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DOE OSTI2022

Needs and Opportunities for Testing of Hydropower Technology Innovations

Despite hydropower’s status as a well-established technology, changes in the global energy sector have prompted a variety of necessary hydropower technological innovations. Examples include efficient lowhead turbines, more flexible and dispatchable hydropower and pumped storage systems to complement variable and intermittent renewable resources, and technologies providing higher environmental performance. However, while innovative technologies are currently being proposed to meet these development challenges, small hydropower facility owners do not have sufficient risk-bearing capacity to adopt new, unvalidated technologies. This discourages manufacturers from bringing nascent technologies to market and stalls the technological growth of the sector. To reduce the risks associated with new technologies and promote further innovation, systemic (and sometimes unconventional) validation activities and new testing capabilities for hydropower are highly desired. These testing capabilities must demonstrate the safety, environmental acceptability, reliability, and performance of innovative technologies to quantify their value compared with existing technologies. Establishing these capabilities through dedicated testing facilities will be key to promoting hydropower growth in the United States. Following direction from the House Energy and Water Development Committee, the US Department of Energy’s Water Power Technologies Office (WPTO) has been tasked with understanding the state of hydropower testing in the United States. This scoping report discusses the needs and opportunities of hydropower testing in the United States, with a specific focus on small hydropower. Future developments will likely mostly target low-head sites with less than 30 ft (9.1 m) from new stream-reach developments, non-powered dam retrofits, and rehabilitation/upgrade of existing plants.

13 HYDRO ENERGY↗
DOE OSTI2023

Can the United States Maintain Its Leadership in High-Performance Computing? - A report from the ASCAC Subcommittee on American Competitiveness and Innovation to the ASCR Office

The United States (U.S.) is no longer the unambiguous leader in the vitally important field of high performance computing (HPC). Japan, the European Union (EU), and China have fielded systems that are on par with our fastest supercomputers. The supply chain for everything from semiconductors to scientific software is globally distributed. Yet our economic future and security depend critically on our ability to innovate faster than our competitors, and the speed of innovation depends increasingly on large-scale computational science and engineering and thus HPC. How should the United States respond to this challenge? This report seeks to initiate a new and potentially transformative national discussion on this vital question. The Department of Energy’s (DOE) Advanced Scientific Computing Research (ASCR) program is well-positioned to make informed, targeted decisions about where the United States should cooperate and where it should compete in the global market for scientific exploration and discovery. By setting its sights on problems critical to our nation and the world, by establishing productive new collaborations, and by making strategic investments, ASCR can restore and maintain U.S. scientific leadership in the critical areas described in this report while strengthening our research infrastructure and training a large, diverse cohort of scientists. In doing so, ASCR and its scientists will pave the way for a secure and prosperous future for America. For more than 30 years, the ASCR program has provided the HPC and networking capabilities and expertise needed to support DOE’s mission to advance the national, economic, and energy security of the United States. The program now faces the challenge of developing and deploying the next generation of HPC systems and technologies, as well as supporting the application of HPC and artificial intelligence (AI) technologies to a wide range of scientific and engineering research problems. Through its research and development efforts, the ASCR program must also advance the state of the art in HPC and accelerate the pace of scientific discovery and technological innovation. Fulfilling this promise will require significantly increased investments, as well as innovative policies and programs. This subcommittee is aware that we are making recommendations and calls for action at a time when federal resources are limited. We understand that a wide range of competing priorities must be balanced by the nation’s leaders and that there is a need to leverage resources in new ways and seek efficiencies in facilities and operations. However, we must not let these realities limit our imagination or silence our advocacy. The ASCR program is a key part of the U.S. research infrastructure and an important component of economic growth and U.S. competitiveness. ASCR has a responsibility to pursue its mission, including advanced scientific computing, applications of AI technologies, and the required advanced research facilities, with determination and enthusiasm. To fulfill the scientific enterprise’s responsibility to the nation, the ASCR program must not only develop and publish a clear vision with an associated list of goals, priorities, and recommendations but also demonstrate scientific leadership by consistently securing long-term funding. This will allow the program to build on its achievements to date, to realize its ambitious vision, and to make lasting contributions to the field.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2021

