SRACES_Virtual_Industry_Day_-_Sample_PWS_Service_Products_plus_Locality_and_Exhibit_Photos.pdf

Section 3.0

EX

EC

U

TI

VE

Personal Highlights:

• Born in Ellsworth, Kan.

• Married to Lisa

• Has worked as a consultant for various companies such as Honeywell Corporation, American Airlines, Air France, and Continental Airlines

• Recipient of over 20 awards including FAA's Excellence in Aviation Award

• Authored and co-authored over 150 conference and research papers

• Confirmed in the Senate by voice vote on the last day of the 115th Congress

DIRECTOR, OFFICE OF SCIENCE AND TECHNOLOGY POLICY

Education

• B.S., meteorology, University of Oklahoma, 1980

• M.S., atmospheric science, University of Illinois at Urbana-

Champaign, 1982

• Ph.D., atmospheric science, University of Illinois at Urbana-

Champaign, 1985

Professional Background

• Director, Office of Science and Technology Policy, 2019–present

• Vice president, Research, University of Oklahoma, 2009–2018

• Weathernews chair emeritus, Applied Meteorology, University of

Oklahoma, 2009–2018

• Director emeritus, Center for Analysis and Prediction of Storms, University of Oklahoma, 2006–2018

• Professor, School of Meteorology, University of Oklahoma, July

1998–2018

• Member, National Science Board, 2004–2016

– Vice chairman, National Science Board, 2012–2016

• Associate vice president, Research, University of Oklahoma, 2005–2009

• Weathernews chair, Applied Meteorology, University of Oklahoma, 2005–2009

• Director, Sasaki Institute, University of Oklahoma, 2005–2009

• Co-founder/deputy director, Center for Collaborative Adaptive

Sensing of the Atmosphere, National Science Foundation (NSF) Engineering Research Center, University of Oklahoma, 2003–2008

• Roger and Sherry Teigen presidential professor, University of Oklahoma, 2004

• Regents’ professor, University of Oklahoma, 2001

• OU Associates Foundation Presidential Professor, University of

Oklahoma, 1998–2002

• Founder/director, Environmental Computing Applications System, University of Oklahoma, 1996–2001

• Director, Center for Analysis and Prediction of Storms (CAPS), NSF

Science and Technology Center, University of Oklahoma, 1994–2006

• Founder, Weather Decision Technologies, 1999

• Co-founder, CAPS, NSF Science and Technology Center, University of

Oklahoma, 1989

• Associate professor, School of Meteorology, University of

Oklahoma, 1991–1998

• Director, Model Development Program, Center for Analysis and

Prediction of Storms, University of Oklahoma, 1989–1994

Dr. Kelvin Droegemeier

2018 Annual External Environmental Monitoring Assessment

Contents Contents Politics

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Local and State Politics ........................................................... Error! Bookmark not defined.

Alabama Space Authority ........................................................ Error! Bookmark not defined.

Flat Budgets and Economic Uncertainty ......................... Error! Bookmark not defined.

Advise and Oversight ...................................................... Error! Bookmark not defined.

Industry Trends ............................................................... Error! Bookmark not defined.

Resiliency and Responsiveness in Defense Space ........ Error! Bookmark not defined.

International Trends ........................................................ Error! Bookmark not defined.

Introduction:

Covers roughly the last twelve months – since the last MISCP was planned/developed. More important than the precise timeframe is answering the question, what has happened since the last MISCP was developed that OSAC’s leaders need to be aware of to effectively plan.

Societal Trends

• Feels like chaos out there, but by being precise and

• Makes it that much more important that OSAC makes decisions based on shared assumptions and data.

• Things to cover:

o Truth decay o Gallup – satisfaction with U.S. direction reaches 12-year high o The Economist – global risk scenarios o Pew survey about science and space

Truth Decay – notes: conflicting language and unclear or undefined terms.

Complex decisions, even when they require subjective judgments and intuition, can be made with more confidence when anchored by agreed-upon facts and reliable data.

Why does this matter for Marshall – make the connection for MISCP.

THIS WEEK IN CONGRESS

• The Senate is in session from Monday, April 29 to Friday, May 3.

• The House is in session from Monday, April 29 to Thursday, May 2.

• The Senate Appropriations Subcommittee on Commerce, Justice, and Science will hold a hearing on NASA's FY20 Budget on May 1 at 1:30 PM EST.

LAST WEEK – QUICK TAKES

• Scott Pace emphasized the need for long-term sustainability that will require both a Gateway and a lunar base

• The U.S.-China Economic and Security Review Commission held a hearing in which they received testimony on China's space ambitions the potential for confrontation in space.

• NASA's Aerospace Safety Advisory Panel is urging NASA not to skip the Green Run test for SLS.

• NASA is moving ahead with plans to launch a cargo version of a SpaceX Dragon spacecraft to the International Space Station next week.

• Space Transportation carried out a test in northwest China in cooperation with Xiamen University of new space technology.

LAST WEEK - FULL BRIEFING

White House

• Scott Pace, executive secretary of the National Space Council, emphasized the need for long-term sustainability that will require both a Gateway and a lunar base. He spoke at the National Academies on April 23, and said the accelerated timeline is intended to provide a sense of urgency to focus the agency on that goal. “It’s very, very tempting, if you have a far distant goal, to analyze lots and lots of different options and put off making tough decisions about priorities. There’s a clarifying nature to having a near-term, stressing goal, where you think about what’s in fact really important,” he continued. That focus, he said, can help create a “spacefaring organization that can journey beyond low Earth orbit.” NASA has not outlined in detail yet how it will accomplish that new goal, or the budget required. An amendment to the agency’s fiscal year 2020 is under development, and may be delivered to Congress as soon as next week.

