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Satellite Power System (SPS)

Potential organizational options for a solar power satellite system (SPS) were investigated. Selection and evaluation criteria were determined to include timeliness, reliability, and adequacy to contribute meaningfully to the U.S. supply; political feasibility (both national and international); and cost effectiveness (including environmental and other external costs). Based on these criteria, four organizational alternatives appeared to offer reasonable promise as potential options for SPS. A large number of key issues emerged as being factors which would influence the final selection process. Among these issues were a variety having to do with international law, international institutions, environmental controls, economics, operational flexibility, congressional policies, commercial-vs-governmental ownership, national dedication, and national and operational stategic issues.

Edler, H. G.↗

NASA Earth Systems Digital Twins (ESDT)

"Similarly to artificial intelligence, which is now revolutionizing many aspects of our daily lives, Earth system digital twin technologies have the potential to revolutionize the way Earth Science research will be conducted in the future, and how results and knowledge from this research will provide information to support decision making and yield impactful societal benefits. An Earth System Digital Twin or ESDT is a dynamic and interactive information system that first provides a digital replica of the past and current states of the Earth or Earth system as accurately and timely as possible; second, allows for computing forecasts of future states under nominal assumptions and based on the current replica; and third, offers the capability to investigate many hypothetical scenarios under varying impact assumptions. In other words, an ESDT provides the integrated What-Now, What-Next, and What-If pictures of the Earth or Earth system, by continuously ingesting newly observed data and by leveraging multiple interconnected models, machine learning as well advanced computing and visualization capabilities. Digital twins have been developed in engineering since 2002, but the interest in digital twins for the Earth domain is more recent and stems from the convergence of several developments: - The huge amount of diverse data that has now been collected continuously for more than 50 years, and that is becoming more and more difficult to access, understand, and utilize. - At the same time, because of climate change and its impacts the information produced by all of this data is becoming of interest to many new non-traditional users for analyzing and predicting various phenomena. - Because of advances in computational and visualization capabilities and the parallel unprecedented development of machine learning (ML), extracting relevant information from these large amounts of data and running complex models faster has become possible. As a result, it is becoming necessary and possible to build intuitive and interactive frameworks that will enable users with various skill levels and/or organizational hierarchy levels to easily access large amounts of targeted information along with the relevant tools and models (Earth system and human activity models), to support them in analyzing and visualizing this information, to help them understand interactions among models, to visualize the potential outcomes of various impacts, and to support decision or policy making. The full power of digital twins is that, through an integrated representation and standardized tools and software technologies, the same digital replica can address the needs of multiple users at various resolutions (spatial and temporal) and for various applications (science, economic, policy, etc.) – “from farmer to scientist”. With all these interests at stake, the challenges of building optimal digital twins are many and complex. The first challenge is to determine if a Digital Twin should be global or local, and multi-domain or thematic. For example, some domains such as Climate or Weather will require a global Digital Twin or Digital Twin capabilities while science areas such as Biodiversity might be more local. We can also envision that multiple thematic ESDTs, e.g., Air Quality, Wildfires, Hydrology could be federated or provide input to other ESDTs, either on a regional level or to a more global ESDT. Overall, we can imagine a future “web” of Digital Twins co-existing in a hierarchy or in a network, and capable of being connected or federated depending on the needs. This last point brings up the very important challenge of interoperability, including standards and protocols that will need to be built into these systems from the beginning. Each individual digital twin would have full flexibility in internal construction but would need standards-based interfaces (input and output) or hooks to make it compatible with others. Another challenge when building digital twins will be to decide how to organize each digital replica. Based on the applications targeted by the DT under implementation, various amounts and types of raw data, Analysis Ready Data (ARD) and information will need to be incorporated. Depending on the required latencies and needs of the users, various solutions can be considered, including Data Cubes, Data Lakes, pointers, or computing information on demand. We envision that each ESDT will choose a solution adapted to its specific objectives. Another important challenge is the type(s) of visualization that will be used, as well as the level of interactivity and refresh rate that will be required. Again, this will depend on the objectives of the ESDT, but also on the various users’ needs. In most cases, several types of visualizations and human interfaces will need to be offered depending on the projected users of that system. In parallel to the challenges highlighted above, there are also many tools and technologies that will need to be developed or improved for all types of digital twins. Among those are improved machine learning technologies, for example providing explainability, but also ML techniques for causality and providing a better integration of physics models. Additionally, reliable uncertainty quantification methods will be needed for all ESDT components, from validating data fusion and assimilation to assessing the accuracy of ML models and weighing the values of decisions supported by those systems. This presentation introduces the ESDT concept, presents several ESDT use cases, and a proposed ESDT architecture framework, as well as various technologies being developed by the Advanced Information Systems Technology (AIST) Program."

