Tracking and Data Relay Satellite Flyout: Information for NASA Partners
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TDRS↗
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Leveraging Local Communities, Partner-Driven Decision-Making, and Earth Observations to Enhance the NASA DEVELOP Model
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Ella Haugen↗
Kansas City, Missouri, Streetlight Electric Vehicle Charging: Strategies and challenges for site selection of streetlight electric vehicle infrastructure in Kansas City, Missouri (Final Report)
Public streetlight charging, whether on streets in central business districts or residential areas, provides easy charging access for apartment residents and homeowners alike. While most electric vehicle (EV) drivers charge at home, they do so in garages or on driveways they own. For renters and residents of multifamily housing (MFH), however, this may not be an option. EVs have a lower cost of ownership compared to conventional vehicles, and a used EV may be an affordable option for a lower-income household. But without easy access to charging, even a low-cost used EV may not be an option for a prospective buyer. An affordable curbside charging network has the potential to expand EV adoption into neighborhoods that have to date seen minimal interest and uptake of the technology and associated charging infrastructure. Streetlight charging networks can provide an economical, scalable, and effective approach to providing equitable and convenient charging. Metropolitan Energy Center (MEC) is dedicated to the mission of creating resource efficiency, environmental health, and economic vitality in the Kansas City region and beyond. Since 1983, MEC has provided resources, outreach, and training to make alternative fuels and energy efficiency commonplace. MEC led a streetlight charging pilot project that installed limited EV charging infrastructure on the streetlight system in Kansas City, Missouri, to demonstrate and test the benefits of curbside charging for EVs at existing on-street parking locations. The project aimed to cost-effectively expand the charging network in Kansas City to support residential charging and provide infrastructure in one or more charging deserts throughout the city. This pilot evaluates the impact and overall success of streetlight charging based on community feedback, utilization of charging infrastructure, technical feasibility, and cost. The project has pursued a data- and community-driven site selection process designed to identify sites with high demand and high opportunity for EV charging. This project was funded by the U.S. Department of Energy (DOE) and awarded to MEC through a competitive proposal process. The novelty and complexity of this project required an organization that could facilitate collaboration across levels of government, community members, and industry partners. For the past 25 years, through Kansas City Regional Clean Cities, MEC has worked with numerous public and private fleets on a variety of projects to improve the environmental performance and efficiency of the regional vehicle fleet. To advance affordable, efficient, and clean transportation efforts, DOE Clean Cities and Communities coalitions create local networks of public and private sector stakeholders and engage communities. Rooted within their local communities, the coalitions serve as experts and ambassadors, bringing to bear the collective knowledge, experience, and practical know-how of the entire network from within DOE, its national laboratories, and diverse stakeholders in the field. MEC and its project partners made in-kind contributions to leverage federal dollars for the benefit of the Kansas City community. Findings from this project will help determine the best applications for streetlight charging technologies to maximize funding impact and serve community needs. The team evaluated locations based on expected charging demand, technical feasibility, safety considerations, and enhanced charging network siting needs. Throughout the project, the team gathered feedback and evaluated ways to make public charging for EVs available to all community members. The insights will help Kansas City and other communities streamline future efforts to support EV drivers through public charging in the city right-of-way. Furthermore, this project will inform citywide guidance for future installations. MEC is committed to a transparent and publicly accessible approach that encourages the collaborative evaluation of streetlight charging. The project has engaged the community to proactively identify and evaluate the benefits and impacts of streetlight charging. It was a priority for the project to ensure the benefits of this pilot are distributed equitably to all members of the Kansas City community and that new charging opportunities and associated resources are available in diverse neighborhoods across the city. The charging infrastructure supports an affordable curbside charging network that will enable more drivers to choose EVs and provide easy charging access for all community members interested in driving an EV. The community feedback received through this project informed future resources and opportunities to make EVs more accessible to all members of the Kansas City community. MEC worked with several community partners on this project, including Missouri University of Science and Technology (MST), Pennsylvania State University (Penn State), the National Renewable Energy Laboratory (NREL); the city of Kansas City, Missouri; Evergy; Black and McDonald (B&M); LilyPad EV; EVNoire; and Westside Housing Organization (WHO). Project partners contributed to the cost match required for DOE grants through capital expenditures, personnel, and other in-kind contributions. Detailed descriptions of project team organizations can be found in Appendix A. Project Partners. Analysts at NREL and MST/PennState developed site maps based on demand and equity considerations. MEC conducted outreach to community members to garner input on project design and site selection, and received approval from the Missouri Public Service Commission (PSC) for Evergy’s EV charging station ownership. MEC worked with all partners to gather additional siting criteria and developed a site selection evaluation checklist, and partners conducted site visits to proposed installation sites. Next, B&M, Evergy, and the city executed all site agreements, conducted site-specific engineering design, acquired associated permits, and issued notices to proceed site by site or in small batches. Finally, from January to April 2023, the project team installed 23 EV charging stations built on Kansas City’s streetlight system in six council districts. Evergy will own, operate, and monitor the stations for 10 years, sharing charging data with MEC for at least 1 year.
