Π AIAA Senior Member †AIAA Senior Member

THE REDSTONE RESPONSIVE SYSTEMS SOLUTIONS INITIATIVE

By

Roger Herdyπ Senior Director for Technology Development

Qualis Corporation 689 Discovery Drive, Suite 400

Huntsville, Alabama 35806 (256) 327-3448

rherdy@qualis-corp.com

And

Marty Kress† Executive Director

Von Braun Center for Science and Innovation 320 Sparkman Drive Huntsville, AL 35805

(256) 961-7001 mkress@vcsi.org

ABSTRACT

The Huntsville, Alabama region has an incredible suite of technical assets, facilities,

and capabilities – the region’s challenge is to adapt those assets to other agencies’ needs, to integrate those assets to create new capabilities, to design the solutions for tomorrow’s requirements, and to integrate the programs for Unmanned Aerial Systems, Robotics, Small Spacecraft, High Altitude, or Aviation assets into a Systems Solutions Initiative for the war fighter, operator, and researcher. The region’s constituents have long recognized the unusual and unique synergy that can be offered to the rest of the nation. Anchoring the regions uniqueness is Redstone Arsenal. This recognition resulted in a pro-bono initiative, consisting of a consortium of 24 individuals (including the authors of this paper) who reflect industry, academia, and government interests, and who took on the challenge to formulate a unified plan that 1) integrates key regional assets; 2) identifies a set of actions that will enable organizations to provide system solutions for future requirements; and 3) enhances the awareness of each program – with the goal of capitalizing on prior investments and expertise. Efforts began in June of 2011.

28th Aerodynamic Measurement Technology,Ground Testing, and Flight Testing Conference <br><i>i25 - 28 June 2012, New Orleans, Louisiana

AIAA 2012-3173

Copyright © 2012 by Roger Herdy. Published by the American Institute of Aeronautics and Astronautics, Inc., with permission.

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I. INTRODUCTION

The name of this effort is the Redstone Responsive Systems Solutions Initiative (RRSSI). This initiative includes many of the tenants on Redstone Arsenal: the NASA Marshall Space Flight Center (MSFC), the Army’s Aviation and Missile Command (AMCOM); Aviation and Missile Research Development and Engineering Center (AMRDEC); Program Executive Office (PEO) Aviation; Space and Missile Defense Command (SMDC); Missile and Space Intelligence Center (MSIC); and Project Manager Unmanned Aerial Systems (PM UAS).

II. PURPOSE AND SCOPE OF WORK

Initially conceived as a 2- to 3-month effort, activities to date have been to discuss and table concrete potential projects, formulate policy changes and actions for approval and implementation, gain support of leadership at Redstone, and help brand Huntsville as Responsive Systems Solutions Capital of the United States. But above all, the RRSSI charter is to provide results to Redstone leadership to broaden awareness and to stimulate Team partnering for new business opportunities.

Additional tasks taken on by the team have been:

• Think through business model options to enable collaborative/integrated projects at and around Redstone Arsenal;

• Recommend example project(s), value proposition and lead agency; • Develop an iPhone-like app to present results; • Develop a prototype tool for optimizing platform/sensor selection to meet customer requirements

Internally, our Team set and met a goal of presenting results and recommendations to Redstone leadership by

late November 2011.

III. METHODOLOGY

Our Team focused on a short duration assessment of key assets and capabilities at key organizations at Redstone – MSFC, SMDC, AMCOM, AMRDEC, MSIC, PEO Missiles and Space, PM UAS – as relates to Small Spacecraft (Microsats and Cubesats), Airships, and UASs. Our goal is a high-level, informative, compelling assessment that can be used to market the Redstone regions assets and capabilities. Our Team has relied on analysis of key documents and data sources, as well as interviews and to frame the plan – when needed – with multiple organizations that could be interviewed as a group. Separate processes will be set up for classified documents – and a separate report will be issued to customers for inputs on classified projects and initiatives.

Staff from the Von Braun Center for Science and Innovation (VCSI, a not-for-profit Research and Development Center) have supported the activity and membership of the review and planning Teams and continue to analyze the Team member inputs. Members of the review and planning Team have conducted required interviews, and have framed the go-forward plan including key actions, proposed projects, and policy initiatives. During this process, efforts were successfully made to secure Team Redstone endorsement, with the review and planning Team supporting Team Redstone as required to frame and execute an implementation plan.

