SEARCH · Search NASA
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.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
This fact sheet outlines five best practices for successfully engaging occupants, employees, and stakeholders in a waste reduction plan, developed through DOE's Better Buildings Waste Reduction Pilot by participating commercial organizations.
The Stakeholder Engagement and Outreach Plan provides a comprehensive framework for engaging stakeholders of the Illinois Storage Corridor (ISC) project. The ISC project is a CarbonSAFE Phase III project designed to facilitate commercial deployment of carbon capture, utilization, and storage (CCUS) in Illinois. The project aims to establish a multi-industry carbon storage corridor through development of storage sites near the One Earth Energy (OEE) ethanol production facility in north-central Illinois and the Prairie State Generating Company (PSGC) coal-fired power plant in south-central Illinois, with combined annual CO 2 capture ultimately exceeding 8.6 million tons per year. Stakeholder engagement is recognized as a critical component for successful CCUS deployment, alongside technical and economic considerations. As an emerging technology, CCUS may not be well understood by the general population, and lack of public awareness can lead to opposition that poses significant barriers to project development. This plan addresses this challenge through systematic stakeholder identification, analysis, planning, and implementation of engagement actions. The plan is structured around four main sections: Communication, Stakeholder Analysis, Stakeholder Engagement, and Environmental Justice. Activities will be conducted under Tasks 1 and 4 of the project's Statement of Project Objectives, with two key subtasks: (1) developing a stakeholder analysis and engagement plan through face-to-face meetings, facilitated discussions, and surveys; and (2) implementing stakeholder engagement and public outreach activities including meetings, open houses, and permit hearings. The Illinois State Geological Survey (ISGS) will manage engagement activities following DOE-NETL best practices, focusing on providing objective, fact-based information about CCUS and the ISC project. A comprehensive Communication Plan establishes protocols for media contacts, site visits, and crisis communications. The stakeholder analysis follows a structured workflow process divided into Pre-feasibility and Feasibility phases, incorporating contextual understanding, assessment, data collection, and analysis. Key stakeholder groups include government bodies, educational organizations, conservation and environmental groups, agricultural communities, and religious organizations. The plan addresses common stakeholder questions regarding project risks, benefits, safety, property values, liability, and environmental impacts. Recommendations emphasize developing clear messaging, creating informational materials, and preparing to address both project-specific and broader environmental concerns to ensure transparent communication and build stakeholder support throughout project implementation.
Engagement of the Earth Science research community in formal education at the kindergarten through high school level and in various aspects of informal education and in professional development of practitioners in related fields has been and continues to be a challenge. A range of approaches is being used and new ones are constantly being tried. Fundamental to our strategies is an understanding of the priorities, skills, academic experiences, motivation, rewards and work experiences of most scientists. It is within this context that efforts to engage a scientist in education efforts are attempted. A key strategy is to limit our requests to activities where the scientist's contribution of time and expertise can have the most impact. Don't waste the scientist's time! Time is one of their most prized resources, it is extremely valuable to you, and to them, we treat their time like a treasured resource. The clearer a scientist's role, their unique contribution and the finite nature of their effort, the more likely they are to participate. It is critical that commitments made to scientists are kept. If they want and can do more, great! Don't expect or assume more will be forthcoming. Another approach that we use is to create periodic venues that, among other things, serve to identify individuals who have an interest or inclination to con , tribute to education efforts. Once identified we strive to determine their interests so that we can make the best match between their interests and the needs of the education program or efforts. In this way, we try to make the best use of their time while engaging them in efforts which will be personally rewarding, and will further the overall education objectives. In addition, we try to make it easier for scientists to participate by providing focused training, such as development of their interviewing skills, and exposure to key concepts, knowledge and skills which are well known among educators but are not common knowledge among scientists. Another strategy with which we are still struggling is how to create and provide career meaningful rewards for individuals who demonstrate excellence in education equivalent to excellence in science. We do not yet have a yardstick to measure excellence in education nor is there a consensus among scientific peers that these two can be equivalent. None-the-less, methods to identify excellence in education, such as the peer review process, are being tried with some success. Use of solicitation and selection of educational efforts via a peer review process that is the same as for scientific research to identify unique, interesting and creative ideas has been somewhat effective. Furthermore, the application of the same peer review process to the output of an educational effort is used to validate and ensure the quality of this output. An example will be used to illustrate the application of some of these strategies to the development of a high school Earth and Space System Science curriculum created in partnership with a local county school system (Anne Arundel County, MD).
