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All sourcesNASA NTRSDOE OSTI
DOE OSTI2020

Multi-Stage and Multi-Timescale Robust Co-Optimization Planning for Reliable and Sustainable Power Systems. Final Report

In this project, Clarkson University, in collaboration with Southern Methodist University and University of Pittsburgh, conducted the research to model, design, and implement a sophisticated generation and transmission co-optimization planning decision tool, called Multi-stage and Multi-timescale robust Co-Optimization Planning (MMCOP). The MMCOP decision tool intends to facilitate generation and transmission co-optimization planning of emerging power systems, while mitigating risks and uncertainties in both short-term operation dynamics and long-term policy and technology changes. Long-term power system planning aims at optimizing asset utilization by investing in a proper mix of various generation technologies and transmission lines to supply the future load growth. In particular, the Clean Power Plan (CPP), which is designed to combat climate change and reduce carbon emissions by setting a national limit on carbon pollution from power plants, may dramatically change the landscape of the power industry by further promoting clean energy and phasing out emissions-intensive generation technologies. In addition, novel non-wire alternatives (e.g., demand response (DR), distributed generation (DG), energy efficiency (EE), and smart grid technologies) and the computational complexity for large-scale systems significantly complicate the system planning procedure even further. However, existing conventional planning approaches neglect short-term variability and uncertainty of renewable energy, hourly chronological operation details, and physical nonlinear characteristics of the alternating current transmission network. As a result, existing conventional planning approaches may not work properly, and power systems reliability could be in jeopardy. In observing the limitations of existing conventional planning approaches and addressing new challenges of emerging power systems, the main scope of this project to develop co-optimization planning models within a multi-stage and multi-timescale framework. In particular, random contingencies, key uncertainty factors, and AC power flows are included to derive expansion plans while considering both long-term reliability and short-term flexibility.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2023

SFWST Disposal Research R&D 5-Year Plan (FY2023 Update)

This FY2023 report is the second update to the Disposal Research (DR) Research and Development (R&D) 5-year plan for the Spent Fuel and Waste Science and Technology (SFWST) Campaign DR R&D activities. In the planning for FY2020 in the U.S. Department of Energy (DOE) NE-81 SFWST Campaign, the DOE requested development of a high-level summary plan for activities in the DR R&D program for the next five (5)-year period, with periodic updates to this summary plan. The DR R&D 5-year plan was provided to the DOE based initially on the FY2020 priorities and program structure (initial 2020 version of this 5-year plan) and provides a strategic summary guide to the work within the DR R&D technical areas (Control Accounts, CA), focusing on the highest priority technical thrusts. This 5-year plan is a living document (planned to be updated periodically) that provides review of SFWST R&D accomplishments (as seen on the 2021 revision of this 5-year plan), describes changes to technical R&D prioritization based on (a) progress in each technical area (including external technical understanding) with specific accomplishments and (b) any changes in SFWST Campaign objectives and/or funding levels (i.e., Program Direction). Updates to this 5-year plan include the DR R&D adjustments to high-priority knowledge gaps to be investigated in the near-term, as well as the updated longer-term DR R&D directions for the program activities. This plan fulfills the Milestone M2SF23SN010304083 in DR Work Package (WP) SF-23SN01030408 (GDSA - Framework Development – SNL).

