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At least 577 records · Page 32
All sourcesNASA NTRSDOE OSTI
DOE OSTI2018

Delivering Business Benefit to UK Decommissioning through Collaborative Innovation - Approach and Technologies - 18539

The UK's nuclear energy programme, dating from the post-war years, has left a mixed legacy to the country: numerous prototype reactors, fuel-manufacturing plants, research centres, reprocessing plants and 11 power stations. The Sellafield site in west Cumbria houses more than 200 nuclear facilities and 1,000 buildings, making it one of the world's most complex environmental decommissioning challenges. Many 'never-done-before' projects are under way, which require substantial levels of R and D and innovative engineering approaches. One of the Nuclear Decommissioning Authority's (NDA) responsibilities is to ensure that the right level of R and D is carried out to enable progress on delivering the full decommissioning programme. Since 2010, NDA has been collaborating with Innovate UK, the UK government's innovation agency, to engage the supply chain and develop innovative technologies and services to support the NDA's mission and the growing international nuclear decommissioning market. The paper will provide an overview of the approach (e.g. open calls, briefing events, independent assessment, technology showcases) and the associated benefits (e.g. attracting new ideas, end-user engagement, increased supply chain collaboration). The paper also highlights selected technologies developed through the process. (authors)

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DOE OSTI2026

Building the Business Case with JUSTIFI: Quantifying Multiple Benefits in the Automotive Industry

The Michigan State University Industrial Training and Assessment Center (MSU ITAC) conducted a pilot study at an automotive parts manufacturer in Michigan. The study identified energy-productivity enhancements through the application of the JUSTIFI software. Key recommendations included replacing six inefficient rooftop units (RTUs) with a new air rotational unit. By quantifying operational savings for this project, the expected payback period went from 6.6 years to 1.4 years. Additionally, the installation of variable frequency drives (VFDs) on condenser tower motors was suggested. By including all operational benefits, the payback period was reduced from 8.2 years to 1.3 years. This comprehensive analysis aims to bolster the manufacturer's goals of reducing energy while enhancing overall operational efficiency.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS2002

NASA New England Outreach Center

The NASA New England Outreach Center in Nashua, New Hampshire was established to serve as a catalyst for heightening regional business awareness of NASA procurement, technology and commercialization opportunities. Emphasis is placed on small business participation, with the highest priority given to small disadvantaged businesses, women-owned businesses, HUBZone businesses, service disabled veteran owned businesses, and historically black colleges and universities and minority institutions. The Center assists firms and organizations to understand NASA requirements and to develop strategies to capture NASA related procurement and technology opportunities. The establishment of the NASA Outreach Center serves to stimulate business in a historically underserved area. NASA direct business awards have traditionally been highly present in the West, Midwest, South, and Southeast areas of the United States. The Center guides and assists businesses and organizations in the northeast to target opportunities within NASA and its prime contractors and capture business and technology opportunities. The Center employs an array of technology access, one-on-one meetings, seminars, site visits, and targeted conferences to acquaint Northeast firms and organizations with representatives from NASA and its prime contractors to learn about and discuss opportunities to do business and access the inventory of NASA technology. This stimulus of interaction also provides firms and organizations the opportunity to propose the use of their developed technology and ideas for current and future requirements at NASA. The Center provides a complement to the NASA Northeast Regional Technology Transfer Center in developing prospects for commercialization of NASA technology. In addition, the Center responds to local requests for assistance and NASA material and documents, and is available to address immediate concerns and needs in assessing opportunities, timely support to interact with NASA Centers on a local level, and develop easy access to information. The Center acts in the manner of a "NASA Center or Field Office" with direction from NASA Headquarters, Code K.