Earth Science Remote Sensing; Information Systems↗

A Systems Approach to Lower Cost Missions: Following the Rideshare Paradigm

Small-satellite rideshare capabilities and opportunities for low-cost access to space have been evolving over the past 10 years. Small space launch vehicle technology is rapidly being developed and demonstrated, including the Minotaur series and the Space X Falcon, among others, along with the lower cost launch facilities at Alaska's Kodiak Launch Complex, NASA's Wallops Flight Facility, and the Reagan Test Site in the Pacific. Demonstrated capabilities for the launch of multiple payloads have increased (and continue to increase) significantly. This will allow more efficient and cost-effective use of the various launch opportunities, including utilizing the excess capacity of the emerging Evolved Expendable Launch Vehicle (EELV)-based missions. The definition of standardized interfaces and processes, along with various user guides and payload implementation plans, has been developed and continues to be refined. Top-level agency policies for the support of low-cost access to space for small experimental payloads, such as the DoD policy structure on auxiliary payloads, have been defined and provide the basis for the continued refinement and implementation of these evolving technologies. Most importantly, the coordination and cooperative interfaces between the various stakeholders continues to evolve. The degree of this coordination and technical interchange is demonstrated by the wide stakeholder participation at the recent 2008 Small Payload Rideshare Workshop, held at NASA's Wallops Flight Facility. This annual workshop has been the major platform for coordination and technical interchange within the rideshare community and with the various sponsoring agencies. These developments have provided the foundation for a robust low-cost small payload rideshare capability. However, the continued evolution, sustainment, and utilization of these capabilities will require continued stakeholder recognition, support, and nourishing. Ongoing, coordinated effort, partnering, and support between stakeholders is essential to acquire the improved organizational processes and efficiencies required to meet the needs of the growing small payload community for low-cost access to space. Further, a mix of capabilities developed within the space community for Operationally Responsive Space, an international committee investigating space systems cross-compatibility, and an industry-based organization seeking small satellite "standardization" all work toward a new paradigm: sharing or leveraging resources amongst multiple users. The challenge: where are those users, and what is the best way to leverage them? What is leveraged-mass, power, cost-sharing? And how does one sort through these options? What policies may prevent the use of some options? Who are the "other users" that might share or leverage capabilities? This paper presents a systematic look at both the users and the launch options, and suggests a way forward.

access to space↗

Advance Distribution Management System (ADMS)

This presentation explores the transition from traditional distribution management systems to Advanced Distribution Management Systems (ADMS) as a foundation for smart grid development. It highlights the key benefits of ADMS, including enhanced reliability, improved operational efficiency, and increased situational awareness. The presentation also addresses common implementation challenges such as system integration, data management, and organizational readiness. It concludes with a forward-looking perspective on the evolving role of ADMS and essential takeaways for utilities and stakeholders.

24 POWER TRANSMISSION AND DISTRIBUTION↗

Visualizing Organizational Influence on Energy Infrastructure

Energy Infrastructure components depend on an evolving, interdependent business ecosystem exposed to long-term, legal, adversarial tactics. An INL-Naval Postgraduate School partnership was designed to support INL Lab Directed Research and Development, NPS graduate research projects, and joint publications. The Technology, Organization, and Person of interest Graph Extraction, Analysis, and Reporting (TOP GEAR) enumerates networks of organizations and people that own, operate, and maintain regional infrastructure assets. TOP GEAR allows analysts to model current and future state what-if scenarios that include technological and policy mitigations.