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2025

Pantex Plant Ogallala Aquifer and Perched Groundwater Contingency Plan

The Pantex Plant Ogallala Aquifer and Perched Groundwater Contingency Plan has been developed in accordance with the requirements identified in the: • Interagency Agreement for the Pantex Superfund Site, Article 8.5 Work to be Performed, • Compliance Plan Provision of Hazardous Waste Permit No. 50284, and • Record of Decision for Groundwater, Soil, and Associated Media, Pantex Plant. A Long‐Term Monitoring System Design has been designed to monitor conditions in the perched groundwater including changes in the perched aquifer as a result of implementing the response actions. Monitoring is required for verifying the effectiveness of perched groundwater response actions (i.e., conditions in the perched aquifer are being affected as intended) and for confirming that the perched aquifer and Ogallala Aquifer characterization as defined in the Resource Conservation and Recovery Act Facility Investigation Report and the Corrective Measure Studies/Feasibility Study remains accurate. If monitoring results obtained through the monitoring network identify an unexpected condition or deviation, contingent actions will be considered and implemented as necessary to ensure continued protection of the Ogallala Aquifer and human health and the environment. Potential deviations to expected technology performance may be encountered for each of the four primary response actions that compose the selected remedy for perched groundwater; Playa 1 Pump and Treat System, Southeast Area Pump and Treat System, Southeast Area In‐Situ Bioremediation System (comprised of the Southeast In‐Situ Bioremediation System Original System, Southeast Area In‐Situ Bioremediation System Extension System, Offsite In‐Situ Bioremediation System, Perchlorate/Chromium ISB, Northeast ISB and County Road 8 ISB), and Zone 11 In‐Situ Bioremediation System. Monitoring will also be conducted to determine if there are deviations to the expected characterization, e.g., contaminants not expected as a result of the RCRA Facility Investigation characterization. Deviations to expected conditions in the Ogallala Aquifer could also be encountered if the response actions in the perched groundwater are not performing as expected, i.e., preventing contaminants from migrating to the Ogallala Aquifer. Currently, Pantex has begun investigation of detections of high explosives above groundwater protection standards in wells on the Texas Tech University property and a plume that is moving to the northeast from that area. Due to those detections, this Plan recognizes the fact that future detections in the Ogallala will be focused on first‐ time detections of analytes. After a remedy is determined, this Plan will require modification to address-deviations and contingent actions. This Plan was developed to identify the contingent actions necessary to mitigate impacts resulting from deviations to site conditions or response action performance. The Plan defines the environmental problem being addressed by the response actions, clarifies the expected conditions and objectives of the response actions, and identifies the potential deviations to the response actions (due to site conditions or technology performance) that could be encountered. The deviations were evaluated to determine the likelihood of occurrence, potential impact, and time to respond to avoid impact. The Plan also identifies the monitoring outlined in the Long‐Term Monitoring System Design Report (Consolidated Nuclear Security, 2024) and Sampling Analysis Plan (PanTeXas Deterrence, 2024) that will be used to detect the deviations. Lastly, the Plan specifies the contingent actions that could be implemented in response to the deviations. Because each response focuses on a discrete portion of the perched aquifer and contaminant plume, each response action has a different set of expected conditions, and therefore differing impacts from deviations to the site and technology expectations. As a result, the contingent actions are identified for each response action and potential deviation including specific constituents, location, and conditions. If deviations are encountered that impact the ability of the response action to meet performance objectives, the contingent actions will be focused on ensuring the response action can meet the performance objective. Contingent actions may be implemented as interim actions (ISMs/removal actions) in accordance with the Record of Decision, Interagency Agreement, and Hazardous Waste Permit‐50284, if warranted by the specific circumstances. For deviations to site characterization expected conditions, the contingent action will focus on determination of the source of the deviation, determination of the appropriate response, and evaluation of additional work to be completed. However, if the deviation to characterization impacts the performance of the response action, the contingent action will again focus on ensuring performance objectives can be met. Early source term removals and cleanup actions have been implemented to protect the Ogallala Aquifer. Because of these actions and based on modeling results, the expected conditions in the Ogallala Aquifer are that constituents of concern will not be detected above the Groundwater Protection Standards (GWPSs) nor will they reach potential points of exposure above the GWPS. The primary deviation of concern for the Ogallala is if constituents are detected in the Ogallala Aquifer near or above GWPSs. If it occurs, this change in expected conditions would require further evaluation of site and contaminant characteristics to determine an appropriate course of action. The evaluation would include additional monitoring, source identification, implementation of interim protective measures (if necessary), and delineation of extent. These evaluations are necessary to determine an appropriate response action for the Ogallala. The primary goal of the Plan is to provide for the continued protection of the Ogallala Aquifer and the health of its consumers. In recognition, this Plan presents a flexible and rational approach for making future decisions associated with confirming the change in perched and Ogallala aquifer conditions and identifying a response (technical activities, changes to response actions, regulatory oversight, and public involvement).

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

The United States' (DOE) Action Plan for Power Sector Decarbonization

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at the 13th CEM (CEM13) in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several jurisdictions signaled intent to develop Action Plans for power sector decarbonization. The first cohort of Action Plans was released at CEM14 in India in July 2023. The U.S. Department of Energy (DOE) is pleased to release this Action Plan as a contribution to the second cohort of Action Plans released at CEM15 in Brazil in October 2024. The Action Plans, supported by the 21st Century Power Partnership, and other CEM workstreams via direct technical assistance and capacity building, are intended to focus on select implementation actions, given each country's existing power sector goals and activities, and are an opportunity for countries to display leadership in power sector decarbonization. The Action Plans are organized in a framework for Planning, Building and Operating, as well as Stakeholder Engagement where appropriate based on country priorities. These Action Plans are voluntary, developed by each country individually, not comprehensive of all activities within the jurisdiction, and are living documents that are subject to change. This Action Plan, developed by DOE, is focused on federal actions for power sector decarbonization primarily led by DOE. There are many other actions being led by other U.S. government agencies, or at the state and local level, that are not featured in this Action Plan.

