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NASA NTRSDate not supplied

The NASA DEVELOP Model of Community Science & Engagement: Localizing Earth Science Information

The NASA DEVELOP Program conducts 10 week feasibility studies that apply Earth observation data to address community priorities and support informed decision making. Part of NASA’s Earth Action Capacity Building Program, DEVELOP builds skills in both participants ( recent graduates, and early/transitioning career professionals), who work on small interdisciplinary project teams, and partner organizations (state and local governments, federal agencies, non profit and for profit organizations, universities, and international organizations) that work closely with DEVELOP to design the project. Projects address a wide variety of environmental issues, such as disaster risk and resilience, air pollution, and the impact of urban development, with a growing number of projects exploring how satellite data can help inform decision making around environmental injustices. A subset of DEVELOP partner organizations are local municipalities or community led non profits, with the co production model serving as an effective engagement tool and an introduction for communities to engage in Earth science research and become familiar with satellite remote sensing. This presentation will highlight the DEVELOP co production model, community project use cases, and lessons learned in partnering with local communities.

Michael Pazmino↗
NASA NTRSDate not supplied

Localizing Earth Science: The NASA DEVELOP Model of Community Science & Engagement

NASA’s DEVELOP Program conducts rapid feasibility studies that apply Earth observations to address community priorities and needs and enable informed decision making. Part of NASA’s Applied Sciences’ Capacity Building Program, DEVELOP builds skills in both participants (students, recent graduates, and early/transitioning career professionals) who conduct projects on small teams, and partner organizations (state and local governments, federal agencies, non-profit and for-profit organizations, and international organizations) that work closely with DEVELOP to design the project. While only a subset of DEVELOP partner organizations are local municipalities or community-led non-profits, the DEVELOP model is an effective engagement tool and often used by NASA as an introduction for communities to engage in Earth science research and familiarization with satellite remote sensing. This presentation will highlight the DEVELOP model of co-production and community collaboration, lessons learned in partnering with local communities, and evaluation activities that look at the program’s reach and efforts.

Robert Cecil Byles↗
NASA NTRSDate not supplied

NASA DEVELOP’s Approach to Co-Production and Collaborative STEM Engagement

The NASA DEVELOP Program conducts 50-60 projects each year with the goal of bringing the benefits of NASA Earth science to local decision-making challenges. DEVELOP, part of NASA’s Applied Sciences’ Capacity Building Program, connects end users with students, recent graduates, and early and transitioning career professionals through 10-week rapid feasibility studies. These projects are a collaboration between NASA, DEVELOP office host locations (universities and other federal installations), project partners (federal agencies, state and local governments, non-profit and for-profit organizations, and international organizations), and the project teams who conduct them. The projects take place under the guidance of science advisors from NASA, academia, and partner organizations, and introduces communities to new applications of NASA Earth observations data with the desired outcome of informed decision-making. This presentation will highlight the DEVELOP model of co-production and programmatic collaboration, lessons learned in partnering, and evaluation activities that look at the impact of the program’s efforts.

Capacity Building↗
NASA NTRS2021

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate. The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of the Chief Technologist (OCT) serves as a trusted authority to inform technology strategy and advocacy at the agency, enabling future missions and advancing U.S. economic competitiveness. Specifically, OCT coordinates and uses inputs from abroad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OCT develops the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OCT has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OCT as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗
NASA NTRS2023

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate (recently separated into the new Exploration Systems Development Mission Directorate and Space Operations Mission Directorate). The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides strategic advice, supported by independent assessments and rigorous analysis, to inform NASA senior leadership on key areas to align mission and agency-level activities. OTPS serves as a trusted authority to inform technology strategy at the agency to enable future missions. Specifically, OTPS coordinates and uses inputs from a broad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OTPS develops and maintains the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OTPS has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OTPS as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗
NASA NTRS2023

Los Angeles Urban Development: Utilizing NASA Earth Observations to Evaluate the Impact of Tree Coverage on Urban Heat Mitigation

Over the last several decades the city of Los Angeles, California, has been experiencing increased temperatures resulting from the urban heat island effect. This is largely due to the expansion of developed areas which allow for the trapping of heat, posing dangerous health risks. As a solution, many organizations have turned to urban greening and tree planting initiatives to help cool vulnerable communities. NASA DEVELOP has partnered with City Plants and the City of Los Angeles, Office of Forest Management to study the role of trees in urban environments and their relation to the mitigation of local urban heat islands. This team used NASA Earth observation data spanning from 2016 to 2022, including land surface temperature and Normalized Difference Vegetation Index (NDVI) data collected from Landsat 8 Thermal Infrared Sensor (TIRS) and International Space Station (ISS) ECOsystem Spaceborne Thermal Radiometer Experiment on Space Station (ECOSTRESS), respectively. Data from the National Agriculture Imagery Program (NAIP) were also used to obtain a supervised classification of tree canopy cover. Our analysis reveals a spatial and temporal connection between temperature and vegetation, suggesting that areas with more vegetation are less likely to suffer high summertime temperatures. Results also highlight the impacts of tree planting programs, such as the Vermont Corridor planting project, which increased tree canopy cover by up to 5% in the community between 2016 and 2022. These findings support the implementation of urban greening practices and inform residents and officials about how investing in trees will help mitigate increasing heat within Los Angeles.