32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
Public-Private Collaborations with Earth-Space Benefits
The NASA Human Health and Performance Center (NHHPC) was established in October 2010 to promote collaborative problem solving and project development to advance human health and performance innovations benefiting life in space and on Earth. The NHHPC, which now boasts over 135 corporate, government, academic and non-profit members, has convened four successful workshops and engaged in multiple collaborative projects. The center is currently developing a streamlined partner engagement process to capture technical needs and opportunities of NHHPC members, facilitate partnership development, and establish and manage collaborative projects for NASA. The virtual center facilitates member engagement through a variety of vehicles, including annual inperson workshops, webcasts, quarterly electronic newsletters, web postings, and the new system for partner engagement. The most recent NHHPC workshop was conducted in November 2013 on the topic of "Accelerating Innovation: New Organizational Business Models," and focused on various collaborative approaches successfully used by organizations to achieve their goals. The powerful notion of collaboration across sectors to solve intractable problems was recently highlighted in Williams Eggers' book "The Solution Revolution,"i which provides numerous examples of how business, government and social enterprises partner to solve tough problems. Mr. Eggers was a keynote speaker at the workshop, along with Harvard Business School, Jump Associates, and the Conrad Foundation. The robust program also included an expert panel addressing collaboration across sectors, four interactive breakout sessions, and a concluding keynote on innovative ways to increase science, technology, engineering, and math (STEM) education by NASA Associate Administrator for Education, Leland Melvin. The NHHPC forum also provides a platform for international partners to interact on many topics. Members from around the world include ISS International Partner JAXA; the World Biomimetic Foundation in Spain who is interested in advancing the use of biomimicry to provide technical solutions in many industries; Satellite Application Catapult in London, England who interested in pursuing U.S. collaborations with the Space and Life Sciences Innovation Centre under development in Scotland; and DLR in Cologne, Germany who developed :envihab, a collaborative facility for partners to pursue research and technology projects of mutual interest. The NHHPC has sponsored two global networking forums on innovation by partners Wyle, NASA, and DLR, was featured in the 2013 Humans in Space Symposium Panel on "NHHPC and :envihab - reach out to Future Markets," and is working on an international meeting for Spring 2014 in Cologne with :envihab.
Davis, Jeffrey R.↗
Network Resources and Training Site at Elizabeth City State University
The format of the annual report follows the same format as the quarterly report. In the annual report Elizabeth City State University (ECSU) has included responses to the items listed in the 'Critique of Quarterly Report Summary, and the 'Technical Recommendations for Consideration to NRTS/ECSU'. A budget for FY96-97 is included requesting $500,000.00 to cover the operating expenses of the Network Resources Training Site (NRTS) and its current partners as outlined in the original grant. The final attachment is a proposal to expand the partnerships and services of the NRTS at ECSU. This proposal would increase the number of predominantly minority attended secondary schools that this NRTS services and to support participation of these secondary schools in the GLOBE, ATLAS and Skymath projects. The proposal would also make Bennett College a full partner in the NRTS and it would increase the networking funds available to Virginia State University (HBCU/MI partner). Funds to increase the NRTS staff size to support the new partners and extended services is included in the extension budget. The NRTS Office Staff provides training and technical expertise to all its partners. In the appendix of the report, you will find technical soundness questionnaires and campus LAN Diagrams for the HBCU/MI Partners.
