SEARCH · Engineering Papers

Results for “Workforce Development”

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.

SourceResearch connectionFrom yearThrough year

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 739 records · Page 41

All sources NASA NTRS DOE OSTI

NASA NTRS2016

Mechanical Prototyping and Manufacturing Internship

The internship was located at the Johnson Space Center (JSC) Innovation Design Center (IDC), which is a facility where the JSC workforce can meet and conduct hands-on innovative design, fabrication, evaluation, and testing of ideas and concepts relevant to NASA's mission. The tasks of the internship included mechanical prototyping design and manufacturing projects in service of research and development as well as assisting the users of the IDC in completing their manufacturing projects. The first project was to manufacture hatch mechanisms for a team in the Systems Engineering and Project Advancement Program (SETMAP) hexacopter competition. These mechanisms were intended to improve the performance of the servomotors and offer an access point that would also seal to prevent cross-contamination. I also assisted other teams as they were constructing and modifying their hexacopters. The success of this competition demonstrated a proof of concept for aerial reconnaissance and sample return to be potentially used in future NASA missions. I also worked with Dr. Kumar Krishen to prototype an improved thermos and a novel, portable solar array. Computer-aided design (CAD) software was used to model the parts for both of these projects. Then, 3D printing as well as conventional techniques were used to produce the parts. These prototypes were then subjected to trials to determine the success of the designs. The solar array is intended to work in a cluster that is easy to set up and take down and doesn't require powered servomechanisms. It could be used terrestrially in areas not serviced by power grids. Both projects improve planetary exploration capabilities to future astronauts. Other projects included manufacturing custom rail brackets for EG-2, assisting engineers working on underwater instrument and tool cases for the NEEMO project, and helping to create mock-up parts for Space Center Houston. The use of the IDC enabled efficient completion of these projects at significantly reduced cost. I acquired and improved manufacturing and prototyping skills during my tour including learning about a CAD (Computer-Aided Design) program called Creo (Creo Parametric; design software), gaining valuable conventional machining experience with lathes, CNC (Computer Numerical Control) milling machines and various other tools, and improving my engineering project communication and collaboration skills. The internship also allowed me to better understand operations at NASA. I plan to work in the aerospace industry or do academic research benefitting space science and exploration, and this internship experience will enable me to have insight into manufacturing processes for research and development.

Grenfell, Peter↗

NASA NTRS2021

NASA Strategy for Technology Development

The National Aeronautics and Space Administration (NASA) Office of the Chief Technologist (OCT) provides the strategy and leadership that integrates NASA’s technology development and open innovation activities to advance American aeronautic, science, and space exploration objectives. OCT performs an agency-level technology coordination role, coordinating with the NASA Mission Directorates, field centers, and other government agencies to align the agency’s technology investments to meet mission requirements while filling gaps, anticipating future needs, and minimizing duplication of effort. OCT provides the strategy and coordination that guide NASA's technology and innovation activities through Strategic Technology Integration, Digital Transformation, the Science and Technology Partnership Forum, and Innovation. The Strategic Technology Integration team informs policy, requirements, and strategy for NASA’s technology development activities in support of the Chief Technologist by coordinating with NASA mission directorates, other government agencies, and external organizations. As part of these efforts, OCT develops the NASA Technology Taxonomy and the NASA Strategic Space Technology Investment Plan. Digital Transformation will increasingly change the way NASA operates and will enable the agency’s missions to be completed more efficiently and effectively. It will allow current and future employees to use their talents in more innovative ways. The Science and Technology Partnership Forum is a strategic forum, with principal partners at the United States Space Force and the National Reconnaissance Office. It was established to identify synergistic efforts and technologies in order to leverage those synergies and influence portfolios across space agencies in areas deemed pervasive and ready for collaboration. NASA's Innovation efforts are designed to transform diverse ideas into value and are guided by a framework that is focused on the agency’s people, processes, partnerships and portfolio. The innovation framework is used to connect the workforce to tools, strategies and activities to increase the pace of innovation. OCT translates National space policies into NASA technology strategies and coordination across the agency and interagency communities to guide NASA's technology and innovation activities to achieve capabilities needed for future missions. This chapter provides insight into the value of analyzing future states to inform technology developments to plot the strategic direction of NASA’s space technology program.

