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All sourcesNASA NTRSDOE OSTI
DOE OSTI2022

Calista Energy Management Assistance Initiative

The Calista Energy Management Assistance Initiative (CEMAI) provided technical assistance and capacity building for 56 Tribal communities in the Calista Region of Alaska as an effort to reduce costs, improve operational efficiency, enhance human capacity, and job opportunities. CEMAI catalyzed and guided numerous efforts into a consolidated and effective initiative that brought rural energy best practices, economies of scale, operational efficiencies, human capacity, and economic development to the forefront. Calista Corporation (Calista) is one of thirteen Alaska Native Regional Corporations created under the Alaska Native Claims Settlement Act of 1971 (ANCSA) in the settlement of aboriginal land claims. Calista was incorporated in Alaska on June 12, 1972. The Calista Region covers Alaska’s Bethel and Kusilvak (formerly Wade Hampton) Census areas and includes 56 communities. Calista partnered with Nuvista Light and Electric Cooperative (Nuvista) on the Department of Energy, Office of Indian Energy (DOE-OIE), CEMAI project. Nuvista is a non-profit that seeks to reduce energy costs and provide renewable sources of energy to the people of western Alaska. It is founded and led by a non-profit, Tribe, Native Corporations (including Calista), energy organizations, and Alaska Native stakeholders in the Yukon-Kuskokwim Delta (YK-D) Region; covering the same service boundaries and communities served by Calista. This partnership allowed Calista to direct the project work with local energy experts to respond to community needs. In this arrangement, Calista added credibility and regional accountability while Nuvista added energy-specific expertise and skill set in project management. The delivery of the CEMAI Workplan included short-term or on-demand responses to specific technical assistance requests from communities in addition to longer-term strategically directed activities such as workshops, coordinated training, and capacity development efforts across the region. CEMAI’s Workplan aimed to enhance communities’ readiness for establishing renewable energy projects and implementing energy efficiency initiatives. The CEMAI objectives included: (1) Identifying common operational needs and improvement opportunities for entities with an energy interest or responsibility. (2) Providing access to multi-level expertise to address existing challenges. (3) Developing specialized training programs to build local capacity and community readiness. (4) Nurturing the creation of regional support networks. (5) Increasing access to regional, state, and federal energy initiatives, funding, and expertise. (6) Improving technical skills, provide livable wages, and job opportunities.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2025

Hands-On, Heads-Up: Blending Cyber T&E with Data Science-Driven Training in Jupyter Notebooks

In an era of increasingly sophisticated threats to critical infrastructure, cybersecurity professionals must be more than just aware; they must be immersed, agile, and equipped to operate in environments where failure is not an option. Nowhere is this truer than in the nuclear sector, where cyber-physical systems, regulatory scrutiny, and insider threat potential demand a new generation of hands-on, technically fluent defenders. This paper presents a unified training approach that integrates Cybersecurity Test and Evaluation (T&E) with data science techniques using Jupyter Notebooks as the interactive lab environment. The program centers on a modular, scenario-driven curriculum designed to build not just knowledge but practical capability in the assessment and defense of radiation detection systems, firmware interfaces, and operational security postures.

98 - NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL↗
NASA NTRS2013

NASA Software Engineering Benchmarking Study

To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.

Rarick, Heather L.↗
DOE OSTI2013

2013 Snapshot of NGSI Human Capital Development and Future Roadmap

Since its creation in 2008, the Human Capital Development (HCD) subprogram of NNSA’s Next Generation Safeguards Initiative (NGSI) has been striving to develop sustainable academic and technical programs that support the recruitment, education, training, and retention of the next generation of international safeguards professionals. This effort endeavors to develop additional human resources to equip a new cadre of safeguards and nonproliferation experts to meet the needs of both the United States and the International Atomic Energy Agency (IAEA) for decades to come, specifically in response to data that indicates that 82% of the 2009 safeguards experts at U.S. Laboratories will have left the workforce within 15 years. This paper provides an update on the status of the program since its last presentation at the INMM Annual Meeting in 2010, including strengthened and integrated efforts in the areas of graduate and post-doctoral fellowships, young and mid-career professional support, additional short safeguards coursework, and expanded university engagement. In particular, the paper will cover the NGSI Human Capital Roadmap currently being developed in safeguards and nonproliferation education, training, and knowledge retention. The NGSI Human Capital Roadmap aims to provide additional data points and metrics on where the human capital demand lies, which disciplines and skill sets are needed in the field, and how NGSI HCD can best address these issues to meet future demand.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS2002

