chandra X-ray Observatory Program Office (CXO)—http://Chandra.nasa.gov/ XP01 Fred Wojtalik 256–544–0647

Gravity Probe–B SD30 Rex Geveden 256–544–9335

Earth Science EnterpriseGlobal Hydrology and Climate Center (GHCC)— SD60 Ray Arnold 256–922–5861

http://www.ghcc.msfc.nasa.gov/ghcc_home.html

Points of Contact


Principal Center and Agency Support ActivitiesNASA Payroll Operations Consolidation RS10 John Alexander 256–544–7290

Integrated Financial Management Program Implementation AD33 Jonathan Pettus 256–544–9271

Communications Architecture and Providing Agency WAN Services AD33 Terry Luttrell 256–544–0130

NASA Automated Data Processing Consolidation Center AD31 Portia Dischinger 256–544–8650

Earned Value Performance Management RS40 Jeff Saxon 256–544–0109

NASA Prefered Technical Standards ED40 Gabe Wallace 256–544–4359

Space Environments and Effects ED03 Steven Pearson 256–544–2350

NASA Digital Television Transition AD32 Rodney Grubbs 256–544–4582

Sustaining Engineering Support for Agencywide Administrative Systems AD33 Sheila Fogle 256–544–5638

Logistics Business Systems Operations and Maintenance AD40 Nikita Zurkin 256–544–6326

IFMP Training CD03 Tricia Kennedy 256–544–7532

AdminSTAR and Electronic Meeting System CD20 Greg Walker 256–544–7558

Engineering Excellence Initiative ED41 Joseph Hale 256–544–2193

NASA Operational Environment Team ED30 Ann Whitaker 256–544–2481

Defense Contract Administrative Service Financial Management Support RS21 Tonia Martin 256–544–6506

NASA Integrated Service Network AD30 Rick Helmick 256–544–3460

National Center for Advanced Manufacturing ED30 Ann Whitaker 256–544–2481

Spacelink—http://spacelink.nasa.gov CD60 Jim Pruitt 256–544–0213

MSFC Institutional Functions and Capabilities—http://www.msfc.nasa.gov/

Engineering Directorate ED01 Jim Kennedy 256–544–1000

Chief Counsel LS01 Bill Hicks 256–544–0010

Educational Programs CD60 Jim Pruitt 256–544–0213

Equal Opportunity OS01 Charles Scales 256–544–4927

Financial Management RS01 David Bates 256–544–0092

Human Resources CD10 Danny Hightower 256–544–7496

Internal Relations & Communications CD40 Norman Brown 256–544–0505

Government & Community Relations CD50 Shar Hendrick 256–544–5549

Employee and Organizational Development CD20 Greg Walker 256–544–7558

Information Services AD30 Charles Houston 256–544–5772

Facilities Engineering AD20 Peter Allen 256–544–7909

Environmental Engineering AD10 Rebecca McCaleb 256–544–4367

Logistics Services AD40 Roy Malone 256–544–0506

Procurement PS01 Steve Beale 256–544–0257

Safety & Mission Assurance QS01 Amanda Goodson 256–544–0043

Technology Transfer CD30 Sally Little 256–544–4266

Protective Services AD50 Bradley Waits 256–544–4534

Media Relations CD70 Dom Amatore 256–544–0031

Systems Management Office VS01 J.W. Kilpatrick 256–544–2051

Occupational Safety QS10 Herb Shivers 256–544–8903

Occupational Health AD02M William Dye 256–544–2390

24

NASA Near-Term Goals

Expand the frontier

Expand Scientific Knowledge

Human Exploration and Development of Space Enterprise

NASA Objectives

Invest in enabling high-leverage explorationtechnologies

Enable human exploration throughcollaborative robotic missions

NASA Performance Targets

In coordination with other Enterprises,develop and implement tests anddemonstrations of capabilities for futurehuman exploration in the areas ofadvanced space power, advanced spacetransportation, information andautomation systems, and sensors andinstruments