Hayden, Linda Bailey↗
TPSAS-NF1676L-32124-DND
The NASA DEVELOP National Program seeks to simultaneously build capacity to use Earth observations in early career and transitioning professionals while building capacity with institutional partners to apply Earth observations in conducting operations, making decisions, or informing policy. This is done through 10-week feasibility projects, conducted by the DEVELOP teams in collaboration with decision makers. The program carries out 60-80 projects each year, engaging with over 120 partners from local, state, and federal governments to academic institutions and NGOs. To best understand project partner needs, projects begin with a thorough proposal development process in which partners share their current practices, needs, and capabilities. Throughout the project life cycle, the DEVELOP teams engage with the partners to ensure communication, feedback, and understanding. DEVELOP’s model of conducting rapid feasibility projects is an effective way to show decision maker show they can use NASA Earth science data in new ways to help them make informed decisions. Because the projects are conducted by a DEVELOP team in collaboration with end users, the partners are introduced to new data products and methodologies that they otherwise might not be able to explore within their own resource constraints. This presentation will discuss project examples, success stories, and best practices for engaging with decision makers on applied science projects.
Amanda Clayton↗
National Campaign (NC)-1 Strategic Conflict Management Simulation (X4) Community Based Rules
Projected demand for transportation services in the urban environment has led to the development of several Concepts of Operation for Urban Air Mobility, or UAM. UAM is a concept for the transportation of people and goods in the metropolitan environment using small, efficient aircraft over short distances as part of an expanding multimodal transportation network. UAM will leverage emerging technologies including electric Vertical Takeoff and Landing (eVTOL) aircraft, increasing levels of automation and a new operational paradigm in dense airspace where a set of agreed-upon rules govern the procedures and interactions defining a cooperative environment in which operators are entrusted with a range of functions typically conducted by Air Traffic Control (ATC). These rules, proposed in the FAA NextGen Office’s UAM Concept of Operations [1], were originally termed Community Based Rules or Community Business Rules (CBRs), and will in the future termed Cooperative Operating Practices (COPs); this document uses the original term, CBR. CBRs are a set of rules, developed by the UAM community and (where necessary) approved by the FAA that govern the interactions between UAM entities and limit the need for ATC services including, but not limited to, separation control by ATC, addressing a fundamental challenge to scaling UAM operations. UAM community development of CBRs is anticipated to accelerate the adoption of new practices while retaining the regulatory authority of the FAA within required domains (e.g., NAS safety, security and equal access). However, there currently exists no agreed industry forum or defined procedures for CBR development. Investigation of best practices for the development of UAM CBRs was identified by NASA and the FAA NextGen Office as a research need. In collaboration with seven industry partners, NASA participated in a series of simulations that investigated elements of the envisioned UAM operations, with a primary focus on Strategic Conflict Management (SCM). The development and conduct of cooperative UAM simulations with seven industry partners provided a unique opportunity to investigate CBR development practices. Development of CBRs for the UAM SCM simulations was conducted in parallel with simulation capability development and was closely related to requirements definition for the simulations. As such, the CBR development effort presented herein had two objectives: explore CBR development practices in collaboration with the industry partners and develop an initial set of UAM CBRs to support simulation requirements definition and development. Consensus was achieved among NASA and the industry partners on 24 CBRs that were developed to support the cooperative simulation operations across five topic areas: General (related to test requirements), Operational Intent, Conformance Monitoring, Demand Capacity Balancing, and Airspace Constraint Management. Additional topic areas and CBRs were discussed but were deemed outside the scope of the simulation; these are included in the appendices. A collaborative, iterative process was employed for developing the CBRs engaging both NASA and Industry; because CBR development is envisioned to be community-driven, opportunities were sought that provided industry partners leadership roles in developing CBRs. The following key observations and recommendations may aid the UAM industry in future CBR development efforts: - The lack of a defined process proved challenging initially. Stakeholder engagement in the early stages of CBR development was intermittent and may have been due to the lack of a clear definition of roles and responsibilities of those involved in the effort. - Industry leadership of CBR topic areas proved successful. Discussions in these topic areas were engaging, with alternate viewpoints freely discussed and detailed CBRs resulting. This points to the importance of identifying the best-suited leadership in technical areas for CBR development. - Discussions within a CBR topic area were typically dominated by only a few participants. Whereas all industry partners contributed to CBR development, within each topic area, technical leadership was evident even when not formally established. This observation may indicate that smaller, focused groups may be more effective in initial CBR development than an open forum or large standards development effort (although both maybe required prior to FAA review and approval for some CBRs). - Identifying suitable forums for initial UAM CBR development and identifying the most effective industry participants and leadership will be crucial for successful CBR development. Although the operational need for UAM CBRs may not be immediate, establishing the forums and leadership to define the processes for CBR development is a prudent early step to UAM realization.