Source record↗
NASA NTRS1998

General Public Space Travel and Tourism: Executive Summary - Volume 1

Travel and tourism is one of the world's largest businesses. Its gross revenues exceed $400 billion per year in the U.S. alone, and it is our second largest employer. U.S. private sector business revenues in the space information area now approximate $10 billion per year, and are increasing rapidly. Not so in the human spaceflight area. After spending $100s of billions (1998 dollars) in public funds thereon, and continuing to spend over $5 billion per year, the government is still the only customer for human spaceflight goods and services. Serious and detailed consideration was first given to the possibility of space being opened up to trips by the general public three decades ago, and some initial attempts to do so were made a dozen years ago. But the difficulties were great and the Challenger disaster put an end to them. In recent years professional space tourism studies have been conducted in the United Kingdom, Germany and, especially, Japan. In the U.S., technological progress has been pronounced; we have had nearly a decade's experience in seeing our astronauts travel to-from low Earth orbit (LEO) safely, and we expect to commence assembly of a LEO space station housing a half-dozen people this year. Too, NASA and our space industry now have new and promising space transportation development programs underway, especially the X-33 and X-34 programs, and some related, further generation, basic technology development programs. And five private companies are also working on the design of new surface - LEO vehicles. The first professional space tourism market studies have been conducted in several countries in the past few years, especially in Japan and here. The U.S. study makes it clear that, conceptually, tens of millions of us would like to take a trip to space if we could do so with reasonable safety, comfort and reliability, and at an acceptable price. Initial businesses will address the desires of those willing to pay a greater price and accept a greater risk. A two-year cooperative Space Act agreement study has been conducted by our National Aeronautics and Space Administration and the Space Transportation Association. It was conducted by NASA and STA study leaders drawing upon the competence, experience and hard-nosed imagination of a national Steering Group and scores of attendees at a multi-day Workshop. The study has involved scores of professionals and business people from various areas: astronauts; space booster technology and operations professionals; a hotel architect and a hotel operator; an airline planner; insurance underwriters; space sickness experts; space theme park designers; space and travel and tourism association and business executives; a space-related financier; university tourism and space policy experts; present and former space-responsible government officials; space entrepreneurs; space writers; This study concludes that serious national attention should now be given to activities that would enable the expansion of today's terrestrial space tourism businesses, and the creation of in-space travel and tourism businesses. Indeed, it concludes that, in time, it should become a very important part of our Country's overall commercial and civil space business-program structure.

ONeil, Daniel↗
NASA NTRS2014

Tech Transfer News

On October 28, 2011, the White House released a Presidential Memorandum entitled: Accelerating Technology Transfer and Commercialization of Federal Research in Support of High-Growth Businesses. With this memo, the President challenged all federal agencies conducting R&D to accelerate technology transfer and commercialization of federally developed technology to help stimulate the national economy. The NASA Technology Transfer Program responded by asking the center technology transfer offices to reach out to - and work more closely with - their regional economic development organizations to promote the transfer of NASA technologies to the local private sector for use in the marketplace. Toward that effort, the KSC Technology Transfer Office teamed with the Florida Space Coast Economic Development Commission (EDC) to host a technology transfer forum designed to increase our business community's awareness of available KSC technologies for transfer. In addition, the forum provided opportunities for commercial businesses to collaborate with KSC in technology development. (see article on page 12) The forum, held on September 12, 2013, focused on KSC technology transfer and partnership opportunities within the Robotics, Sustainability, Information Technology and Environmental Remediation technology areas. The event was well attended with over 120 business leaders from the community. KSC Center Director Robert Cabana and the Center Chief Technologist Karen Thompson provided remarks, and several KSC lead researchers presented technical information and answered questions, which were not in short supply. Florida Today and the Orlando Sentinel ran news stories on the forum and both NASA TV and Channel 6 News filmed portions of the event. Given the reaction by the media and local business to the forum, it is evident the community is recognizing the opportunities that NASA-developed technologies can provide to aspiring entrepreneurs and existing companies to bring new technologies to market, as well as the positive impact KSC technology transfer can have on the local economy. We see even more evidence of this in the efforts by several other organizations to develop programs that provide aspiring entrepreneurs with the opportunity and training needed to identify the commercial potential of specific NASA technologies and develop business plans to exploit that potential. Several initiatives include Florida Startup Quest, CareerSource Brevard Energy Launch, Rollins College Entrepreneurial Scholar of Distinction Program, and a new effort led by the University of Central Florida Office of Research and Commercialization to stimulate new business growth in Florida based on NASA technologies. The KSC Technology Transfer Office has stepped up to support each of these programs and is providing them with the NASA technologies they need to help move the economy forward.