Erica Rodgers↗

DOE OSTI2026

Critical Minerals Leadership Academy: Building a Cross-Disciplinary Workforce for the Evolving Critical Minerals Sector

This presentation was submitted to the Society for Mining, Metallurgy, and Exploration (SME) MineXchange annual conference in Salt Lake City, Utah. This abstract and subsequent presentation provide an overview of the Critical Minerals Leadership Academy (CMLA) that took place in Laramie, Wyoming in August of 2025. The presentation includes information regarding the development of the CMLA, a review of the event, and information regarding participants, their backgrounds and future intentions.

58 GEOSCIENCES↗

NASA NTRS2024

A Collaborative Vision for Deep Space Human Exploration

Artemis will be the first cooperative campaign among nations for crewed planetary exploration. This paradigm shift reflects a collaborative vision for deep space human exploration that embraces the concept that, “If you want to go fast, go alone; If you want to go far, go together.” This paper elaborates on the way the National Aeronautics and Space Administration(NASA)is striving to make its Moon to Mars effort a collaborative endeavor for long-term human exploration of deep space and for the international space community. The agency is making great strides in unifying its workforce, mission directorates, technical authorities, and centers behind shared goals and processes. Enhanced communication and a reinvigoration of systems engineering ideals have been a hallmark of that effort, guided by the Moon to Mars Architecture, which defines what NASA aims to accomplish and how it will execute those goals. This interdisciplinary approach ensures the Artemis campaign supports NASA’s engineering, science, and technology development goals. As of September 2024, over 43 nations have signed the Artemis Accords, which establish a common set of principles for peaceful cooperation in civil space exploration. Building off these efforts, NASA has been engaging in separate and distinct discussions about partner contributions to Artemis. International partnerships for the Artemis campaign include long-standing partners as well as agencies with which NASA has only more recently begun collaborating. The Gateway Program is an early example of both –benefitting from partnerships with Canada, Japan, and Europe forged though decades of cooperation on the International Space Station, as well as a new partnership with the United Arab Emirates. The agency’s Moon to Mars Objectives and Architecture unify the NASA workforce with common goals and shared systems-engineering processes. The architecture offers pathways for broader participation from industry, academia, and international partners. The agency evolves this collaborative approach through its annual Architecture Concept Review cycle, seeking input from the NASA workforce, and through workshops, from industry, academia, and the international space community to refine NASA’s roadmap for exploration. Exploring together, NASA and its partners are setting humanity on the path to long-term presence at the Moon and our eventual journey to Mars

Objective↗

DOE OSTI2016

2014 Zero Waste Strategic Plan Executive Summary.

Sandia National Laboratories/New Mexico is located in Albuquerque, New Mexico, primarily on Department of Energy (DOE) permitted land on approximately 2,800 acres of Kirtland Air Force Base. There are approximately 5.5 million square feet of buildings, with a workforce of approximately 9200 personnel. Sandia National Laboratories Materials Sustainability and Pollution Prevention (MSP2) program adopted in 2008 an internal team goal for New Mexico site operations for Zero Waste to Landfill by 2025. Sandia solicited a consultant to assist in the development of a Zero Waste Strategic Plan. The Zero Waste Consultant Team selected is a partnership of SBM Management Services and Gary Liss & Associates. The scope of this Plan is non-hazardous solid waste and covers the life cycle of material purchases to the use and final disposal of the items at the end of their life cycle.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2017

Zero Waste Strategic Plan for SNL

Sandia National Laboratories/New Mexico is located in Albuquerque, New Mexico, primarily on Department of Energy (DOE) permitted land on approximately 2,800 acres of Kirtland Air Force Base. There are approximately 5.5 million square feet of buildings, with a workforce of approximately 9200 personnel. Sandia National Laboratories Materials Sustainability and Pollution Prevention (MSP2) program adopted in 2008 an internal team goal for New Mexico site operations for Zero Waste to LandfilI by 2025. Sandia solicited a consultant to assist in the development of a Zero Waste Strategic Plan. The Zero Waste Consultant Team selected is a partnership of SBM Management Services and Gary Liss & Associates. The scope of this Plan is non-hazardous solid waste and covers the life cycle of material purchases to the use and final disposal of the items at the end of their life cycle.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2026

