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DOE OSTI2016

Transition and Transfer of Remediated Formerly Utilized Sites Remedial Action Program (FUSRAP) Sites from U.S. Army Corps of Engineers (USACE) to U.S. Department of Energy (DOE)

The US Department of Energy (DOE) expects to receive the transfer of 10 FUSRAP Sites from the US Army Corps of Engineers (USACE) over the next 10 years; however, the timing of the transfers is highly dependent upon federal funding of the ongoing remedial actions. When remediation for each site is complete and the 2-year operations and maintenance period has concluded, each site will transfer from USACE to DOE for long-term surveillance and maintenance (LTS&M). US DOE’s Office of Legacy Management (LM) will accept program responsibility for these sites and conduct LTS&M activities required to maintain protectiveness, preserve site-specific knowledge, and retain the cleanup and stewardship records while keeping stakeholders informed. Since the last FUSRAP site transfer occurred in 2007, LM in coordination with USACE intends to establish a transition process to promote the seamless transfer of sites from the time when the first record of decision is signed to the completion of FUSRAP activities. The approach to transfer active FUSRAP sites to completed sites status has been historically outlined in foundational documents such as the 1999 Memorandum of Understanding and supporting letters of agreement between the two agencies. As more complex FUSRAP sites are completed, this transition process will provide a model between the two agencies to communicate future long-term care liabilities. Ultimately, the FUSRAP transition process is structured to acquire and preserve site knowledge and information necessary for protecting the environment and public health. As of 2015, LM has transitioned and accepted programmatic responsibility for over 90 sites. From LM’s perspective, successful transition of any site includes understanding the long-term environmental liabilities. LM uses site transition framework requirements from past transitions to develop site-specific transition plans. Site-specific transition plans are developed by LM in coordination with USACE and executed during the 2-year operations and maintenance period. An integrated project team of subject matter experts is assembled to address the conditions of the transitioning site; acquire a site records collection; evaluate site operations and final site conditions and associated risks; identify and contact stakeholders; and document the basis for site LTS&M requirements. While the majority of the transition activities are completed by LM, close coordination between US DOE LM and USACE throughout this process is essential for an effective and seamless transfer to assure that there is no lapse in site protectiveness.

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2016

Transition and Transfer of Remediated FUSRAP Sites from USACE to US DOE for Long-Term Surveillance and Maintenance - 16209

The US Department of Energy (DOE) expects to receive the transfer of 10 FUSRAP Sites from the US Army Corps of Engineers (USACE) over the next 10 years; however, the timing of the transfers is highly dependent upon federal funding of the ongoing remedial actions. When remediation for each site is complete and the 2-year operations and maintenance period has concluded, each site will transfer from USACE to DOE for long-term surveillance and maintenance (LTS and M). US DOE's Office of Legacy Management (LM) will accept program responsibility for these sites and conduct LTS and M activities required to maintain protectiveness, preserve site-specific knowledge, and retain the cleanup and stewardship records while keeping stakeholders informed. Since the last FUSRAP site transfer occurred in 2007, LM in coordination with USACE intends to establish a transition process to promote the seamless transfer of sites from the time when the first record of decision is signed to the completion of FUSRAP activities. The approach to transfer active FUSRAP sites to completed sites status has been historically outlined in foundational documents such as the 1999 Memorandum of Understanding and supporting letters of agreement between the two agencies. As more complex FUSRAP sites are completed, this transition process will provide a model between the two agencies to communicate future long-term care liabilities. Ultimately, the FUSRAP transition process is structured to acquire and preserve site knowledge and information necessary for protecting the environment and public health. As of 2015, LM has transitioned and accepted programmatic responsibility for over 90 sites. From LM's perspective, successful transition of any site includes understanding the long-term environmental liabilities. LM uses site transition framework requirements from past transitions to develop site-specific transition plans. Site-specific transition plans are developed by LM in coordination with USACE and executed during the 2-year operations and maintenance period. An integrated project team of subject matter experts is assembled to address the conditions of the transitioning site; acquire a site records collection; evaluate site operations and final site conditions and associated risks; identify and contact stakeholders; and document the basis for site LTS and M requirements. While the majority of the transition activities are completed by LM, close coordination between US DOE LM and USACE throughout this process is essential for an effective and seamless transfer to assure that there is no lapse in site protectiveness. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS1996

