| Space Shuttle | FY 1996 | FY 1997 | FY 1998 |
| Safety and performance upgrades | 658,400 | 636,000 | 483.400 |
| Shuttle operations | 2,485,400 | 2,514,900 | 2,494,400 |
| Total | 3,143,800 | 3,150,900 | 2,977,800 |
| Distribution of Program Amount by Installation | FY 1996 | FY 1997 | FY 1998 |
| Johnson Space Center | 1,006,300 | 976,300 | 1,061,100 |
| Kennedy Space Center | 795,800 | 777,600 | 753,800 |
| Marshall Space Flight Center | 1,265,900 | 1,330,100 | 1,101,900 |
| Stennis Space Center | 51,700 | 40,500 | 33,900 |
| Dryden Flight Research Center | 5,600 | 5,400 | 5,900 |
| Goddard Space Flight Center | 100 | -- | -- |
| Jet Propulsion Laboratory | 200 | -- | -- |
| Headquarters | 18,200 | 21,000 | 21,200 |
| Total | 3,143,800 | 3,150,900 | 2,977,800 |
GENERAL
The Space Shuttle budget is divided into two categories: Safety
and Performance Upgrades (S&PU) and Shuttle Operations. It
is distributed to the various program elements through the four
Office of Space Flight Centers and the Dryden Flight Research
Center.
The Space Shuttle program provides launch services to a diversity
of customers, supporting payloads that range from small hand-held
experiments to large laboratories. While many missions are devoted
to NASA-sponsored payloads, wide participation is exercised by
industry, partnerships and corporations, academia and other national
and international agencies. Both NASA and the U.S. scientific
community are beneficiaries of this approach. The Space Shuttle
is a domestically and internationally desired research facility
because of its unique ability to provide on-orbit crew operations,
rendezvous/retrieval, and payload provisions, such as power, telemetry,
pointing and active cooling to payloads.
The Space Shuttle has numerous cooperative and reimbursable payloads
involving countries and international agencies. Examples of international
participation which the Space Shuttle is uniquely suited to support
include:
The Space Shuttle program is also integral to the domestic commercial
development of space, providing flight opportunities to NASA's
Centers for Commercial Development of Space. These non-profit
consortia of industry, academia, and government were created to
conduct commercially applied research activities by encouraging
industry involvement leading to new products and services through
access to the space environment. Over 50 payloads with numerous
experiments have been developed through these consortia were flown
in FY 1996. Cooperative activities with the National Institute
of Health (NIH), the National Science Foundation (NSF), the Department
of Defense and other U.S. agencies are advancing knowledge on
human health, medicine, science, and technology. Space Shuttle
support for the flight of Neurolab in FY 1998, a major cooperative
NASA-NIH program, is a prime example.
The Space Shuttle Program, on average, is safely flying more flights
at less cost than ever before in the history of the program. The
restructuring activities of the past five years have resulted
in net dollar savings of 27% by FY 1997, equating to 25% less
workforce. Reliability has improved by decreasing probability
of catastrophic loss of the vehicle on ascent from 1 in 78 launches
to 1 in 248, as estimated in the Probabilistic Risk Assessment
report (SAIC Corporation, 1995). In addition, after 80 successful
missions, a significant reduction in operational requirements
is continuing. For example, in 1989, 1.6 million hours were required
to process a Space Shuttle mission; today it is one-third of that
number. Consolidation of contracts into a single prime contract
was accomplished with the award of the Space Flight Operations
Contract on October 1, 1996. This transition is scheduled to be
completed in the next two years. The Space Shuttle continues to
prove itself as the most versatile vehicle ever built, as demonstrated
by performing rendezvous missions with the Russian Space Station
Mir; advancing life sciences and technology through long-duration
Spacelab and Spacehab missions; repairing and servicing the Hubble
Space Telescope; enabling discovery of new astronomical events;
rescuing and retrieving spacecraft; and preparing for the historic
assembly of the International Space Station. This budget request
further positions the Space Shuttle program to meet the challenges
of space travel in the next century with an increased degree of
safety and a decreased need for public funding.
PROGRAM GOALS
The program goals of the Space Shuttle program are in priority
order: 1) fly safely; 2) meet the flight manifest; 3) improve
supportability; and, 4) reduce costs. These goals are reflected
in our decisions regarding flight requirements, budget reductions
and programmatic changes. The flight rate for FY 1996 was eight
successful flights. The FY 1997 and FY 1998 flight rate is seven
flights per year. For FY 1999 and FY 2000, the flight rate is
eight per year due to the addition of another Mir mission to the
manifest and the new Shuttle Radar Topography Mission (SRTM),
a joint DOD/NASA mission. This manifest supports the nation's
science and technology objectives through scheduled Spacelab,
Spacehab and other science missions, cooperative missions to the
Russian space station Mir, and assembly of the International Space
Station.
In addition to flying safely, restructuring the program, and conducting
the single prime contract consolidation, we are continuing our
emphasis on the Safety and Performance Upgrades program. This
program includes a selected set of projects designed to improve
the Space Shuttle safety and to improve performance by 13,000
pounds, allowing the Orbiter to achieve the orbital inclination
and altitude of the International Space Station and support its
assembly beginning in FY 1998. This budget also includes additional
upgrades to allow the program to continue to fly safely and meet
customer requirements in the most efficient manner practicable
well into the next century. The program has initiated a supportability
upgrade program should the Shuttle be required to operate past
2012. These upgrades address all elements of the Space Shuttle
program and are managed through an approval process ensuring that
new projects are evaluated, approved and initiated on a priority
basis. The process also ensures that existing projects are meeting
established cost and schedule goals.
STRATEGY FOR ACHIEVING GOALS
The budget structure of the Space Shuttle program consists of
two major components: Safety and Performance Upgrades and Space
Shuttle Operations. Safety and Performance Upgrades provides for
modifications and improvements to the flight elements and ground
facilities, including expansion of safety and operating margins
and enhancement of Space Shuttle capabilities as well as the replacement
of obsolete systems. Shuttle Operations including hardware production,
ground processing, launch and landing, mission operations, flight
crew operations, training, logistics, and sustaining engineering.
In addition, this budget includes funding for facilities related
to the Space Shuttle.
The Space Shuttle program's strategy for the Safety and Performance
Upgrades budget is to provide for the safe, continuous, and affordable
operations of the Space Shuttle system, at a minimum, throughout
the Space Station era (2012).
The overall strategy for the Shuttle Operations budget is to request
funding levels sufficient to meet the intended flight rates, including
appropriate contingency planning in both budget and scheduled
allowances to assure transportation and assembly support to the
Space Station program, while at the same time seeking opportunities
to eliminate marginal value-added activities which enables reductions
in operations costs. The Space Flight Operations Contract (SFOC)
represents a key element of this strategy.