Portsmouth Atmospheric Science School (PASS) Project

The Portsmouth Atmospheric Science School Project (PASS) Project was granted a one-year no cost extension for 2001-2002. In year three of the project, objectives and strategies were modified based on the previous year-end evaluation. The recommendations were incorporated and the program was replicated within most of the remaining elementary schools in Portsmouth, Virginia and continued in the four middle schools. The Portsmouth Atmospheric Science School Project is a partnership, which includes Norfolk State University, Cooperating Hampton Roads Organizations for Minorities in Engineering (CHROME), NASA Langley Research Center, and the City of Portsmouth, Virginia Public Schools. The project seeks to strengthen the knowledge of Portsmouth Public Schools students in the field of atmospheric sciences and enhance teacher awareness of hands on activities in the atmospheric sciences. The project specifically seeks to: 1) increase the interest and participation of elementary and middle school students in science and mathematics; 2) strengthen existing science programs; and 3) facilitate greater achievement in core subjects, which are necessary for math, science, and technical careers. Emphasis was placed on providing training activities, materials and resources for elementary students (grades 3 - 5) and middle school students (grades 6 - 8), and teachers through a CHROME club structure. The first year of the project focused on introducing elementary students to concepts and activities in atmospheric science. Year two of the project built on the first year's activities and utilizes advanced topics and activities appropriate for middle school students. During the third year of the project, in addition to the approaches used in years one and two, emphasis was placed on activities that enhanced the Virginia Standards of Learning (SOL).

Coleman, Clarence D.↗
NASA NTRS2014

Identification of Vehicle Health Assurance Related Trends

Trend analysis in aviation as related to vehicle health management (VHM) was performed by reviewing the most current statistical and prognostics data available from the National Transportation Safety Board (NTSB) accident, the Federal Aviation Administration (FAA) incident, and the NASA Aviation Safety Reporting System (ASRS) incident datasets. In addition, future directions in aviation technology related to VHM research areas were assessed through the Commercial Aviation Safety Team (CAST) Safety Enhancements Reserved for Future Implementations (SERFIs), the National Transportation Safety Board (NTSB) Most-Wanted List and recent open safety recommendations, the National Research Council (NRC) Decadal Survey of Civil Aeronautics, and the Future Aviation Safety Team (FAST) areas of change. Future research direction in the VHM research areas is evidently strong as seen from recent research solicitations from the Naval Air Systems Command (NAVAIR), and VHM-related technologies actively being developed by aviation industry leaders, including GE, Boeing, Airbus, and UTC Aerospace Systems. Given the highly complex VHM systems, modifications can be made in the future so that the Vehicle Systems Safety Technology Project (VSST) technical challenges address inadequate maintenance crew's trainings and skills, and the certification methods of such systems as recommended by the NTSB, NRC, and FAST areas of change.

Phojanamongkolkij, Nipa↗
DOE OSTI2024

An Energy Codes Gap Analysis Field Study in the Southwest (Final Technical Report)

