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DOE OSTI2025

FRIB operations: first three years

During the first three years since May 2022, FRIB has been operating safely meeting expectations of both scientific and industrial users with high machine availability, while ramping up the beam power to 20 kW for heavy ions including uranium. The paper summarizes the operational experience and challenges, accelerator improvement projects, expansions in user stations, accelerator R&D and workforce growth programs, and preparation for facility upgrades.

Wei, Jie [Michigan State U.]↗

DOE OSTI2026

Progress in the development of the community Particle Accelerator Lattice Standard (PALS)

The Particle Accelerator Lattice Standard (PALS) is a community effort to create an open standard to promote lattice information exchange for particle accelerators. PALS development is a community-wide international effort involving accelerator physicists from multiple institutions. While it started as a lattice standard for beam dynamics simulations, it is now being extended to support other particle accelerator activities, in particular accelerator operation. With new accelerators that are becoming more complex, larger collaborations and the increasing imprint of artificial intelligence in all accelerator activities (from design to operation to workforce development), the imperative for a common, standardized accelerator ontology has been transitioning from “nice-to-have” to “must-have”. We will present the status of the project, its relations to other projects, including to two of the particle accelerator projects of the newly announced US DOE Genesis Mission: the Multi-Office Accelerator Team (MOAT) project and the Nuclear physics AI-Ready Accelerator Data (NARAD) project.

Brynes, A. [Science and Technology Facilities Coun↗

DOE OSTI2020

Partnership and Pipeline Office Overview [Slides]

Partnerships ensure a strong Laboratory and support our missions. Partnerships are critical to our success as a Laboratory: community relations, colleges and universities and technical communities, regional and national economic development through industrial partners, DOE Laboratories, and other federal agencies. The Laboratory has many tools to build and enhance partnerships. The Community Programs Office in our Northern New Mexico Region has K-12 educational programs, supports teacher professional development and retention in regional elementary, middle and high schools, and provides community college engagement. The Partnerships and Pipeline Office works with the National Security Education Center (NSEC) which has broad university engagement including New Mexico universities. The Feynman Center for Innovation is involved in 'tech transfer' to innovation asset stewardship. The External Assignments Office shares LANL's technical expertise. The Student and Postdoc Program Offices build our workforce of the future.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

DOE OSTI2020

2018 Annual Site Environmental Report Summary

We are committed to act as stewards of our environment to achieve our mission in accordance with all applicable environmental requirements. We set continual improvement objectives and targets, measure and document our progress, and share our results with our workforce, sponsors, and public. We reduce our environmental risk through legacy cleanup, pollution prevention, and long-term sustainability programs.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2020

Final Evaluation Report for the Sandia National Laboratories Recorded Information Management Training Program

The Recorded Information Management (RIM) training and guidance materials were originally evaluated to determine the current status of the training program. Specifically, how and where are training materials implemented and are members of the workforce (MOWs) regularly accessing them. The evaluation highlighted that there is a breadth of training materials and guidance available; however, the materials are often outdated, point to old Sandia Policies, and/or are in outdated templates. Additionally, there is currently no single-entry point for training, meaning that training is available via the RIM homepage, TEDs, etc. This means that MOWs must search in various webpages or systems for training. To ensure RIM training materials are regularly updated and are accessible for MOWs it is recommended to assign one staff member to manage the program training materials.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

DOE OSTI2020

National-Tribal Critical Infrastructure Protection: Collaboration for Extraordinary National Security Benefit

This paper examines national and tribal collaborative opportunities to get ahead of the critical infrastructure insecurity problem. Recommendations are viewed through the lens of the Sandia Labs Tribal Cyber-Energy initiative and national security projects. Recommendations include 1) Collaboratively address national priority and shared challenges to gain faster and better solutions to national priority problems on a smaller yet comprehensive American Indian and Alaskan Native sovereign single-point of authority scale 2) Utilize newer standards-based technologies to provide scalable, capable, and manageable solutions for greatly expanded and connected national critical infrastructures 3) Employ Cyber-Physical-Resilient design preliminary analysis to define concept- to-disposition design requirements for preemptive critical infrastructure risk mitigation and baked-in security; 4) Develop data-centric protection to provide increased information asset protection as data shifts from data-owner operated on-premises infrastructure to virtual service provider data-steward owned and operated off-premises infrastructure; and 5) Balance shared solutions with the National Institute of Science and Technology (NIST) Cybersecurity and Risk Management frameworks, and the System Security Engineering Guidelines. As yet unallocated federal funding would support research, development, the timely application of National-Tribal critical infrastructure protection, and critical infrastructure Cyber disruption response and recovery with extraordinary mutual benefits for the foreseeable future. The Critical Infrastructure Insecurity Problem: Rapid modernization and expansive connectivity are due to advances in Information and Communications Technologies that have sweeping cyber impact across all critical infrastructure sectors. Supervisory Control and Data Acquisition and Industrial Control Systems are particularly impacted as systems long separated from the Internet are now being connected and computerized. Virtualization and mobility create a Data Everywhere-User Anywhere paradigm that has evaporated the enterprise network perimeter. There are multi-front technological challenges at play, where long depended on technologies simply don't scale to current needs resulting in a digital dichotomy of competing old and new standards. New standards-based technologies scale but are not as well-known or as widely deployed, which leaves decision makers, stakeholders, and the workforce in a quandary, caught mid-stream between the technological past and the virtual future. Rapid and expansive cyber threat accompanies disruptive change in connectivity and computational dependencies. A lack of action will exacerbate the problem if new technologies roll out without baked-in security design. The Risk: If National-Tribal CIP collaboration to design in security is not done, then an ongoing state of insufficient bolt-on security and elevated threat exposure will remain for years to come.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2020

