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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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At least 19 records

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NASA NTRS2008

Workforce Transition Strategy: Initial Report. Space Shuttle and Constellation Workforce Focus

The transition from Space Shuttle to Constellation over the next few years provides a rare opportunity to reinvigorate the Nation's space exploration capabilities. During that time, NASA's greatest challenge and top priority will be to safely fly out the Space Shuttle manifest, complete assembly of the International Space Station (ISS), and honor commitments to our international partners prior to retiring the Shuttle in 2010, all while developing the new Constellation space systems and preparing them for flight as soon as possible after the Shuttles last mission.

Workforce Transition Strategy↗

NASA NTRS2008

Workforce Transition Strategy: Initial Report. Space Shuttle and Constellation Workforce Focus

The careful planning, optimized utilization, and responsive disposition of processes, personnel, resources, and real and personal property, focused upon leveraging existing Shuttle and ISS assets for Exploration programs safety and mission success.

Workforce Transition Strategy↗

NASA NTRS2006

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively planning the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Implementing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA s Crew Exploration Vehicle (CEV) and Crew and Cargo Launch Vehicles (CLV). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the President s "Vision for Space Exploration," and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Henderson, Edward M.↗

NASA NTRS2007

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively flying the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Completing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA's Crew Exploration Vehicle (Orion) and Crew and Cargo Launch Vehicles (Ares I). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the Vision for Space Exploration, and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Norbraten, Gordon L.↗

NASA NTRS2010

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.↗

DOE OSTI2026

Prime Time for Model-Predictive Control? Assessing the Technical and Market Readiness of Advanced Controls in Buildings

Despite three decades of extensive research and field testing that have consistently validated the benefits of Model Predictive Control (MPC) in building applications, the technology has seen limited market adoption. This paper evaluates the readiness of MPC for widespread deployment, showcases recent demonstrations and field tests across diverse building types, including residential, small commercial, large commercial, and campus settings. Our results demonstrate that MPC can optimize system operations to achieve load shifting, minimize curtailment of on-site generation, and reduce energy costs by up to 80 %, while maintaining or improving occupant comfort. We also show that MPC can effectively control large assets, such as MW-sized thermal storage systems, and respond to dynamic pricing signals. However, achieving scale remains difficult due to labor-intensive workflows, reliance on a “PhD-in-the-loop” for MPC design and maintenance, susceptibility to fragile data infrastructure, and persistent workforce education and acceptance barriers. To bridge this gap, we outline a transition from bespoke, labor intensive prototypes toward streamlined, segment-targeted deployment strategies that leverage model templates, semantic tools, and generative AI. By automating control configuration and reducing engineering effort, these recommendations provide a pathway for transforming successful research demonstrations into scalable, market ready solutions for MPC-based controls.

Pritoni, Marco↗

DOE OSTI2025

Simulating regional workforce impacts of decarbonizing integrated steelmaking

Global efforts to mitigate climate change are increasing pressure on heavy manufacturing industries to decarbonize production. The iron and steel industry is responsible for 7% of CO 2 emissions globally (2% in the United States) and is often a major employer in the regions where iron and steel is produced. Understanding the future prospects for workers in regions with high CO 2 emitting industries—including impacts of phasing out or evolving such industries—will be critical for informing regional economic and clean energy strategies. We simulate the impact of an “in-place” transition that replaces today’s integrated production with direct reduced iron (DRI) used in electric arc furnaces (EAFs), using Southwest Pennsylvania as an application of our generalizable approach. Our results suggest that the integrated steelmaking workforce today has the skills, knowledge, and abilities (SKAs) to fill over 95% of all jobs required by DRI/EAF facilities, but the number of jobs is only 25% of those at integrated plants. We also find that some occupational groups have greater general transferability into the broader job market, while other groups, such as production workers, are ill-equipped today based on current SKAs to transition out of the iron and steel industry. Our methodology further suggests factors that limit transitions: Around 85% of occupations are more limited by missing skills, while 15% are more limited by insufficient wages. These results may help to improve the design of social policy and the targeting of retraining programs, while the simulation approach can be readily adapted for other regions and industries.

decarbonization↗

DOE OSTI2024

Clean Energy Workforce and Employment Gap Analysis in the Hill District of Pittsburgh, PA [Slides]

