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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
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The OSIRIS-REx asteroid sample return mission will collect approximately150 g of material from carbonaceous asteroid Bennu and return it to Earth in 2023. The sample will be curated along with NASA's other astromaterials sample collections at Johnson Space Center (JSC) in Houston. As part of the mission planning, JSC will be engaged in the following four general activities.
A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at the 13th CEM (CEM13) in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several jurisdictions signaled intent to develop Action Plans for power sector decarbonization. The first cohort of Action Plans was released at CEM14 in India in July 2023. The U.S. Department of Energy (DOE) is pleased to release this Action Plan as a contribution to the second cohort of Action Plans released at CEM15 in Brazil in October 2024. The Action Plans, supported by the 21st Century Power Partnership, and other CEM workstreams via direct technical assistance and capacity building, are intended to focus on select implementation actions, given each country's existing power sector goals and activities, and are an opportunity for countries to display leadership in power sector decarbonization. The Action Plans are organized in a framework for Planning, Building and Operating, as well as Stakeholder Engagement where appropriate based on country priorities. These Action Plans are voluntary, developed by each country individually, not comprehensive of all activities within the jurisdiction, and are living documents that are subject to change. This Action Plan, developed by DOE, is focused on federal actions for power sector decarbonization primarily led by DOE. There are many other actions being led by other U.S. government agencies, or at the state and local level, that are not featured in this Action Plan.
The Practical Guide to E-waste Education and Events in Schools is a comprehensive resource that equips educators and outreach professionals to deliver impactful lessons on electronic waste (e-waste), critical materials, and battery recycling, while launching effective school-based e-waste recycling programs. It offers step-by-step guidance for starting and managing outreach efforts, including tips on student engagement, selecting recycling partners, planning collection logistics, creating promotional materials, and overcoming common challenges. The guide also supports curriculum development and scaling initiatives across schools to foster lasting recycling habits.
Opportunities: I. Engage NASA team (examples) a) Research and technology calls . provide suggestions to AES, HRP, OCT. b) Use NASA@Work to solicit other ideas; (possibly before R+D calls). II. Stimulate collaboration (examples) a) NHHPC. b) Wharton Mack Center for Technological Innovation (Feb 2013). c) International ] DLR ] :envihab (July 2013). d) Accelerated research models . NSF, Myelin Repair Foundation. III. Engage public Prizes (open platform: InnoCentive, yet2.com, NTL; Rice Business Plan, etc.) IV. Use same methods to engage STEM.
Marine energy offers a reliable energy solution for island and coastal communities, which often lack traditional local generation, to support their transition to energy independence and reduce reliance on externally imported fuels. Successful deployment of new technologies in these isolated locations requires community acceptance and approval from the outset, as these communities typically lack the financial and technical resources to operate and maintain new systems. This report presents a community-centric microgrid planning framework for remote coastal and island communities. Community engagement is integrated as the first step in the planning process, incorporating community profiles and visions into energy development scenarios. A case study was conducted in St. George, Pribilof Islands, Alaska, which relies entirely on diesel yet has significant wind and wave energy potential. Community engagement revealed a unique history and current economic status, with an interest in adopting advanced energy technologies despite past failures. Various microgrid configurations were optimized, considering different technologies to meet current and future energy needs while balancing cost and energy resilience. Wave energy converters (WECs) were a key component, integrated with other energy sources using the Xendee optimization tool. The Marine Energy Microgrid Toolkit, developed as part of this work, uses commercial power system analysis tools to optimize and analyze microgrid scenarios. The developed framework and toolkit can be applied to island and coastal communities to enhance resilience and support microgrid deployments. Future enhancements will include incorporating new marine resources, developing dynamic models, and automating the integration of Xendee and PowerFactory simulations.
