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DOE OSTI2021

Coal-dependent Communities in Transition: Identifying Best Practices to Ensure Equitable Outcomes

The U.S. coal industry is experiencing a sharp increase in the numbers of retired and/or decommissioned coal-fired power plants across the U.S. In the years between 2010-2019, around 102 gigawatts (GW) of coal-fired generating capacity has been announced to be decommissioned, representing more than 546 coal-fired power plant units, and an additional 17 GW is planned to be decommissioned by 2025. This change in the energy production landscape presents an impact on the social, environmental, and economic prospects of coal-dependent communities. This report examined the role of communities in the coal power plant decommissioning process and provided community-identified best practices to ensure an equitable process. The experiences of four coal-dependent communities—Wise County, VA, Muskegon, MI, Anderson County, TN, and Becker, MN—are presented as case studies to understand the impacts of the decommissioning process, and associated best practices, from the communities’ perspective. The report results highlight the need to recognize that the decommissioning decision-making process must be community-based to be equitable. Each community’s input is key to the transition away from coal power because there is no one-size-fits-all development plan. In other words, each community’s trajectory through the decommissioning process—from the retirement decision-making stage to the final site redevelopment phase—is unique because each community has distinct needs and wants from the energy transition. What is best for one community may not be suited for another. Ultimately, the framework for site development and community revitalization post-decommissioning cannot be universal because each community’s profile—from a social, cultural, and economic perspective—is different. Community impacts of power plant decommissioning are not limited to job and revenue losses. Communities are likely to be impacted culturally, socially, environmentally, and have long-term health-based impacts that should be acknowledged and addressed in post-retirement plans. Commonly identified decommissioning best practices include: Early and continued engagement throughout, with a number of mediums for communication and feedback (e.g., in-person sessions, virtual meetings, written comment opportunities); Early planning of post-decommissioning projects to replace lost jobs, revenue, and economic activity; Recognition (and mitigation, if possible) of social impacts on the community due to plant closure; Transparency throughout the process, with trusted information being provided about the decommissioning process and timeline; potential impacts on the workforce, economy, and environment; and the feasibility of alternative site uses; Identification of funding sources, technical experts, and/or strategic partnerships to support decommissioning and the affected communities upfront; and, Acknowledgment of communities as stakeholders who have a role in the conversation and right to determine their futures. Three key areas for assisting coal-dependent communities affected by the energy transition: Technical assistance: assessment of site feasibility for alternative uses or to repower with new technologies; Cross-partnership engagement and collaboration: facilitate knowledge-sharing of “lessons learned” about the decommissioning process between communities and provide guidance for decision-making processes; and, Financial assistance: access to grant and/or loan programs to assist with redevelopment survey, bolster community economic security through job creation, and cover environmental clean-up costs. Technical assistance, cross-partnership engagement, and financial aid can be mobilized to help communities throughout various stages of the decommissioning process, including the retirement decision, the site reclamation phase, and eventual revitalization of the site and surrounding community.

01 COAL, LIGNITE, AND PEAT↗

DOE OSTI2015

Technology Transfer Annual Report Fiscal Year 2015

Idaho National Laboratory (INL) is a Department of Energy (DOE) multi-program national laboratory that conducts research and development in all DOE mission areas. Like all other federal laboratories, INL has a statutory, technology transfer mission to make its capabilities and technologies available to federal agencies, state and local governments, universities, and industry. To fulfill this mission, INL encourages its scientific, engineering, and technical staff to disclose new inventions and creations to ensure the resulting intellectual property is captured, protected, and available to others who might benefit from it. As part of the mission, intellectual property is licensed to industrial partners for commercialization, job creation, and delivering the benefits of federally funded technology to consumers. In some cases, unique capabilities are made available to other federal agencies, international organizations, domestic and foreign commercial entities, or small businesses to solve specific technical challenges. INL employees work cooperatively with researchers and technical staff from the university and industrial sectors to further development of emerging technologies. In this multinational global economy, INL is contributing to the development of the next generation of engineers and scientists by licensing software to educational institutions throughout the world. This report is a catalog of select INL technology transfer and commercialization transactions and research agreements that were executed during this past year. The size and diversity of INL technical resources, coupled with the large number of relationships with other organizations, virtually ensures that a report of this nature will fail to capture all interactions. Recognizing this limitation, this report focuses on transactions that are specifically authorized by technology transfer legislation (and corresponding contractual provisions) or involve the transfer of legal rights to technology to other parties. This report was compiled from primary records, which were readily available to the INL’s Technology Deployment and Contracts Management Offices. Accomplishments cataloged in the report reflect the achievements and creativity of the researchers, technicians, support staff, and operators of the INL workforce.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2017

