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Georgetown University – SYSM 5630 Systems Integration Verification and Validation : Todd Noste

At Lawrence Livermore National Laboratory in the National Ignition Facility Optics Group, we use the systems engineering approach for project management and as a design tool. Systems engineering is used in a graded approach to design and project management that is based on risk, informing how much rigor to apply. The tools and techniques from systems engineering offer a framework to organize projects with everyone speaking the same language to provide consistent and repeatable project success that satisfies the stakeholders’ needs and meets the mission. The classes have provided a framework with tools for communicating system design, requirements, verification and validation, and an operational context.

42 ENGINEERING↗

Illinois Storage Corridor CarbonSAFE Phase III: Stakeholder Engagement and Outreach Plan

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.

25 ENERGY STORAGE↗

Future Electric Power Industry and Grids—Now What Again is Our Destination?

Having a vision that others agree to support and work toward is highly desirable but hard to achieve. We seem to lack a common and shared understanding of the vision—or worse, multiple visions (vivid mental images or documented statements) with varying areas of focus and details: • some appear to be similar but have differing underlying goals and characteristics, or • some reflect differing viewpoints as to effects on various stakeholders. These desirable and undesirable situations apply to realizing visions for enterprise and industry, including the electricity sector. Multiple industry stakeholder groups have developed goals, industry vision statements, and characterizations of the future. The viewpoints are promoted, discussed, refined by their stakeholder group, and often published to promote broad understanding and to inform or influence others. The GridWise Architecture Council asked itself how well-aligned these characterizations of the future are. If these publications collectively set the overall direction for the industry, it is useful to identify their answers to questions such as, where is the electric industry headed, guided by what objectives, and with what role(s) for the customers, electric utilities, and other stakeholders? Are these goals, visions, and future states moving toward a common vision, do they provide value for the stakeholders, and are they likely to meet the objective stated? This paper addresses these questions via an assessment and characterization of a sampling of stakeholder groups’ publicly available vision and future state reports for the electricity industry. Identified electric power grid architectural topic areas needing further work are described, along with GridWise Architecture Council analysis and observation, potential collaborative work efforts, and suggested next steps.

24 POWER TRANSMISSION AND DISTRIBUTION↗

Integrating Commercial Ready Autonomous Robotic Platforms to Enhance Worker Safety and Efficiency - 20053

This paper will explore the challenges and triumphs of implementing advanced robotic systems and the supporting technology for the waste management industry. Deployment-ready solutions for autonomous robotic platforms are new to the radioactive waste management industry and have been slow to implement across the complex. Specifically, it will explore Hanford Tank Operations Contractor's implementation of ground-based autonomous robotic platforms to enhance workforce safety and efficiency. The first objective of the project is to demonstrate safe operation of autonomous instrumented robots, followed by a scaling up of capabilities for the platform to meet any additional requests of internal stakeholders. Autonomous robotics platforms offer a fantastic range of capabilities that will aid in decreasing long-term liability of radioactive waste management industry by enhancing clean-up efforts and worker safety. Over the past five years, deployment-ready solutions for autonomous robotic platforms have come a long way. Autonomous robotic platforms are increasingly available to purchase from many vendors, often for prices under $100,000. Additionally, the vendors who produce these products are efficient in accommodating customized solutions to unique challenges, such as those often found in the radioactive waste management industry. However, the newness of this technology to the radioactive waste management industry and has resulted in a slow implementation across the complex. This paper will explore the challenges and triumphs of implementing advanced robotic systems and supporting technology for the waste management industry. Specifically, it will explore Hanford Tank Operations Contractor's implementation of ground based autonomous robotic platforms to enhance workforce safety and efficiency. While the company has utilized robots in many parts of the tank farms mission, this was first attempted in the deployment of an autonomous platform that required no operator with only minor maintenance and created challenges not yet encountered. These challenges included stakeholder buy-in, operational safety, procurement uncertainties, adaption of 'off the shelf products, overcoming the 'Fukushima complexity' perception, security concerns, and the initial criteria down select. Hanford Tank Operations Contractor's management identified the need for a workforce protecting low cost robotics solution in the fall of 2017. The project scope generated was part of the response to the Tank Vapor Assessment Team recommendation to enhance the safety of the workforce by utilizing new technology. Since the projects inception, it has been incorporated into the Tank Stewardship Plan. This project was unique to Hanford Tank Operations Contractor, as the company does not frequently incorporate advanced technology for field deployment quickly. The project was also progressive to the Hanford Tank Operations Contractor as it functions as a partnership project with a local university. The first objective of the project is to demonstrate safe operations of autonomous instrumented robotics, monitoring and collecting data, and the wireless transmission of data to a central computing system. Following the completion of this first objective, the project will scale up capabilities of the platform to meet the requests of additional internal stakeholders throughout the tank farms - including completion of specific in-field tasks. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

