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This fact sheet presents the most valuable insights and resources from a November 2022 BBWA convening of workforce experts around the topic of Streamlining Career Pathways. The Workshop presented ways to support green building trainers and employers in understanding, developing, and communicating career pathways to their trainees and fellow workforce stakeholders.
This paper analyzes NASA's increasing effort to invite greater public participation in its techno scientific work through open innovation methodologies. First we examine why NASA has expanded its use of these approaches, noting the roles of an intertwined set of forcing functions including budget constraints, the availability of technological resources, and committed individuals. Next we outline the strategies the agency has invoked to engage the public in research, technology development, and other activities to advance and shape NASA's mission. As we show, promoting greater public involvement has entailed facilitating the NASA workforce's familiarity with open innovation approaches as well as developing projects and creating outreach strategies appropriate to the envisioned participant base. We then discuss the wide variety of outcomes NASA's open innovation initiatives have yielded in support of NASA research and development objectives as well as benefits to participants and others. We conclude with a discussion of the remaining barriers to the use of open innovation techniques as a standard practice and the strategies in work to overcome those barriers so the full potential of a democratized approach to innovation can be realized.
Marine energy-including wave, tidal, and river current energy-can provide a local energy source for rural and remote communities. Marine energy has the potential to bolster self-sufficiency and create economic opportunities while preserving ecological integrity. Communities may be interested in deploying, testing, and advancing these early-stage technologies to meet their needs. However, limited capacity, workforce constraints, and other barriers can challenge development. To better understand a community's interest in and preparedness for marine energy, we developed a suite of 150 'metrics of readiness.' Organized across seven categories-technical, social, environmental, strategic, governance, economic, financial-and 29 subcategories, the metrics provide a holistic perspective beyond the technical aspects of an energy device. We conducted a desktop application of the metrics of readiness for Igiugig, Alaska. The metrics were applied retrospectively for two points in time: before (2009) and after (2018) in-stream testing of a river current energy device. By documenting changes among categories and subcategories of the metrics, our results show the evolving nature of community readiness for river current energy. They also illustrate how our interdisciplinary framework captures the investment in environmental effects research and commitment to strategic planning that occurred in Igiugig. In future applications, we envision the framework could be used to foster public engagement in marine energy, collaborate with communities in project development, shape capacity building activities, prioritize investments, and inform research needs. While our study focuses on enabling river current energy in Alaska, the metrics of readiness have the potential to inform implementation of other renewable technologies with communities in new geographies.
The US Department of Energy (DOE) oversees a system of 17 national laboratories responsible for developing unique scientific capabilities beyond the scope of academic and industrial institutions. These labs strive to keep America at the forefront of discovery and are home to some of the Nation’s best minds and the world’s best scientific and research facilities. Collaborations between national laboratories and academic institutions are critical to develop and recruit talent for the DOE workforce. Academia’s cooperative education model poses challenges for DOE recruitment pipelines centered around traditional internships. This paper discusses a promising DOE recruitment pipeline, the National Nuclear Security Administration’s (NNSA) Predictive Science Academic Alliance Program (PSAAP) initiative. As a part of this, experiences capturing the successes and challenges faced by the University of Utah’s Carbon Capture Multidisciplinary Simulation Center (CCMSC) through their participation in the PSAAP-II initiative are shared. These experiences demonstrate the success of Utah’s PSAAP center as a recruitment pipeline with approximately 43% of CCMSC students going to a national laboratory after graduation. Potential opportunities to strengthen the DOE’s recruitment pipeline are also discussed.
Forest management treatments at Los Alamos National Laboratory (LANL) are administered by the Emergency Management Division (EMD-DO) Wildland Fire Program within the Wildland Fire and Forest Management Program (WFFM Program or the Program). Open space forest inventory monitoring is conducted by Forest Health Program staff and students within the Environmental Stewardship Group (EPC-ES). The goals of the integrated Wildland Fire and Forest Management Program are to reduce impacts to Laboratory operations from climate driven events by implementing forest management and healthy forest initiatives such as forest thinning and erosion control. The LANL Wildland Fire Mitigation and Forest Health Plan (EMD PLAN-200, LA-UR-19-25122; LANL 2019) presents treatment standards for LANL property to meet the following goals: 1) Restore and maintain landscapes: LANL landscapes are resilient to disturbances; 2) Develop a fire-adapted community: LANL workforce, neighbors, and infrastructure can withstand a wildland fire without loss of life and property; 3) Ensure wildland fire mitigation implementation: All wildland fire mitigation working group organizations participate in making and implementing safe, effective, efficient risk-based wildland fire management decisions.