[ SpaceNews]

Congress https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0ro-2Dz6fsgu7_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=p0iFjD3nXGczgtcOEtayGLZcE_Jf_02OZSYpff4ts-4&e=

• The U.S.-China Economic and Security Review Commission held a hearing in which they received testimony on China's space ambitions the potential for confrontation in space. The professional consensus is that China is a rising space power with a growing arsenal of anti-satellite weapons, a future war in space is not a foregone conclusion, these experts argued. Commission Chairman Carolyn Bartholomew, noted that China is “serious about becoming a space power and is willing to commit the political will and funds” to dominate in space. The commission was created by Congress in 2000 to investigate the national security implications of trade and the economic relationship between the United States and the People’s Republic of China. [ SpaceNews]

NASA Management

• NASA's Aerospace Safety Advisory Panel is urging NASA not to skip the Green Run test for SLS. The option is being considering in order to reach the moon by 2024. One test that will consume several months of schedule is the all-up “Green Run” test at Stennis Space Center in Mississippi. The SLS core stage will be put on a test stand and all four of its RS-25 engines will fire for 8 minutes, the same length of time they will have to perform for an actual launch. NASA is considering replacing that 8-minute test with a significantly shorter test when the rocket is already on the launch pad at Kennedy Space Center. NASA's Aerospace Safety Advisory Panel is urging NASA not to skip the test. [ SpacePolicyOnline]

• NASA said it will create an independent Planetary Protection Review Board to recommend any updates to existing regulations intended to prevent contamination of potentially habitable worlds by NASA spacecraft. The board will be chaired by Alan Stern, a former NASA associate administrator for science who is best known as the principal investigator of the New Horizons mission that flew past Pluto and the Kuiper Belt object 2014 MU69. A National Academies committee also recommended NASA update its planetary protection policies in a July 2018 report. That report concluded that “the current planetary protection policy development process is inadequate to respond to progressively more complex solar system exploration missions, especially in an environment of significant programmatic constraints.” [ SpaceNews]

• NASA is moving ahead with plans to launch a cargo version of a SpaceX Dragon spacecraft to the International Space Station next week. NASA provided no updates during the briefing about the April 20 Crew Dragon anomaly that took place while testing the SuperDraco thrusters that are part of that spacecraft’s abort system. NASA is proceeding with the cargo Dragon mission suggests the problem is isolated to the SuperDraco thrusters, which are not used on the cargo version of Dragon. However, industry sources say that the CRS-17 mission could still be delayed depending on what the ongoing investigation might turn up in the coming days, as well as any concerns raised by the station’s international partners. [SpaceNews]

Other Government Agencies https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rp-2Dz6fsgu8_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=cKYWzhx55R2WUIZu50DRn_tptoWQkGT1zZNCwle3p9E&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rq-2Dz6fsgu9_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=JHs_T44fANNwaY36qrhEjHB8auVUoX1PG6OvnI7d66Y&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rr-2Dz6fsgu0_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=qnm9yeF_H-CKRYRawat4DscR8JQNuKF3luYTiaXWuu0&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rs-2Dz6fsgu1_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=xHF00xHB-ab0yNRNeEswsFne2x_sCFd3jlb1hz_nx8k&e=

• Stephen Kitay, deputy assistant secretary of defense for space policy, argued on that the United States needs a Space Force as a separate branch of the armed forces to protect the space-based infrastructure that supports the civilian economy and the U.S. military. Kitay’s strong pitch comes just weeks before the Senate Armed Services Committee begins its markup of the NDAA for fiscal year 2020. During a committee hearing April 11, members sounded skeptical about the need for a Space Force and challenged Acting Defense Secretary Patrick Shanahan to explain why additional bureaucracy in the Pentagon is needed to protect satellites from enemy attacks. A key question that officials struggled to answer at the hearing is what exactly is wrong with what the Air Force is doing today that requires DoD to move in a different direction. [ SpaceNews]

• The Department of Defense Office of Inspector General released a report that examined the Deputy Defense Patrick Shanahan for meeting with SpaceX CEO Elon Musk, but ultimately cleared Shanahan of any ethics violations. Air Force Secretary Heather Wilson told IG investigators she believed Shanahan should not have met with Musk because Shanahan, a former Boeing executive, was bound by an ethics agreement to recuse himself from any official business related to his former employer.