21st Century Power Partnership↗
DOE OSTI2024

Best Practices in Integrated Resource Planning: A guide for planners developing the electricity resource mix of the future

Most states today require regulated electric utilities to file an IRP every 1 to 5 years, and some utilities voluntarily prepare these plans. Planning needs have changed in recent years due to emerging load growth, plant retirements, rising costs, and more extreme weather events – among other factors. In response, Synapse Energy Economics and Lawrence Berkeley National Laboratory produced a joint report, Best Practices in Integrated Resource Planning: A guide for planners developing the electricity resource mix of the future. The guide offers best planning practices for electricity systems undergoing a major transition, but also contains a wealth of practical guidance to develop technically sophisticated, clearer, more effective, and state-of-the-art electric utility resource plans. The guide is for resource planning professionals and stakeholders involved in resource planning processes. This diverse group includes utility personnel tasked with conducting resource planning and making investment decisions, state regulatory commissions that develop planning guidance and oversee the resource planning process, and stakeholders that represent a wide range of interests—utility consumer advocates, environmental groups, industrial customers, local governments, independent power producers, and many other

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

State Requirements for Electric Distribution System Planning

Utilities have conducted distribution planning since they first began building and operating electricity systems. But filing these plans for regulatory and stakeholder review is a relatively recent phenomenon. This report summarizes legislative and regulatory requirements for regulated electric utilities to file some type of distribution system plan in 20 U.S. jurisdictions. Some plans focus on expedited cost recovery for certain types of distribution system improvements; other plans focus on investments for grid modernization or distributed energy resources. Increasingly, states are adopting requirements for Integrated Distribution Plans. Such plans provide holistic grid investment strategies that address state and local policies and increasing complexity at the grid edge. The report covers the following topics for distribution system plans, highlighting advanced practices: -State goals and objectives -Procedural requirements -Forecasting loads and distributed energy resources -Hosting capacity analysis -Baseline information requirements -Grid modernization strategy -Grid needs assessment -Non-wires solutions -Reliability and resilience analyses -Stakeholder engagement -Equity -Pilots -Coordination with other planning processes The report includes links to legislation; regulatory requirements, proceedings, and orders; and filed utility plans. The U.S. Department of Energy’s Office of Electricity provided funding support.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2024

Advanced Guide to Understanding Power System Model Results for Long-Term Resource Plans

This guide is for public utility commission staff, state energy office staff, and other stakeholders who review model results for utility integrated resource plans (IRPs). It builds on the "Beginner's Guide to Understanding Power System Model Results for Long-Term Resource Plans," and delves into more advanced topics that were not included or not fully covered in the beginner's guide. The topics included here are evolving and may or may not be important to the resource plan you are evaluating. Due to limitations in resources, it's also not possible to give the highest level of detail or attention to every topic within a plan. An important part of planning for an uncertain future involves deciding which topics deserve the most focus and resources. It's all about prioritizing efforts where they will have the most impact or be most beneficial despite uncertainties ahead. As with the beginner's guide, we intend for this guide to help improve decision-making in the electricity planning process by strengthening understanding and dialogue between electricity system planners and relevant stakeholders. The following information is designed to allow you to better engage in the planning process by evaluating results, asking questions, and thinking through what is most important. We allocate significant discussion in the guide to electricity demand evolution, demand-side resources, and resource adequacy. These topics have garnered increasing attention, hence their prominence in this guide. Other topics are also presented, but their incorporation into the planning process might vary based on interest and relevance. The absence of certain topics doesn't diminish their importance; rather, it reflects the reality that in planning, trade-offs necessitate prioritizing certain aspects over others.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2020

Electric Distribution System Planning with DERs - High-level Assessment of Tools and Methods