Complete the Radiation ResearchInstrument for the Mars 01 missions tostudy transit, orbital, and surface radiationeffects, and conduct three workshops todefine and prioritize research tasks insubjects such as radiation shieldingmaterials, in situ resource utilization, andfluids management and heat transfertechnology. Complete the sciencedefinition of granular flows, fluids, anddust management experiments to begingathering research data to alleviate criticalproblems of dust buildup, habitatfoundation engineering, and roverperformance during planetary exploration

Complete the development and initiate theimplementation of a comprehensivetechnology investment strategy to supportfuture human exploration that includescapability development for increasingself-sustainability, decreasing transittimes, developing commercialopportunities, reducing cost and risk, andincreasing knowledge and operationalsafety

Support an expanded research program ofapproximately 935 investigations, anincrease of ~17% over FY99. Publish100% of science research progress in theannual OLMSA Life Sciences andMicrogravity Research Program TaskBibliographies and make this available onthe internet

Using suborbital rockets, complete onecombustion experiment on the flamespread of liquid fuels to better controlEarth-/space-based fire hazards, andconduct an investigation to test theories offundamental physics properties andphysical laws of fluids to provide key datafor Earth and space-based processingmaterials; report the results

Complete data reduction from the STS–95Research Module mission. Begin toexplore new cooperative efforts with theNIH in the area of aging and transferspace-driven research data for industrydevelopment of a new drug to treatChagas’ disease

MSFC Implementation

Manage the Space Solar Power (SSP)Exploratory Research and Technology(SERT) study. Activities include analysisof system concepts to identify viableapproaches to SSP for planetary surfaceand space applications. Products willenable NASA management to makeinformed decisions on a portfolio of SSPtechnology investments.

Initiate planning in combustion researchsafety issues, conduct workshop onradiation shielding, conduct ISRUworkshop on materials, completerequirements definition of dustmanagement and granular flows

Participate in HEDS Integrated TechnologyPlanning

Hold pre-NRA conferences, release NRA’sin three research disciplines. Science datato be returned to investigators in a timelymanner to aid in meeting publicationschedules. Bibliography to be updatedand maintained in internet continuously.

Communicate requirements to providersto ensure availability of suborbital rockets,launch one SAL campaign and one fluidsinvestigation. Data to be returned toinvestigators in timely manner forpublication.

Cooperative efforts with NIH and othernon-NASA agencies to be investigatedduring planing conferences with scienceand discipline meetings.

FY 2000 MSFC Metrics

Publish a final report on the SERT study.Material within the report will includeconcept analysis, technology roadmaps andrecommendations on near-term technologydevelopment and demonstrations.Demonstrate SSP technologies in solarpower generation (SPG), powermanagement and distribution (PMAD), andwireless power transmission (WPT).

Conduct one workshop on radiation andIn Situ Resource Utilization. Conductrequirements definition for granular flows,fluids, and dust management experiment

Publish technology planning forMicrogravity Research and Space ProductDevelopment in the HEDS Research andTechnology Plan

Support at least 425 researchinvestigations. Support at least 12 ScienceConcept Reviews and 20 RequirementsDefinition Reviews. Prepare and releasethree NRA’s. Maintain sciencebibliography on the internet. Conductresearch on at least 7 parabolic aircraftflight campaigns and 2 suborbital rocketflights

Initiate flight and ground investigationgrants for 98 Materials Science NASAResearch Announcements

Launch one SAL campaign and oneExtensional Rheology Experiment (ERE)

Issue mission report on STS-95

Marshall Space Flight Center Implementation Plan Linkage to the FY 2000 NASA Performance Plan

Define innovative, safe and affordablehuman exploration mission architectures

In partnership with the scientificcommunity, use the space environment toexplore chemical, biological, and physicalsystems


NASA Near-Term GoalsEnable and establish a permanent andproductive human presence in Earth orbit

Human Exploration and Development of Space Enterprise (continued)