Community Based Rules↗
Metal Scrap Upcycling with Shear Assisted Processing and Extrusion (ShAPE)
The overarching objective of this project is to convert metal scraps, such as aluminum, titanium, and other alloys provided by the industry, into extruded tubing, wires, and rods. Upcycling of scrap will be accomplished using Shear Assisted Processing and Extrusion (ShAPE). This approach is a new solution for recycling. The specific aims of this project are as follows: 1. Receive metal scrap under a Material Transfer Agreement (MTA), in the form of billets, from select industry partners that meet the following requirements: outer diameter of 1.245 inches (+/-0.003 inches), inner diameter drilled with a 0.404-inch drill bit, and a length of 4.0 inches (+/-0.01 inches). The billet must be cast or compacted to greater than 98% density. If the industry partner does not have the capabilities to prepare the billets, PNNL can make introductions to third-party entities as needed. Industry partners will also provide a composition analysis as weight percent. 2. Extrude metal scrap via the ShAPE process at PNNL. 3. Evaluate and benchmark the extrudate material properties per the ASTM B557-15 – Testing Tubulars Standard or similar wire and rod standards. 4. Characterize the extrudate microstructure for any of the following: grain size, second phase composition, and texture. Additional testing may include corrosion per the ASTM B117 standard and electro-potential. 5. Deliver specimens to industry partners under an MTA for additional third-party evaluations. Industry partners will, in return, provide a non-proprietary report on any testing, including testing per the ASTM B557-15, ASTM B117, and other industry standards. 6. PNNL will develop data and insights to support intellectual property capture, a published non-proprietary technical report, research collaborations, and commercialization opportunities.
36 MATERIALS SCIENCE↗
International Space Station operations: New dimensions - October 13, 1987
One of the principal goals of the participants in the International Space Station program is to provide a management support structure which is equitable and fair to all participants, responsive to the needs of users, responsible to other partners, and mutually supportive to the participation of other partners. Shared-utilization, shared-cost, and shared-operations policies considerations are discussed. Special attention is given to the methodology for identifying costs and benefits of this program, in which each partner should be provided with benefits in proportion to his contribution, and no partner would be forced to share in cost the inefficiencies introduced by other partners. The Space Station hierarchy of operations functions are identified, and the recommended framework planning and control hierarchy is presented.
Paules, Granville E.↗
Integrating International Engineering Organizations For Successful ISS Operations
The International Space Station (ISS) is a multinational orbiting space laboratory that is built in cooperation with 16 nations. The design and sustaining engineering expertise is spread worldwide. As the number of Partners with orbiting elements on the ISS grows, the challenge NASA is facing as the ISS integrator is to ensure that engineering expertise and data are accessible in a timely fashion to ensure ongoing operations and mission success. Integrating international engineering teams requires definition and agreement on common processes and responsibilities, joint training and the emergence of a unique engineering team culture. ISS engineers face daunting logistical and political challenges regarding data sharing requirements. To assure systematic information sharing and anomaly resolution of integrated anomalies, the ISS Partners are developing multi-lateral engineering interface procedures. Data sharing and individual responsibility are key aspects of this plan. This paper describes several examples of successful multilateral anomaly resolution. These successes were used to form the framework of the Partner to Partner engineering interface procedures, and this paper describes those currently documented multilateral engineering processes. Furthermore, it addresses the challenges experienced to date, and the forward work expected in establishing a successful working relationship with Partners as their hardware is launched.