Through Communities LEAP, a community coalition focused on the Hill District neighborhood of Pittsburgh is working with a technical assistance provider network led by the National Renewable Energy Laboratory (NREL). The coalition includes community organizations, nonprofits, the city government, and the utility. Technical assistance provides analysis and information to support Hill District stakeholders in their goals to create informed residential energy efficiency and renewable energy transition strategies that improve housing conditions and lower energy bills, incorporate energy efficiency and renewable energy strategies into existing, community-driven development efforts; and generate quality local jobs. This presentation provides a summary of potential employment impacts of residential energy efficiency investments in the Hill District, aligned with NREL's housing stock analysis; a scan of existing energy efficiency and clean energy workforce and education stakeholders in and around the Hill District; and gaps and potential opportunities for new or expanded training to align with energy efficiency and clean energy goals.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2010

Getting to First Flight: Equipping Space Engineers to Break the Start-Stop-Restart Cycle

The National Aeronautics and Space Administration s (NASA s) history is built on a foundation of can-do strength, while pointing to the Saturn/Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential that lies ahead. The chronicle of America s civil space agenda is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered engineering feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth s orbit. Two pressing issues - workforce transition and mission success - are intertwined. As this paper will address, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This paper also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗

NASA NTRS2011

Breaking the Vicious Start-Stop-Restart Cycle

NASA's history is built on a foundation of can-do strength, while pointing to the Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential in store. The chronicle of America s civil space adventure is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth's orbit. Two pressing issues workforce transition and mission success are intertwined. As this briefing will show, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This briefing also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗

DOE OSTI2026

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)↗

DOE OSTI2026

Cyber Halo Innovation Research Program (CHIRP) Handbook: CHIRP Program Document 2026

The Cyber Halo Innovation Research Program (CHIRP) handbook outlines a comprehensive framework designed to advance space cybersecurity education, workforce development, recruitment efforts for United States Space Force (USSF) Space Systems Command (SSC) and the Department of the Airforce, and foster students’ professional growth. It provides an overview of CHIRP's objectives and strategic focus, establishing the foundation for participant engagement through a network of collaborations with academic institutions, contracted industry partners, training and certification organizations, federal agencies, and community organizations. It states a clear participation strategy for SSC and Pacific Northwest National Laboratory (PNNL) for program execution and successful support for student transition to a career in space cybersecurity.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗

NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Explorations

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decision-making. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful concept to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting.

Caruso, Pamela W.↗

NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Exploration Solutions

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decisionmaking. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful tool to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting. Sustainable space exploration solutions demand that all lifecycle phases be optimized. Adopting PLM, which has been used by the automotive industry for many years, for aerospace applications provides a foundation for strong, disciplined systems engineering and accountable return on investment by making lifecycle considerations variables in an iterative decision-making process. This paper combines the perspectives of the founding father of PLM, along with the experience of Engineering leaders who are implementing these processes and practices real-time. As the nation moves from an industrial-based society to one where information is a valued commodity, future NASA programs and projects will benefit from the experience being gained today for the exploration missions of tomorrow.

Caruso, Pamela W.↗

DOE OSTI2025

Zero-Emission Transit Bus Needs Assessment

The transition to zero-emissions vehicles (ZEVs) in public transit has gained traction due to significant federal investments from the Bipartisan Infrastructure Law (BIL) and the Inflation Reduction Act (IRA). This needs assessment, commissioned by the Joint Office of Energy and Transportation and conducted by researchers at the Idaho National Laboratory, explores the current state of electrification in transit agencies, identifying barriers to implementation, potential funding sources, and operational considerations necessary for a successful transition. The assessment involved qualitative interviews with representatives from 19 transit service providers across diverse geographic regions. Key findings highlight the challenges related to bus facilities and operations, which require careful planning for charging infrastructure and maintenance capabilities to accommodate battery electric buses (BEBs) and hydrogen fuel cell buses (HFCBs). Agencies reported operational hurdles due to the shorter range of BEBs compared to diesel buses, necessitating revised scheduling and routing strategies. Despite these challenges, many agencies expressed optimism about their capacity to adapt. Funding availability emerged as a critical factor influencing the transition to ZEVs. While agencies welcomed increased financial support, particularly from the Low or No Emission Grant Program (Lo-No), concerns about the sustainability of this funding and the ongoing operational costs were prevalent. The need for a comprehensive funding inventory was underscored to ensure transit agencies are aware of all available resources. Technological constraints were significant barriers to ZEV adoption. The limited range of BEBs was frequently cited as a concern, leading to operational challenges and reliability issues. Agencies reported difficulties in sourcing replacement parts, which exacerbated downtime and maintenance challenges. Workforce development and training were identified as pivotal for a successful transition. Many agencies rely heavily on manufacturers for technician training, highlighting the need for scalable training programs that equip staff with the necessary skills to maintain electric powertrains effectively. This assessment offers actionable recommendations for the Joint Office, including enhancing outreach to transit agencies, developing resources for effective utility partnerships, and facilitating comprehensive training programs. Establishing a zero-emission bus evaluation program to track performance metrics such as cost, range, and reliability could provide valuable insights for transit agencies. The needs assessment provides a detailed examination of the challenges and opportunities facing transit agencies in their transition to zero-emissions bus fleets. By addressing these issues through targeted support, stakeholders can collaboratively work towards a cleaner, more sustainable public transportation system that benefits all communities.