The Department of Energy (DOE) Water Power Technologies Office (WPTO) Triton Initiative supports the advancement of the marine energy (ME) industry through environmental monitoring research and technology development. This report presents the results and analysis of the Triton Initiative’s communications, outreach, and engagement (TCOE) efforts in fiscal year 2022. The primary TCOE goals were to: (1) educate and raise awareness of ME and the role of Triton's environmental monitoring research in supporting the industry; (2) build trust with audiences through transparent communications and outreach; and (3) evaluate and refine TCOE tactics based on feedback and metrics. To support these goals, the TCOE team used multiple platforms and approaches. Notable achievements include: (1) 12 newsletter issues sent to 185 subscribers with an average open rate of 56.4%. (2) 10 Triton Stories, resulting in 2,871 collective views contributing to 46% of all Triton website views. (3) 78 Triton-specific social media posts, which generated a total of 81,896 impressions, 1,037 post-clicks, and 7,814 video views. (4) 6,320 Triton website views with increased search engine optimization ranking in several categories. (5) 3 Triton researchers interviewed as guests on two different podcasts, Water Women and Big Deep: An Ocean Podcast. (6) A Triton special issue of the Journal of Marine Science and Engineering (JMSE) featuring 10 peer reviewed publications. All articles ranked in the top 25%, and two in the top 5%, for digital attention of all research outputs scored by Altmetric. (7) A seven-part webinar series called Triton Talks to share and discuss research and results from the research published in the JMSE special issue. Triton leveraged unique opportunities, particularly the JMSE special issue, to disseminate research results to end users, educate stakeholders, and gain valuable feedback. These concerted communication efforts increased exposure across platforms ultimately resulting in greater reach and access across audiences. Based on audience analyses of webinar attendees and newsletter subscribers, the TCOE team was able to successfully engage with general audiences, research partners, and ME stakeholders, including subject matter experts from government agencies, research organizations, and the regulatory community. The TCOE task established channels to gather input and create opportunities for two-way communication with people engaged with Triton’s outreach efforts. The feedback received will enable the TCOE team to support its goals for ongoing evaluation of outreach and engagement tools while continuing to build trust in the ME community and educate diverse audiences about the impactful research conducted by the Triton Initiative. This report is a Triton Initiative Fiscal Year 2022 Quarter 4 Milestone Deliverable due to the DOE WPTO Sponsor on 9/30/2022. An updated version to include data through 9/30/2022 will be delivered in October 2022.
The Department of Energy (DOE) Water Power Technologies Office (WPTO) Triton Initiative works to reduce barriers to permitting of marine energy testing and installation through environmental monitoring research that can help inform decision-makers on potential environmental effects associated with these systems. Communications, outreach, and engagement efforts are critical to Triton's success, which involves facilitating the effective communication and dissemination of environmental monitoring research information and results to end-users and fostering collaborations between researchers and industry partners to address the most pressing needs of this emerging industry. The Triton Initiative's communications, outreach, and engagement (TCOE) foundational goals are to educate and raise awareness of ME and the role of Triton's environmental monitoring research in supporting the industry, build trust with audiences through transparent communications and outreach, and evaluate and refine TCOE tactics based on feedback and metrics. The TCOE FY 2024-specific objectives were to (1) refine and grow Triton's audience network by reaching new individuals and communities within Triton's target audience base, and (2) improve the strategy and evaluation of TCOE efforts to demonstrate the value of communications and outreach for the ME community. This report presents the results and analysis of communications activities from September 1, 2023 through August 31, 2024. We assess the TCOE target audiences, highlight notable successes and lessons learned from FY2024, and identify the most effective channels and activities used to connect with those audiences to achieve the TCOE goals.