IV. KEY RESULTS

The format for the presentation of the resources and projects was the first effort tackled by the RRSSI. For ongoing and proposed, pending, or planned projects, we decided on a one-page introduction that contained three distinct yet related programs, projects, or activities, with summaries as well as a back-up document with a quad chart for each entry, all in a standard format. We also wanted to have key inserts – success stories, such as examples of innovative activities at Redstone – from the Prototype Integration Facility, to FastSat, to the Logistics Support Facility, to Marcbot-N, etc. The intent is to use these success stories as a catalyst for more innovation and collaboration. We also wanted to showcase key enabling technologies, again as a one page introduction containing

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five or so enabling technologies, instruments, or sensors per page, with a 1/2 page for each entry as back up, again all in a standard format.

Figure 1 is an example of a planned project at Redstone (the Long Endurance Multi-Intelligence Vehicle) one of three examples on a page, and Figure 2 shows an example of showcasing key enabling technologies for Airships.

Figure 1. Long Endurance Multi-Intelligence Vehicle Example

Figure 2. Example of showcasing key enabling technologies for Airships

We also wanted an interactive database that could function as an optimization tool. A user could input system requirements, and get a match to current capabilities. Figure 3 is a screen shot for this tool (still under development and called the Team Redstone Asset Notebook) showing a match of an Airship that meets the user requirements.

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Figure 3. Screenshot of Team Redstone Asset Notebook

We also included in our repository of information key facilities, laboratories, ranges, simulators, and integrated capabilities. Figure 4 shows the presentation of the Redstone Aviation Propulsion Test and Research (RAPTOR) Facility.

Figure 4. Presentation of RAPTOR Facility

Uses for Presentation Material: This presentation material was designed to provide an overview of Redstone capabilities to Redstone leadership for their approval, and also, for their approval to use the material for both internal and external use. The material will provide a key marketing document for community interfaces with external groups and organizations, both government and industry, and will be used to apprise Congressional leadership of Redstone capabilities, and provide local firms and research groups with more insight into Huntsville/Redstone capabilities. Providing this information is critical to future collaborative proposals and projects with other groups and organizations.

This material will also serve as foundation for discussion of more collaborative activities at Redstone and between Redstone and other national facilities, and be used to gain support of new multi-agency activities at Redstone. This will help to better position Redstone in future budget debates – synergistic activities, capitalize on existing assets, multi-user facilities, integration of assets, efficiency gains, cost savings, etc.

Marketing Tool: The RRSSI Team recommended that Redstone adopt and maintain the proposed Redstone Responsive Systems Solutions Applications Tool that has been framed as an adjunct to the Team Redstone Asset Notebook. As many people are not aware of the full-up range of capabilities at Redstone – from platforms to data

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visualization systems, operating centers to key test facilities, it was decided that special emphasis should be placed on “candidate” systems solutions – concepts that integrate UASs and airships, microsats and UASs, UASs, ground robots and aircraft. To convey these ideas, it was envisioned that a smart phone application could give every leader and manager at Redstone a ready-to-display overview of Redstone capabilities.

The development of this application was undertaken by an outside company, and with the material gathered and cataloged by the RRSSI Team, a beta version has been developed. Designed to operate on any smart phone, this unique marketing tool will be used to point potential customers and collaborators to the other media and information being compiled by the RRSSI Team, and give the Redstone Team and allies the ability to immediately convey a much more powerful message than an “elevator speech” could possibly accomplish. Figure 5 shows the application icon on an I-Phone, with Figures 6 through 9 showing examples of the information this application can produce.

Figure 5. Beta I-Phone Application and Icon

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Figure 6. Projects and Programs are organized by altitude.

Figure 7. Selection for “Satellites” (currently under construction)

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Figure 8. Selection for “Unmanned Aerial Vehicles” example

Figure 9. Quad Chart “Drill Down” for additional data

Management Concept: After the initial RRSSI developmental efforts, attention to how this effort will actually be implemented and managed to the benefit of the Redstone region (and indeed all of the United States, including our allies) was formulated. It was decided to start with an Informal Team Council (Executive Steering Group) with membership from leadership of each Team Redstone entity (Figure 10). This Steering Group would meet at least quarterly, with a rotating chairmanship to ensure equal engagement and representation. The council would appoint an Advisory/Support group consisting of members from Team Redstone, industry, universities, the Huntsville Chamber of Commerce, etc., with the purpose of initiating actions from the Steering Group, provide information to Steering Group and support the Steering Group’s actions in the community, with the ultimate goal of enhancing collaboration between Redstone and the community.