| BASIS OF FY 1998 FUNDING REQUIREMENT (Thousands of Dollars) | FY 1996 | FY 1997 | FY 1998 |
| Orbiter improvements | 271,400 | 169,900 | 137,300 |
| Multifunction electronic display system | 40,600 | 32,400 | 15,300 |
| Simplified aid for EVA rescue | 7,100 | 7,800 | -- |
| Global positioning system | 9,200 | 9,600 | 1,300 |
| Other orbiter improvements | 214,500 | 120,100 | 120,700 |
| [Supportability Upgrades] [included above] | -- | [50,000] | [50,000] |
| Propulsion upgrades | 272,000 | 342,800 | 247,000 |
| Space shuttle main engine upgrades | 234,100 | 324,500 | 231,200 |
| (Alternate Turbopump program) | (97,000) | (95,400) | (96,200) |
| (Other main engine upgrades) | (137,100) | (229,100) | (135,000) |
| Solid rocket booster improvements | 7,200 | 800 | 6,600 |
| Super lightweight tank | 30,700 | 17,500 | 9,200 |
| Flight operations & launch site equipment upgrades | 97,600 | 115,000 | 92,300 |
| Flight operations upgrades | 73,400 | 89,000 | 51,500 |
| Launch site equipment upgrades | 24,200 | 26,000 | 40,800 |
| [Supportability Upgrades] | -- | [20,000] | [45,000] |
| Construction of facilities | 17,400 | 8,300 | 6,800 |
| Modernize fire system, pads A and B | (5,000) | -- | -- |
| Replace space shuttle main engine processing facility | (4,900) | -- | -- |
| Replace chemical analysis facility | (7,500) | -- | -- |
| KSC pad B fixed service structure/elevator | -- | (1,500) | -- |
| KSC pad B chiller | -- | (1,800) | -- |
| SSC high pressure water system refurbishment | -- | (2,500) | -- |
| MSFC Michoud assembly facility electric distribution | -- | (2,500) | -- |
| MSFC/MAF 480V Electrical Distribution System Phase II | -- | -- | (2,800) |
| KSC Pad A PRC Wall and Ceiling Integrity/Safety | -- | -- | (2,200) |
| KSC Pad A Surface and Slope Restoration | -- | -- | (1,800) |
| Total | 658,400 | 636,000 | 483,400 |
GENERAL
The Safety and Performance Upgrade program is measured by the
success it has in accomplishing the ongoing projects consistent
with approved schedule and cost planning, and also the effect
these projects have on the operation of the Space Shuttle Orbiter.
Success depends on developing these projects and getting them
implemented to help insure the Space Shuttle's safe operation,
and improve the reliability of the supporting elements.
The FY 1998 budget includes activities in the following categories:
Orbiter Improvements, Space Shuttle Main Engine (SSME) Upgrades,
Super Lightweight Tank (SLWT) development, Launch Site Equipment
(LSE) Upgrades and Flight Operations Upgrades, as well as specific,
Space Shuttle-related Construction of Facilities. This budget
also includes Supportability upgrades to develop more advanced
systems which will combat obsolescence of vehicle and ground systems
in order to maintain the program's viability into the next century.
Vendor loss of aging components, high failure rates of older components,
high repair costs of Shuttle-specific devices, and negative environmental
impacts of some out-dated technology are areas to be addressed.
The Supportability Upgrades will be studied and initiated in FY
1997. As stated in the FY 1997 Initial Operating Plan letter,
dated December 20, 1996; $107 million will be applied to these
upgrades from available reserves and uncosted obligations. In
FY 1998, our request includes $95M to continue those upgrades
increasing reliability and maintainability of the Shuttle systems
and also to continue studies to assess feasibility of implementing
more state-of-the-art technologies into the system. This did not
increase the previously planned FY 1998 funding level for the
Space Shuttle program, The program has identified internal offsets,
largely in the form of program reserves and improved management
of uncosted carryover balances.
The following is a brief description of these activities.
Orbiter Improvements
The Orbiter improvements program provides for enhancements of
the Space Shuttle systems, produces space components that are
not susceptible to damage, and maintains core skills and capabilities
required to modify and maintain the Orbiter as a safe and effective
transportation and science platform. These activities are provided
by contract arrangements with Boeing North American (formerly,
the Rockwell International Space Division) in two major locations
in FY 1998: the Downey, California facility provides engineering,
manufacturing and testing; and the Palmdale, California operation
provides Orbiter Maintenance Down Period (OMDP) support discussed
below. Other activities that support this effort are subsystem
management engineering and analysis conducted by Lockheed-Martin
Corporation and development and modifications required for support
to the extravehicular capability conducted by Hamilton Standard.
Orbiter Maintenance Down Period (OMDP) occurs when each Orbiter is taken out of service periodically for detailed structural inspections and thorough testing of its systems before returning to operational status. This period also provides opportunities for major modifications and upgrades, especially those upgrades that are necessary for improving performance to meet the International Space Station operational profile.
Propulsion Upgrades
The main engine safety and performance upgrade program is managed
by the Marshall Space Flight Center (MSFC) and supports the Orbiter
fleet with flight-qualified main engine components and the necessary
engineering and manufacturing capability to address any failure
or anomaly quickly. The Rocketdyne Division of the Boeing North
American Corporation is responsible for operating three locations
that provide engine manufacturing, major overhaul, component recycle
and test. They are:
(1) Canoga Park, California which manufactures and performs major overhaul to the main engines;
(2) Stennis Space Center (SSC), Mississippi for conducting engine development, acceptance and certification tests; and
(3) Kennedy Space Center (KSC), Florida where the engine inspection
checkout activities are accomplished at the KSC engine shop.
Engine ground test and flight data evaluation, hardware anomaly
reviews and anomaly resolution are managed by the Marshall Space
Flight Center (MSFC). The Alternate Turbopump project is also
managed by the MSFC under contract with Pratt Whitney of West
Palm Beach, FL. Development of the Super Lightweight Tank is managed
by the MSFC and is being accomplished by the Lockheed Martin Corporation
at the government-owned Michoud Assembly Facility (MAF) near New
Orleans, LA.
Flight Operations and Launch Site Equipment Upgrades
The major flight operations facilities at Johnson Space Center
(JSC) include the Mission Control Center (MCC), the flight and
ground support training facilities, the flight design systems
and the training aircraft fleet that includes the Space Shuttle
training aircraft, the T-38 aircraft and the Space Shuttle Carrier
Aircraft (SCA). The major launch site operational facilities at
KSC include three Orbiter Processing Facilities (OPFs), two launch
pads, the Vehicle Assembly Building (VAB), the Launch Control
Center (LCC), and three Mobile Launcher Platforms (MLPs).
Construction of Facilities
Construction of Facilities (CofF) funding for Space Shuttle projects
is provided in this budget to refurbish, modify, replace and restore
facilities at Office of Space Flight Centers to improve performance,
address environmental concerns of the older facilities, and to
ensure their readiness to support the Space Shuttle Operations.
PROGRAM GOALS
NASA planning assumes continued utilization of the Space Shuttle
through the year 2012, which is the planned life span of the International
Space Station. In order to maintain a viable, human transportation
capability that will operate into the next century and support
NASA's launch requirements, specific program investments are required.
These investments will be consistent with NASA's strategy of funding
a series of safety, performance, and supportability Shuttle upgrades
while we await a decision in the year 2000 concerning the future
space transportation capability beyond 2012.
STRATEGY FOR ACHIEVING GOALS
This budget provides funds required to modify and improve the
capability of the Space Shuttle to ensure its viability as a safe,
effective transportation system and scientific platform. It also
addresses increasingly stringent environmental requirements, obsolescence
of subsystems in the flight vehicle and on the ground, and reduction
in operational costs. Work continues on the Alternate Fuel Turbopump
and new Large Throat Main Combustion Chamber (LTMCC) for the planned
introduction of the block II Space Shuttle Main Engine (SSME)
in late CY 1997.
The major safety and performance upgrades and their initial flight
dates are listed on the following chart on the next page.
MEASURES OF PERFORMANCE
The Safety and Performance Upgrade program is measured by the
success it has in accomplishing the ongoing projects consistent
with approved schedule and cost planning. Success depends on developing/implementing
these projects and to help ensure the Space Shuttle's safe operation,
improve the reliability of the supporting elements, and improving
efficiencies to reduce operational costs. This budget addresses
all elements of the Space Shuttle program and is managed through
an approval process that ensures that new projects are evaluated,
approved and initiated on a priority basis, and that existing
projects meet established cost and schedule goals. Significant
milestones are listed below:
Orbiter Improvements
Simplified Aid for EVA Rescue (SAFER) - SAFER is a small
self-contained, one person free-flyer unit which provides an EVA
self-rescue capability for the astronauts should they become inadvertently
untethered from the Space Shuttle or International Space Station.