A Guide for Public Utility Commissions: Building Internal Technical Capacity and Recruiting Talent for Grid Resilience

This guide offers insight into how PUCs can strategically expand their technical workforce to meet evolving gird resilience demands. It outlines critical skill sets needed to support informed regulatory decision-making around resilience, such as modeling and weather forecasting, electric power systems analysis, and advanced data interpretation. In addition, it provides strategies for developing technical talent both internally and through additional recruitment efforts. Two appendices provide a list of grid resilience training resources and a compendium of sample job descriptions that reflect grid resilience technical expertise for PUC consideration.

24 POWER TRANSMISSION AND DISTRIBUTION↗

NASA NTRS2009

The Reconstruction and Failure Analysis of the Space Shuttle Columbia

Several days following the Columbia accident a team formed and began planning for the reconstruction of Columbia. A hangar at the Kennedy Space Center was selected for this effort due to it's size, available technical workforce and materials science laboratories and access to the vehicle ground processing infrastructure. The Reconstruction team established processes for receiving, handling, decontamination, tracking, identifying, cleaning and assessment of the debris. Initially, a 2-dimensional reconstruction of the Orbiter outer mold line was developed. As the investigation progressed fixtures which allowed a 3-dimensional reconstruction of the forward portions of the left wing's leading edge was developed. To support the reconstructions and forensic analyses a Materials and Processes (M&P) 'team was formed. This M&P team established processes for recording factual observations, debris cleaning, and engineering analysis. Fracture surfaces and thermal effects of selected airframe debris were assessed, and process flows for both nondestructive and destructive sampling and evaluation of debris were developed. The Team also assessed left hand airframe components that were believed to be associated with a structural breach of Columbia. A major portion of this analysis was evaluation of metallic deposits were prevalent on left wing leading edge components. Extensive evaluation of the visual, metallurgical and chemical nature of the deposits provided conclusions that were consistent with the visual assessments and interpretations of the NASA lead teams and the findings of the Columbia Accident Investigation Board. Analytical data collected by the M&P Team showed that a significant thermal event occurred at the left wing leading edge in the proximity of LH RCC Panels 8-9, and a correlation was formed between the deposits and overheating in these areas to the wing leading edge components. The analysis of deposits also showed exposure to temperatures in excess of 1649 C (3200 F), which would severely degrade support structure, tiles, and RCC panel materials. The integrated failure analysis of wing leading edge debris and deposits strongly supported the hypothesis that a breach occurred at LH RCC Panel 8.

Russell, Richard↗

DOE OSTI2020

Accomplishments and Mid-Year Performance Report: Wind Energy Program Fiscal Year 2020

Through transformative science and innovation, the U.S. Department of Energy's (DOE's) National Wind Technology Center (NWTC) at the National Renewable Energy Laboratory's (NREL's) Flatirons Campus helps lead the way to a sustainable energy future that powers America with significant levels of reliable, low-cost, and accessible wind energy. Since 1976, NREL has provided an ideal environment for the research and development (R&D) of advanced energy technologies through: Wind energy resource assessments, World-class research facilities, High-performance computing and modeling, Data and technology analysis, Manufacturing breakthroughs, Environmental analysis and wildlife conservation efforts, Education and training programs for a future workforce. These activities enable the innovations needed to advance U.S. wind systems, address market and deployment barriers, and drive down the cost of wind energy with more efficient, more reliable, and more predictable wind energy systems. This report provides an overview of the achievements NREL delivered on behalf of DOE's Wind Energy Technologies Office (WETO) and other partners during the first and second quarters of Fiscal Year (FY) 2020.