NASA ObjectivesProvide safe and affordable access tospace

Deploy and operate the ISS to advancescientific, exploration, engineering, andcommercial objectives

Ensure and enhance the health, safety, andperformance of humans in space

NASA Performance TargetsHave in place an aggressive Shuttleprogram that ensures the availability of asafe and reliable Shuttle system throughthe ISS era

Achieve seven or fewer flight anomaliesper mission

Deploy and activate the Canadian-builtSpace Station Remote ManipulatorSystem to provide an ISS-based remotemanipulating capability for maintenanceand assembly

Deploy and activate the airlock to providean ISS-based EVA capability

Deliver to orbit the first of three Italian-built Multi-Purpose Logistics Modules(MPLM’s) to provide a reusable capabilityfor delivering payload and systems racksto orbit

Conduct operations with a three-personhuman presence on the ISS

Complete preparations for the initial ISSresearch capability through the integrationof the first rack of the Human ResearchFacility (HRF–1), five EXPRESS racks withsmall payload research, and theMicrogravity Science Glovebox

Develop, build, and deliver a U.S.Propulsion Module before the end of2002

Build and deliver ICM to support CY00utilization

Provide training to the appropriate NASAsupervisors with specific emphasis onactions to prevent injury and illness onthe job. Increase employee participation inthe wellness program by at least 25%over the FY97 baseline. In coordinationwith the Office of Safety and MissionAssurance, achieve a 10% reduction inworkers’ compensation claims over theFY98 baseline.

FY 2000 MSFC MetricsAchieve a 60% increase in predictedreliability of the Space Shuttle over the1995 baseline

Maintain less than one in-flight anomaly(IFA) per mission for Marshall-relatedpropulsion elements

Provide carrier integration on schedule forFlight 6A in 4th quarter of FY00

Provide carrier integration on schedule forISS Flight 3A in 1st quarter of FY00

Integrate the first MPLM in preparation forflight 5A.1, 3rd quarter of FY00

Conduct integrated payload operations onISS beginning with Flight 4A in FY00

Conduct operational readiness reviews inFY00

Management of ISS Propulsion Module

Complete development and integration ofEXPRESS racks in accordance with flightschedules beginning in FY00

Complete preparations for launch of thefirst rack of the Human Research Facilityon Flight 5A.1

Perform verification testing and conductacceptance reviews on MSG inpreparation for turnover to ISS forintegration

MSFC ImplementationSpace Shuttle Projects Office

Provide launch carrier system and on-orbit deployment support

Provide launch carrier and support on-orbit deployment

Provide engineering oversight of thedesign, development, and manufacturingof the three MPLM’s

Certify cadre for integrated payloadoperations and deliver associated flightproducts

Deliver ground support systems forpayload operations

Develop the EXPRESS rack for integrationof science payloads

Complete preparations for the initial ISSresearch capability

Microgravity Science and Applications

Perform verification testing and conductacceptance reviews on MSG onpreparation for turnovers to ISS forintegration. Provide at least three smallresearch payloads compatible withEXPRESS racks

Management of ISS Propulsion Module

Management of ICM Module

Use the Agency Safety Initiative model toreinvigorate the MSFC Safety Program

Complete acceptance review for MSG

Complete ISS Propulsion Module CDR inFY 2000

Prepare ISS Interim Control Module forlate FY00 availability

Reduce lost time mishap rate by 20% peryear compared to the FY98 baseline of0.16 over 5 years and better the goal eachyear

Complete the OSHA VPP Star Certificationby the end of FY00

Expand the commercial development ofspace

Foster commercial participation on theInternational Space Station

Utilize at least 30% of Space Shuttle andISS FY00 capabilities for commercialinvestigations, per the U.S. PartnerUtilization Plan

Space Shuttle Projects Office

Fund payload development for SpaceShuttle and ISS. Advocate commercialpayload accommodations in the PartnerUtilization Plan