Blome, Elizabeth↗
Feasibility Studies as Catalysts for Capacity Building: The DEVELOP Experience from Local to National Scale
The NASA DEVELOP National Program occupies a unique niche in the capacity development ecosystem. It is not a traditional training or educational program primarily focused on individual capacity, nor is it a full-scale co-development program focused on institutional capacity. NASA DEVELOP conducts 10-week feasibility studies that bring together teams of participants and decision making partners. The participants are competitively selected students and emerging or transitioning professionals, who build their STEM and professional skillsets. The partners are groups that have decision making requirements that may benefit from insights that Earth observations can provide. The interaction of the participants and partners over the intense 10-week time period is especially well adapted to building capacity at smaller scales. DEVELOP projects have shown good results when working at municipal and smaller administrative levels like U.S. counties. Even when working with higher administrative levels like provinces, U.S states, or even national or federal levels, DEVELOP has shown most success when working with more localized institutions like state forests or national parks. This presentation will recount case studies of how DEVELOP projects worked with more local or “localized” partners and compare with outcomes with partners at other scales: state/provincial and federal/national levels.
NASA DEVELOP↗
Feasibility Studies as Catalysts for Capacity Building: The DEVELOP Experience from Local to National Scale
The NASA DEVELOP National Program occupies a unique niche in the capacity development ecosystem. It is not a traditional training or educational program primarily focused on individual capacity, nor is it a full-scale co-development program focused on institutional capacity. NASA DEVELOP conducts 10-week feasibility studies that bring together teams of participants and decision making partners. The participants are competitively selected students and emerging or transitioning professionals, who build their STEM and professional skillsets. The partners are groups that have decision making requirements that may benefit from insights that Earth observations can provide. The interaction of the participants and partners over the intense 10-week time period is especially well adapted to building capacity at smaller scales. DEVELOP projects have shown good results when working at municipal and smaller administrative levels like U.S. counties. Even when working with higher administrative levels like provinces, U.S states, or even national or federal levels, DEVELOP has shown most success when working with more localized institutions like state forests or national parks. This presentation will recount case studies of how DEVELOP projects worked with more local or “localized” partners and compare with outcomes with partners at other scales: state/provincial and federal/national levels.
Capacity Building↗
Best Practices Identified Through the Completion of UAS Flight Demonstrations
After several years of research into Detect and Avoid (DAA) and Command and Control (C2) systems for Unmanned Aircraft Systems (UAS), the National Aeronautics and Space Administration’s (NASA) UAS Integration into the National Airspace System project initiated a focused two-year effort along with the Federal Aviation Administration (FAA) and three industry partners to investigate remaining issues in the specification, test, certification and airspace integration to allow UAS operations in non-segregated airspace. The approach taken had the industry partners propose a flight demonstration approximating a commercial operation, while NASA helped, as needed, the partners through design and test phases and NASA observed interactions with the FAA. During this effort NASA collected best practices intended to be of value to similar UAS endeavors. These best practices can be divided into different sets, including practices that describe the relationship between business considerations to UAS design or describe several UAS development challenges. Another set includes best practices focused on navigating the UAS design and type certification processes. A third set includes best practices that relate to the design of the DAA system. Deploying DAA systems in this timeframe posed unique challenges. Commercial off-the-shelf DAA systems do not exist, necessitating custom development and, for two of the partners, the use of low-size, -weight, and -power (SWaP) sensors not completely specified for DAA. A fourth set of best practices relates to lost-link contingency planning. The final set of best practices relates to the design and testing of C2 systems and obtaining spectrum licenses. The UAS demonstrations were piloted remotely, and for all aspects of flight safety, a C2 system was required to communicate DAA and other UAS subsystem data to the remote pilot and to allow the pilot to issue commands to the vehicle. Throughout the course of this effort, the partners integrated prototype DAA and C2 systems into unmanned aircraft, tested those systems, and laid the groundwork for type certification programs that are expected to continue.