Joint LLNL, LANL, SNL, and IRSN High Multiplication Subcritical (Multiplicity) Benchmark Experiments Execution Plan (IER-518 CED-3a)

As part of the experiment design and planning, the critical experiment design team (CEDT), as well as additional stakeholders, convened a series of meetings to discuss the goals and requirements of execution for this experiment. The slides from these meetings are attached in Appendix A. The following sections summarize the outcome of those discussions and present the planned experimental configurations and measurements. The stated goals of this experiment are as follows: 1) Measure time-tagged list-mode data for configurations exceeding neutron multiplication of 100; 2) Provide intercomparison between LLNL, LANL, and IRSN detector systems and methodologies; 3) Generate experiment execution report(s) useful to a fundamental physics benchmark for the ICSBEP; 4) Leverage existing critical experiment and detector system benchmarks to limit required modeling and uncertainty analysis.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

An MLCommons Scientific Benchmarks Ontology

Scientific machine learning research spans diverse domains and data modalities, yet existing benchmark efforts remain siloed and lack standardization. This makes novel and transformative applications of machine learning to critical scientific use-cases more fragmented and less clear in pathways to impact. This paper introduces an ontology for scientific benchmarking developed through a unified, community-driven effort that extends the MLCommons ecosystem to cover physics, chemistry, materials science, biology, climate science, and more. Building on prior initiatives such as XAI-BENCH, FastML Science Benchmarks, PDEBench, and the SciMLBench framework, our effort consolidates a large set of disparate benchmarks and frameworks into a single taxonomy of scientific, application, and system-level benchmarks. New benchmarks can be added through an open submission workflow coordinated by the MLCommons Science Working Group and evaluated against a six-category rating rubric that promotes and identifies high-quality benchmarks, enabling stakeholders to select benchmarks that meet their specific needs. The architecture is extensible, supporting future scientific and AI/ML motifs, and we discuss methods for identifying emerging computing patterns for unique scientific workloads. The MLCommons Science Benchmarks Ontology provides a standardized, scalable foundation for reproducible, cross-domain benchmarking in scientific machine learning. A companion webpage for this work has also been developed as the effort evolves: https://mlcommons-science.github.io/benchmark/

Hawks, Ben [Fermilab] (ORCID:0000000157000288)↗

Carbon neutrality in Malaysia and Kuala Lumpur: Insights from stakeholder-driven integrated assessment modeling

Several cities in Malaysia have established plans to reduce their CO2 emissions, in addition to Malaysia submitting a Nationally Determined Contribution to reduce its carbon intensity (against GDP) by 45% in 2030 compared to 2005. Meeting these emissions reduction goals will require a joint effort between governments, industries, and corporations at different scales and across sectors. In collaboration with national and sub-national stakeholders, we developed and used a global integrated assessment model to explore emissions mitigation pathways in Malaysia and Kuala Lumpur. Guided by current climate action plans, we created a suite of scenarios to reflect uncertainties in policy ambition, level of adoption, and implementation for reaching carbon neutrality. Through iterative engagement with all parties, we refined the scenarios and focus of the analysis to best meet the stakeholders’ needs. We found that Malaysia can reduce its carbon intensity and reach carbon neutrality by 2050, and that action in Kuala Lumpur can play a significant role. Decarbonization of the power sector paired with extensive electrification, energy efficiency improvements in buildings, transportation, and industry, and the use of advanced technologies such as hydrogen and carbon capture and storage will be major drivers to mitigate emissions, with carbon dioxide removal strategies being key to eliminate residual emissions. This study highlights the participatory process in which stakeholders contributed to the development of the model and guided the analysis, as well as insights into Malaysia’s decarbonization potential and the role of multilevel governance.

cities↗

Y-12 Nuclear Criticality Safety Program Health Model: Development, Use and Benefits