To meet the goals for homes weatherized with the $3.5 billion in Bipartisan Infrastructure Law funds, weatherization will require significant expansion of its workforce. This hands-on session will explore ready-to-use workforce outreach and engagement tools designed to empower your workforce development efforts and equip you with the knowledge and skills needed to maximize the impact of these essential tools in advancing workforce development within weatherization.
Analog missions are integrated, multi-disciplinary activities that test key features of future human space exploration missions in an integrated fashion to gain a deeper understanding of system-level interactions and operations early in conceptual development. These tests often are conducted in remote and extreme environments that are representative in one or more ways to that of future spaceflight destinations. They may also be conducted at NASA facilities, using advanced modeling and human-in-the-loop scenarios. As NASA develops a capability driven framework to transport crew to a variety of space environments, it will use analog missions to gather requirements and develop the technologies necessary to ensure successful exploration beyond low Earth orbit. NASA s Advanced Exploration Systems (AES) Division conducts these high-fidelity integrated tests, including the coordination and execution of a robust education and public outreach (EPO) and engagement program for each mission. Conducting these mission scenarios in unique environments not only provides an opportunity to test the EPO concepts for the particular future-mission scenario, such as the best methods for conducting events with a communication time delay, but it also provides an avenue to deliver NASA s human space exploration key messages. These analogs are extremely exciting to students and the public, and they are performed in such a way that the public can feel like part of the mission. They also provide an opportunity for crew members to obtain training in education and public outreach activities similar to what they would perform in space. The analog EPO team is responsible for the coordination and execution of the events, the overall social media component for each mission, and public affairs events such as media visits and interviews. They also create new and exciting ways to engage the public, manage and create website content, coordinate video footage for missions, and coordinate and integrate each activity into the mission timeline. In 2012, the AES Analog Missions Project performed three distinct missions - NASA Extreme Environment Mission Operations (NEEMO), which simulated a mission to an asteroid using an undersea laboratory; In-Situ Resource Utilization (ISRU) Field Test, which simulated a robotic mission to the moon searching and drilling for water; and Research and Technology Studies (RATS) integrated tests, which also simulated a mission to an asteroid. This paper will discuss the education and public engagement that occurred during these missions.
The requirements of the Hazardous Waste Facility Permit are fulfilled through execution of LANL's fourth strategic goal: “Enabling mission delivery through next-generation facility, infrastructure, and operational excellence.” With input from our stakeholders, we will continue to fulfill those requirements and to improve our waste operations. In 2015, the Laboratory purpose statement focused waste management efforts by directing delivery of mission success through operational effectiveness and scientific excellence. This Plan advances that purpose through community involvement. In the process of achieving our national security mission, Los Alamos National Laboratory generates some hazardous and mixed waste. Hazardous waste is solid waste that is dangerous or potentially harmful to human health or the environment. Hazardous wastes can be liquids, solids, gases, or sludges. They can be discarded as commercial products, such as cleaning fluids or pesticides, or as the byproducts of operations. Specific substances are listed in 40 Code of Federal Regulations (CFR), Part 261: 40 CFR Part 261. Hazardous waste management activities are regulated by the U. S. Environmental Protection Agency and the New Mexico Environment Department (NMED) pursuant to New Mexico Hazardous Waste Act (HWA; Chapter 74, Article 4 NMSA 1978) and regulations under the Act. In 1989, NMED issued the Hazardous Waste Facility Permit (EPA ID Number NM0890010515-1) that established standards for the Laboratory to manage, store, and treat hazardous wastes on-site and to undertake the closure, post closure care, and cleanup as necessary, of permitted waste management units. On November 30, 2010, NMED renewed the Hazardous Waste Facility Permit (the Permit). In June 2020 the Permittees submitted a permit renewal application to the NMED for their review and approval. The Hazardous Waste Facility Permit Community Relations Plan (CRP) describes the scope of public involvement in the activities of the Permit. The CRP is specifically designed to facilitate the community outreach, engagement, and relations activities concerning the Laboratory’s Hazardous Waste Facility Permit and coordinates with but does not include public involvement for other Laboratory programs, initiatives, or environmental activities.
Stakeholder engagement, outreach, and collaboration has been extensive throughout all project phases. Numerous alternatives were considered, and included SME and regulator input and consultation. All aspects of this operation have been specifically designed to prioritize the protection of our workers, the public, and the environment. This project is a one-time effort to prepare four unique waste containers for permanent offsite disposal.