NASA↗
Tri-Agency Reliability Engineering Guidance: Post Mission Disposal and Extension Assessment
The Trilateral partners — the European Space Agency (ESA), Japan Aerospace Exploration Agency (JAXA), and National Aeronautics and Space Administration (NASA) and the United States Government (USG) in their execution of safe and successful missions, have a long-standing history of sustaining the shared space environment of operational Earth-Moon orbits with their global space-stewardship, or spacekeeping, of these areas. This has driven missions to limit the generation of new and long-lived debris, control debris releases, minimize accidental explosions and collisions, and ensure Post-Mission Disposal of space systems, so that the environment remains safe for future operations and explorations. Given the continued need for space systems to support global mandatory infrastructure and commercial enterprise, spacefarers are extending beyond the Trilateral partners, more and smaller satellites are being deployed, and current assets are being utilized much longer than expected. This is making space more congested than ever; therefore, the Trilateral partners are evaluating potential future debris mitigation strategies, evolving technology, developing on-orbit servicing capabilities, and advancing their abilities to assess disposal and mission extension plans. They are also sharing their lessons learned and identifying opportunities for future state-of-the-art advancements for current and future space enterprises. Sustaining the space environment cannot be ensured by any one agency or country. Thus, the Trilateral authors have shared their lessons learned, insights, and guidance, herein, on disposal and mission extension assessment strategies with the gratitude of each agency. As such, this document is not prescriptive, but was formulated to enhance value-and-risk-balanced operational decision-making, support policy refinement, and guide spacefaring partners beyond these agencies to assess their activities in space with safety and a global space-stewardship, or spacekeeping, in mind. This includes not only the disposal and mission extension assessment addressed herein, but also preserving space history, ensuring collaboration/interoperability of technology, supporting fellow operators without interfering, and the utilization of in-situ resources for the common benefit of humankind. It is the intention of the Trilateral partners that this document evolves based on community lessons learned and the introduction of new assessment methodologies. So, all readers are encouraged to share their insights with the authors from their own application of this guidance or other strategies to ensure each mission has a successful, safe, and judicious life and conclusion.
ESA↗
Modular Open Systems Approach (MOSA) for a Robust Commercial Lunar Ecosystem
Modular Open Systems Approaches (MOSAs) have been adopted worldwide to solve a myriad of challenges. Open systems by their nature maximize accessibility, reduce barriers to entry, and prevent vendor lock. Similarly, modularity speeds innovation, fosters design re-use, and enables incremental development & growth. Architectures developed using a MOSA synergize the benefits of modularity and open systems to produce better products at lower developmental cost and risk, saving the consumer money while allowing greater developer profit margins. Specific to the challenge of lunar exploration, a MOSA will ensure interoperability among diverse commercial, government, and international partners. Complex spaceflight systems can be assembled, upgraded, and serviced far more easily and with greater commercial involvement with the use of a MOSA. By allowing partners to self-limit their scope to key strengths, they can focus on producing premier components without carrying the high risk and associated cost of auxiliary tasks they don’t specialize in. We survey commercial and Department of Defense (DoD) lessons learned in past decades, discuss DoD robotics’ experience in Iraq and Afghanistan (first without then with MOSAs), and analyze the flourishing commercial ecosystem that has resulted from DoD MOSA adoption. We explore the future of lunar operations to demonstrate the criticality of MOSA adoption in key areas at the right time. Two specific lunar technical fields are studied as examples: Power and In-Situ Resource Utilization (ISRU). Finally, recognizing that the lunar ISRU campaign will be an eminently collaborative operation requiring seamless partnering among diverse commercial, government, and international partners, a comprehensive technology development ecosystem is explored aimed at enabling ISRU in a way that systems and components are affordable for commercial partners to design, build, and sustain.