Radioactive Material Dynamics @ NSLS-II [Slides]

RMD @ NSLS-II helps pave the path to a DMMSC: Developing expertise in techniques and experimental methods for DMMSC science; Improving capabilities for models to become microstructurally aware; Workforce training and development; Help refine DMMSC scientific requirements; Complementary to DMMSC XFEL science (EDXD/EXAFS)

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

DOE OSTI2020

NA-22 Quarterly Report: April-June, 2020

At LLNL we contribute to two projects in NNSA-IAEC Science and Technology Working Group Area V: Basic Science of Waste Management & Subsurface Science. The motivation behind Topic Area V is to evaluate the scientific and safety case for an intermediate borehole to house Israel’s nuclear waste. WM1 (SNL lead) is Thermomechanical Damage (initially called Damage Accumulation and Wellbore Stability). This work focuses on evaluating the damage to the host rock induced by excavation and heat released from a possible radioactive waste repository/borehole. WM2 (LLNL lead) is Radionuclide Facilitated Transport in Carbonate Rock (initially called Colloidal Transport of Radionuclides). This work focuses on better understanding the transport of radionuclides and colloids from a nuclear waste repository/borehole in a vadose zone environment through experimentation and modeling. In the second quarter (this report) our work has been delayed in part due to COVID-19. LLNL went into shelter in place (SIP), minimum safe operations mid-March. Operations at LLNL have been slowly ramping up with 50% of the workforce back onsite in limited capacity and telecommuting widely used. The good news is that our labs opened up the last week in June and experiments are expected to start up again for WM2 Radionuclide Facilitated Transport in July. LLNL’s contribution to WM1 Thermochemical Damage modeling efforts also started back up in late June. We expect to be able to catch up on much of our work by the end of next quarter. The three national laboratories communication on a bi-monthly basis to make sure Area V projects remain on track and we have a monthly conference call with our Israeli counterparts to make sure we are communicating priorities and coordinating project details.

38 RADIATION CHEMISTRY, RADIOCHEMISTRY, AND NUCLEA↗

DOE OSTI2020

NA-22 Quarterly Report: April-June, 2020

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2020

The Vault: National Security Then and Now

The employees at Los Alamos National Laboratory have always been the key to our mission success, dating all the way back to our inception in 1939 as Project Y. This was the secret Los Alamos Lab of the Manhattan Project charged with designing and producing the world’s first atomic weapons to help end World War II. Back then, prospective Lab employees received letters that directed them to an office at 109 E. Palace in Santa Fe, New Mexico. There, they were greeted by Dorothy McKibbin, secretary to Lab Director J. Robert Oppenheimer. Before anyone headed up the hill to begin work, Dorothy typed up the new employee’s personal information on what quickly became known as the McKibbin Card. Lab employees also had official badges, the black and white photos of which have become iconic over time. Today’s staff at the National Security Research Center, the Lab’s classified library, are just as vital as the Lab’s first workforce was. Our highly trained experts partner with researchers to solve global challenges.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

DOE OSTI2020

Post Conference Activities for the NCSE 2019 Annual Conference: Sustainable Infrastructure & Resilience

The National Council for Science and the Environment (NCSE) held its 19th Annual Conference from January 7-10, 2019. The NCSE 2019 Annual Conference: Sustainable Infrastructure & Resilience explored how systems thinking that includes tools, data, and synthesis effectively supports the increasingly urgent need to advance a more resilient, sustainable society. Nearly 600 participants from a range of scientific disciplines and sectors including natural and social science, humanities, engineering, government, business, and civil society attended the conference. Post-conference activities planned through this project were planned to extend the impact of the Annual Conference and were made possible through support from the Department of Energy. These efforts included: 1) developing and producing a research pilot on Energy Systems and Resilient Infrastructure, which advances research focused on the better alignment of education and workforce needs with respect to energy resilience; 2) facilitating dialogue and in-person convenings with the Energy Education Community of Practice across the broader NCSE research community; and 3) designing and hosting a webinar series focused on the role of science in infrastructure and resilience. This report summarizes the outcomes of the proposed activities and additional work made possible by support from the Department of Energy.

