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DOE OSTI2025

Alaska Liquid Natural Gas Pipeline Front-End Engineering & Design (Final Technical Report)

The Alaska Gasline Development Corporation (AGDC) is Alaska’s natural gas infrastructure development corporation established in 2013. AGDC’s mission is to maximize the benefit of Alaska’s vast North Slope natural gas resources for Alaskans through the development of infrastructure necessary to move the gas into local and international markets. AGDC was identified for a Congressionally Directed Spending (CDS) project for funding in the Energy and Water Development and Related Agencies Appropriations Act, 2023 under the heading: “Congressionally Directed Energy Efficiency and Renewable Energy Projects.” The CDS included $\$$4,000,000 of direct funding, with required match funds, to move the project forward. Alaska’s North Slope holds America’s largest proven and conventional natural gas supply. The integrated Alaska LNG Project will deliver 3.5 billion cubic feet of natural gas per day from Alaska’s North Slope gas fields to Alaskans as well as to a marine terminal located at tidewater in Cook Inlet. Alaska LNG is an integrated gas infrastructure project with three major components: a gas treatment plant (GTP) located at Prudhoe Bay, an 807-mile (1,287 km) gas pipeline (Mainline Pipeline) to Southcentral Alaska with interconnections for in-state gas use, and a natural gas liquefaction facility (LNG Facility) in Nikiski, Alaska. The integrated Alaska LNG Project has several strategic advantages including proven gas resources, existing upstream infrastructure, an advantageous arctic climate for LNG production, proximity to LNG markets, a track record of reliability from a state that first began exporting LNG to Japan in 1969, and broad support from Alaskans. North Slope natural gas is a conventional resource and can be produced with minimal drilling at a fraction of the carbon dioxide emissions of shale gas from the Lower 48 states. Through the development of the Alaska LNG Project, Alaska can provide energy security to Alaskans and a stable source of LNG to the Asia-Pacific region for generations. The Alaska LNG Project has been progressed through Pre-Front-End Engineering Design (Pre-FEED) and has obtained all major federal and State of Alaska permits and authorizations to construct the project, including the Federal Energy Regulatory Commission (FERC) Order Granting Authorization Under Section 3 of the Natural Gas Act. On September 5, 2024, the U.S. Department of Energy (DOE), National Energy Technology Laboratory (NETL) awarded Project No. DE-FE0032307 to AGDC with the objective to progress the project to Front-End Engineering Design (FEED) entry for the Alaska LNG Project Phase 1 Pipeline. The award Start Date was made effective July 1, 2023, with a Period of Performance through June 30, 2025. On March 27, 2025, AGDC announced the execution of definitive commercial agreements with Glenfarne Alaska LNG, LLC, an affiliate of Glenfarne Group, LLC, (together as “Glenfarne”), to lead the development of the Alaska LNG Project and enter FEED for the Phase 1 Pipeline. Project activities are now funded and directed by this private sector partner who holds a 75% interest in 8 Star Alaska, LLC (8 Star). 8 Star holds the assets of the Alaska LNG Project. As planned, AGDC continues to hold 25% minority interest in 8 Star and will play a governance role moving forward with Alaska LNG. This definitive commercial agreement milestone led to the successful completion of AGDC’s Statement of Project Objectives (SOPO) for FEED entry and led to the completion of DOE Project No. DE-FE0032307. At conclusion of the SOPO, AGDC also reached the award’s maximum federal cost share of $\$$4,000,000. AGDC is, therefore, providing Final Technical Report to close out DOE Project No. DE-FE0032307.