The Y-12 National Security Complex (Y-12) operates seven diverse enriched uranium processing facilities and maintains a comprehensive nuclear criticality safety (NCS) program. Given the magnitude of the hazard, the NCS program receives significant oversight. Describing the scope and health of the Y-12 NCS program to sometimes non-expert stakeholders with limited time had historically focused on recent events and “hot topics” which did not always convey sufficient context (i.e., how to differentiate between an individual performance issue and a systemic concern). Y-12 created the NCS Program Health (NCSPH) Model to provide a complete and holistic framework to quantify and communicate NCS program health. The model is constructed in a tiered fashion with the top tier broken into three (3) Tier 2 elements, fourteen (14) Tier 3 elements, and 104 Tier 4 and 5 elements. This granularity ensures every feature of the NCS Program is accounted for and stakeholders can see how these features support the collective whole. The model is used as the framework for NCS communications including program plans, reports, health surveys, and meeting agendas. The model has substantially improved stakeholder appreciation for the entirety of the NCS program and how events and assessment results factor into an overarching conclusion on NCS program health. While some details are Y-12 specific, the NCSPH model can easily be tailored for any other site with an NCS program.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

Removing the Cloak of Secrecy from Legacy Cleanup at Los Alamos national Laboratory - 20395

With the establishment in 2018 of the Los Alamos Legacy Cleanup Contract, the Department of Energy's (DOE) Environmental Management Los Alamos Field Office (EM-LA) and its contractor Newport News Nuclear BWXT Los Alamos (N3B) embarked on an expansive program to engage a broad range of local and regional stakeholders in the decision-making process for cleanup of legacy wastes (pre-1999) at the Los Alamos National Laboratory (LANL). From the inception of LANL during the Manhattan Project until the issuance of the new cleanup contract, the site was managed by a single management and operations (M and O) contactor whose main focus was national security. Segmenting from laboratory operations a separate cleanup contract managed by DoE's Office of Environmental Management (EM) brought new opportunities for the cleanup of legacy waste. That change likewise has opened new opportunities for engaging the community on legacy cleanup decisions. The new legacy cleanup contract - an unclassified contract - emphasizes public outreach, marking a cultural shift in how stakeholders in Los Alamos and throughout northern New Mexico are engaged. Without the constraints of classified work, EM-LA and N3B have increased the level of transparency with the public regarding cleanup activities. EM-LA and N3B have crafted an approach that best meets the values, priorities and needs of the neighboring communities by adapting the model successfully employed at Rocky Flats. Through enhanced stakeholder involvement, EM-LA will implement decisions that have considered broad input and deliver a safe and efficient cleanup of the site. EM-LA and N3B began the expanded stakeholder outreach program in January 2019, leading up to four Environmental Management Cleanup Forums held in the summer of 2019. EM-LA and N3B are now in the process of initiating a series of meetings with various stakeholder groups to determine their 'values' as they relate to cleanup using a novel approach that elicits and records values. The entire process is documented, ensuring that should questions arise about how, when and why decisions were made, they can be easily addressed. In addition to other public meetings to present cleanup scenarios and solicit active public involvement in cleanup decisions, the EM-LA and N3B approach involves discussions with stakeholders who want to explore specific technical issues and cleanup discussions in depth. EM-LA and N3B are also evaluating and implementing a variety of communications tools to help ensure the engagement plan sets the gold standard for transparency in legacy cleanup and stakeholder involvement. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

About the Federal Energy Management Program (FEMP)

The federal government is the nation's largest energy consumer. Mandated by law, the Federal Energy Management Program (FEMP) works with its stakeholders to enable federal agencies to meet energy-related goals, identify affordable solutions, facilitate public-private partnerships, and provide energy leadership to the country by identifying government best practices.

Federal Energy Management Program↗

60 years of science in ICF: from conception to scientific breakeven on the National Ignition Facility

The recent achievements of a burning plasma, fusion ignition, and scientific energy gain with deuterium-tritium (DT) fuel at Lawrence Livermore National Laboratory’s National Ignition Facility (NIF) represents a major milestone in the development of inertial confinement fusion (ICF) and all of fusion research. In these experiments, fuel pressures well in excess of hundreds of GBars were achieved in the compressed fuel, and robust alpha heating of the fuel, far in excess of the energy provided by the implosion, were demonstrated for the first time. These achievements occurred 60 years after the inception of ICF and the first laser demonstration, and were made possible by more than five decades of research at laser facilities around the world. Advances in laser technology both in wavelength and precision, motivated by improved understanding of laser-plasma interaction physics and the demands of targets; improvements in target fabrication inspired by the need to control and minimize hydrodynamic instabilities in the implosion; and multi-dimensional simulations and diagnostics have been critical to this achievement. This paper will summarize the scientific and technical advances, the surprises, and the challenges that had to be overcome to achieve these goals.