The Evolving Solar Energy Innovation Ecosystem in Puerto Rico

This report presents initial findings from the research project, “Developing socially and economically generative, resilient PV-energy systems for low- and moderate-income communities: Applications for Puerto Rico.” This material is based upon work supported primarily by the US Department of Energy’s Office of Energy Efficiency and Renewable Energy under the Solar Energy Technology Office Fiscal Year 2018 Funding Program award number DE-EE0008570 and in part by the National Science Foundation (NSF) and the Department of Energy (DOE) under NSF CA No. EEC-1041895. This project is a joint effort of Arizona State University’s Center for Energy and Society; the University of Puerto Rico-Mayaguez’s Center for Hemispheric Cooperation in Research and Education in Engineering and Applied Science, Sustainable Energy Center, and National Institute for Energy and Island Sustainability; and the National Renewable Energy Laboratory. The project seeks to understand the place of energy in low-income communities in Puerto Rico, the opportunities for solar energy to provide solutions to the energy challenges facing these communities, and the capacity of the solar energy innovation ecosystem in Puerto Rico to deliver relevant solar solutions for these communities. We define the solar energy innovation ecosystem as the diverse actors and stakeholders whose collective networks and actions—and the flows among them of ideas, knowledge, data, influence, money, and equipment, as well as the rules that govern those flows—are essential to the success of renewable energy markets and projects. This report presents results from the first year of the project’s research, which has concentrated on several key goals: (1) characterizing the trajectory of solar energy development in Puerto Rico in the three years since Hurricane María; (2) mapping and characterizing the current solar energy innovation ecosystem in Puerto Rico, including the technical potential for solar energy in Puerto Rico, and the business and policy landscape shaping solar developments; and (3) beginning to characterize the broad landscape of community energy initiatives underway in Puerto Rico. To pursue these goals, we engaged in a systematic review of solar energy developments in Puerto Rico and conducted interviews with over 100 members of the solar energy innovation, including policy, business, finance, research, and civil society leaders, as well as solar users. Solar technical potential data for Puerto Rico was developed by the National Renewable Energy Laboratory (NREL) and is publicly available at: https://data.nrel.gov/submissions/144. The documentation for the NREL dataset is included as Appendix A.

14 SOLAR ENERGY↗
DOE OSTI2025

Transformative Pathways for U.S. Industry: Unlocking American Innovation

The United States (U.S.) is undergoing an energy transformation that will depend on continued U.S. innovation. Although U.S. industry has been foundational to the nation’s economic growth and prosperity, it has also given rise to decades’ worth of industrial pollutants in our air and water, which acutely impact the most vulnerable communities, as well as greenhouse gas (GHG) emissions contributing to climate risk. At the same time, U.S. industry is facing growing competitive pressures. Global investors and financial regulations are increasingly focusing on emissions footprints, governments are developing emissions-based trade adjustments and procurement specifications, and downstream demand for low-carbon products is emerging. Developing cost-competitive solutions to meet these needs provides an opportunity to fundamentally transform U.S. industry and sharpen its competitive edge, while reducing the GHG emissions and adverse environmental and health impacts (see Figure ES-1). Innovation is central to this transformation. Pathways to Commercial Liftoff: Industrial Decarbonization, which provides a descriptive fact base on what is needed to reach commercial scale in the marketplace, estimates that over 60% of emissions reduction for the industrial sector will need to come from technologies that are still nascent today. This report, Transformative Pathways for U.S. Industry,3 focuses on the pathways that rely on the nascent and innovative technologies that were too early for consideration in the Pathways to Commercial Liftoff report. Targeted and sustained public and private investment in research, development, demonstration, and deployment is required to catalyze innovation and meet this moment.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2000

Accelerating Innovation: Turning Goals into Reality

The success of NASA's programs depends upon innovation, which is recognized by several characteristics. All aspects of a program including tools, processes, materials, subsystems, vehicles, and operations should be evaluated to determine possible innovations which might be implemented. Several examples are presented of ways in which innovation has substantially furthered the goals of NASA. The specific fields mentioned include high performance computing, advanced technologies for aerospace system design, advanced materials and manufacturing processes, neural based flight control, linear aerospike engines, advanced space propulsion systems, high altitude and long duration autonomous flights, advanced vehicle concepts, advanced space propulsion systems, as well as advanced weather information. A final list details the perceived ways in which NASA can benefit from continued innovation in such ways as partnering with the private sector.