29 - ENERGY PLANNING, POLICY AND ECONOMY↗

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 22: Establishing a research agenda for Scientific and Technical Information (STI): Focus on the user

The goal is the creation of a generally accepted, systematically developed and implemented, but user focused, research agenda for the Advisory Group for Aerospace Research and Development (AGARD) and the Technical Information Panel (TIP) member countries. Information use seldom exists as an isolated incident. Information use usually takes place within organizational and interpersonal contexts. Therefore, it should not be studied in isolation, but rather in an holistic environment. Once implemented, this research agenda could be completed within 3 to 5 years. The results would be generalizable to AGARD member nations, would form the basis for the development of theory based practice, and would form a significant body of knowledge that can be used by AGARD information professionals for policy, practice, product, and systems development.

Pinelli, Thomas E.↗

A Geodetic and Positioning Thematic Layer - Identifying tools to connect the GGRF and IGIF

Effective and sustainable modernization of a nation’s geodetic framework relies on the ability of the relevant organizations and other stakeholders to communicate, integrate, and align both their strategic objectives and operational planning with the United Nations Committee of Experts on Global Geospatial Information Management (UN GGIM) Sub-Committee on Geodesy’s (SCoG) roadmap for a Global Geodetic Reference Frame (GGRF) for Sustainable Development. In addition, to implement geodetic modernization initiatives through multiple government agencies, a holistic country action plan (CAP) for geospatial information management must incorporate pertinent geodetic outcomes and outputs. Presently, the CAP framework and principles used by nations is the UN GGIM Integrated Geospatial Information Framework (IGIF). From engagement with geospatial and survey communities across emerging nations in the Asia Pacific region, it is evident more assistance and coordination is necessary to articulate, integrate and connect geodetic organizational strategies with the requirements of the GGRF roadmap; the strategic pathways of the IGIF; and resourcing for a meaningful and relevant multi-faceted CAP. One of the supporting mechanisms for such planning or preparation, which representatives of the International Federation of Surveyors (FIG) Asia Pacific Capacity Development Network (AP CDN) and the UN SCoG Education, Training and Capacity Building (ETCB) working group are considering, is a policy framework and guide for a “Geodetic and Positioning Thematic Layer” (GPTL). Essentially, this “thematic layer”, in terms of the GGRF and IGIF, aims to provide a comprehensive understanding of, and a toolbox for, the “why, what, how, and who” of geodesy and positioning. This discussion paper will provide background and insights for a GPTL dedicated to recognizing, and aligning the geodetic capacity development needs with broader geospatial information management issues and applications. The paper will also outline a rigorous, participatory, and inclusive consultation process for the design and development of a thematic layer. Furthermore, as the intention of the authors is to prepare a forthcoming “white paper” that will concisely describe the issues of a GPTL and initiatives for an appropriate guide and/or policy framework, this paper will seek feedback on: the potential scientific, social, environmental and political benefits of modernizing geodetic infrastructure and systems; the challenges associated with the GGRF roadmap; leveraging the geodesy-relevant elements of each IGIF strategic pathway; the importance of collaborative efforts; and the capacity development needs and resources in relation to governance, technology and people.

SARIB, Rob↗

Sharing knowledge with the public during a crisis: NASA's public portal

This case study looks at integrating the web governance policies and procedures, migration to a single content management solution, and integrating best-of-breed technology with high-impact, interactive components. In particular, this case study is interesting in the dynamic scalability of this application to meet the needs of an organization on the front lines during a crisis.

organizational learning↗

Fostering Nuclear Security Culture through Effective Leadership: An Operational Perspective