This is the 2023 report for the Clean Cities and Communities (CC&C) partnership. It tracks the metrics that have been reported by individual coalitions and aggregated to the national level. It looks at the various outreach activities, grant activities, and implementation of clean transportation technologies. Such technologies include natural gas vehicles, electric vehicles, propane vehicles, hydrogen fuel cell vehicles, biodiesel, ethanol, idle reduction technologies, fuel economy improvement technologies, vehicle-miles-traveled reduction technologies, and off-road technologies. The CC&C partnership had an energy use impact of over 1 billion gallons in 2023 and reduced emissions by nine million tons. Outreach, engagement, and training activities increased 18% from last year.
The report marks the team’s completion of all required tasks and milestones. Work completed for Task 1 (Technical and Economic Feasibility Assessment & Procurement Drafting) included development of analysis and design model; completion of technical, economic, and environmental assessments; and technical outreach and coalition design. Components for Task 2 (Outreach & Community Engagement) involved broad outreach and community-engagement efforts (including stakeholder meetings and a webinar as well as development of a formal engagement plan) and development of a web page and a case study. For Task 3 (Workforce Transition, Development, & Training Plan), the team undertook a formal statewide geothermal workforce needs assessment, developed corresponding recommendations for both the state as a whole and the Wallingford project, and held several workshops. For Task 4 (Project Management & Data Sharing), the team drafted a data-sharing plan.
Explore the source record for details and available documents.
Explore the source record for details and available documents.
How do we engage the public with a 50+ year mission? Scientists face challenges in effectively interacting with the public [1-4], along with the ever-changing nature of such a long-duration mission and updating of results. The Interstellar Probe initiative may benefit from an education and public engagement team for the purpose of professional development for scientists, exploring different tools for engagement, and outreach opportunities for a wide swath of communication. Some examples of such public engagement can follow the resources and engagement as that from the Lunar and Planetary Institute (LPI), Impact Earth, the Toolbox for Research and Exploration (TREX), and even previous mission initiatives and engagement with the public, such as the Cassini mission [4-7]. This abstract simply outlines the different types of public engagement that the Interstellar Probe could potentially develop and eventually undertake. Specifically, there are 4 main themes to explore: Public, Visual, Audio, and Research. Inclusivity should also be a factor on how to better engage the public through a multi-year mission
This is the summary report of the Community Engagement Frontier for the Snowmass 2021 study of the future of particle physics. The report discusses a number of general issues of importance to the particle physics community, including (1) the relation of universities, national laboratories, and industry, (2) career paths for scientists engaged in particle physics, (3) diversity, equity, and inclusion, (4) physics education, (5) public education and outreach, (6) engagement with the government and public policy, and (7) the environmental and social impacts of particle physics.
The 2019-2020 Australian fire season was particularly devastating, with millions of acres of land burned and impacts affecting Australian ecology, local populations and air quality, and the atmosphere. Australia saw unprecedented heat waves, with temperatures reaching 120 F (49.1 C) in January across central and eastern Australia. The fires gave rise to a host of atmospheric phenomenon, including smoke transport and lofting generated by storm-induced by fires, known as pyrocumulonimbus, reaching the stratosphere. NASA’s satellites not only tracked the event in real time, but also gathered data to further inform forecasting and response methods in the future. To better assist the public in understanding the lead up, impacts, and aftermath effects of these fires, the Science Outreach Team at NASA Langley Research Center’s Atmospheric Science Data Center (ASDC) Distributed Active Archive Center (DAAC) used Esri’s storymap tool to guide users through understanding relevant phenomenon, contributing factors, the effects this event has had on global atmospheric composition, and the science behind researching the tie between disasters and public health. The storymap uses data from the ASDC-supported NASA missions Measurements Of Pollution In The Troposphere (MOPITT), Cloud-Aerosol and Infrared Pathfinder Satellite Observation (CALIPSO), Clouds and the Earth’s Radiant Energy System (CERES), the Stratospheric Aerosol and Gas Experiment (SAGE III), and Multi-angle Imaging SpectroRadiometer (MISR). By using data-driven storytelling to communicate impacts of a large fire event, we hope to provide an accessible, engaging science outreach tool format.
