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NASA NTRSDate not supplied

NASA Lunar Surface Innovation Initiative: Ensuring a Cohesive, Executable Strategy for Technology

Establishing a sustainable human presence on the Moon allows NASA to develop and test new approaches, technologies, and systems that will enable us to function in other, more challenging environments. The Lunar Surface Innovation Initiative (LSII) was established in 2019 and has evolved into a key agency asset to spur technology development and provide risk reduction for lunar surface system development and flight demonstrations. LSII coordinates activities implemented through a combination of in-house activities, competitive programs, and public-private partnerships to create transformative technologies needed for lunar surface exploration. This paper will outline the LSII model used to develop a technology pipeline that will retire the primary technology hurdles in six capability areas. In-situ resource utilization technologies for collecting, processing, storing, and using material found or manufactured on the Moon. Surface power technologies that provide the capability for sustainable, continuous power throughout the day and night for lunar missions. Dust mitigation strategies that diminish lunar dust hazards on lunar surface systems such as cameras, solar panels, space suits, habitats, and instrumentation. Extreme environments technologies that enable systems to operate throughout the full range of lunar surface conditions, including lunar noon (up to 150 at the equator), night (down to - 180 at the equator), multiple day/night cycles, and in permanently shadowed regions (down to -250). Extreme access technologies that enable humans or robotic systems to access, navigate, and explore previously inaccessible lunar surface or subsurface areas. Excavation and construction technologies that will allow affordable, autonomous manufacturing or construction. We outline key results, including milestones and achievements related to the capability areas and outcomes from partnerships with the commercial sector. A key tenet of the LSII is the Lunar Surface Innovation Consortium (LSIC), a collaboration across industry, academia, and government to successfully develop the transformative capabilities for lunar surface exploration. LSIC provides a forum for NASA to communicate technological requirements, needs, and opportunities and for the community to share existing capabilities and identify critical gaps with NASA. By working side by side with commercial enterprises and our international partners, NASA is able to combine the knowledge and expertise needed to explore the lunar surface and make technical advances that will feed technological and economic growth. Since its inception, LSII has engaged over 600 organizations across the United States and 46 countries to shape the technologies and systems needed to explore the lunar surface and stimulate a lunar surface economy.

Lunar↗

NASA NTRS2017

Benefits of International Collaboration on the International Space Station

The International Space Station is a valuable platform for research in space, but the benefits are limited if research is only conducted by individual countries. Through the efforts of the ISS Program Science Forum, international science working groups, and interagency cooperation, international collaboration on the ISS has expanded as ISS utilization has matured. Members of science teams benefit from working with counterparts in other countries. Scientists and institutions bring years of experience and specialized expertise to collaborative investigations, leading to new perspectives and approaches to scientific challenges. Combining new ideas and historical results brings synergy and improved peer-reviewed scientific methods and results. World-class research facilities can be expensive and logistically complicated, jeopardizing their full utilization. Experiments that would be prohibitively expensive for a single country can be achieved through contributions of resources from two or more countries, such as crew time, up- and downmass, and experiment hardware. Cooperation also avoids duplication of experiments and hardware among agencies. Biomedical experiments can be completed earlier if astronauts or cosmonauts from multiple agencies participate. Countries responding to natural disasters benefit from ISS imagery assets, even if the country has no space agency of its own. Students around the world participate in ISS educational opportunities, and work with students in other countries, through open curriculum packages and through international competitions. Even experiments conducted by a single country can benefit scientists around the world, through specimen sharing programs and publicly accessible "open data" repositories. For ISS data, these repositories include GeneLab and the Physical Science Informatics System. Scientists can conduct new research using ISS data without having to launch and execute their own experiments. Multilateral collections of research results publications, maintained by the ISS international partnership and accessible via nasa.gov, make ISS results available worldwide, and encourage new users, ideas and research. The paper explores international collaboration history, its evolution and maturation, change of focus during its different phases, and growth of its effectiveness (in accordance with the especially established criteria) in the light of benefits for the entire ISS community. With the International Space Station extended through at least 2024, more crew time becoming available and new facilities arriving on board the ISS, these benefits of international scientific collaboration on the ISS can only increase.