02 PETROLEUM↗
DOE OSTI2023

Pathways to Carbon Neutrality 2050 in Malaysia and Kuala Lumpur

Malaysia has recently set an ambitious target of achieving carbon neutrality as early as 2050. To accomplish this, the country will need to strategically reduce its emissions across all sectors. In 2020, Malaysia emitted approximately 368 MtCO2e, with the largest sources of emissions including electricity (36% of total emissions), transportation (17%), and industry (15%)1. We find that the greatest reductions in emissions can therefore come from decarbonizing power generation and electrifying end-use sectors. Digitalization, smart technologies, and improved energy efficiency will significantly reduce economy-wide energy consumption. By leveraging efficient technologies, both Malaysia and Kuala Lumpur can address the challenges posed by rapid urbanization and climate change. Digitalization is a broad category that includes a variety of measures; for example, the wide adoption of high-efficiency appliances and lighting or improved building energy codes in the buildings sector. Similarly, technological improvements can advance industrial energy efficiency, and for transportation, smart technologies cover a shift from private to public transportation and the greater use of electric vehicles. While renewable energy (RE) will play a crucial role in decarbonization, achieving carbon neutrality in certain sectors will be difficult without emerging technologies like carbon capture and storage (CCS) and innovative fuel sources such as hydrogen. In order for Malaysia to rely on CCS as a mitigation option, early investment and incentives to the private sector will be critical. This holds for the use of hydrogen as well: investing in the necessary technology, infrastructure, and human capital will allow Malaysia to position itself as an innovator in the region and leverage these advanced technologies as a key part of its climate strategy. Another possible carbon removal option other than CCS would be a land-use sink; however, given that Malaysia is still developing and may deforest in the near-term, this report does not focus on the mitigation potential of land-use change. With its innovative and bold climate plans, Kuala Lumpur is primed to be a leader in regional climate change efforts. Kuala Lumpur is also engaged in several international collaborations to ensure sustainable city development such as the C40 network and the ASEAN Smart Cities Partnership. As such, the city will play a critical role in contributing to Malaysia’s overall climate goals and as a policy trendsetter through ambitious, scalable plans. One key factor in these emissions reductions is that Kuala Lumpur has full control over its building guidelines, allowing for ambitious policies resulting in significant emissions reductions. However, in other sectors, Kuala Lumpur has less direct control over regulations; for example, power generation and integration of RE are largely in the hands of the Malaysian government. With limited and primarily light industry, Kuala Lumpur’s contributions to emissions reductions here are curbed. And, while Kuala Lumpur has control over local transportation policies like increasing access to and quality of public transportation, broad shifts in transportation will stem from national-level policies. As such, multi-level governance is an integral component of Malaysia’s climate strategy and coordination between local and national governments will be essential in reducing emissions and achieving other climate goals. This report addresses these and other key challenges and opportunities Malaysia faces on the road to carbon neutrality.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRSDate not supplied

VIPER: Introduction to the Resource Prospecting Mission

With the Artemis Program, NASA plans to return humans to the Moon to stay, which means if there are local materials available, they could be deployed to help support extended lunar stays. Since the moon’s polar regions have confirmed the presence of volatiles, as revealed by LCROSS, LRO and other lunar missions, the next step is to understand the nature and distribution of those candidate resources and how they might be extracted. Recent studies have even indicated local volatiles could be processed into propellants and human life-supporting resources, significantly aiding in sustaining humans on the Moon, and eventually and later to support missions to Mars. The Volatiles Investigating Polar Exploration Resource (VIPER) is an in-situ resource utilization (ISRU) mission within NASA’s Science Mission Directorate (SMD), based on the pathfinding development of the Resource Prospector (RP) mission concept. This clever mission is targeting late 2023 and may spend over 100 days mapping and surveying four different Ice Stability Regions to understand the nature and distribution of water and volatiles already confirmed to be there, including measuring mineralogical content such as silicon and light metals from lunar regolith. The knowledge attained by a mission like VIPER could have many-fold benefits for space exploration, but also commercial applications. VIPER is an essential, early mission supporting the “moon rush” which has developed over the past few years, with both governments and commercial entities making their cases for lunar exploration. VIPER aims to understand just how the water-ice and other volatiles are distributed, both horizontally and vertically, enabling creation of volatiles resource maps, which will guide what might be required to harvest those resources at scale. With sufficient infrastructural investment, led by governments and then optimized by the commercial marketplace, VIPER will be a pathfinder mission addressing key decadal lunar science and early strategic knowledge gaps.

Daniel Andrews↗
DOE OSTI2023

ISO 50001-Based Energy Management Systems as a Practical Path for Decarbonization: Initial Findings from a Survey of Technical Assistance Cohort Participants

Organizations face rising pressure to take action to reduce their climate-affecting emissions (i.e., decarbonize). While many responses are possible, an essential approach—strategically managing their energy consumption as an essential business practice via an ISO 50001-based energy management system—is not yet widely recognized as a framework for decarbonization. This study analyzes interim survey results from 24 organizations (a 48% response rate) implementing a rigorous energy management system, one deployed by the U.S. Department of Energy as “50001 Ready”, to test whether participating organizations perceive the energy management system under development as an essential aspect of their decarbonization efforts. The results are preliminary in nature, given the ongoing nature of the program and associated data collection; however, they are sufficient to refute our hypothesis that energy management systems are perceived by organizations participating in 50001 Ready cohorts to primarily affect energy performance with little-to-no connection regarding decarbonization efforts. Major findings include that participants’ decarbonization targets and commitments are driven by market imperatives (highlighting the importance of ISO 50001 as a management system tool) and that they see energy efficiency as vital to decarbonizing. We conclude by suggesting future research directions to further establish the premise that energy management systems are an effective, efficient, and long-lasting decarbonization strategy.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