The primary goal of the “An Energy Codes Gap Analysis Field Study in the Southwest” project was to improve housing through strengthened building energy code implementation in two states, Colorado and Nevada, leading to greater energy and utility bill savings for households. Colorado is a home rule state. Nevada adopts a statewide code, but cities and counties must also adopt the code, making the state function like a home rule state. To broaden the impact of the project, an additional goal was to share and amplify project experiences, findings, and lessons that can be applied in other states. To achieve these goals, the project’s key objectives were to examine how residential energy codes are implemented in partner states; to use these findings to strengthen codes implementation through enhanced education, training, and outreach; and to enhance energy code technical assistance capabilities in the two partner states. In both partner states, the project led to the creation of a quantitative baseline understanding of compliance with high-impact energy code requirements, such as foundation, wall, and ceiling R-value; window U-factor and SHGC; envelope air tightness; duct tightness; and high-efficiency lighting. It then applied this baseline information to directly inform training in geographic areas with high levels of building and construction activity. The project has placed Colorado and Nevada among 23 states across the country that have conducted a single-family residential field study based on the established U.S. Department of Energy (DOE) methodology since 2014. It has also helped each State Energy Office test models for partnership- and relationship-building among government agencies and key stakeholder groups, including the State Energy Office and relevant code administration and professional licensing agencies, building officials, designers, builders, trades and utilities. At the national level, the project helped educate and inform State and Territory Energy Offices on a replicable methodology to assess energy code construction practices, effective stakeholder engagement strategies, and tailored energy code education and training. These findings are particularly pertinent for home-rule states, such as Colorado and Nevada, which rely on local government awareness and action to advance and implement building energy codes. By raising awareness of code adoption and compliance, this project has helped to equip each partner state with data on code compliance, strategies, education, and partnership models to advance building energy codes. This in turn will have an important impact on new construction practices in Colorado and Nevada, leading to more energy efficient and affordable housing. Currently, more than 62 percent of Colorado’s population lives in one of the 55 jurisdictions that have adopted the 2021 IECC to date, while nearly 95 percent of the state's population lives in one of the 208 jurisdictions that have adopted a code at 2015 IECC levels or higher. In Nevada, the 2018 IECC was adopted by the Governor’s Office of Energy in July 2018. By July 2020, 47 percent of the adopted energy code in the state was 2018 IECC which covers 96.5 percent of Nevada’s population. The training materials funded by this project focus on the 2021 IECC and will continue to be relevant in the two states as additional jurisdictions update their building energy codes.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS2019

Air Traffic Management Technology Demonstration-1 (ATD-1) Avionics Phase 2 Flight Test Training for Interval Management

Prior to the successful flight test validation of a new avionics prototype, participants from Boeing, Honeywell, and United Airlines underwent group training at NASA Langley Research Center. New prototype software for an algorithm which enables greater efficiency in high-density airspace, called Interval Management, was to be incorporated into Electronic Flight Bags and placed in the cockpit for pilot usage. The goals of the training were to teach the flight test pilots how to operate the new software, establish techniques to simultaneously position three aircraft prior to each test scenario, and ensure a common communication protocol among team members when coordinating the position of aircraft for the next scenario. The multi-tiered interactive training regimen consisted of a process that continually built upon previous foundational material. The primary learning elements were 1) a portable computer-based trainer that was provided to the pilots prior to classroom training sessions, 2) classroom learning, 3) full mock-up simulator training, and 4) refresher training just prior to the flight test. Each part of the regimen was designed to repeat and build upon the previous element. The purpose of this Technical Memorandum is to inform the aviation industry how flight training for Interval Management was conducted at Langley Research Center in order to reduce overall development costs of future Interval Management training programs. Secondly, the paper provides insight regarding the decision-making process when attempting to conduct a flight test.

Roper, Roy D.↗
DOE OSTI2015

Savannah River nuclear solutions criticality safety training and qualification program and professional development/retention - 14507

