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At least 631 records · Page 35
All sourcesNASA NTRSDOE OSTI
DOE OSTI2014

NS&T Managment Observations - 1st Quarter

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗
DOE OSTI2014

NS&T Management Observations: Quarterly Performance Analysis

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY-14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2014

NS&T Management Observations - 3rd Quarter

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2014

NS&T Management Observations

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2025

An Integrated Paradigm for the Management of Delivery Risk in Electricity Markets: From Batteries to Insurance and Beyond

If power systems transition to integrate higher amounts of variable renewable energy sources, storage technologies, and distributed energy resources (DERs), new risk management frameworks are necessary to ensure cost-effective and reliable power system operations. Projects funded by the Advanced Research Projects Agency-Energy (ARPA-E) Performance-based Energy Resource Feedback, Optimization, and Risk Management (PERFORM) program aim to contribute new risk management frameworks by developing methods to quantify and manage risk at grid asset and system levels. The National Renewable Energy Laboratory (NREL) led a PERFORM project in collaboration with the Johns Hopkins University, the Electric Power Research Institute (EPRI), kWh Analytics, Packetized Energy, and Imperial Consultants (ICON). The project addressed two challenges related to risk management in electricity markets: managing net load imbalances and flexibility from DERs. This final technical report presents a list of project accomplishments, activities, and outputs.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2018

International Governmental Collaboration on Best Practice in Aging Infrastructure Management - 18027

Legacy nuclear sites in the US, UK and Canada are all facing a similar challenge of completing their operational and cleanup missions in parallel in a safe, efficient and cost-effective manner. Compounding the challenge is the fact that many important facilities are old with a significant level of deferred maintenance/capital needs, resulting in the need for a strategic approach to infrastructure management to ensure that maintenance and capital funding is directed at the highest priority items and that neither operations nor ongoing Decontamination and Decommissioning (D and D) activities are compromised. To help address this challenge, a Technical Information Exchange meeting was held in Ottawa, Canada in early June 2017 which brought together responsible parties from; - Government agencies including the UK Nuclear Decommissioning Authority (NDA), US Department of Energy Environmental Management (DOE EM), US National Nuclear Security Administration (NNSA), Atomic Energy of Canada Ltd (AECL) and Canadian Department of Defense - Implementers and other Government entities including Savannah River National Laboratory, Idaho National Laboratory and Canadian Nuclear Laboratories (CNL) - Associations including representation on behalf of the Institute of Asset Management and; - Contractors including Mission Support Alliance, Mott McDonald, and Longenecker and Associates The objective of this meeting was to share information about respective 'best practices' and to begin to develop common approaches to the prioritization and management of aging infrastructure investment across the organizations. The exchange focused on identifying common critical issues which were discussed through a series of presentations and small group discussions. The outcome from the meeting was an improved understanding by all participants of the latest approaches being applied to Infrastructure Asset Management and the formation of four International Working Groups which now meet on a regular (4-6 week) basis to share lessons learned and to develop international best practice in their area of interest. This paper details; - the issues and challenges that were identified during the meeting - how these were assimilated and distilled into discrete areas to enable formation of specific Working Groups - progress made by the Working Groups to date. (authors)

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DOE OSTI2023

Monitoring and Documentation of Forest Management Activities at Los Alamos National Laboratory

Forest management treatments at Los Alamos National Laboratory (LANL) are administered by the Emergency Management Division (EMD-DO) Wildland Fire Program within the Wildland Fire and Forest Management Program (WFFM Program or the Program). Open space forest inventory monitoring is conducted by Forest Health Program staff and students within the Environmental Stewardship Group (EPC-ES). The goals of the integrated Wildland Fire and Forest Management Program are to reduce impacts to Laboratory operations from climate driven events by implementing forest management and healthy forest initiatives such as forest thinning and erosion control. The LANL Wildland Fire Mitigation and Forest Health Plan (EMD PLAN-200, LA-UR-19-25122; LANL 2019) presents treatment standards for LANL property to meet the following goals: 1) Restore and maintain landscapes: LANL landscapes are resilient to disturbances; 2) Develop a fire-adapted community: LANL workforce, neighbors, and infrastructure can withstand a wildland fire without loss of life and property; 3) Ensure wildland fire mitigation implementation: All wildland fire mitigation working group organizations participate in making and implementing safe, effective, efficient risk-based wildland fire management decisions.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2018