Hasbrook, Pete↗

DOE OSTI2026

Lawrence Livermore National Laboratory – Innovation and Partnerships Office (IPO): FY24 Technology Transfer Report (2025 Report V3)

Lawrence Livermore National Laboratory’s (LLNL) Innovation and Partnerships Office (IPO) is the focal point for Laboratory engagement with industry. Organizations partner with LLNL to unlock the commercial viability of breakthrough technologies invented at the Laboratory and collaborate to mature them in order to solve complex industry challenges. LLNL technology transfer connects cutting-edge science with real-world applications, empowering businesses to thrive while advancing the nation’s technological edge. We do this by identifying new economic opportunities, protecting LLNL intellectual property (IP) and transferring it to the private sector through licensing and partnerships

42 ENGINEERING↗

DOE OSTI2022

Oklahoma State University – Industrial Assessment Center (Final Report)

Our first primary objective is to provide industrial assessments to clients in Oklahoma, Arkansas, Kansas, and north and northwest Texas, including the Texas Panhandle (about 10% of the state of Texas). This geographical region extends about 400 miles north and south and about 600 miles east and west. In addition, the partnership links two universities, Oklahoma State University (OSU) and Wichita State University (WSU) within our region together in a significant collaboration focused on improving our region’s industrial competitiveness. Our second primary objective is to produce competent, motivated energy engineers. Student training will be a combination of classroom work, individual mentoring, and on-the-job training. The focus will be on energy conservation technologies, in conjunction with increased productivity, the economics of the same, and client relationships including client recruiting, on-site assessment, reporting, and client-related communications. Finally, we will work to provide resources and expertise to complement the first two primary objectives. The effectiveness and efficiency of our IAC will be measured, internally, by four broad criteria: (1) client benefits, (2) student development and acceptance after graduation, (3) regional/national contribution to lowering energy use and reducing pollutants, and (4) compliance with DOE/FM requirements. Client-related benefits include client contacts, timeliness of assessments and reports, the value of recommendations provided, and the value of recommendations implemented. Student development includes many students trained and the level of training provided in energy, waste, and productivity-related technologies as well as teamwork and communication skills. The contribution to lower national energy use and waste production is a natural outcome of the program. Compliance with DOE/FM requirements includes timeliness of reports, participation in Best Practices activities, contributions to EERE goals and objectives, and other requirements as communicated to the IAC.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

NASA NTRS2011

The LISA Pathfinder Mission

LISA Pathfinder is a dedicated technology demonstration space mission for the Laser Interferometer Space Antenna (LISA), a NASA/ESA collaboration to operate a space-based observatory for gravitational waves in the milli-Hertz band. Although the formal partnership between the agencies was dissolved in the Spring of 2011, both agencies are actively pursuing concepts for LISA-like gravitational wave observatories. These concepts take advantage of the significant technology development efforts that have already been made, especially those of the LISA Pathfinder mission. LISA Pathfinder, which is in the late stages of implementation, will place two test masses in drag-free flight and measure the relative acceleration between them. This measurement will validate a number of technologies that are critical to LISA-like gravitational wave instruments including sensing and control of the test masses, drag-free control laws, microNewton thrusters, and picometer-level laser metrology. We will present the current status of the LISA Pathfinder mission and associated activities.

Thorpe, james↗

NASA NTRS2018

Observaciones de la Tierra desde la Estación Espacial Internacional

The International Space Station is a "global observation and diagnosis station." It promotes international Earth observations aimed at understanding and resolving the environmental issues of our home planet. A wide variety of Earth observation payloads can be attached to the exposed facilities on the station's exterior as well as within the Destiny module. The presence of a human crew also provides a unique capability for real-time observation of the Earth, and "on the fly" data collection using hand-held digital cameras, and the astronauts may also provide input to ground personnel programming the station's automated Earth observation systems. Several instruments are currently collecting data from the International Space Station; in addition, some instruments have completed their data collection missions, with other remote sensing systems in development or proposed by researchers from the partner countries, NASA, academic institutions, and corporations. The existing international partnerships, fundamental to the International Space Station, facilitate data sharing that can benefit people around the world and promote international collaboration on other Earth observation activities. The station contributes to humanity by collecting data on global climate, environmental change, and natural hazards using its unique complement of crew-operated and automated Earth observation payloads.

