Results for “facilitating partnerships” — Page 2

DOE OSTI2021

Energy efficiency and biological interactions define the core microbiome of deep oligotrophic groundwater

While oligotrophic deep groundwaters host active microbes attuned to the low-end of the bioenergetics spectrum, the ecological constraints on microbial niches in these ecosystems and their consequences for microbiome convergence are unknown. Here, we provide a genome-resolved, integrated omics analysis comparing archaeal and bacterial communities in disconnected fracture fluids of the Fennoscandian Shield in Europe. Leveraging a dataset that combines metagenomes, single cell genomes, and metatranscriptomes, we show that groundwaters flowing in similar lithologies offer fixed niches that are occupied by a common core microbiome. Functional expression analysis highlights that these deep groundwater ecosystems foster diverse, yet cooperative communities adapted to this setting. We suggest that these communities stimulate cooperation by expression of functions related to ecological traits, such as aggregate or biofilm formation, while alleviating the burden on microorganisms producing compounds or functions that provide a collective benefit by facilitating reciprocal promiscuous metabolic partnerships with other members of the community. We hypothesize that an episodic lifestyle enabled by reversible bacteriostatic functions ensures the subsistence of the oligotrophic deep groundwater microbiome.

54 ENVIRONMENTAL SCIENCES↗

NASA NTRS2007

Spinoff 2007

In accordance with congressional mandates cited in the National Aeronautics and Space Act of 1958 and the Technology Utilization Act of 1962, NASA was directed to encourage greater use of the Agency's knowledge by providing a link between the NASA research community and those who might use the research for commercial or industrial products. For more than 40 years, NASA has nurtured partnerships with the private sector to facilitate the transfer of NASA-developed technologies. The benefits of these partnerships have reached throughout the economy and around the globe, as the resulting commercial products contributed to the development of services and technologies in the fields of health and medicine, transportation, public safety, consumer goods, environmental resources, computer technology, and industry. Since 1976, NASA Spinoff has profiled more than 1,500 of the most compelling of these technologies, annually highlighting the best and brightest of partnerships and innovations. Building on this dynamic history, NASA partnerships with the private sector continue to seek avenues by which technological achievements and innovations gleaned among the stars can be brought down to benefit our lives on Earth. NASA Spinoff highlights the Agency's most significant research and development activities and the successful transfer of NASA technology, showcasing the cutting-edge research being done by the Nation's top technologies and the practical benefits that come back down to Earth in the form of tangible products that make our lives better.

Source record↗

NASA NTRS2019

Assembling and Testing NASA’s Space Launch System for First Flight

NASA is planning its next step toward human expansion into the solar system. The Space Launch System (SLS) (Figure 1) is a critical enabling component of that expansion. SLS payloads for its early missions include the Orion crew vehicle and components for Gateway, a lunar outpost orbiting the Moon that will facilitate research, technology and partnerships for eventual Mars missions. All major core stage hardware for test and flight completed structural manufacturing in 2018. The major components for the first flight vehicle are complete or approaching completion of internal equipment installation. The core stage forward join operation is also complete. The 10 booster segments needed for first flight have been cast and are ready to ship to NASA’s Kennedy Space Center (KSC) for mating and stacking. The four RS-25 core stage engines completed processing at NASA’s Stennis Space Center (SSC) and are ready for core stage integration. The Orion Stage Adapter (OSA) joined the Interim Cryogenic Propulsion Stage (ICPS) at KSC to await the rest of SLS flight hardware. Production and preparation of hardware for the second mission is also underway. Looking ahead to a busy 2019, liquid oxygen (LOX) tank, liquid hydrogen (LH2) tank and intertank structural testing will take place. This paper will discuss the current and planned status of SLS development in context of NASA’s overall exploration plans.

Askin, Bruce R.↗

DOE OSTI2022

About the Federal Energy Management Program (FEMP)

The federal government is the nation's largest energy consumer. Mandated by law, the Federal Energy Management Program (FEMP) works with its stakeholders to enable federal agencies to meet energy-related goals, identify affordable solutions, facilitate public-private partnerships, and provide energy leadership to the country by identifying government best practices.

Federal Energy Management Program↗

DOE OSTI2023

Waste-to-Energy Technical Assistance for Local Governments

The goal of this project is to mobilize data, information, and knowledge generated about organic waste streams to local governments and support their decision-making. It builds on previous work related to wet organic waste resources (food waste, sludge, manure, waste fats and oils). The project provides an improved understanding of local waste challenges and priorities to inform BETO's R&D strategies and decision-making. It also supports local governments' goals and plans related to sustainable waste management, enables energy and/or resource recovery projects development at municipal level, and facilitates public-private partnerships. A key challenge is associated with more activities requested by entities than program allows which is mitigated by prioritization by requesting agency. All FY21 and FY22 TA requests have been completed. Major accomplishments include: 1). 34 requests managed in the past two years, 2) Distilled key challenges faced by communities. Key outcomes include strong community participation since inception of the program, dedicated program web site, deliverables tailored to communities' needs, and distribution materials (e.g., fact sheets, brochures) for a broader audience.