Technology Transfer Annual Report - Fiscal Year 2017

TECHNOLOGY TRANSFER Idaho National Laboratory (INL) is a U.S. Department of Energy (DOE) multiprogram national laboratory that conducts research and development in all DOE mission areas. Like all other national laboratories, INL has a statutory, technology transfer mission to make its capabilities and technologies available to federal agencies, state and local governments, universities and industry. To fulfill this mission, INL encourages its scientific, engineering and technical staff to disclose new inventions and creations to ensure the resulting intellectual property is captured, protected and made available to others who might benefit from it. As part of the mission, intellectual property is licensed to industrial partners for commercialization, job creation and delivering the benefits of federally funded technology to consumers. In some cases, unique capabilities are made available to other federal agencies, international organizations, domestic and foreign commercial entities or small businesses to solve specific technical challenges. INL employees work cooperatively with researchers and technical staff from the university and industrial sectors to further develop emerging technologies. In this global economy, INL is contributing to the development of the next generation of engineers and scientists by licensing software to educational institutions throughout the world. Abstract This report is a catalog of select INL technology transfer activities, including commercialization transactions and research agreements, executed during this past year. The size and diversity of INL technical resources, coupled with the large number of relationships with other organizations, virtually ensures that a report of this nature will fail to capture all interactions. Recognizing this limitation, this report focuses on transactions that are specifically authorized by technology transfer legislation (and corresponding contractual provisions) or involve the transfer of legal rights to technology to other parties. This report was compiled from primary records that were readily available to the INL’s Technology Deployment and Contracts Management offices. Accomplishments cataloged in the report reflect the achievements and creativity of the researchers, technicians, support staff and operators of the INL workforce. Prepared for the U.S. Department of Energy Under DOE Idaho Operations Office Contract DE-AC07-05ID14517

2017↗

DOE OSTI2021

Powering Post-COVID-19 Resilient Recovery with Green Stimulus

As the coronavirus disease (COVID-19) pandemic spread globally in early 2020, many governments enacted lockdown measures as an initial containment response. These lockdowns, while effective in slowing infection rates, have also had substantial economic consequences. A series of supply and demand shocks, workforce and supply chain disruptions, and other impacts of the pandemic and ensuing lockdowns have upended the livelihoods for much of the world's population. This quick read spotlights how green stimulus plans and other recovery measures can support near-term recovery and enable longer-term power system resilience against future threats. The term “green stimulus” encompasses fiscal measures (i.e., governmental tax and spending actions) that support short-term economic activity that enhances environmental and natural resource quality over a longer term. The deployment of energy efficiency (EE) and renewable energy (RE) technologies, as well as associated initiatives (e.g., grid modernization, electrification of transport, and so on) have been demonstrably effective in providing this kind of short-run economic boost while simultaneously strengthening the resilience of the power sector. Along with green stimulus packages, concurrent action on the regulatory side—for example, the development of green building codes, updating grid interconnection standards, creating programs and marketplaces for demand-side efficiency, and others—can be a force multiplier in ensuring that public spending achieves maximum impact in near-term recovery and long-term power sector transformation