This report discusses microreactor transportation emergency planning and response challenges. The emphasis of the report is on transporting a microreactor containing irradiated fuel by highway and rail. The report first discusses microreactors in general, including microreactor fuel types and the use of hazardous material in microreactor designs. The report presents a microreactor concept of operations for transport highway, rail, and vessel and presents several transportation regulatory challenges associated with microreactors. Updates contained in this report include the transportation implications of revising the uranium lung absorption category for tri-structural isotropic (TRISO) particle fuel, discussion of exercises and drills including the 2024 Naval Spent Nuclear Fuel Transportation Accident Demonstration with the Shoshone-Bannock Tribes and the State of Idaho, and Tribal and State perspectives on microreactor transportation emergency response planning. Additional microreactor transportation external engagement activities conducted during FY2024 are also discussed. The report discusses the implications of the recent East Palestine, Ohio, rail accident for transportation emergency response planning. Included in this update is a discussion of H.R. 8996, the Railroad Safety Enhancement Act of 2024.
A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at the 13th CEM (CEM13) in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several jurisdictions signaled intent to develop Action Plans for power sector decarbonization. The first cohort of Action Plans was released at CEM14 in India in July 2023. Canada is pleased to release this Action Plan as a contribution to the second cohort of Action Plans released at CEM15 in Brazil in October 2024. The Action Plans, supported by the 21st Century Power Partnership, and other CEM workstreams via direct technical assistance and capacity building, are intended to focus on select implementation actions, given each country's existing power sector goals and activities, and are an opportunity for countries to display leadership in power sector decarbonization. The Action Plans are organized in a framework for Planning, Building and Operating, as well as Stakeholder Engagement where appropriate based on country priorities. These Action Plans are voluntary, developed by each country individually, not comprehensive of all activities within the jurisdiction, and are living documents that are subject to change.
On 20 Jul. 1989, in commemoration of the 20th anniversary of the Apollo 11 lunar landing, President George Bush proclaimed his vision for manned space exploration. He stated, 'First for the coming decade, for the 1990's, Space Station Freedom, the next critical step in our space endeavors. And next, for the new century, back to the Moon. Back to the future. And this time, back to stay. And then, a journey into tomorrow, a journey to another planet, a manned mission to Mars.' On 2 Nov. 1989, the President approved a national space policy reaffirming the long range goal of the civil space program: to 'expand human presence and activity beyond Earth orbit into the solar system.' And on 11 May 1990, he specified the goal of landing Astronauts on Mars by 2019, the 50th anniversary of man's first steps on the Moon. To safely and ever permanently venture beyond near Earth environment as charged by the President, mankind must bring to bear extensive new technologies. These include heavy lift launch capability from Earth to low-Earth orbit, automated space rendezvous and docking of large masses, zero gravity countermeasures, and closed loop life support systems. One technology enhancing, and perhaps enabling, the piloted Mars missions is nuclear propulsion, with great benefits over chemical propulsion. Asserting the potential benefits of nuclear propulsion, NASA has sponsored workshops in Nuclear Electric Propulsion and Nuclear Thermal Propulsion and has initiated a tri-agency planning process to ensure that appropriate resources are engaged to meet this exciting technical challenge. At the core of this planning process, NASA, DOE, and DOD established six Nuclear Propulsion Technical Panels in 1991 to provide groundwork for a possible tri-agency Nuclear Propulsion Program and to address the President's vision by advocating an aggressive program in nuclear propulsion. To this end the Nuclear Electric Propulsion Technology Panel has focused it energies; this final report summarizes its endeavor and conclusions.
The WINDExchange Offshore Wind Energy Guide is a foundational resource that introduces the major concepts and topics within offshore wind energy: project anatomy and component characteristics; the project development process; siting of turbines and other infrastructure; state and local involvement in offshore wind energy development; community impacts; public engagement in decision making and planning; Tribal considerations; economic impacts; supply chain, ports, and vessels, and workforce. This guide is intended to provide information and resources that can build a foundation of knowledge and understanding about offshore wind energy and create a launching point for readers to seek out additional information about the topics and issues of interest to them.