Our analysis shows it is feasible for the United States to remove a staggering amount of CO 2 from the air—this will be critical to becoming carbon neutral by 2050. Our comprehensive, first-of-its-kind, county-resolution analysis indicates that our country can accomplish this goal by relying on demonstrated technology, natural resources, and workforces we already have. Additionally, ongoing technology development can lower costs, shorten timelines, and deliver new solutions. Our analysis evaluated how we can use forests, cropland soils, and waste biomass, along with purpose-built machines, to get us to net-zero. Further, we considered community impacts and identified locations where certain solutions could be uniquely beneficial or potentially counterproductive. Our findings enable decisionmakers to weigh both opportunities and constraints and to decide what roads to use to meet our national climate goal for net-zero CO 2 emissions.
LaserNetUS is a network of advanced laser facilities created by the Department of Energy Fusion Energy Sciences to provide greatly improved access to the most powerful lasers in North America. It is dedicated to the development of the high energy density physics workforce, especially the training and advancement of early career scientists. The network is helping to build a larger, better skilled and more diverse scientific community. The result of the work of LaserNetUS towards these goals was on display at the 2023 LaserNetUS Annual Meeting, held at the University of Maryland, College Park, Maryland on June 27-29, 2023 (Figure 1). The meeting had 216 participants, the largest sponsor/exhibitor participation of any LaserNetUS annual meeting, wide ranging plenary, invited, and contributed talks, a vigorous poster session, outreach to a diverse range of students, and two awards sessions.
This report summarizes the EMPOWERED Distributed Energy Resources (DER) Permit Accelerator Pilot project. Its primary objective was to streamline the design, installation, permitting, and inspections of targeted Distributed Energy Resource (DER) solutions. Streamlining these processes is critical to strengthening and accelerating the adoption of DER solutions nationwide. Moreover, streamlined processes help expedite the clean energy transition and expand energy resilience by improving understanding and capability among key stakeholders like property owners, code officials, and the general workforce. The project team accomplished this by developing and deploying a set of design and permitting guides for simple DER solutions, which they rolled out via a permitting pilot program. The project team developed nine permitting and inspection guides for simple DER solutions, as follows: 1. Single-Family and Duplex: Electric Vehicle Service Equipment (EVSE), and Storage, Solar + Storage (each in two code cycles) 2. Multi-family and Office: EVSE, Storage, Solar + Storage (each in two code cycles) 3. A permitting process guide to support the implementation of the permitting guides. The guides cover key code requirements via plan review and field inspection checklists for code officials and building owners to follow to streamline the permitting and inspections process for DER solutions. Following the development of the initial set of guides, the project team formed two cohorts, each made up of four jurisdictions, to participate in the Permit Accelerator Pilot. Each cohort received training and technical assistance to support them in incorporating the guides into use. The project successfully engaged jurisdictions in two disparate US regions: Chelsea, Somerville, Natick, and Norwood in metro Boston; and Pima County, Town of Gilbert, Flagstaff, and Sedona in Arizona. Feedback gathered from the project was valuable in refining the guides to better address jurisdictional needs. After the pilot period, the project team developed final versions of the guides based on extensive feedback from the cohorts and from external technical peer review. Feedback included needs and barriers related to implementation, as well as detailed technical improvements from external peer review. The final guides were presented in a series of webinars with a national reach, with 192 attendees from 35 states in the live session of the final webinar, and the final guides are posted online and available for use nationwide. Key findings: • The most receptive jurisdictions were those adjacent to other jurisdictions that had already adopted similar initiatives. The least receptive jurisdictions were those in the midst of adopting new code cycles. • The most common barrier to jurisdictional adoption of new guidelines were internal administrative and process delays, more so than technical barriers. • The main technical barrier to adoption proved to be the concern of fire hazard risks posed by energy storage systems. There is some apprehension in the code enforcement community about the safety of the batteries. Education coordinated with fire and safety services will help alleviate concerns and increase confidence in the acceptance of innovative technologies. • Opportunities to further leverage and advance the guides and related resources include outreach, education, and jurisdictional support; updates to the resources to align with code cycle changes and local requirements; and advancements supporting emerging technologies.
