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All sourcesNASA NTRSDOE OSTI
DOE OSTI2023

Recommended vs. Actual Escalation Rates For ESPCs: Is the Guidance Good?

Escalation rates applied to the savings from energy savings performance contracts (ESPCs) and related financed energy projects play a large role in their scope and costs. The U.S. Department of Energy’sFederal Energy Management Program (FEMP) employs the National Institute of Standards and Technology (NIST) to package projections of real (uninflated) energy prices and general inflation forecasts developed by two other federal government entities. The main output from this exercise is NIST’s Energy Escalation Rate Calculator (EERC), which is strongly recommended by FEMP for use in performance contracts and relied on by federal agencies and others conducting performance contracts as an objective source for their projects’ escalation rates. This study investigated whether the rates prescribed by EERC (and a coarser NIST tool that preceded it) have provided users with estimates that approximate actual changes in energy prices over the years. The results are encouraging: the NIST tools slightly under-estimated actual electricity prices and somewhat over-estimated those for natural gas. Concern regarding the latter is mitigated, however, because a) it is seen as due primarily to the increasing surplus of natural gas from the “fracking revolution” in the 2010s, and b) natural gas savings were found to account for only 14.4% of the total savings from the largest population of federal ESPCs (FEMP’s indefinite quantity ESPC contract, representing roughly 430 projects), compared to almost four times that (56.8%) for electricity savings. Consequently, reliance on EERC appears to be a sound policy.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2022

Federal Energy Savings Performance Contracts Frequently Asked Questions on the Scope of 42 U.S.C. § 8287 et. seq.

The U.S. Department of Energy's Federal Energy Management Program (FEMP) is issuing this document to provide clarifications and guidance on issues commonly raised regarding the scope of 42 U.S.C. § 8287 et seq. This document is intended to supplement FEMP's extensive collection of materials that are available to assist federal agencies execute successful energy savings performance contracting (ESPC) projects.

42 U.S.C. § 8287 et. seq.↗
DOE OSTI2023

Wind RD&T: On Site Wind for Rural Load Centers

This presentation will provide an overview of the "On Site Wind for Rural Load Center" project for an FY23 research, development, and technology review with other Wind Energy Technologies Office researchers and DOE program managers. This copy of slides is appropriate for public release.

17 WIND ENERGY↗
DOE OSTI2022

Incorporating climate change into risk-informed resilience planning

In response to the development of portfolio-wide Climate Action Plans by federal agencies, federal sites are working to incorporate the impacts of climate change into their resilience assessments. However, it can be challenging to incorporate climate change scenarios into resilience assessments given the uncertainty inherent in climate change modeling. Incorporating these factors into a resilience plan requires an understanding of what the different climate scenarios mean, as well as how to estimate potential impacts of climate change on hazard occurrence on a regional, or even local, scale under different scenarios. We discuss approaches to incorporating this data into risk-informed resilience assessment processes, such as those implemented in the Department of Energy’s (DOE) Federal Energy Management Program’s (FEMP) Technical Resilience Navigator (TRN) and the Sustainability Performance Division’s (SPD) Vulnerability Assessment and Resilience Plan (VARP) Risk Assessment Tool. We also describe the climate scenarios and the availability of hazard data for site resilience planning, based on modeling included in the International Panel on Climate Change (IPCC), the National Climate Assessment (NCA), and state-level reports. We present examples from the TRN risk assessment and the VARP Risk Assessment Tool to illustrate how sensitivity analysis can be used to incorporate climate change projections into the resilience planning process.

Rabinowitz, Hannah S.↗
DOE OSTI2022

Real-World Experiences Adopting Workflows at Exascale on the ExaAM Project

The purpose of this study is to discuss the experiential lessons associated with adopting scientific workflows in the Exascale Additive Manufacturing project (ExaAM) through the lens of Perceived Characteristic of Innovation (PCI). Besides the implementation, the factors we considered critical to the adoption of the workflow are provenance, sustainable automation, implementation challenges, and integration/compatibility challenges. Through conversations and interviews among the program managers, project leads, and software engineers, we have developed critical insight and strategies to overcome the obstacles and augment the successful adoption and long-term use of these workflows in ExaAM and beyond. We hope our work will pave the way for others in the research community to develop and use workflows in their respective science domains.

Malviya, Addi Thakur↗
DOE OSTI2023

Assessing Solar Cybersecurity: Questions for States to Ask Electric Utilities

To help State Energy Officials and Public Utility Commissions engaging investor-and consumer-owned utilities and the solar industry in topical discussions about their cybersecurity practices and priorities in general, and for interconnected solar systems, specifically, this report outlines discussions prompts for these discussions. By using the questions in this tool states can explore aspects of utilities’ cybersecurity risk management programs that target solar devices, systems, and communication pathways. Such discussions help states identify cybersecurity gaps and assist in emergency response planning, as well as general risk awareness.