Grant Proposal for the Continuation of the Voyager Interstellar Mission: LECP Investigation

This proposal documents the plans of the Low Energy Charged Particle (LECP) investigation team for participation in NASA's Voyager Interstellar Mission (VIM) as the Voyager 1 and 2 spacecraft explore the outer reaches of the heliosphere and search for the termination shock and the heliopause. The proposal covers the four year period from 1 January 1997 to 31 December 2000. The LECP instruments on Voyager 1 and 2 measure in situ intensities of charged particles with energies from about 30 keV to 100 MeV for ions, and about 20 keV to greater than 10 MeV for electrons. The instruments provide detailed spectral, angular, and compositional information about the particles. Composition is available for greater than 200 keV/nuc using multi-parameter measurements. Angular information is obtained by a mechanically scanned platform that rotates at various commanded rates. Measurements of low energy ion and electron intensities versus time and spatial location within the heliosphere contain an abundance of information regarding various transport and acceleration processes on both local (approx. 1 hr, approx. 0.01 AU) and global (approx. 11 yrs, approx. 100 AU) scales. The LECP instruments provide unique observations of such dynamical processes, and we anticipate that it will return critical information regarding the boundaries of the heliosphere. Several recent and exciting discoveries based on LECP measurements emphasize the important role that low energy charged particle distributions play in physical processes in the interplanetary medium. Yet, at the same time, these discoveries also underscore the fact that our understanding of processes in the outer heliosphere is, in most cases, incomplete, and in others, only rudimentary at best. Among the discoveries referred to above are the following: (1) Shocks: Examination of greater than 30 keV ion intensities have revealed: (a) a total absence of acceleration beyond only -100-200 keV at a strong transient shock in May 1991 at 35 AU, despite an enhanced level of seed particles; (b) a large transient shock in September 1991 of global scale, with intensities of shock-accelerated ions greater than or equal to 30 keV to approx. 30 MeV showing complex, highly energy-dependent spatial evolution, and small-scale (approx. few gyroradii), often anisotropic, micro-structures; (c) recurrent intensity increases in greater than or equal to 30 keV to -few MeV ions, with structures that, in some cases, show no correlation with the associated corotating shock. (2) Superthermal ion pressure: A global merged interaction region with a leading shock, downstream of which the superthermal ion (greater than or equal to 30 keV to approx. 4 MeV) pressure is comparable to that of the thermal plasma, and the total particle pressure yields a plasma beta of order unity. (3) Pickup ions: Measurements of the C/O ratio within transient structures at 35-45 AU showing the first clear evidence that transient shocks can pre-accelerate interstellar pickup ions from approx. 1 keV/nuc to at least 1 MeV/nuc. (4) Seed particles: Injection of ions for acceleration to high energies at the termination shock is unlikely to be a problem, since interplanetary transient and recurrent shocks are continually accelerating ions, of solar wind or interstellar origin, to highly superthermal energies. (5) Precursor electrons: Ambient solar electrons (greater than or equal to few tens of keV) that exist in the outer heliosphere ca form a broad precursor, several days wide, that is upstream of the termination shock and potentially observable a few months prior to the shock crossing. (6) Solar wind velocity at Voyager 1: We can use LECP ion data to obtain the solar wind velocity at Voyager 1, enabling us to provide critical measurement of the plasma flow as we approach and encounter the termination shock and other regions (necessary due to the partial failure of the Voyager 1 PLS experiment). The work of the LECP investigator team during the VIM will include: (1) Continuing operations with regard to the receipt, processing, verification, cataloging, display, and distribution of the data from the LECP instruments on Voyager 1 and 2, (2) Monitoring the health and performance of the LECP instruments, and evaluating and characterizing the response of the LECP instruments to various energetic particle and plasma environments, (3) Participating in, and supporting Voyager Project planning exercises and other coordinated activities relevant to exploration of the outer heliosphere, (4) Developing analysis techniques and operational procedures suitable for searching for and characterizing the boundaries and unique regions of the outher heliosphere, (5) Continuing the preparation of data sets appropriate for submission to the National Space Sciences Data Center (NSSDC) and, where appropriate, the Planetary Data System (PDS), (6) Maintaining direct Web access to online LECP data through the JHU/APL Voyager LECP home page, (7) Performing scientific evaluations of the Voyager 1 and 2 LECP data sets in conjunction with other data sets and other investigators, with particular focus on the outer regions of the heliosphere, and (8) Publishing the results of these evaluations in the scientific literature and presenting the results in scientific conferences.