This document addresses analytical tools and methods to support electric distribution system planning with distributed energy resources (DERs) and grid modernization, drawing on leading-edge research and examples from around the United States. In this report, tools include computer models and software, as well as other analytical aids and practices that support distribution system planning. At its core, distribution system planning is about supporting investment decisions. Enhanced and integrated distribution system planning allows utilities to move from a passive reactive role to smart proactive planning with respect to DERs. Distribution system planning can increase transparency around utility distribution system investments before they are brought to the regulatory body for cost recovery, can support deferring traditional infrastructure investments, and can provide information and incentives to customers and third parties about where DERs can help the grid. A growing number of states are beginning to consider a comprehensive distribution system planning process that addresses the costs and benefits of DERs, reflects more choices coming from the customer/third-party domains, is integrated with resource and transmission planning, and incorporates planning scenarios that reflect the dynamic and changing nature of the electricity system

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2022

National Ignition Facility. Facility and Infrastructure Systems Maintenance Plan

Ensuring the reliability of the NIF, including its support systems, laser systems, target diagnostic systems, and utilities, is essential to the availability of the NIF in its support of NNSA missions. NIF is a key capability in the DOE Stockpile Stewardship Program and supports high energy physics experiments for nuclear weapons, energy, and astrophysics applications. High system reliability provides opportunities for shots and scientific discoveries with opportunities to enhance and upgrade capabilities. This Maintenance Plan (MP) identifies the policies and procedures used to perform and support asset management of the NIF Facility and Infrastructure Systems (FInS), NIF Lasers & Alignment (LASE), NIF Target Experimental Operations (TOPS), NIF Target Area Science and Engineering (TASE), and NIF&PS Control Systems (NCS). The FInS systems include the facility, HVAC, contamination control, beampath, and Line Replaceable Units (LRUs) as well as utilities which create the beampath environments, such as vacuum, argon, or clean dry air. The LASE systems are Programmatic systems which include laser diagnostics, alignment, power conditioning, pulsed power, and input laser systems. The TOPS and TASE systems are also Programmatic systems which include target and diagnostic delivery systems and positioners, many different insertable and fixed target diagnostics, and cryogenic and target gas fill systems. Finally, the NCS systems include both software and hardware for industrial and shot operation control systems. Policies governing administrative and operational practices related to maintenance of FInS, LASE, TOPS, TASE, and NCS systems are described in this plan. In addition, the plan provides processes and procedures for managing, tracking, and documenting the work. This document, the NIF Operations Management Plan, NIF-5020544 (Ref. 1), and NIF Shot Operations Plan, NIF-5018506 (Ref. 2), together satisfy the requirements of the Conduct of Operations. Duties, responsibilities, and reporting requirements of the various positions associated with FInS, LASE, and TOPS maintenance are detailed in this plan. The FInS systems include both Real Property systems with asset management requirements specified in DOE Order 430.1C (Ref. 3) and Programmatic systems. In addition, for FInS, there is a list of the System Level Maintenance Plans (SLMPs) in NIF-1007419198 (Ref. 4) which provide the system descriptions and maintenance plan and schedule. In addition, the list includes the Reliability Centered Maintenance (RCM) and Experience Centered Maintenance (ECM) evaluations that have been performed for applicable FInS systems as well as reliability criticality per Section 3.5. The -AM version of the NIF Maintenance Plan focuses on the reliability program for FInS, LASE, TOPS, TASE, and NCS within the context of the overall NIF Reliability, Availability, and Maintainability (RAM) program and incorporates changes since the -AL version from August 2011 and has been updated to be fully consistent with the updates to Ref. 1. It also includes asset management considerations, updates to the Work Order (WO) process within the NIF Computerized Maintenance Management System (CMMS) which is EAM infor® System Maintenance and Reliability Tracking (SMaRT) (Ref. 5), and updates to metrics and key performance indicators (KPIs).

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2023

Performance Assessment Maintenance Plan for the Active Low-Level Burial Ground Trenches 31, 34, and 94 at the Hanford Site