Many years ago, at the Savannah River Site, the need for technically competent and qualified criticality safety (CS) staff was identified. Over the intervening years an extensive training and qualification (T and Q) program was developed. In 2008 Savannah River Nuclear Solutions (SRNS), the current site M and O contractor, inherited the T and Q program developed by the prior site contractors. Since then SRNS has initiated changes to the T and Q program to better fit the current regulatory environment, ensuring compliance with ANSI/ANS-8.26 [1], and implementing the idea of continuous improvement. Currently, a significant fraction of the SRNS CS staff either will be or are eligible for retirement. Therefore, SRNS is pursuing recent Nuclear Engineering college graduates and/or experienced criticality engineers. The challenges associated with hiring and maintaining criticality staff include, but are not limited to, increased workforce mobility and increased competition for fewer criticality resources. For example, the recent trend in company benefits is to eliminate longer term benefits such as pensions to make the benefits more transportable in terms of 401 Ks and Health Savings Accounts. In addition, there have been reductions in DOE funding for professional development through participation in ANS committees or attendance at Criticality related conferences. SRNS has investigated a number of possibilities on how to retain CS staff, but in the current environment has not identified any 'golden eggs'. Regardless, SRNS is exploring additional paths to incentivize the engineers to stay long term. SRNS is working to improve/maintain its workforce by creating a CS engineer pipeline. SRNS provides a training budget for new engineers and offers a formalized and mentored training program. For experienced criticality engineers, the SRNS T and Q program is flexible enough to allow 'credit' for previous accomplishments at other sites. SRNS is also striving to be proactive in supporting professional development by identifying specific monies in the planning phases of the annual budget requests. The current posture of SRNS is to maintain 'open' requisitions for both experienced staff looking for other opportunities, and for recent college graduates. As opportunities arise, either from within or without, SRNS evaluates the potential candidates and advances offers of employment. Until the longer term need is met SRNS intends to hire at least two staff members per year. Those staff members then enter the T and Q program and when appropriate, based on their experience and/or training accomplishments, begin assisting the current staff with program/facility CS support. (authors)

42 ENGINEERING↗
DOE OSTI2026

A Guide for Public Utility Commissions: Building Internal Technical Capacity and Recruiting Talent for Grid Resilience

This guide offers insight into how PUCs can strategically expand their technical workforce to meet evolving gird resilience demands. It outlines critical skill sets needed to support informed regulatory decision-making around resilience, such as modeling and weather forecasting, electric power systems analysis, and advanced data interpretation. In addition, it provides strategies for developing technical talent both internally and through additional recruitment efforts. Two appendices provide a list of grid resilience training resources and a compendium of sample job descriptions that reflect grid resilience technical expertise for PUC consideration.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2017

Fermilab STI [Slides]

Papers: Review and Release -Well-controlled Review and Release system run by Technical Publications Office (TPO) and Directorate; Scientists receive awareness training on their responsibilities for paper submission and copyright forms; Papers are submitted to TPO by authors; All papers are reviewed by Export Control and Patent teams - Based on abstract submission; Request full-text if necessary - Typically 1-day turn-around; Technical review - Done internally by large collaborations and theorists - Done by Directorate-assigned reviewers for other papers; Paper then ready for release.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
NASA NTRS1996

Space Station Furnace Facility Management Information System (SSFF-MIS) Development

This report summarizes the chronology, results, and lessons learned from the development of the SSFF-MIS. This system has been nearly two years in development and has yielded some valuable insights into specialized MIS development. General: In December of 1994, the Camber Corporation and Science Applications International Corporation (SAIC) were contracted to design, develop, and implement a MIS for Marshall Space Flight Center's Space Station Furnace Facility Project. The system was to be accessible from both EBM-Compatible PC and Macintosh platforms. The system was required to contain data manually entered into the MIS as well as data imported from other MSFC sources. Electronic interfaces were established for each data source and retrieval was to be performed at prescribed time intervals. The SOW requirement that predominantly drove the development software selection was the dual-platform (IBM-PC and Macintosh) requirement. The requirement that the system would be maintained by Government personnel influenced the selection of Commercial Off-the-shelf software because of its inherent stability and readily available documentation and support. Microsoft FoxPro Professional 2.6 for Windows and Macintosh was selected as the development tool. This is a software development tool that has been in use for many years. It is stable and powerful. Microsoft has since released the replacement for this product, Microsoft Visual FoxPro, but at the time of this development, it was only available on the Windows platform. The initial contract included included the requirement for capabilities relating to the Work- and Organizational Breakdown Structures, cost (plan and actuals), workforce (plan and actuals), critical path scheduling, trend analysis, procurements and contracts, interface to manufacturing, Safety and Mission Assurance, risk analysis, and technical performance indicators. It also required full documentation of the system and training of users. During the course of the contract, the requirements for Safety and Mission Assurance interface, risk analysis, and technical performance indicators were deleted. Additional capabilities were added as reflected in the Contract Chronology below. Modification 4 added the requirement for Support Contractor manpower data, the ability to manually input data not imported from non-nal sources, a general 'health' indicator screen, and remote usage. Mod 6 included the ability to change the level of planning of Civil Service Manpower at any time and the ability to manually enter Op Codes in the manufacturing data where such codes were not provided by the EMPACS database. Modification 9 included a number of changes to report contents and formats. Modification 11 required the preparation of a detailed System Design Document.