Mathew DeMinico↗
Grand Valley Ecological Forecasting II: Forecasting Trends in Pinyon-Juniper and Sagebrush Habitat Relative to Wildfire, Drought, Beetle Disturbance, and Treatment Impact for Management Planning
Disturbances and landcover change in pinyon-juniper and sagebrush ecosystems are exacerbated by environmental conditions such as variability in climate characteristics. Our DEVELOP team partnered with the National Park Service (NPS) in Colorado National Monument and the Bureau of Land Management (BLM) in McInnis Canyons and Dominguez-Escalante National Conservation Areas to investigate disturbances to land cover. NPS partners were interested in identifying areas at risk of pinyon-juniper die-off or encroachment by invasive species. The BLM partners prioritized identifying areas suitable for fire reduction and prevention treatment. To address these concerns, we forecasted landcover change in the Grand Valley region of Colorado using NASA Earth observation data from Landsat 5 Thematic Mapper (TM), Landsat 7 Enhanced Thematic Mapper (ETM+), Landsat 8 Operational Land Imager (OLI), and Moderate Resolution Imaging Spectroradiometer (MODIS) aboard Terra and Aqua. We collected and analyzed these data in conjunction with Term I of this project. We found that the primary drivers of forecasted landcover change in the study area were aspect and elevation. Our forecasted land cover maps, created using the Idrisi TerrSet Land Change Modeler, indicated that by 2040, ecosystems within partner management areas will likely see tree encroachment on shrublands. These maps addressed the needs of our partners by showing potential habitat suitability trends, which will inform management planning.
Bill Curtiss↗
Grand Valley Ecological Forecasting II: Forecasting Trends in Pinyon-Juniper and Sagebrush Habitat Relative to Wildfire, Drought, Beetle Disturbance, and Treatment Impact for Management Planning
Disturbances and landcover change in pinyon-juniper and sagebrush ecosystems are exacerbated by environmental conditions such as variability in climate characteristics. Our DEVELOP team partnered with the National Park Service (NPS) in Colorado National Monument and the Bureau of Land Management (BLM)in McInnis Canyons and Dominguez-Escalante National Conservation Areas to investigate disturbances to land cover. NPS partners were interested in identifying areas at risk of pinyon-juniper die-off or encroachment by invasive species. The BLM partners prioritized identifying areas suitable for fire reduction/prevention treatment. To address these concerns, we forecasted landcover change in the Grand Valley region of Colorado using NASA Earth observation data from Landsat 5 Thematic Mapper (TM), Landsat 7 Enhanced Thematic Mapper (ETM+), Landsat 8 Operational Land Imager (OLI), and Moderate Resolution Imaging Spectroradiometer (MODIS) aboard Terra and Aqua. We collected and analyzed these data in conjunction with Term I of this project. We found that the primary drivers of forecasted landcover change in the study area were aspect and elevation. Our forecasted landcover change maps, created using the Idrisi TerrSet Land Change Modeler, addressed the needs of our partners by showing potential habitat suitability trends, which will inform management planning. Forecasted landcover maps indicated that by 2040, ecosystems within partner management areas will likely see tree encroachment on shrublands.
William Curtiss↗
The NASA DEVELOP Model: Multidisciplinary Teams Conduct Interdisciplinary Projects to Produce Transdisciplinary Outcomes
The DEVELOP Program, part of NASA’s Earth Applied Sciences’ Capacity Building Program, conducts 50-70 feasibility studies each year that utilize Earth observations to address local decision-making challenges and help inform action. DEVELOP uses these projects as the mechanism to build skills in its participants and partner organizations to assess and apply satellite data insights to environmental decision-making processes. While organized by thematic focus (ex. water resource management, ecological forecasting, disaster management), projects use a multidisciplinary team approach with teams of students, recent graduates, early career professionals, and transitioning career professionals, bringing different disciplines, life experience, and perspectives to execute projects that have been collaboratively designed with end-user partner organizations (federal agencies, state and local governments, non-profit and for-profit organizations, and international organizations). Projects are interdisciplinary in nature as they integrate methods from multiple disciplines, with a focus on the incorporation of satellite data with other data sources such as socioeconomic and demographic data, in situ measurements, model outputs, and partners’ knowledge, and take place under the guidance of science advisors from NASA, academia, and other partner organizations. The culmination of these multidisciplinary teams working on projects that draw from interdisciplinary methods and approaches, is a transdisciplinary solution for the partner organizations to explore further for potential adoption. This presentation will highlight the DEVELOP model of co-production and collaboration, lessons learned integrating people and project methodologies, and impact assessment activities surrounding the program’s efforts.
Capacity Building↗