Urban heat island↗
NASA NTRS2003

NASA Education Forum at SAO on the Structure and Evolution of the Universe

NASA's Structure and Evolution of the Universe (SEU) science theme offers an unparalleled opportunity to capture the public's imagination and inspire the next generation of scientific explorers-the generation that will determine America's lead in science and technology in the 21st century. The missions and research programs of SEU science are transporting the public to some of the universe's most exotic destinations: the beginning of time, the edge of space at the entrance to a black hole, and the great cycles of matter and energy that have slowly brought life to the universe. NASA's Office of Space Science (OSS) has put in place an Education and Public Outreach (EPO) initiative designed to do just that. Spanning all of NASA's OSS science themes, the initiative is a far-reaching partnership with the education community. As a result, NASA space science now reaches every avenue of education-from the nation's schools, science museums and planetariums, to libraries, community groups and after-school programs. As a partner in this enterprise, the,SEU Forum has successfully brought SEU science to a large and diverse audience. But this is an ongoing process, and much still needs to be done. Working with our colleagues in the OSS Support Network, and with our partners in the space science and education communities, we look forward to ensuring that the public supports and participates in the great explorations of the SEU theme. Working with the SEU missions and members of the OSS Support Network, the Forum will harness the assets of the SEU science community to: Inform, inspire, and involve the public in the explorations of the SEU science theme. Use the unique resources of the SEU science theme to enhance K-14 science, technology, and mathematics education. Identify and develop high-leverage opportunities for the SEU science community to contribute to education and outreach.

Rosendhal, Jeffrey↗
NASA NTRS1995

Data handling and visualization for NASA's science programs

Advanced information systems capabilities are essential to conducting NASA's scientific research mission. Access to these capabilities is no longer a luxury for a select few within the science community, but rather an absolute necessity for carrying out scientific investigations. The dependence on high performance computing and networking, as well as ready and expedient access to science data, metadata, and analysis tools is the fundamental underpinning for the entire research endeavor. At the same time, advances in the whole range of information technologies continues on an almost explosive growth path, reaching beyond the research community to affect the population as a whole. Capitalizing on and exploiting these advances are critical to the continued success of space science investigations. NASA must remain abreast of developments in the field and strike an appropriate balance between being a smart buyer and a direct investor in the technology which serves its unique requirements. Another key theme deals with the need for the space and computer science communities to collaborate as partners to more fully realize the potential of information technology in the space science research environment.

Bredekamp, Joseph H.↗
NASA NTRS2008

The Ares Project: Building an Exploration Culture from the Inside Up

NASA is building its first new human-rated space exploration vehicles in nearly 40 years. This marks an important operational and cultural change from the Space Shuttle. In the wake of the Columbia disaster, the agency and the nation realized that NASA's goals and culture needed to change. The Ares Project, which is building the launch vehicles that will power human beings to the Moon, Mars, and beyond, is taking a page from the Saturn playbook by having NASA lead both the overall integration and the development of the Ares I upper stage. Ares is also creating a new culture of cooperation, openness, and informed risk taking as we set our sights on other worlds. Ares has established a team environment where issues can be discussed, information is shared, fun and teamwork are encouraged, and constructive conflict and accountability are expected. Following a "One NASA" philosophy, Ares is taking steps to strengthen cooperation among space centers, contractor partners, engineering and scientific communities, and headquarters personnel. As we learn lessons from things that went wrong with the Space Shuttle, we are also borrowing best practices from what has gone right with that program and others. All of these cultural elements will be necessary as we take the next steps beyond Earth orbit.

Cook, Stephan A.↗
NASA NTRS2008

The Ares Projects Office: Building an Exploration Culture from the Inside Up

NASA is building its first new human-rated space exploration vehicles in nearly 40 years. This marks an important operational and cultural change from the Space Shuttle. In the wake of the Columbia disaster, the agency and the nation realized that NASA's goals and culture needed to change. The Ares Projects Office (APO), which is building the launch vehicles that will power human beings to the Moon, Mars, and beyond, is taking a page from the Saturn playbook by having NASA lead both the overall integration and the development of the Ares I upper stage. APO is also creating a new culture of cooperation, openness, and informed risk taking as we set our sights on other worlds. APO has established a team environment where issues can be discussed, information is shared, fun and teamwork are encouraged, and constructive conflict and accountability are expected. Following a "One NASA" philosophy, APO is taking steps to strengthen cooperation among space centers, contractor partners, engineering and scientific communities, and headquarters personnel. As we learn lessons from things that Went wrong with the Space Shuttle, we are also borrowing best practices from what has gone right with that program and others. All of these cultural elements will be necessary as we take the next steps beyond Earth orbit.