Meade, Robert M.↗
DOE OSTI2020

FLEET: Flexible Efficient Ensemble Training for Heterogeneous Deep Neural Networks

Parallel training of an ensemble of Deep Neural Networks (DNN) on a cluster of nodes is an effective approach to shorten the process of neural network architecture search and hyper-parameter tuning for a given learning task. Prior efforts have shown that data sharing, where the common preprocessing operation is shared across the DNN training pipelines, saves computational resources and improves pipeline efficiency. Data sharing strategy, however, performs poorly for a heterogeneous set of DNNs where each DNN has varying computational needs and thus different training rate and convergence speed. This paper proposes FLEET, a flexible ensemble DNN training framework for efficiently training a heterogeneous set of DNNs. We build FLEET via several technical innovations. We theoretically prove that an optimal resource allocation is NP-hard and propose a greedy algorithm to efficiently allocate resources for training each DNN with data sharing. We integrate data-parallel DNN training into ensemble training to mitigate the differences in training rates and introduce checkpointing into this context to address the issue of different convergence speeds. Experiments show that FLEET significantly improves the training efficiency of DNN ensembles without compromising the quality of the result.

Guan, Hui↗
DOE OSTI2020

Technical Evaluation of the Department of Energy Research and Development Activities in Underground Research Laboratories - 20287

Congress created the U.S. Nuclear Waste Technical Review Board (NWTRB) in the 1987 Nuclear Waste Policy Amendments Act (Public Law 100-203) to evaluate the technical and scientific validity of activities undertaken by the Secretary of Energy to implement the Nuclear Waste Policy Act. Since 2012, DOE has collaborated in research conducted in several underground research laboratories (URLs) located in Europe and Asia. According to DOE, these international collaborations have been beneficial to its spent nuclear fuel (SNF) and high-level waste radioactive (HLW) disposal research program, particularly after the termination of the Yucca Mountain repository program when DOE began generic research on alternative host rocks (crystalline, clay, and salt) and repository environments very different from those at Yucca Mountain. In accordance with its mandate, the NWTRB is reviewing the DOE research and development (R and D) activities related to URLs. The NWTRB's review is documented in a report to Congress and the Secretary of Energy that will be released in January 2020, and this paper summarizes the NWTRB review and findings. The NWTRB held a fact-finding meeting with DOE and subsequently held a workshop on international URL collaborations in April of 2019. Based on the presentations and discussions at the workshop and at the fact-finding meeting, as well as information from reports published by DOE and others, there are four principal findings related to DoE's URL-related R and D activities. First, DOE participation in URL-related international research greatly benefits the U.S. geologic disposal R and D program by furthering its understanding of generic and site-specific disposal issues relevant to alternative repository host rocks and environments. DOE-funded R and D activities also are benefiting the URL-related research of other countries, especially in the area of complex analytical and numerical model/software development. Second, the more developed repository programs in other countries have focused on creating and strengthening their safety cases and making them transparent to the public. Repository programs in other countries use URLs to explain the technical bases underlying their safety cases, periodically reassess knowledge gaps and define new activities to strengthen the technical bases, and demonstrate the technology that will allow implementation of the proposed safety concept. Third, countries with more developed geologic disposal programs have found domestic URLs essential to their repository programs. DOE needs domestic URLs to advance geologic disposal efforts over the next decades and further its ability to train the next generation of scientists, engineers, and skilled technical workers. Fourth, DoE's international URL collaborations have advanced its generic disposal R and D program, including development of modeling capabilities recognized internationally as state-of-the-art, but further work on its coupled thermal-hydrological-mechanical-chemical models and URL- and laboratory-based research can strengthen its program. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS2017