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRSDate not supplied

Abrstract - OnePlace Redesign Spring 2020 Internship

The project I worked on was the OnePlace Redesign. In that, I converted the OnePlace home page to the Service Portal to match NASA OnePlace’s current application design standards, I was able to allow users to easily find applications in OnePlace and I was able to allow users to easily find and request OnePlace services (new app development, new knowledge base, etc.). It was a major accomplishment to be able to remodel a website that soon the entire Langley center that uses OnePlace will use. The website was made through ServiceNow’s Service Portal, and I organized the applications like never before, allowed a clear styling to applications a user does not have access to and/or are new applications, browsing of applications with clear button divisions, and allowing for different options depending if app is accessible or not, with proper error checking in place and very-well documented code. It was amazing to incorporate all this logic into one widget so that whoever wants to utilize this feature has no trouble at all to do so. The 3 most important things I learned were being able to do this work within ServiceNow, as it is such an important enterprise platform for CRM and boosting the connected workforce of NASA, incorporate built-in APIs from ServiceNow Glide Records to connect Server Scripts to Client Scripts and HTML, and be able to use agile to get another experience of managing work capacity with stories, and having proper communication with the team if every feature is done correctly and steps for continuing forward. The part that I enjoyed the most was the training I did for ServiceNow and I freedom I had to experiment to see how to structure the Service Portal. I was not tied down, and I believe this allowed for a better outcome of the product. As part of the internship, I created a very in-depth design document with the help of my team to document the project goals before it was started and technical documentation (including the design document) summarizing the final result of the product in terms of the new features added and the explanation of the logic thoroughly so that anyone can understand the project easily. The technical documentation will be published as a Knowledge Article within OnePlace Knowledge Base documentation.

Ariel Wald↗

DOE OSTI2013

Microbial and Chemical Enhancement of In-Situ Carbon Mineralization in Geological Formation

Predictions of global energy usage suggest a continued increase in carbon emissions and rising concentrations of CO 2 in the atmosphere unless major changes are made to the way energy is produced and used. Various carbon capture and storage (CCS) technologies are currently being developed, but unfortunately little is known regarding the fundamental characteristics of CO 2 -mineral reactions to allow a viable in-situ carbon mineralization that would provide the most permanent and safe storage of geologically-injected CO 2 . The ultimate goal of this research project was to develop a microbial and chemical enhancement scheme for in-situ carbon mineralization in geologic formations in order to achieve long-term stability of injected CO 2 . Thermodynamic and kinetic studies of CO 2 -mineral-brine systems were systematically performed to develop the in-situ mineral carbonation process that utilizes organic acids produced by a microbial reactor. The major participants in the project are three faculty members and their graduate and undergraduate students at the School of Engineering and Applied Science and at the Lamont-Doherty Earth Observatory at Columbia University: Alissa Park in Earth and Environmental Engineering & Chemical Engineering (PI), Juerg Matter in Earth and Environmental Science (Co-PI), and Kartik Chandran in Earth and Environmental Engineering (Co-PI). Two graduate students, Huangjing Zhao and Edris Taher, were trained as a part of this project as well as a number of graduate students and undergraduate students who participated part-time. Edris Taher received his MS degree in 2012 and Huangjing Zhao will defend his PhD on Jan. 15th, 2014. The interdisciplinary training provided by this project was valuable to those students who are entering into the workforce in the United States. Furthermore, the findings from this study were and will be published in referred journals to disseminate the results. The list of the papers is given at the end of the report for reference.