This report documents the maintenance plan for the Hanford Site 200 West Area Active Low-Level Burial Ground Trenches 31 and 34 and 200 East Area Active Trench 94 performance assessment (PA). The PA maintenance plan is one of several supporting documents that are compendiums to the active trenches (Trenches 31, 34, and 94) PA as required in DOE O 435.1, Radioactive Waste Management . The PA is documented in DOE/RL-2021-26, Performance Assessment of Active Trenches in 200 East and West Low-Level Burial Grounds at the Hanford Site . This plan follows the requirements and outline specified in the applicable U.S. Department of Energy (DOE) standard used for developing documents supporting DOE-STD-5002-2017, Disposal Authorization Statement and Tank Closure Documentation . This maintenance plan summarizes the following major activities DOE plans to conduct to maintain the Trenches 31, 34, and 94 PA: Monitoring; Research and development; Planned reviews and analyses; Revisions of Trenches 31, 34, and 94 PA. The planned research and development activities relate to evaluating the key assumptions, including evaluating conceptual model assumptions and parameter value assumptions used in the PA. The planned research and development activities include those that are designed to track the release mechanisms for Category 1, Category 3, and uranium billet waste sources, as well as continued characterization and related modeling of the natural environment in the Central Plateau of the Hanford Site. In addition, the planned research and development activities include focused testing and evaluation of engineered and natural materials to reduce the uncertainty in the conceptual models and parameter values used in the PA. All key and secondary issues identified during the review of the PA by the Low-Level Waste Disposal Facility Federal Review Group have been resolved prior to finalization of the PA. There are no outstanding issues.

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

Planning for Material Control and Accountancy at Liquid Fueled Molten Salt Reactors

The purpose of this report is to provide molten salt reactor (MSR) developers and future US Nuclear Regulatory Commission (NRC) license applicants with recommendations for developing an effective and practical material control and accounting (MC&A) plan, focused primarily on MSR designs that use circulating liquid fuel. Because of the breadth of MSR designs, there is no single, generic, detailed MC&A plan that will work for every design. The wide variation of fresh fuel salts, the method and frequency of loading fresh fuel, the reactor system design components (e.g., tanks, filtration systems, chemical processing streams), and waste streams will determine the specific measurement locations and instrumentation that can best meet MC&A objectives throughout an MSR facility. Additionally, MSR designs are rapidly evolving, and new design features and deployment scenarios that will affect MC&A are being explored and pursued. This report defines a generic MC&A approach that was developed for terrestrial (as opposed to maritime) deployments to meet the intent of NRC domestic safeguards and MC&A. MSR license applicants should consider nuclear safeguards (both domestic and international) and security throughout the design, as early as the preconceptual design phase. MC&A of special nuclear material (SNM) is an aspect of the NRC’s domestic safeguards program, alongside physical protection. Because liquid-fueled MSRs are reactors with SNM in nondiscrete (or item) form, it is likely that the NRC may require liquid-fueled MSR license applicants to submit a formal MC&A plan as a part of their license application. Currently, the NRC licensing protocol presents a challenge because the NRC MC&A regulations have not been updated to accommodate advanced reactors, including types of MSRs. Because no liquid-fueled MSR has been licensed for operation at the time of this report, no template or precedence for a successfully licensed MSR MC&A plan exists. However, the MSR license applicant can take advantage of the NRC’s published commitments to performance-based regulations. The authors recommend that the license applicant, or MSR designers, develop an MC&A plan throughout the design lifecycle and plan to submit a detailed MC&A program description, or MC&A plan, to the NRC as a part of a license application. No MC&A plan template or guidance exists that is specific to liquid-fueled MSRs. The authors recommend that license applicants discuss the topic of MC&A during preapplication engagement. Because of the uniqueness of MC&A for liquid fueled MSRs, the authors recommend that liquid fueled MSR developers engage with the NRC on the topic of MC&A in the early phases of its design development and follow up any time there are significant modifications in design plans that would affect MC&A. For example, topics like modifications in fuel handling processes, changes in uranium enrichment, or additional chemical processing streams added to the design could be discussed with the NRC specifically on the topic of MC&A.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2020