Tracking Historical NASA EVA Training: Lifetime Surveillance of Astronaut Health (LSAH) Development of the EVA Suit Exposure Tracker (EVA SET)

During a spacewalk, designated as extravehicular activity (EVA), an astronaut ventures from the protective environment of the spacecraft into the vacuum of space. EVAs are among the most challenging tasks during a mission, as they are complex and place the astronaut in a highly stressful environment dependent on the spacesuit for survival. Due to the complexity of EVA, NASA has conducted various training programs on Earth to mimic the environment of space and to practice maneuvers in a more controlled and forgiving environment. However, rewards offset the risks of EVA, as some of the greatest accomplishments in the space program were accomplished during EVA, such as the Apollo moonwalks and the Hubble Space Telescope repair missions. Water has become the environment of choice for EVA training on Earth, using neutral buoyancy as a substitute for microgravity. During EVA training, an astronaut wears a modified version of the spacesuit adapted for working in water. This high fidelity suit allows the astronaut to move in the water while performing tasks on full-sized mockups of space vehicles, telescopes, and satellites. During the early Gemini missions, several EVA objectives were much more difficult than planned and required additional time. Later missions demonstrated that "complex (EVA) tasks were feasible when restraints maintained body position and underwater simulation training ensured a high success probability".1,2 EVA training has evolved from controlling body positioning to perform basic tasks to complex maintenance of the Hubble Space Telescope and construction of the International Space Station (ISS). Today, preparation is centered at special facilities built specifically for EVA training, such as the Neutral Buoyancy Laboratory (NBL) at NASA's Johnson Space Center ([JSC], Houston) and the Hydrolab at the Gagarin Cosmonaut Training Centre ([GCTC], Star City, outside Moscow). Underwater training for an EVA is also considered hazardous duty for NASA astronauts. This activity places astronauts at risk for decompression sickness and barotrauma as well as various musculoskeletal disorders from working in the spacesuit. The medical, operational and research communities over the years have requested access to EVA training data to better understand the risks. As a result of these requests, epidemiologists within the Lifetime Surveillance of Astronaut Health (LSAH) team have compiled records from numerous EVA training venues to quantify the exposure to EVA training. The EVA Suit Exposure Tracker (EVA SET) dataset is a compilation of ground-based training activities using the extravehicular mobility unit (EMU) in neutrally buoyant pools to enhance EVA performance on orbit. These data can be used by the current ISS program and future exploration missions by informing physicians, researchers, and operational personnel on the risks of EVA training in order that future suit and mission designs incorporate greater safety. The purpose of this technical report is to document briefly the various facilities where NASA astronauts have performed EVA training while describing in detail the EVA training records used to generate the EVA SET dataset.

Laughlin, Mitzi S.↗
DOE OSTI1991

Recommendations for Establishing Local Rural Electrification Programs Using Photovoltaic Systems [Recomendaciones Para la Implantacidn de Programas Locales de Electrificacidn Rural con Sistemas Fotovoltaicos]

Photovoltaic (PV) technology is becoming one the best options for supplying electricity to rural communities far from electrical networks and which have a small and disperse demand for electricity. As the cost of the technology goes down and its development advances, opportunities for applying it continue to grow. As a result, in the near future we will probably see an increase in massive application programs of this technology in rural Mexico. This document presents some of the most relevant problems needing immediate solution to increase the possibility of success in establishing photovoltaic programs for rural electrification in Mexico. These problems are influenced by economic, technological, engineering, infrastructural, social and political issues. The paper presents the requirements for an industrial center based on PV technology, the accessibility of replacement parts and maintenance service, development of financial solutions, training of the users and introducing norms and technical regulations. The document summarizes the issue of rural electrification in Mexico, emphasizing the low population density in these areas. A brief description is given of photovoltaics showing different configurations that can be utilized for supplying electricity to the rural areas. The issues involved and recommendations for introducing PV systems to the rural area are described.