14 SOLAR ENERGY↗
DOE OSTI2023

Wind Energy Accomplishments and Year-End Performance Report: Fiscal Year 2023

As the United States' largest source of renewable energy, wind is already playing a vital role in the nation's shift to electricity generated from sustainable resources. Scientists, engineers, and analysts at the U.S. Department of Energy's (DOE's) National Renewable Energy Laboratory (NREL) are propelling our country closer to this clean energy future with new efficient, reliable, and cost-competitive wind technologies and deployment strategies. In Fiscal Year 2023 (FY 2023), NREL received national acclaim for recent wind technology breakthroughs, applauded sustained decades of progress in wind energy research, and heralded new initiatives to support the next generation of wind development. This report and NREL's achievements of the last year set the stage for innovative research to come. Two NREL software innovations used to assess wind technology options were recognized with R&D 100 Awards. The Renewable Energy Potential (reV) model helps planners, developers, and researchers calculate wind energy capacity, generation, and cost for specific facilities, fleets and scenarios. NREL's Simulation and Emulation for Advanced Systems validates transmission and distribution solutions to minimize implementation risks. Both of these tools can be applied to a range of renewable solutions to cut costs and improve the reliability of systems in even the most remote locations. The laboratory commemorated landmark anniversaries for wind energy research facilities and programs managed by NREL. The National Wind Technology Center (NWTC) celebrated 30 years as a world-class hub for renewable energy research. An important component of the NWTC on NREL's Flatirons Campus, the one-of-a-kind 7-megawatt (MW) Controllable Grid Interface wind energy research apparatus, turned 10 this year. The Collegiate Wind Competition completed its tenth annual competition in May 2023. Six years after the grand challenges in wind energy science were first compiled, NREL brought together more than 100 wind energy experts from 15 countries to revisit the field's most pressing research needs. Other key new research initiatives examined ways to simultaneously address the needs for skilled wind energy workers and equitable job opportunities. NREL released the first national-level report evaluating offshore wind industry workforce gaps and ways to build a large, diverse pool of job candidates. The lab also co-hosted the International Partnering Forum's Offshore Wind Workforce Summit as part of its ongoing efforts to address the special challenges of that industry sector. NREL research and development (R&D) for the DOE Wind Energy Technologies Office (WETO) continues to build momentum in its efforts to combat climate change, create clean energy jobs, and promote energy justice. This report provides more detail on these top achievements and other accomplishments made by NREL and its partners during FY 2023 (between Oct. 1, 2022, and Sept. 30, 2023).

accomplishments↗
DOE OSTI2013

Avoiding shortage of radio-chemists with the NAMP radiochemistry webinars

The U.S. Department of Energy originally created the National Analytical Management Program (NAMP) to help coordinate its analytical capabilities and to address national needs in technology and resources. In support of this mission, the NAMP established a subcommittee to promote training and education in radiochemistry to avert the predicted loss in expertise. In cooperation with the U.S. Environmental Protection Agency and university partners, the NAMP developed a series of two-hour webinar presentations by experts on different topics relevant to radiochemistry. These webinars are intended to be of interest to those already in the workforce who may need a refresher course or a better understanding of specific radiochemistry topics. The live webinars include slides presentation, and engage the attendees by giving them the opportunity to ask questions during the live event through the web-cast interface. Certificates may be given for attendance during the live webinar. The success of these webinars relies not only on the presenters who are internationally recognized experts but also on how we promote them: we advertised them through a dedicated web site, social networks or flyers. Another important point is that they are free are accessible online in 2 formats: audio-video recording and pdf files. Recorded and archived versions comprise a library vital to future generations of radio-chemists and scientists interested in radiochemistry. The first webinar, An Overview of Actinide Chemistry, was presented on April 20, 2012. The overwhelmingly positive feedback from participants clearly demonstrates that the NAMP webinars are making a difference by providing unique educational opportunities in radiochemistry.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗
DOE OSTI2015

The role of client engagement in successful project delivery - 15599

Projects, managed using one of the standard methodologies, are the primary vehicle used by most organizations to effectively deliver their strategic objectives in a timely and high quality manner. Most projects at ANSTO with a strong nuclear technology component require the active engagement of the end user, sponsor and subject matter experts for making key decisions during the project delivery phase to ensure best value for the organization. In 2009, after a review of ANSTO's project governance and management processes, a number of changes to the governance of internal projects were made. This included the establishment of a project governance structure that includes a two-point accountability framework, where the Project Client, together with the Project Manager is held accountable for the project delivery. While the two-point project accountability framework is not a conventional approach in project management, the experience from the project managers and stakeholders at ANSTO indicates that it provides a robust, consistent and practical approach for managing projects. The challenges of the two-point accountability framework are primarily related to the clarity of roles and goals, particularly from the Client perspective. This is an area that needs further attention. Overall, this approach allows better coordination of input from the project sponsors, end users and subject matter experts for day-to-day decision making through the life-cycle of the project. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2023