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| Initial SAFER Flight Demonstration
| 4th Qtr FY 1996 | 2nd Qtr FY 1996 | Demonstrate on STS-64 flight. The unit was utilized for the first time on the STS-76/Mir-03 flight. |
| Conduct Preliminary Design Review (PDR) for SAFER | 2nd Qtr FY 1996 | 3rd Qtr FY 1996 | Completion of PDR will allow design of the production units to proceed toward CDR. |
| Conduct Critical Design Review (CDR) for SAFER | 4th Qtr FY 1996 | 1st Qtr FY 1997 | Completion of CDR will allow production to proceed so that SAFER will be available for joint Space Shuttle-Mir Joint spacewalk on STS-86/Mir-07 Flight in FY 1997.
|
Multifunction Electronic-Display System (MEDS) -
MEDS is a state-of-the-art integrated display system that will
replace the current Orbiter cockpit displays with an integrated
liquid crystal display system.
| Performance Milestone | Plan | Revised | Description/Status |
| Complete MEDS
Qualification Testing | 1st Qtr FY 1996 | 2nd Qtr FY 1997 | Complete hardware qualification testing and start hardware integration and verification testing. The qualification program was extended through this date. No significant impact to initial operating capability is expected. Delay was due to change in glass supplier. |
| MEDS Initial Operational Capability (IOC) | 4th Qtr FY 1998 | 2nd Qtr FY 1999 | First flight of a MEDS equipped Orbiter. Revised due to glass supplier change. |
Global Positioning System (GPS) - GPS will replace
TACAN in the Orbiter navigation system when the military TACAN
ground stations will be phased out in the year 2000. The planned
readiness date for the Space Shuttle's system is FY 1999.
| Performance Milestone | Plan | Revised | Description/Status |
| Complete GPS Preliminary
Design Review (PDR)
| 4th Qtr FY 1996 | 2nd Qtr FY 1997 | Completion of System Requirements Review will allow design drawings to proceed toward CDR. Delay is due to a change in the procurement from the originally-planned, single-string GPS, to the GPS Inertial Navigation System (INS), which will have broader applications (e.g., RLV, ISS) than the previous version. |
| Complete GPS System Requirements Review | 4th Qtr FY 1996 | 2nd Qtr FY 1997 | Completion of CDR will allow drawings to be released for production to proceed.
Delay is due to the change from the original, single-string GPS, to the GPS Inertial Navigation System.. |
| Complete GPS operational capability | 2nd Qtr FY 1999 | -- | Initial operation of GPS without TACAN system. |
Orbital Maintenance Down Periods
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| Complete Discovery (OV-103) OMDP | 1st Qtr FY 1997 | 3rd Qtr FY 1996 | Conduct routine maintenance; outfit Discovery with external airlock; fifth cryogenic tank; preparations for Shuttle rendezvous with Mir and the International Space Station.
Rephased/advanced schedule to meet manifest requirements. |
| Initiate Endeavour (OV-105) OMDP | 4th Qtr FY 1996 | 4th Qtr FY 1996 | Conduct routine maintenance; prepare Endeavour for the International Space Station operations; outfit with external airlock.
Endeavour is presently at Palmdale. |
Propulsion Upgrades
Super Lightweight Tank - This performance enhancement
is designed to provide 7,500 pounds of additional performance
for the Space Shuttle to allow rendezvous and operations with
the International Space Station.
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| Aluminum-Lithium Test Article (ALTA) testing complete | 4th Qtr FY 1996 | 4th Qtr FY 1996 | Completion of testing will certify the structural integrity of the external tank design and fabrication process. |
| Design Certification Review | 2nd Qtr FY 1997 | 3rd Qtr FY 1997 | The Super Lightweight Tank will provide 7,500 pounds of performance through incorporation of an aluminum-lithium alloy in the external tank structure.
Revised due to welding proof tests. |
| Deliver first SLWT to KSC for flight | 4th Qtr FY 1997 | -- | Final assembly and checkout will be conducted at the Michoud Assembly Facility (MAF) in New Orleans, Louisiana |
Space Shuttle Main Engine Safety Improvements -
Introduction of Block I and Block II changes into the Space Shuttle's
Main Engine program will improve the margin of safety by a factor
of two (2).
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| High Pressure Fuel Pump Critical Design Review (CDR) | 3rd Qtr FY 1996 | 2nd Qtr FY 1997 | Completion of CDR will allow production to proceed for implementation of the ATP high pressure fuel pump into the Block II Engine upgrade.
The delay is the result of several technical problems experienced in the fuel pump design, discovered during testing, which are being modified and retested. |
| First flight of the Block II engine | 4th Qtr FY 1997 | 1st Qtr FY 1998 | The high pressure fuel turbopump will be combined with the large throat main combustion chamber (LTMCC).
Revised due to testing delays resulting from technical design difficulties. |
Flight Operations and Launch Site Equipment Upgrades - Upgrades
to the Mission Control Center will occur during FY 1996-98 period
improving operations reliability and maintainability and also
taking advantage of the state-of-the-art technology in displays
and controls. In addition, upgrades to the Launch Processing System
in the Launch Site Equipment budget at KSC will increase reliability
and reduce obsolescence.
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| Begin ascent/entry mission support from new MCC | 1st Qtr FY 1996 | 2nd Qtr FY 1996 | Complete entire mission profile with the new MCC during STS-73 mission |
| Replacement of displays and controls | 3rd Qtr FY 1996 | 3rd Qtr FY 1996 | Installation of new state-of-the-art system will allow more efficient operations |
| New MCC front end implementation and equipment replacement. | 4th Qtr FY 1996 | 4th Qtr FY 1996 | Implementation of new commercial off-the-shelf (COTS) system will allow removal of obsolete custom built equipment and consoles with significant reduction in life cycle costs. |
| Implementation of new MCC command server system | 4th Qtr FY 1997 | -- | Removal of command functions from the mainframe Mission Operations Computer (MOC) is a major step which will significantly reduce command and control life cycle costs. |
| Complete development of the new Consolidated Planning System (CPS) and phase-out of Flight Planning System | 4th Qtr FY 1996 | 4th Qtr FY 1996 | Implementation of the new commercial off-the-shelf (COTS) hardware/software based planning system will enable phase-out of existing higher life cycle cost FPS and enable common planning tool for Space Shuttle and Station operations. |
Launch Site Equipment Upgrades
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| Deliver first two Portable Purge Units | 4th Qtr FY 1996 | 3rd Qtr FY 1997 | First units delivered and tested by user.
Revised due to delay in award of contract. |
Construction of Facilities
| Performance Milestone | Plan | Actual/Revised | Description/Status |
| Replace Fire Protection Pumps and Piping at
LC-39/A&B | 3rd Qtr FY 1996 (Phase I) 3rd Qtr FY 1997 (Phase II) | 3rd Qtr FY 1996 (Phase I) 4th Qtr FY 1997 (Phase II) | Pumps are currently inadequate to provide spray coverage during an emergency.
Phase I - Pad A Complete. Phase II - -Pad B work to be accomplished during down time of launch pad - January 97 to August |
| Replace Component Refurbishment and Chemical Analysis Facility at KSC | 2nd Qtr FY 1996 (Phase I) 2nd Qtr FY 1996 (Phase II Start) 2nd Qtr FY 1997 (Phase II Complete) |
1st Qtr FY 1997 (Phase I) 4th Qtr FY 1996 (Phase II Start) 4th Qtr FY 1997 (Phase II Complete) | Facility is 25 years old, in non-compliance with OSHA standards, overcrowded and insulated with asbestos. Completing this effort in FY 1997 is earliest opportunity to comply with CFC requirements during cleaning and degreasing operations.