Sotomayor, Jorge L.↗

NASA NTRSDate not supplied

NASA's Efforts to Commercialize Communications Services for Mission in Near-Earth Space

The National Aeronautics and Space Administration (NASA) Space Communications and Navigation (SCaN)Program enables high speed, robust, secure and cost-effective space communications and navigation services to current and future science and exploration missions. Consistent with National Space Policy, NASA is pursuing the use of demonstrated commercial services for all its future near-Earth requirements through a flexible, multi-provider approach that minimizes risks to the user missions and ensures costs to user missions are reasonable. Progress toward this goal is advancing in multiple key areas including direct to Earth (DTE), space-based relay, technology investments, required spectrum regulatory changes and mission engagement and infusion. The transition to commercial DTE services is already underway, with a target for transition by 2024. The primary functions to execute SCaN’s DTE strategy include increasing commercial service allocations by leveraging current commercial network providers and enabling seamless onboarding of additional providers into the network. Furthermore, moving away from government DTE services will allow operational costs to be optimized. A more gradual approach is planned for the transition to commercial space-based relay services to allow for demonstration and operationalization of commercial services for future users by 2030. In June of 2022, six American SATCOM vendors were awarded a combined $278.5 million through Funded Space Act Agreements (FSAAs) for the first cycle of demonstration and validation activities. The end-to-end service capabilities being targeted are based on existing NASA mission operational needs. Accordingly, each company has proposed a technical approach to lower costs, increase flexibility, and improve performance for a broad range of missions. Successful user mission transition to commercial services, both DTE and space-based relay, are dependent on the technologies and capabilities that address gaps in commercial capability. NASA is investing in technology development and pursuing a new strategic approach to the creation or adoption of space communications standards to move the agency toward a commercial paradigm. Wideband and multi-lingual user terminals are being developed to bridge differences in industry services. Building on ground demonstrations completed in 2021, the Johns Hopkins Applied Physics Lab (APL) will be flight testing a multi-lingual wideband terminal (payload) and demonstrating connectivity to both government and commercial relay services. NASA holds a leadership role in multiple civil space standards bodies and international coordination groups to ensure that standards supporting interoperability are developed with defined functions, interfaces, and performance. However, to successfully meet commercialization objectives, NASA seeks to collaborate with industry, and as applicable adopt or adapt to commercially defined standards. As such, NASA joined the 3rd Generation Partnership Project (3GPP) as an official member in 2021 to advocate for the inclusion of space missions as a unique user segment in future 5G non-terrestrial networks, and to better understand the scope of 3GPP releases and implications for space users. Further, engagement in Spectrum regulatory bodies is being undertaken to augment existing space-Earth and inter-satellite frequency allocations available for both government and commercial space systems. This paper addresses the recent progress toward NASA’s commercial space communications transition objectives and how key challenges are being navigated.

Gregory W Heckler↗

NASA NTRS2018

The NASA-Rio de Janeiro Partnership

In Dec. 2015, NASA and the city of Rio de Janeiro signed an agreement to support innovative efforts to better understand, anticipate, and monitor hazards, including heavy rainfall, sea level rise, and landslides in and around the city. This collaboration will leverage the unique attributes of NASA's satellite data and Rio de Janeiro's management and monitoring capabilities to improve awareness of how the city of Rio may be inpacted by hazards and affected by climate change.