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2022

The Demand for a Domestic Offshore Wind Energy Supply Chain

In March of 2021, the Biden-Harris Administration established a National Offshore Wind Target to install 30 GW by 2030. This ambitious goal was not only intended to help reduce dependencies on fossil fuels, but also represents an opportunity to establish a new and sustainable industry in the United States. The announcement referenced the potential benefits of establishing a domestic supply chain, including the opportunity for existing suppliers to produce thousands of components while creating tens of thousands of jobs over the course of the decade. This vision by the Biden-Harris Administration aligns with the perspective of the offshore wind industry. At a Leadership 100 event hosted by the Business Network for Offshore wind in 2019, offshore wind developers and manufacturers identified the need for a roadmap outlining a pathway to a domestic supply chain as the top priority facing the industry. Building up domestic manufacturing capabilities will not only energize local industries but can potentially de-risk individual project by reducing reliance on importing resources from European or Asian markets. Although establishing a domestic supply chain will require significant investment, it has the potential to create substantial benefits throughout the industry and, by extension, on the decarbonization goals of the United States. This study characterizes the challenges and opportunities facing the growth of a domestic supply chain industry and evaluates the potential benefits that could be achieved through the creation of the supply chain. This report is the first of a two-part series which will describe the full supply chain roadmap and the associated benefits; the current report focuses on the high-level deployment, workforce, and component requirements that need to be met to achieve the National Offshore Wind Target. We will present: 1. A deployment pipeline that demonstrates the pathway to 30 GW, the associated demand for major fixed-bottom and floating offshore wind components (turbines, foundations, cables, substations), and the vessel and port requirements to support these installation activities. 2. A series of sensitivity analyses showing how the demand for components, ports, and vessels changes for different technology pathways and availability of the global supply chain. 3. An estimate of the total number of jobs that would be required to support these deployment scenarios under varying levels of assumed domestic content. 4. A comprehensive list of the Tier 1, 2, and 3 components (finished components, subassemblies, and subcomponents) required to construct fixed-bottom and floating offshore wind projects. 5. A discussion of critical path components that represent a significant challenge, bottleneck, or risk for a future domestic supply chain.

17 WIND ENERGY↗

DOE OSTI2013

Light Water Reactor Sustainability Program: Advanced Instrumentation, Information, and Control Systems Technologies Technical Program Plan for 2013

Reliable instrumentation, information, and control (II&C) systems technologies are essential to ensuring safe and efficient operation of the U.S. light water reactor (LWR) fleet. These technologies affect every aspect of nuclear power plant (NPP) and balance-of-plant operations. In 1997, the National Research Council conducted a study concerning the challenges involved in modernizing existing analog-based instrumentation and controls with digital instrumentation and control systems in NPPs. Their findings identified the need for new II&C technology integration. The objective of these efforts is to develop, demonstrate, and support deployment of new digital II&C technologies for nuclear process control, enhance worker performance, and provide enhanced monitoring capabilities to ensure the continued safe, reliable, and economic operation of the nation’s NPPs. Digital II&C technologies are deployed in a number of power generation settings worldwide. Current instrumentation and human-machine interfaces in the nuclear power sector employ analog technologies. In other power generation sectors, analog technologies have largely been replaced with digital technologies. This is in part due to the manufacturing and product support base transitioning to these newer technologies. It also accompanies the transition of education curricula for I&C engineers to digital technologies. Consequently, product manufacturers refer to analog I&C as having reached the end of its useful service life. Although considered obsolete by other industries, analog I&C continues to function reliably, though spare and replacement parts are becoming increasingly scarce as is the workforce that is familiar with and able to maintain it. Analog I&C was also the predominant means used for process control in an era when human labor was more affordable, and maintaining an I&C technology base through a larger workforce conducting frequent rounds for surveillances, inspections, and tests was accepted in the nuclear power generation business model. Today’s power generation business climate is much different and II&C technologies are needed in the long run that are more highly automated and require less cost to operate and maintain, are as highly reliable as those used today, and will be familiar to a future work force. They should also enable performance gains for the utility so that they are not merely a sunken cost, as this would weigh heavily on the balance sheet at a time of particularly high cost competitiveness in electricity markets.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

DOE OSTI2020

National-Tribal Critical Infrastructure Protection: Collaboration for Extraordinary National Security Benefit