BIOMASS FUELS↗

DOE OSTI2024

ACCELERATING MICROREACTOR DEVELOPMENT AND DEPLOYMENT THROUGH JOINT PUBLIC TEST BEDS AND PRIVATE ADVANCED REACTOR DEVELOPMENT

The United States Department of Energy (DOE) has funded the National Reactor Innovation Center (NRIC) to accelerate the development and commercialization of small modular reactors and other advanced reactor technologies. As part of this effort NIRC is building two strategic assets at the Idaho National Laboratory (INL) to facilitate public-private partnerships for the development and testing of advanced nuclear microreactors and Small Modular Reactors (SMR). One will provide a safe, secure, and affordable location for High-Assay Low Enriched Uranium (HALEU) fueled reactors and a second for Highly Enriched Uranium (HEU) fueled reactors. Together these testbeds fill a nuclear testing infrastructure gap. The availability of such comprehensive testing facilities at the national labs eliminates the significant financial and operational burdens associated with each developer building and licensing their own test facilities. Consequently, this approach will not only accelerate technological innovation and reduce time-to-market for advanced nuclear solutions but it also underscores the DOE's commitment to fostering an ecosystem where nuclear energy will thrive as a clean, reliable, and efficient source of power. The Demonstration of Microreactor Experiments (DOME) and Laboratory for Operations and Testing in the United States (LOTUS) have planned availability in 2026, and 2027 respectively.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

DOE OSTI2025

Scalable Data Center Capacity for DOE's AI Prototype: A Rapidly Available Gigawatt Data Center for DOE

The multilaboratory Gigawatt Data Center working group was commissioned to identify approaches to rapidly establish federal data centers with scalable capacities up to 1,000 MW. These state-of-the-art facilities will serve as hubs for interdisciplinary collaboration, industry partnerships, and transformative applications of artificial intelligence. The proposed strategic shift includes facilitating multilaboratory collaboration, prioritizing operational efficiency, expanding public–private partnerships, optimizing investments, ensuring long-term contractual flexibility, supporting open science and secure data enclaves, and exploiting high-speed national networks. Owing to their extensive experience and best practices, the US Department of Energy national laboratories are uniquely positioned to lead this initiative. We recommend conducting a feasibility analysis to rapidly identify the optimal sites for this initiative, and the effort will likely involve private industry for design, construction, financing, and operational integration. We also propose establishing multiple geographically diverse sites to ensure energy resilience, high operational reliability, and a diverse user base, thereby effectively addressing the nation’s critical needs.

42 ENGINEERING↗

NASA NTRS2001

NASA Northeast Regional Technology Transfer Center

This report is a summary of the primary activities and metrics for the NASA Northeast Regional Technology Transfer Center, operated by the Center for Technology Commercialization, Inc. (CTC). This report covers the contract period January 1, 2000 - March 31, 2001. This report includes a summary of the overall CTC Metrics, a summary of the Major Outreach Events, an overview of the NASA Business Outreach Program, a summary of the Activities and Results of the Technology into the Zone program, and a Summary of the Major Activities and Initiatives performed by CTC in supporting this contract. Between January 1, 2000 and March 31, 2001, CTC has facilitated 10 license agreements, established 35 partnerships, provided assistance 517 times to companies, and performed 593 outreach activities including participation in 57 outreach events. CTC also assisted Goddard in executing a successful 'Technology into the Zone' program.' CTC is pleased to have performed this contract, and looks forward to continue providing their specialized services in support of the new 5 year RTTC Contract for the Northeast region.