applications↗

NASA NTRS2017

Benefits of International Collaboration on the International Space Station

The International Space Station is a valuable platform for research in space, but the benefits are limited if research is only conducted by individual countries. Through the e orts of the ISS Program Science Forum, international science working groups, and interagency cooperation, international collaboration on the ISS has expanded as ISS utilization has matured. Members of science teams benefit from working with counterparts in other countries. Scientists and institutions bring years of experience and specialized expertise to collaborative investigations, leading to new perspectives and approaches to scientific challenges. Combining new ideas and historical results brings synergy and improved peer-reviewed scientific methods and results. World-class research facilities can be expensive and logistically complicated, jeopardizing their full utilization. Experiments that would be prohibitively expensive for a single country can be achieved through contributions of resources from two or more countries, such as crew time, up- and downmass, and experiment hardware. Cooperation also avoids duplication of experiments and hardware among agencies. Biomedical experiments can be completed earlier if astronauts or cosmonauts from multiple agencies participate. Countries responding to natural disasters benefit from ISS imagery assets, even if the country has no space agency of its own. Students around the world participate in ISS educational opportunities, and work with students in other countries, through open curriculum packages and through international competitions. Even experiments conducted by a single country can benefit scientists around the world, through specimen sharing programs and publicly accessible \open data" repositories. For ISS data, these repositories include GeneLab, the Physical Science Informatics System, and different Earth science data systems. Scientists can conduct new research using ISS data without having to launch and execute their own experiments. Multilateral collections of research results publications, maintained by the ISS international partnership and accessible via nasa.gov, make ISS results available worldwide, and encourage new users, ideas and research. The paper explores effectiveness of international collaboration in the course of the ISS Program execution. The collaboration history, its evolution and maturation, change of focus during its different phases, and growth of its effectiveness (in accordance with the especially established criteria) are also considered in the paper in the light of benefits for the entire ISS community. With the International Space Station extended through at least 2024, more crew time becoming available and new facilities arriving on board the ISS, these benefits of international scientific collaboration on the ISS can only increase.

Robinson, Julie A.↗

NASA NTRS2018

NASA’s and ESA’s Tracking Networks, A Decade of Strategic Partnership for Solar System Exploration

Planetary missions travel vast distances in the Solar System for valuable scientific exploration. Spacecraft return data to Earth via radio links that suffer power losses inversely proportional to the square of the distance, which forms a tremendous engineering challenge compounded by relatively low onboard transmitter power, typically 20 Watts at X-band (~8 GHz). Deep space missions are enabled only because leading space agencies invested in developing very large communications antennas as well as provided a sophisticated suite of tracking, telemetry and command standard services. NASA’s Deep Space Network and ESA’s ESTRACK network are distributed geographically to provide global coverage and utilize stations ranging in size from 34 meters to 70 meters in diameter. Over time, the expanding number of missions, increased requirements for redundancy during critical events as well as the drive for improved navigation accuracy via long-baseline interferometric techniques, increased the networks’ loading and strongly motivated collaboration between the two agencies. Ten years ago, NASA and ESA established a cross-support agreement in addition to multiple on-going mission-specific agreements to meet this need. This strategic partnership was enabled by the development of international inter-operability technical standards and compatible spectrum usage. Over recent years, many critical events were supported via these agreements and some scientific breakthroughs were enabled. A multi-nation tracking contention period envisioned in the near future will also benefit from this partnership. Due to its success over the last decade, the DSN-ESTRACK partnership is serving as a model for other agencies with deep space communication facilities and similar interest. This paper reviews the benefits and lessons learned from collaborative deep space exploration, especially via communications networks, and discusses the potential implementation of similar NASA agreements with other space agencies.

