Developing a Talented Workforce through the Robotics & Automation Summer School Student Pipeline - 25070
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42 ENGINEERING↗
SEARCH · Engineering Papers
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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
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Preparing the Nuclear Workforce of Tomorrow
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Goldberg, Daniel [American Nuclear Society (ANS)]↗
KNOWLEDGE MANAGEMENT IN TRANSPORT SECURITY FOR NUCLEAR MATERIALS: IMPROVING WORKFORCE CAPABILITY AND OPERATIONAL RESILIENCE
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Chauvet-Maldonado, Chanel [ORNL] (ORCID:0009000233↗
Opportunities to Expand Building Efficiency Programming at Community Colleges
According to the most recent U.S. Energy and Employment Report, more than 2.3 million workers in the United States are involved in activities that reduce energy usage in buildings. This workforce supports energy efficiency from the design of buildings and their systems through the manufacturing and trade of components and supplies involved in these systems to the installation, repair, and maintenance of these systems. Less than 10% of the workers in key building efficiency occupations have a bachelor’s or higher degree, compared to ~40% of the general workforce. Thus, the community college system is a key stakeholder in training and educating a large portion of the building efficiency workforce. Despite this, the literature review conducted for this report found almost no research focused on better understanding and supporting the role of community colleges as they train this workforce at scale. This report seeks to understand how and to what extent building efficiency and advanced building technology concepts are being addressed in community colleges as well as potential pathways for schools to consider to better prepare students to enter the building efficiency industry. The first section presents information from a literature review and data analysis to provide background on the building efficiency workforce, the types of building efficiency training and education available from community colleges, and the barriers and challenges that exist in the workforce. The second section offers a series of case studies that illustrate the various ways that building efficiency content can be addressed at community colleges. The final section provides an overview of the opportunities available to community colleges as well as considerations for schools that want to increase building efficiency programming.
32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
Modernizing the Nuclear Industry and New Ways of Working
Nuclear energy is recognized as the most feasible energy source towards achieving nation-wide net-zero goals (COP 208, MIT). Additionally, the demand for reliable, consistent energy supply is soaring with the construction of energy hungry data centers and AI tools. This means the construction of new nuclear and the continuation of current nuclear are a high national priority. However, this leaves the nuclear industry with a workforce challenge. The rising demand for nuclear power is threatened by an underpopulated workforce. There exist a few contributors to the decreased workforce such as skewed workforce demographics resulting in large-scale workforce retirement. Also, some plants have observed difficulty hiring and retaining skill sets that typically comprise the nuclear power workforce – specifically skilled craftsman. Those who are graduating with desirable skills are seeking employment in sectors that are more modern and culturally more aligned with younger generational values. Lastly, within the nuclear sector, skilled employees will be a competitive commodity as advanced plants come online offering work environments that incorporate modern technologies, skill sets, and opportunities for career advancement. These factors emphasize the need for legacy plants to modernize with a focus on the workplace environment and culture that meets younger generations’ skills, cultural expectations, and desire for advancement opportunities. Nuclear plants are actively engaged in deploying advancements that improve the management of systems, structures, and components as well as process improvements and technologies that can reduce the costs of operation and maintenance. However, the advancements must also be analyzed, reviewed and deployed in a manner that considers the impact on how people within the organization collaborate, communicate, make decisions, and solve problems. Neglecting to consider the cultural impact of modernization risks poor adoption, unrealized opportunities, or insignificant change toward helping attract new employees. The traditional way of working is not necessarily the way new generations want to engage with their employer. For instance, in a survey performed by North American Young Generation in Nuclear the top three reasons for younger nuclear employees to seek other job opportunities was seeking better work-life balance, a lack of advancement opportunities, and work culture and leadership style differences (Smyth et al. 2022). Integrated Operations for Nuclear (ION) is an approach for the nuclear industry to create long-term strategic modernization plans and analyze each advancement for the impact on people and processes and measure how those impacts flow up to support high-level, long-term plant goals and requirements. One principle of ION is to replace the current labor-centric operation style in legacy nuclear plants with data-centric collaborative operation styles. This paper will explain how transitioning operations to leverage centralized skills and responsibility, multi-skilled teams, and collaborative decision making can flatten the hierarchical structure in plants, enable greater individual efficacy while also offering more experiences and advancement opportunities to staff. Adopting the ION way of working shifts the industry mind-set towards more networked, collaborative, and modern way of working that will attract skilled, next-generation workers to operate the legacy nuclear fleet.