VanDalsem, William R.↗
NASA NTRS2010

Innovation in Extraterrestrial Service Systems - A Challenge for Service Science

This presentation was prepared at the invitation of Professor Yukio Ohsawa, Department of Systems Innovation, School of Engineering, The University of Tokyo, for delivery at the International Workshop on Innovating Service Systems, sponsored by the Japanese Society of Artificial Intelligence (JSAI) as part of the JSAI Internation Symposium on AI, 2010. It offers several challenges for Service Science and Service Innovation. the goal of the presentation is to stimulate thinking about how service systems viII evolve in the future, as human society advances from its terrestrial base toward a permanent presence in space. First we will consider the complexity of the International Space Station (ISS) as it is today, with particular emphasis of its research facilities, and focus on a current challenge - to maximize the utilization of ISS research facilities for the benefit of society. After briefly reviewing the basic principles of Service Science, we will discuss the potential application of Service Innovation methodology to this challenge. Then we viII consider how game-changing technologies - in particular Synthetic Biology - could accelerate the pace of sociocultural evolution and consequently, the progression of human society into space. We will use this provocative vision to advance thinking about how the emerging field of Service Science, Management, and Engineering (SSME) might help us anticipate and better handle the challenges of this inevitable evolutionary process.

Bergner, David↗
NASA NTRS2010

Advancing Innovation Through Collaboration: Implementation of the NASA Space Life Sciences Strategy

On October 18, 2010, the NASA Human Health and Performance center (NHHPC) was opened to enable collaboration among government, academic and industry members. Membership rapidly grew to 90 members (http://nhhpc.nasa.gov ) and members began identifying collaborative projects as detailed in this article. In addition, a first workshop in open collaboration and innovation was conducted on January 19, 2011 by the NHHPC resulting in additional challenges and projects for further development. This first workshop was a result of the SLSD successes in running open innovation challenges over the past two years. In 2008, the NASA Johnson Space Center, Space Life Sciences Directorate (SLSD) began pilot projects in open innovation (crowd sourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical problems. From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external challenges were conducted through three different vendors: InnoCentive, Yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive platform, customized to NASA use, and promoted as NASA@Work. The results from the 34 challenges involved not only technical solutions that were reported previously at the 61st IAC, but also the formation of new collaborative relationships. For example, the TopCoder pilot was expanded by the NASA Space Operations Mission Directorate to the NASA Tournament Lab in collaboration with Harvard Business School and TopCoder. Building on these initial successes, the NHHPC workshop in January of 2011, and ongoing NHHPC member discussions, several important collaborations have been developed: (1) Space Act Agreement between NASA and GE for collaborative projects (2) NASA and academia for a Visual Impairment / Intracranial Hypertension summit (February 2011) (3) NASA and the DoD through the Defense Venture Catalyst Initiative (DeVenCI) for a technical needs workshop (June 2011) (4) NASA and the San Diego Zoo for a joint challenge in biomimicry (5) NASA and the FAA Center of Excellence for Commercial Space Flight for five collaborative projects (6) NASA and ESA for a Space Medicine Workshop (July 2011) (7) NASA and Tufts University for an education pilot (8) Establishment of long-term contracts (August 2011) to enable future challenges (9) Establishment of a new Center of Excellence for Collaborative Innovation (July 2011) for all federal agencies in the US

Davis, Jeffrey R.↗
NASA NTRS2018

Gradient Field Imploding Liner Fusion Propulsion System: NASA Innovative Advanced Concepts Phase I Final Report