Costrell, Jim↗

DOE OSTI2025

Center of Excellence for Operational Technology

The Center of Excellence for Operational Technology Traditional Presentation Abstract 2025 National Laboratories Information Technology Summit | Denver, CO Traditional Presentation Session Managing cybersecurity risk in Operational Technology (OT) presents a significant challenge across the Department, and critically, at many of the national laboratories. This includes IT-OT convergence, aging OT systems, cost of updating OT systems, and increased Advanced Persistent Threat efforts against OT including the 16 critical infrastructure sectors as listed in Presidential Policy Directive 21. DoE’s Office of Science and NNSA’s Office of the Chief Information Officer are taking the lead in addressing this challenge to include critical systems, by establishing the Center of Excellence (CoE) for Operational Technology. Championed by NNSA Deputy Chief Information Officer Steven McAndrews and the Office of Science Chief Information Officer Shila Cooch, the CoE for OT was chartered in February 2025 to address the challenges of OT cybersecurity and compliance. The CoE for OT will create partnerships and leverage expertise from across the NNSA National Security Enterprise and DOE Labs, Plants and Sites. The CoE will also collaborate with colleagues in other government agencies, industry partners and academia. The CoE for OT discussion at the National Laboratories Information Technology Summit ’25 will include the genesis of the CoE, stated goals, organizational structure, and the effort to attract OT subject matter experts to join the CoE effort to share knowledge and expertise. The discussion will include opportunities to get involved and contribute to this important effort. This session will be led by CoE for OT Co-Chairs Matt Kwiatkowski, Fermi National Laboratory Chief Information Security Officer, and Steven Weldon, Savannah River National Laboratory Cyber Program Director at the Georgia Cyber Center. The session will be of particular interest to CIOs, CTOs, CISOs, as well as IT and OT practitioners.

Kwiatkowski, Matt [Fermilab]↗

NASA NTRS1999

Johnson Space Center Research and Technology Report

As the principle center for NASA's Human Exploration and Development of Space (HEDS) Enterprise, the Johnson Space Center (JSC) leads NASA's development of human spacecraft, human support systems, and human spacecraft operations. To implement this mission, JSC has focused on developing the infrastructure and partnerships that enable the technology development for future NASA programs. In our efforts to develop key technologies, we have found that collaborative relationships with private industry and academia strengthen our capabilities, infuse innovative ideas, and provide alternative applications for our development projects. The American public has entrusted NASA with the responsibility for space--technology development, and JSC is committed to the transfer of the technologies that we develop to the private sector for further development and application. It is our belief that commercialization of NASA technologies benefits both American industry and NASA through technology innovation and continued partnering. To this end, we present the 1998-1999 JSC Research and Technology Report. As your guide to the current JSC technologies, this report showcases the projects in work at JSC that may be of interest to U.S. industry, academia, and other government agencies (federal, state, and local). For each project, potential alternative uses and commercial applications are described.

Pido, Kelle↗

NASA NTRS2004

Johnson Space Center Research and Technology Annual Report 1998-1999

As the principle center for NASA's Human Exploration and Development of Space (HEDS) Enterprise, the Johnson Space Center (JSC) leads NASA development of human spacecraft, human support systems, and human spacecraft operations. An important element in implementing this mission, JSC has focused on developing the infrastructure and partnerships that enable the technology development for future NASA programs. In our efforts to develop key technologies, we have found that collaborative relationships with private industry and academia strengthen our capabilities, infuse innovative ideas, and provide alternative applications for our development projects. The American public has entrusted NASA with the responsibility for space technology development, and JSC is committed to the transfer of the technologies that we develop to the private sector for further development and application. It is our belief that commercialization of NASA technologies benefits both American industry and NASA through technology innovation and continued partnering. To this end, we present the 1998-1999 JSC Research and Technology Report. As your guide to the current JSC technologies, this report showcases the projects in work at JSC that may be of interest to U.S. industry, academia, and other government agencies (federal, state, and local). For each project, potential alternative uses and commercial applications are described. To aid in your search, projects are arranged according to the Major Product Groups used by CorpTech to classify and index types of industry. Some projects fall into multiple categories and are placed under the predominant category, for example, an artificial intelligence project is listed under the Computer Software category, while its function is to automate a process (Automation category).

Abbey, George W. S.↗

NASA NTRS2016

Partnering to Enhance Education and Public Engagement Programs

Collaborating with partners is a fundamental aspect of the Lunar and Planetary Institute's (LPI) educational and public engagement efforts. Such partnerships enable scientists and educators to include members of the audience in program planning and execution. Ultimately, partnerships strengthen programs by providing diverse resources, expertise, and expanding the potential audience.