Maintain less than one in-flight anomalyper mission

Fund developments and advocateaccommodations for at least threecommercial payloadsProvide an augmentation to theCooperative Agreement with the Center forMacromolecular Crystallography for anInfectious Disease Initiative

Begin establishing an Infectious DiseaseInitiative with the Center forMacromolecular Crystallography

26

NASA Near-Term Goals NASA Objectives NASA Performance Targets FY 2000 MSFC MetricsMSFC Implementation

Space Transportation-enable the fullcommercial potential of space andexpansion of space research andexploration

Aero- Space Technology Enterprise

Revolutionize space launch capabilities Conduct the flight testing of the X–33vehicle

Complete vehicle assembly and begin theflight test of the second X–34 vehicle

Complete small payload-focusedtechnologies and select concepts for flightdemonstration of a reusable first stage(Bantam)

None listed

Begin flight test of the X–33 anddemonstrate key technologies in CY00

Complete X–33 XRS–2200 linearaerospike hot fire at SSC

Complete proof and structural load testsof X–33 composite LH2 tank

Initiate flight test of the X–34 anddemonstrate key technologies in CY00

Complete X–34 captive carry test in FY00

Complete X–37 design in FY00

Conduct X–40A approach and landingtest

Deliver Fitcheck Fastrac engine to X–34project in first quarter of FY00 and certifyin third quarter of FY00

Launch SHARP–B2 flight experiment

Demonstrate densified liquid oxygen andhydrogen for RLV application

Complete Rocket-Based Combined Cycleflowpath testing in FY00

Complete 250k hybrid testing in the firstquarter of FY00

Complete design and demonstration of aportable antiproton trap in FY00

Demonstrate RLV propulsion technologiesincluding:– Lightweight long-life thrust cells– Polymer matrics lines, valves, and

ducts– Advanced unshrouded impeller design– Advanced high efficiency tubine

design.

Define combined cycle flightdemonstration in FY00

Fly ProSEDS tether propulsion flightexperiment at first opportunity afterAugust 2000

Complete Spaceliner 100 technologyroadmap in FY00

Continue to upgrade facilities andmaintain safe, cost-effective state-of-theart test capabilities

Build and deliver X–38 DeorbitPropulsion Stage for integration into theflight demonstrator in late FY00

Complete ground demonstration of 100%design life on the NSTAR ion engine inFY00

Complete combined cycle propulsionflight demonstrator definition in thesecond quarter of FY00

Complete 500-hour test of 10kW HallElectric Thruster in FY00

Management of the X–33 Program

Management of the Pathfinder Program

Management of ASTP

Space Propulsion


Chart the evolution of the universe, fromorigins to destiny, and understand itsgalaxies, stars, planets, and life

Solve mysteries of the universe The Chandra X-Ray Observatory will meetnominal performance expectations, with80% of preplanned and commandedobservations with at least 95% of sciencedata recovered on the ground

Complete the final integration and test ofthe GP–B science payload with thespacecraft in August 2000

Complete and deliver for testing Solar B’sfour electrical engineering models inSeptember 2000

In FY00, continue to operate instrumentsnot dependent on expended consumables(OSSE,BATSE,COMPTEL) at an averageefficiency of at least 60%

The prototype primary instrument forGLAST will demonstrate achievement ofthe established instrument performancelevel

Based on an overall goal of conducting26 worldwide science and technologydemonstration balloon missions, at least23 campaigns shall successfully achievealtitude and distance, and investigators’instrumentation shall function as plannedfor at least 19 missions

Fully acceptable performance is definedas instruments meeting nominalperformance expectations, completing80% of preplanned and commandedobservations with 95% of science datarecovered on the ground. Minimumacceptable performance is defined as theloss of one or both gratings, and/or lossof an entire focal plane instrument, and/orpartial loss of the second focal planeinstrument, as long as imaging capabilityis available. Complete 40% of preplannedobservations with 75% of science datarecovered on the ground.