Phase I - Complete activation of component refurbishment building. Delay due to extended negotiation with the activation contractor.
Phase II Start - Begin construction of chemical analysis facility. Revised plan due to delay in FY 1996 appropriation bill. Phase II Complete - Completion of construction. |
| SSME Processing Facility |
Begin Construction 4th Qtr FY 1996 Complete Construction 2nd Qtr FY 1998 |
Begin Construction 1st Qtr FY 1997 Complete Construction 2bd Qtr FY 1998 |
Project provides for construction of an addition to the east end of the lower level of OPF-3 Annex. |
| Rehabilitation of 480V Electrical Distribution System |
4th Qtr FY 1996 (Phase I) 3rd Qtr FY 1996 (Phase II) |
1st Qtr FY 1997 (Phase I) TBD (Phase II) |
The 480-volt electrical distribution system in building 103 was originally installed in the 1940's. This project will replace feeder cables and distribution panels and it contains the systematic rehabilitation of the older high voltage system in critical ET production areas.
Phase I - Design Complete. Begin Construction. |
| Restore Pad B Fixed Service Structure | 1st Qtr FY 1997 | 2nd Qtr FY 1997 | This project replaces the elevator cabs, cables, and controls to eleminate severly deteriorated and archaic equipment. Design Complete. Begin Construction when Pad B mod window begins. |
| Replace LC-39 , Pad B Chiller | 1st Qtr FY 1997 | 2nd Qtr FY 1997 | This project replaces three existing faciliticy chillers and air handling units. Design Complete. Begin construction when Pad mod window begins. |
| Refurbishment of High Pressure Water System | 1st Qtr FY 1997 | 4th Qtr FY 1996 | Overhaul diesel engine for the water pumps and backup electrical power need to ensure system reliabillity and maintainability in support of the SSME test program as well as future testing. Design Complete. Begin construction. |
| Restore PCR Wall and Ceiling Integrity at LC-39A | 2nd Qtr FY 1997 | -- | This project provides for replacement of damaged walls, leaking access door, ceiling/lighting improvements for safer accessibility and better environmental control of Payload Changeout Room Begin design. |
| Restore Launch Pad A Surface and Slopes at LC-39A | 4th Qtr FY 1996 | 1st Qtr FY 1997 | This project includes repair of cracks, repair/replacement of fractured and broken section of concrete.
Begin Design |
ACCOMPLISHMENTS AND PLANS
Budgetary pressures demand that proper investments are made to
promote efficiency of operations while insuring that the critical
element of safety is maintained as a primary goal. The FY 1998
budget request for Safety and Performance Upgrades is the result
of a project prioritization process that addresses safety first,
second it provides for performance enhancements, upgrades to prevent
obsolescence and promote efficiency, and third. it addresses maintenance
and logistics enhancements to improve reliability and operating
efficiency in order to meet our manifest requirements.
A significant portion of the Safety and Performance Upgrades (S&PU) budget is dedicated to avoiding and preventing deleterious and costly effects of obsolescence, especially at a time when the program is undertaking the challenge of reducing the costs of operations. This portion of the budget contains projects that impact every element of the Space Shuttle vehicle. The S&PU budget will continue to support the replacement of the Orbiters' cockpit displays with Multifunction Electronic Display System (MEDS), replacing Tactical Air Command and Navigation System (TACAN) with Global Positioning System (GPS), upgrading the T-38 aircraft with maintainable systems, replacing elements of the launch site complex, upgrading major elements of the training facilities at Johnson Space Center, testing of main engine components at SSC, testing of Orbiter reaction control systems at the White Sands Test Facility, and replacing critical subsystems in the Kennedy Space Center facility complex. At the Kennedy Space Center, phase two of the fire protection upgrade will be conducted as will replacement of the chemical analysis lab and improvement of the main engine processing facility.
In addition, this request includes funds for Shuttle Supportability
Upgrades which will maintain availability of the Space Shuttle
fleet into the next century and, at a minimum, through the planned
life of the International Space Station (2012).
The Space Shuttle program rationale for supportability upgrades
is founded on the premise that safety, reliability, and mission
supportability improvements must be made in the Shuttle system
to continue to provide safe and affordable operations into the
next century. These will enable safe and efficient Shuttle operations
during the Space Station era while providing a robust testbed
for advanced technologies and a variety of customers.
The Space Shuttle Upgrade activity will be planned and implemented
from a system-wide perspective. Individual upgrades will be integrated
and prioritized across all flight and ground systems, insuring
that the upgrade is compatible with the entire program and other
improvements. Selection of new upgrades through the review process
approved by the Associate Administrator for Space Flight, the
Program Management Council (PMC) and the Administrator will be
utilized. Implementation authority and responsibility will be
delegated to the Lead Center Director for the Shuttle Program
with the Shuttle Program Manager and the projects. Space Shuttle
upgrades will be developed and implemented in a phased manner
supporting one or more of the following program goals:
The phasing strategy will be coordinated with the Reusable Launch
Vehicle (RLV) project management, and other development projects,
to capture common technology developments, while meeting the Shuttle
manifest. This phasing strategy should allow the incorporation
of additional, more comprehensive upgrades to the Space Shuttle
system while benefiting other programs and technologies. Definition
activity leading to the selection of upgrade candidates will continue
in FY 1997. Candidate upgrades in the initial phases will utilize
state-of-the-art technology and provide safety/reliability, supportability,
and/or cost (improvement) advantages. Candidate designs in the
initial phases would maintain the current Shuttle mold lines and
system/subsystem interfaces. Major system changes will likely
require a definition period with the potential for the development
of prototype systems.
Orbiter Improvements
Orbiter improvements provide for modifications and upgrades to
ensure compatibility of the Space Shuttle vehicles with the new
Space Station operational environment. Orbiter weight reductions
have been identified where operating experience or updated requirements
allow selected items to be changed without impact to crew safety
or mission success. The Orbiter weight will be reduced by changing
the exterior thermal protection materials on certain portions
of the Orbiter, deleting portions of the Orbital Maneuvering and
Reaction Control Systems (OMS/RCS) that are no longer required,
changing the material on the "flipper doors" that provide
a seal between the Orbiter wing and its control surfaces, and
development of lighter weight crew seats for the cockpit.
Other improvements continue on the Orbiter internal systems. For
example, the Auxiliary Power Unit gas generator valve module is
undergoing redesign to improve its reliability; the thermal protection
system certification will allow the leading edge of the wing to
experience higher temperatures during reentry, a new vendor was
qualified to provide remote power controllers, and enhancements
for improving the Space Shuttle performance were initiated. The
new Auxiliary Power Unit gas generator valve module will be ready
for its first flight during the second quarter of FY 1997.
During FY 1996, Discovery (OV-103) completed its OMDP and will
re-enter the fleet in time to fly STS-82 in February 1997. Endeavour
(OV-105) followed Discovery and will complete the OMDP at the
Palmdale, California facility for normal maintenance, structural
inspections, and modifications for docking with the International
Space Station, and is expected to be completed in April 1997.
In FY 1998, Atlantis (OV-104) will enter OMDP for normal maintenance,
structural inspections, and will also be modified for docking
with the International Space Station.
The Multifunction Electronic Display System (MEDS) upgrade will
replace the current Orbiter cockpit displays which are early 19107's
technology. The current displays which provide command and control
of the Space Shuttle are "single string" electro-mechanical
devices that are experiencing life related failures and are maintenance
intensive. Difficulty in obtaining parts, some of which are no
longer manufactured, is becoming more prevalent. The MEDS upgrade
is a state-of-the-art, multiple redundant liquid crystal display
(LCD) system. MEDS will enhance the reliability of the cockpit
display system, resolve the parts availability problem, and provide
a much more flexible and capable display system for the crew.