Shupla, C.↗

NASA NTRSDate not supplied

Risk-Reduction Autonomy Implementation to Enable NASA Artemis Missions

To achieve NASA’s Artemis program mission objectives a high level of autonomy and ubiquitous autonomy throughout the systems that are being developed will be necessary. The autonomous systems of Artemis will require a distributed autonomy capability, with autonomous systems organized functionally in a hierarchical architecture, where systems at higher levels of the hierarchy have authority over systems at lower levels. The challenge of developing autonomy technologies and concepts of operations for Artemis has been undertaken by the NASA Gateway Working Group. This group has developed requirements, architectures, concepts of operations, and interface control documents, in the context of a hierarchical distributed architecture that includes the following: a Vehicle System Manager (VSM) that autonomously manages the entire Gateway; Module System Managers (MSMs) that autonomously manage each module; and System Managers (SMs) that autonomously manage systems within a module(i.e. ECLSS).A substantially high level of autonomy needs to be achieved by each element of the hierarchy (VSM, MSM, SM)to meet requirements for uncrewed operations; this includes conditions that will have minimal and/or delayed ground intervention (i.e. requirements for sustainability for months of operation without crew or ground support). To advance an implementation of this autonomy design (Gateway Autonomy Design –GAD), a collaboration was established between the Autonomous Systems Laboratory (ASL) at NASA Stennis Space Center and Lockheed Martin. The objectives of this partnership were the following: (1)to implement autonomy at the VSM, MSM, and SM levels;(2) to implement communications among a VSM, 2 MSMs, ORION (a visiting vehicle somewhat equivalent to a module) and 1 SM (a power system), and (3) test autonomous operations with representative use cases. A SM backed by a high-fidelity simulation was created to facilitate demonstrations of use cases that originated in a system of a module. Communication between the VSM and MSMs was implemented according to Concepts of Operations and Interface Control Documents (ICDs). Demonstrations were conducted to address nominal and off-nominal operations and multi-module interactions with VSM. Additionally, user interfaces were created to provide awareness about ongoing processes and results while enhancing the demonstration. Demonstrations included the following use cases: (1)Orion as visiting vehicle registers with VSM;(2) VSM reschedules a module’s timelines when another module’s MSM task fails; and (3) a module’s Power System Manager (PSM) standalone demonstration that included component failure diagnostics, tracing component failure to effected components, which in turn, reports failure information up to the VSM for acknowledgement and display. This paper will describe the detailed technology and autonomous systems developed, and the integrated multi-module demonstrations conducted. Also, challenges that must be met to fully implement the GAD defined by Gateway will be addressed.