System dynamics models are usually used to investigate aggregate level behavior, but these models can be decomposed into agents that have more realistic individual behaviors. Here we develop a simple model of the STEM workforce to illuminate the impacts that arise from the disaggregation and refinement of system dynamics models via agent-based modeling. Particularly, alteration of Poisson assumptions, adding heterogeneity to decision-making processes of agents, and discrete-time formulation are investigated and their impacts are illustrated. The goal is to demonstrate both the promise and danger of agent-based modeling in the context of a relatively simple model and to delineate the importance of modeling decisions that are often overlooked.
Nuclear safeguards were first announced in 1945 by the U.S., Canadian and British governments as a means to exchange scientific information about peaceful uses of atomic energy and prevent the use of nuclear material for weapons. International nuclear safeguards, now under the provision of the International Atomic Energy Agency (IAEA), serves to hold accountable the 140 member countries (States) that have entered into treaties and agreements against the spread of nuclear weapons. Most notably, the IAEA acts as a nuclear materials inspectorate under the global Nuclear Non-Proliferation Treaty, brought about in 1968, that specifies commitments member States make to the world?s non-proliferation regime. The Office of International Nuclear Safeguards (OINS) is part of the National Nuclear Security Administration, a semi-autonomous agency within the U.S. Department of Energy. Within OINS, the Human Capital Development program recognizes the need to build workforce capacity and safeguards expertise. This includes supporting the education and training of younger generations working in international nuclear safeguards. One of the program?s main concerns is core competencies being lost to retirement or attrition and building knowledge retention pipelines from senior to new professionals. One identified core competency is knowledge gained by individuals who have completed IAEA assignments such as missions to member States to conduct safeguards inspections. Such individuals possess unique knowledge, and efforts are being put forth to effectively capture this knowledge within the national laboratories complex. To this end, we report findings from a one-year mentor-mentee knowledge retention program in which an international safeguards subject matter expert imparted knowledge and skills to a willing professional mentee. The knowledge and skills stem from the mentor?s multi-year assignment at the IAEA in Vienna, Austria.
Workforce training at national laboratories and computing centers is essential and typically falls into two categories: foundational training for newcomers and advanced training for experienced users. Foundational topics—such as version control, build systems, and basic HPC usage—are largely transferable across institutions, while cluster-specific training varies due to differences in hardware, job schedulers, and local workflows. Training on emerging technologies is split between hardware-specific content and broadly applicable programming paradigms. Here, to reduce redundancy and increase impact, national labs, computing centers, and vendors are collaborating through initiatives like the HPC Training Working Group to share best practices, co-develop materials, and broaden outreach. These coordinated efforts aim to make HPC training more accessible, scalable, and consistent across the community.
The completion of Vogtle Units 3 and 4, despite significant cost and schedule overruns, a major bankruptcy, and a pandemic, demonstrates that the U.S. nuclear industry can still develop new supply chains, train a highly skilled workforce, and build large nuclear power plants. Vogtle, being a first-of-a-kind (FOAK) plant, faced overruns, but FOAK overruns can decrease with more deployments through a combination of design standardization and modularization, transferring and implementing lessons learned between consecutive projects, and innovation. This report quantifies the potential cost and schedule reductions in future AP1000 plants in the US and identifies the barriers in achieving those reductions. It starts with a summary and analysis of the cost and construction timeline data for AP1000 plants that started construction in the United States (Vogtle) and China. Motivated by the steep schedule reductions from the first to second series of AP1000 plants in China, a cost reduction model was developed to quantify potential reductions for future AP1000 builds in the US. Results show that within about 3 more builds, AP1000s can become economically attractive in large markets in the U.S., without leveraging the Investment Tax Credit (ITC) or Production Tax Credit (PTC), and much sooner if these tax credits are available. Importantly the financial risks for future AP1000 builds in the US might be much smaller than observed in the FOAK plants. The study also identifies various barriers for future builds including the availability of a supply chain and a skilled workforce, and emphasizes the importance of making investments to gather and implement lessons learned between consecutive projects.