49 EE - Wind and Water Power Program - Wind (EE-4W↗

DOE OSTI2022

Mining G.O.L.D. (Geothermal Opportunities Leveraged Through Data): Exploring Synergies Between the Geothermal and Mining Industries

This report analyzes potential collaborations between the geothermal and locatable mineral industries (focused on the portion of the Basin and Range Province within Nevada, United States of America). The objectives of this study included analyzing: 1. The type and quality of data collected by the locatable mineral industry to determine feasibility for geothermal resource exploration; 2. The regulatory pathways and potential barriers that could prevent development of geothermal resources discovered via a mining claim (and vice versa) in the United States; 3. The historical development of geothermal resources discovered via mineral exploration data in the United States and illustrations of co-located mining and geothermal power projects; 4. The value propositions for both the locatable mineral and the geothermal industries to collaborate. This article concludes that many of the data collected by the mining industry as part of locatable mineral exploration (e.g., copper, gold, lithium) would also be useful for identifying and developing previously unknown geothermal resources (and in some notable cases, already have led to geothermal resource development). In addition, for minimal costs, the mining industry could catalogue these data and potentially monetize the data itself or use the data in the future to develop a geothermal project. Leveraging these locatable mineral data to develop geothermal resources and/or co-located minerals and geothermal resources would represent significant cost savings when compared to developing geothermal resources under a business-as-usual scenario as well as compared to current generating technologies (e.g., diesel-powered generators) employed at remote mining operations. Ultimately, leveraging mining industry data, knowledge, and expertise serves to effectively expand the geothermal exploration workforce, increase the rate of geothermal resource discovery, and potentially reduce geothermal electricity's levelized cost of energy (LCOE) by 23%-29%.

15 GEOTHERMAL ENERGY↗

DOE OSTI2025

JUSTIFI: Software for Improving Performance Objectives via Energy Efficiency

With growing energy supply concerns and rising costs, energy efficiency is a critical component of industrial energy resilience and competitiveness by directly reducing energy operating costs. Energy efficiency projects in manufacturing also yield valuable benefits to other key metrics, such as improved quality, reduced maintenance costs, improved safety, decreased pollution, and enhanced productivity. However, it is difficult to receive approval for energy efficiency projects, so implementation rates are low, even when meeting capital project payback period criteria. The inclusion and quantification of non-energy benefits (NEBs) in the decision-making process for energy efficiency projects can improve the overall financial payback period while demonstrating a positive impact on the firm's key performance metrics and business strategy. Despite their significant financial and strategic value, NEBs are rarely factored into decision-making due to lack of tools to effectively identify and quantify them. Therefore, a comprehensive and integrative approach is needed for the rapidly evolving energy landscape. To address these challenges, through funding from U.S. Department of Energy, our new assessment methodology integrates common continuous improvement six sigma concepts, such as the DMAIC process, and a protocol of guiding questions, into energy efficiency assessments to identify NEBs. We have also developed open-source software, JUSTIFI, to guide users through this process, data collection, and quantification. It is designed to be used concurrently with DOE energy system analysis software suite, MEASUR. Our methodology and tools inform energy assessors, firm engineering, decision makers, and workforce seeking to increase energy resilience and to maximize benefits aligned with performance metrics.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

JUSTIFI: Software for Improving Performance Objectives via Energy Efficiency

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2006

NASA Crew and Cargo Launch Vehicle Development Approach Builds on Lessons from Past and Present Missions

The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.

Dumbacher, Daniel L.↗

DOE OSTI2014

Computation Annual Report (2013)

Computation provides the intellectual electricity that helps make Lawrence Livermore National Laboratory (LLNL) a thriving and innovative research and development (R&D) institution. Our hardware, software, and discipline experts are integrated into almost every field of research at LLNL. Our in-house programs, software applications, and support initiatives help achieve mission-critical national-security objectives for the U.S. Departments of Energy, Homeland Security, and Defense, as well as other federal and state agencies. We deliver comprehensive support to a wide set of scientific disciplines that include physical sciences (materials modeling, fluid dynamics), biology (genomic sequencing), mathematics (scalable algorithms), and computer sciences (parallel processing, real-time control systems). This year, we have expanded our outreach with high performance computing (HPC) collaborations and made great strides in our capabilities related to mathematical computation, control systems, and computation infrastructure, many of them in concert with partners in industry and academia. The Computation workforce remains highly motivated and passionate about melding computational expertise with cutting-edge science and technology to enable breakthroughs. 2013 has once again proven that Computation provides the foundation and support that are essential for productivity at LLNL. Every scientific discipline and program leverages the tools and expertise provided by our staff. We remain at the forefront of HPC moving towards exascale and have developed the infrastructure and proficiency to make this an achievable goal. Our researchers repeatedly deliver outstanding research, attracting collaborations with the biggest names in academia and industry, while joining forces with other national laboratories to further push the bounds of what is scientifically possible. Computation’s mission is echoed by the President of the United States in his assertion that “our future depends on reaffirming America’s role as the world’s engine of scientific discovery and technological innovation.” Driven by this lofty goal, we employ our state-of-the-art computational capabilities to ensure LLNL’s position as a global science and technology leader.