This presentation introduces a draft plan for characterizing commercial data products for Earth science research. The general approach to the commercial product verification and validation includes focused selection of a readily available commercial remote sensing products that support Earth science research. Ongoing product verification and characterization will question whether the product meets specifications and will examine its fundamental properties, potential and limitations. Validation will encourage product evaluation for specific science research and applications. Specific commercial products included in the characterization plan include high-spatial-resolution multispectral (HSMS) imagery and LIDAR data products. Future efforts in this process will include briefing NASA headquarters and modifying plans based on feedback, increased engagement with the science community and refinement of details, coordination with commercial vendors and The Joint Agency Commercial Imagery Evaluation (JACIE) for HSMS satellite acquisitions, acquiring waveform LIDAR data and performing verification and validation.
NASA Ames Research Center has a long-established history in the study and numerical modeling of Mars’ atmosphere and climate. Such studies began with the late Jim Pollack and have continued under the leaderships of Bob Haberle, Jeff Hollingsworth, and now Melinda Kahre. Our group has grown to more than 10 members, including civil servants, research scientists, postdocs, and students. While we still prioritize science and the model development that supports it, we have recently enhanced efforts to make our codes and output publicly available and boost community engagement through the hosting of modeling tutorials, etc. Here our goal is to present the status of the Ames Mars GCM, our ongoing science projects, the tools we have recently made publicly available, and our plans for releases and continued community engagement.
Utilities have conducted distribution planning since they first began building and operating electricity systems. But filing these plans for regulatory and stakeholder review is a relatively recent phenomenon. This report summarizes legislative and regulatory requirements for regulated electric utilities to file some type of distribution system plan in 20 U.S. jurisdictions. Some plans focus on expedited cost recovery for certain types of distribution system improvements; other plans focus on investments for grid modernization or distributed energy resources. Increasingly, states are adopting requirements for Integrated Distribution Plans. Such plans provide holistic grid investment strategies that address state and local policies and increasing complexity at the grid edge. The report covers the following topics for distribution system plans, highlighting advanced practices: -State goals and objectives -Procedural requirements -Forecasting loads and distributed energy resources -Hosting capacity analysis -Baseline information requirements -Grid modernization strategy -Grid needs assessment -Non-wires solutions -Reliability and resilience analyses -Stakeholder engagement -Equity -Pilots -Coordination with other planning processes The report includes links to legislation; regulatory requirements, proceedings, and orders; and filed utility plans. The U.S. Department of Energy’s Office of Electricity provided funding support.
Abstract There appears to be a growing decoupling between the conditions that infrastructures were designed for and today’s rapidly changing environments. Infrastructures today are largely predicated on the technologies, goals, and governance structures from a century ago. While infrastructures continue to deliver untold value, there is growing evidence that these critical, basic, and lifeline systems appear ill-equipped to confront the volatility, uncertainty, accelerating conditions, and complexity that define them and their changing environments. Innovative and disruptive first principles are needed to guide infrastructures in the Anthropocene. Drawing from emerging infrastructure research and disciplines that appear better able to confront disruption and change, a novel set of first principles are identified: (1) Plan for complex conditions and surprise; (2) Recouple with agility and flexibility; (3) Govern for exploration and instability; (4) Build consensus as control decentralizes; (5) Restructure to engage with porous boundaries; and, (6) Cyberthreat planning is now mission critical. These principles should guide infrastructure planning recognizing the changing nature and increasingly obsolete boundaries that have defined engineered systems in the modern era.