fusion↗

2022 Solid-State Lighting R&D Opportunities

This is an updated edition that examines critical opportunities to positively impact energy savings, greenhouse gas emissions, human well-being, and the economy through Solid-State Lighting (SSL) R&D. The document summarizes stakeholder input from DOE-hosted roundtable meetings, workshops, a Request for Information, and other sources.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

PR100 Final Results

This presentation includes a summary of the final results from the Puerto Rico Grid Resilience and Transition to 100% Renewable Energy Study (PR100). Led by the U.S. Department of Energy's Grid Deployment Office and the National Renewable Energy Laboratory, and funded by the Federal Emergency Management Agency, the PR100 Study was a two-year effort resulting in stakeholder-driven pathways for Puerto Rico to meet its clean energy goals. For Spanish version see https://www.nrel.gov/docs/fy24osti/88975.pdf.

100% renewable energy target↗

Bridging the Gap on Data and Analysis for Distribution System Planning: Information That Utilities Can Provide Regulators, State Energy Offices and Other Stakeholders

Electric utilities conduct planning annually to ensure their distribution system meets technical standards, policies, and regulations; addresses forecasted grid conditions; satisfies customer needs; and advances utility priorities. The plan identifies grid deficiencies, analyzes potential solutions, and prioritizes capital investments and other expenditures. About 20 U.S. states and jurisdictions require regulated utilities to file some type of distribution system plan with the public utility commission for review. Requirements for sharing distribution system data and analyses vary widely, from few specific requirements to a detailed list of information that must be provided. While utilities conduct extensive analysis to develop distribution system plans, in most jurisdictions regulators and stakeholders do not know what data are available and how the utility uses the data in planning and investing. This report aims to bridge the gap by increasing understanding of the types of data and analyses utilities employ to develop distribution system plans and how the information affects their decision-making. The report describes information that states and stakeholders can ask for related to 11 data categories: -Forecasting loads and distributed energy resources (DERs) -Scenario analysis -Worst-performing circuits -Asset management strategy -Hosting capacity analysis -Value of DERs -Grid needs assessment -Cost-effectiveness framework for investments -Distribution system investment strategy and implementation -Geotargeted programs -Non-wires alternatives procurements.

24 POWER TRANSMISSION AND DISTRIBUTION↗

A Mid-Century Net-Zero Scenario for the State of Wyoming and its Economic Impacts

Clean hydrogen has the potential to help achieve 10% economy-wide emissions reductions by 2050 relative to 2005, promote energy security and resilience, and develop a new economy in the United States. In 2030, the hydrogen economy could create about 100,000 new jobs to build new capital projects and clean hydrogen infrastructure. The Wyoming Energy Authority recently announced the state’s energy strategy, which establishes a goal of net-zero emissions by 2050. Under all likely scenarios, achieving a mid-century net-zero target will pose challenges and create opportunities for Wyoming’s energy sector. If executed properly, the transition could favorably affect the state’s economy overall in the long term. This research program examines the economic impact of fossil energy production in Wyoming and provides various predictions for future energy mixes to achieve net-zero emissions. Preliminary work suggests that Wyoming-based hydrogen production could have significant economic benefits and job creation implications for Wyoming. This study further assesses Wyoming’s opportunities to create hydrogen-based industries, assess economic impacts, identify knowledge gaps and research needs, and create a Hydrogen Center of Excellence to accelerate commercialization and deployment. This project helped to understand Wyoming's areas of focus for research and development and identified its areas of strength and potential challenges in creating a hydrogen ecosystem. As a result of this study, we estimate that for blue hydrogen produced from coal and gas resources, the overall cost reduction will be driven mainly by the carbon-sequestration tax credit and the improvement in carbon capture. Mature technologies, like SMR and PSA, will make limited contributions. They have no or limited reductions from an additional capacity deployment in future costs. We also understand the importance of continued support from public and private sectors for Carbon Capture and Storage (CCS)-related research, development, and demonstration programs at federal and state levels. The successful and efficient production of blue hydrogen requires a unique blend of energy resources, geology, regulation, law, and infrastructure. Wyoming has the distinction of meeting all these demands. The team also estimates that the availability and command of water resources accessible for hydrogen production are crucial for developing new projects. Water treatment, use, and disposal after treatment will also make projects possible. Primarily, this is relevant for hydrogen made using renewable energy. Wyoming has one of the best wind resource capacity in the nation. Harnessing this resource is challenging due to limited transmission line availability. Hydrogen could become one of the solutions to the stranded resource problem, primarily if the water availability challenge is addressed. Using produced oil & gas water could help to solve the problem. A commonly cited barrier to the expansion of hydrogen markets is the cost associated with constructing new pipelines, which typically require large amounts of capital to develop. Wyoming already possesses much of the export infrastructure needed to connect Wyoming’s hydrogen production with major markets across the West Coast, Pacific Northwest, Midwest, and Front Range regions of the United States, where a large portion of Wyoming’s natural gas is already transported. In addition to transportation by pipeline, rail transportation of hydrogen has also proven feasible. Wyoming uses its extensive railway system to transport large amounts of coal to its export partners across the United States. By using cryogenic or compressed-gas cars, Wyoming has the potential to add hydrogen to its existing network of railroad energy exports. The same technology may also be applied to hydrogen transport via trucks traveling interstate highways. Wyoming’s workforce is ready to meet the demands of clean hydrogen development. Many of the skills and training needed for hydrogen production are the same skills already possessed by Wyoming’s oil & gas and coal workforce. Many government and industry leaders expect clean hydrogen and other low-carbon energy projects to generate significant job growth and to recruit many already-trained oil & gas and coal workers whose jobs may be displaced. As energy companies seek to penetrate the markets for Wyoming hydrogen production, there is a natural mutual benefit to Wyoming’s workers and companies seeking to launch projects with the assistance of a trained workforce. Wyoming’s university and community college system have adopted several programs to ensure that highly qualified engineers and other technically skilled employees continue to graduate with skills to support the development of hydrogen and other innovative energy projects moving forward. Throughout the project, stakeholder outreach and education took many forms, including meetings with several major companies in the industry, collaborating with local government organizations, educational organizations, and national laboratories, tribal outreach and engagement, the sponsoring of several hydrogen-focused projects in many departments throughout the University of Wyoming, and developing a collaboration with international universities. The products of these collaborations consist of working relationships with several companies in the industry, educational institutions, national labs, and local government, as well as strong connections with individuals who will play an essential role in the success of the Hydrogen Energy Research Center.