This paper examines national and tribal collaborative opportunities to get ahead of the critical infrastructure insecurity problem. Recommendations are viewed through the lens of the Sandia Labs Tribal Cyber-Energy initiative and national security projects. Recommendations include 1) Collaboratively address national priority and shared challenges to gain faster and better solutions to national priority problems on a smaller yet comprehensive American Indian and Alaskan Native sovereign single-point of authority scale 2) Utilize newer standards-based technologies to provide scalable, capable, and manageable solutions for greatly expanded and connected national critical infrastructures 3) Employ Cyber-Physical-Resilient design preliminary analysis to define concept- to-disposition design requirements for preemptive critical infrastructure risk mitigation and baked-in security; 4) Develop data-centric protection to provide increased information asset protection as data shifts from data-owner operated on-premises infrastructure to virtual service provider data-steward owned and operated off-premises infrastructure; and 5) Balance shared solutions with the National Institute of Science and Technology (NIST) Cybersecurity and Risk Management frameworks, and the System Security Engineering Guidelines. As yet unallocated federal funding would support research, development, the timely application of National-Tribal critical infrastructure protection, and critical infrastructure Cyber disruption response and recovery with extraordinary mutual benefits for the foreseeable future. The Critical Infrastructure Insecurity Problem: Rapid modernization and expansive connectivity are due to advances in Information and Communications Technologies that have sweeping cyber impact across all critical infrastructure sectors. Supervisory Control and Data Acquisition and Industrial Control Systems are particularly impacted as systems long separated from the Internet are now being connected and computerized. Virtualization and mobility create a Data Everywhere-User Anywhere paradigm that has evaporated the enterprise network perimeter. There are multi-front technological challenges at play, where long depended on technologies simply don't scale to current needs resulting in a digital dichotomy of competing old and new standards. New standards-based technologies scale but are not as well-known or as widely deployed, which leaves decision makers, stakeholders, and the workforce in a quandary, caught mid-stream between the technological past and the virtual future. Rapid and expansive cyber threat accompanies disruptive change in connectivity and computational dependencies. A lack of action will exacerbate the problem if new technologies roll out without baked-in security design. The Risk: If National-Tribal CIP collaboration to design in security is not done, then an ongoing state of insufficient bolt-on security and elevated threat exposure will remain for years to come.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2016

High Performance Teams Enable Mission Success for SRNL - 16363

The accomplishment of the DOE EM mission of cleaning up the radioactive waste generated as a byproduct of the development and maintenance of nuclear materials over the last 60 years is a daunting task. SRNL specializes in working directly with the 'owners' of the cleanup challenges to identify the desired outcome and develop a solution that can be put into practice. 'We put science to work' is not just a 'tag line' rather it is a concise statement of our values and approach to applying science and engineering to the cleanup objectives. The management of radioactive waste poses multi-decade challenges to DOE EM and the Nation. The ability to harness the depth of knowledge, experience, expertise and passion for safely and effectively solving the technical challenges has reached a critical junction. Perhaps too late to be a natural and organic transition the industry finds itself critically devoid of resources to effectively and efficiently keep focused on the highest order task: cleanup. When project managers plan the resources necessary to perform the planned scope they typically are focused on financial, human, and industrial resources that would be beneficial to project execution. The critical shortage we will be evaluating is experienced and skilled leaders, mentors and coaches in the workforce. The production of educated scientists and engineers is a primary focus at all levels of educational institutions with Science Technology Engineering and Mathematics (STEM) focused curricula beginning in elementary school. The need for leaders who are skilled in inspiring organizational creativity, adept in harnessing and focusing individual energy while effectively communicating to the work force and the clientele equally compelling messages, has never been greater, or their absence in the workforce more ominous. Managers trained in the classical management theory (insert references here) are aging out of the workforce. In many cases these managers have not retained close connection to advancements in their primary field of study but rather have succumbed to the administrivia burdens that typify highly regulated work. The current technically trained workforce while interested in the 'perks' of management (i.e. visibility, pay increases, advancing status) are driven to keep close connection to their technical 'roots' as a fall-back plan should they need to change their career path either by choice or necessity. The challenge is how to achieve the productive hum of a finely tuned organizational model that blends executive vision and drive with technical leadership and excellence in execution. If any of these three tenets of a high performance team falters the ability to recover erodes the performance of the team and begins to weaken the cultural foundation essential to sustaining high performance work teams. At SRNL, recognition of the need to adapt the management dynamics and the business model and to harness the energy of the workforce to sustain - and in fact increase - the level of performance is a driving force in the transformation of the organization. Examples of changes in organizations structure, business systems and employee engagement are discussed as they relate to the impact on accomplishing the cleanup mission and fostering the next generation of great leaders and innovators. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2022

