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DOE OSTI2024

Second Target Station Project: STS/PSD/ESTD Workshop on Batteries and Energy Storage

Oak Ridge National Laboratory's (ORNL) upcoming Second Target Station (STS) at the Spallation Neutron Source (SNS) provides a substantial leap forward in neutron scattering capabilities, offering high-brightness cold neutron sources that have the potential to revolutionize the study of energy materials. This report highlights the outcomes of a cross-directorate workshop on Batteries and Energy Storage held in September 2023, which brought together stakeholders from the STS Project, the Physical Sciences Directorate (PSD), the Energy Science and Technology Directorate (ESTD), and the Neutron Sciences Directorate (NScD).

25 ENERGY STORAGE↗

NASA NTRS2005

Remote Sensing for Farmers and Flood Watching

The Applied Sciences Directorate, part of NASA s Science Mission Directorate, makes use of the Agency s remote-sensing capabilities to acquire detailed information about our home planet. It uses this information for a variety of purposes, ranging from increasing agricultural efficiency to protecting homeland security. Sensors fly over areas of interest to detect and record information that sometimes is not even visible from the ground with the human eye. Scientists analyze these data for a variety of purposes and make maps of the areas. These maps are often used to answer questions about the environment, weather, natural resources, community growth, and natural disasters.

Source record↗

NASA NTRS2003

The Laboratory for Terrestrial Physics

The Laboratory for Terrestrial Physics is dedicated to the advancement of knowledge in Earth and planetary science, by conducting innovative research using space technology. The Laboratory's mission and activities support the work and new initiatives at NASA's Goddard Space Flight Center (GSFC). The Laboratory's success contributes to the Earth Science Directorate as a national resource for studies of Earth from Space. The Laboratory is part of the Earth Science Directorate based at the GSFC in Greenbelt, MD. The Directorate itself is comprised of the Global Change Data Center (GCDC), the Space Data and Computing Division (SDCD), and four science Laboratories, including Laboratory for Terrestrial Physics, Laboratory for Atmospheres, and Laboratory for Hydrospheric Processes all in Greenbelt, MD. The fourth research organization, Goddard Institute for Space Studies (GISS), is in New York, NY. Relevant to NASA's Strategic Plan, the Laboratory ensures that all work undertaken and completed is within the vision of GSFC. The philosophy of the Laboratory is to balance the completion of near term goals, while building on the Laboratory's achievements as a foundation for the scientific challenges in the future.

Source record↗

NASA NTRS2009

Workshop on Sustainable Infrastructure with NASA Science Mission Directorate and NASA's Office of Infrastructure Representatives

NASA conducted a workshop in July 2009 to bring together their experts in the climate science and climate impacts domains with their institutional stewards. The workshop serves as a pilot for how a federal agency can start to: a) understand current and future climate change risks, b) develop a list of vulnerable institutional capabilities and assets, and c) develop next steps so flexible adaptation strategies can be developed and implemented. 63 attendees (26 scientists and over 30 institutional stewards) participated in the workshop, which extended across all or part of three days.

Rosenzweig, Cynthia↗

NASA NTRS2009

Workshop on Sustainable Infrastructure with NASA Science Mission Directorate and NASA's Office of Infrastructure Representatives

Rosenzweig, Cynthia↗

NASA NTRS2012

Data Acquisition, Management, and Analysis in Support of the Audiology and Hearing Conservation and the Orbital Debris Program Office

My internship at Johnson Space Center, Houston TX comprised of working simultaneously in the Space Life Science Directorate (Clinical Services Branch, SD3) in Audiology and Hearing Conservation and in the Astromaterials Research and Exploration Sciences Directorate in the Orbital Debris Program Office (KX). The purpose of the project done to support the Audiology and Hearing Conservation Clinic (AuHCon) is to organize and analyze auditory test data that has been obtained from tests conducted onboard the International Space Station (ISS) and in Johnson Space Center's clinic. Astronauts undergo a special type of auditory test called an On-Orbit Hearing Assessment (OOHA), which monitors hearing function while crewmembers are exposed to noise and microgravity during long-duration spaceflight. Data needed to be formatted to assist the Audiologist in studying, analyzing and reporting OOHA results from all ISS missions, with comparison to conventional preflight and post-flight audiometric test results of crewmembers. Orbital debris is the #1 threat to manned spacecraft; therefore NASA is investing in different measurement techniques to acquire information on orbital debris. These measurements are taken with telescopes in different parts of the world to acquire brightness variations over time, from which size, rotation rates and material information can be determined for orbital debris. Currently many assumptions are taken to resolve size and material from observed brightness, therefore a laboratory (Optical Measurement Center) is used to simulate the space environment and acquire information of known targets suited to best model the orbital debris population. In the Orbital Debris Program Office (ODPO) telescopic data were acquired and analyzed to better assess the orbital debris population.