Security culture plays a critical role in determining the effectiveness of an organization's security performance, making its significance impossible to overemphasize. It encompasses the collective values, shared perceptions, and habitual actions embraced by all individuals within a nuclear organization—from leadership to frontline staff. When the entire workforce recognizes the reality of potential threats, accepts that security is a shared duty, and integrates security-minded behavior into everyday routines, it fosters an environment where strong security practices are the norm. In such a setting, everyone can take pride and feel reassured in being part of an organization where a strong security culture is deeply embedded. Security culture is based on the broader concept of organizational culture. All organizations—whether families, social clubs, religious institutions, businesses, non-governmental organizations, or governments—possess an underlying culture shaped by core values and beliefs. These values and beliefs influence attitudes and drive behavior throughout the organization. While multiple factors contribute to the development of a strong security culture, leadership plays a particularly pivotal role. In organizations where security culture is well-established, leaders go beyond rhetoric; they demonstrate a genuine commitment to security through their actions. They implement policies and procedures that actively engage all employees, foster open dialogue around security concerns, and encourage teamwork in resolving issues. Furthermore, they reward proactive behavior and ensure that corrective actions are taken promptly. Regular assessments of the organization's security culture allow such leaders to gauge its effectiveness and take strategic steps to strengthen it when necessary. This paper leverages practical, real-world experience to guide leadership and senior management within nuclear organizations through the foundational steps of cultivating a robust, organization-wide culture of nuclear security. It emphasizes the critical importance of early leadership engagement in shaping this culture and outlines a comprehensive approach that includes strategic, tactical, and operational measures. Additionally, it explores methods for fostering a unified vision across all levels of the organization to ensure alignment, commitment, and continuous improvement in nuclear security practices.

Zineddin, Dr. Z. [ORNL] (ORCID:0009000848740725)↗

The Civil Aviation Sector in Lebanon: Institutional Reforms - Part 1

Civil aviation is one of the key contributors to a successful economic system. This has been recognized within Lebanon, which is undertaking developing a new civil aviation strategy encompassing a program of organizational reform, coordinated internationally, to meet the challenges of the new century. Such strategy is vital, as it will provide a coherent vision for the sector, compliment the extensive investments deployed by Lebanon in its aviation infrastructure, and guide future planning and investments. The proposed Civil Aviation Strategy for Lebanon has two major components: (1) institutional reform aiming at creating effective overall legal and regulatory frameworks in-line with current international best practice; and (2) implementation of liberalization measures and open skies policy. This paper aims to: (1) present Lebanon's current institutional arrangements; (2) review the institutional arrangements in key select countries (in order to define current trends in best institutional practice); (3) discuss the proposed institutional reform (which are at the basis of Lebanon's Draft Civil Aviation Reform Law) while showing that they conform with the identified best institutional trends; and (4) outline an implementation plan. The Draft Law has been approved by the Council of Ministers and now awaits Parliamentary endorsement.

Baaj, M. Hadi↗

Virtualized Multi-Mission Operations Center (vMMOC) and its Cloud Services

His presentation will cover, the current and future, technical and organizational opportunities and challenges with virtualizing a multi-mission operations center. The full deployment of Goddard Space Flight Centers (GSFC) Virtualized Multi-Mission Operations Center (vMMOC) is nearly complete. The Space Science Mission Operations (SSMO) organizations spacecraft ACE, Fermi, LRO, MMS(4), OSIRIS-REx, SDO, SOHO, Swift, and Wind are in the process of being fully migrated to the vMMOC. The benefits of the vMMOC will be the normalization and the standardization of IT services, mission operations, maintenance, and development as well as ancillary services and policies such as collaboration tools, change management systems, and IT Security. The vMMOC will also provide operational efficiencies regarding hardware, IT domain expertise, training, maintenance and support.The presentation will also cover SSMO's secure Situational Awareness Dashboard in an integrated, fleet centric, cloud based web services fashion. Additionally the SSMO Telemetry as a Service (TaaS) will be covered, which allows authorized users and processes to access telemetry for the entire SSMO fleet, and for the entirety of each spacecrafts history. Both services leverage cloud services in a secure FISMA High and FedRamp environment, and also leverage distributed object stores in order to house and provide the telemetry. The services are also in the process of leveraging the cloud computing services elasticity and horizontal scalability. In the design phase is the Navigation as a Service (NaaS) which will provide a standardized, efficient, and normalized service for the fleet's space flight dynamics operations. Additional future services that may be considered are Ground Segment as a Service (GSaaS), Telemetry and Command as a Service (TCaaS), Flight Software Simulation as a Service, etc.