08 HYDROGEN↗

Biofuels Information Center

The purpose of the Biofuels Information Center (BIC) task is to provide relevant data, information, reports, and web-based tools to all bioenergy stakeholders. The BIC task began in FY08 to meet the requirement under Title II, Sec. 229 of the Energy Independence and Security Act of 2007 (EISA) requires DOE to develop a "Biofuels and Biorefinery Information Center". The BIC task supports biofuels pages content on the EERE's most visited website - the Alternative Fuels Data Center (AFDC http://www.afdc.energy.gov) and the Bioenergy Atlas tools (currently archived) (previous address https://maps.nrel.gov). This task results in more than 1.7 million web pageviews (an instance of an internet user visiting a webpage) per year. In FY22, the task completed the final year of the 5 year USDA Biofuels Infrastructure Partnership (BIP). The USDA BIP expanded infrastructure for E15 and/or E85 to approximately 850 stations and NREL received and reviewed data for quality analyzed all infrastructure and sales data collected by USDA. Stations are privately held and previously it was difficult to ascertain infrastructure and sales data. This unique dataset allows insight into infrastructure data (number of pumps and tanks, costs to install new equipment) and sales data (price and volume for E10, E15, E85, and diesel by month). The 2021 USDA BIP National Summary Report is with DOE for review prior to publication. Future work will include the biannual Bioenergy Industry Status Report (4 previous versions have been published) . The task also supports the principal investigator's time to engage stakeholders on infrastructure and deployment of biofuels. This includes leading, membership, and participation in the following roles: member Board of Advisors at the Fuels Institute, voting member for multiple UL standards committees, Co-Chair of the Infrastructure team at Agriculture/Auto/Ethanol, Member of Coordination Research Council's ULSD Corrosion Committee. The Principal investigator routinely responds to industry inquires to assist in deployment of biofuels regularly.

biofuels↗

An Approach to Shared Research Systems

World-leading research requires state-of-the-art systems for research and innovation. Operational excellence is the key component of scientific excellence by implementing ubiquitous security, repeatable processes, streamlined policies, and reliable and robust infrastructure. Building a research environment to meet these needs is a complex and expensive task. In many cases, it can be financially advantageous for one or more programs, projects, and/or stakeholder(s) to pool resources to build a shared research system to meet common goals. However, such a system brings some unique challenges that need to be addressed. This document describes the process to mitigate these challenges by documenting how the interested parties contribute to the overall success of the system.

97 MATHEMATICS AND COMPUTING↗