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2025

EV Charging Infrastructure Energization An Overview of Approaches for Simplifying and Accelerating Timelines to Processing EV Charging Load Service Requests

The United States has seen significant growth in electric vehicle (EV) adoption, leading to increased demand for EV charging infrastructure. Over the past decade, EV charging infrastructure site developers, site hosts, and electric distribution utilities have navigated the process to integrate chargers onto the electric grid. Site developers and site hosts have raised the alarm that the integration process for high-powered EV charging projects does not meet the needs of the EV market for timeliness or cost. High-powered charging stations typically require a load service request or an agreement with the local utility to connect to the grid. The process of energizing a new high-powered charging site can be complex and time-consuming, often taking up to 2 years. This timeline is the result of current utility energization processes having been designed for construction projects that take longer to build (i.e., buildings). The specific challenges stem from various factors, including compartmentalization in application processes, the integration of EV charging process approvals with other distributed energy resources (DERs), and the need to ensure grid reliability. The energization process needs to evolve to meet the growing demand for high-powered EV charging. This white paper compiles information gathered through various conversations with key stakeholders, including utilities, utility regulators, EV charging operators, site developers, and authorities having jurisdiction (AHJ) as well as through an extensive literature review. This document identifies the challenges and provides potential solutions to streamline the process of connecting EV charging infrastructure to the power grid in the United States, serving as a starting point for future conversations around these solutions. The solutions noted in this white paper require collaborative efforts among utilities, regulators, and EV charging infrastructure developers to streamline the grid connection process for EV charging infrastructure. They are broadly organized into four areas: 1. Increase data access and transparency: Develop automated load service request tools, integrate hosting capacity and load service request analyses, incorporate EV adoption forecasts, and provide transparency on the processing queue. 2. Improve energization processes and timing: Create fast-track options based on prescreening criteria, provide flexibility or phased approvals in the load service request/interconnection process, build internal knowledge within utilities about EV charging technologies, and provide standardized workforce training. 3. Promote economic efficiency: Right size distribution components to accurately reflect the load requirements of EV charging infrastructure, make proactive investments in grid infrastructure based on EV adoption forecasts and growth projections, and consider energy equity and environmental justice factors such as equitable access to EV charging when planning infrastructure. 4. Improve grid reliability and resilience: Use load management/power control systems (PCS) at EV charging stations, adopt and implement harmonized standards for communication protocols and information models between the EV charging and grid control infrastructure, and address cybersecurity considerations by implementing robust security measures and standards for EV charging infrastructure—with particular emphasis on clarifying the security requirements for the interface to the grid. The objective of the solutions proposed in this white paper is to accelerate the timeline and decrease costs associated with connecting EV charging infrastructure to the grid. Electric utilities, utility regulators, EV charging infrastructure developers, and site hosts will first need to understand which solutions are available in their service territory, and if warranted, which combination of solutions would support their specific needs. Through the successful implementations of solutions at scale detailed here, industry will demonstrate a new and innovative ecosystem where timely deployment and energization of EV charging infrastructure with greater grid resiliency and reliability is a reality.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2019

SRNL's Lessons Learned from the University of Nevada Reno{sup TM} Nuclear Packaging Internships - 19464