[SpaceNews]

Industry Partners

• The Justice Department said it reached a plea agreement with the company that provided faulty components that led to the failure of back-to-back Taurus launches for NASA. The settlement involves Oregon-based Hydro Extrusion Portland, Inc., formerly known as Sapa Profiles Inc. (SPI), and its parent company, Hydro Extrusion USA, LLC, formerly known as Sapa Extrusions Inc. (SEI), over charges that they falsified test results for aluminum extrusions it manufactured for various customers, including the U.S. government. SPI agreed to plead guilty to one count of mail fraud while SEI entered into a deferred prosecution agreement. SPI will pay $34.1 million in combined restitution to NASA, the Missile Defense Agency (MDA) and commercial customers, and forfeit $1.8 million in “ill-gotten gains.” The company will also pay an additional $6 million to NASA and $5 million to MDA as part of a separate civil settlement. [ SpaceNews]

• Relativity announced it has secured a contract to launch a low Earth orbit satellite for Thai startup mu Space. Relativity said it will launch the unnamed satellite as a “primary, dedicated payload” to LEO on its Terran 1 rocket in 2022. The companies did not disclose the terms of the deal. [SpaceNews]

• Space Transportation carried out a test in northwest China in cooperation with Xiamen University, launching a 3,700-kilogram technology demonstrator named Jiageng-1. The joint flight was to test the performance of the dual waverider forebody configuration designed by Xiamen University’s School of Aeronautics and Astronautics, and to verify the rocket recovery and reuse technology. The 8.7-meter-long Jiageng-1 has a wingspan of 2.5 meters and part of development of the larger, future Tianxing-I-1 https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rt-2Dz6fsgu2_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=NjtJvJdvSC_hHAqTw7Cpj2u7iDvQUAQw4wDv9fKkXW4&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0ru-2Dz6fsgu3_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=-XUfwpMuN8zYefgEz_f24RRftlwzabLBGhzLoJ0jwT0&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rv-2Dz6fsgu4_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=CM_U24phPdhrrh-rAjZRHRFar5QS7I3pcECT7-BqtEA&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rw-2Dz6fsgu5_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=2_CShHYXx9HVKLc0nnEzxIvZoQt3ee6U7QykHhlIvBw&e= vertical takeoff, horizontal landing reusable launch vehicle. A test to send the vehicle to an altitude closer to 1,000 meters is planned for later in the year, as is the final assembly of the RLV-T6 suborbital reusable rocket. [ SpaceNews]

International Partners

• The nonprofit International Association for the Advancement of Space Safety (IAASS) issued a new report in March calling for the establishment of an independent Space Safety Institute to speed development of commercial space flight safety standards and certification processes. The Space Safety Institute (SSI) concept envisions system safety experts from the industry working together with government officials on binding fault-tolerance requirements similar to those that are in place for government-funded spaceflight operations. The Space Safety Institute (SSI) could take over from the Commercial Spaceflight Federation (CSF), a Washington-based industry association of leading businesses in the field, which has been pushing a voluntary consensus approach to safety standards. [ SpaceNews]

• U.K. Export Finance has signed a $325 million loan with Turkey to support two satellites Airbus is building under a 2017 contract. The loan, provided to the Turkish Ministry of Treasury and Finance, helps fund the Turksat-5A and -5B communications satellites that Airbus Defence and Space is building in the U.K. and in France. Turksat- 5A and -5B are the latest satellites for Turksat. U.K. Export Finance said that Airbus’ contract, which includes the provision of a ground station, launch services and in-orbit delivery, is worth nearly $500 million. [SpaceNews]

Trade Publications

• What Can We Learn from a Failed Return to the Moon? - Casey Dreier The Planetary Society

TWO-WEEK LOOK-AHEAD

Conferences, Meetings, and Other Events of Interest

• April 29-30 – National Academies' Aeronautics and Space Engineering Board Meeting (Washington, D.C.)

• April 30-May 1 – NASA Advisory Council’s Human Exploration and Operations Committee Meeting (Washington, D.C.)

• April 30-May 2 – National Academies' Space Studies Board (Washington, D.C.)

• April 29-May 3 – IAA Planetary Defense Conference 2019 (College Park, Maryland)

• May 3 – NASA Advisory Council STEM Engagement Committee Meeting (Virtual)

• May 7-8 – NASA Applied Sciences Advisory Committee (Washington, D.C.)

• May 6-10 – Satellite 2019 (Washington, D.C.)

• May 7-9 – AIAA Defense Forum (Laurel, Maryland) https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rx-2Dz6fsgu6_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=mQvrb8u5PJSt0TVMgjgcJ0_7dgis5dXXeC2GY2qgTEc&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0ry-2Dz6fsgu7_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=Gu1UycCyW03RnIbUC0NJ5g2ekTGzVjmSGOSaSNbrouY&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0rz-2Dz6fsgu8_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=W1ox-2KRrDXy85rMgsRb1ULZdYAKX47X3kRSJxF4lSA&e= https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0s0-2Dz6fsgu5_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=1KzLusF-OTMab9ficPz1msd6cDfDFelYqmdDZFBhhmc&e=

**A full Environmental Monitoring Report for March 26-April 26 is available on ExplorNet.** https://urldefense.proofpoint.com/v2/url?u=http-3A__trk.cp20.com_click_9w1i-2D11qbck-2Djeu0s1-2Dz6fsgu6_&d=DwMBaQ&c=ApwzowJNAKKw3xye91w7BE1XMRKi2LN9kiMk5Csz9Zk&r=lqBOHYSMkz460Ir5PhfQy3p1xsk3dEwaoVHjfm7HA2s&m=TFfvtqL4UdFVfCMoVwRukGvUNpBHetP1ZoylI_N2204&s=84CXSii-RvJ3MJKpTfn_6c7gd58pdTYXXB-CGT46l_U&e=

Senate Committee on Appropriations Subcommittee on Commerce, Justice, and Science

Review of the FY2020 Budget Request for NASA 5/1/2019

Key Themes

• NASA’s budget amendment is not ready, but will be made available to Congress as soon as possible.