Wide Bandgap Generation (WBGen): Developing the Future Wide Bandgap Power Electronics Engineering Workforce

This Final Technical Report (FTR) summarizes the work conducted at the Center for Power Electronics Systems (CPES) under the Wide-Bandgap Generation (WBGen) fellowship and traineeship program established by the Advanced Manufacturing and Technologies Office (AMMTO) of the U.S. Department of Energy Office of Energy Efficiency and Renewable Energy (EERE) at Virginia Tech, which had as main objective to train the next generation of U.S. citizen power engineers with wide-bandgap (WBG) power semiconductor expertise, with the intent to aid in fulfilling the future workforce needs in this field. The latter was deemed of strategic importance given the fast-paced growth observed—and predicted—in the demand of this technical expertise, whose practitioners have become the enablers and executioners of the electrification transformation process that not just the U.S., but the whole world, is currently undergoing as it seeks for more effective and efficient ways to use energy. As such, the WBGen program set forth to achieve its educational goals, which in addition sought to broaden the range of WBG-based power electronics by conducting research and development on high-efficiency grid apparatus and high-efficiency electrical power systems, and to also enhance the power engineering curriculum by formalizing WBG-oriented design procedures replacing existent yet now obsolete design procedures developed for Silicon (Si) based power electronics. This effort led CPES to spearhead the development of a new major within The Bradley Electrical and Computer Engineering (ECE) Department at Virginia Tech, namely Electronic Power and Energy Systems (EPES), which coalesced power electronics and power systems courses to provide undergraduate students with a strong formation in the power engineering field, while creating a pipeline of graduate students that could pursue the WBG-based curriculum and conduct research at CPES. In all, in what is considered a true success, eight of the twenty WBGen fellows that graduated program were recruited from the ECE department undergraduate cohort. The traineeship emphasized as well, from its beginning, the partnership with industry and national laboratories, which took advantage of the successful industry consortium at CPES that has historically been formed by 80–90 power and energy companies working in close collaboration with the center. This gave WBGen fellows the accessibility and possibility to conduct internships at partner facilities during the summer months, focused solely on the evaluation, testing, and adoption of WBG devices, which were many times tightly related to their respective research work and plans. In addition, WBGen fellows conducted their main research work within the confines of research programs at CPES conducted with these industry partners, providing them with a unique opportunity to develop not just their technical expertise—while advancing their knowledge, but to also learn and practice a slew of skills needed for their professional growth. As such, the fellows tackled a variety of WBG-related research topics, from device reliability and capability aspects as well as packaging and integration, encompassing the use of advanced materials and new structures, current sharing challenges, and insulation systems, to advanced gate-drivers with integrated sensors and protection mechanisms and active current- and voltage-based control, to optimized layouts seeking to maximize the switching and power processing performance of these devices, to power processing solutions adopting Gallium-Nitride (GaN) and Silicon-Carbide (SiC) power semiconductors for a variety of applications; including radiation-hardened converters for space dc distribution systems, direct three-phase ac-to-ac power converters for aerospace systems, dc-ac inverters for automotive traction drives, high-frequency isolated dc-dc battery chargers also for heavy transportation systems, and medium-voltage dc-dc and dc-ac converters for distribution systems and future power grids. The WBGen program ultimately graduated a total of 20 power engineers, all experts on WBG-based power electronics, awarding 18 M.S. and 2 PhD degrees in the process. These fellows, all U.S. citizens, allowed CPES to increase the number of citizens students to 33 % at the peak of the program, as the traineeship made possible the recruitment of talent with more attractive graduate research assistantship (GRA) contracts. Unfortunately, the present U.S. citizen enrollment at CPES has declined back to historic levels—approximately 10 %, as the regular GRA rates are not competitive enough when compared with entry-level industry jobs. In all, WBGen fellows published a total of 7 peer-reviewed journal articles, 44 papers at international technical conferences, made 42 presentations at international technical conferences, and filed 4 invention disclosures and patent applications, which have since then been granted by the U.S. Patent and Trademark Office (USPTO). Their contribution to CPES, Virginia Tech, the United States, and the world, has been significant, and continues to yield results thanks to the exemplary career that the fellows have initiated at many of the partners of the program, which include Wolfspeed, Raytheon Technologies, Infineon, Lockheed Martin, Dominion Energy, Northrop Grumman, Rivian, Aerospace Corporation, Sandia National Laboratory, National Renewable Energy Laboratory, John Hopkins University, and Virginia Tech.