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2020

ASCR@40

One page flyers on: A Revolution in Modeling and Simulation; Applying Equations to Complex Problems; Uncertainty Quantification; Moving Big Data; Grid Computing for High-Speed Collaboration; Making Sense of Big Data; Overcoming Scaling Challenges; Building Better Computers; World-Leading Computing Facilities; Supporting Science Through Open-Source Software; and Building the Computational Workforce. Content provided by Department of Energy multiprogram laboratory researchers. Prepared by the Krell Institute for the ASCAC Subcommittee on the 40-year History of ASCR.

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2020

COVID-19 and the Power Sector in Southeast Asia: Impacts and Opportunities

The COVID-19 pandemic is unique among the range of threats encountered over the last century, and its specific impacts do not necessarily resemble those of other disasters. In the near term, the pandemic is causing demand shocks, workforce impacts, supply chain complications, and a global, economic contraction with long-term consequences as yet unknown. In contrast, with natural disasters the principal impacts are more acute. These include infrastructure destruction, displaced populations, and often localized economic impact; however, the long-term response to both of these threats–pandemics and destructive forces of nature–requires similar approaches to building short-term and long-term resilience that prepare power sectors for safe and reliable operation during times of disruption.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2020

Industrial Energy Management During a Pandemic: Lessons Learned from DOE Better Plants Program Partners

The COVID-19 pandemic is causing many challenges for manufacturers, especially those that depend on workers whose jobs cannot be performed remotely. This has detrimentally impacted the energy management workforce, energy support system performance, as well as operations and supply chains.This article discusses four primary challenges for industrial energy management caused by the pandemic, strained budget for energy projects, increased energy intensity caused by low production rates and other safety practices, limited access to energy systems, and the lost knowledge and experience of senior staff. This article also proposes some potential solutions for these challenges that include implementing no- and low-cost energy conservation measures, adopting alternative financing options, improving shutdown procedures, reducing baseloads, creating an effective online energy-monitoring system, performing virtual energy assessments, building a robust EnMS, and attending online and in-person training events.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2020

Integrated Initiative for Plutonium and Actinide Missions

Recognizing the dynamic environment and challenges facing the plutonium and actinide missions at Los Alamos National Laboratory over the next decade, Laboratory leadership established Fiscal Year (FY) 2020 Laboratory Agenda Item 2.6. This agenda item calls for the development and implementation of an integrated initiative for plutonium and actinide missions at Los Alamos. Over the next decade, Los Alamos has been asked to significantly ramp up pit production to help address nuclear stockpile and nuclear deterrence needs, heat source production to support expansion in space exploration, evaluation of stockpile returns, processing operations in support of nonproliferation, and the actinide science to support all of these efforts. All of this must be accomplished while significantly increasing the size of our plutonium and actinide missions workforce and modernizing and updating critical infrastructure. Only through enhanced integration of science, technology, and engineering (ST&E), manufacturing, and mission operations will we enable achievement of these critical missions. An overall summary of the plutonium and actinide missions is included in Figure 1 on Page 3 and Figure 2 on Page 4 summarizes our goals, objectives, FY 2021 recommended actions and internal strategic priorities that are key elements of our integrated initiative.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗

DOE OSTI2020

MST e-News (Fall 2020)

As we just closed the fiscal year, I have been reflecting on the state of the division, and in particular, the health of our budget, staffing plans, and infrastructure. As many of you know, the division has grown in both budget and workforce. Since 2018, the division has grown from 150 to 174 permanent staff (but note, with students, post docs, and contractors—we are a division of 218). As one might imagine, our budget has grown significantly too. In 2018, at year end, we had a budget of $85 million. While I am still collecting some final numbers, all projections indicate that we closed out FY20 at $115 million. This growth has occurred primarily in our applied energy programs as well as Pu Sustainment. However, it is important to note that there have been important contributions to this growth across much of the portfolio, including in our OES, BES, and LDRD programs. With that said, to support this programmatic growth, as a division we have done a tremendous amount of hiring to grow while outpacing attrition. At the same time, we have been establishing numerous new capabilities at TAs -3, -35, and -55. While this is exciting, it means we have some things to carefully consider. We have had numerous capability investments (i.e., new microscopes at TAs -3 and -55, new mechanical testing capabilities at TAs -3 and -35, and new synthesis capabilities across the division). But we are starting to feel the real crunch of the limitations of our aging facilities. Still more, even with this substantial growth, we continue to hire. And I believe that we really need to spend time thinking about mentoring, career development, and retention of our most important investment—our staff.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