In 2008 the Johnson Space Center s Mission Operations Directorate (MOD) management team challenged their organization to find ways to reduce the costs of International Space station (ISS) console operations in the Mission Control Center (MCC). Each MOD organization was asked to identify projects that would help them attain a goal of a 30% reduction in operating costs by 2012. The MOD Operations and Planning organization responded to this challenge by launching several software automation projects that would allow them to greatly improve ISS console operations and reduce staffing and operating costs. These projects to date have allowed the MOD Operations organization to remove one full time (7 x 24 x 365) ISS console position in 2010; with the plan of eliminating two full time ISS console support positions by 2012. This will account for an overall 10 EP reduction in staffing for the Operations and Planning organization. These automation projects focused on utilizing software to automate many administrative and often repetitive tasks involved with processing ISS planning and daily operations information. This information was exchanged between the ground flight control teams in Houston and around the globe, as well as with the ISS astronaut crew. These tasks ranged from managing mission plan changes from around the globe, to uploading and downloading information to and from the ISS crew, to even more complex tasks that required multiple decision points to process the data, track approvals and deliver it to the correct recipient across network and security boundaries. The software solutions leveraged several different technologies including customized web applications and implementation of industry standard web services architecture between several planning tools; as well as a engaging a previously research level technology (TRL 2-3) developed by Ames Research Center (ARC) that utilized an intelligent agent based system to manage and automate file traffic flow, archiving f data, and generating console logs. This technology called OCAMS (OCA (Orbital Communication System) Management System), is now considered TRL level 9 and is in daily use in the Mission Control Center in support of ISS operations. These solutions have not only allowed for improved efficiency on console; but since many of the previously manual data transfers are now automated, many of the human error prone steps have been removed, and the quality of the planning products has improved tremendously. This has also allowed our Planning Flight Controllers more time to focus on the abstract areas of the job, (like the complexities of planning a mission for 6 international crew members with a global planning team), instead of being burdened with the administrative tasks that took significant time each console shift to process. The resulting automation solutions have allowed the Operations and Planning organization to realize significant cost savings for the ISS program through 2020 and many of these solutions could be a viable
Communities who experience disproportionate climate change impacts tend to be excluded from resilience planning (Vale, 2014). Those efforts typically follow top-down processes within established governance practices that are inaccessible to marginalized folks and reinforce inequalities (Malloy & Ashcraft, 2020; Adger, 2003). Such participatory planning processes may offer the public little opportunity to influence the process itself or the outcomes (Smith & McDonough, 2001). They might ignore important public values or alternative ways of knowing which can be critical assets in resilience (Few et al., 2007). Designing communities for climate action and resilience means creating opportunities for everyone to meaningfully shape those decisions and experience related benefits. Having the opportunity to shape one’s community is necessary for human flourishing (Allen, 2016). Resilience planning that shifts power into communities and focuses on social vulnerability can affect how people survive and thrive in a climate changed world. The Massachusetts Municipal Vulnerability Preparedness (MVP) 2.0 program is an attempt to change the status quo in resilience planning by bringing new voices into decision-making power, recognizing their labor, addressing root causes of vulnerability, and investing in social infrastructure. It aspires to build capacity for equity-focused community engagement within teams of municipal staff and community liaisons, and ultimately build social capital and community cohesion. My mixed methods research investigates implementation of this state grant program in several western Massachusetts towns. I am using document review, participant observation, and interviews to understand the MVP 2.0 process as written, how different towns navigate it, and how individuals make sense of their experiences in it. I seek to understand how those experiences explain relationships between engagement approaches, mediating factors, and process outcomes. I am interested in the conditions that allow for community empowerment and how a model like MVP 2.0 can shift conditions that hold systems in place. In a practical sense, our findings will help municipalities reflect on their work during MVP 2.0 and plan for future community engagement. They may be informative for designing future iterations of the MVP program and for other municipalities, offices of community engagement, and practitioners. The findings will also contribute to the participation, resilience, and climate justice literatures, by adding perspectives on equity-centered resilience and community engagement approaches in smaller towns and rural settings. References: Adger, W. N. (2003). Social capital, collective action, and adaptation to climate change. Economic Geography, 79, 387-404. Allen, D. (2016). Toward a connected society. Our compelling interests: The value of diversity for democracy and a prosperous society, 71-105. Few, R., Brown, K., & Tompkins, E. L. (2007). Public participation and climate change adaptation: avoiding the illusion of inclusion. Climate Policy, 7(1), 46–59. Malloy, J. T., & Ashcraft, C. M. (2020). A framework for implementing socially just climate adaptation. Climatic Change, 160(1), 1–14. Smith, P. D., & McDonough, M. H. (2001). Beyond public participation: Fairness in natural resource decision making. Society & natural resources, 14(3), 239-249. Vale, L. J. (2014). The politics of resilient cities: whose resilience and whose city? Building Research & Information, 42(2), 191–201.