The advancement of human deep space exploration requires the continued development of energetic in-space propulsion systems, from current chemical engines to nuclear thermal rockets to future high energy concepts such as nuclear fusion. As NASA embarks on a program to develop near-term nuclear thermal propulsion, this NASA Innovative Advanced Concepts (NIAC) Phase I activity was funded to investigate the feasibility of an innovative approach toward highly energetic pulsed fusion propulsion. Previous concept studies have proposed the conversion of fusion energy for in-space propulsion, ranging from laser-ignited fusion systems such as Gevaltig and VISTA, to the British Interplanetary Society's Daedalus concept and its more recent incarnation under Project Icarus, to steady-state spherical torus fusion systems. Recent NIAC studies have also evaluated several innovative fusion concepts, including the acceleration and compression of field reversed configuration plasmas in time-changing magnetic fields, magnetically driven liners imploding onto plasma targets, and high current z-pinch compression of material liners onto fission-fusion fuel targets. While each of these studies firmly established the potential benefits of fusion systems for interplanetary travel, they also identified significant challenges in successfully engineering such systems for spacecraft propulsion. The concept outlined in this Technical Publication (TP) builds on the lessons learned from these prior activities, approaching the quest for fusion-powered propulsion through an innovative variation of magneto-inertial fusion concepts developed for terrestrial power applications.

Lapointe, M. R.↗
NASA NTRS2016

Exploring the Science Trade Space with the JPL Innovation Foundry A-Team

The JPL Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts with a group called the Architecture Team (A-Team). The A-Team combines innovative collaborative methods and facilitated sessions with subject matter experts and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an ATeam study. In these studies, Concept Maturity Levels (CML) are used to group methods. These levels include idea generation and capture (CML 1), initial feasibility assessment (CML 2), and trade space exploration (CML 3). Methods used for exploring the science objectives, feasibility, and scope will be described including use of a new technique for understanding the most compelling science, called a Science Return Diagram (SRD). In the process of developing the SRD, gradients in the science trade space are uncovered along with their implications for implementation and mission architecture. Special attention is paid towards developing complete investigations, establishing a series of logical claims that lead to the natural selection of a measurement approach. Over 20 science-focused A-Team studies have used these techniques to help science teams refine their mission objectives, make implementation decisions and reveal the mission concept’s most compelling science. This paper will describe the A-Team process for exploring the mission concept's science trade space and the Science Return Diagram technique.In June of 2011 a new collaborative engineering approach forearly concept formulation began in the JPL InnovationFoundry [1], six months later becoming the “A-Team” [2].Responding to a need for exploring mission architecturelevel trades [3], the A-Team precedes Team X [4,5] in asequence of concurrent engineering teams at JPL that can beused to mature a concept from a “cocktail napkin” level ideato a complete mission point design. The A-Team efficientlyexplores the science, implementation, and programmatictrade space in early concept formulation. Small, facilitatedgroups of experts generate innovative ideas, quantitativelyassess feasibility, and discover key sensitivities in the tradespace through collaborative analysis and use of advancedmethods and tools. The A-Team process builds off theexperience within JPL and other recent approaches to earlyconcept formulation [6] including best practices of the JPLInnovation Foundry, Project Systems Engineering &Formulation Section, Team Eureka and the Rapid MissionArchitecture Team[7].The A-Team is a focal point for innovative formulationapproaches and people within JPL. It relies on a largebackground of study resources, creative thinkers and “greybeard” scrutinizers, advanced tools, and subject matterexperts with both breadth and depth in experience andexpertise that are all available at JPL. The A-Team isdesigned to be a rapid and efficient process takingapproximately 6 weeks (the entire process can be as short asjust a few days or as long as up to three months) and costingthe equivalent of a work-month of a full-time employee orless. Studies begin with detailed planning and client reviewfollowed by study sessions, analysis work, and reporting.The staffing on each study is customized to the study goalsand objectives, and it is addressed early in the A-Teamprocess. Sessions are generally half-day or whole-day eventsand conducted over a series of days with focused agendas thatare moderated by a trained facilitator. Preliminary results andknowledge capture are available within hours of each session,and a final report is generally available two weeks later.One of the biggest challenges facing early conceptdevelopment is understanding the gradient in science returnversus various available mission scenarios and payload options. Often times, major areas of scientific inquiry havealready been prioritized by science groups, including throughthe National Research Council’s Decadal Studies inAstronomy, Planetary, and Earth Science. Yet science teamscontinue to struggle, especially in competitive missionsolicitations, to capture the right amount of scope that’sachievable within the cost constraints of the opportunity.Often the desire to completely and comprehensively study ascience area in just one mission (after all, true missionopportunities are rare) drives teams to take on too much,providing requirements that are unachievable within theresources of the opportunity without inducing unacceptableimplementation risk. Alternatively, science teams can seekto reduce risk by using an established instrument, but havenot thought through the traceability and key aspects of thescience question to justify its use. Both scenarios lead to badassumptions at the beginning of the concept development thatcan then ripple through implementation option choices,potentially preventing what would have been a good scienceinvestigation from being selected.The purpose of this paper is first to provide some additionalbackground and summary of the A-Team process, tools,people, and facilities. We then focus on the A-Teammethodology for overcoming the barriers of defining thescience scope well at the early concept development stage.This includes understanding the science story andtraceability, and then examining the gradient in science returnversus key characteristics of observables, developing theright payload and mission requirement specification throughexamining the science and implementation trade space.