Dicken, Todd↗

NASA NTRSDate not supplied

Serverless Vocabulary Extraction and Curation for Cross-Divisional Search in NASA's Science Mission Directorate

Explore the source record for details and available documents.

science discovery engine, IMPACT, serverless↗

NASA NTRS2009

Human Factors in Training - Space Medicine Proficiency Training

The early Constellation space missions are expected to have medical capabilities very similar to those currently on the Space Shuttle and International Space Station (ISS). For Crew Exploration Vehicle (CEV) missions to ISS, medical equipment will be located on ISS, and carried into CEV in the event of an emergency. Flight Surgeons (FS) on the ground in Mission Control will be expected to direct the Crew Medical Officer (CMO) during medical situations. If there is a loss of signal and the crew is unable to communicate with the ground, a CMO would be expected to carry out medical procedures without the aid of a FS. In these situations, performance support tools can be used to reduce errors and time to perform emergency medical tasks. Work on medical training has been conducted in collaboration with the Medical Training Group at the Space Life Sciences Directorate and with Wyle Lab which provides medical training to crew members, Biomedical Engineers (BMEs), and to flight surgeons under the JSC Space Life Sciences Directorate s Bioastronautics contract. The space medical training work is part of the Human Factors in Training Directed Research Project (DRP) of the Space Human Factors Engineering (SHFE) Project under the Space Human Factors and Habitability (SHFH) Element of the Human Research Program (HRP). Human factors researchers at Johnson Space Center have recently investigated medical performance support tools for CMOs on-orbit, and FSs on the ground, and researchers at the Ames Research Center performed a literature review on medical errors. The work proposed for FY10 continues to build on this strong collaboration with the Space Medical Training Group and previous research. This abstract focuses on two areas of work involving Performance Support Tools for Space Medical Operations. One area of research building on activities from FY08, involved the feasibility of just-in-time (JIT) training techniques and concepts for real-time medical procedures. In Phase 1, preliminary feasibility data was gathered for two types of prototype display technologies: a hand-held PDA, and a Head Mounted Display (HMD). The PDA and HMD were compared while performing a simulated medical procedure using ISS flight-like medical equipment. Based on the outcome of Phase 1, including data on user preferences, further testing was completed using the PDA only. Phase 2 explored a wrist-mounted PDA, and compared it to a paper cue card. For each phase, time to complete procedures, errors, and user satisfaction ratings were captured.

Connell, Erin↗

NASA NTRS2011

A New Business Model for Problem Solving-Infusing Open Collaboration and Innovation Health and Human Services

This slide presentation reviews the Space Life Sciences Directorate (SLSD) new business model for problem solving, with emphasis on open collaboration and innovation. The topics that are discussed are: an overview of the work of the Space Life Sciences Directorate and the strategic initiatives that arrived at the new business model. A new business model was required to infuse open collaboration/innovation tools into existing models for research, development and operations (research announcements, procurements, SBIR/STTR etc). This new model involves use of several open innovation partnerships: InnoCentive, Yet2.com, TopCoder and NASA@work. There is also a new organizational structure developed to facilitate the joint collaboration with other NASA centers, international partners, other U.S. Governmental organizations, Academia, Corporate, and Non-Profit organizations: the NASA Human Health and Performance Center (NHHPC).

Davis, Jeffrey R.↗

NASA NTRS1997

Laboratory for Hydrospheric Processes 1997 Publications

This document is a compilation of publications of the Goddard Space Flight Center Laboratory for Hydrospheric Processes for calendar year 1997. Each two-page entry is a cut-and-pasted extraction from a 1997 published journal article, book chapter, symposium or conference proceedings, or technical memorandum. This provides a quick, inexpensive way to communicate our research. If you wish further information, or a reprint, please contact the author of the article or the publisher. There are two sections, the first consisting of 76 journal articles and book chapters which are arranged according to the science priorities of NASA's Earth Science Enterprise: Land-Cover Change and Global Productivity Seasonal-to-Interannual Climate Prediction Natural Hazards Long-Term Climate Variability Atmospheric Ozone, and an additional category Sensor/Algorithm Development. * Each of these sections is preceded by a foreword. A second section, consisting of 52 other contributions (e.g. conference/symposium proceedings and technical memoranda), provides additional scientific information to the outside community. This document was initiated within the Earth Sciences Directorate at the NASA/Goddard Space Flight Center to provide internal communication. We anticipate it will prove useful to visitors and other people interested in our research. This is our fifth annual document. The Laboratory for Hydrospheric Processes is one of the major elements of the Earth Sciences Directorate at NASA's Goddard Space Flight Center. Scientific investigations within the Division range from theoretical to experimental research dealing with oceanic/physical oceanography, hydrologic, and cryospheric sciences. The Laboratory currently has a staff of 60 civil servants and approximately 138 visiting scientists, postdoctoral fellows, and contractors. At various times throughout the year, the Laboratory hosts additional personnel through NASA and Goddard sponsored enrichment programs for high school, undergraduate and graduate students, and high school and university faculty. For further information see our web site at http://neptune.gsfc.nasa.gov.