This upgrade will bring the Orbiter up to current aircraft standards,
benefiting the training of new astronauts directly. Secondary
benefits of MEDS are reductions in the Orbiter's weight and power
consumption. The MEDS upgrade includes the design effort and production
of modification kits for the four Orbiter vehicles. New MEDS ground
support hardware is also being designed. When procured and installed
it will upgrade the appropriate simulators, test equipment, and
laboratories. MEDS will be installed in the Orbiters and tested
during the planned OMDPs. The decision to make a switch to an
alternate and more viable source for the Active Matrix Liquid
Crystal Display Assemblies caused a six month delay in the first
flight of a MEDS equipped Orbiter from July 1998 to January 1999.
Expansion of the effort to replace the Orbiter's TACAN landing
navigation system with the Global Positioning System (GPS) began
in FY 1995. This expansion will include an increased interaction
of the GPS receiver with the Orbiter backup flight software, and
outfitting two more Orbiters with a GPS test receiver. A number
of development flights will take place with increasing GPS capability
while still utilizing TACAN navigation. The first flight of a
complete GPS system is planned for 1999.
In addition to modifying the Orbiter for Space Station operations,
a self-rescue device was required to safely conduct Space Station
extravehicular activity. Production of SAFER (Simplified Aid for
Extravehicular Rescue) was initiated in FY 1995. SAFER will consist
of a small propulsive backpack to be worn by each NASA-suited
EVA crew member during all periods when the Orbiter is docked
to structure (e.g., spacewalking from the Space Station or the
Mir complex) when rescue of an inadvertently detached EVA crew
member cannot be guaranteed. Currently during spacewalks from
the Shuttle, EVA crew members are always tethered to prevent them
from becoming separated. If an EVA crew member becomes inadvertently
untethered, the Space Shuttle can easily fly to the rescue. However,
the Mir and the Space Station will not be maneuverable enough
to rescue an detached crew member, therefore, an autonomous self-rescue
device must be provided. The SAFER unit provides the best overall
self-rescue capability. Five SAFER flight units will be produced
and fabricated along with two ground tests and training units.
Fabrication of the SAFER units will be accomplished at JSC. The
first operational use of SAFER is scheduled to be performed on
a Space Shuttle-Mir docking flight STS-86/Mir-07 in FY 1997.
Propulsion Upgrades
The most complex components of the Space Shuttle Main Engine (SSME)
are the high pressure turbopumps. Engine system requirements result
in pump discharge pressure levels from 6000 to 8000 psi and turbine
inlet temperatures of 2000 Degrees F. In reviewing the most critical
items on the SSME that could result in a catastrophic failure,
14 of the top 25 are associated with the turbopumps. The current
pumps' dependence on extensive inspection to assure safety of
flight have made them difficult to produce and costly to maintain.
The Alternate Turbopump Program (ATP) contract with Pratt &
Whitney was signed in December 1986 and called for parallel development
of both the High Pressure Oxidizer Turbopump (HPOTP) and the High
Pressure Fuel Turbopump (HPFTP) to correct the shortcomings of
the existing high pressure turbopumps. This objective is achieved
by: utilizing design, analytical, and manufacturing technology
not available during development of the original components; application
of lessons learned from the original SSME development program;
elimination of failure modes from the design; implementation of
a build-to-print fabrication and assembly process; and full inspection
capability by design. The turbopumps utilize precision castings,
reducing the total number of welds in the pumps from 769 to 7.
Turbine blades, bearings, and rotor stiffness are all improved
through the use of new materials and manufacturing techniques.
The SSME upgrades are dedicated to expand existing safety margins
and reduce operational costs. Significant progress was made once
the bearings were tested, accepted and introduced into the ATP
HPOTP, testing proceeded successfully with completion of certification
testing and first flight was accomplished in FY 1995. Throughout
FY 1996, the ATP HPFTP experienced several problems during testing
relating to alpha frequency vibrations occurring inside the turbopump
assembly. The magnitude of these vibrations have been improved
but this problem has eluded our efforts to eliminate in FY 1996.
Design improvements and development testing to improve this condition
will continue in FY 1997. The high pressure fuel turbopump, restarted
during FY 1995, is scheduled for completion and first flight in
FY 1998.
The SSME powerhead is the structural backbone of the engine, connecting
the two pre-burners powering the high pressure turbopumps to the
main propellant injector. The powerhead is the attach point for
the high pressure turbopumps and the Main Combustion Chamber (MCC)
and is also the duct for routing turbine discharge gas back to
the main injector. The new Phase II+ Powerhead will result in
improved hot gas flow path characteristics from the high pressure
fuel turbine to the main injector lox posts. Static and dynamic
flow characteristics are improved throughout the hot gas flow
path. The Phase II+ Powerhead also reduced the number of welds,
improving producibility and reliability.
The heat exchanger, mounted in the oxidizer side of the powerhead,
uses the hot (800 - 900 degrees F) hydrogen-rich turbine discharge
gases to convert liquid oxygen in a thin walled coil to gaseous
oxygen for pressurization of the external oxygen tank. The current
heat exchanger coil has seven welds exposed to the hot gas environment.
A small leak in one of these welds would result in catastrophic
failure. The new Single Coil Heat Exchanger eliminated all seven
critical welds and tripled the wall thickness of the tube.
The Large Throat Main Combustion Chamber (LTMCC) development will
result in lower pressures and temperatures throughout the engine
system thereby increasing the overall Space Shuttle system flight
safety and reliability. The wider throat area accommodates additional
cooling channels and an accompanying reduction in hot gas wall
thickness. Hot gas wall temperatures are significantly reduced
increasing chamber life. The LTMCC design also incorporates new
fabrication techniques to reduce the number of critical welds
and improve the producibility of the chamber. Development on the
powerhead, heat exchanger and LTMCC is all being performed under
contract with the Rocketdyne division of the Boeing North American
Corporation.
The "block" change concept for incorporating changes
into the main engine was introduced and baselined during FY 1994.
The Phase II+ Powerhead, the Single Coil Heat Exchanger and the
new high pressure oxidizer turbopump comprise Block I. This change
was introduced and flown for the first time in July 1995. The
Block II is scheduled to be flown in early FY 1998 and consists
of the Large Throat Main Combustion Chamber and the high pressure
fuel turbopump. The end result of these engine improvements is
an increase in the overall engine durability, reliability and
safety margin, and producibility. This is consistent with NASA's
goals of decreasing failure probability and reducing Space Shuttle
costs.
Increased safety margins and launch reliability on the Space Shuttle
will be realized through the implementation of new sensors (temperature
pressure and flow) for use in the SSME. SSME history has shown
that the engine is more reliable than the instrumentation system,
however, a transducer failure could result in a flight scrub or
on-pad abort, failure to detect an engine fault, or an in-flight
abort. These sensor upgrades are essential to improving the reliability
of the Space Shuttle's launch capability.
The SLWT program is a result of NASA's desire to enhance the payload
capability of the Space Shuttle to support the Space Station Program.
In FY 1996, the verification testing of the Aluminum Lithium Test
Article (ALTA) was successfully completed. This test demonstrated
the capability of the liquid hydrogen barrel section of the SLWT
to withstand flight loads with sufficient margin. During FY 1997,
the SLWT will undergo final assembly and proof testing in preparation
for delivery to KSC in September 1997. First flight is planned
for December 1997.