News↗
DOE OSTI2012

NREL Quickens its Tech Transfer Efforts

Innovations and 'aha' movements in renewable energy and energy efficiency, while exciting in the lab, only truly live up to their promise once they find a place in homes or business. Late last year President Obama issued a directive to all federal agencies to increase their efforts to transfer technologies to the private sector in order to achieve greater societal and economic impacts of federal research investments. The president's call to action includes efforts to establish technology transfer goals and to measure progress, to engage in efforts to increase the speed of technology transfer and to enhance local and regional innovation partnerships. But, even before the White House began its initiative to restructure the commercialization process, the National Renewable Energy Laboratory had a major effort underway designed to increase the speed and impact of technology transfer activities and had already made sure its innovations had a streamlined path to the private sector. For the last three years, NREL has been actively setting commercialization goals and tracking progress against those goals. For example, NREL sought to triple the number of innovations over a five-year period that began in 2009. Through best practices associated with inventor engagement, education and collaboration, NREL quadrupled the number of innovations in just three years. Similar progress has been made in patenting, licensing transactions, income generation and rewards to inventors. 'NREL is known nationally for our cutting-edge research and companies know to call us when they are ready to collaborate,' William Farris, vice president for commercialization and technology transfer, said. 'Once a team is ready to dive in, they don't want be mired in paperwork. We've worked to make our process for licensing NREL technology faster; it now takes less than 60 days for us to come to an agreement and start work with a company interested in our research.' While NREL maintains a robust patent portfolio, often companies are looking to do more than just license a technology. These relationships are invaluable in successfully moving technologies from NREL to the marketplace. 'We may generate new and potentially valuable innovations, but our commercialization partners do the heavy work of building a successful business around our technology,' Farris said. Tools such as CRADAs (Cooperative Research and Development Agreements) allow NREL to continue working with companies to refine and develop technologies. And, working with businesses is an area where NREL excels. NREL is responsible for one quarter of the CRADAs in the DOE system. 'When you look at the results of our CRADA program, you can demonstrate that we are actively engaged with companies in collaborating on research and moving technologies to market,' Farris said. NREL is first among DOE labs with 186 active CRADAs. And last year, NREL also was first with the number of new CRADAs signed. 'Part of the success in our working with industry goes back to NREL's mission to grow and support new industries,' Farris added. 'NREL has basic research capabilities, but we are never going to be the ultimate producer of a commercial product. That is the role of the private sector.' Farris also credits the advocacy and support that the Office of Energy Efficiency and Renewable Energy at DOE provides for these technology transfer activities. 'EERE's support is critical to our success,' Farris said. To assist the private sector in moving a technology from the lab to the manufacturing line, NREL has a number of programs in place to give that first, or even final, nudge toward commercialization. For instance, the Commercialization Assistance Program helps startups overcome technical barriers by granting free access to 40 hours of work at the lab. Through the Innovation and Entrepreneurship Center, NREL also helps clean energy businesses develop strong links with the financial community, as well as other key stakeholders in the commercialization process. In March, NREL formally opened the Colorado Center for Renewable Energy and Economic Development a cooperative program with the state of Colorado designed to bring together stakeholders and service providers that support the growth of cleantech companies. CREED currently is working with more than 25 stakeholders - governmental partners, universities, industry associations, venture capital organizations and small businesses - to improve the access these groups have to technologies developed at NREL and to provide services such as classes and workshops for entrepreneurs. When it comes to bringing together cleantech stakeholders, NREL's Industry Growth Forum is the marquee event. At the forum, clean energy entrepreneurs have the opportunity to present their business cases to an expert panel of investors and energy executives. Companies that have presented have raised $3.4 billion in funding to date.