Krimigis, Stamatios M.↗

DOE OSTI2012

Integrating Variable Renewable Energy in Electric Power Markets: Best Practices from International Experience, Summary for Policymakers

Many countries—reflecting very different geographies, markets, and power systems—are successfully managing high levels of variable renewable energy on the electric grid, including that from wind and solar energy. This document summarizes policy best practices that energy ministers and other stakeholders can pursue to ensure that electricity markets and power systems can effectively coevolvewith increasing penetrations of variable renewable energy. There is no one-size-fits-all approach; each country studied has crafted its own combination of policies, market designs, and system operations to achieve the system reliability and flexibility needed to successfully integrate renewables. Notwithstanding this diversity, the approaches taken by the countries studied all coalesce aroundfive strategic areas: lead public engagement, particularly for new transmission; coordinate and integrate planning; develop rules for market evolution that enable system flexibility; expand access to diverse resources and geographic footprint of operations; and improve system operations. This study also emphatically underscores the value of countries sharing their experiences. The more diverseand robust the experience base from which a country can draw, the more likely that it will be able to implement an appropriate, optimized, and system-wide approach.

17 WIND ENERGY↗

NASA NTRS1993

The International Space Life Sciences Strategic Planning Working Group

Throughout the 1980s, ESA and the space agencies of Canada, Germany, France, Japan, and the U.S. have pursued cooperative projects bilaterally and multilaterally to prepare for, and to respond to, opportunities in space life sciences research previously unapproachable in scale and sophistication. To cope effectively with likely future space research opportunities, broad, multilateral, coordinated strategic planning is required. Thus, life scientists from these agencies have allied to form the International Space Life Sciences Strategic Planning Working Group. This Group is formally organized under a charter that specifies the purpose of the Working Group as the development of an international strategic plan for the space life sciences, with periodic revisions as needed to keep the plan current. The plan will be policy-, not operations-oriented. The Working Group also may establish specific implementation teams to coordinate multilateral science policy in specific areas; such teams have been established for space station utilization, and for sharing of flight equipment.

White, Ronald J.↗

DOE OSTI2012

Integrating Variable Renewable Energy in Electric Power Markets: Best Practices from International Experience

Many countries—reflecting very different geographies, markets, and power systems—are successfully managing high levels of variable renewable energy on the electric grid, including that from wind and solar energy. This document summarizes policy best practices that energy ministers and other stakeholders can pursue to ensure that electricity markets and power systems can effectively coevolve with increasing penetrations of variable renewable energy. There is no one-size-fits-all approach; each country studied has crafted its own combination of policies, market designs, and system operations to achieve the system reliability and flexibility needed to successfully integrate renewables. Notwithstanding this diversity, the approaches taken by the countries studied all coalesce around five strategic areas: lead public engagement, particularly for new transmission; coordinate and integrate planning; develop rules for market evolution that enable system flexibility; expand access to diverse resources and geographic footprint of operations; and improve system operations. This study also emphatically underscores the value of countries sharing their experiences. The more diverse and robust the experience base from which a country can draw, the more likely that it will be able to implement an appropriate, optimized, and system-wide approach.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2012

Integrating Variable Renewable Energy in Electric Power Markets: Best Practices from International Experience, Summary for Policymakers

Many countries - reflecting very different geographies, markets, and power systems - are successfully managing high levels of variable renewable energy on the electric grid, including that from wind and solar energy. This document summarizes policy best practices that energy ministers and other stakeholders can pursue to ensure that electricity markets and power systems can effectively coevolve with increasing penetrations of variable renewable energy. There is no one-size-fits-all approach; each country studied has crafted its own combination of policies, market designs, and system operations to achieve the system reliability and flexibility needed to successfully integrate renewables. Notwithstanding this diversity, the approaches taken by the countries studied all coalesce around five strategic areas: lead public engagement, particularly for new transmission; coordinate and integrate planning; develop rules for market evolution that enable system flexibility; expand access to diverse resources and geographic footprint of operations; and improve system operations. This study also emphatically underscores the value of countries sharing their experiences. The more diverse and robust the experience base from which a country can draw, the more likely that it will be able to implement an appropriate, optimized, and system-wide approach.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2018