US Department of Energy, Office of Science High Performance Computing Facility Operational Assessment 2021: Oak Ridge Leadership Computing Facility

Oak Ridge National Laboratory’s (ORNL’s) Leadership Computing Facility (OLCF) continues to surpass its operational target goals of supporting users; delivering fast, reliable computational ecosystems; creating innovative solutions for high-performance computing (HPC) needs; contributing to the community to build the next generation HPC workforce, and managing risks, safety, and security associated with operating some of the most powerful computers in the world. The results can be seen in the cutting-edge science conducted by users and the praise from the research community. Calendar year (CY) 2021 saw continued excellence in research supported by the OLCF’s leadership-class computing resources, including Summit (the nation’s most powerful supercomputer), the global scratch file system Alpine, the Scalable Protected Infrastructure (SPI), the Exploratory Visualization Environment for Research in Science and Technology (EVEREST), and the archival mass-storage resource High-Performance Storage System (HPSS). While maintaining access and exceptional user support for Summit, the OLCF continued to make progress on the installation and deployment of Frontier, which will be the nation’s first exascale system when it comes online at the start of CY 2023. Users have already begun running and optimizing scientific codes on Crusher, the OLCF test and development system equipped with Frontier’s architecture. Throughout the year, the OLCF maintained a strong culture of operational excellence, including risk management, workplace safety, and cybersecurity. The OLCF’s rigorous risk management strategy anticipated and mitigated risks, and at this time there are no high-priority operational risks. Similarly, ORNL and the OLCF were committed to operating under the US Department of Energy’s (DOE’s) safety regulations that ensure a safe workplace. Technical staff tracked and monitored existing threats and vulnerabilities within the OLCF while continually developing tools and practices to enhance operations without increasing the facility’s risk. CY 2021 was filled with outstanding results and accomplishments, including a very high rating from users on overall satisfaction for the eighth consecutive year; a tremendous number of node hours delivered to 1,671 researchers on Summit; and the successful delivery of the allocation split of roughly 60%, 20%, and 20% of core-hours offered for the Innovative and Novel Computational Impact on Theory and Experiment (INCITE), Advanced Scientific Computing Research Leadership Computing Challenge (ALCC), and Director’s Discretionary (DD) programs, respectively (Section 2). COVID-19 research remained a focus in 2021, and the ALCC and DD programs allocated over 1 million Summit hours to the COVID-19 High Performance Computing Consortium. These accomplishments, coupled with the high utilization rates (i.e., overall and capability usage), represent the fulfillment of the promise of leadership class machines: efficient facilitation of leadership-class computational applications.

97 MATHEMATICS AND COMPUTING↗

NASA NTRS2005

Hawaii Space Grant Consortium

The Hawai'i Space Grant Consortium is composed of ten institutions of higher learning including the University of Hawai'i at Manoa, the University of Hawai'i at Hilo, the University of Guam, and seven Community Colleges spread over the 4 main Hawaiian islands. Geographic separation is not the only obstacle that we face as a Consortium. Hawai'i has been mired in an economic downturn due to a lack of tourism for almost all of the period (2001 - 2004) covered by this report, although hotel occupancy rates and real estate sales have sky-rocketed in the last year. Our challenges have been many including providing quality educational opportunities in the face of shrinking State and Federal budgets, encouraging science and technology course instruction at the K-12 level in a public school system that is becoming less focused on high technology and more focused on developing basic reading and math skills, and assembling community college programs with instructors who are expected to teach more classes for the same salary. Motivated people can overcome these problems. Fortunately, the Hawai'i Space Grant Consortium (HSGC) consists of a group of highly motivated and talented individuals who have not only overcome these obstacles, but have excelled with the Program. We fill a critical need within the State of Hawai'i to provide our children with opportunities to pursue their dreams of becoming the next generation of NASA astronauts, engineers, and explorers. Our strength lies not only in our diligent and creative HSGC advisory board, but also with Hawai'i's teachers, students, parents, and industry executives who are willing to invest their time, effort, and resources into Hawai'i's future. Our operational philosophy is to FACE the Future, meaning that we will facilitate, administer, catalyze, and educate in order to achieve our objective of creating a highly technically capable workforce both here in Hawai'i and for NASA. In addition to administering to programs and educating the public in the traditional sense, we also work to facilitate partnerships between other departments (geology & geophysics, engineering, geography, astronomy), state and federal government agencies in Hawai'i, and private industry. In some cases, we are the catalyst for new partnerships between private agency sponsors and education projects or for new joint research and education projects between industry and the University faculty.