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DOE OSTI2022

Guia de Edificios Saludables para Pequenas Empresas: Una Referencia Rapida para Mejorar la Calidad del Aire Interior (Restaurantes Excluidos)

Indoor air pollutant concentrations can be higher than those outdoors, putting occupants at risk. These pollutants come from a variety of sources: materials used to build and furnish indoor spaces, retail products and services, and occupants themselves. Ventilation, temperature, and humidity also affect indoor air quality. It is important to consider the documented benefits of healthy indoor environments at any time - not just during a public health crisis - and it is key to consider the indoor air quality where we do business as well as at home. Small businesses vary in size, services, products, ownership style, and building mechanical systems, yet all benefit from healthy indoor spaces for employees and customers. This guide provides steps, in conjunction with public health guidance, that small businesses can take to improve and maintain indoor air quality. Small businesses often have unique ownership structures - the building owner and business owner can be different parties - so this guide addresses both building and business owner action items. There are many ways to pursue healthy indoor air, including eliminating, minimizing, and/or controlling the contaminants we bring in, and removing or diluting any existing contaminants through ventilation, filtration, air cleaning, and/or disinfection. Best results are achieved through a comprehensive approach combining various strategies, including those discussed in this guide.

air filtration↗
DOE OSTI2016

A multi-model study of energy supply investments in Latin America under climate control policy

In this article we investigate energy supply investment requirements in Latin America until 2050 through a multi-model approach as jointly applied in the CLIMACAP-LAMP research project. We compare a business-as-usual scenario needed to satisfy anticipated future energy demand with a set of scenarios that aim to significantly reduce CO 2 emissions in the region. We find that more than a doubling of annual investments, in absolute terms, occurs in the business-as-usual scenario between 2010 and 2050, while investments may treble over the same time horizon when climate policies are introduced. However, investment costs as a share of GDP decline over time in the business-as-usual scenario, as well as the climate policy scenarios, due to the fast economic growth in that region. Business-as-usual cumulative investments of 1.4 trillion US$ are anticipated between 2010 and 2050 in energy supply, and increase when additional climate policies are introduced: under a carbon tax of 50 $/tCO 2 e in 2020 increasing with a rate of 4% per year, an additional 0.6 trillion US$ (+45%) investment is needed. Climate control measures lead to increased investment in low-carbon electricity technologies, primarily wind, solar, and CCS applied to fossil fuels and biomass. Our analysis suggests that compared to the business-as-usual case an average additional 21 billion US$ per year of electricity supply investments is required in Latin America until 2050 under a climate policy aiming at 2°C climate stabilization. Conversely, there is a disinvestment in fossil fuels. For oil production, a growth from 58 billion US$ to 130 billion US$ annual investment by 2050 is anticipated in a business-as-usual scenario: ambitious climate policy reduces this to 28 billion US$. Finally, mobilizing necessary additional investment capital, in particular for low-carbon technologies, will be a challenge, and suitable frameworks and enabling environments for a scale-up in public and private investment will be critical to help reach required levels. The economic case for such a transition still remains to be articulated.

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DOE OSTI2019

Boosting Energy Efficiency and Economic Development through Chambers of Commerce (Final Technical Report)

The U.S. Department of Energy’s (DOE) Building Technology Office (BTO), in its mission to improve energy efficiency in commercial and residential buildings, recognized the unique challenges posed by small- and medium-sized commercial buildings. This project targeted these buildings by using a business-to-business model originally pioneered in Cleveland, Ohio, by the Greater Cleveland Partnership’s Council of Smaller Enterprises (COSE). Rather than attempting to take programs and materials designed for large commercial buildings and simply disseminate them to owners of small- and medium-sized buildings, COSE targeted the tenants and owners of these buildings directly through existing business partnership channels and built additional business partnerships with banks willing to finance cost-effective retrofits, and leveraging utility efficiency programs that enabled them to provide free audits via an established network of auditors. By delivering a customized message to their members and leveraging their connections in the local business community, Chambers of Commerce and other business-oriented organizations use their existing relationship and trust to deliver clear and concise messages about the opportunities, impacts, and value of energy efficiency investments.