33 - ADVANCED PROPULSION SYSTEMS↗

NASA NTRS2014

Adding "Missed" Science to Cassini's Ops Plan

The phenomenal success of the Cassini Mission at Saturn is largely due to flagship instruments, in a target rich environment, for a long period of time, executing almost error free complex mission operations. A smooth transition from cruise operations through the prime science mission and extended science (Equinox) mission culminating in the currently executing Solstice mission has folded in necessary procedural alterations due to improved understanding of the spacecraft, instruments, uplink and planning systems as well as additional science objectives. These have come with the maturation of the mission along with management of workforce reductions. One important set of operational changes has been initiated due to scientific findings highlighting "missed" science opportunities. This is the case for the Titan Meteorology Campaigns and Saturn Storm Watch Campaigns. These observations involve long term monitoring of the atmospheres of Titan and Saturn while the spacecraft and science teams are focused on other high priority targets of opportunity (like Enceladus). Our objective in this paper is to emphasize how a non-invasive strategy to get additional remarkable science was conceived and implemented in a mission with an already well defined operational plan. To illustrate this we will detail Titan Meteorology Campaign and Saturn Storm Watch Campaign integration and implementation strategies as well as the scientific goals and achievements of both.

Roy, Mou↗

NASA NTRS2014

Adding "Missed" Science to Cassini's Ops Plan

Roy, Mou↗

NASA NTRSDate not supplied

Models for Facilitating Government-Funded Activities in the Post-ISS LEO Ecosystem

The International Space Station National Lab (ISSNL) was established through Congressional authority in 2005 and has been managed by a nonprofit called the Center for the Advancement of Science in Space (CASIS) since 2011 to support research, development, education, and commercial activities in low-Earth orbit (LEO). NASA leadership is considering next steps for microgravity and orbital activities in LEO in preparation for the retirement of the International Space Station (ISS) and transition to Commercial LEO Destinations (CLDs) in the 2030 timeframe. Specifically, our study team within the NASA Office of Technology, Policy, and Strategy addressed the question: What are potential models for an ISS National Lab facilitating government-funded or subsidized activities on a commercial LEO platform after the transition of the ISS to one or more private platforms? To inform the trade space of potential models, we conducted over 40 discussions with stakeholders internal and external to NASA and reviewed over 35 documents related to LEO legislation, commercialization, models, and activities. Following the extensive literature review and discussions with diverse stakeholders, we defined and evaluated six models, in addition to the current ISSNL model. We assessed each model across three possible future scenarios (dynamic, steady, and limited growth of the commercial LEO market and activities) and across five stakeholder-driven model evaluation criteria (ability to meet NASA’s needs, adaptability, opportunity for collaboration, market sustainability, and equity and accessibility). The six models in the future trade space were: • Government Research Broker: Customizable research efforts on transport vehicles and CLDs • Innovation Campus: Modern terrestrial campus with workforce focus • Anchor Tenant: Long-term, substantial agreement for leasing space on a single CLD • Fee for Service: Free market approach with NASA-sponsored grants and service/data buys • Matchmaker: Neutral third-party connecting users to platforms • Institute Network: Network of separate but related efforts to enable commercial scaling The Government Research Broker model performed best across the scenarios, followed by Innovation Campus, Anchor Tenant, and Fee for Service. While Matchmaker and Institute Network exhibited positive aspects, the two models performed most favorably in future scenarios with well-established communities and markets. The six models presented in this study are representative of the potential trade space and are illustrative examples. NASA leadership can adjust models as desired to align to their priorities more closely by using combinations of the unique model features provided in our analysis. The optimal model is likely a combination of features from multiple models. Building upon this work to best position NASA and the diverse stakeholders of LEO activities for success post-ISS, further work will explore the near-term impact of preparing for the transition of the ISS to CLDs by identifying opportunities for modifying the current ISSNL-CASIS partnership. ACKNOWLEDGEMENTS We thank the many reviewers and discussants, internal and external to NASA, that contributed to the work.

Erica Rodgers↗