14 SOLAR ENERGY↗
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.↗
NASA NTRS2007

NASA's RPS Design Reference Mission Set for Solar System Exploration

NASA's 2006 Solar System Exploration (SSE) Strategic Roadmap identified a set of proposed large Flagship, medium New Frontiers and small Discovery class missions, addressing key exploration objectives. These objectives respond to the recommendations by the National Research Council (NRC), reported in the SSE Decadal Survey. The SSE Roadmap is down-selected from an over-subscribed set of missions, called the SSE Design Reference Mission (DRM) set. Missions in the Flagship and New Frontiers classes can consider Radioisotope Power Systems (RPSs), while small Discovery class missions are not permitted to use them, due to cost constraints. In line with the SSE DRM set and the SSE Roadmap missions, the RPS DRM set represents a set of missions, which can be enabled or enhanced by RPS technologies. At present, NASA has proposed the development of two new types of RPSs. These are the Multi-Mission Radioisotope Thermoelectric Generator (MMRTG), with static power conversion; and the Stirling Radioisotope Generator (SRG), with dynamic conversion. Advanced RPSs, under consideration for possible development, aim to increase specific power levels. In effect, this would either increase electric power generation for the same amount of fuel, or reduce fuel requirements for the same power output, compared to the proposed MMRTG or SRG. Operating environments could also influence the design, such that an RPS on the proposed Titan Explorer would use smaller fins to minimize heat rejection in the extreme cold environment; while the Venus Mobile Explorer long-lived in-situ mission would require the development of a new RPS, in order to tolerate the extreme hot environment, and to simultaneously provide active cooling to the payload and other electric components. This paper discusses NASA's SSE RPS DRM set, in line with the SSE DRM set. It gives a qualitative assessment regarding the impact of various RPS technology and configuration options on potential mission architectures, which could support NASA's RPS technology development planning, and provide an understanding of fuel need trades over the next three decades.

solar system↗
NASA NTRSDate not supplied

Digital Prototyping Methods to Enable Product Development Analysis Cycle Compression in Aerospace Systems

Historically, the product development life cycle (spanning from origination of a systems concept to initial delivery or fielding) for large-scale aerospace systems is 10-25 years. Examples of recent programs exhibiting this timeline are the Space Shuttle (13 years), , International Space Station (18 years), NASA Hubble telescope (16 years), USAF F-35 Strike Fighter (22 years), Missile Defense Agency THAAD (21 years), USAF V-22 Osprey (26 years), USAF B-2 Spirt (19 years), US Army RAH-66 Comanche (22 years, cancelled prior to fielding), James Webb Space Telescope (25 years), Space Launch System (10 years). This list illustrates the challenges of developing and fielding a modern integrated multi-disciplinary aerospace system. These development timelines are often preceded by significant research and development programs and followed by multiple increments, blocks, or spirals to reach planned operational capability. In the modern era of aerospace system acquisition, there is significant pressure to reduce system development timelines to meet system objectives and enable competitiveness in the current industry and landscape. Across the aerospace industry, a range of rapid acquisition and prototyping programs are seeking to achieve system development within timelines considerably less than 10 years. Notably, in September of 2019, NASA issued a solicitation for the development and demonstration of a Human Landing System (HLS) to deliver humans to the lunar surface by 2024 (5 years) and for the development and demonstration of a more sustainable HLS by 2026 (7 years). Lengthy product development cycle timelines are a product of multiple factors ranging from programmatic, sociological, technical, and systems engineering issues. New approaches in systems engineering provide new ways to enable these compressed development timelines. These approaches employ expanded application of advanced systems engineering methods and cross-cutting digital tools to accelerate system development, utilizing digital prototyping to connect maturing sub-system or component technologies into system or system-of-systems hardware prototypes. Approaches such as the use of system integrating physics relationships to reduce the number of design analysis cycle iterations and state analysis modeling to reduce necessary software testing (and improving coverage of system execution scenarios) represent steps forward in reducing the engineering time needed to field new systems. In addition to cost, schedule and performance benefits, expanded digital exploration and demonstration reduce risk in live system test and demonstration. This incremental demonstration approach, where digital prototyping and demonstration leads and informs full system test and demonstration, could be more important for space applications because of the increased difficulty of test and demonstration of space systems and architectures. The Advanced Concepts Office (ACO) at Marshall Space Flight Center merges traditional multi-disciplinary concept definition methods with modern, cross-cutting systems engineering concepts to enable iterative design and analysis of space architectures and systems through coordinated, strategic management of human capital, technical processes, and technology. This paper provides an overview of that approach, including recent examples and a strategic path forward to enabling continued reduction of aerospace system product development life cycles.