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DOE OSTI2019

Identification of Balance of Plant Asset and Wireless Instrumentation to Enable Predictive Maintenance

One of the major contributors to the total operating costs of domestic nuclear fleet of reactors today is the operation and maintenance (O&M) costs. These include labor-intense preventive maintenance programs involving manually-performed inspection, calibration, testing, and maintenance of plant assets at periodic frequency and time-based replacement of assets at periodic frequency, irrespective of its condition. This has resulted in a labor-centric business model to achieve high capacity factors. To achieve optimal maintenance program, it’s time to transition from this labor-centric business model to a technology-centric business model. Fortunately, there are technologies (advanced sensor, data analytics, and risk assessment methodologies) that will support transition from a labor-centric business model to a technology-centric business model. The technology-centric business model will result in significant plant life extension and reduction of time-based maintenance activities. This will drive down O&M costs as labor is a rising cost and technology is a declining cost. This approach will lay the foundation for real-time condition assessment of plant assets, allowing condition-based maintenance to enhance plant safety, reliability, and economics of operation.

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NASA NTRS1981

Program on stimulating operational private sector use of Earth observation satellite information

Ideas for new businesses specializing in using remote sensing and computerized spatial data systems were developd. Each such business serves as an 'information middleman', buying raw satellite or aircraft imagery, processing these data, combining them in a computer system with customer-specific information, and marketing the resulting information products. Examples of the businesses the project designed are: (1) an agricultural facility site evaluation firm; (2) a mass media grocery price and supply analyst and forecaster; (3) a management service for privately held woodlots; (4) a brokerage for insulation and roofing contractors, based on infrared imagery; (5) an expanded real estate information service. In addition, more than twenty-five other commercially attractive ideas in agribusiness, forestry, mining, real estate, urban planning and redevelopment, and consumer information were created. The commercial feasibility of the five business was assessed. This assessment included market surveys, revenue projections, cost analyses, and profitability studies. The results show that there are large and enthusiastic markets willing to pay for the services these businesses offer, and that the businesses could operate profitably.

Eastwood, L. F., Jr.↗
NASA NTRS1992

The experience factory: Can it make you a 5? or what is its relationship to other quality and improvement concepts?

The concepts of quality improvements have permeated many businesses. It is clear that the nineties will be the quality era for software and there is a growing need to develop or adapt quality improvement approaches to the software business. Thus we must understand software as an artifact and software as a business. Since the business we are dealing with is software, we must understand the nature of software and software development. The software discipline is evolutionary and experimental; it is a laboratory science. Software is development not production. The technologies of the discipline are human based. There is a lack of models that allow us to reason about the process and the product. All software is not the same; process is a variable, goals are variable, etc. Packaged, reusable, experiences require additional resources in the form of organization, processes, people, etc. There have been a variety of organizational frameworks proposed to improve quality for various businesses. The ones discussed in this presentation include: Plan-Do-Check-Act, a quality improvement process based upon a feedback cycle for optimizing a single process model/production line; the Experience Factory/Quality Improvement Paradigm, continuous improvements through the experimentation, packaging, and reuse of experiences based upon a business's needs; Total Quality Management, a management approach to long term success through customer satisfaction based on the participation of all members of an organization; the SEI capability maturity model, a staged process improvement based upon assessment with regard to a set of key process areas until you reach a level 5 which represents a continuous process improvement; and Lean (software) Development, a principle supporting the concentration of the production on 'value added' activities and the elimination of reduction of 'not value added' activities.