Communities who experience disproportionate climate change impacts tend to be excluded from resilience planning. Those efforts typically follow top-down processes within established governance practices that are inaccessible to marginalized folks and reinforce inequalities. Regenerating the commons includes creating opportunities for everyone to meaningfully shape community resilience decisions and experience related benefits. Resilience planning that shifts power into communities and focuses on social vulnerability can affect how people survive and thrive in a climate changed world. The Massachusetts Municipal Vulnerability Preparedness (MVP) 2.0 program is an attempt to change the status quo in resilience planning by bringing new voices into decision-making power, recognizing their labor, addressing root causes of vulnerability, and investing in social infrastructure. It aspires to build capacity for equity-focused community engagement within teams of municipal staff and community liaisons, and ultimately build social capital and community cohesion. My research investigates implementation of this state grant program in several western Massachusetts towns. I am using document review, participant observation, and interviews to understand the MVP 2.0 process as written, how different towns navigate it, and how individuals make sense of their experiences in it. I seek to understand how those experiences explain relationships between engagement approaches, mediating factors, and process outcomes. I am interested in the conditions that allow for community empowerment and how a model like MVP 2.0 can shift conditions that hold systems in place. In a practical sense, our findings will help municipalities reflect on their work during MVP 2.0 and plan for future community engagement. They may be informative for designing future iterations of the MVP program and for other municipalities or offices of community engagement. The findings will also contribute to the participation, resilience, and climate justice literatures, by adding perspectives on equity-centered resilience and community engagement approaches in smaller towns and rural settings.
In 2022, DOE conducted supply chain "deep dives" for renewable energy technologies, including hydropower (Uria-Martinez, Hydropower Industry Supply Chain Deep Dive Assessment 2022). The deep dive identified several challenges in the current hydropower supply chain. In addition, Nguyen et. al (2022) conducted an analogous deep-dive assessment on large (> 100-MW) power transformers (LPTs), a critical component of hydropower installations, and concluded that the LPTs as well as several upstream components and materials also have domestic supply chain challenges. These deep dives were the initial high-level assessments of these supply chains and were focused on identifying the biggest issues. Both recommended further investigation. In the two years since the deep dives were published, the Water Power Technologies Office (WPTO) has focused on improving our understanding of the hydropower supply chain and developing strategies for addressing these challenges. Because the challenges outlined above are most acute for large hydropower systems, most of the report and specifically, this report concentrates on the larger > 100-MW hydropower systems. Early in 2023, DOE's Secretary of Energy asked the Water Power Technologies Office (WPTO) to engage the hydropower community and seek input on strategies to secure and encourage domestic manufacturing. WPTO has established three focus areas for engagement: 1) Define the market for planned rehabilitations and new construction of the domestic fleet, 2) Provide insights for policies, incentives, loan programs, and technology investments to encourage domestic content, and 3) Define the existing and required domestic hydropower manufacturing capabilities and workforce. This report summarizes these efforts and complements the earlier work by further exploring the identified challenges and identifying potential actions to address these challenges. Furthermore, we conducted a detailed gap analysis of the domestic hydropower supply chain, down to the component level. From this analysis, we then make specific, actionable recommendations for closing these gaps. Section 2 of the report summarizes recent (i.e., since 2021) legislation impacting hydropower deployment and/or its supply chain. It then describes the efforts of WPTO to assess and improve the hydropower supply chain since the publication of the deep-dive assessments. In Section 3, the report updates the earlier supply chain and market studies, identifying specific capabilities by company and location. Section 4 outlines the hydropower demand signal for both new builds due to clean energy goals as well as refurbishments and upgrading of the current domestic fleet. Section 5 is a detailed gap analysis while Section 6 provides actionable recommendations for closing the gaps. Section 7 concludes the report by linking the recommendations to the identified gaps and discusses future efforts.
Development of analytical and functional guidelines to help researchers and technicians engaged in interdisciplinary research to better plan and implement their supporting data management activities is addressed. An emphasis is on the projects that involve both geophysical and ecological issues. Six case studies were used to identify and to understand problems associated with collecting, integrating, and analyzing environmental data from local to global spatial scales and over a range of temporal scales. These case studies were also used to elaborate the common barriers to interfacing data of disparate sources and types. A number of lessons derived from the case studies are summarized and analyzed.