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>> Good morning!
My name is Marybeth Edeen I'm the Manager
of the National Lab Office
and while this is not exclusively a National Lab
meeting there are lots of aspects
about NASA research as well.
We hope that we can through the next three days show you why you
would wanna do research on Space Station,
how you can go get funding to do research on Space Station,
and then the process-- the top level process that you have
to follow to get through that
and get your research to Space Station.
This is the first time we've done a meeting like this
so it's gonna be a little rough in spots
and we are looking for feedback.
We'd really like to know if this meets your needs
or if there are things you'd like us
to do differently next time.
We'll see how this goes and figure
out whether we do it again, you know, how frequently
and where we should do it.
We've talked about-- we probably need to move it
around to the East Coast and the West Coast and maybe up near--
up north near Glen and some of the other centers.
But we'll figure all that out.
But we are interested in your feedback and any comments
or things that you think need to be added or things
that you think were just overwhelming and maybe need
to be separated out for a separate session.
So we'd appreciate you providing that kind of feedback tomorrow,
on Thursday maybe we'll have some little cards
or questionnaires for you to fill out if you choose.
No pressure.
If you want to, if not that's okay too.
As Kennel mentioned,
let me mention quickly the lunch buffet.
The hotel has set up a lunch buffet that is from 11 to 1.
That's at the door of the restaurant
which is way back around, pass the front desk
and then back down by the water.
There is the Paradise Reef Restaurant.
They've set up at 12-dollar all inclusive tax
and gratuity kind of thing.
You can pay cash, credit card, whatever.
It's a buffet.
There's three entrees, vegetables, starches, desserts,
all that kind of stuff.
But that will be set up so that it will be quick
and you will be able to get in and out
in a reasonable time period.
As far as the agenda today, we're gonna focus mostly
on the microgravity effects of--
on physical and biological systems and talk
about all the different capabilities of station
and then why you wanna do research.
These first-- most of the day is not necessarily
about specific research but about what happens when you're
in microgravity or what the platform is useful
for so you can take those differences and figure
out what research that is appropriate for your area.
Tomorrow we'll focus on research opportunities
that are out there.
Our NIH colleagues will be here, our--
the other NASA research opportunities will be discussed.
And then in the afternoon, we have a group of companies
that we refer to us implementation partners,
people who've done this before, who have either built hardware
or taken it through the system, who can be your--
your buddy and your pal and hide most of that NASA bureaucracy
for you, and they love to do that kind of stuff.
So they'll all get up and talk.
And they're also the ones who are in the two rooms,
the Baccarat and the other room and they've got tables set
up to show you their specific hardware and to talk to you
about different capabilities of their companies.
And then on the third day, we will focus on the process
that it takes to get from I have an idea and I have funding
to here's how I can get to Station,
here's all the paper work and things.
That's not meant to frighten you,
just to give you an overview.
Find yourself a nice implementation partner,
they'll go do all that and they'll just bug the scientist
for the science piece of it so.
The very last session is by invitation only
and that's really a working session
for our payloads office guys, our process owners and some
of our experienced implementation partners
to kinda hash through some issues and questions and see
where we can improve processes and stuff.
If you're interested in that session
and you think you have something to add, please see me sometime
in the next few days and we'll talk
about whether you really think it'd be beneficial
and then we can figure out who needs
to be there and who doesn't.
So with that then I'd like to introduce Mr. Rod Jones.
He's the manager the Payloads Office.
His office is responsible for all of the payloads that go
to station, getting 'em up there, getting 'em operated,
getting the data back
and essentially making station a useful platform
for something other than really cool vehicle stuff.
I mean it's a beautiful, beautiful assembly in it
of itself but it's not really useful
if we aren't doing research on it so, with that Rod.
>> Okay, thank you Kennel and Marybeth.
My name is Rod Jones like it was pointed out by Marybeth.
And I am the Manager of the Payload Office.
One of the interesting artifacts that I've found out when I took
over this job is that I don't actually build any payloads,
I operate payloads and we do integration for payloads.
Our job is really to optimize the use of the Space Station
as a research platform.
And so the last day is about how to do that.
The first two days are really
about to help you understand why we would use the Space Station--
why you should use the Space Station.
And then help you make connections with the groups
that can help you implement your ideas and scientific research
and the pass by which you need to get there, so.
Next slide please.
So I'm gonna give you a quick overview
and I'm gonna get off stage.
We're not gonna spend a lot of time talking
about what the Station can do.
Dr. Julie Robinson after me will give you an overview
of its functions and capabilities.
So that you can get right to what you need to know,
but if you-- this is just a graphic we use
in some of our presentations.
If you consider all-- the circle, all the capability
of what Space Station has on orbit and still say in the way
of volume measure by volume.
You know, about 25 percent
of the volume is the partners of volume.
They own that and that's their right to use
and prioritize the research that they're gonna do,
that would be the lower section.
The upper right section would represent NASA's funded research
programs and its use of the Station.