Ziemer, John K.↗
NASA NTRSDate not supplied

Creating Portfolio Management Concepts for Highly Agile and Innovative Government Research Programs Using Design Thinking and Lean Startup Methodologies

Managing a research and development (R&D) portfolio presents numerous challenges, such as prioritizing research areas, remaining agile, strategic workforce planning, and measuring return on investment, impact, and innovation. One government R&D program is charged with producing a high degree of innovative, transformational breakthroughs in aviation technology. A practical, structured methodology for strategically prioritizing emerging aviation R&D in such an environment is lacking. The existing multi-criteria decision aid tools are primarily utilized at an enterprise level, take months to set up and collect data, require large teams of experts, are used on an infrequent basis, and are not conducive to a highly innovative, high-risk portfolio. Prior to audaciously creating a new portfolio prioritization process, the exact challenges with portfolio management for R&D projects were identified using the design thinking and lean start-up methods. A key part of this discovery process was interviewing stakeholders, as well as other managers of organizations charged with producing innovative portfolios. These interviews, as well as additional techniques, were used to develop a deeper understanding of the challenges and, subsequently, lay the foundation for development of an effective portfolio prioritization process. Four potential concepts that represent key findings emerged: carefully selected criteria for portfolio assessment and selection, targeted portfolio turnover rate, dynamic portfolio prioritization framework, and streamlined transition or commercialization of R&D. Acting on any one of the resulting portfolio management concepts will increase the transparency and confidence in portfolio decisions and, ideally, result in a greater degree of transformational breakthroughs in aviation technology.

project portfolio management↗
DOE OSTI2015

Overcoming Codes and Standards Barriers to Innovations in Building Energy Efficiency

In this journal article, the authors discuss approaches to overcoming building code barriers to energy-efficiency innovations in home construction. Building codes have been a highly motivational force for increasing the energy efficiency of new homes in the United States in recent years. But as quickly as the codes seem to be changing, new products are coming to the market at an even more rapid pace, sometimes offering approaches and construction techniques unthought of when the current code was first proposed, which might have been several years before its adoption by various jurisdictions. Due to this delay, the codes themselves can become barriers to innovations that might otherwise be helping to further increase the efficiency, comfort, health or durability of new homes. . The U.S. Department of Energy’s Building America, a program dedicated to improving the energy efficiency of America’s housing stock through research and education, is working with the U.S. housing industry through its research teams to help builders identify and remove code barriers to innovation in the home construction industry. The article addresses several approaches that builders use to achieve approval for innovative building techniques when code barriers appear to exist.