Nevada National Security Site Environmental Report 2017

The National Nuclear Security Administration Nevada Fields Office (NNSA/NFO) directs the facility management and program operations at the Nevada National Security Site (NNSS) North Las Vegas Facility (NLVF), and Remote Sensing Laboratory–Nellis (RSL-Nellis) in Nevada and directs selected operations at four sites outside of Nevada that include RSL-Andrews in Maryland, Livermore Operations in California, Los Alamos Operations in New Mexico, and the Special Technologies Laboratory in California. This report summarizes data and the compliance status of the NNSA/NFO environmental protection and monitoring programs for calendar year 2017 at the NNSS and at its two support facilities, the NLVF and RSL-Nellis. This report also addresses environmental restoration (ER) projects conducted by the Environmental Management Nevada Program Office at the Tonopah Test Range (TTR).

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2016

Direct Feed Low Activity Waste (DFLAW) Program: Development, Progression and Risk Management - 16476

This Direct Feed Low-Activity Waste (DFLAW) Program paper describes the key programmatic elements to enable the startup of treatment and disposal of Hanford tank waste through a phased startup of the Hanford Tank Waste Treatment and Immobilization Plant (WTP). Specifically the DFLAW Program consists of the Low- Activity Waste (LAW) vitrification facility, and the direct feed to LAW of treated tank farm supernatant from the Low-Activity Waste Pretreatment System (LAWPS). This document identifies the overall strategy, objectives, and processes of the U.S. Department of Energy (DOE), Office of River Protection (ORP) and all supporting DOE subcontractors, and describes the scope of the program elements. In addition gaps, risks, and opportunities to successful integration for commissioning of all needed systems and facilities to produce immobilized LAW product (ILAW) are described. The scope of the DFLAW Program extends up to the point that LAW Facility hot commissioning is complete and all DFLAW systems are fully operational. The DFLAW Program coordinates, integrates, and monitors all the activities necessary to successfully commission and start up the WTP LAW facility. This involves integrating the readiness of all the plant, personnel and program/procedures that support startup of hot commissioning of tank farms systems, WTP systems, waste treatment and disposal systems, and site utility, infrastructure and services. Multiple Hanford contractors have responsibilities to execute and perform scope under the umbrella of the DFLAW Program. The primary focus of the One System organization, comprised of WTP Project and Tank Operations Contract (TOC) personnel, is to manage the coordination and integration across the interfaces of the work scope described above. (authors)

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DOE OSTI2013

Environmental Performance Report 2012: Annual Site Environmental Report per the U.S. Department of Energy Order 231.1-1B (Management Report)

This report presents a summary of NREL's environmental protection programs and activities for CY 2012. It is organized according to the different environmental media (e.g., air, waste, ground water, etc.), and includes a brief summary of how the program is managed in that area, any permitting or notification efforts that have been completed during the reporting period or are ongoing, and activities that have occurred during the reporting period in that environmental area. A description of the environmental condition and features of NREL's sites is also included to provide a basis for the program overview.