• Administrator Bridenstine o stated that the request will be “nowhere near” $8 billion a year.

o vowed to return to the Senate Subcommittee once the budget amendment is finalized to discuss the final budget.

o noted that the bulk of the additional funding request would go towards lunar landing systems.

o reiterated that SLS is the only rocket that enables the U.S. to put humans on the Moon by 2024.

• Ranking Member Shaheen and Senator Van Hollen were concerned over the possibility of PFAS pollution, and how NASA might be involved. Administrator Bridenstine stated that he does not believe NASA was involved, but would follow up about this.

• Chairman Shelby was concerned about the Crew Dragon anomaly, and wanted to ensure a proper independent assessment was performed. Bridenstine stated that NASA is working jointly with SpaceX to do a review of the anomaly.

• Administrator Bridenstine believes NASA should continue making adherence to the Decadal Surveys a priority, and he reiterated the importance of programs such as PACE, Restore-L, CLAREO, and

WFIRST.

• The hearing was relatively short, and there were few members of Congress in attendance.

Members of Congress in Attendance

• Sen. Jerry Moran (R-KS) – Chairman, Sen. App. Commerce, Justice, & Science Subcomm.

• Sen. Jeanne Shaheen (D-NH) – Ranking Member, Sen. App. Commerce, Justice, & Science Subcomm.

• Sen. Richard Shelby (R-AL) – Chairman, Senate Appropriations Full Committee

• Sen. Joe Manchin (D-WV)

• Sen. Chris Van Hollen (D-MD)

Witnesses

• Jim Bridenstine, NASA Administrator

Chairman Jerry Moran (R-KS) Opening Statement

Due to time constraints, Chairman Moran did not present an opening statement.

Ranking Member Jeanne Shaheen’s (D-NH) Opening Statement

Due to time constraints, Ranking Member Jeanne Shaheen did not present an opening statement.

Administrator Bridenstine’s Opening Statement

Administrator Bridenstine noted that the current budget was strong and supported NASA, but significant changes would be coming soon. Bridenstine stated that NASA is very technically capable of reaching the Moon by 2024. Bridenstine stated he would speak about NASA’s current plans, but could not discuss details of the proposed budget amendment. Administrator Bridenstine spoke about going to the Moon sustainably, and with industry, international, and commercial partners.

Question and Answer Portion

Chairman Moran asked what the amount for the additional funding in the budget amendment will be, and Administrator Bridenstine stated that NASA, the National Space Council, and OMB are all working together but the budget request would not be anywhere near $8 Billion per year as rumored. Chairman Moran asked what is needed to bring the 2024 to reality, and Administrator Bridenstine stated that the only way we are going to land humans on the moon by 2024 is to gain additional funding from the Senate Appropriations committee. He stated that we could only put humans on the Moon by 2024 by using SLS. Bridenstine stated that we need Gateway in order to reach the moon by 2024. Bridenstine stated that the current needs for the Gateway are the power and propulsion element and the utilization module. He stated that we can use SLS to reach the lunar gateway and then aggregate a landing system on the gateway over the course of the next 5 years. He stated that the additional funding would mostly to towards getting the landing system built to reach the Moon. Chairman Moran asked how this accelerated timeline furthers NASA’s long term goals, and Administrator Bridenstine answered by saying that this accelerated timeline allows us to utilize resources, enhance American leadership in space, enhance international relationships, produce research and scientific information, and foster deeper space exploration such as going to Mars. He stated that the Moon is a proving ground.

Ranking Member Shaheen expressed disappointment for cutting funding for the Office of STEM Engagement, and Administrator Bridenstine noted that NASA was committed to STEM Education and reaching kids. He stated that much of the engagement is done through the Mission Directorates, and cited First Robotics. Ranking Member Shaheen asked if NASA, along with DOD, lobbied the EPA to reduce pollution regulations, specifically ground water contaminates regulations and PFAS population.

Administrator Bridenstine stated that NASA was not involved in that, and would check with each individual center to see if the center uses PFAS and if any center had contamination. He stated he supports the EPA, and did not lobby the EPA to lower any standards.

Full Committee Chairman Richard Shelby (R-AL) spoke about the need for a clear direction without ambiguity, and asked Administrator Bridenstine if he thought SLS was the only viable option to put humans on the Moon by 2024. Administrator Bridenstine answered by saying that NASA has looked at options, but the only option to reach the Moon by 2024 is to use SLS. Chairman Shelby asked if SLS could be used for other things other than reaching the Moon, and Administrator Bridenstine cited SLS’s time savaging advantages of reaching Europa in 3.5 years instead of 7 with commercial rockets.

Chairman Shelby asked Administrator Bridenstine if NASA is going to conduct its own independent investigation into the SpaceX Crew Dragon Anomaly and make the summary publically available.

Administrator Bridenstine stated that NASA is jointly conducting a review along with SpaceX. Chairman Shelby questioned the independence of the investigation, and Administrator Bridenstine assured that

NASA will ensure accuracy, although Senator Shelby was still skeptical and concerned. Chairman Shelby asked if NASA will ensure the root cause is identified and corrective actions are properly tested before launch, and Administrator Bridenstine said absolutely.

Senator Joe Manchin (D-WV) asked Administrator Bridenstine to update him on the funding outlook and plans for the next 5 years for the Green Bank Telescope located in Green Bank, West Virginia.