Complete final integration and test of theGravity Probe-B science payload

Complete Phase A and requirementsreview

Begin Phase B

Complete integration and test for plannedlaunch (October 2000)

Full-disk soft x-ray imaging of the Sun,including solar flares and coronal holes

MSFC scientists will support operations,distribution and analysis of data from theBurst and Transient Source Experiment(BATSE) of the Compton Gamma-RayObservatory

A prototype of the GLAST, usingscintillating fiber technology, will be usedto demonstrate achievement of themission angular resolution and energyrange requirements

A balloon payload will be flown todemonstrate the new replicated opticstechnology being developed for theConstellation X mission

Management of the Chandra program

Manage the development of GravityProbe-B

Manage the development of Solar-B

Support integration and test of SolarX-Ray Imager

Support to the Burst and Transient SourceExperiment (BATSE)


Aero- Space Technology Enterprise (continued)

Space Transportation Directorate

Support to the Gamma-Ray Large AreaSpace Telescope (GLAST)

Conduct fundamental research

Space Science Enterprise

Demonstrate 2nd generation RLVtechnologies by the end of calendar year2000 including:– Nonautoclave processing and

lox compatible compositestructures

– Composite joining– Integrated structure and TPS– Hot structures and TPS

Study improvements in Shuttlesystems safety, operability and cost byevaluating upgraded solid rocketmotors or new liquid propulsion reusablefirst stages and the ET friction stir weldand repair processes

Streamline operations by continuing thetransition of routine operations from agovernment role of oversight to insightand the transition of Shuttle primecontracts to the Space Flight OperationsContract, based on project maturity andstability

28

Acquire calibrated observational data fromthe Japanese Yohkoh high-energy solarphysics mission for at least 75% of thetime permitted by tracking coverage.Collect pixel-limited images in allTransition Region and Coronal Explorer(TRACE), wavelength bands. Capture atleast 90% of available Ulysses sciencedata.

None listed

Conduct research and analysis

NASA Near-Term Goals

Space Science Enterprise (continued)

NASA Objectives NASA Performance Targets FY 2000 MSFC MetricsMSFC Implementation


World-class leadership in space opticsmanufacturing technology


Explore the solar system

Develop innovative technologies forenterprise missions and externalcustomers

Support all objectives

Develop new critical technologies toenable innovative and less costly missionand research concepts

Support all goals

In solar physics MSFC will continueanalysis of data from the Japanese/U.S.Yohkoh mission, the Transition Regionand Coronal Explorer (TRACE), the SolarHeliospheric Observatory and the Ulyssesmissions in conjunction with vectormagnetic field measurements obtained atMSFC

Conduct Research and Analysis inDiffractive Optics and Coatingsapplications

Advance the TRL one level in optical beamsteering

Demonstrate fabrication of 8" diameterdiffractive optics

Demonstrate imaging performance of.37-m fresnel lens

Produce solar concentrators with 50%higher flux levels to enable solar powersystems with efficiencies > 40%

Investigate one new coating for x-raymirror replication technology

Upon delivery, test the two NGSTdemonstration mirrors at cryogenictemperatures

For Constellation X, demonstrateresolution <= 10 arc seconds in replicatedx-ray optics weighing <=1/3 the weight ofXMM optics

Produce 0.5 m diameter normal incidencereplicated optics with thickness variationless than 5% over the mirror surface

Identify concepts and materials for .1Kg/m2 ultra-lightweight optical substrates

Deploy and test an inductive edge sensormirror alignment technology in a ground-based observatory

Establish test-bed for image-basedwavefront sensing and control system

Establish a customer satisfaction trackingprogram

Produce a 0.2-m diameter diffractivescanner with 80% efficiency for a30-degree scan angle

The MSFC Space Science Department willconduct fundamental research in fivedisciplines: Cosmic-ray physics, high-energy astrophysics, solar physics, low-energy space plasma physics andastrobiology.