2012↗
DOE OSTI2019

Future Transition of WIPP from EM to Another DOE Office - 19256

The U. S. Department of Energy (DOE) Carlsbad Field Office (CBFO) has a primary mission to assist federal government entities disposition transuranic (TRU) radioactive waste. The main resource for disposition is the deep geologic repository known as the Waste Isolation Pilot Plant (WIPP). Other resources include a complete transportation system and a program that assists in the certification and shipment of TRU waste to WIPP known as the National TRU Program (NTP). All of these resources are managed by CBFO, which currently is part of the DOE Environmental Management (EM) program. EM's primary mission for DOE is to clean up the legacy remaining from many years of nuclear weapons research and production. But, CBFO estimates the need for WIPP and NTP will continue beyond the mission of EM and will assist other entities such as the National Nuclear Security Administration (NNSA), the Office of Science (OS) and the Navy. As the inventory of legacy TRU waste is reduced, the inventory of new TRU waste will continue from ongoing missions. So, over the life span of WIPP the primary customers of CBFO will shift from legacy EM sites to newly-generated TRU waste sites. And, somewhere along the way CBFO estimates that it will transition, primarily from an EM support (legacy waste) entity to a primarily a NNSA support (newly-generated waste) entity to facilitate ongoing DOE missions. This paper will address the need for that change at a programmatic level and will include some ideas for conceptual planning for such a transition. (author)

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DOE OSTI2018

Transition of Site Programs and Implementation of Decommissioning Agent Oversight - 18653

San Onofre Nuclear Generating Station (SONGS), acting as the Decommissioning Agent (DA), retained its NRC License and contracted a Decommissioning General Contractor (DGC) to manage plant programs and execute the Demolition and Dismantlement (D and D) of the site. To support this effort, over twenty-one programs transitioned to the DGC, including Occupational Health and Safety, Radiation Protection, Maintenance, and Engineering. In addition, SONGS effected a cultural shift from an operating station performing work to one of overseeing it. The framework and road map for this kind of D and D model is new to the industry. This presentation shares the SONGS' experience and lessons learned associated with this transition. SONGS and the DGC entered an Agreement that established the contractual requirements and responsibilities of the parties, the Scope of Work, and the mechanisms to ensure effective transition of DA programs. As a part of defining the Scope of Work, the contract established functional areas and divisions of responsibilities divided into the roles of Governance, Oversight, Support, and Performance (GOSP). SONGS, as the site licensee, retained the Oversight Role, with exception of those areas that, as the licensee, would be considered 'non-transferrable'. Examples of those programs were Quality Assurance, Regulatory Affairs and the Employee Concerns Program. While the Company retained responsibility for those programs the DGC developed their own 'parallel' programs that the Company provided Oversight for. In 2017, SONGS completed program transition within one-year following the notice-to-proceed. The overall strategy was driven by three high-level principles: - Allow the DGC the most unfettered execution of the Scope of Work with limited interference and maximum self-governance. With the overriding principle that transitioned programs have a direct link to a basis in regulation or law. - Identify safety and compliance risks, and then bridge the transition of programs from the SONGS to the DGC such that identified risks are minimized and/or mitigated. - Allow the SONGS organization to transition from a Performance role to a primarily Oversight role as the DA. Working collaboratively with the DGC, programs were strategically grouped and sequenced for turnover. Central to the success of transition was fostering a collaborative environment with the DGC, facilitating knowledge transfer, applying schedule rigor, and keeping the team horizontally and vertically aligned to management expectations. SONGS achieved this alignment by embedding the formal process with management expectations for review and acceptance of proposed programs. SONGS' transitioned core programs to a general contractor and transition from a 'perform' organization to an 'oversight' organization. Lessons learned from this experience may benefit other nuclear generating station owners currently evaluating options for site D and D. (author)

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DOE OSTI2017

Coupling Big Data Analytics and Reactive Transport Modeling for Cost-effective Groundwater Monitoring - 17163