Flynn, Luke P.↗

DOE OSTI2017

Robotic Grasp Assistance for Decontamination and Decommissioning Tasks: Initial Applications with RoboGlove - 17310

RoboGlove, developed by NASA and General Motors, is a wearable robotic grasp assist device designed to augment human strength and endurance during manual tasks. Recent testing as part of the U.S. Department of Energy Office of Environmental Management's (DOE-EM's) Science of Safety Initiative has provided the opportunity to explore the glove's use within the context of decontamination and decommissioning work. Capable of providing a wearer with an additional 65-90 N (15-20 lb) of additional continuous grip strength, RoboGlove has the potential to decrease fatigue during long duration tasks, thereby reducing the risk of repetitive stress and other work related injuries. While current work at NASA focuses on integrating robotic grasp assistance with space suit gloves, the effort described herein focuses on the terrestrial application of RoboGlove to DOE-EM's cleanup mission. Following a brief technical description of RoboGlove, testing by United Steelworkers Union personnel at the Portsmouth Gaseous Diffusion Plant is described. Members of the workforce, in collaboration with NASA technologists, studied RoboGlove utility and performance while using tools common to the nuclear decontamination and decommissioning efforts at the plant. Results and feedback from this testing aim at identifying candidate activities for which RoboGlove holds particular promise as a workforce tool, in an effort to facilitate the infusion of robotic technology into routine workflow and processes across the DOE complex for the benefit of worker safety and health. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2024

An Action Plan for Maritime Energy and Emissions Innovation

The Action Plan for Maritime Energy and Emissions Innovation (the action plan) lays out a strategy to reduce and eliminate nearly all greenhouse gas (GHG) emissions in the U.S. maritime sector by 2050, in line with the U.S. economy-wide goal of net-zero GHG emissions by 2050. To reach this goal, the action plan outlines actions, objectives, targets, and activities to scale low- and net-zero emissions fuels, energies, and technologies; strengthen the maritime workforce; bolster shipbuilding capacity; and expand complementary landside infrastructure. The action plan supports industry, mariners, communities, civil society, sub-national governments, and other interested parties that will decarbonize the maritime sector alongside the U.S. government.

09 BIOMASS FUELS↗

DOE OSTI2014

MAN-004 Design Standards Manual

At Sandia National Laboratories in New Mexico (SNL/NM), the design, construction, operation, and maintenance of facilities is guided by industry standards, a graded approach, and the systematic analysis of life cycle benefits received for costs incurred. The design of the physical plant must ensure that the facilities are "fit for use," and provide conditions that effectively, efficiently, and safely support current and future mission needs. In addition, SNL/NM applies sustainable design principles, using an integrated whole-building design approach, from site planning to facility design, construction, and operation to ensure building resource efficiency and the health and productivity of occupants. The safety and health of the workforce and the public, any possible effects on the environment, and compliance with building codes take precedence over project issues, such as performance, cost, and schedule. These design standards generally apply to all disciplines on all SNL/NM projects. Architectural and engineering design must be both functional and cost-effective. Facility design must be tailored to fit its intended function, while emphasizing low-maintenance, energy-efficient, and energy-conscious design. Design facilities that can be maintained easily, with readily accessible equipment areas, low maintenance, and quality systems. To promote an orderly and efficient appearance, architectural features of new facilities must complement and enhance the existing architecture at the site. As an Architectural and Engineering (A/E) professional, you must advise the Project Manager when this approach is prohibitively expensive. You are encouraged to use professional judgment and ingenuity to produce a coordinated interdisciplinary design that is cost-effective, easily contractible or buildable, high-performing, aesthetically pleasing, and compliant with applicable building codes. Close coordination and development of civil, landscape, structural, architectural, fire protection, mechanical, electrical, telecommunications, and security features is expected to ensure compatibility with planned functional equipment and to facilitate constructability. If portions of the design are subcontracted to specialists, delivery of the finished design documents must not be considered complete until the subcontracted portions are also submitted for review. You must, along with support consultants, perform functional analyses and programming in developing design solutions. These solutions must reflect coordination of the competing functional, budgetary, and physical requirements for the project. During design phases, meetings between you and the SNL/NM Project Team to discuss and resolve design issues are required. These meetings are a normal part of the design process. For specific design-review requirements, see the project-specific Design Criteria. In addition to the design requirements described in this manual, instructive information is provided to explain the sustainable building practice goals for design, construction, operation, and maintenance of SNL/NM facilities. Please notify SNL/NM personnel of design best practices not included in this manual, so they can be incorporated in future updates.