Administrator Bridenstine stated that NASA does use and value the Green Bank Telescope, and Senator Manchin stated that the Telescope needs NASA’s funding. He stated that the National Science Foundation’s funding is not enough. Bridenstine vowed to take a look at these funding mechanisms.

Bridenstine stated that Green Bank could be utilized for location near Earth space objects, and Senator Manchin stated that it would be an asset to NASA long term.

Senator Chris Van Hollen (D-MD) asked Administrator Bridenstine if he still believes it’s important to follow the guidance of the Decadal Surveys, and Administrator Bridenstine said yes. Senator Van Hollen asked if he agrees that the PACE and CLAREO programs are still priorities in the Decadal Surveys, and Administrator Bridenstine said yes. Senator Van Hollen asked if Administrator Bridenstine thought that Restore-L was still a critical mission, and Administrator Bridenstine stated that he believes it is. Senator Van Hollen asked if Bridenstine still believe WFIRST is still important and Bridenstine stated that he believes it is. Senator Van Hollen asked Bridenstine to follow up with him about the PFAS pollution and other pollution issues, as he believes Wallops Flight Facility is involved. Senator Van Hollen stated that NASA deadlines and priorities need to be established by the science, and not political calendars.

Administrator Bridenstine spoke about the need for removing politics and agendas regarding NASA.

Chairman Jerry Moran asked Administrator Bridenstine to come back before the Subcommittee once the amended budget request is submitted, and Administrator Bridenstine agreed.

Ranking Member Jeanne Shaheen asked Administrator Bridenstine to explain the efforts that NASA and NOAA are doing regarding heliophyics and creating a more resilient space infrastructure. Administrator Bridenstine spoke about the various satellites and programs that NASA has, including the Parker Solar Probe, and the experiments NASA is doing to better understand space weather. Administrator Bridenstine spoke about the Carrington Event, and the damage such an event would do today. He stated this mission is important to NOAA as well as international partners. Ranking Member Shaheen asked how important universities are in terms of heliophyics and other science missions, and Administrator Bridenstine stated that NASA makes data available for free and the universities help analyze and create models for future prediction.

4.0

5/7/19 1

Marshall Space Flight Center Integrated Strategic Communications Plan

(MISCP)

Purpose The Marshall Integrated Strategic Communications Plan (MISCP) is the Center’s strategic communication plan that OSAC executes on behalf of the Center. This communication plan prioritizes and integrates Marshall’s communication efforts and defines goals, objectives, strategies and audiences.

Detailed tactics and additional projects are defined in each office’s tactical plan, found in the appendices. Supporting thematic messages can also be found in the appendices.

Goal Strengthen Marshall’s position as a leader in human space exploration through effective communication and engagement

Target Audiences

• Thought Leaders

• Media

• Government (Federal, State, Local)

• Community

• Business Partners

• Industry

• Associations/Interest & Advocacy Groups

• Academia

• General Public

• Employees

• International Community

Objectives and Integrated Strategies *Tactics are defined by objective/strategy in organization-level plans (see Appendix XXX)

1. To increase awareness among the public and target audiences that Marshall is essential to achieving deep space human exploration

1.1. Focus engagements, exhibits placement, etc. based on 7 priority states (AL, LA, …) Executive communications Speakers bureau Exhibits

1.2. Actively communicate Marshall priority milestones and capabilities, people, programs and projects to targeted audiences Exec comm Media/social Employee Comms

1.3. Reinforce that SLS is essential to America’s lunar and deep space exploration plans Media/social Exhibits History

5/7/19 2

Exec comm Legislative Community/Industry Protocol (tours)

1.4. Demonstrate our leadership in human space exploration and our connection to NASA’s future plans Strat/exec comm Media/social Comm integration

2. To inform employees and stakeholders on Marshall’s work and role in deep space exploration

2.1. Create opportunities to communicate Center Director management emphasis to the workforce and relevant stakeholders Legislative affairs Community/industry Exec comm Media Employee communications Events

2.2. Demonstrate that Marshall is a good partner to do business with for industry, academia, and other government entities Strat Comm Media Community/Industry Relations Protocol

2.3. Prioritize products that highlight Marshall’s strategic work priorities Exhibits Tour stops/protocol Comm integration Employee comms Media/social History

2.4. Differentiate SLS deep space mission from commercial LEO missions Media Legislative Strat comm

3. To equip well-informed advocates to reinforce our desired brand and message

3.1. Place leaders (executives, direct reports, and key “up and comers”) in front of key stakeholders and audiences Exec Comm Media Relations Comm Integration

3.2. Actively anticipate and prepare for significant internal and external events in the aerospace environment (reputation management)

5/7/19 3

Strat comm Media relations Legislative Relations

3.3. Equip stakeholders to actively support and communicate about our work using our messaging approach Protocol (tours) Media Legislative Community/Industry Strat Comm

Messaging Strategy

• Write key messages focused on our technical objectives and why we are a good partner

• Leverage Apollo 50th to highlight our legacy and connect to our future

• Write messaging that can be easily adopted by stakeholders and influencers o Tone should reflect our essential leadership role in deep space human exploration

Key Thematic Messages Additional messaging and resources can be found in Appendix X. Messaging is updated as needed on a quarterly basis and distributed through the Combined Quarterly Meeting.