And on the left side is the infamous National
Lab allocation.
And you can see as we've shown it here, it represents
about 50 percent of the leftover capacity of the NASA capability.
And that's why we always say National Lab is about 50 percent
of the station capability.
This is not-- this is just one resource.
This would be just a volumetric kind of a concept
and that's not really related to crew hours
or crew time, we're up as directed.
But it gives you an idea.
There is just quite a lot of capacity we have
up there that's gonna be unused by NASA in the near future.
Next slide please.
Again, we in our office don't determine the science
that goes on the space station.
It's given to us in the form of priorities from other groups
within NASA or other organizations
like the newest one, the National Lab.
And what we've tried to do here is provide you a listing
of the pass and that's on the left hand side, those bubbles
that you saw on the NASA side and the NASA research
in the previous chart of how science is selected
by these organizations and then brought to us
by the selecting official and then fed
into our integration folks that are just
at the entrance of our organization.
And then later you'll see the--
how that feeds into our organization.
So we've given you a list of names here.
This list is somewhat dynamic and the changes that are going
on at headquarters but it's the best list we have to date.
So these are folks you'd wanna contact later on.
Next slide please.
There are also these-- as you can imagine,
payloads entrance points to the space station itself
and the integration process changes depending
on the kind of payload.
As much as two years out the bottom row, we have products
that collect these requirements.
And we start to make sure that we can balance them
against what we think the resources are in terms
of up mass and down mass and on orbit capacity.
At the L minus 24 to 12 months we have a research planning
working group which takes all these requirements that tries
to break them into 6 month intervals we call expeditions
or increments.
And then at L minus 12 we have what we call--
I would call the near term tactical and real time team
that breaks it into daily activities.
You can bring payloads in, in any one of these timeframes it,
you know, depending on the type of payload it is, the maturity
of the payload, whether it has standard interfaces
in the station or not.
And this again, just try to give you an idea of the folks
that you would be in touch with once you are selected
by your sponsoring organization and how they would feed
in to our organization at NASA.
Next slide please.
So again, we don't do prioritization and the purpose
of this chart is to show who prioritizes and basically how
that flows up into the real time operations.
The newest block is the top, the National Lab Organization that's
in its process of being selected and formed over the next year.
They will be the point of contact
for all the not-for-profits and other agency--
other non-NASA agencies.
They will integrate those priorities and feed them
into us, the Payloads Office.
We have the NASA which is represented by the red,
and these are our directorates and organizations
and headquarters that'll be the funding pass
and streams in the future.
Again, they will collect and prioritize for NASA and feed
into our organization.
We have a responsibility for integrating CSA, ESA, and JAXA.
They have allocations.
So they do their prioritization and then feed into us.
What we do at the point of the purple box
or the purple circle node is that we take the inputs
and we literally put them like a puzzle
into their various allocations.
We-- each of these organizations has been given
in allocation similar to the previous chart I showed you.
The way the volume is divided up.
They have research time, up mass and we make--
we, our job is to get those things in rack and stack
and fill up the missions in order
to be the most efficient mission as possible in place.
Then it goes into the real time planning
and with increment management and ISS operations.
Next chart please.
This is our organization.
Other than just see where we fit in the food chain
of course Mr. Gerstenmaier is our Associate Administrator,
Mark Uhran is the Assistant for Space Station
and provides us currently most of our science priorities
and prioritization for the NASA research.
In the future there will be a National Lab Organization
that feeds into this flow chart.
Of course we all here in this room work for Mr. Suffredini
and we have Dr. Julie Robinson and Marybeth Edeen
that you just met who provides research interface
for our Research Planning Organizations and teams.
And then we have the Research Planning Organization
that does the increment definition,
the Payload Mission Management
which does the tactical planning and daily planning.
And then the teams down here that do all the operations,
hardware, verification and check out software interface,
checkout and verification.
We have a Projects Office, PSS support at Marshall,
and [inaudible] organization, and of course KSC
and the Real Time Operations Center at Marshall.
Next slide.
These next three slides we won't go into
but you will get a much more detailed briefing on these.
I'm trying to catch us up here, we're a little behind time.
But it basically shows that we have a planning process
that goes from strategic to post flight.
The strategic can take place anywhere from L minus 24 on in
and we've mature the missions into the tactical.
We conduct real time operations and then we have post flights.
So all of our planning is integrated
in an increment module so to speak
and of course a payload could be
up for many modules or many increments.
The next chart please.
Okay, again we're not gonna go through this.
We'll let the various teams on the third day, Thursday,
talk to you more detail.
But basically we do-- this just shows how we get
out requirements in.
Next chart.
And then how we finally put them
into the final mission integration tactical plans.
So, I think that's all I had to say.
I just wanna again, well thank you all for coming.
This is a great turnout for this event for us.
And again, please provide us feedback at the end of this
to see if it was helpful.
Thank you.
[ Applause ]