Establish a partnership with the NOAAforecast office for use of advanced satellitedata to improve operational forecastmodels on a regional scale

Advance satellite data assimilationtechniques in regional weather predictionmodels, emphasizing increased accuracyin surface hydrology and dispersion ofchemical pollutants

Strengthen atmospheric lightningprogram through continuing research andacquisition of global lightning data fromOTD and LIS, understand relationshipbetween lightning flash rate and severestorm onset, and establish collaborativeprogram with NOAA for acquisition oflightning data from geosynchronous orbitto improve severe storm prediction

Restructure coherent wind lidartechnology demonstration programincluding ground-based technologydevelopment, and design planning forfuture flight opportunities

Perform land use change research inCentral America for archaeological studiesand contribution to ESE global land useclassification

Evaluate interannual climate variability ofsoutheast U.S. and determine implicationson key economic sectors

Increase collaboration with state and localgovernment for utilization of researchresults from urban heat island studies.

Continue developing capabilities ofGlobal Hydrology Resource Centerthrough its component data informationsystems for LIS, MSU, AMSU, and SSM/Imeasurements, its ESIP for AMSR dataprocessing, and its efficient accessibilityby science community

Establish a benchmark for global andregional rainfall measurements bycombining TRMM measurements withmeasurements from other sources

Predict seasonal to interannual climatevariations

Enable the productive use of Earth scienceand technology in the public and privatesectors

Disseminate information about the Earthsystem

Earth Space EnterpriseNASA Near-Term Goals NASA Objectives NASA Performance Targets FY 2000 MSFC MetricsMSFC Implementation

Publish three scientific papers on therelationship between lightning and severestorms, and establish an agreement withNOAA for flight of a lightning imagingsensor in geosynchronous orbit

Restructure wind remote sensing programin collaboration with GSFC and completeground validation of key coherent lidarsubsystems

Understand the causes and consequencesof land-cover/land-use change

Continue the development of global land-cover/use change data set based onLandsat and EOS instrument, at seasonalrefresh rate

Complete mosaic of Central America fromthe Japanese Earth Resources Satellite(JERS-1), provide initial training ofCentral American participants, andcomplete two site intensive fieldcampaigns within the region

Make major scientific contributions tonational and international environmentalassessments

Complete the contribution to the FirstNational Assessment of the PotentialConsequences of Climate Variability andChange: Provide climate scenarioinformation, support the nationalsynthesis, conduct several regional U.S.analyses, and provide supporting researchfor sector analyses

Complete regional assessment ofSoutheast U.S. and integrate into nationalassessment process

Extend the use of Earth science researchfor national, state, and local applications

Implement at least five joint applicationsresearch projects/partnerships with stateand local governments in remote sensingapplications

Complete baseline thermal characteristicsof five major U.S. cities in collaborationwith state and local governments

Implement open, distributed, andresponsive system architectures

EOSDIS will make available data onprediction, land surface, and climate tousers within 5 days

Process, validate, archive, and provideaccessibility to continuing data sets fromOTD, LIS, and AMSU

Expand scientific knowledge bycharacterizing the Earth system

Detect long-term climate change, causesand impacts

Continue to improve the design andsophistication of a global climate systemmodel, including use of higher resolution,to make it a state-of-the-art climatesystem model for projecting the climateconsequences at the regional level.

Provide two demonstrations ofimprovements to climate modeling basedupon utilization of operational satellitedata

Perform global water cycle researchemphasizing use of advanced satellitemeasurements for determiningfundamental atmospheric water variables,their phase, and their three-dimensionaltransports, translating findings toimproved climate prediction models

30

Manage StrategicallyNASA Near-Term Goals NASA Objectives NASA Performance Targets FY 2000 MSFC MetricsMSFC Implementation

Cost 70% or more of the resourcesauthority available to cost within the fiscalyear

Obligate 95 percent of authorized fundingfor the current program year

Ensure that the IFMP Phase 1 systemsand processes are successfullyimplemented 8 months after thesuccessful test of the core financialmodule