• Marshall’s capabilities and experience in deep space exploration are essential to our nation’s sustainable return to the Moon and on to Mars.

OCOMM Theme Alignment: Moon to Mars

• The Space Launch System (SLS) is our nation’s foundation for cis-lunar and deep space exploration. SLS will be the world’s most powerful rocket, built to carry astronauts and cargo farther and faster than any rocket in history.

OCOMM Theme Alignment: Moon to Mars

• Marshall is building on decades of expertise in large, integrated exploration systems as it works with partners to provide the infrastructure needed for NASA’s deep space Gateway.

OCOMM Theme Alignment: Moon to Mars, Humans in Space, Tech

• Partnerships enable Marshall to deliver on its commitments while providing competitive opportunities for commercial and academic partners to develop innovative solutions.

OCOMM Theme Alignment: Humans in Space, Tech

5/7/19 4

Evaluation Approach: Objective Tiger Teams and Measurement Team Initially implemented in 2018, Tiger Teams are used to assess the success of each objective on a regular basis. Team members should include 1-2 people from each office (CS02, CS20, CS30) who support a function aligned to the objective.

Tiger teams may be asked by the comm managers to tackle a specific topic, functioning as a brainstorming team. Teams may also be asked to provide feedback on obstacles impeding the success of objectives and strategies as well as propose solutions for management consideration.

Tiger teams are also meant to foster integration and collaboration within the three communications organizations at a working level. They may be asked to provide inputs to the measurement team or propose topics of discussion relevant to the objective or the MISCP as a whole.

Managers may propose additional activities for the tiger teams; these will be discussed and agreed to at CMM and implemented via the MISCP chair (Erin Walker).

Tiger Team Membership MISCP Chair will facilitate each team.

Team 1: increase awareness through communication strategies

• CS02:

• CS20:

• CS30:

• SLS:

Team 2: educating to increase advocacy

• CS02:

• CS20:

• CS30:

• SLS:

Team 3: equipping advocates to reinforce brand

• CS02:

• CS20:

• CS30:

• SLS:

An OSAC Measurement Team was established for the 2018 MISCP and will continue in 2019.

This team will focus on completing measurement and evaluation of MISCP objectives, which will be presented to CMM on a quarterly basis. Team members will reach back within their home organizations to obtain relevant metrics, reports, and other measures. Members may also reach across the Measurement Team for support in achieving organization-level measurement that is relevant to MISCP.

The measurement team will work collaboratively and with comm managers to assess the outputs and outcomes identified below. They may propose and develop new tools or tweak to

5/7/19 5 existing tools; their focus will be on active measurement and evaluation of MISCP objectives.

They may also request help from tiger teams or other organization members; requests will be made to the managers at CMM via the Measurement Team chair (Janel Kasper-Wolfe).

The overarching goal of this approach – objective tiger teams and measurement team – is two-fold. The intent is to engage members across OSAC in implementing MISCP and thinking at an OSAC-level as well as to provide continuous feedback through multiple mechanisms:

monthly tiger team meetings, monthly measurement team meetings, and quarterly measurement reports.

Measurement Team Membership (to be revalidated for 2019)

• Janel Kasper-Wolfe, chair

• Erin Walker, MISCP chair

• CS02: Kristyna Selph, Joel Wallace

• CS20: Jennifer Harbaugh

• CS30: Chris Blair, Jeremy Westmoreland

• SLS:

Measurement and Evaluation of Objectives

1. To increase awareness among the public and target audiences that Marshall is essential to achieving deep space human exploration

Desired outcomes: increased awareness across all audiences with emphasis on 7-state region; broad support for Marshall’s role in deep space human exploration o Outputs:

How many engagements, exhibits, etc., were in a priority state vs a non-priority state? [outreach footprint] How often did we communicate about our priorities?

When/where and what percentage of our “push” activities was focused on work priorities?

Did we reinforce SLS as an essential component to exploration? How so and how often?

Did we demonstrate our leadership in exploration and our connection to

NASA’s future? How so and how often?

o Outcomes:

Professional assessment of success (awareness was increased in 7 priority states) – by target audience

• Tools: survey Do products about Marshall connect us to deep space human exploration?

Is the tone that we are essential?

Did we increase support from the public?

• assess positive coverage by key influencers (as a proxy);

• define “local” public to capture appropriate sample/set expectations

• Based on anniversary activities?

5/7/19 6

2. To inform employees and stakeholders on Marshall’s work and role in deep space exploration

Desired outcomes: a greater number of informed employees and stakeholders;

increased number of advocates o Outputs:

Did we create opportunities to communicate management emphasis to the workforce? To relevant stakeholders? What did we create vs leverage as an opportunity?

Did we demonstrate we are a good partner? How so? To whom?

How many products (collateral, exhibits, press releases, etc.) highlighting our strategic work priorities were produced and used compared to products on other topics?

Did we differentiate SLS from commercial? How often? In what channels?

To which audiences?

o Outcomes:

Did we increase employees’ understanding of our work and role in deep space exploration? Did we increase their understanding of the management emphasis and strategic direction of the Center?

• Survey Did we increase the number of stakeholders we would consider well-informed about our work? That we would consider advocates for our work?

• survey-based (professional assessment)

• Stakeholder/influencer mapping

Do we have a better reputation as a good partner?

Do our stakeholders reinforce WHY Marshall and SLS are essential?