99 - GENERAL AND MISCELLANEOUS↗
Grid-Ready Energy Analytics Training with Data (“GREAT with Data”)
GridEd is a collaborative educational initiative consisting of the Electric Power Research Institute (EPRI), 5 Partner Universities (Stony Brook University, The University of Texas at Austin, University of California – Riverside, Virginia Tech, Washington State University), and participating industry sponsors. This educational initiative focuses on developing and training the next generation of power engineers so they can help shape the electric grid of the future by anticipating and fulfilling the needs of changing electric industry requirements. GridEd is leveraging electric industry research to educate a future electric grid workforce by empowering new and continuing education students, not only to become competent and well-informed engineers, but also to participate and influence major technological, social, and policy decisions that address critical global challenges. GridEd’s activities are centered around four core pillars: Enhancement of university power systems engineering curricula; Professional development and training for a diverse electric industry workforce; Stimulating students to join the movement for the next generation of power engineers, and; Improve workforce development efforts in the electric utility industry. Major accomplishments over the course of the project were: Over 50 unique professional short courses were delivered by more than 30 instructors across the GridEd network; Over 3,600 unique learners, many who took multiple courses, received more than 27,000 professional development hours (PDH) and over 1,000 certificates of completion; Approximately 2,900 unique learners undertook a course that was offered LIVE online or in-person; Approximately 700 unique learners undertook a course that was offered as computer-based training (CBT); Over 35 unique university courses were delivered by more than 30 instructors to 1,500 university students across the GridEd network; One-hundred-and-fifty-seven (157) students were funded to completed 43 student projects in topics of power systems and data science, and; Six (6) Historically Black Colleges and Universities (HBCUs) recruited as Affiliate Universities via Utility Partners. The professional training initiative and workforce development activities launched by this project will be sustained through EPRI’s collaborative business model with industry. Stimulating students to join the power engineering workforce of the future and the enhancement of tertiary training may continue to need government support.
14 SOLAR ENERGY↗
Western States Building Energy & Controls Apprenticeship (BECA) Program
How does this project help to understand the challenges of workforce development in the commercial building energy management industry? The purpose of this project was to create a replicable, scalable, and portable apprenticeship program for building energy management and controls. This paper will demonstrate how local processes can be more adaptable and inclusive than federal processes in achieving workforce development goals. Our work provides insights into the technical effectiveness of the program, enabling others to achieve greater success in their workforce development initiatives. The project required more time and financial resources than initially anticipated and spent a year in a no-cost extension working to accomplish the Statement of Project Objectives. The original goal was to create an Industry Related Apprenticeship Program (IRAP). The development of this apprenticeship presented challenges due to the lack of existing programs for reference and the absence of relevant industry classification codes by the Department of Labor (DOL). Notably, the role of a commercial building energy analyst is not recognized by the DOL. The SIC (industry codes) do not have a good description of this job. There are many that may fall into related categories, but none are the actual duties of an energy analyst. Discussions with the DOL indicated that substantial groundwork was necessary before a national apprenticeship program could be implemented, causing delays in the program’s commencement. As a result, students experienced longer wait times before starting their apprenticeship component. The apprenticeship program officially launched on September 14, 2021. The success of the State of Oregon’s apprenticeship program, the first of its kind in the state, underscored the flexibility and effectiveness of local initiatives compared to federal efforts. The COVID-19 pandemic also significantly impacted the project’s success. Beginning in March 2020, the pandemic led to widespread closures of schools and colleges by fall 2020. By September 2021, when the apprenticeship option became available, enrollment in colleges and universities nationwide had decreased, affecting student participation in the program. Moreover, as employers transitioned their employees to remote work, there was limited interaction with external personnel, influencing the willingness of training agents (employers) to integrate additional workers into their teams. This paper addresses several challenges encountered during the project, with the hope that future workforce development efforts will benefit from these experiences. We Final Technical Report 4 | Page encourage others to engage with state and federal agencies to enhance and update pathways for workforce development and apprenticeship programs.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Floating Offshore Wind US Manufacturing and Commercialization: Cooperative Research and Development (Final Report)