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Figure 10. Executive Steering Group members

Business Model – Contracting Mechanisms: Two levels of contract mechanisms would be necessary: 1) a Redstone-wide MOA that would allow each entity to share assets and facilities with a pricing agreement included for use of assets and facilities across government partners and 2) a universal contract vehicle that would allow maximum access to regional assets in industry and academia with the critical characteristics being ease of use and expanded scope. This contract vehicle would be open to funding by multiple government entities depending on the final “customer” (ex: NOAA, DOE, DHS, DOD, NASA, etc.). The RRSSI Team recommended an independent attorney generate a foundation for this contract vehicle based on what “can” be done rather than focus on barriers to implementation. Again, the idea is to create an environment that entails maximum flexibility to facilitate rapid solutions. Figure 11 shows a notional structure overview of this contract model.

Figure 11. Business Model Structure

V.

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VI. CONTRIBUTIONS TO THE STATE OF THE ART

The RRSSI Review and Planning Team Final Report, currently under development and anticipation for presentation to senior Redstone Leadership before the end of 2011, provides guidance and recommendations to the leadership at Redstone as well as identifies some projects ideally suited for collaboration among Redstone organizations.

This report is not final – it will only get to that stage if the recommendations of the Team are adopted, base-lined, and implemented by the Leadership Team. The proposed Redstone Application has the architecture, structure, and algorithms required to enable its adaptation and dissemination.

This report is not a finished product – it answers the mail regarding the goals and objectives of the study and the Team hopes it will act as a catalyst for the Leadership at Redstone to further integrate assets and activities and to position Huntsville as the Responsive Systems Solution Center for emerging low-cost systems.

The concentration of organizations, programs, projects, and facilities at Redstone presents a unique opportunity to frame a “truly national lab” where collaboration, facilities management, interaction, business, and technology innovation are nationally recognized. As depicted in Figure 12, Redstone is engaged in a broad range of activities related to small spacecraft, UASs, microsats, cubesats, airships, aviation and robotics. By integrating these assets, Huntsville could and should be the National Center for Responsive Systems Solutions.

Figure 12. Redstone is engaged in a broad range of activities

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VII. FUTURE ACTIVITIES

In parallel with Redstone Review and Planning Activity, a VCSI Advisory Group has been assessing a Responsive Systems Solutions Federally Funded Research and Development Center (FFRDC) concept for the region. The concept has been widely vetted and key leaders appear ready to endorse. The new center would be located on the University of Alabama in Huntsville’s Campus and would be a combined Research & Design and Systems Engineering Center.

The proposed Responsive Systems Solutions Center would integrate emerging low-cost assets such as UASs, microsats, cubesats, airships, aircraft, and robots into rapidly deployed systems of systems directly linked to key user requirements. Related technology development activities would also be supported: power and propulsion, sensors, controllers and instruments, cyber security systems, data visualization, modeling and simulation, etc. The center would have a core staff of technical experts and a nationally recognized leadership team – layered with a national reach to other key assets – draws upon capabilities of Alabama Research Universities, national R&D organizations, and national labs.

VIII. CONCLUSIONS

The RRSSI Team was created out of a sense of urgency. The recent Defense Base Closure and Realignment Commission (BRAC) consolidations, as well as the current climate at NASA, have caused another look at the level of facility utilization compared to capacity. Often utilization must be at a minimum of >70% when making budget decisions, and although an “official” BRAC is not on the agenda, the current budget discussions appear to be BRAC-like. Therefore, it was desired to create a greater efficiency and stronger justification for projects and facilities remaining at Redstone Arsenal with increased collaboration across agencies.

The goals of significant regional support to change and improve business development processes in light of decreasing budgets, and the support for integrated systems, can be met by this RRSSI initiative and Team. The current environment is perfect timing for innovative solutions with increased efficiency and lower overall costs – responsive system solutions. A shift in customer focus from platforms to unique suites of services and systems solutions presents an opportunity for growth. Technical and business innovations are required, and Redstone with the actions of the RRSSI Team has the chance to lead this transition.

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