Throughout 2020, ESnet and the Office of High Energy Physics (HEP) of the DOE SC organized an ESnet requirements review of HEP-supported activities. Preparation for this event included identification of key stakeholders: program and facility management, research groups, technology providers, and a number of external observers. These individuals were asked to prepare formal case study documents about their relationship to the HEP program to build a complete understanding of the current, near-term, and long-term status, expectations, and processes that will support the science going forward. A series of pre-planning meetings better prepared case study authors for this task, along with guidance on how the review would proceed in a virtual fashion.
This paper provides an analysis of the effect of the skill/experience of the software development team on the quality of the final software product. A method for the assessment of software development team skill and experience is proposed, and was derived from a workforce management tool currently in use by the National Aeronautics and Space Administration. Using data from 26 smallscale software development projects, the team skill measures are correlated to 5 software product quality metrics from the ISO/IEC 9126 Software Engineering Product Quality standard. in the analysis of the results, development team skill is found to be a significant factor in the adequacy of the design and implementation. In addition, the results imply that inexperienced software developers are tasked with responsibilities ill-suited to their skill level, and thus have a significant adverse effect on the quality of the software product. Keywords: software quality, development skill, software metrics
The Department of Energy Computational Science Graduate Fellowship (DOE CSGF) is essential for addressing the increasingly complex national workforce demands stemming from the growth of computational science and engineering challenges. Computational science and engineering (CSE) takes a multidisciplinary approach that utilizes scientific computing to tackle practical problems and provide technical tools across the spectrum of scientific discovery. The DOE CSGF specifically highlights high-performance computing (HPC) as a critical enabling technology in CSE, driving advancements in science and engineering that are vital to both the DOE and the broader economy. Over the past half-century, HPC has been an essential tool for DOE’s success. During this period, important missions, such as nuclear stockpile stewardship, have turned to HPC as an essential technology. Entire science disciplines have been transformed through the augmentation of scientific observation via HPC. At government laboratories, academic institutions, and in industry, DOE CSGF alumni are helping push traditional HPC boundaries while contributing to discoveries in high-energy physics, quantum information systems, fusion-reactor design, machine learning, additive manufacturing, nano materials for next-generation batteries and transistors, and advanced nuclear reactor modeling. In addition, HPC is used to address national health needs that will eventually point to cures both by helping cancer researchers manage and analyze huge troves of data, by simulating biological mechanisms, and by accelerating drug development. A 2023 report from the ASCAC Subcommittee on American Competitiveness and Innovation to the ASCR office, “Can the United States Maintain Its Leadership in High-Performance Computing?” says of the Program, “The CSGF program provides a barometer for disciplines that will be of interest to future DOE computing. Computational biology, machine learning, and quantum computing are among the subjects that began to swell in the ranks of CSGF applicants before the labs were hiring as high a percentage of employees in these categories.” The explosion of scientific and technological data has heightened the demand for advanced high-performance computing (HPC) to transform these data into meaningful scientific insights. As access to vast amounts of data increases, the fields of Machine Learning and Artificial Intelligence are experiencing a resurgence, enhancing the established practices of computational modeling and simulation. In its September 2020 subcommittee report on "AI/ML, Data Intensive Science, and High-Performance Computing," the DOE Advanced Scientific Computing Advisory Committee (ASCAC) specifically called for a fellowship program to train computational and data scientists to address exascale and data-intensive computing challenges. This integration of empirical and theoretical modeling will increasingly guide federal policymakers in making decisions that impact American society and future generations. It demands a workforce of highly skilled and intellectually agile computational scientists capable of navigating the rapid advancements in scientific computing within the DOE National Laboratory research environment. The DOE CSGF program has consistently addressed this critical need.