The U.S. Department of Energy's Packaging Certification Program (DOE PCP) and the University of Nevada, Reno (UNR) Mechanical Engineering Department have developed an accredited, graduate level nuclear packaging certificate. The mission is to ensure that the DOE staff and users of PCP services are knowledgeable and competent in packaging and transportation activities. Since 2008, the Savannah River National Laboratory (SRNL) has been teaching two classes for the DOE PCP Packaging University. This paper introduces a recently added third class, where SRNL provided Site Supervisors, targeted toward engineering interns. As part of ensuring a future workforce, the Packaging Technology and Transportation Engineering Group (PT and TE) at Savannah River National Laboratory (SRNL) normally employs two to three summer interns each year. The internships provide SRNL innovative s performing valuable research and support work related to package certification. It also provides SRNL the opportunity to bring in perspective engineers on 'trial-basis.' The interns benefit by learning valuable career skills and gaining exposure to a broad-based career field in the field of packaging. As part of the job specific training, the summer interns are provided an overview of package design, testing, and certification. This includes package operations, containment vessel leak testing, and SARP preparation. Two years ago, SRNL recognized the efficiency of using the SRNL-taught courses for the summer interns working in SRNL PT and TE. SRNL requested that UNR allow the PT and TE two summer interns, who were rising college juniors, to enroll in the SRNL-taught courses for graduate credit. UNR agreed and allowed the interns to enroll under a special admission status. Since that time, UNR developed a new class within the Graduate Certificate in Nuclear Packaging (GCNP), for the summer intern research work. This new class offers a formalized framework for the summer interns to conduct research, while ensuring that the research is performed in a rigor consistent with an accredited college level setting. Last summer, the SRNL PT and TE had three summer interns - all participating in the new course, UNR ME-699 Nuclear Packaging Summer Internship - with each earning three graduate credits from UNR in mechanical engineering. This paper provides a brief overview of the DOE PCP Packaging University/ UNR GCNP, a discussion of SRNL's use of summer interns as a tool to recruit and train the future workforce, and lessons learned from having last year's three SRNL PPT and TE summer interns enroll in the UNR Packaging Internship Class. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2014

Factors influencing the development and implementation of advanced radiographer practice in Australia – a qualitative study using an interpretative phenomenological approach

The purpose of this study was to explore the factors influencing the implementation or the lack of implementation of advanced practitioner role in Australia. This study uses an interpretative phenomenological approach to explore the in-depth real life issues, which surround the advanced practitioner as a solution to radiologist workforce shortages in Australia. Research participants are radiographers, radiation therapists and health managers registered with the Australian Institute of Radiography (AIR) and holding senior professional and AIR Board positions with knowledge of current advanced practice. In total, seven interviews were conducted revealing education, governance, technical, people issues, change management, government, costs and timing as critical factors influencing advanced practice in Australia. Seven participants in this study perceived an advanced practice role might have major benefits and a positive impact on the immediate and long-term management of patients. Another finding is the greater respect and appreciation of each other's roles and expertise within the multidisciplinary healthcare team. Engagement is required of the critical stakeholders that have been identified as ‘blockers’ (radiologists, health departments) as well as identified allies (e.g. emergency clinicians, supportive radiologists, patient advocacy groups). The research supports that the AIR has a role to play for the professional identity of radiographers and shaping the advanced practice role in Australia.

42 ENGINEERING↗

DOE OSTI2023

Extraction, Separation, and Production of High Purity Rare Earth Elements and Critical Minerals from Coal-Based and Related Resources

The general objectives of this project are to develop concepts for rare earth metal and critical mineral production from coal-based and related (minerals associated with coal) resources and incorporate them into a Technical Research Plan with an associated overall flow sheet. The project team has extensive expertise in market evaluation, mineral separation, leaching, chemical separations, alternative metallothermic reaction technology, electrowinning, and electrorefining that was critical to the success of the proposed project. The project included critical industrial partners needed for project success. The project team has extensive expertise in market evaluation, mineral separation, leaching, chemical separations, alternative reduction technology, electrowinning, and electrorefining as well as appropriate pilot-scale facilities to enable this project. The project encompassed broader opportunities for developing domestic resources of REE/CM materials for a more resilient, diverse, and secure supply chain for REE/CM materials with built-in redundancies and appropriate resource stockpiles. The production of REE/CM materials will help to revitalize and rebuild world-class American manufacturing capacity and the related workforce through new jobs and infrastructure. Furthermore, due to the nature and location of the production sites, economic growth in diverse communities of color and economically distressed areas will be cultivated. Finally, this technology can be applied to reuse and remediate coal waste tailings for REE/CM production.

01 COAL, LIGNITE, AND PEAT↗