Implement IFMP Performance SeriesTraining 3 months prior to IFMPimplementation at MSFC

Establish collaboratively with other MSFCand NASA organizations the expectedmode(s) of interaction (e.g., customer,provider, peer) and document these inSMO processes

Establish criteria for MSFC projects andprograms to achieve focus status, asubset which receives the highest level ofSMO support, and establish baselineOrganizational Issuances through theMSFC ISO–9000 management systemthat define SMO processes

Plan, conduct and support IndependentAssessments and Independent Annual andNon-Advocate Reviews as appropriate,implement periodic independentevaluation to the MSFC Director, andrecommend project unique tailoring of7120.5A processes

Provide program and project planningconsultation to projects in formulation toensure NPG 7120.5A compliance

Support MSFC implementation of theNASA Engineering Excellence Initiative,leading formulation of systemsengineering training plans, and developand implement process for mentoring ofsystems and cost engineers at MSFC

Implement prototype for ISE RSTSapplications

Maintain obligated funds available forperformance-based contracts at 80%

MSFC will award 8% of its dollarsavailable for contracting to SDB concernsin FY 2000

Ninety percent customer satisfaction byFY 2000.

Ninety percent services provided atcompetitive rates by FY 2000

Office of Chief Financial Officer

Office of Chief Financial Officer

IFMP Training Program Office

Systems Management Office

Procurement Office

Center Operations Directorate

Cost 70% or more of available resources

Begin the implementation at NASAinstallations of the Integrated FinancialManagement System followingcompletion of system testing

None listed

Of funds available for PBC, maintain PBCobligations at 80%

Achieve at least the congressionallymandated 8% goal for annual funding tosmall disadvantaged businesses.

Improve the effectiveness and efficiency ofAgency acquisitions through theincreased use of techniques andmanagement that enhance contractorinnovations and performance

None listed

Reduce the MSFC civil servants FTE whilemaintaining a diverse workforce

Increase workforce representation by 5%in underrepresented categories

Improve the accessibility features in 5 ofthe Center’s buildings and public accessareas

Increase research participation withhistorically black and other minorityuniversities by 5%

Reduce lost-time mishap rate by 20% peryear over 5 years and better the NASAgoal each year

Complete the OSHA Voluntary ProtectionProgram Star certification by the end ofFY 2000

Complete incorporation of safety into theMSFC Integrated Document Library by theend of FY 2000

Human Resources Department

Equal Opportunity Office

Safety and Mission Assurance Office

Reduce the civil service workforce level tobelow 18,200. Maintain a diverse NASAworkforce throughout the downsizingefforts.

Reduce the number of Agency lostworkdays (from occupational injury orillness) by 3% from the FY94–96 3-yearaverage

Optimize investment strategies andsystems to align human, physical, andfinancial resources with customerrequirements, while ensuring compliancewith applicable statues and regulations

Provide a basis for the Agency to carry outits responsibilities effectively and safelyand enable management to make criticaldecisions regarding implementationactivities and resource allocations that areconsistent with the goals, objectives, andstrategies contained in NASA’s Strategic,Implementation, and Performance Plans


Increase the relative number of EDtechnical memoranda, conference papers,and journal papers as compared to theFY99 baseline

Establish at least three new teamingarrangements with another NASACenter(s) to support MSFC product linedirectorates and offices.

Establish at least three new teamingarrangements with an industry and/or auniversity partner to bid on a NASA MSFCproduct line activity or NASA NRA

Initiate and/or propose at least one newnational or international activity for ED tolead the Agency in a crosscuttingengineering function

Increase the relative number of ED patentdisclosures by 20% as compared to theFY99 baseline

Complete benchmarking of engineeringcapabilities and identify areas forimprovement

Engineering DirectorateConduct further research


Implement processes at the X-RayCalibration Facility to reduce the cost ofoptical systems testing by 10%

Increase the relative amount of training by10% compared to the FY99 baseline

Increase the relative number of EDtechnical memoranda, conference papers,journal papers as well as ED membershipand technical commities by 10% ascompared to the FY99 baseline