NREL assessed the supply chain and workforce considerations for the OCG-Wind floater technology, a floating semi-submersible offshore wind substructure, as well sharing vessel needs to inform their installation strategy. This technical assistance was in support of the FLoating Offshore Wind ReadINess (FLOWIN) Prize Phase 2 submission. NREL provided an assessment of domestic supplier capabilities for the main components of their floating offshore wind platform design and analyzed US regional and national supply chain constraints and gaps. Thirteen interviews with companies including steel distributors, forges, foundries, ports, large component fabricators, subcomponent fabricators, and secondary suppliers provided key insights such as 1) assembly ports are the key infrastructure barrier standing in the way of unlocking the domestic assembly and component fabrication for steel-based FOW platforms, 2) domestic steel producers can supply the types and quantities of steel necessary for FOW platforms, and 3) coordination between stakeholders will be a vital part of successfully developing the supply chain and infrastructure needed to domestically produce FOW platforms. In the workforce assessment, NREL documented a step-by-step approach to conduct a place-based assessment of the foundational workforce consideration for recruiting, upskilling, and retaining a workforce, such as supportive local and state policy, nearby education and training programs, and existing relevant industry. This approach was applied to Tacoma, Washington. Tacoma was indicated to have the potential be a successful location for fabrication and assembly of floating offshore wind energy in terms of workforce development. To share data on vessel requirements to install the OCG-Wind floater, NREL compiled resources that help answer the questions related to anchor handling tug vessels, shared a database of cable laying vessels, and answered questions on complying with the Jones Act.
17 WIND ENERGY↗
COGIHTO: Comprehensive Geothermal Integrated HVAC Retrofits in Disadvantaged Communities
Geothermal heating and cooling (GHC) systems offer one of the most efficient approaches to provide space conditioning and water heating in buildings. Due to the relatively stable temperature of the ground year-round, these systems can provide an efficient solution to decarbonize heating systems. Yet this technology has faced limited market adoption due to its high first cost. This project seeks to address this barrier by designing a community GHC system at a public housing development in New York, taking advantage of load diversity (in terms of the timing and amount of heating / cooling used per person) that a larger community offers to reduce the size and thus first cost of a GHC system. Project success would result in societal benefit from reduced energy and fossil fuel use, reduced local emissions, and improved comfort, which would positively impact the health and well-being this community. This report presents the findings from Phase 1 project supported by the Department of Energy’s Geothermal Technologies Office and includes the technical design of a GHC at a public housing development in New York. To support the success of a potential deployment of a GHC system, the team conducted community engagement and prepared an assessment of the local workforce needs. The project team, led by EPRI, considered a subset of NYCHA housing developments that were previously identified by NYCHA as suitable for GHC retrofits. This report presents the site selection criteria the team developed and the overall score assigned to each of the eight developments considered. One site was selected for focus of the technical design: Stapleton Houses in Staten Island, a mid-size development with roughly 700 apartments across 6 buildings. The site has an existing hot water hydronic loop served by natural gas boilers for space heating and water heating. The technical design partner assessed baseline energy consumption at the site and established thermal models of the apartment buildings to assist in the design. The team considered several GHC system configurations and selected a hybrid geothermal design fed from water-source heat pumps with auxiliary gas boilers in a central plant. This design best leveraged the existing site configuration and minimized costs due to additional electrical infrastructure upgrades. The report also details the feedback received from community engagement efforts and the findings from the workforce needs assessment and workforce transition plan. Members of the site maintenance staff and the resident advisory council were interviewed for their input and feedback about both the site’s existing heating/cooling infrastructure and how a construction project would impact resident life. This feedback was taken into consideration when completing the geothermal system design. Research was conducted into existing workforce development opportunities available to NYCHA residents. A workforce development plan was established using information from NYCHA’s resident economic empowerment and sustainability group, along with training material and curriculum from the International Ground Source Heat Pump Association (IGSHPA).