Michael D Watson↗
DOE OSTI2025

Strategic Placement and Sizing of Distributed Generation for Resilience Enhancement of Distribution Grids With Microgrid Formation

The rise in frequency and severity of extreme weather events highlights the need for resilient power distribution networks. Microgrids can help improve the resilience of distribution grids by providing continuous power supply using local distribution generation (DG) when the distribution grid fails. In this paper, we propose an approach for optimal placement and sizing of DG to form multiple microgrids throughout the distribution network by restoration actions such as switching operations in case of distribution grid outages caused by extreme weather events. Considering the randomness of damaged distribution lines, the DG placement and sizing problem is formulated as a two-stage stochastic mixed-integer program, with the first stage determining the placement and size of DG, and the second stage focusing on minimizing the amount of load shedding through network restoration and microgrid formations for each scenario. Due to the large number of scenarios, the sample average approximation (SAA) method is employed to solve the problem. The results of case studies on a modified IEEE 33 bus distribution grid demonstrate the effectiveness of the proposed DG placement and sizing strategy in improving the resilience of distribution grids by allowing the formation of multiple microgrids. In addition, the robustness and accuracy of the SAA method are validated through various case studies.

Distributed generation planning↗
DOE OSTI2026

Design and optimization of processes for recovering rare earth elements from end‐of‐life permanent magnets

Recovery of rare earth elements (REEs) from end-of-life (EOL) products represents a strategic opportunity to strengthen the domestic supply chain for rare earth elements. This work presents a superstructure-based optimization framework for finding the most economical processing pathway for different EOL rare earth permanent magnets (REPMs). The framework evaluates state-of-the-art technologies across four processing stages—disassembly, demagnetization, leaching and extraction, and precipitation and calcination—using net present value (NPV) maximization and cost of recovery (COR) minimization objectives. A novel bottom-up costing framework for hydrogen decrepitation is also introduced. Two feedstocks were considered: REPMs from EOL hard disk drives (HDDs), and electric and hybrid electric vehicles (EVs and HEVs). While HDD recycling proved unprofitable due to limited feedstock availability, EVs/HEVs were profitable across a range of parameters and cost estimates. Therefore, our findings suggest that the proposed EOL EV/HEV recycling process may be economical and is worthy of further investigation.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2023

Exploiting electricity market dynamics using flexible electrolysis units for retrofitting methanol synthesis

Here we investigate the economic viability of integrating flexible electrolysis units to produce hydrogen in methanol synthesis processes. Specifically, we investigate whether this approach can help reduce methanol production costs by strategically exploiting dynamics of electricity markets. Our study integrates high-fidelity process simulations, optimization tools, and microkinetic modeling (informed by density functional theory) to conduct detailed techno-economic analyses and to compare performance against traditional processes that use hydrogen produced via steam-methane reforming (SMR). We also use this approach to estimate the levelized cost of hydrogen (LCOH) as a function of time-varying electricity prices (from day-ahead and real-time prices) and of key techno-economic parameters. Our results show that the proposed electrification framework is cost-competitive under certain electricity market conditions. Specifically, we find that, when the electrolysis system is operated in flexible mode (and can respond to dynamics of electricity markets), the associated electricity cost nearly collapses to zero. Conversely, when the unit is not flexible (and cannot respond to markets), the electricity cost comprises 60% of the total cost. Our results also reveal that the LCOH of the flexible electrolysis system participating in real-time electricity markets is 31% lower than the LCOH obtained from SMR. Overall, this indicates that exploiting the dynamics of electricity markets can make hydrogen production cost-competitive and this can lead to viable alternatives to electrify methanol production and other hydrogen-based processes.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2006