The Accelerating Low-Income Financing and Transactions (LIFT) for Solar Access Everywhere project’s goal was to expand Low-to-Moderate Income (LMI) solar access for homeowners and renters. The LIFT project researched and gathered data on 453 LMI community solar project across the country. Following three years of research, the project delivered three groundbreaking research papers in June 2022, focused on 1) customer experience, 2) the growth of community solar programs, and 3) project-level financial best practices for serving LMI communities. These were followed by a user-friendly web-based Toolkit allowing users to interact with project data and key findings in November 2022. The customer experience research examined community solar subscribers’ primary motivations to join and remain satisfied with projects. Our research identified 453 projects across the country that dedicated some portion of the system capacity to LMI households. Seventeen of these projects participated in the LIFT customer experience research, allowing the project team to survey their customers and gain insight into how LMI subscribers feel about community solar and the programs that serve them. Subscribers in our sample indicated that the most critical issue that motivated them to participate in their program, however, was not savings but helping the environment. This was true for both LMI and non-LMI subscribers. Helping the environment was also the most important issue for LMI subscribers to measure how well their program was working for them. LIFT also explored how rapidly community solar has grown since its inception in 2006, publishing results in the Growth of U.S. Community Solar Serving LMI Households report. The results showed that community solar projects serving LMI households are one of the fastest growing segments of the solar industry. The report identifies and recommends ways developers should overcome real or perceived risks to LMI customer acquisition and subscriber management. Through the analysis of community solar project finance research, LIFT showed that most community solar projects serving LMI households are financed in the same ways mainstream community solar projects are financed. The value stacks and financial returns are no different, although LMI inclusion and participation rate varied across programs in our sample, ranging from between 10% and 100%. Based on the findings from the LIFT research, the team built a web-based user-friendly Toolkit, consisting of case studies, project finance best practices, and several tools built around the national dataset of 453 community solar projects that serve LMI households. These allow users to engage with the dataset in multiple ways; to explore the landscape of LMI community solar in the U.S., and to design community solar projects to optimize LMI inclusion, equity, and savings levels. The Toolkit also includes a library of LIFT-generated and LIFT-curated resources for users to learn more about how to best serve LMI communities through community solar. LIFT officially published the Toolkit on October 31, 2022, followed by a launch event (public webinar) on November 17, 2022. The core LIFT partners continue to engage in outreach and dissemination efforts to promote the LIFT Toolkit and research publications. Our driving motivation is to continue enabling solar developers to leverage the findings of this three-year research effort. By implication, the LIFT Toolkit is designed for use by utilities, energy service providers, and financiers or investors as a learning and decision-making tool to rapidly scale project models that optimize LMI inclusion and maximize real household savings.
This study examines the effectiveness of the US Department of Energy’s Better Plants Program Bootcamps, which are designed to enhance participants’ technical skills in improving energy efficiency and optimizing operations in manufacturing facilities. Through the analysis of survey data collected from 529 participants across 9 bootcamps, the research investigates the motivations, benefits, and demographic trends of attendees. The findings reveal that skill acquisition and improvement are primary drivers for participation, with key benefits including hands-on training on diagnostic equipment and software tools, networking opportunities, and access to technical resources. The analysis shows strong participation from sectors characterized by high energy consumption and employment, such as chemical and transportation equipment manufacturing. Over 50% of participants have job titles that include “EHS” or “Energy” showing their key roles in leading energy efficiency and energy management efforts in manufacturing. Furthermore, the analysis highlights the distribution of participants across managerial, engineering, and technical roles, revealing a higher representation of managers and engineers. This observation suggests a need for targeted outreach to engage technicians, equipment operators, maintenance staff, and floor workers to ensure comprehensive workforce development. The post-bootcamp survey showed that the participants highly valued the opportunities for peer learning and idea exchange, and the benefits they gained from them. This research contributes to the advancement of manufacturing education by demonstrating the efficacy of specialized training in addressing critical industry challenges and fostering a more competent and empowered workforce.