42 ENGINEERING↗

DOE OSTI2014

Sandia National Laboratories Facilities Management and Operations Center Design Standards Manual

42 ENGINEERING↗

NASA NTRS2007

Educational Experiences of Embry-Riddle Students through NASA Research Collaboration

NASA's educational programs benefit students while increasing the overall productivity of the organization. The NASA Graduate Student Research Program (GSRP) awards fellowships for graduate study leading to both masters and doctoral degrees in several technical fields, while the Cooperative Education program allows undergraduate and graduate students the chance to gain work experience in the field. The Mission Analysis Branch of the Expendable Launch Vehicles Division at NASA Kennedy Space Center has utilized these two programs with students from Embry-Riddle Aeronautical University to conduct research in modeling and developing a parameter estimation method for spacecraft fuel slosh using simple pendulum analogs. Simple pendulum models are used to understand complicated spacecraft fuel slosh behavior. A robust parameter estimation process will help to identiFy the parameters that will predict the response fairly accurately during the initial stages of design. NASA's Cooperative Education Program trains the next wave of new hires while allowing graduate and undergraduate college students to gain valuable "real-world" work experience. It gives NASA a no risk capability to evaluate the true performance of a prospective new hire without relying solely on a paper resume, while providing the students with a greater hiring potential upon graduation, at NASA or elsewhere. In addition, graduate students serve as mentors for undergrad students and provide a unique learning environment. Providing students with a unique opportunity to work on "real-world" aerospace problems ultimately reinforces their problem solving abilities and their communication skills (in terms of interviewing, resume writing, technical writing, presentation, and peer review) that are vital for the workforce to succeed.

Schlee, Keith↗

DOE OSTI2024

Innovating the next generation of commercial smart building software

Nearly 30% of commercial building energy use is wasted due to equipment faults and HVAC controls problems. The result is increased emissions, compromised comfort and productivity, and less reliable coordination of building power needs with a clean grid. The energy impact alone represents $17 billion in potential savings. Today’s smart building software provides a robust solution to address these operational deficiencies. Energy management and information systems (EMIS) are saving up to 9% on average, with two-year paybacks. They are being incorporated into energy management processes, commissioning services, and utility programs. As effective as they are, two barriers prevent even deeper benefits; limited personnel to fix problems once they are identified, and the expense and time to manually implement changes in control systems. In partnership with the research community, the EMIS industry is developing new capabilities to overcome these barriers. Moving beyond siloed products for either fault detection and diagnostics, or optimal control, these new capabilities empower users to not only automatically identify faults, but also to push corrective action, and control improvements to their buildings. In this paper, several areas for enhancements are documented: ‘one-time’ correction of faults such as setpoints, schedules, and economizer lockouts; short-term active testing for automated proportional integral derivative (PID) loop tuning and functional testing; and continuous supervisory control for demand flexibility and year-round efficiency. Results are presented from a pair of partner implementations out of a dozen providers integrating these enhancements into their products, including field tests from across the country, and insights into operator acceptance and integration into operations and maintenance practices.

Casillas, Armando↗