A Regulatory Approach to Accelerated Deployment for New Material or Applications in Advanced Reactors

New advanced reactor developers may embark on deploying materials in novel and unique environments where a material’s long-term performance may be in question or unknown. In many cases, sufficient test data may not exist for the material in the desired application, or that no prescript or applicable regulatory testing requirements are available to demonstrate the safety of the application explicitly. This study endeavors to develop the framework for a regulatory and technical approach for safe and predictable accelerated materials use in advanced reactors guided by 10 CFR Part 50.43(e)(1), Advanced Reactor Design Criteria contained in Regulatory Guide 1.232, and Reliability Integrity Management Program (RIM) principles.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2016

PHOENIX - Web-Based Application for Accessing Hanford Tank Monitoring Data - 16157

Data volume, complexity, and access issues pose severe challenges for analysts, regulators, and stakeholders interested in evaluating scientific data to support decision making at the Department of Energy's (DOE) Hanford Site. Pacific Northwest National Laboratory (PNNL) has developed a suite of web applications known collectively as PHOENIX (PNNL-Hanford Online Environmental Information exchange) to address data access, transparency, and integration challenges through intuitive query, visualization, and analysis tools that are accessible via desktop computer or mobile device by simply accessing the application web page (http://phoenix.pnnl.gov). Beginning in 2013, DOE's Office of River Protection (ORP) has worked with PNNL to develop a PHOENIX Tank Farm application to provide access to, and visualization of, in-tank monitoring data that had only been available to the public as text downloads for almost two decades. The Tank Farm application's user-friendly web-interface allows the public, stakeholders, regulators, and program managers to quickly and easily visualize in-tank and ex-tank data, facilitating data transparency and high-level decisions related to tank operations and management. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2016

'Top 10' Facility Decommissioning Risks and Mitigation Strategies to Prevent Them - 16487

Decommissioning represents a set of risks that differ from facility design and construction, operations, or maintenance. An informal poll was taken querying experienced facility decommissioning project and program managers in government and private business sectors about top decommissioning risks. The poll considered experience in nuclear, fossil fuel, and oil and gas projects in Canada, the United States, the United Kingdom, and Australia. A classic risk assessment process was performed, where the likelihood and consequence(s) of impacts, typical or most commonly used controls, and the most effective mitigation strategies for various risks were identified. The risks that polled with the highest rankings were identified as the 'Top 10' decommissioning risks. Roger VanScoy stated 'Knowing our risks provides opportunities to manage and improve our chances of success.' The purpose of this effort was to identify and share the 'Top 10' decommissioning risks with those in the nuclear, fossil fuel, and oil and gas industry to help anticipate and manage those risks more effectively, avoid or reduce the potential consequences of the risks, and improve the chances of project success. Douglas Adams said: 'Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so'. The information provided shares experiences, knowledge, and effective mitigation strategies from those with successful decommissioning experience so that others can learn and avoid the adverse consequences of risks inherent with decommissioning projects. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2018

Positioning People for Effective Communication and Coordination - 18033

If the aim of people working together is to solve complex problems and develop creative solutions, would it make sense to position people to actually do this kind of work? A growing number of project teams span organizational boundaries: government agencies coordinate with other government agencies, private companies conduct major projects for government agencies, and public utilities coordinate decision-making with citizen groups. In such instances, these project teams are especially vulnerable to experiencing a gap in expectations in terms of how people should communicate and coordinate with one another. If these gaps are not addressed, communication bogs down, those involved in the project become frustrated and impatient, and solving complex problems and developing creative solutions becomes challenging if not impossible. However, it is possible to position people to effectively communicate and coordinate. One approach is to give attention to the discussion and development of a P3 Plan that describes how the project team agrees to coordinate its efforts and toward what ends. A P3 Plan is developed by the project team typically through one or more facilitated conversations. Multiple US government-to-government, government/contractor, and government/public citizen groups and teams have used this approach and have been successful moving beyond their own self-interests to deal with controversial issues. The project benefits because the work product combines the best thinking from everyone, eliminating potential political and turf battles from the start. (authors)

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2018

Organization Change: Leadership Speaks the Future, Management Makes It Happen - 18462