Feedback from International Decommissioning Planning Projects - 20269

Decommissioning of Nuclear Power Plants is an increasing reality in many countries with nuclear power. Already many years before final shutdown, planning of the decommissioning work is usually started in order to understand for example the costs, waste volume capacity and licensing work needed. In many countries it is required to have a final decommissioning plan before any decommissioning work is allowed to start. Westinghouse has been involved in international decommissioning planning for more than 30 years, where the first 20 years was mostly funding and preliminary plans due to that decommissioning was many years away. However, as many more plants are now moving into decommissioning, the focus has shifted to final decommissioning plans with budgets instead of funding plans, strategic decisions instead of choices, waste volume specifications instead of estimates and a defined approach instead of what ifs. Westinghouse has developed a methodology based on the planning and execution of many decommissioning projects in Europe, America and Asia. That international experience and understanding helps the customers to adopt a systematic planning process where strategy development is done with the end state in mind, where the goals are clearly outlined and the starting point described. The process and steps to reach the desired end state need to be clearly defined and all options/alternatives evaluated from a cost/benefit point of view. This is followed by a thorough and quantitative risk analysis in order to give solid recommendations and credible conclusions. One important feedback has been that real decommissioning experience from reference projects is invaluable for an efficient and timely progress in order not to spend unnecessary time and effort on understanding the barriers and links between different activities in decommissioning. Skilled project managers or engineers can drive the project forward, but without decommissioning experience previously gained, valuable lessons learned are not used and the same mistakes can be made again. Many utilities have invested in knowledge transfer from other decommissioning projects through site visits, exchange programs and supplier meetings, which is a valuable asset and way of implementing lessons learned from performed decommissioning projects into the planning process. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2025

Data-driven Community-centered Resilient Assessment and Planning Toolkit for Nexus of Energy and Water (DCRAPT-NEW)

Urban areas, including Detroit and Pittsburgh, have suffered significant dual outages of the electrical and water infrastructure in the past decade due, in part, to the increasing number of extreme weather events. With increasing temperatures and rainfall intensity, these regions need to prepare for increasing extreme events through community-based energy and water resilience analysis, planning, and enhancement. This project developed a suite of open-source, open-access, community-centered, data-driven assessment and distributed energy resource (DER) and planning tools for energy and water resilience enhancement in urban areas. Through establishing a multi-level community awareness and engagement mechanism and a comprehensive collection of power outage and flooding data, an innovative group of community energy and water resilience assessment and planning tools have been developed for a wide range of users with differing and variable sets of data available to them. The developed tools include (1) DOE EAGLE-I data-driven, deep-learning assisted resilience assessment and DER planning tools at the county level with socioeconomic factors incorporated; (2) Utility annual power outage data-driven tools for long term resilience assessment and DER planning and 15-min power outage data-driven tools for short term resilience assessment and planning; (3) Detailed engineering tools for energy and water systems resilience assessment and planning when the system topology and component fragility curves are available; (4) Alternative Resiliency Metric Calculation that extracts and separates outage and restoration processes; and (5) Co-optimization tools that evaluate the resilience of the power and sewage system and allow users to conduct joint planning with energy and wastewater systems. The developed tools provide planners, decision-makers, and stakeholders with powerful capabilities to systematically evaluate system/community resilience and optimal and actionable guidance for enhancing resilience while prioritizing DER investments. The tools have been used and validated in Detroit and Pittsburgh and can be used in other areas of the nation. In addition, this project will (1) advance the knowledge and applications of machine-learning methods in analyzing and fusing different layers of information and generating meaningful data points such as generating rare weather events; (2) significantly improve the energy and water resilience of the identified communities in Detroit and Pittsburgh and prepare for more frequent and severe weather conditions; (3) help communities assess extreme weather event impacts and address short-term and long-term resilience-related issues The developed tools have been made public via GitHub and demonstrated to community stakeholders and utility companies via the two annual workshops and numerous community engagement meetings. The project outcomes are also disseminated through publications in various journals and conference proceedings, and presentations at top conferences.

13 HYDRO ENERGY↗
DOE OSTI2024

Uruguay's Action Plan and Experience for Power Sector Decarbonization

A collaborative report from the Clean Energy Ministerial (CEM), Lessons Learned for Rapid Decarbonization of Power Sectors, was delivered to energy ministers and presented at the 13th CEM (CEM13) in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several jurisdictions signaled intent to develop Action Plans for power sector decarbonization. The first cohort of Action Plans was released at CEM14 in India in July 2023. The Uruguay Ministry of Industry, Energy and Mining is pleased to release this Action Plan as a contribution to the second cohort of Action Plans released at CEM15 in Brazil in October 2024. The Action Plans, supported by the 21st Century Power Partnership, and other CEM workstreams via direct technical assistance and capacity building, are intended to focus on select implementation actions given each country's existing power sector goals and activities, and are an opportunity for countries to display leadership in power sector decarbonization. The Action Plans are organized in a framework for planning, building, and operating, as well as stakeholder engagement where appropriate based on country priorities. They complement, but are differentiated from, other international power sector initiatives such as the Breakthrough Agenda (whose broad purpose is to raise collective ambition) and the Global Power System Transformation Consortium (whose goals are to convene power system operators to accelerate research innovations and foster peer learning). These Action Plans are voluntary, developed by each country individually, not comprehensive of all activities within the jurisdiction, and are living documents that are subject to change.