Are employees and stakeholders able to communicate the difference in

SLS and commercial with respect to deep space vs LEO?

In documented discussions about Marshall and future work goals

(landers/habs), is our WHY included?

message echoing – are they saying what we told them?

• Tools: survey

3. To equip well-informed advocates to reinforce our desired brand and message

Desired outcomes: active advocates – “third-party endorsement;” demonstrated understanding of our brand by key stakeholders o Outputs:

Did we place leaders (executives, direct reports, key “up and comers”) in front of key stakeholders and audiences? Which leaders, which stakeholders, which audiences? How many placements were planned vs leveraged?

Did we actively anticipate and prepare for significant internal events and manage our reputation among all internal audiences? How so? Did we do so in silos or across functional lines? Provide examples.

5/7/19 7

Did we actively anticipate and prepare for significant external events and manage our reputation among key external audiences/stakeholders? How so? Did we do so in silos or across functional lines? Provide examples

How many touchpoints did we have with key stakeholders? How many were planned vs leveraged?

Did we provide key stakeholders with our message? At what frequency?

o Outcomes:

Was our message echoed by identified stakeholders and if so, through what venue/channel and to what feedback? At what frequency?

How do our stakeholders define our brand? Has this perception improved since 2015?

• Brand assessment During any “significant” events (internal or external), did advocates speak out for us?

Did our reputation improve, weaken, or stay the same over the course of the year?

Measurement Model

The plan identifies measurable short-term (1 year) outcomes that build a foundation and lead to longer-term (3-5 years) outcomes of strengthening Marshall’s organizational capacity for strategic communications, our base of support, and alliances (defined below).

• Strengthened organizational capacity is the skill set, staffing and leadership, organizational structure and systems, and strategic planning among the OSAC organization needed to carry out strategic communications. The development of these core capabilities are key organizational conditions of strategic communications efforts.

• Strengthened base of support is the grassroots, leadership, and institutional support for NASA’s mission. The breadth, depth, and influences of support among the general public and media for specific NASA Marshall messaging.

• Strengthened alliances are the level of coordination, collaboration, and mission alignment among stakeholders, including internal and external. Changes in these relationships are an essential force in presenting common messages, pursuing common goals, and communication “wins” in the event NASA’s mission is threatened.

An annual measurement report will be provided at the end of the MISCP and will highlight how short-term outcomes measured up against long-term outcomes.

Strategies & Tactics

Short-term

Outcomes

Long-term outcomes Objective Goal

5.0

Partnership Profiles

October 2018

NASA’s Marshall Space Flight Center collaborates with industry, academia, and other government organizations to help NASA achieve its missions, as well as to help these partner organizations be a part of critical projects.

For Marshall, these partnerships help to expand the Center’s subject matter expertise and capabilities, advance technologies of interest, and meet NASA’s mandate to share its technological developments with the public for the good of the nation. For the partner organizations, these collaborations offer access to subject matter expertise and resources such as special test facilities and equipment they would normally lack, train students or personnel in real working environments, and advance their own goals. Many of these projects are started via Space Act Agreements (SAAs) or Cooperative Agreement Notices (CANs).

This document is a sampling of the partnerships between Marshall and industry or academia, which will be periodically updated.

This is a product of Marshall’s Center Office of Strategic Analysis and Communications. The latest version of this product is available on ExplorNet at https://explornet.nasa.gov/docs/DOC-44662. For further information, to make requests or suggestions, or to be removed from the distribution, please contact the responsible gov-ernment official: Johnny Stephenson, Director, OSAC.

This document is for MSFC use only.

Table of Contents Universities 3D Printed Capacitive Touch Sensors, Mississippi Research Consortium Characterizing Mission and System Architectures via Analysis of Technical and Developmental Interdependencies, Purdue University Earth-based Sensors as Testbeds for Planetary Missions, Rice University Electric Sail Tether Deployment System, Tennessee Technological University and Tethers Unlimited, Inc Green Propellant Thruster for Small Spacecraft, Utah State University HUNCH Culinary Challenges, U.S. High Schools Hurricane Imaging Radiometer, University of Michigan and University of Central Florida In-Situ Production of Cementitious Material from Martian Resources, University of Mississippi Laboratory Training Complex Mockup for ISS, Calhoun Community College Optimization of Solid State Ultracapacitors, University of Alabama in Huntsville Semiconductor Materials for 3D Printing of Electronic Components, Alabama A&M Smartphone Video Guidance Sensor (SVGS), Florida Institute of Technology Solar Sail Attitude Control, University of Maryland Wireless Deflection Sensor System for Ground-Based Structural Tests at Marshall, University of Maine Wireless Connectivity, Auburn University

Small Business Additive Manufacturing for Nanosat Launch Vehicles, Vector Launch, Inc Analysis and Testing for Launch Vehicles, Bangham Engineering Atomic Oxygen Resistant Organic/Inorganic Nanocomposite Coating for Solar Cells, Nexolve, Inc Deep Space Engine Thruster Development, Frontier Aerospace Corporation Disruptive Tuned Mass Damper, Linc Research, Thornton Tomasetti, and University of Alabama Enabling Fast-Responding Pressure-Sensitive Paint Systems in Blowdown Wind Tunnels, Innovative Scientific Solutions, Inc. and the University of Alabama Lunar Cargo Transportation and Landing by Soft Touchdown (Lunar CATALYST), Astrobotic Technology, Inc, Masten Space Systems, Inc, and Moon Express, Inc Reliable Expandable Satellite Testbed, Dynamic Concepts, Inc Ultra-High Definition Channel, Harmonic Video Network