Flight Operations and Launch Site Equipment Upgrades
These upgrades support pre-launch and post-launch processing of
the four Orbiter fleet. Key enhancements funded in launch site
equipment include: replacement hydraulic pumping units that provide
power to Orbiter flight systems during ground processing; replacement
of 16-year old ground cooling units that support all Orbiter power-on
testing; replacement of communications and tracking Ku-band radar
test set for the labs in the Orbiter Processing Facility and High
Bays that supports rendezvous capability and the missions; communications
and instrumentation equipment survivability projects that cover
the digital operational intercom system, major portions of KSC's
17-year old radio system, and the operational television system;
improvement of the Space Shuttle operations data network that
supports interconnectivity between Shuttle facilities and other
KSC and off-site networks; replacement storage tanks and vessels
for the propellants, pressurants, and gases; an improved hazardous
gas detection system; and fiber optic cabling and equipment upgrades.
The new Mission Control Center (MCC), completed in FY 1995 and
supporting mission operations for all flights thereafter, has
improved console operations and communication equipment as well
as new data processing and distribution systems. Critical reliability
required for the longer integrated simulations will be substantially
improved with these replacements. Also, associated maintenance
costs are reduced due to fewer computer breakdowns.
The Hardware Interface Modules (HIM), which are electrical command
distribution systems that support the launch processing system
(LPS) at KSC, are over 25 years old and have experienced an increased
failure rate and higher cost of repair over the past several years.
The HIM upgrade will replace all chassis and cards with state-of-the-art
"off the shelf" hardware to improve system reliability
and maintainability. Production and installation should be complete
in FY 1999.
A cable plant upgrade at KSC has been initiated to replace the
miles of cables which support a wide variety of Space Shuttle
facilities. Many of these cables were installed in the 1630s and
are suffering from corrosion and increasing failure rates. Replacement
will reduce the potential for disruption to critical Space Shuttle
operations as well as have a direct maintenance benefit. This
activity will reduce the possibility of launch delays, increase
communication system spares availability, and enhance the reliability
of data, instrumentation, voice, and video communications. This
upgrade will replace the wide-band distribution system and the
lead/antimony sheath cables with fiber optics and plastic sheath,
gel-filled cable. In addition, many field terminals will be replaced
or upgraded. Obsolete cable systems will also be replaced with
current technology. The upgrade should be complete in late FY
1998.
A launch processing system control, checkout and monitoring system
study is underway to assess the best system architecture for the
program given the MCC upgrade and advancements in technology.
In order to meet the needs of the next century a new launch processing
system is required. The current study will provide options as
to the best approach to bring forward for approval as a Phase
II or III upgrade.
The Day-of-Launch-I-Load Update System, Version 2 (DOLILU-II)
is designed to reduce flight and mission preparation costs while
maintaining high launch probability for all mission profiles.
Current first stage mission designs, baselined months before the
flight, are replaced with a design built, assessed and uplinked
to the vehicle on the day of launch. The system builds new first
stage steering commands based on upper level winds measured four
hours prior to launch time. Additional processors assess the new
trajectory against system constraints to ensure mission safety.
The system replaces months of preflight development and assessment
of first stage flight designs. The DOLILU-II will also contribute
to the ability of the Space Shuttle to launch within the five-minute
window required for operations with the Space Station.
Funds for other activities include implementing required modifications
and upgrades on the T-38 aircraft used for space flight readiness
training, capability improvements for weather prediction, and
enhancements on information handling to improve system monitoring,
notably for anomaly tracking.
Construction of Facilities (CoF)
FY 1996 CoF funding was concentrated on KSC facilities. The new
Chemical Analysis Facility replaces the existing facility which
is overcrowded and is in non-compliance with OSHA fire safety
standards. The existing Space Shuttle Main Engine shop will be
replaced by an addition to Orbiter Processing Building 3. Finally,
there will be an upgrading of the fire protection pumps, motors,
and diesels serving Launch Pads A and B fire protection system.
FY 1997 CoF funding is for facilities at KSC, MAF, and SSC. At
KSC, there are two projects which are both at Launch Complex Pad
B - the replacement of Pad B chiller system and the restoration
of the Fixed Support Structure Elevator System. Both systems are
over 25 years old and are past their economic life expectancy.
These systems are part of a critical path for launch criteria
assurance. At MAF, the rehabilitation and modification of the
480-volt electrical system are necessary to protect critical manufacturing
operations in the final assembly and major weld areas for the
manufacturing of the External Tank (ET). At SSC, the restoration
of the High Pressure Industrial Water Plant will include the overhaul
of three diesel engines for the deluge water system and two diesel
engines for the electrical generation system. These engines drive
the water pumps and electrical generators that provide cooling
water and reliable power for all three SSME test stands for flight
certification and development testing.
FY 1998 CoF will provide for improvements for facilities at KSC
and MAF. At MAF, this project is phase II of IV to rehabilitate
the 480-volt electrical distribution system that is critical to
the manufacturing of the external tank. At KSC, one project will
be restoring the walls and ceiling that provides a controlled
environment to perform pre-flight services of Space Shuttle hardware
at Pad A/LC-39 Payload Change-Out Room (PCR). The other project
at KSC will restore the concrete surfaces and slope of Pad A/LC-39
structure. For additional details on these projects, please refer
to the Mission Support - Construction of Facilities budget.
| BASIS OF FY 1998 FUNDING REQUIREMENT (Thousands of Dollars) | FY 1996 | FY 1997 | FY 1998 |
| Orbiter and integration | 521,000 | 516,600 | 463,100 |
| (Orbiter) | (378,500) | (375,400) | (356,100) |
| (System integration) | (142,500) | (141,200) | (107,000) |
| Propulsion | 1,061,500 | 1,098,700 | 1,136,900 |
| (External tank) | (327,500) | (339,000) | (359,700) |
| (Space shuttle main engine) | (185,000) | (182,300) | (184,900) |
| (Reusable solid rocket motor) | (395,700) | (427,000) | (434,600) |
| (Solid rocket booster) | (153,300) | (150,400) | (157,700) |
| Mission and launch operations | 902,900 | 899,600 | 894,400 |
| (Launch and landing operations) | (544,000) | (609,900) | (605,300) |
| (Mission and crew operations) | (358,900) | (289,700) | (289,100) |
| Total | 2,485,400 | 2,514,900 | 2,494,400 |
GENERAL
Space Shuttle operations requirements are met through a combination of funds received from Congressional appropriations and reimbursements received from customers whose payloads are manifested on the Space Shuttle. The reimbursements are applied consistent with the receipt of funds and mission lead times and are subject to revision as changes to the manifest occur. The
FY 1997 planned standard service reimbursements total $18.8 million,
with $7.0 million in reimbursements assumed for FY 1998, which
offset the budget for the Space Shuttle, and have been assumed
in the budget request.
The Space Shuttle operations budget includes sustaining engineering, hardware and software production, logistics, flight and ground operations, and flight crew operations for all elements while continuing to pursue environmentally necessary operations and manufacturing improvements. The single, prime contract is the Space Flight Operations Contract (SFOC) held by United Space Alliance comprising almost one-half of the Operations budget. As development items are completed, additional effort will be transitioned into SFOC.
Orbiter and Integration
The Orbiter project element consists of the following items and
activities:
(1) Orbiter logistics: spares for the replenishment of Line Replacement Units (LRUs) and Shop Replacement Units (SRUs) along with the workforce required to support the program;
(2) Production of External Tank (ET) disconnect hardware;
(3) Flight crew equipment processing as well as flight crew equipment spares and maintenance, including hardware to support Space Shuttle extravehicular activity;
(4) Various Orbiter support hardware items such as Pyrotechnic-Initiated Controllers (PICs), NASA Standard Initiators (NSI's), and overhauls and repairs associated with the Remote Manipulator System (RMS); and
(5) The sustaining engineering associated with the Orbiter vehicles.