Dunn, James P.↗

NASA NTRS2012

NASA Technologies that Benefit Society

Applications developed on Earth of technology needed for space flight have produced thousands of spinoffs that contribute to improving national security, the economy, productivity and lifestyle. Over the course of it s history, NASA has nurtured partnerships with the private sector to facilitate the transfer of NASA-developed technology. For every dollar spent on research and development in the space program, it receives back $7 back in the form of corporate and personal income taxes from increased jobs and economic growth. A new technology, known as Liquid-metal alloy, is the result of a project funded by NASA s Jet Propulsion Lab. The unique technology is a blend of titanium, zirconium, nickel, copper and beryllium that achieves a strength greater than titanium. NASA plans to use this metal in the construction of a drill that will help for the search of water beneath the surface of Mars. Many other applications include opportunities in aerospace, defense, military, automotive, medical instrumentation and sporting goods.Developed in the 1980 s, the original Sun Tigers Inc sunlight-filtering lens has withstood the test of time. This technology was first reported in 1987 by NASA s JPL. Two scientists from JPL were later tasked with studying the harmful effects of radiation produced during laser and welding work. They came up with a transparent welding curtain that absorbs, filters and scatters light to maximize protection of human eyes. The two scientists then began doing business as Eagle Eye Optics. Each pair of sunglasses comes complete with ultraviolet protection, dual layer scratch resistant coating, polarized filters for maximum protection against glare and high visual clarity. Sufficient evidence shows that damage to the eye, especially to the retina, starts much earlier than most people realize. Sun filtering sunglasses are important. Winglets seen at the tips of airplane wings are among aviations most visible fuel-saving, performance enhancing technology. Aerodynamics centers on two majors forces-lift and drag. Lift enables the plane to fly and drag is the resistance encountered while moving through the air. The air coming off the end of a standard wing, in a vortex, causes significant drag and turbulence, forcing the spacing between takeoffs. A Langley engineer for NASA published finding in 1976 and verified by test in 1977 that winglets produce a 7 percent increase in lift-drag ratio with a 20 percent decrease in drag. This configuration reduces emissions, allows for greater range and carry more payload and the planes fly more quietly. Winglet technology has saved 2 billion gallons of jet fuel worldwide in 2010. Aerogel represents what technology experts believe to be the best insulation material ever invented. It is very light, flexible and can withstand temperatures of minus 3000 deg F. Aerogel products will be found in everything from clothing, to building insulation to space vehicles. Corpo Nove incorporated the Spaceloft version of the NASA-developed aerogel material into this jacket which was test during an Antarctic expedition.

Griffin, Amanda↗

NASA NTRS2012

Marshall Space Flight Center Materials and Processes Laboratory

Marshall?s Materials and Processes Laboratory has been a core capability for NASA for over fifty years. MSFC has a proven heritage and recognized expertise in materials and manufacturing that are essential to enable and sustain space exploration. Marshall provides a "systems-wise" capability for applied research, flight hardware development, and sustaining engineering. Our history of leadership and achievements in materials, manufacturing, and flight experiments includes Apollo, Skylab, Mir, Spacelab, Shuttle (Space Shuttle Main Engine, External Tank, Reusable Solid Rocket Motor, and Solid Rocket Booster), Hubble, Chandra, and the International Space Station. MSFC?s National Center for Advanced Manufacturing, NCAM, facilitates major M&P advanced manufacturing partnership activities with academia, industry and other local, state and federal government agencies. The Materials and Processes Laborato ry has principal competencies in metals, composites, ceramics, additive manufacturing, materials and process modeling and simulation, space environmental effects, non-destructive evaluation, and fracture and failure analysis provide products ranging from materials research in space to fully integrated solutions for large complex systems challenges. Marshall?s materials research, development and manufacturing capabilities assure that NASA and National missions have access to cutting-edge, cost-effective engineering design and production options that are frugal in using design margins and are verified as safe and reliable. These are all critical factors in both future mission success and affordability.

Tramel, Terri L.↗

NASA NTRS2018

Observaciones de la Tierra desde la Estación Espacial Internacional

The International Space Station is a "global observation and diagnosis station." It promotes international Earth observations aimed at understanding and resolving the environmental issues of our home planet. A wide variety of Earth observation payloads can be attached to the exposed facilities on the station's exterior as well as within the Destiny module. The presence of a human crew also provides a unique capability for real-time observation of the Earth, and "on the fly" data collection using hand-held digital cameras, and the astronauts may also provide input to ground personnel programming the station's automated Earth observation systems. Several instruments are currently collecting data from the International Space Station; in addition, some instruments have completed their data collection missions, with other remote sensing systems in development or proposed by researchers from the partner countries, NASA, academic institutions, and corporations. The existing international partnerships, fundamental to the International Space Station, facilitate data sharing that can benefit people around the world and promote international collaboration on other Earth observation activities. The station contributes to humanity by collecting data on global climate, environmental change, and natural hazards using its unique complement of crew-operated and automated Earth observation payloads.

Sotomayor, Jorge L.↗

NASA NTRS2022

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Value Proposition, Strategic Framework, and Capability Needs for In-Space Assembly

The Space Science and Technology (S&T) Partnership Forum was established in 2015 to identify synergistic efforts and technologies across the government, with a focus on key pervasive and game-changing technologies across government space agencies in order to more efficiently and effectively manage S&T resources. As principal partners of the interagency S&T Partnership Forum, the U.S. Air Force (USAF), the National Aeronautics and Space Administration (NASA), and the National Reconnaissance Office (NRO) identified and prioritized several S&T collaboration topic areas. Autonomous and semi-autonomous in-space assembly (iSA) is the focus of the topic area that NASA, under the direction of the Office of Chief Technologist, is currently coordinating among the S&T principal partners and affiliate partners, such as the Defense Advanced Research Projects Agency (DARPA) and the U.S. Naval Research Laboratory (NRL). The S&T iSA facilitation and analysis team, led by NASA, collected data from the participating agencies on their current developments, activities, and needs in the area of in-space assembly. This paper provides an overview of the S&T iSA facilitation and analysis team’s efforts in establishing the value proposition and strategic framework for interagency collaboration in iSA within the partnership as a foundation to deliver value and achieve iSA topic objectives across government space agencies. Further, this paper describes the early products of these efforts in the definition of the iSA capabilities, design drivers, and stakeholder goals to facilitate dialogue within the partnership and the larger community.