Busalacchi, Antonio J.↗

NASA NTRS2011

How to Grow Project Scientists: A Systematic Approach to Developing Project Scientists

The Project Manager is one of the key individuals that can determine the success or failure of a project. NASA is fully committed to the training and development of Project Managers across the agency to ensure that highly capable individuals are equipped with the competencies and experience to successfully lead a project. An equally critical position is that of the Project Scientist. The Project Scientist provides the scientific leadership necessary for the scientific success of a project by insuring that the mission meets or exceeds the scientific requirements. Traditionally, NASA Goddard project scientists were appointed and approved by the Center Science Director based on their knowledge, experience, and other qualifications. However the process to obtain the necessary knowledge, skills and abilities was not documented or done in a systematic way. NASA Goddard's current Science Director, Nicholas White saw the need to create a pipeline for developing new projects scientists, and appointed a team to develop a process for training potential project scientists. The team members were Dr. Harley Thronson, Chair, Dr. Howard Kea, Mr. Mark Goldman, DACUM facilitator and the late Dr. Michael VanSteenberg. The DACUM process, an occupational analysis and evaluation system, was used to produce a picture of the project scientist's duties, tasks, knowledge, and skills. The output resulted in a 3-Day introductory course detailing all the required knowledge, skills and abilities a scientist must develop over time to be qualified for selections as a Project Scientist.

Kea, Howard↗

NASA NTRS2001

Lessons Learned from Real-Time, Event-Based Internet Science Communications

For the last several years the Science Directorate at Marshall Space Flight Center has carried out a diverse program of Internet-based science communication. The Directorate's Science Roundtable includes active researchers, NASA public relations, educators, and administrators. The Science@NASA award-winning family of Web sites features science, mathematics, and space news. The program includes extended stories about NASA science, a curriculum resource for teachers tied to national education standards, on-line activities for students, and webcasts of real-time events. The focus of sharing science activities in real-time has been to involve and excite students and the public about science. Events have involved meteor showers, solar eclipses, natural very low frequency radio emissions, and amateur balloon flights. In some cases, broadcasts accommodate active feedback and questions from Internet participants. Through these projects a pattern has emerged in the level of interest or popularity with the public. The pattern differentiates projects that include science from those that do not, All real-time, event-based Internet activities have captured public interest at a level not achieved through science stories or educator resource material exclusively. The worst event-based activity attracted more interest than the best written science story. One truly rewarding lesson learned through these projects is that the public recognizes the importance and excitement of being part of scientific discovery. Flying a camera to 100,000 feet altitude isn't as interesting to the public as searching for viable life-forms at these oxygen-poor altitudes. The details of these real-time, event-based projects and lessons learned will be discussed.

Phillips, T.↗

NASA NTRS2001

NASA/MSFC/NSSTC Science Communication Roundtable

For the last several years the Science Directorate at Marshall Space Flight Center has carried out a diverse program of Internet-based science communication. The Directorate's Science Roundtable includes active researchers, NASA public relations, educators, and administrators. The Science@NASA award-winning family of Web sites features science, mathematics, and space news. The program includes extended stories about NASA science, a curriculum resource for teachers tied to national education standards, on-line activities for students, and webcasts of real-time events. Science stories cover a variety of space-related subjects and are expressed in simple terms everyone can understand. The sites address such questions as: what is space weather, what's in the heart of a hurricane, can humans live on Mars, and what is it like to live aboard the International Space Station? Along with a new look, the new format now offers articles organized by subject matter, such as astronomy, living in space, earth science or biology. The focus of sharing real-time science related events has been to involve and excite students and the public about science. Events have involved meteor showers, solar eclipses, natural very low frequency radio emissions, and amateur balloon flights. In some cases broadcasts accommodate active feedback and questions from Internet participants. Information will be provided about each member of the Science@NASA web sites.