NASA Crew Launch Vehicle Overview

The US. Vision for Space Exploration, announced January 2004, outlines the National Aeronautics and Space Administration s (NASA) strategic goals and objectives. These include: 1) Flying the Shuttle as safely as possible until its retirement, not later than 2010. 2) Bringing a new Crew Exploration Vehicle (CEV) into service as soon as possible after Shuttle retirement. 3) Developing a balanced overall program of science, exploration, and aeronautics at NASA, consistent with the redirection of the human spaceflight program to focus on exploration. 4) Completing the International Space Station (ISS) in a manner consistent with international partner commitments and the needs of human exploration. 5) Encouraging the pursuit of appropriate partnerships with the emerging commercial space sector. 6) Establishing a lunar return program having the maximum possible utility for later missions to Mars and other destinations. Following the confirmation of the new NASA Administrator in April 2005, the Agency commissioned a team of aerospace subject matter experts from government and industry to perform the Exploration Systems Architecture Study (ESAS), which provided in-depth information for selecting the follow-on launch vehicle designs to enable these goals, The ESAS team analyzed a number of potential launch systems, with a focus on: (1) a human-rated launch vehicle for crew transport and (2) a heavy lift launch vehicle (HLLV) to carry cargo. After several months of intense study utilizing technical performance, budget, and schedule objectives, the results showed that the optimum architecture to meet the challenge of safe, reliable crew transport is a two-stage variant of the Space Shuttle propulsion system - utilizing the reusable Solid Rocket Booster (SRB) as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit. The CEV that this new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. The HLLV system will utilize the Shuttle External Tank combined with SRBs. The focus of this paper is on the CLV system, giving an overview of plans and progress to date.

Dumbacher, Daniel L.↗
DOE OSTI2023

Five grand challenges of offshore wind financing in the United States

Offshore wind energy has the potential to play a critical role in fostering a renewable energy transformation in the United States. This owes to its massive technical potential, strategic location near densely populated coastlines, and - relative to onshore wind and solar - high capacity factors and consistent production. The Biden Administration's target to build 30 GW of offshore wind capacity by 2030 (from 0.04 GW today) requires the creation and swift development of a new industry that interlinks the wind and power industries with the maritime sector. Critical to its success is financing. While financial capital is abundant, deploying it for offshore wind faces major challenges. We identify and describe five grand challenges affecting offshore wind finance in the U.S. Failing to address these challenges may put deployment targets at risk. The challenges include (1) Early years financing: navigating the complexities, timing mismatches, and high costs of projects in the development phase; (2) Policy support for project financial solvency: addressing the uncertainty and systematic transfers of tax credits away from offshore wind, characteristic of the U.S. Investment Tax Credit; (3) Workforce development: building a skilled workforce for an emerging market; (4) Transmission and integration barriers: upgrading the power grid to reliably support large scale offshore wind integration; and (5) Floating wind development: financing the development and scale-up of floating offshore wind technologies. The second challenge has already been solved to a large extent by the Inflation Reduction Act.

17 WIND ENERGY↗
NASA NTRS2006

NASA Exploration Launch Projects Overview: The Crew Launch Vehicle and the Cargo Launch Vehicle Systems

The U.S. Vision for Space Exploration (January 2004) serves as the foundation for the National Aeronautics and Space Administration's (NASA) strategic goals and objectives. As the NASA Administrator outlined during his confirmation hearing in April 2005, these include: 1) Flying the Space Shuttle as safely as possible until its retirement, not later than 2010. 2) Bringing a new Crew Exploration Vehicle (CEV) into service as soon as possible after Shuttle retirement. 3) Developing a balanced overall program of science, exploration, and aeronautics at NASA, consistent with the redirection of the human space flight program to focus on exploration. 4) Completing the International Space Station (ISS) in a manner consistent with international partner commitments and the needs of human exploration. 5) Encouraging the pursuit of appropriate partnerships with the emerging commercial space sector. 6) Establishing a lunar return program having the maximum possible utility for later missions to Mars and other destinations. In spring 2005, the Agency commissioned a team of aerospace subject matter experts to perform the Exploration Systems Architecture Study (ESAS). The ESAS team performed in-depth evaluations of a number of space transportation architectures and provided recommendations based on their findings? The ESAS analysis focused on a human-rated Crew Launch Vehicle (CLV) for astronaut transport and a heavy lift Cargo Launch Vehicle (CaLV) to carry equipment, materials, and supplies for lunar missions and, later, the first human journeys to Mars. After several months of intense study utilizing safety and reliability, technical performance, budget, and schedule figures of merit in relation to design reference missions, the ESAS design options were unveiled in summer 2005. As part of NASA's systems engineering approach, these point of departure architectures have been refined through trade studies during the ongoing design phase leading to the development phase that begins in 2008. Comprehensive reviews of engineering data and business assessments by both internal and independent reviewers serve as decision gates to ensure that systems can fully meet customer and stakeholder requirements. This paper provides the current CLV and CaLV configuration designs and gives examples of the progress being made during the first year of this significant effort. Safe, reliable, cost-effective space transportation systems are a foundational piece of America s future in space and the next step in realizing the plan for revitalizing lunar capabilities on the passageway to the human exploration of Mars. While building on legacy knowledge and heritage hardware for risk reduction, NASA will apply lessons learned from developing these new launch vehicles to the growth path for future missions. The elements for mission success and continued U.S. leadership in space have been assembled over the past year. As NASA designs and develops these two new systems over the next dozen years, visible progress, such as that reported in this paper, may sustain the national will to stay the course across political administrations and weather the inevitable trials that will be experienced during this challenging endeavor.