LANL seeks research assistance and skills development in three distinct subject areas over the next three years. Individualized scope and detail implementation schedules will be the first deliverable for these subject areas and will represent a joint determination between LANL SMEs and UTEP faculty based on LANL priority (schedule) and UTEP staffing (faculty and student- graduate and undergraduate) and capability of immediate availability per schedule. LANL will endeavor to make summer internships available to UTEP students within these subject areas: Chemical Sciences, Additive Manufacturing, and Metallurgy: casting and solidification, characterization, and metal purification. Unarticulated but generalized scoping tasks follow within each topical area to indicate that students and technicians familiar with these skill sets are of value and interest in LANL workforce pipeline and the tasks that seek to develop these skill sets are intentional on LANL's part. Consequently, LANL will sponsor 2-3 senior (capstone) projects within these subject areas per year over the three year time period within these task areas and within separations technologies, wet chemical analysis, and analytical characterization and quantification as required by all tasks.
There is a need to foster future generations of radiation oncology physician scientists, but the number of radiation oncologists with sufficient education, training, and funding to make transformative discoveries is relatively small. A large number of MD/PhD graduates have entered he field of radiation oncology over the past 2 decades, but this has not led to a significant cohort of externally funded physician scientists. Because radiation oncologists leading independent research labs have the potential to make transformative discoveries that advance our field and positively affect patients with cancer, we created the Duke Radiation Oncology Research Scholar (RORS) Program. In crafting this program, we sought to eliminate barriers preventing radiation oncology trainees from becoming independent physician scientists. The RORS program integrates the existing American Board of Radiology Holman Pathway with a 2-year post-graduate medical education instructor position with 80% research effort at the same institution. We use a separate match for RORS and traditional residency pathways, which we hope will increase the diversity of our residency program. Since the inception of the RORS program, we have matched 2 trainees into our program. We encourage other radiation oncology residency programs at peer institutions to consider this training pathway as a means to foster the development of independent physician scientists and a diverse workforce in radiation oncology.
As a primary contractor for the U.S. Department of Energy (DOE), CH2M HILL Plateau Remediation Company (CH2M) is managing a team of approximately 1,400 employees at the Hanford Site in Southeast Washington. The work on this 10-year, $5.7 billion contract ranges from design and construction to decommissioning and cleanup. In 2013, CH2M began the second half of its contract and expanded its leadership development program to focus on succession planning and strengthening the leadership skills of its employees. The goal is to create and sustain qualified leaders to lead the Hanford cleanup mission today and into the future. CH2M launched the Leadership Impact Initiative, a training program modeled from best practices used at other CH2M projects, including the Idaho Cleanup Project. Based on the results of a CH2M HILL Plateau Remediation Company site-wide safety culture survey, the company developed an improvement strategy focused on leadership development with emphasis on the front-line leadership. The strategy stresses core leadership principles and skill development to help managers more effectively engage the workforce. The two-day workshop gives employees the opportunity to build leadership on the job in an audience of their peers. CH2M expanded the workshops to include employees from all levels of the organization, including bargaining unit employees. The workshops are reinforced at quarterly all-manager meetings, communications among team members and regular sharing of lessons learned and experiences in the field. The Leadership Impact Initiative advances CH2M's vision of quality leadership and project delivery anchored by health and safety performance excellence. Since 2013, CH2M hosted more than 25 Leadership Impact Initiative workshops, reaching approximately 500 participants. Meanwhile, the company achieved the best safety record since the start of its contract, and results from its 2015 safety culture survey show improvements in the safety climate. A DOE assessment of the CH2M worker health and safety culture for the Voluntary Protection Program (VPP) found the workshop was a contributing factor to the contractor achieving VPP Star and VPP Star of Excellence Status. This paper summarizes the strategy behind the leadership development program, the outcomes and its relevance for other companies, particularly those on DOE Environmental Management decommissioning projects. (authors)