Adams, Mitzi L.↗

NASA NTRS2007

Radiometric Calibration of the AWiFS Using Vicarious Calibration Techniques

A radiometric calibration assessment of the AWiFS (Advanced Wide Field Sensor) on the Indian Remote Sensing Resourcesat-1 satellite was performed by the NASA Applied Research & Technology Project Office (formerly the Applied Sciences Directorate) at the John C. Stennis Space Center. A reflectance-based vicarious calibration approach, requiring ground-based measurements coincident with satellite acquisitions and radiative transfer calculations, was used to estimate at-sensor radiance. The AWiFS is a 4-band, multispectral, moderate-resolution (60 m) imaging sensor that operates in the visible through short-wave infrared spectrum and is currently being considered as a Landsat-like alternative. Several study sites near the Stennis Space Center that attempted to span the dynamic range of the sensor were employed. Satellite at-sensor radiance values were compared to those estimated to determine the sensor's radiometric accuracy. The results of this evaluation provide the user community with an independent assessment of the radiometric accuracy of AWiFS image products, which are commercially available through GeoEye. These results are an extension of an independent assessment made by the University of Arizona Remote Sensing Group, the South Dakota State University Satellite Calibration Group & Image Processing Lab, and the NASA Applied Sciences Directorate at the John C. Stennis Space Center the previous year.

Pagnutti, Mary↗

NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency s increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HHPD functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗

NASA NTRS2012

NASA Human Health and Performance Strategy

In May 2007, what was then the Space Life Sciences Directorate, issued the 2007 Space Life Sciences Strategy for Human Space Exploration. In January 2012, leadership and key directorate personnel were once again brought together to assess the current and expected future environment against its 2007 Strategy and the Agency and Johnson Space Center goals and strategies. The result was a refined vision and mission, and revised goals, objectives, and strategies. One of the first changes implemented was to rename the directorate from Space Life Sciences to Human Health and Performance to better reflect our vision and mission. The most significant change in the directorate from 2007 to the present is the integration of the Human Research Program and Crew Health and Safety activities. Subsequently, the Human Health and Performance Directorate underwent a reorganization to achieve enhanced integration of research and development with operations to better support human spaceflight and International Space Station utilization. These changes also enable a more effective and efficient approach to human system risk mitigation. Since 2007, we have also made significant advances in external collaboration and implementation of new business models within the directorate and the Agency, and through two newly established virtual centers, the NASA Human Health and Performance Center and the Center of Excellence for Collaborative Innovation. Our 2012 Strategy builds upon these successes to address the Agency's increased emphasis on societal relevance and being a leader in research and development and innovative business and communications practices. The 2012 Human Health and Performance Vision is to lead the world in human health and performance innovations for life in space and on Earth. Our mission is to enable optimization of human health and performance throughout all phases of spaceflight. All HH&P functions are ultimately aimed at achieving this mission. Our activities enable mission success, optimizing human health and productivity in space before, during, and after the actual spaceflight experience of our crews, and include support for ground-‐ based functions. Many of our spaceflight innovations also provide solutions for terrestrial challenges, thereby enhancing life on Earth. Our strategic goals are aimed at leading human exploration and ISS utilization, leading human health and performance internationally, excelling in management and advancement of innovations in health and human system integration, and expanding relevance to life on Earth and creating enduring support and enthusiasm for space exploration.

Davis, Jeffrey R.↗

NASA NTRS1990

JESNET Expert Assistant

The Johnson Space Center Engineering and Science Network (JESNET) supports the JSC Engineering and Space and Life Sciences Directorates by providing a network of interconnected ETHERNETS with a wide diversity of processing and routing nodes throughout the Johnson Space Center and off-site contractor locations. The JESNET provides the primary method of communication between the various computers that support the Directorates. Lockheed Engineering and Sciences Co. (LESC) is tasked with the operation and maintenance of certain primary portions of this network. Since maintenance of this network depends on the timely identification and subsequent repair of problems on the network, the decision was made to develop a JESNET Expert Assistant (JEA) to assist LESC personnel in the operation and maintenance of the JESNET. The JEA is being implemented in CLIPS, DEC Graphical Kernal System (GKS(TM)) and C on a DEC MicroVAX(TM) with VMS(TM).

Hansen, Roger F.↗

NASA NTRS2019

Progress in Manufacturing & Characterizing Domestic Lyocell PICA (PICA-D) and Comparison to Heritage PICA

NASA ARC (Ames Research Center) is working with SMD-PSD (NASA Science Mission Directorate- Planetary Science Directorate) to address PICA ( Phenolic Impregnated Carbon Ablator) rayon sustainability concerns. In FY16/17, Lyocell Based PICA (PICA-D (Domestic)) was manufactured and limited testing performed showing it to be a good candidate as a potential replacement for heritage rayon. Establishing PICA-D as a "drop in replacement" will allow missions to depend on and design missions with PICA without any risk typical of a replacement. Establishing the extended capability of PICA-D will allow Sample Return Missions with higher entry speed that were not considered before.

Lyocell↗