Autonomous Systems↗

NASA NTRSDate not supplied

Risk-Reduction Autonomy Implementation to Enable NASA Artemis Missions

To achieve NASA’s Artemis program mission objectives a high level of autonomy that is ubiquitous throughout the systems that are being developed will be necessary. The autonomous systems of Artemis will require a distributed autonomy capability, with autonomous systems organized functionally in a hierarchical architecture, where systems at higher levels of the hierarchy have authority over systems at lower levels. The challenge of developing autonomy technologies and Concepts of Operations (ConOps) for Artemis has been undertaken by the NASA Gateway Working Group. This group has developed requirements, architectures, ConOps, and interface control documents (ICDs), in the context of a hierarchical distributed architecture that includes the following: a Vehicle System Manager (VSM) that autonomously manages the entire Gateway; Module System Managers (MSMs) that autonomously manage each module; and System Managers (SMs) that autonomously manage systems within a module (i.e. ECLSS). A substantially high level of autonomy needs to be achieved by each element of the hierarchy (VSM, MSM, SM) to meet requirements for uncrewed operations; this includes conditions that will have minimal and/or delayed ground intervention (i.e. requirements for sustainability for months of operation without crew or ground support). To advance an implementation of this autonomy design (Gateway Autonomy Design – GAD), a collaboration was established between the Autonomous Systems Laboratory (ASL) at NASA Stennis Space Center and Lockheed Martin. The objectives of this partnership were the following: (1) to implement autonomy at the VSM, MSM, and SM levels; (2) to implement communications among a VSM, 2 MSMs, ORION (a visiting vehicle somewhat equivalent to a module) and 1 SM (a power system), and (3) test autonomous operations with representative use cases. A SM backed by a high-fidelity simulation was created to facilitate demonstrations of use cases that originated in a system of a module. Communication between the VSM and MSMs was implemented according to Concepts of Operations and Interface Control Documents (ICDs). Demonstrations were conducted to address nominal and off-nominal operations and multi-module interactions with the VSM. Additionally, user interfaces were created to provide awareness about ongoing processes and results while enhancing the demonstration. Demonstrations included the following use cases: (1) Orion as visiting vehicle registers with VSM; (2) VSM reschedules a module’s timelines when another module’s MSM task fails; and (3) a module’s Power System Manager (PSM) demonstration that included component failure diagnostics, tracing component failure to effected components, which in turn, reports failure information up to the VSM for acknowledgement and display. This paper will describe the detailed technology and autonomous systems developed, and the integrated multi-module demonstrations conducted. Also, challenges that must be met to fully implement the GAD defined by Gateway will be addressed.

Fernando Figueroa↗

NASA NTRS2003

Program for the Increased Participation of Minorities in NASA-Related Research

The goal of this program is to increase the participation of minorities in NASA related research and "Science for the Nation s Interest". Collaborative research projects will be developed involving NASA-MSFC, National Space Science and Technology Center (NSSTC), other government agencies, industries and minority serving institutions (MSIs). The primary focus for the MSIs will be on Alabama A&M University and Tuskegee University, which are in partnership with the NSSTC. These schools have excellent Ph.D. programs in physics and materials science and engineering, respectively. The first phase of this program will be carried out at Alabama A&M University in the "Research and Development Office" in collaboration with Dr. Dorothy Huston, Vice President of Research and Development. The development assignment will be carried out at the NSSTC with Sandy Coleman/ RS01 and this will primarily involve working with Tuskegee University.A portion of the program will be devoted to identifying and contacting potential funding sources for use in establishing collaborative research projects between NASA-MSFC, other government agencies, NSSTC, industries, and MSIs. These potential funding sources include the National Science Foundation (NSF), National Institute of Health (NIH), Department of Defense (DOD), Army, Navy, and Air Force. Collaborative research projects will be written mostly in the following research areas: a. Cosmic radiation shielding materials b. Advanced propulsion material c. Biomedical materials and biosensors d. In situ resource utilization e. Photonics for NASA applications

Source record↗

DOE OSTI2024

Collaborative Research: Louis Stokes Regional Center of Excellence: Louis Stokes Midwest Regional Center of Excellence (LSMRCE) for Broadening Participation in STEM

The Louis Stokes Midwest Regional Center of Excellence (LSMRCE) for Broadening Participation in STEM, a partnership of Chicago State University (CSU), aimed to increase the number of underrepresented minority (URM) students graduating with science, technology, engineering, and math (STEM) degrees and matriculating into graduate STEM programs. As a member institution of the LSMRCE, Fermi Research Alliance, LLC, (Fermilab) looked to support its continued mission of increasing URM student participation in its Summer Internship in Science and Technology (SIST) internship program. The program provided URMs with access to research skills development, mentoring and professionalization activities via paid, summer research internships at Fermilab. Students received instruction and mentoring while gaining exposure to a global laboratory workforce and community with diverse academic and professional expertise. In addition, students established professional relationships and networked with senior researchers, early career scientists, technical professionals, post-docs and other undergraduate interns to help forge collaboration, innovation and mentoring opportunities at Fermilab and LSMRCE partner institutions

99 GENERAL AND MISCELLANEOUS↗