14 SOLAR ENERGY↗
DOE OSTI2020

Establishing a Technical Assistance Network to Build Capacity in Southwest Alaska (Southwest Alaska Energy Network - Final Report)

The Southwest Alaska Municipal Conference (SWAMC) is a non-profit regional membership economic development organization that represents the Aleutian/Pribilof Islands, Bristol Bay, and Kodiak regions of southwest Alaska. SWAMC applied for the DOE-OIE Establishment of an Inter-Tribal Technical Assistance Energy Providers Network grant FOA to work with our partners to provide energy planning and project development technical assistance. The project team was made up of SWAMC, three regional organizations, a management consulting firm, and a panel of technical consultants. SWAMC sub-contracted with the three Alaska Native regional non-profit organizations – Aleutian Pribilof Islands Association (APIA), Bristol Bay Native Association (BBNA), and Kodiak Area Native Association (KANA) – to fund full or partial Regional Energy Coordinator (REC) positions. The project period ran from September 2016 to March 2020. The project goal was to help southwest Alaska regional tribal partners and communities to develop efficient and financially sustainable structures for identifying and developing energy projects that enhance community resiliency and energy sustainability. This project established energy coordinators and management structures in the Aleutian, Bristol Bay, and Kodiak regions to expand technical assistance capacity of regional residents; demonstrate this capacity by advancing energy efficiency, heat, and power supply projects; and secure long-term funding commitments to establish a sustained technical assistance structure. The project team expanded technical assistance capacity of energy coordinators and regional stakeholders in several ways: by providing funding for the SWAMC project manager to attend three Office of Indian Energy trainings; for energy coordinators to attend numerous energy conferences; for utility clerks from several villages to receive one-on-one reporting training on Alaska’s Power Cost Equalization electric subsidy program; and for the Kodiak REC to complete the Arctic Remote Energy Networks Academy and NREL’s Executive Energy Leadership Academy. The energy coordinators demonstrated and shared their increased capacity by hosting several public events: SWAMC hosted two full-day energy workshops in February 2017 and 2018; the Kodiak REC hosted seven Energy Committee meetings for Kodiak stakeholders and gave several presentations at other events; and SWAMC and BBNA organized a Bristol Bay Regional Energy Visioning Session in May 2019. The project team created platforms to both share and request information to involve energy stakeholders in this project, including an energy website, a Facebook group, a periodic newsletter, surveys, mass emails, and paper mailers. An increase in regional capacity was demonstrated through several grant awards, including a $1.2 million USDA grant for Akhiok for an electric distribution infrastructure replacement; an AHFC Kickstarter grant for Aleknagik to audit 2 Tribal and 3 City buildings; and installation of an Air Source Heat Pump demonstration project in Atka. Two communities and one region – Ouzinkie (May 2017), Ugashik (July 2017), and the Bristol Bay region (May 2019) – utilized DOE’s technical assistance services to hold Strategic Energy Planning sessions with NREL and DOE facilitation assistance. And in early 2018, SWAMC established a parallel program, funded through a USDA Energy Audit and Renewable Energy Development grant to provide subsidized energy audits for small businesses in the region. SWAMC and partners have now completed energy audits of over 60 businesses (buildings and fishing vessels) and are currently operating a third round of the USDA program. Fifteen of those business owners have now received additional grant funding to cover 25% of the cost of the energy efficiency upgrades identified in the audit. This technical assistance structure will be sustained beyond DOE grant funding in several forms. As a sign of increased grant writing and project management capacity, the Kodiak Regional Energy Coordinator applied for and received a USDA Community Facilities Technical Assistance and Training grant to continue work begun under this program. Energy coordination tasks have been folded into existing economic development positions at SWAMC and at BBNA, ensuring long-term outreach and support in the region.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