Basili, Victor R.↗
NASA NTRS2003

Using CASE to Exploit Process Modeling in Technology Transfer

A successful business will be one that has processes in place to run that business. Creating processes, reengineering processes, and continually improving processes can be accomplished through extensive modeling. Casewise(R) Corporate Modeler(TM) CASE is a computer aided software engineering tool that will enable the Technology Transfer Department (TT) at NASA Marshall Space Flight Center (MSFC) to capture these abilities. After successful implementation of CASE, it could then go on to be applied in other departments at MSFC and other centers at NASA. The success of a business process is dependent upon the players working as a team and continuously improving the process. A good process fosters customer satisfaction as well as internal satisfaction in the organizational infrastructure. CASE provides a method for business process success through functions consisting of systems and processes business models; specialized diagrams; matrix management; simulation; report generation and publishing; and, linking, importing, and exporting documents and files. The software has an underlying repository or database to support these functions. The Casewise. manual informs us that dynamics modeling is a technique used in business design and analysis. Feedback is used as a tool for the end users and generates different ways of dealing with the process. Feedback on this project resulted from collection of issues through a systems analyst interface approach of interviews with process coordinators and Technical Points of Contact (TPOCs).

Renz-Olar, Cheryl↗
NASA NTRS2007

NASA Johnson Space Center SBIR STTR Program Technology Innovations

The Small Business Innovation Research (SBIR) Program increases opportunities for small businesses to participate in research and development (R&D), increases employment, and improves U.S. competitiveness. Specifically the program stimulates U.S. technological innovation by using small businesses to meet federal R&D needs, increasing private-sector commercialization of innovations derived from federal R&D, and fostering and encouraging the participation of socially disadvantaged businesses. In 2000, the Small Business Technology Transfer (STTR) Program extended and strengthened the SBIR Program, increasing its emphasis on pursuing commercial applications by awarding contracts to small business concerns for cooperative R&D with a nonprofit research institution. Modeled after the SBIR Program, STTR is nevertheless a separately funded activity. Technologies that have resulted from the Johnson Space Center SBIR STTR Program include: a device for regenerating iodinated resin beds; laser-assisted in-situ keratomileusis or LASIK; a miniature physiological monitoring device capable of collecting and analyzing a multitude of real-time signals to transmit medical data from remote locations to medical centers for diagnosis and intervention; a new thermal management system for fibers and fabrics giving rise to new line of garments and thermal-enhancing environments; and a highly electropositive material that attracts and retains electronegative particles in water.

Krishen, Kumar↗
NASA NTRS2005

KSC SBIR/STTR 2004 Program Year Report

The Kennedy Space Center Level III SBIR/STTR management staff is under the Technology Transfer Office within the Spaceport Engineering and Technology Directorate. The SBIR and STTR programs provide an opportunity for small high technology companies and research institutions to participate in Government-sponsored research and development (R&D) programs in key technology areas. The SBIR program was established by Congress in 1982 to provide increased opportunities for small businesses to participate in R&D programs, increase employment, and improve U.S. competitiveness. The program's specific objectives are to stimulate U.S. technological innovation, use small businesses to meet Federal research and development needs, increase private sector commercialization of innovations, and foster and encourage participation by socially disadvantaged businesses. Legislation enacted in December 2000 reauthorized the program and strengthened emphasis on pursuing commercial applications of SBIR projects. An SBIR Phase I contract is the opportunity to establish the feasibility and technical merit of a proposed innovation. Selected competitively, the Phase I contract lasts for 6 months and is funded up to $70,000. SBIR Phase II contracts continue the most promising Phase I projects based on scientific! technical merit, expected value to NASA, company capability, and commercial potential. Phase II contracts are usually for a period of 24 months and may not exceed $600,000. NASA usually selects approximately 40 percent of Phase I projects to continue to the Phase II level. Phase III is the process of furthering the development of a product to make it commercially available. The STTR program awards contracts to small business concerns for cooperative R&D with a nonprofit research institution. Research institutions include nonprofit research organizations, Federal laboratories, or universities. The goal of the program established by Congress is to facilitate the transfer of technology developed by a research institution through the entrepreneurship of a small business. The STIR program is smaller in funding than the SBIR program. While the proposal is submitted by the small business concern, at least 30 percent of the funding and work must originate with the research institution. STTR Phase I projects receive up to $100K for a one-year effort, and a Phase II contract receives up to $600K for two years.