Implement the NASA EngineeringExcellence Initiative throughresponsibilities as Principal Center

Initiate and/or propose at least one newnational or international activity for ED tolead the Agency in a crosscuttingengineering function

Participate in the transfer of at least twonew technologies into the private sector

Space Optics Technology ManufacturingCenter

Engineering Directorate

Meet schedule and cost commitments bykeeping the development and upgrade ofmajor scientific facilities and capitalassets within 110% of cost and scheduleestimates, on average

None listed

Reduce the cost and development time todeliver products and operational services

Improve and maintain NASA’s engineeringcapability

Enable NASA’s Strategic Enterprises andtheir Centers to deliver products andservices to customers more effectively andefficiently while extending the technology,research, and science benefits broadly tothe public and commercial sectors

Issue discipline research NRA’s formicrogravity research

Microgravity researchFor selecting, and funding/conductingR&A and core technology projects, theSpace Science Enterprise,OLMSA, and the ESE will use broadAgency announcements (AO, NRA, andCAN solicitations) to competitively award80% or more of resources in theseprograms based on peer review

None listed

Select and fund/conduct research andanalysis programs

Extend the boundaries of knowledge ofscience and engineering, capture newknowledge in useful and transferablemedia, and share new knowledge withcustomers

Provide Aero-Space Products and Capabilities

Generate Knowledge

Manage Strategically (Continued)

Center Operations Directorate Perform annual building inspections andspecial inspections to ensure a healthywork environment

Make available to all employees physicalexaminations, special screenings,immunizations, first aid, and emergencyassistance

32

Establish 10 new partnerships thatcompliment Marshall’s primary missionareas, negotiate 3 new licensingagreements that provide monetary value tothe Center, and release 10 new successstories that highlight the technologies ofMSFC

Increase the number of NASA EducatorResource Centers in our six-stategeographical service region to seven

Implement a summer program for collegeundergraduates and first year graduatestudents

Enhance public knowledge of MSFCprograms and activities by conducting anational media campaign each month

MSFC Technology Transfer Department

MSFC Education Programs

MSFC Media Relations Department

Government and Community RelationsDepartment

MSFC’s science communications process

MSFC Education Programs

Increase new opportunities to transfertechnology to private industry from19,600 to 19,800. These opportunitieswill be made available to the publicthrough the Tech Tracs database and willbe measured by monitoring a controlleddata field that indicates the number of newtechnologies communicated to the public

Seek to maintain a level of participationinvolvement of approximately 3 millionwith the education commuity, includingteachers, faculty, and students

Provide the public with internal access tolistings of existing and upcomingcommunications events, activities, andproducts and best communicationspractices within NASA

None listed

Increase the number of searched pages inNASA web space by 5% per year, relativeto the FY99 baseline

Highlight existing and identify newopportunities for NASA’s customers,including the public, the academiccommunity, and the nation’s students, toparticipate directly in space research anddiscovery

Improve the external constituentcommunities’ knowledge, understanding,and use of results and opportunitiesassociated with NASA’s programs

Ensure that NASA’s customers receive theinformation derived from NASA’s researchefforts that they want, in the format theywant, for as long as they want it


Increase by 50% the number of keystakeholders briefed on MSFC's roles andmissions with a focus to members ofCongress on NASA oversight committees

Increase by 50% the number of speakingopportunities for the Marshall director andother Center employees at the local,regional, and national level. With otherCaER organizations, develop key centermessages on MSFC roles and missions forspeakers to convey.

Incorporate exhibits and interactivedisplays at the Space Station bus tour stopabout propulsion, microgravity, spacetransportation, space sciences, and opticsby December 1999.

Develop between three and five new WWWheadlines per week that draw from theentire NASA research portfolio

Develop new methods of directing websurfing educators and students to NASAsites containing popular content sought bythe educational community.

Communicate Knowledge

director’s message - nasa

Documents