Implementing an organization change is challenging, because many changes touch unexpected organizational units and processes, requiring unplanned inter-group communications and collaboration. Organization change communications can be designed to engage people, and to coordinate their actions for a successful change completion. Leadership communication focuses on presenting the idea for an organization change as a purposeful and worthwhile process that will deliver benefits to the organization and its customers and stakeholders. A series of discussions with personnel to clarify the change objectives, success metrics, and timelines serve to engage them in productive participation in the change process. Management communication ensures that the actions taken will be effective to accomplish the intended results and benefits of the change. The depth, detail, and orientation of the information delivered in these three types of communication is different, but the intention, in all cases, is to have people work together to successfully complete the goal(s) of the change. An example of these communications is included in this paper, focusing on the communications of a change leader. Change leadership communications are usually delivered by high-level people but can be delivered by individuals at any level. They speak a vision for a possibility, i.e., a new future, in a way that engages people in its value and desirability. The shift from change leadership communications to change management communications is best made as a collection of dialogues with groups of people who will be leading, managing, supporting and/or participating in various aspects of the change. These dialogues take several forms, including Q and A sessions, dialogues to clarify what 'success' will look like, and discussions that develop management tools and practices for the change. These 'engagement' discussions create a bridge from leadership vision to management implementation. Change managers often head up departments, teams, or smaller groups. Their communications are designed to have group members participate in refining the change goals into team goals, measures, and assignments; collaboration with key players; and tracking and updating elements of the change process as it progresses toward completion. This work is often more daunting than the leadership phase, due to forces of increasing detail, complexity, and disorganization over time, such as unexpected interruptions, changes in resources, and new requirements for coordination. (authors)

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2019

Investigation and Recovery Following the Drum Event at INL's ARP-V Facility - 19517

Contractors working under the Department of Energy's (DoE's) Idaho Field Office have been exhuming and processing buried legacy waste from early weapons development and productions operations since 1984. Since operations began, nearly 400,000 drums have passed through this process. On April 11, 2018, repackaged drums were staged in an airlock (radiological buffer area) awaiting transfer to another facility for characterization. Late in the evening after operations had ended, four of the drums over pressurized causing an energetic displacement of their lids. A significant fraction of drum contents was ejected and dispersed throughout the airlock. The event activated the fire detection system in the facility initiating an emergency response from the site fire department, radiological protection, and operations. Initial intervention by fire department personnel was unsuccessful at quenching the reaction, so the responders egressed to a safe distance and monitored the situation. After determining the event had terminated and it was safe to enter, the facility was assessed revealing significant contamination in the airlock from the ejected waste. The area surrounding the facility was surveyed and it was determined that no contamination was released outside the facility. The Fluor Idaho, LLC (Fluor Idaho) Program Manager commissioned an investigation and recovery effort, which focused on three aspects: (1) technical investigation, (2) event and causal analysis, and (3) facility recovery. A team of highly qualified individuals from around the DOE Complex was assembled to support the technical investigation. The team included representatives from several Fluor Idaho, Fluor Corporate, Battelle Energy Alliance, LLC (INL), LANL, SRNL, South West Research Institute, DOE Carlsbad Field Office, and Defense Nuclear Facility Safety Board, and DOE-Headquarters. This team addressed the reaction mechanism of the event by guiding the sampling activities and coordinating analysis and testing by the analytical laboratories. Independent and experienced investigators were brought in to conduct a rigorous event and cause analysis. The Causal Analysis Team pursued direct, root, and contributing causes. Interviews were conducted, and documents were reviewed to develop an event and causal analysis. The Accelerated Retrieval Project V Operations team mobilized to decontaminate and recover the facility. Significant progress has been made in this effort, area and airborne contamination levels have been significantly reduced allowing limited activities to resume. In addition, this group supported sample collection efforts as directed by the Technical Investigation Team. This paper reviews key findings and milestones from the technical investigation, the event and causal analysis, and facility recovery operations. From these elements of the investigation, lessons learned are identified that would benefit other organizations involved with legacy waste management and disposition. Waste management is common to all sites in the DOE Complex and the events and recovery efforts described in this paper may provide beneficial insights to these operations. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2020

Waste Shielded Casks Transfer by Funicular from the Surface to Disposal Level in Cigeo - 20007

Andra is completing the detailed engineering phase of Cigeo - the French HLW and ILW-LL DGR. A funicular system is dedicated to the transfer of the waste disposal containers from the surface to the underground infrastructures down the nuclear access ramp. This paper explains the rationale having led to the choice of a funicular and presents the advantages of this system. Main technical components and mechanical performance of the funicular system are then detailed. Lastly, the ongoing two stages qualification testing program managed by Andra (in order to reach a level 6 on the international Technology Readiness Level scale) is discussed. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2024

Grid-Interactive Efficient Buildings Support Federal Facility Decarbonization

The Federal Energy Management Program (FEMP) plays a key role in helping agencies understand and meet energy-related goals, including those surrounding smart buildings technologies and grid-interactive efficient buildings (GEBs), which can support decarbonization. GEB enables demand flexibility that has the potential to reduce electrical infrastructure costs and transform the grid edge, where buildings connect to the power grid.

decarbonization↗