Building America↗
DOE OSTI2017

Savannah River National Laboratory Collaborative Innovation Pilot Team - 17560

The Collaborative Innovation (COIN) program was established by the Savannah River National Laboratory (SRNL) in March 2016. The goal of the SRNL COIN program is to identify innovative options to significantly reduce program and project risks (improve safety, reduce schedule and cost) of high priority Department of Energy Environmental Management, National Nuclear Security Administration, and Nuclear Energy missions. The COIN Advisory Board selected as the target outcome of the first COIN effort a 50% improvement to the Savannah River Site (SRS) H-Canyon spent nuclear fuel (SNF) processing 'baseline,' or current plan, as defined in the SRS Nuclear Materials Planning Roadmap. A small team of SRNL and Savannah River Nuclear Solutions personnel with pertinent experience and expertise was co-located and largely sequestered for eight weeks to identify improvements to H-Canyon processing of SNF. Following the process defined in the SRNL COIN Charter, the COIN Pilot Team analyzed the baseline for processing SNF through H Canyon; generated alternative ideas; tested seemingly viable ideas by reaching out to other subject-matter experts; and identified options for consideration for implementation by the COIN Advisory Board. The COIN Pilot produced a number of important outcomes, including important lessons learned for subsequent COIN efforts. The two principal outcomes are these: 1. The COIN Pilot Team conducted a comprehensive examination of the individual unit operations, the integrated system, and external interfaces to produce a timeline of H-Canyon processing and sampling times that had not previously existed. The general timeline served as the baseline from which the Pilot Team identified processing improvements. In addition, the timeline has already been employed in other planning efforts. 2. The COIN Pilot Team determined that innovations to the H-Canyon Dissolving unit operation alone could increase the number of SNF bundles processed through H Canyon by the target of 50%, but with little margin for error. To ensure that the gains in throughput in the Dissolving unit operation would be maintained throughout the facility, the Pilot Team identified four additional improvements to create greater efficiency and flexibility in downstream H-Canyon unit operations. The COIN Pilot Team's innovations reduce the processing time of a single batch of SNF through H Canyon from about 70 days to about 50 days. This talk will review the COIN process and the results of the pilot of the process. (authors)

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2018

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

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

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2019

Deep Isolation - Innovation for the Storage and Disposal of High-level Waste and Spent Nuclear Fuel - 19367

Deep Isolation, Inc. is a private, Berkeley based company that has brought innovation to nuclear waste disposal. Deep Isolation has developed a disposal technique that adapts mature drilling technology and customizes it for the purpose of providing a safe and secure solution. Though the stalled nuclear waste program in the US has created unwanted burdens and costs, it has also provided object lessons which Deep Isolation has learned from and designed a novel approach. The solution proposed by Deep Isolation combines the best of the geosciences and social sciences to present the US and other countries with an optimized and tailored approach to disposing of a variety of nuclear waste. This system can complement existing potential storage and disposal sites, or in the case of countries with smaller amounts of waste--the national solution. Deep Isolation innovates where others have stalled and offers a means of deep geological disposal that costs less, takes less time to implement, and cuts down and in some cases eliminates the need for transportation of the waste. The technical solution optimized by Deep Isolation uses established directional drilling technology from the oil and gas industry to drill a vertical drill hole thousands of meters deep and then transition to a horizontal drill hole that is thousands of meters in length. The target media is in or below shale formations, which are present at various depths throughout much of the United States and throughout the world. The availability of suitable geology allows for permanent disposal at multiple locations - including existing nuclear sites, without a need to transport the waste to a central repository. This innovative solution not only offers options for commercial used nuclear fuel and defense spent nuclear fuel and high-level waste, but also other nuclear wastes such as those considered by DoE's past deep bore-hole program, i.e. cesium and strontium capsules. Greater-Than-Class-C (GTCC) waste is also an opportunity for Deep Isolation. DoE's preferred alternative for GTCC includes 'land disposal at generic commercial facilities.' Deep Isolation could provide safe, secure, and permanent disposal at a commercial facility. Deep Isolation complements the technical innovation with best practices from the social sciences. In acknowledgement that the past challenges to implement nuclear waste disposal facilities have been primarily due to socio-political failings, we have designed a means to deeply engage with public and stakeholders. Our approach is committed to partnering with communities, local jurisdictions, states, and Tribes to determine a path forward that benefits all involved, that is fully transparent, collaborative and accountable. (authors)