Leahy, Bartholomew↗
NASA NTRS2010

Unique Education and Workforce Development for NASA Engineers

NASA engineers are some of the world's best-educated graduates, responsible for technically complex, highly significant scientific programs. Even though these professionals are highly proficient in traditional analytical competencies, there is a unique opportunity to offer continuing education that further enhances their overall scientific minds. With a goal of maintaining the Agency's passionate, "best in class" engineering workforce, the NASA Academy of Program/Project & Engineering Leadership (APPEL) provides educational resources encouraging foundational learning, professional development, and knowledge sharing. NASA APPEL is currently partnering with the scientific community's most respected subject matter experts to expand its engineering curriculum beyond the analytics and specialized subsystems in the areas of: understanding NASA's overall vision and its fundamental basis, and the Agency initiatives supporting them; sharing NASA's vast reservoir of engineering experience, wisdom, and lessons learned; and innovatively designing hardware for manufacturability, assembly, and servicing. It takes collaboration and innovation to educate an organization that possesses such a rich and important history~and a future that is of great global interest. NASA APPEL strives to intellectually nurture the Agency's technical professionals, build its capacity for future performance, and exemplify its core values~alJ to better enable NASA to meet its strategic vision~and beyond.

Forsgren, Roger C.↗
NASA NTRSDate not supplied

NASA GSFC Flood Mapping System (In beta testing)

The authors are developing the NASA GSFC Flood Mapping System, designed to provide near real time, on-demand satellite-based products to disaster management practitioners for requests provided through a website interface. The initial version of the system, which only provides products based on Planetscope data provided by Planet Labs to NASA through the NASA CSDA Program, is currently being beta tested in partnership with the disaster management community and interested research partners. Products include images, NDWI maps, NDVI maps, and water extent maps for flood scenes of interest, the same four products for a specified reference scene, and water extent change maps based on the flood scenes and reference scenes. The team’s vision for the system includes adding products based on all appropriate sources of data that are available at no cost to the project (Landsat, Sentinel-1, Sentinel-2), and obtaining funding for commercial SAR data to provide products in the case where none of the “no-cost” data meets end-user needs. We provide an overview of the system, and discuss the products offered, lessons learned from initial testing, and plans to evolve the system in accordance with our overall vision and the lessons learned.

F. Policelli↗
NASA NTRSDate not supplied

Overview of the NASA Earth Action Strategies Wildland Fire Initiative

As part of NASA’s new Earth Action strategy, the Wildland Fire initiative was established, which includes both the NASA Wildland Fire Program (WFP) and the FireSense project. NASA has over 50 years of experience generating data and technology to enhance fire science and operational management. The WFP’s mission is threefold: 1) assemble communities of practice through collaborative efforts with government, academia, and the private sector; 2) co-develop knowledge and applications with relevant partners and stakeholders in the wildfire community; and 3) improve wildland fire management through the transitioning of NASA data, technology, tools, and science to stakeholder organizations. The WFP is focusing on supporting proactive fire management, including situational awareness, preparedness, and risk mitigation. This will be accomplished through selected projects that identify management challenges, relevant to partners and end users, and the NASA data that will be utilized to deliver innovative solutions to enhance the management of wildland fires. Examples include: i) investigation of evaporative stress from OpenET to help predict the risk of wildfire occurrence in watersheds; ii) incorporation of space based LiDAR for the generation of 3-dimensional forest fuel metrics, used to improve wildfire risk and behavior models; iii) integration of global, multi-platform geostationary active-fire data in near-real-time into NASA’s Fire Information for Resource Management System (FIRMS); and iv) identification of post-fire ecohydrological conditions using thermal, multispectral, synthetic aperture radar (SAR), and hyperspectral remotely-sensed data to improve flood hazard forecast models. The FireSense project is a US-focused 5-year project that will focus on delivering NASA’s unique Earth science and technological capabilities to operational agencies, striving towards enhancing fire fighting and air quality management. The project will include airborne campaigns and new technology that will likely have global implications. Initial stakeholder engagement led FireSense to focus on four use-cases focused on the characterization and measurement of: (i) pre-fire fuels conditions, (ii) active fire-dynamics; (iii) post-fire impact and threats; and iv) air quality impacts and forecasting, each-developed with identified stakeholders.