Ido, Haisam Kassim↗

NASA Accountability Report

NASA is piloting fiscal year (FY) 1997 Accountability Reports, which streamline and upgrade reporting to Congress and the public. The document presents statements by the NASA administrator, and the Chief Financial Officer, followed by an overview of NASA's organizational structure and the planning and budgeting process. The performance of NASA in four strategic enterprises is reviewed: (1) Space Science, (2) Mission to Planet Earth, (3) Human Exploration and Development of Space, and (4) Aeronautics and Space Transportation Technology. Those areas which support the strategic enterprises are also reviewed in a section called Crosscutting Processes. For each of the four enterprises, there is discussion about the long term goals, the short term objectives and the accomplishments during FY 1997. The Crosscutting Processes section reviews issues and accomplishments relating to human resources, procurement, information technology, physical resources, financial management, small and disadvantaged businesses, and policy and plans. Following the discussion about the individual areas is Management's Discussion and Analysis, about NASA's financial statements. This is followed by a report by an independent commercial auditor and the financial statements.

Source record↗

Space Cooling: Recovery, Reuse, Recycling and Supply Chain Impacts

The global cooling sector has undergone tremendous growth in recent years, and cooling demand is projected to double or triple by 2050. Surging air conditioning demand will continue to be driven by increased populations, incomes and occurrences of extreme heat and humidity events. Cooling equipment growth has important pollution and material implications as they are made up of critical metals and precious raw materials - including ferrous metals, copper, aluminum and printed circuit boards composed of copper, silver, gold and palladium - that generate significant electronic waste at end-of-life. Air conditioning equipment also contains fluorinated gas (F-gas) refrigerants, which are potent gases that are thousands of times more heat-trapping than carbon dioxide (CO2). While recovery, reuse, and recycling strategies have been assessed for cold chain and refrigeration, there is currently limited analysis on how these strategies could be adopted for the global space cooling industry and potential supply chain implications. This paper aims to address this research gap by qualitatively evaluating product and material recovery, reuse and recycling frameworks from both demand and supply-side perspectives and with the support of cooling-specific case studies. It also focuses on quantitatively assessing potential energy, emissions and resource benefits of such strategies for space cooling equipment. This paper first analyzes how existing recovery, reuse and recycling frameworks can be applied to space cooling, with emphasis on the demand-side enablers (e.g., innovative business models, supporting policies and regulations) and changes in supply-side production network throughout the supply chain (e.g., design, production and distribution, end-of-life recovery) needed to overcome existing barriers. It will present case studies of innovative business models for space cooling technologies, including reuse and recycling, and how effective refrigerant reclamation and recovery programs have been operationalized. Lastly, the paper will highlight global modeling results of energy, emissions and material recovery from scenario analysis of selected strategies for air conditioners. The findings of this paper are intended to inform the development of product and material recovery, reuse and recycling strategies for a rapidly growing stock of space conditioning equipment by addressing existing organizational, economic and regulatory barriers and potential supply-chain bottlenecks.