15 GEOTHERMAL ENERGY↗
Aerospace Safety Advisory Panel
This report covers the activities of the Aerospace Safety Advisory Panel (ASAP) for calendar year 1998-a year of sharp contrasts and significant successes at NASA. The year opened with the announcement of large workforce cutbacks. The slip in the schedule for launching the International Space Station (ISS) created a five-month hiatus in Space Shuttle launches. This slack period ended with the successful and highly publicized launch of the STS-95 mission. As the year closed, ISS assembly began with the successful orbiting and joining of the Functional Cargo Block (FGB), Zarya, from Russia and the Unity Node from the United States. Throughout the year, the Panel maintained its scrutiny of NASA's safety processes. Of particular interest were the potential effects on safety of workforce reductions and the continued transition of functions to the Space Flight Operations Contractor. Attention was also given to the risk management plans of the Aero-Space Technology programs, including the X-33, X-34, and X-38. Overall, the Panel concluded that safety is well served for the present. The picture is not as clear for the future. Cutbacks have limited the depth of talent available. In many cases, technical specialties are 'one deep.' The extended hiring freeze has resulted in an older workforce that will inevitably suffer significant departures from retirements in the near future. The resulting 'brain drain' could represent a future safety risk unless appropriate succession planning is started expeditiously. This and other topics are covered in the section addressing workforce. The major NASA programs are also limited in their ability to plan property for the future. This is of particular concern for the Space Shuttle and ISS because these programs are scheduled to operate well into the next century. In the case of the Space Shuttle, beneficial and mandatory safety and operational upgrades are being delayed because of a lack of sufficient present funding. Likewise, the ISS has little flexibility to begin long lead-time items for upgrades or contingency planning. For example, the section on computer hardware and software contains specific findings related to required longer range safety-related actions. NASA can be proud of its accomplishments this past year, but must remain ever vigilant, particularly as ISS assembly begins to accelerate. The Panel will continue to focus on both the short- and long-term aspects of risk management and safety planning. This task continues to be made manageable and productive by the excellent cooperation the Panel receives from both NASA and its contractors. Particular emphasis will continue to be directed to longer term workforce and program planning issues as well as the immediate risks associated with ISS assembly and the initial flights of the X-33 and X-34. Section 2 of this report presents specific findings and recommendations generated by ASAP activities during 1998. Section 3 contains more detailed information in support of these findings and recommendations. Appendix A is a current roster of Panel members, consultants, and staff. Appendix B contains NASA's response to the findings and recommendations from the 1997 ASAP Annual Report. Appendix C details the fact-finding activities of the Panel in 1998. During the year, Mr. Richard D. Blomberg was elected chair of the Panel and Vice Admiral (VADM) Robert F Dunn was elected deputy chair. VADM Bernard M. Kauderer moved from consultant to member. Mr. Charles J. Donlan retired from the Panel after many years of meritorious service. Ms. Shirley C. McCarty and Mr. Robert L. ('Hoot') Gibson joined the Panel as consultants.
Source record↗
Thermal Protection Systems Technology Transfer from Apollo and Space Shuttle to the Orion Program
This paper describes how the Orion program is utilizing the Thermal Protection System (TPS) experience from the Apollo and Space Shuttle programs to reduce program risk and improve affordability to meet NASA's future manned exploration missions. The Orion program successfully completed the Exploration Flight Test (EFT-1) mission in 2014 and is currently assembling, integrating, and testing the next spacecraft for the Exploration Mission (EM-1) to meet the flight test objectives of an unmanned orbital mission to the moon and return to earth in 2019. The Orion spacecraft production operations are located in the Neil Armstrong Operations and Checkout (O&C) facility at the Kennedy Space Center (KSC) providing an affordable and seamless delivery approach of vehicles directly to the launch site eliminating spacecraft transportation and additional