Phillip A Williams↗

DOE OSTI2020

University Partnership Program for Scintillator Materials Research

The Scintillation Detection Development (SDD) group of the Particle Physics Division (PPD) at Fermi National Accelerator Laboratory (Fermilab) conducts research and development work in the field of materials that exhibit scintillation properties for use in particle detection and identification in nuclear and high energy physics experiments and applications. SDD has established a University Partnership Program for Scintillator Materials Research (Program), to facilitate collaboration with faculty and students from local universities. The collaboration between the SDD group and Dominican University will address the development of new plastic scintillating materials in two ways: 3.1. Synthesis of new organic fluorescent compounds to test with plastics commonly used in scintillation applications 3.2. Preparation and testing of commercially available plastics known for their resilience to radiation and rarely used in scintillation applications

43 PARTICLE ACCELERATORS↗

DOE OSTI2023

Inaugural Technologist in Communities Scanning Tour: Automated and Electrified On-Demand Mobility (Follow-On Summary Report: April 24-25, 2023) [Slides]

In 2023, the Technologist in Communities (TIC) program hosted its inaugural scanning tour across the American Southwest, with a goal of investigating the region's leading public mobility systems and their integration with on-demand public mobility services. The scanning tour concept was inspired by and named after a U.S. Department of Transportation Federal Highway Administration practice of hosting "scanning tours," both domestically and abroad, to explore innovative transportation practices throughout the 1990s and early 2000s. Guided by the idea that "seeing is believing," scanning tours created opportunities for government and industry representatives to collectively experience new technologies and best practices firsthand. In 2023, the National Renewable Energy Laboratory (NREL) followed suit by leading the inaugural TIC scanning tour. TIC, part of the Technology Integration program within the U.S. Department of Energy's (DOE's) Vehicle Technologies Office, supports positive energy and mobility outcomes in communities across rural to urban contexts. TIC enables technical experts to work directly with leaders and stakeholders in communities and assist them in implementing promising new technologies. This first TIC scanning tour invited NREL, DOE, and industry experts to survey innovative public mobility practices and their integration into public transit systems across the Southwest. The tour's goals included examining the state of innovation in public mobility in cities, communities, and airports; facilitating collaboration between entities; and sparking potential new partnerships. The following report summarizes key findings from the scanning tour.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2023

Heliostat Consortium: Update on Resource, Training, and Education Development and Women+ in Concentrating Solar

One of the major barriers to Concentrating Solar Power (CSP) industry growth in the U.S. is the lack of accessibility of expert knowledge, a lack of a stable workforce pipeline, and little public awareness of the technology area. Improved Resource, Training, and Education (RTE) is needed to address these gaps, to draw workers into the field from diverse technology areas and backgrounds, and to reduce the learning curves of newcomers into the industry. As part of the RTE topic under the NREL-led Heliostat Consortium (HelioCon), a public online resource database has been created to support information sharing across the heliostat and CSP community. Here, information will be presented on the existing and planned database resources, including introductory information about CSP and heliostats, a reference library of texts and publications, educational videos, a CSP power tower plant database and case studies, a contact list of component suppliers and developers, and a list of available software/metrology tools. Women+ in Concentrating Solar is a newly created organization to promote the education, professional development, and advancement of underrepresented genders in the Concentrating Solar Power (CSP) community in a way that includes diverse backgrounds, attitudes, and perspectives. The main objectives of the groups are to provide the following opportunities for underrepresented genders: 1) organize events to provide networking opportunities and community building, 2) boost partnerships and scientific collaboration, 3) create resources to facilitate knowledge and experience sharing, 4) provide mentorship programs to support those new to the industry, 5) bring visibility to underrepresented genders and attract more to the field, and 6) promote Diversity, Equity, and Inclusion (DEI) and engage minorities and underrepresented groups. Initial activities being pursued by the group include creating an expert database to support event organizers in recruiting speakers with representation of all gender identities, hosting online networking and webinar events, organizing conference events including seminars and networking/social events, and establishing a mentorship program to connect members in the CSP community across the globe. The group is open to all genders and has grown to over 60 members in its first few months.

concentrating solar↗