Khanna, Nina↗

NASA Risk Management Handbook: Version 2.0, Part 1

The purpose of this handbook is to provide an in-depth reference for the practice of risk management in NASA, updating the guidance offered in its original version, NASA/SP-2011-3422 (November 2011), and closely aligning the updated guidance with the current NASA Procedural Requirements for Agency Risk Management, NPR 8000.4, and the parent NASA Policy Directive for NASA Governance and Strategic Management, NPD 1000.0. NPD 1000.0 introduces with emphasis the concept of “Risk Leadership,” making it a fundamental tenet and pillar of the risk management culture that it advocates for the Agency. NPR 8000.4 applies this concept and establishes Risk Management (RM) requirements for the Agency as an integrated enterprise, as well as the RM requirements for portfolio elements within the enterprise. Such elements include the various programs and projects that contribute to the Agency’s objectives and the various institutional activities carried out by entities that contribute to mission support. The present version of the handbook also emphasizes the integration of risk management processes across activity and project life cycles and their coordination and interaction with day-to-day programmatic and organizational functions. Areas of application of risk assessment and management that were not covered with specific guidance in the preceding version are addressed in this version with in-depth examples. The handbook is structured into two parts, whose chapters are in turn organized in a sequential order intended to facilitate a gradual and progressive introduction of the reader to risk management principles and practices. Part 1 of the handbook is dedicated to the introduction of the basic foundations of the NASA integrated risk management framework, the related fundamental risk concepts, the description of the risk management and decision processes that are to be implemented within the framework, the discussion of the risk assessment techniques that should be utilized in support of such processes, and the management and organizational interactions and interfaces that should be enabled to implement an effective integration of risk management activities within the Agency. Part 2 provides self-contained, end-to-end examples of application of the processes and techniques introduced in Part 1, in the context of both programmatic (i.e., project and/or mission related) and institutional activities.

Uncertainty↗

NASA Risk Management Handbook: Version 2.0, Part 2

The purpose of this handbook is to provide an in-depth reference for the practice of risk management in NASA, updating the guidance offered in its original version, NASA/SP-2011-3422 (November 2011), and closely aligning the updated guidance with the current NASA Procedural Requirements for Agency Risk Management, NPR 8000.4, and the parent NASA Policy Directive for NASA Governance and Strategic Management, NPD 1000.0 (January 2020). NPD 1000.0 introduces with emphasis the concept of “Risk Leadership,” making it a fundamental tenet and pillar of the risk management culture that it advocates for the Agency. NPR 8000.4 applies this concept and establishes Risk Management (RM) requirements for the Agency as an integrated enterprise, as well as the RM requirements for portfolio elements within the enterprise. Such elements include the various programs and projects that contribute to the Agency’s objectives and the various institutional activities carried out by entities that contribute to mission support. The present version of the handbook also emphasizes the integration of risk management processes across activity and project life cycles and their coordination and interaction with day-to-day programmatic and organizational functions. Areas of application of risk assessment and management that were not covered with specific guidance in the preceding version are addressed in this version with in-depth examples. The handbook is structured into two parts, whose chapters are in turn organized in a sequential order intended to facilitate a gradual and progressive introduction of the reader to risk management principles and practices. Part 1 of the handbook is dedicated to the introduction of the basic foundations of the NASA integrated risk management framework, the related fundamental risk concepts, the description of the risk management and decision processes that are to be implemented within the framework, the discussion of the risk assessment techniques that should be utilized in support of such processes, and the management and organizational interactions and interfaces that should be enabled to implement an effective integration of risk management activities within the Agency. Part 2 provides self-contained, end-to-end examples of application of the processes and techniques introduced in Part 1, in the context of both programmatic (i.e., project and/or mission related) and institutional activities.

Risk Leadership↗

Center of Excellence for Operational Technology

The Center of Excellence for Operational Technology Traditional Presentation Abstract 2025 National Laboratories Information Technology Summit | Denver, CO Traditional Presentation Session Managing cybersecurity risk in Operational Technology (OT) presents a significant challenge across the Department, and critically, at many of the national laboratories. This includes IT-OT convergence, aging OT systems, cost of updating OT systems, and increased Advanced Persistent Threat efforts against OT including the 16 critical infrastructure sectors as listed in Presidential Policy Directive 21. DoE’s Office of Science and NNSA’s Office of the Chief Information Officer are taking the lead in addressing this challenge to include critical systems, by establishing the Center of Excellence (CoE) for Operational Technology. Championed by NNSA Deputy Chief Information Officer Steven McAndrews and the Office of Science Chief Information Officer Shila Cooch, the CoE for OT was chartered in February 2025 to address the challenges of OT cybersecurity and compliance. The CoE for OT will create partnerships and leverage expertise from across the NNSA National Security Enterprise and DOE Labs, Plants and Sites. The CoE will also collaborate with colleagues in other government agencies, industry partners and academia. The CoE for OT discussion at the National Laboratories Information Technology Summit ’25 will include the genesis of the CoE, stated goals, organizational structure, and the effort to attract OT subject matter experts to join the CoE effort to share knowledge and expertise. The discussion will include opportunities to get involved and contribute to this important effort. This session will be led by CoE for OT Co-Chairs Matt Kwiatkowski, Fermi National Laboratory Chief Information Security Officer, and Steven Weldon, Savannah River National Laboratory Cyber Program Director at the Georgia Cyber Center. The session will be of particular interest to CIOs, CTOs, CISOs, as well as IT and OT practitioners.