Wildland Fire program↗
NASA NTRS2013

The Federation of Earth Science Information Partners ESIP

A broad-based, distributed community of science, data and information technology practitioners. With over 150 member organizations, the ESIP Federation brings together public, academic, commercial, and nongovernmental organizations to share knowledge, expertise, technology and best practices to improve opportunities for increasing access, discovery, integration and usability of Earth science data.

ESIP↗
NASA NTRS2012

Implementation and Testing of the First Prompt Search for Electromagnetic Counterparts to Gravitational Wave Transients

A transient astrophysical event observed in both gravitational wave (OW) and electromagnetic (EM) channels would yield rich scientific rewards. A first program initiating EM follow-ups to possible transient OW events has been developed and exercised by the LIGO and Virgo community in association with several partners. In this paper, we describe and evaluate the methods used to promptly identify and localize OW event candidates and to request images of targeted sky locations. Methods. During two observing periods (Dec 172009 to Jan 8 2010 and Sep 2 to Oct 20 2010), a low-latency analysis pipeline was used to identify OW event candidates and to reconstruct maps of possible sky locations. A catalog of nearby galaxies and Milky Way globular clusters was used to select the most promising sky positions to be imaged, and this directional information was delivered to EM observatories with time lags of about thirty minutes. A Monte Carlo simulation has been used to evaluate the low-latency OW pipeline's ability to reconstruct source positions correctly. Results. For signals near the detection threshold, our low-latency algorithms often localized simulated GW burst signals to tens of square degrees, while neutron star/neutron star inspirals and neutron star/black hole inspirals were localized to a few hundred square degrees. Localization precision improves for moderately stronger signals. The correct sky location of signals well above threshold and originating from nearby galaxies may be observed with approx.50% or better probability with a few pointings of wide-field telescopes. Key words. gravitational waves - methods: observational

Camp, Jordan↗
NASA NTRS2011

Implementation and Testing of the First Prompt for Electromagnetic Counterparts to Gravitational Wave Transients

A transient astrophysical event observed in both gravitational wave (GW) and electromagnetic (EM) channels would yield rich scientific rewards. A first program initiating EM follow-ups to possible transient GW events has been developed and exercised by the LIGO and Virgo community in association with several partners. In this paper, we describe and evaluate the methods used to promptly identify and localize GW event candidates and to request images of targeted sky locations. Methods. During two observing periods (Dec 17 2009 to Jan 8 2010 and Sep 2 to Oct 20 2010), a low-latency analysis pipeline was used to identify GW-event candidates and to reconstruct-maps of possible sky locations. A catalog of nearby galaxies and Milky Way globular clusters was used to select the most promising sky positions to be imaged, and this directional information was delivered to EM observatories with time lags of about thirty minutes. A Monte Carlo simulation has been used to evaluate the low-latency GW pipeline s ability to reconstruct source positions correctly. Results. For signals near the detection threshold, our low-latency algorithms often localized simulated GW burst signals to tens of square degrees, while neutron star/neutron star inspirals and neutron star/black hole inspirals were localized to a few hundred square degrees. Localization precision improves for moderately stronger signals. The correct sky location of signals well above threshold and originating from nearby galaxies may be observed with 50% or better probability with a few pointings of wide-field telescopes.

Abadie, J.↗
NASA NTRS2012

Implementation and Testing of the First Prompt Search for Gravitational Wave Transients with Electromagnetic Counterparts

Aims. A transient astrophysical event observed in both gravitational wave (GW) and electromagnetic (EM) channels would yield rich scientific rewards. A first program initiating EM follow-ups to possible transient GW events has been developed and exercised by the LIGO and Virgo community in association with several partners. In this paper, we describe and evaluate the methods used to promptly identify and localize GW event candidates and to request images of targeted sky locations. Methods. During two observing periods (Dec. 17, 2009 to Jan. 8, 2010 and Sep. 2 to Oct. 20, 2010), a low-latency analysis pipeline was used to identify GW event candidates and to reconstruct maps of possible sky locations. A catalog of nearby galaxies and MilkyWay globular clusters was used to select the most promising sky positions to be imaged, and this directional information was delivered to EM observatories with time lags of about thirty minutes. A Monte Carlo simulation has been used to evaluate the low-latency GW pipeline's ability to reconstruct source positions correctly. Results. For signals near the detection threshold, our low-latency algorithms often localized simulated GW burst signals to tens of square degrees, while neutron star/neutron star inspirals and neutron star/black hole inspirals were localized to a few hundred square degrees. Localization precision improves for moderately stronger signals. The correct sky location of signals well above threshold and originating from nearby galaxies may be observed with ∼50% or better probability with a few pointings of wide-field telescopes.

testing↗