checkout testing. Innovative vehicle design, manufacturing and test operations approaches are maturing and evolving with each Orion vehicle build to support the challenging NASA exploration mission requirements beyond Low Earth Orbit (LEO) while reducing program cost and schedule impacts. An example of Orion's evolution is the incorporation of an improved heat shield design, assembly and testing approach to meet the higher re-entry velocities for a lunar return for the EM-1 mission. The EFT- 1 heat shield was based on the Apollo heat shield manufacturing processes and was assembled at a supplier location and then transported to KSC for final integration. The EM-1 heat shield is now manufactured, assembled, tested, and installed into the spacecraft at the O&C facility reducing program cost and production schedules. The transition of the Space Shuttle TPS capabilities has enabled Orion to provide a human rated capsule design using proven materials and processes established over years of orbiter re-entry missions. The Orion Crew Module (CM) TPS configuration is derived from the Apollo CM approach utilizing improved materials and processes developed from the Space Shuttle program. The Orion EFT-1 heat shield utilized the Avcoat ablative material from Apollo which was injected into a honeycomb substrate and has been updated for EM-1 incorporating a block configuration bonded to a composite shell structure. This approach utilizes the proven Avcoat material for the heat shield ablator and is utilizing derived bonding and inspection methods and techniques from the Space Shuttle tile experience. The Orion back shell TPS configuration is based on Space Shuttle tile designs using proven tile materials and coatings. The Orion forward bay cover utilizes the high temperature tiles similar to the back shell tiles and low temperature blankets derived from the Space Shuttle program reducing weight impacts. Space Shuttle Multi-Layer Insulation (MLI) is installed in the Orion capsule to control the interior temperature environment providing a light weight design. These TPS design approaches have performed successfully on the Orion first flight test on EFT-1 and are incorporated in the configuration for the next flight test for EM-1. Completion of these two flight tests will certify the TPS for the Orion program for human rated exploration missions and has reduced the development cost to the Orion program. In addition to transitioning the Space Shuttle TPS design configurations to Orion, the supporting manufacturing infrastructure, manufacturing processes, and inspection methods are also incorporated into the Orion assembly operations at KSC. This has avoided significant startup schedule and costs impacts of new capabilities and development of support operations necessary to fabricate, install, inspect, and validate the TPS installations for the Orion spacecraft. The Thermal Protection System Facility (TPSF) which supported the Space Shuttle program provides the heat shield Avcoat blocks and the back shell AETB-8 tiles for Orion program. Extending the existing Space Shuttle TPS operations at KSC provides onsite support to the Orion spacecraft assembly operations. A significant benefit to the Orion program is the transition of the Space Shuttle technician work force at KSC. This highly skilled workforce was able to transition to the Orion program and immediately support the TPS installation operations. They brought with them the human rated manufacturing and assembly operations culture that was critical to the Space Shuttle success avoiding the retraining cost and schedule impacts of a new workforce to Orion. The technician skills certification program from the Space Shuttle was found to be compatible with the Lockheed Martin technician certification programs enabling a seamless training process utilizing process similarity avoiding the cost of retraining the work force to Orion standards. The existing workforce is certificated for multiple processes enabling reassignment of technicians to other tasks in the Orion AI&P operations reducing the overall touch labor manpower requirements. Additional benefits of using the Space Shuttle workforce is the incorporation of the lessons learned from Space Shuttle processes to improve the Orion TPS processes. This has resulted in a continuous evolution of TPS processes to improve the producibility and reduce the program cost for the TPS for the Orion program. Transitioning the Apollo and Space Shuttle TPS designs, processes, and technician workforce has been instrumental in enabling Orion to successfully meet the program challenges for NASA's exploration missions of the future.