21st Century Power Partnership↗
DOE OSTI2021

Integrated energy-water-land nexus planning in the Colorado River Basin (Argentina)

Integrated energy-water-land (EWL) planning promotes synergies and avoids conflicts in ways that sector-specific planning approaches cannot. Many important decisions that influence emerging EWL nexus issues are implemented at regional (e.g., large river basin, electricity grid) and sub-regional (e.g., small river basin, irrigation district) scales. However, actual implementation of integrated planning at these scales has been limited. Simply collecting and visualizing data and interconnections across multiple sectors and sub-regions in a single modeling platform is a unique endeavor in many regions. This study introduces and applies a novel approach to linking together multiple sub-regions in a single platform to characterize and visualize EWL resource use, EWL system linkages within and among sub-regions, and the EWL nexus implications of future policies and investments. This integrated planning methodology is applied in the water-stressed Colorado River Basin in Argentina, which is facing increasing demands for agricultural and fossil fuel commodities. Guided by stakeholders, this study seeks to inform basin planning activities by characterizing and visualizing (1) the basin’s current state of EWL resources, (2) the linkages between sectors within and among basin sub-regions, and (3) the EWL nexus implications of planned future agricultural development activities. Results show that water scarcity, driven in part by human demands that have historically reached 60% of total surface water supply, poses a substantial constraint to economic development in the basin. The Colorado basin has the potential to serve as a testbed for crafting novel and generalizable sub-regional EWL planning approaches capable of informing the EWL planning dialogue globally.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2024

Investigating the effects of cooperative transmission expansion planning on grid performance during heat waves with varying spatial scales

There is growing recognition of the advantages of interregional transmission capacity to decarbonize electricity grids. A less explored benefit is potential performance improvements during extreme weather events. This study examines the impacts of cooperative transmission expansion planning using an advanced modeling chain to simulate power grid operations of the United States Western Interconnection in 2019 and 2059 under different levels of collaboration between transmission planning regions. Two historical heat waves in 2019 with varying geographical coverage are replayed under future climate change in 2059 to assess the transmission cooperation benefits during grid stress. The results show that cooperative transmission planning yields the best outcomes in terms of reducing wholesale electricity prices and minimizing energy outages both for the whole interconnection and individual transmission planning regions. Compared to individual planning, cooperative planning reduces wholesale electricity prices by 64.3 % and interconnection-wide total costs (transmission investments + grid operations) by 34.6 % in 2059. It also helps decrease greenhouse gas emissions by increasing renewable energy utilization. However, the benefits of cooperation diminish during the widespread heat wave when all regions face extreme electricity demand due to higher space cooling needs. Despite this, cooperative transmission planning remains advantageous, particularly for California Independent System Operator with significant diurnal solar generation capacity. This study suggests that cooperation in transmission planning is crucial for reducing costs and increasing reliability both during normal periods and extreme weather events. It highlights the importance of optimizing the strategic investments to mitigate challenges posed by wider-scale extreme weather events of the future.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2026

Generative large language models for predictive maintenance planning

Maintenance planning and the generation of necessary components for tasks can prove time-consuming and complex. Automating the creation of recurring or similar tasks by leveraging previous planning packages and data, while uncovering insights to automate planning package generation, presents an opportunity to conserve valuable time and resources. This work aims to harness the textual and probabilistic capabilities of large language models (LLMs) to automate the generation of planning packages. Utilizing diverse data sources ranging from raw data to handwritten text, both singular and collaborative LLMs are trained and tested. Results demonstrate their capability to generate essential planning package components, effectively replicating the statistical patterns in the data. This demonstrates the use of these tools inside a digital asset for automated planning. This work outlines a methodology for constructing datasets, a training suite, and evaluation methods for LLM-based textual and conversational planning tools utilized in an asset digital twin. Results indicate that the fine-tuned models generate estimated planning information within the statistical ranges observed in real maintenance data. The models achieve high accuracy (>90%) in document question-answering and instruction generation tasks. Furthermore, the conversational retrieval-augmented generation (RAG) assistant system achieves 100% document retrieval accuracy, while conversational information capture exceeds 98% across the majority of work-package assistant modules.

97 MATHEMATICS AND COMPUTING↗