Large Business Development of High-Resolution X-Ray Mandrel, Lawrence Livermore National Security Green Monopropellant Thruster Hot-Fire Testing, Orbital ATK High-Strength Alloy Technology – NASA 398, BRP Launch Vehicle Propulsion Technology Development, Arctic Slope Technical Services, Inc Ochsner Health Center—Michoud, Ochsner Health Systems Orion Fabrication Services, Lockheed Martin Project Cost Estimating Capability, Lockheed Martin Subscale Nozzle Fabrication and Testing for RL-10 Engine, Aerojet Rocketdyne

Other Government Agencies Beaconless Adaptive Optics, SMDC GOES-R Science, Demonstration, and CAL/VAL Programs, NOAA Machining, Fabrication, Metrology and Calibration Services, USATA APSL Nuclear Thermal Rocket Element Environmental Simulator (NTREES), DOE ORNL Panel Testing, MDA Solar Probe Cup, SAO, UM, UCB, APL, Draper, and Ball Aeropsace Space Situational Awareness Studies, AMRDEC Training Videos, FBI

3D Printed Capacitive Touch Sensors Marshall Space Flight Center and Mississippi Research Consortium

Overview Over the summer of 2017, two students from the Mississippi Research Consortium (MRC) supported the Marshall materials lab in the development and fabrication of 3D printed capacitive touch sensors. One student was from Southern Mississippi University, and the other was from the University of Mississippi. The goal for these biosensors is to provide health monitoring data. The students started with the development of a highly conductive, custom-made silver ink that was used in an advanced multi-material 3D printer at Marshall to fabricate the sensors. The students then characterized the capacitive response of the sensors.

The sensors have many possible uses such as helping users set goals on water consumption, showing current and previous consumption amounts, and showing daily progress. As the sensor technology progresses, it has the potential to be used to monitor blood pressure, heart rate, humidity, and CO2. Additionally, the capacitive touch sensors can help improve power efficiency. Overall, the sensors have the potential to be key health monitoring tools aboard the International Space Station, as well as on extended missions to deep space.

Benefits For Marshall, there are many related avenues of research that MRC is conducting that can tie into Marshall programs.

For the MRC, the students coming to Marshall get to be part of active research projects to help further their growth.

Additional future work may come from this partnership for both parties.

Marshall POC: MRC POC:

Curtis Hill/EM32 Gordon C. Cannon, Ph.D.

curtis.w.hill@nasa.gov gordon.cannon@usm.edu 256-655-6876 601-266-5116

About Mississippi Research Consortium The MRC is composed of the University of Mississippi, Mississippi State University, the University of Southern Mississippi, and Jackson State University. The MRC aims to develop and sustain nationally competitive research programs in the state of Mississippi.

Characterizing Mission and System Architectures via Analysis of Technical and Developmental Interdependencies

Marshall Space Flight Center and Purdue University

Overview In June 2016, Marshall signed a Cooperative Agreement Notice with Purdue University to utilize a university-developed tool to study the Center’s humans to Mars architecture. Prior to this agreement, Marshall would convene a subject matter expert (SME) team to analyze individual technologies, one at a time, within a given mission or vehicle architecture to determine their importance and various capabilities in regard to each other. The Purdue tool develops a network flow of how all the pieces fit together to assess the overall framework and show the critical path of technologies. Purdue performed an assessment of Marshall’s humans to Mars architecture, looking at in-situ resources for humans to Mars in order to determine technology needs and priorities. The assessment, which wrapped up in June 2017, was so successful that a follow-on contract will have Purdue studying the Agency’s Mars capability, including getting to Mars, living there, and bringing astronauts home safely.

Benefit For Marshall, the tool reduces the schedule and manpower needed to perform an assessment by an estimated 75 percent. With inputs from SMEs, the tool programmer can prioritize various capabilities and provide analytical results in a format that can be easily presented to leadership. It allows Marshall leadership to make strategic decisions about technology development.

For Purdue, the agreement with NASA gave them real-world problems to solve as they develop new engineers. The agreement is also leading to further partnerships between NASA and Purdue. Additionally, for this newly developed capability, NASA’s use is a selling feature for Purdue in seeking work with industry.

Marshall POC: Purdue POC:

Reggie Alexander/ST03 Dr. Dan DeLaurentis reginald.alexander@nasa.gov ddelaure@purdue.edu 256-544-9289 765-494-0694

About Purdue University Purdue University is a public research university located in West Lafayette, Indiana and is the main campus of the Purdue University system. Founded in 1869 in West Lafayette, the university proudly serves its state as well as the nation and the world. Academically, Purdue’s role as a major research institution is supported by top-ranking disciplines in pharmacy, business, engineering, and agriculture. With more than 39,000 students are enrolled, all 50 states and 130 countries are represented.

https://en.wikipedia.org/wiki/West_Lafayette,_Indiana https://en.wikipedia.org/wiki/Purdue_University_system https://en.wikipedia.org/wiki/Purdue_University_system

Earth-based Sensors as Testbeds for Planetary Missions Marshall Space Flight Center and Rice University

Overview In 2016, Marshall…