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

National Reactor Innovation Center Annual Report

The National Reactor Innovation Center (NRIC), established in August 2019, is a national United States (U.S.) Department of Energy (DOE) program. NRIC’s mission is to partner with industry and national laboratories to bridge the gap between the concept, demonstration, and commercialization of advanced nuclear technology. NRIC accomplishes this through building or enhancing existing DOE infrastructure to support the testing of components and systems that are key to successfully deploying advanced nuclear technology. NRIC works to inspire stakeholders and the public, empower innovators, and deliver successful outcomes through efficient collaboration and coordination with partners. NRIC’s vision is that by 2028, NRIC will be partnered with industry and accelerating the demonstration and deployment of advanced nuclear technology using DOE national laboratory infrastructure and expertise. NRIC will establish four new experimental facilities and two large reactor test beds for integrated technology demonstrations and experimentation by 2028 and complete two advanced nuclear technology tests by 2030. Achieving this vision will enable urgently needed abundant and affordable clean energy both domestically and internationally. NRIC’s success will inspire our nation and the global community to embrace the promising contribution of innovative nuclear reactor technologies to the clean energy economy and re-establish the U.S. as the global leader in advanced nuclear energy. NRIC is tasked with expediting the development of advanced nuclear energy technologies by bringing together private-sector technology developers and the world-class capabilities of the DOE national laboratory system. Through this program, the U.S. private sector is given access to the physical infrastructure available at DOE national laboratories to test and demonstrate their reactor concepts. NRIC works closely with the Gateway for Accelerated Innovation in Nuclear (GAIN),; which is the DOE-Nuclear Energy (NE) program that grantings access to technical, regulatory, and financial support for commercializing nuclear energy. As observed in Figure 1, NRIC builds upon these new reactor concepts and technology successes to effectively strengthen U.S. nuclear leadership.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2023

Photovoltaic device innovation for a solar future

Photovoltaics (PV), also known as solar cells, are now found everywhere - in utility plants; on roofs of homes and commercial buildings; on platforms at sea; in agricultural fields; on vehicles, buildings, drones, and backpacks; and, in their longest running application, providing power in space. Continuous device innovation has led to increased efficiency and improved reliability for multiple PV technologies. Confronted with an urgent need to deploy PV at multiterawatt (TW) scale over the next two decades to mitigate greenhouse gas emissions, PV device innovation takes on new urgency and impact. This perspective reviews recent progress in device design and performance for PV technologies that are currently in commercial production at greater than 1 GW/year or enabling significant space-based power generation - Si, CdTe, CIGS, and multijunction III-V - and looks ahead to the next 5 years. In conclusion, we also identify device-related topics requiring cross-cutting research and innovation.

14 SOLAR ENERGY↗
DOE OSTI2023

Knowledge acquisition and innovation quality: The moderating role of geographical characteristics of technology

Acquiring and absorbing knowledge at different geographic levels is an important step in the technological learning and innovation processes for firms. Geographically bounded knowledge searching and spillover have been shown in various network formats, industries, geographic scopes, and country contexts. This study finds evidence of localized learning in citation networks in the solar photovoltaic balance-of-systems (PV BOS) innovations, and that the levels of localized learning vary based on the degree to which technologies are relevant to local contexts. Thus, this study proposes that the value of local and non-local knowledge on patent quality is contingent on technological characteristics. Further, leveraging the different degrees of local dependence on four types of technologies in the PV BOS industry, we find that the impact of local knowledge on innovation quality is higher for technologies that are more rooted in local contexts and that the impact of non-local knowledge is higher for technologies that are less relevant to local contexts.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2017

The Value of Wind Technology Innovation: Implications for the U.S. Power System, Wind Industry, Electricity Consumers, and Environment

Improvements to wind technologies have, in part, led to substantial deployment of U.S. wind power in recent years. The degree to which technology innovation will continue is highly uncertain adding to uncertainties in future wind deployment. We apply electric sector modeling to estimate the potential wind deployment opportunities across a range of technology advancement projections. The suite of projections considered span a wide range of possible cost and technology innovation trajectories, including those from a recent expert elicitation of wind energy experts, a projection based on the broader literature, and one reflecting estimates based on a U.S. DOE research initiative. In addition, we explore how these deployment pathways may impact the electricity system, electricity consumers, the environment, and the wind-related workforce. Overall, our analysis finds that wind technology innovation can have consequential implications for future wind power development throughout the United States, impact the broader electricity system, lower electric system and consumer costs, provide potential environmental benefits, and grow the U.S. wind workforce.

17 WIND ENERGY↗