DOE OSTI2021

Wyandotte Integrated Renewable Energy Strategy (WIRES 2) (Final Technical Report)

Wyandotte Municipal Services (WMS), a Michigan Municipal Utility offering electric generation, transmission & distribution, water filtration & distribution and Broadband/Video sought to deploy a set of renewable energy projects for their Electric Utility that contributed to reducing the City’s environmental and energy impact, provided examples that would encourage businesses and citizens to adopt cleaner energy practices and help WMS meet the required renewable energy standards of the State of Michigan (10% in 2015, 15% in 2021). WMS generates and delivers roughly 280,000 megawatt hours (MWh) of electricity annually to more than 10,000 homes and 1,000 businesses within the City of Wyandotte. The Wyandotte Integrated Renewable Energy Strategy – WIRES 2 resulted in deployment of a set of community-scale micro-wind turbines, evaluation and installation of energy-efficient and low-maintenance light-emitting diode (LED) street lights and park lights in highly visible locations in the City and expansion of the geothermal heating and cooling district that already included residential geothermal systems, to include larger scale business/institutional systems at the Utility’s largest electric customer and at the City Library. Finally, WMS identified the need for job training in energy efficiency and renewable energy technologies to further develop a local skilled workforce in these areas. Partially funded by the grant, the wind turbine project provides a benchmark for WMS, local businesses and residents in the evaluation of utility-scale wind v. micro-wind in an urban environment as a renewable energy strategy. Also partially funded by the grant, the LED project benefited the City of Wyandotte by reducing load on the electric system for the public utility but also reduced City costs for streetlighting, parking lot lighting and park lighting without a compromise in security. The project also resulted in a visual success that has led to additional approvals for non-Grant related LED lighting installations resulting in further reduction in the electric load in the City. Commercial Geothermal installations resulted in the Utility being able to eliminate steam customers who formerly utilized the byproduct of steam from WMS electric production. Due to the reduction in natural gas prices and the overall reduction in market purchased power, it was no longer feasible for WMS to operate its Power Plant as a base load plant and to only operate on a market dispatch philosophy when market prices dictated that WMS could produce electricity cheaper than the market purchase price. This has resulted in fewer operating days for the WMS Power Plant, resulting in less environmental impact. WMS has now completely exited the steam business and the ability to offer a geothermal option to two (2) former steam customers (BASF-Wyandotte and the Bacon Memorial Library) allowed for that. In addition, peak loads have been shaved for these two (2) large customers due to the consistent temperature offered by geothermal heating and cooling, reducing the swings associated with thermostat changes caused by outside temperature changes during extreme high and low temperatures. Finally, energy efficiency and renewable energy college-level classes at Wayne County Community College allowed a group of interested students to pursue studies in those technologies through grant provided tuition, books and course materials. This effort provided a foundation of potential future employees not only for WMS but other energy efficiency/renewable energy employers such as Franklin Energy, a partner with WMS in energy optimization efforts with Wyandotte businesses.

17 WIND ENERGY↗

DOE OSTI2020

Opportunities and Challenges from Artificial Intelligence and Machine Learning for the Advancement of Science, Technology, and the Office of Science Missions

In February 2019, the President signed Executive Order 13859, Maintaining American Leadership in Artificial Intelligence. This order launched the American Artificial Intelligence Initiative, a concerted effort to promote and protect AI technology and innovation in the United States. The Initiative implements a government-wide strategy in collaboration and engagement with the private sector, academia, the public, and like-minded international partners. Among other actions, key directives in the Initiative called for Federal agencies to: Prioritize AI research and development investments, Enhance access to high-quality cyberinfrastructure and data, Ensure that the US maintains an international leadership role in the development of technical standards for AI, and Provide education and training opportunities to prepare the American workforce for the new era of AI. The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental, and nuclear challenges through transformative science and technology solutions. In terms of Science and Innovation, the DOE’s mission is to maintain a vibrant US effort in science and engineering as a cornerstone of our economic prosperity with clear leadership in strategic areas. From July to October in 2019, the Argonne, Oak Ridge, and Berkeley National Laboratories hosted a series of four AI for Science Town Hall meetings in Chicago, Oak Ridge, Berkeley, and Washington DC. The four meetings were attended by over 1300 scientists from the 17 DOE Labs, 39 companies, and over 90 universities. The goal of the Town Hall series was ‘to examine scientific opportunities in the areas of artificial intelligence, Big Data, and high-performance computing (HPC) in the next decade, and to capture the big ideas, grand challenges, and next steps to realizing these.’ The discussions at the meetings were captured in the final report of the AI for Science Town Hall meetings.

42 ENGINEERING↗