Snoddy, Jimmy R.↗
DOE OSTI2021

The Role of Nuclear-Conventional Intermingling on State Decision-making and the Risk of Inadvertent Escalation

The questions answered by this report are: What are the implications of nuclear and conventional intermingling on crisis stability and the potential risk of miscalculation?, and Specifically, how might entanglement influence US and competitor decision making during crisis and conflict? In practice, there are three main forms of nuclear-conventional intermingling. First, intermingling between nuclear and non-nuclear weapon systems can occur via the fielding of dual capable delivery systems like missiles or aircraft. Second, intermingling can happen due to the co-location of nuclear and non-nuclear forces and their support structures—for example, the co-location of strategic bombers and general-purpose aircraft, or the co-location of strategic submarines and general-purpose vessels. Third, intermingling can occur via convolving nuclear and conventional military command and control systems, to include ballistic missile early warning and potentially space surveillance systems as well. All three forms of nuclear-conventional intermingling have significantly increased since the end of the Cold War, driven by both technological and doctrinal changes. However, there are important differences in the rationale behind, and also the risks associated with these three different forms of intermingling. The mere existence of dual capable systems is not new— deploying such systems can increase the effectiveness of forces, and it can also provide more flexibility. The major powers have both employed and threatened with dual capable systems for decades, and they have done so without nuclear escalation. Similarly, the major powers co-located nuclear and conventional systems in the Cold War, and they did so for variety of reasons that had nothing to do with complicating the adversary’s risk calculus. The Soviet Union, for example, decided to co-locate its nuclear and conventional forces for economic and administrative reasons. Although today it might be recognized as a useful deterrent tool, it was not their primary intention. Major powers want to convince rivals that the co-location of forces creates a high bar for targeting and raises the risk of nuclear escalation, but they also want to have the flexibility of this not being true in an actual crisis or conflict.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2008

Evolution of the Earth Observing System (EOS) Data and Information System (EOSDIS)

One of the strategic goals of the U.S. National Aeronautics and Space Administration (NASA) is to "Develop a balanced overall program of science, exploration, and aeronautics consistent with the redirection of the human spaceflight program to focus on exploration". An important sub-goal of this goal is to "Study Earth from space to advance scientific understanding and meet societal needs." NASA meets this subgoal in partnership with other U.S. agencies and international organizations through its Earth science program. A major component of NASA s Earth science program is the Earth Observing System (EOS). The EOS program was started in 1990 with the primary purpose of modeling global climate change. This program consists of a set of space-borne instruments, science teams, and a data system. The instruments are designed to obtain highly accurate, frequent and global measurements of geophysical properties of land, oceans and atmosphere. The science teams are responsible for designing the instruments as well as scientific algorithms to derive information from the instrument measurements. The data system, called the EOS Data and Information System (EOSDIS), produces data products using those algorithms as well as archives and distributes such products. The first of the EOS instruments were launched in November 1997 on the Japanese satellite called the Tropical Rainfall Measuring Mission (TRMM) and the last, on the U.S. satellite Aura, were launched in July 2004. The instrument science teams have been active since the inception of the program in 1990 and have participation from Brazil, Canada, France, Japan, Netherlands, United Kingdom and U.S. The development of EOSDIS was initiated in 1990, and this data system has been serving the user community since 1994. The purpose of this chapter is to discuss the history and evolution of EOSDIS since its beginnings to the present and indicate how it continues to evolve into the future. this chapter is organized as follows. Sect. 7.2 provides a discussion of EOSDIS, its elements and their functions. Sect. 7.3 provides details regarding the move towards more distributed systems for supporting both the core and community needs to be served by NASA Earth science data systems. Sect. 7.4 discusses the use of standards and interfaces and their importance in EOSDIS. Sect. 7.5 provides details about the EOSDIS Evolution Study. Sect. 7.6 presents the implementation of the EOSDIS Evolution plan. Sect. 7.7 briefly outlines the progress that the implementation has made towards the 2015 Vision, followed by a summary in Sect. 7.8.