Kwiatkowski, Matt [Fermilab]↗

Information and Best Practices Related to NASA Nuclear Flight Safety for Space Flights Involving Space Nuclear Systems

The purpose of this handbook is to facilitate a repeatable and robust process that promotes clear and effective interfaces between activities and stakeholders focused on meeting nuclear flight safety requirements for missions utilizing space nuclear systems (SNS), within the context of NASA’s broader nuclear-related activities and interfaces. NPR 8715.26, Nuclear Flight Safety, requires that the NASA project manager “incorporate nuclear flight safety considerations starting with program or project formulation through the point at which the SNS or other radioactive material no longer has the potential to affect Earth’s biosphere.” NASA’s use of SNS inherently involves partnering with other stakeholders to conduct a range of related activities that interface with nuclear flight safety. From a categorical perspective these include: (i) meeting the authorities and licensing requirements for possession and use of nuclear material, as governed by other Federal authorities; (ii) conducting National Environmental Policy Act (NEPA) activities for nuclear-enabled missions; (iii) meeting Federal nuclear launch authorization requirements; (iv) conducting radiological contingency planning activities, including those associated with international commitments; (v) performing risk communication and public outreach activities; and (vi) ensuring decommissioning and disposal strategies reflect National policies and interests. It is the intent of this handbook to promote an effective interface between nuclear flight safety and these interrelated categorical activities. In addition to activities undertaken with partnering agencies, there are individual nuclear-related activities and programs that have a nexus to nuclear flight safety, and these include: (i) applicable NASA Standing Review Boards; (ii) the US Department of Energy nuclear safety activities conducted in partnership with NASA under Memoranda of Understanding; (iii) the Department of Defense’s Range Safety activities; (iv) NASA’s general involvement in interagency and international dialogues regarding nuclear safety; (v) the NASA-administered Interagency Nuclear Safety Review Board; (vi) NASA’s program and project governance activities and nuclear-specific Technical Discipline Team activities under the Office of the Chief Engineer; and others. It is the intent of this handbook to promote effective leveraging of these additional interrelated organizational activities, as appropriate.

Donald Helton↗

Integrated Technology Plan for the Civil Space Program, 1991

The purpose of the Integrated Technology Plan (ITP) is to serve as a strategic plan for the OAST space research and technology (R&T) program, and as a strategic planning framework for other NASA and national participants in advocating and conducting technology developments that support future U.S. civil space missions. The ITP begins with a discussion of the national policy and NASA organization which establishes the overall framework for civil space R&T planning. The second chapter provides a top-level review of the potential users of civil space R&T, their strategic mission plans, and the technologies they have identified as needed to achieve those plans. The overall methodology used to develop a civil space technology strategy is discussed. The technical details of the 1991 strategic plan are described, ending with a review of civil space R&T priorities. The fourth chapter describes how the strategic plan is annually translated into the OAST Space R&T Program, with a summary of the fiscal year 1992 program. The ITP concludes with a discussion of requirements for technology development coordination and strategies for facilitating the transfer of civil space technology to the private sector. Several appendices also are attached that provide further information regarding budget implications of the strategic plan, organizational roles, and other topics.

Source record↗