The major contractors for these Orbiter activities are United
Space Alliance for operations; Boeing North American for External
Tank disconnects and Orbiter sustaining engineering; and Hamilton
Standard and Boeing for flight crew equipment processing.
System integration includes those elements managed by the Space
Shuttle Program Office at the Johnson Space Center (JSC) and conducted
primarily by United Space Alliance, including payload integration
into the Space Shuttle and systems integration of the flight hardware
elements through all phases of flight. Payload integration provides
for the engineering analysis needed to ensure that various payloads
can be assembled and integrated to form a viable and safe cargo
for each Space Shuttle mission. Systems integration includes the
necessary mechanical, aerodynamic, and avionics engineering tasks
to ensure that the launch vehicle can be safely launched, fly
a safe ascent trajectory, achieve planned performance, and descend
to a safe landing. In addition, funding is provided for Multi-program
support at JSC.
Propulsion
External Tanks are produced by Lockheed Martin Corporation in
the Government-Owned/Contractor-Operated (GOCO) facility near
New Orleans, LA. This activity involves the following:
(1) Procurement of materials and components from vendors;
(2) Engineering and manufacturing personnel and necessary environmental manufacturing improvements.
(3) Support personnel and other costs to operate the GOCO facility; and
(4) Sustaining engineering for flight support and anomaly resolution.
The program will begin delivering Super Lightweight Tanks in support
of the performance enhancement goal required by the Space Station
in FY 1997. Only recurring costs associated with the Super Lightweight
Tank are included in this account. Non-recurring costs are accounted
for in the Safety and Performance Upgrades budget.
The Space Shuttle Main Engine (SSME) operations budget provides
for overhaul and repair of main engine components, procurement
of main engine spare parts, and main engine flight support and
anomaly resolution. In addition, this budget includes funding
to the Department of Defense for Defense Contract Management Command
(DCMC) support in the quality assurance and inspection of Space
Shuttle hardware; and funds for transportation and logistics costs
in support of SSME flight operations. Rocketdyne, a division of
Boeing North American Corporation, provides the bulk of the engine
components for flight as well as sustaining engineering, integration,
and processing of the SSME for flight.
The Solid Rocket Booster (SRB) project supports:
(1) Procurement of hardware and materials needed to support the flight schedule;
(2) Work at various locations throughout the country for the repair of flown components;
(3) Workforce at the prime contractor facility for integration of both used and new components into a forward and an aft assembly; and
(4) Sustaining engineering for flight support.
USBI, Inc. is the prime contractor on the SRB and conducts SRB
retrieval, refurbishment and processing at KSC. USBI is in the
process of consolidating their workforce at Kennedy Space Center
from Huntsville, Alabama, and plans to complete the transition
in FY 1997.
The Reusable Solid Rocket Motor (RSRM) project includes:
(1) Purchase of solid rocket propellant and other materials to manufacture motors and nozzle elements.
(2) Workforce to repair and refurbish flown rocket case segments, assemble individual case segments into casting segments and other production operations including shipment to the launch site;
(3) Engineering personnel required for flight support and anomaly resolution; and
(4) New hardware to support the flight schedule required as a
result of attrition.
Thiokol of Brigham City, Utah is the prime contractor for this
effort.
Mission and Launch Operations
Launch and Landing Operations provides the workforce and materials
to process and prepare the Space Shuttle flight hardware elements
for launch as they flow through the processing facilities at the
Kennedy Space Center (KSC). The primary contractor is United Space
Alliance. This category also funds standard processing and preparation
of payloads as they are integrated into the Orbiter, as well as
procurement of liquid propellants and gases for launch and base
support. It also provides for support to landing operations at
KSC (primary), DFRC (back-up) and contingency sites.
Operation of the launch and landing facilities and equipment at
KSC involves refurbishing the Orbiter, stacking and mating of
the flight hardware elements into a launch vehicle configuration,
verifying the launch configuration, and operating the launch processing
system prior to lift-off. Launch operations also provides for
booster retrieval operations, configuration control, logistics,
transportation, inventory management, and other launch support
services. This element also provides funds for:
(1) Maintaining and repairing the central data subsystem, which supports Space Shuttle processing as an on-line element of the launch processing system;
(2) Space Shuttle-related data management functions such as work control and test procedures;
(3) Purchase of equipment, supplies and services; and
(4) Operations support functions including propellant processing,
life support systems maintenance, railroad maintenance, pressure
vessel certification, Space Shuttle landing facility upkeep, range
support, and equipment modifications.
Mission and Crew Operations includes a wide variety of pre-flight
planning, crew training, operations control activities, flight
crew operations support, aircraft maintenance and operations,
and life sciences operations support. The primary contractor is
US Alliance. The planning activities range from the development
of operational concepts and techniques to the creation of detailed
systems operational procedures and checklists. Tasks include:
(1) Flight planning;
(2) Preparing systems and software handbooks;
(3) Defining flight rules;
(4) Creating detailed crew activity plans and procedures;
(5) Updating network system requirements for each flight;
(6) Contributing to planning for the selection and operation of Space Shuttle payloads; and
(7) Preparation and plans for International Space Station assembly
Also included are the Mission Control Center (MCC), Integrated
Training Facility (ITF), Integrated Planning System (IPS), and
the Software Production Facility (SPF). With the exception of
the SPF (Space Shuttle only), these facilities integrate the mission
operations requirements for both the Space Shuttle and International
Space Station. Flight planning encompasses flight design, flight
analysis, and software activities. Both conceptual and operational
flight profiles are designed for each flight, and the designers
also help to develop crew training simulations and flight techniques.
In addition, the flight designers must develop unique, flight-dependent
data for each mission. The data are stored in erasable memories
located in the Orbiter, ITF Space Shuttle mission simulators,
and MCC computer systems. Mission operations funding also provides
for the maintenance and operation of critical mission support
facilities including the MCC, ITF, IPS and SPF. Finally, Mission
and Crew Operations includes maintenance and operations of aircraft
needed for flight training and crew proficiency requirements.
Other support requirements are also provided for in this budget,
including engineering tasks at JSC which support flight software
development and verification. The software activities include
development, formulation, and verification of the guidance, targeting,
and navigation systems software in the Orbiter.
PROGRAM GOALS
The goal of Space Shuttle Operations is to provide safe, reliable,
and effective access to space. Space Shuttle operations are manifested
at a planned rate of seven flights per year from FY 1997 through
FY 1998. For FY 1999 through 2000, the flight rate is eight per
year, with seven flights per year thereafter.
STRATEGY FOR ACHIEVING GOALS
The Space Shuttle program is aggressively continuing to reduce
the cost of operations. Since FY 1992, cost reduction efforts
have been successful in identifying and implementing program efficiencies
and specific content reductions. Space Shuttle project offices
and contractors have been challenged to meet reduced budget targets.
United Space Alliance (USA) was awarded the Space Flight Operations
Contract (SFOC) on September 28, 1996. It includes a phased approach
to consolidating operations into a single prime contract for operational
activities. The first phase began in late 1996 with 12 operational
and facility contracts being consolidated from the majority of
the effort previously conducted by Lockheed Martin and Boeing
North American (the two corporations which comprise the US Alliance
joint venture). The second phase will add other operations work
to the contract after the contractor has had an appropriate amount
of time to evolve into its more responsible role in phase I. Transition
will take another 1-2 years and employ approximately 7300 equivalent
persons at steady state. All transitions will be completed in
FY 2000. The reasons for this phased approach are two-fold:
1. The ongoing major development projects (e.g. SLWT, MEDS, ATP, etc.) will be completed.
2. The transition to the prime can occur at a more measured pace.
The roles and missions of the contractor and government relationships
have been defined to insure program priorities are maintained
and goals are achieved. The SFOC contractor is responsible for
flight, ground, and mission operations of the Space Shuttle. The
accountability of its actions and those of its subcontractors
will be evaluated and incentivized through the use of a combined
award/incentive fee structure of the performance-based contract.