Stewart, Michael↗
Infrastructure and resource development needs to support a significant expansion of US nuclear capacity
In December 2023, the United States pledged at a United Nations conference to triple nuclear energy by 2050. In May of 2025 a new administration announced plans to quadruple nuclear energy by 2025, setting a new target that requires understanding the key infrastructure and resources needed to achieve large-scale deployment. This study attempts to quantify “what it takes” to deploy an additional 200 GWe of nuclear capacity. It projects demand levels for workforce, fuel, uranium mining and enrichment, waste management, supply chain, land, licensing, and water. Demand growth is also contextualized. For example, the peak number of construction workers required is approximately 215,000, a 37 % increase in the current US utility construction workforce. Up to 80,000 MT/year of mined uranium will be needed, necessitating a 60-fold increase in US mining production or a doubling of global mining if sourced externally. Advanced reactor fuels, uranium mining, and nuclear-grade equipment production would need substantial expansion. Operational workforce, enrichment needs, and licensing submissions also face significant increases. Although water consumption may see relatively lower increases, securing water rights poses unique challenges. This study consolidates various demand metrics in a broad context, highlighting the necessity of early preparations, such as workforce training, to support a tripling of nuclear energy. While it outlines the demand-side requirements, it does not assess the difficulties of ramping up or other supply-side issues. The findings also shed light on the impact of reactor size and reactor technology on various demand metrics.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Building Inclusive Educational and Career Pathways in Fusion Energy
This paper was written in preparation for the Workforce Accelerator for Fusion Energy Development conference, which was funded by the National Science Foundation. Prior to the conference, participants from academia, government, industry, national laboratories, and nonprofit organizations worked together to write White papers. Held in Hampton, Virginia, in May 2024, the conference convened participants to discuss various topics in support of workforce development in fusion energy. As the fusion industry expands, efforts to recruit and retain a diverse workforce, ensure equitable access to fusion education, and gain public support will be critical to meeting workforce needs in this field. We outline strategic recommendations across three vital areas: improving diversity data collection; supporting career advancement and retention with a diversity, equity, inclusion, accessibility, and belonging focus; and strengthening community engagement and education in fusion energy.
Cote, Laleh [Lawrence Berkeley National Laboratory↗
Industry-driven Training and Curriculum Development Process
The development of a sustainable, skilled fusion workforce requires coordinated strategy between all sectors of fusion industry. This paper outlines a framework to align training programs with evolving technical and professional demands of fusion, including enhancing existing curricula, the establishment of new programs at educational institutions, and the identification of workforce gaps informed through industry engagement. Effective curriculum development requires input from both educators and employers to ensure that academic content reflects real-world challenges and can prepare students for successful transitions into the field. Collaborative models, such as industry-led training programs, inter-institutional partnerships, and faculty development initiatives, are highlighted as mechanisms for scalable and inclusive workforce development. Continued program success and relevance will be dependent on continuous review processes, including feedback from employers, alumni, and advisory boards. The combination of these programs supports the formation of flexible, industry-informed training pathways. This approach aims to foster a competent workforce capable of advancing fusion energy research and commercialization.
Gehrig, Monica [ORNL] (ORCID:0000000341022612)↗
An Educational Program on Concentrated Solar Power and Heliostats for Power Generation and Industrial Processes
The objective of this project was to design and implement a comprehensive educational and applied research program in Concentrated Solar Thermal Power (CSTP) and heliostat technologies at Northeastern University. In alignment with the U.S. Department of Energy's Heliostat Consortium (HelioCon) goals, the project aimed to expand student and public understanding of CSTP systems while simultaneously contributing to workforce development and the broader decarbonization strategy. A particular emphasis was placed on integrating hands-on student design projects and publicly disseminating educational content relevant to CSTP systems. The project addressed a critical gap in renewable energy education: CSTP and heliostats, despite their importance in utility-scale solar energy, are rarely included in standard mechanical engineering programs. This project established new pathways for students to engage with the topic through the creation of a 4-credit graduate/senior elective course, development of five industry-facing short courses, and the inclusion of CSTP-based capstone design projects. Over two academic years, 36 students across six senior design teams developed and tested technologies such as deformable heliostats, beacon-based tracking systems, and solar-powered pyrolizers for biomass-to-biochar conversion. Concurrently, 30 undergraduate and graduate students were enrolled in the new academic course centered around CSTP principles. To ensure the relevance and accessibility of the short course content, the project team engaged with industry professionals, technical policy stakeholders, and potential course participants through structured surveys and informal consultations. Feedback from 28 respondents guided the structure, length, and delivery format of the courses - resulting in a modular design broken into five workshops. The feedback emphasized the need for flexible, asynchronous delivery and practical case studies, particularly in areas such as heliostat control, thermal storage, and solar fuel production. This engagement helped align the courses with the evolving knowledge demands of the renewable energy workforce and ensured that participants from both technical and policy backgrounds could meaningfully benefit from the material. The research and educational activities advanced the understanding of heliostat control systems, optical performance under misalignment, and thermal system integration in solar-driven pyrolysis applications. Methods and designs explored in this project proved to be both technically effective and economically feasible at the lab scale. Prototypes were constructed using commercially available components and custom-fabricated elements, demonstrating that meaningful performance improvements can be achieved with modest material and fabrication costs, supporting the feasibility of student-led research in this field. The public benefit of this project is twofold. First, it cultivates a pipeline of engineers trained to be familiar with CSTP principles, an essential workforce need identified by the Department of Energy for achieving its 2030 cost and deployment targets. Second, it contributes openly accessible educational materials, course content, and experimental frameworks to the broader community, enabling other institutions to adopt or adapt similar programming. Through outreach activities, curriculum integration, and technical exposure, this project contributes to a more informed and capable renewable energy workforce while supporting innovation in heliostat and CSTP system design. A new technical report is being prepared to document the development of the course and its outcomes, with plans to publish it in the ASME Open Access Journal of Engineering to ensure global accessibility, free of cost.