This study presents an innovative approach for sustainable and cost-effective groundwater monitoring. This approach takes advantage of recent advances in various technologies: (1) in situ autonomous sensors, (2) big data analytics, and (3) parallel high-performance computing for flow and reactive transport modeling. In situ sensors are used to periodically measure the key variables (such as pH, redox potential, electrical conductivity, and groundwater level), which control contaminant mobility and the plume spatial and temporal distribution. Based on a limited number of groundwater sampling, the data analytics methods-data mining and machine learning-allow us to identify and quantify the correlations between the in situ-measured variables and contaminant concentrations, and also to detect significant changes associated with the plume mobility. In addition, a state-of-the-art parallel numerical flow and reactive transport simulator Amanzi, and uncertainty quantification software Agni are used to provide an improved physical and mechanistic understanding of the contaminated groundwater system behavior, and to predict the long-term plume distribution for optimizing and adapting the monitoring strategy. Amanzi and Agni were developed as part of the Advanced Simulation Capability for Environmental Management (ASCEM) program of the DOE Office of Environmental Management. Such modeling is critical, particularly, for assessing the impact of climate change and associated hydrological shifts. The developed approach is expected to significantly reduce the groundwater sampling frequency and associated cost. In addition, the real-time information on plume mobility serves as an early warning system, improving the resiliency of contaminated or potentially contaminated sites. We demonstrate this approach using as an example the Savannah River Site (SRS) F-Area, where groundwater is contaminated by various radionuclides, including uranium, tritium and technetium. (authors)

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DOE OSTI2020

Geographic Information System Based Emergency Response Training Assessments for DOE Radioactive Materials Transport - 20027

Safety and security are priorities of U.S. Department of Energy (DOE) radioactive materials shipping campaigns. In the more than 70-year history of domestic transport of spent nuclear fuel (SNF), there has never been a transportation-related radiological injury. To support transportation planning, among the tools that DOE uses is the Stakeholder Tool for Assessing Radioactive Transportation (START). START contains geospatial data and transportation route analyses capabilities designed to support a range of DOE transportation planning initiatives. One of those functions is the capability to support emergency response planning and training for State and Tribal jurisdictions located on routes used for DOE shipments of radioactive materials. As part of the Department's commitment to public safety, DOE provides federally-funded radiological response training to emergency responders along DOE radioactive materials transportation corridors through its Transportation Emergency Preparedness Program (TEPP). START contains spatial data representing the locations and emergency-response capabilities of fire departments, police, hospitals, State emergency response centers, and where TEPP-trained personnel are based. The START tool supports State and Tribal users' ability to evaluate emergency-response coverage on active and potential DOE radioactive materials transport routes through their jurisdictions, provide expected response times to reach the scene of an incident, identify equipment available to support a response, and identify the number of response personnel and their respective training levels. In addition, START can be used to identify gaps in coverage along a transportation corridor where additional radiological emergency response training may be needed. This paper describes the data, features, and functionality DOE uses to provide a resource for emergency response training needs assessments for States and Tribes along active and potential routes for transporting radioactive materials, and illustrates its use. It also discusses future plans to integrate TEPP and Federal Emergency Management Agency (FEMA) radiological training data to provide a more comprehensive source of geospatial information on personnel who have received equivalent radiological response training. (authors)

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DOE OSTI2014

Sociological survey in a municipality with a high level separate collection programme in an area of historic unpopularity

Highlights: • Behaviours, opinions and knowledge of citizens on MSW management were investigated. • The knowledge level was better than that of nearby university students and citizens. • The higher the education level, the greater the level of knowledge was. • The local authority showed a leading role in terms of waste management. • Trust is the key to any social program success including waste management programs. - Abstract: Behaviours, opinions and knowledge of citizens on MSW and separate collection were investigated in the city of Mercato San Severino (about 22,000 people), in the Campania region of Southern Italy that is an area suffering from a serious solid waste emergency that has lasted over 17 years due to the absence of treatment facilities. The image of heaps of rubbish in the streets of Naples and other nearby cities is only one side of the coin. Mercato San Severino has adopted an effective kerbside collection system since 2001 and a pay-as-you-throw program during 2005, guaranteeing more than the minimum level of recycling required by the Italian legislation. Structured questionnaires were administered to a sample of 500 people in 2010. Chi-square tests of independence were applied to state whether the differences were statistically significant (5%). About 90% of the sample stated that the success of the separate collection program was due to either the citizens and local authority or only the local authority, highlighting the leading role of the local authority and confirming that trust is the key to any social program success. The registered level of knowledge was better than that of nearby university students and citizens. The higher the education level, the greater the level of knowledge was.

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