NASA as owner of assets, customer of operations services, and
director of launch/flight operation, is responsible for (a) surveillance
and audit to ensure compliance with SFOC requirements, and (b)
internal NASA functions. Further, NASA will retain chairmanship
of control boards and forums responsible for acceptance/rejection/waiver
of Government requirements while the SFOC contractor is responsible
for requirement implementation. The SFOC contractor is required
to document and maintain process/controls necessary to ensure
compliance with contract requirements and to sign a certification
of flight readiness (CoFR) to that effect for each flight.
MEASURES OF PERFORMANCE
Since the Space Shuttle program has both an operational and development
component, performance measures related to the Space Shuttle program
reflect a number of different activities ranging from missions
planned and time on-orbit in Shuttle Operations, to development
milestones planned for the Safety and Performance Upgrades program.
The following sets of diverse metrics can be utilized to assess
overall program performance.
| Operations Metrics | FY 1996 | FY 1996 | FY 1997 | FY 1997 | FY 1998 |
| Revised Plan | Actual | Plan | Current | Plan | |
| Number of Space Shuttle Flights | 7 | 8 | 7 | 7 | 7 |
| Shuttle Operations Workforce (Prime Contractors)* | 16,707 | 16,707 | 15,961 | 16,519 | 16,478 |
| Space Shuttle Processing Overtime Required | 3% | 3% | 3% | 3% | 3% |
| Number of Days On-orbit | 90 | 94 | 80 | 84 | 76 |
| Number of Primary Payloads Flown | 12 | 12 | 9 | 9 | 8 |
* The contractor workforce data have been modified to include
indirect, as well as direct contract workyears, which accounts
for the variances in actuals and plans.
Space Shuttle Missions and Primary Payloads
| FY 1996 | Plan | Actual | |
| STS-73/Columbia | United States Microgravity Laboratory (USML-2) | September 1995 | October 1995 |
| STS-74/Atlantis | Russian Space Station Mir (Mir-2) | October 1995 | November 1995 |
| STS-72/Endeavour | SFU Retrieval/OAST-Flyer Deployment | November 1995 | January 1996 |
| STS-75/Columbia | Tether Satellite System Reflight (TSS-1R)/USMP-3 | February 1996 | February 1996 |
| STS-76/Atlantis | Russian Space Station Mir (Mir-3) | March 1996 | March 1996 |
| STS-77/Endeavour | Spacehab-4 | May 1996 | May 1996 |
| STS-78/Columbia | Life/Microgravity Sciences (LMS-1) | June 1996 | June 1996 |
| STS-79/Atlantis | Russian Space Station Mir (Mir-4) | August 1996 | September 1996 |
| FY 1997 | Plan/Revised | Actual | |
| STS-80/Columbia | Wake Shield Facility-3 (WSF-3)/OREFUS-SPAS-02 | November 1996 | November 1996 |
| STS-81/Atlantis | Russian Space Station Mir (Mir-5)/Spacehab | December 1996 | January 1997 |
| STS-82/Discovery | Hubble Space Telescope Servicing Mission (MST SM-02} | February 1997 | -- |
| STS-83/Columbia | Microgravity Science Laboratory (MSL-1) | March 1997 | -- |
| STS-84/Atlantis | Russian Space Station Mir (Mir-6)/Spacehab | May 1997 | -- |
| STS-85/Discovery | Japan Manipulator Flight Demonstration/CRISTA-SPAS-02 | July 1997 | -- |
| STS-86/Atlantis | Space Station Mir (Mir-7) | September 1997 | -- |
| FY 1998 | Plan | -- | |
| STS-87/Columbia | Microgravity Payload (USMP-04)/Spartan 201-04 | October 1997 | -- |
| STS-88/Endeavour | Space Station #1 (Node 1) (ISS-01-2A) | December 1997 | -- |
| STS-89/Endeavour | Russian Space Station Mir (Mir-8)/Spacehab | January 1998 | -- |
| STS-90/Columbia | Neurolab | March 1998 | -- |
| STS-91/Discovery | Russian Space Station Mir (Mir-9)/Spacehab | May 1998 | -- |
| STS-92/Endeavour | Space Station #2 (ITS Zi) (ISS-02-3A) | July 1998 | -- |
| STS-93/Columbia | AXAF | August 1998 | -- |
* Technical and weather-related problems caused the USML-2 launch
to slip from FY 1995 to FY 1996.
In FY 1996, 50 U.S. crew members lived and worked in orbit for
a total of 797 days, including time spent by an American astronaut
aboard Mir. 42 crew members will fly 867 crew days in FY 1997
and 649 crew days are planned for in FY 1998.
To supplement the network of management reviews and government
oversight functions, NASA continues to seek specific objective
measurements for overall performance of the Space Shuttle program.
In order to permit rapid review by the program director and program
managers, the Space Shuttle program has devised a series of "stoplight"
metrics, whereby certain program aspects are measured against
established limits or program parameters and then translated into
the appropriate green, yellow or red indicators. Among the metrics
displayed in this manner are in-flight anomalies, monthly cost
rate, Space Shuttle processing monthly mishaps, Orbiter systems
and Line Replaceable Unit (LRU) problem reports, Space Shuttle
processing contract overtime percentage, and Kennedy Space Center
(KSC) quality surveillance error rate. The Space Shuttle program
also tracks its launch history, monitoring the number of liftoff
attempts per mission and characterizing any delays or scrubs as
technical, weather or operational-related reasons.
ACCOMPLISHMENTS AND PLANS
In FY 1996, the Space Shuttle launched eight flights successfully
including three flights to the Russian Mir Space Station. Additional
flights deployed the Tether Satellite System, conducted a USMP
mission and flew two Spacelab missions. The Japanese Space Flyer
Unit was retrieved and many science and commercial development
experiments were conducted in conjunction with the fourth Spacehab
mission.
At the end of FY 1996, United Space Alliance (USA) was awarded
the Space Flight Operations Contract (SFOC) on September 28, 1996.
as the Space Shuttle single prime contractor. This begins Phase
I of the operations consolidation wherein the major ground and
flight operations work done today by Lockheed Martin and Boeing
North American will be consolidated into a single program contract.
This also initiates an approximately two-year transition of civil
service from their current roles in project management and oversight
to providing, on behalf of the Space Shuttle Program Manager,
insight into the prime contractor's activities through audits,
surveillance, assurance, and independent assessments of any problems
or anomalies which are unique or have not been previously addressed
(i.e., "out-of-family").
The seven flights manifested for FY 1997 include a Wake Shield
experiment which was successfully flown in November 1996, and
three more resupply flights to the Russian Space Station Mir.
The Space Shuttle will make a second servicing visit to the Hubble
Space Telescope in February 1997 replacing two current science
instruments with "second generation" instruments and
refurbishing some telescope support system components. The Space
Shuttle will also support a development flight test of components
to be part of the Japanese Experiment module on the International
Space Station. The Microgravity Science Laboratory mission (MSL)
will study protein crystal growth, combustion, and material science
experiments.
Seven flights will be flown during FY 1998, including two International
Space Station assembly flights. In addition the last Spacelab
mission (NEUROLAB) will be flown, in which the Space Shuttle crew
will investigate the effects of weightlessness on neurological
processes using both human and animal specimens. Another flight
will deploy the Advanced X-Ray Astrophysics Facility (AXAF). Two
Spacehab flights during FY 1998 to the Mir Space Station are also
manifested. Another mission includes a Microgravity payload package
of experiments in the Orbiter cargo bay and a SPARTAN X-ray astronomy
experiment using a retrievable free flyer.