Source record↗
DOE OSTI2019

Evolution of Stakeholder Relations at the Mound Laboratory-End of DoE's Mission to the Present - 19551

In November 1989, the same month the Berlin Wall fell, the US Environmental Protection Agency (EPA) placed the Mound Laboratory (Mound Plant or Mound site) in Ohio on the National Priorities List (NPL) due to volatile organic compound contamination in the groundwater. As a result of the Cold War ending, the United States sought to greatly reduce the nation's nuclear weapons arsenal, consolidate the US Department of Energy's (DOE) mission, and close many DOE facilities. In 1991, the City of Miamisburg learned that DOE was planning to close the Mound Laboratory. The city spent two years lobbying in Washington, DC, to keep the facility open; however, that effort was not successful. By 1993, DOE, EPA, and Ohio EPA had signed a Federal Facility Agreement that formalized EPA and Ohio EPA oversight of the DOE environmental cleanup of the Mound NPL site under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). The decontamination and cleanup of the Mound site fell under two federal laws, CERCLA and the Resource Conservation and Recovery Act. DOE, EPA, Ohio EPA, the City of Miamisburg, and other local stakeholders all agreed that the Mound site should be cleaned up to an industrial/commercial land use standard. This would allow the site to transition into a privately owned business park. In 1994, the City of Miamisburg created the nonprofit Miamisburg Mound Community Improvement Corporation (MMCIC) that would own, market, and redevelop the site. The City also chartered the Mound Reuse Committee to act as an independent advisory organization, composed of representatives from the local community and business, government, education, and special interest groups. In 1994, DOE and the MMCIC entered into a lease agreement that facilitated immediate reuse of site buildings that were no longer required by DOE and did not require remediation. In 1995, DOE, EPA, and Ohio EPA developed the Mound 2000 Process to more effectively use CERCLA Removal Action authority to evaluate and remediate, as necessary, disparate areas of the Mound site. The Mound 2000 process divided the site into smaller, more manageable areas that accelerated cleanup and allowed areas to be reused more quickly. All areas of the Mound site were cleaned up to meet the EPA standard for industrial/commercial land use. The CERCLA process included opportunities for the public to review proposed cleanup strategies. Public input on cleanup and reuse included that from local citizens, businesses, Miamisburg City Council, local schools and financial institutions, Ohio EPA, Montgomery County, and the State of Ohio. In 1998, while site cleanup was still in process, DOE agreed to sell the entire Mound property to the MMCIC for $10.00. The site sales agreement accelerated reuse by allowing DOE to offer ownership of discrete land parcels to MMCIC as soon as EPA confirmed those areas met CERCLA standards for property transfer. This allowed the Mound site to become one of the first former DOE weapons sites to transition to reuse as a privately owned and operated community asset. Many other former DOE production facilities require continued federal ownership to protect the integrity of the environmental cleanup. In 2011, the MMCIC changed its name to the Mound Development Corporation (MDC) and continued to transition the site for reuse as part of the Mound Business Park. The MMCIC/MDC is a nonprofit economic development arm of the City of Miamisburg. DOE supported the economic development efforts with grants and matching funds. Individual land parcels were transferred from DOE to the MDC according to the DOE Mound Land Transfer Process. Ownership of parcels was transferred to the MDC via quitclaim deeds with no repair, replacements, or rebuild of areas. Each parcel's quitclaim deed contains the CERCLA institutional controls. To reduce the property tax burden, the Miamisburg City Council passed an ordinance that allowed the City to accept temporary ownership of specific parcels and hold ownership until the MDC could either lease or sell them. With the exception of one 23-acre parcel that includes the Operable Unit 1 area (site of former sanitary landfill), the entire site has been transferred to the MDC. Today, the former Mound Laboratory site is home to the vibrant Mound Business Park operated by the MDC. The site contains numerous buildings with active businesses and multiple areas suitable for new construction. Private companies continue cutting-edge work that carries forward the legacy of more than 50 years of DOE research, development, production, and inspiration from the former Mound Laboratory scientists, engineers, technicians, and support personnel. (authors)

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