14 SOLAR ENERGY↗
Aerospace Safety Advisory Panel
This report covers the activities of the Aerospace Safety Advisory Panel (ASAP) for calendar year 1998-a year of sharp contrasts and significant successes at NASA. The year opened with the announcement of large workforce cutbacks. The slip in the schedule for launching the International Space Station (ISS) created a 5-month hiatus in Space Shuttle launches. This slack period ended with the successful and highly publicized launch of the STS-95 mission. As the year closed, ISS assembly began with the successful orbiting and joining of the Functional Cargo Block (FGB), Zarya, from Russia and the Unity Node from the United States. Throughout the year, the Panel maintained its scrutiny of NASAs safety processes. Of particular interest were the potential effects on safety of workforce reductions and the continued transition of functions to the Space Flight Operations Contractor. Attention was also given to the risk management plans of the Aero-Space Technology programs, including the X-33, X-34, and X-38. Overall, the Panel concluded that safety is well served for the present. The picture is not as clear for the future. Cutbacks have limited the depth of talent available. In many cases, technical specialties are "one deep." The extended hiring freeze has resulted in an older workforce that will inevitably suffer significant departures from retirements in the near future. The resulting "brain drain" could represent a future safety risk unless appropriate succession planning is started expeditiously. This and other topics are covered in the section addressing workforce. In the case of the Space Shuttle, beneficial and mandatory safety and operational upgrades are being delayed because of a lack of sufficient present funding. Likewise, the ISS has little flexibility to begin long lead-time items for upgrades or contingency planning.
Source record↗
Structured Transition of Wind Tunnel Operations Skills from Government-to Contractor-Managed
In 2004, NASA awarded the Research, Operations, Maintenance, and Engineering (ROME) contract at NASA Langley Research Center to a team led by Jacobs Technology, Inc. A key component of the contract was the transitioning of the five large wind tunnel facilities from NASA managed and NASA or NASA/contractor workforces to fully contractor operated. The contractor would manage daily operations while NASA would continue to develop long-term strategies, make decisions regarding commitment of funds and commitment of facilities, and provide oversight of the contractor's performance. A major challenge would be the transition of knowledge of facility operations and maintenance from the incumbent civil servant workforce to the contractor workforce. While the contract has since been modified multiple times, resulting in a blended NASA/ROME workforce across the facilities, the processes developed and implemented to capture and document facility knowledge from the incumbent subject matter experts, build training and certification programs, and grow individual skills across subject areas and across facilities, are worthy of documentation. This is the purpose of this paper.
Dunn, Steven C.↗
Early Career Hire Rapid Training and Development Program: Status Report
The aging of the industrialized workforce, particularly in the aerospace industry, has resulted in a very large generation gap in the workforce. The disproportionate size of Baby Boomers, increasing longevity and declining birth rates has made this phenomenon a reality that no organization can ignore. It is now critical that aerospace organizations prepare themselves for this watershed transformation in the workforce and take the initiative to prepare the incoming workforce with the skills and knowledge necessary to stay at the forefront. Last year the Jet Propulsion Laboratory launched a pioneering training program, known as Phaeton, to provide the knowledge, practice, experience, mentoring opportunities, and project life cycle exposure to our incoming generation of engineers. After 14 months of operation, now is the time to discuss the preliminary results of this new program.
Riley, Betsy N.↗