Ramapriyan, Hampapuram K.↗
DOE OSTI2026

Policy Reforms to Unleash Domestic Critical Minerals Mining and Processing

The United States faces growing strategic and economic risks due to its limited ability to mine, process, and refine the minerals required for national defense, energy systems, advanced manufacturing, and emerging technologies. Although the country possesses significant geological resources, development has been slowed by long and unpredictable permitting timelines, fragmented regulatory responsibilities, limited midstream processing capacity, and a shrinking technical workforce. These structural barriers have created supply chain vulnerabilities that constrain industrial growth and reduce national resilience. This report presents a comprehensive set of reforms intended to modernize the nation’s approach to critical minerals. The recommendations address federal permitting, environmental review processes, the legal framework governing mining activities, interagency coordination, domestic processing and refining capacity, and the education and workforce systems needed to support long term industry development. The analysis emphasizes practical steps to shorten project timelines, improve regulatory clarity, expand processing infrastructure, enable recovery from both conventional and nontraditional sources, and update outdated requirements that hinder the development of essential materials. Taken together, the recommended reforms would strengthen domestic supply chains, improve investment certainty, and reduce dependence on external minerals and processing infrastructure. By aligning policy, regulatory frameworks, and workforce capabilities with national needs, the United States can build a more resilient and secure critical minerals ecosystem that supports long term economic competitiveness and technological leadership.

29 - ENERGY PLANNING, POLICY AND ECONOMY↗
NASA NTRS2016

Internship at the Office of the Chief Scientist

The NASA Ames Research Center (ARC) Office of the Chief Scientist (OCS) is part of the Center Management. The OCS adds value to the organization by encouraging and facilitating innovation and value to the Agency, Nation, and the scientific community through its well-developed, diverse, and strategically formed charter. The OCS provides the Center with the oversight and advice by facilitating and evaluating the Scientific Innovation Fund (SIF) and promoting science-based research partnerships. Additionally, the Office contributes to to the Agency by organizing annual Summer Series Colloquia, Workshops, and support to the Early Career Network, which allows for international and inter-agency collaborations. Working at the OCS allowed me to further learn about the working of the Office and how the Office engages and provides guidance with rest of the Center and the Agency. As part of my internship, I am working on developing the initial infrastructure required for the organization of the Standardized Distributed Workshop and further developing the layout for the Hibernation Workshop. The Standardized Distributed System workshop will investigate the scope of developing and using standardized distributed systems for a wide range of applications including satellite systems, aerospace-oriented systems, water-based systems, automobiles, and various other robotics applications. The goal of this workshop is to determine the feasibility of developing a standardized distributed system that can be customized for different technological applications, which will enable resource sharing, openness, robustness, and fault tolerance. This workshop will bring together experts from different fields, including satellite operations, unmanned aerial vehicles, aircraft operation and management, and artificial intelligence to provide a global evaluation of the aspects associated with the development and adoption of distributed systems. The workshop will also guide the participants through state of the art distributed systems, discuss some of the challenges in designing control systems with a distributed structure, and consider the future of distributed system based technologies for future applications. Additionally, I am also working on finalizing the details and documentation for the proposed Hibernation Workshop. This workshop will address the phenomenon of hibernation through three major aspects: hibernation on Earth, hibernation in space, and knowledge gaps in the approaches to future deep space exploration. The primary objective of the workshop is to explore the current state of science in the area of hibernation, and as a scientific community, explore the gaps and challenges preventing this scientific field from advancing to the next level. This workshop will consist of presentations, panel discussions, and breakout sessions focused on addressing this scientific field, and bringing experts from educational and commercial sectors together. As a part of my internship report, I will be document the process of planning these workshops and further provide a brief summary of my experience with the 2016 NASA Ames Summer Series and various professional visits.

ISU↗