Innovative Development of a Cross-Center Timeline Planning Tool

The Payload Operations Integration Center (POIC) at Marshall Space Flight Center (MSFC) is the United States focal point to support operations controllers and payload developers conducting payload science operations for the National Aeronautics and Space Administration (NASA) aboard the International Space Station (ISS). Some of the key functions are planning, coordination and scheduling of science activities. This effort occurs in coordination with other NASA centers, international partners, and payload developers. The ability to efficiently plan and re-plan in response to change is critical to the flight planning teams. Additionally, in Fall 2017, NASA will increase its ability to perform payload science operations aboard the ISS with a fourth crew member. In order to support this, there will be an increasing need to quickly plan and schedule more activities. In the past, it was cumbersome and time-consuming to consolidate copious amounts of planning and change request data from various sources. Planners would summarize information from the Johnson Space Center (JSC) Operations Planning Timeline Integration System (OPTIMIS) and manually integrate it with other data in order to produce a Timeline Planning Summary (TPS). This lengthy process of updating static documents while planning and re-planning was cumbersome, introduced human error, and was inflexible to last minute changes. There was a need for a dynamic, more efficient, less erroneous, and more concise way of building a report that could be readily updated as fast as payload science plans change.

Pedoto, Ramon W.↗

NASA NTRS2004

NASA Processes and Requirements for Conducting Human-in-the-Loop Closed Chamber Tests

NASA has specific processes and requirements that must be followed for tests involving human subjects to be conducted in a safe and effective manner. There are five distinct phases of test operations. Phase one, the test request phase, consists of those activities related to initiating, processing, reviewing, and evaluating the test request. Phase two, the test preparation phase consists of those activities related to planning, coordinating, documenting, and building up the test. Phase three, the test readiness phase consists of those activities related to verifying and reviewing the planned test operations. Phase four, the test activity phase, consists of all pretest operations, functional checkouts, emergency drills, and test operations. Phase five, the post test activity phase, consists of those activities performed once the test is completed, including briefings, documentation of anomalies, data reduction and archiving, and reporting. Project management processes must be followed for facility modifications and major test buildup, which include six phases: initiation and assessment, requirements evaluation, preliminary design, detailed design, use readiness review (URR) and acceptance. Compliance with requirements for safety and quality assurance are documented throughout the test buildup and test operation processes. Tests involving human subjects must be reviewed by the applicable Institutional Review Board (IRB).

Barta, Daniel J.↗

DOE OSTI2024

Depot-Based Vehicle Data for National Analysis of Medium- and Heavy-Duty Electric Vehicle Charging

Medium- and heavy-duty vehicles (MHDVs) are a major source of greenhouse gases and local criteria air pollutants. Electrifying MHDVs may reduce these harmful emissions, which disproportionately impact disadvantaged communities. Due to their relatively high per-vehicle energy needs, consistent fleet operations, and frequent colocation of multiple vehicles at depots, MHDVs may have more spatially and temporally concentrated charging demands than light-duty passenger electric vehicles. That charging concentration means their electrification may require careful advance planning and coordination to manage potential impacts to the electrical grid via charge management or infrastructure upgrades. However, MHDV duty cycles and parking schedules are highly variable across vocations of operation, and there is a shortage of nationally representative, vocationally diverse public data describing typical MHDV operations. This report summarizes the methodology - designed with national representativeness in mind - used to create a new set of data describing typical daily driving distances, dwell durations, and normalized electric vehicle depot charging load curves for MHDVs. The dataset reflects the subset of MHDV operating patterns that may originate from a consistent depot each day and rely on the same depot for charging. In addition to trucks with depot-centric vocational patterns, the data describes operations of transit buses and school buses, each with a depot-centric focus. The dataset is available to the public and suitable for national analysis. It can inform research, infrastructure planning, and policymaking regarding the electrification of MHDVs.

33 ADVANCED PROPULSION SYSTEMS↗

DOE OSTI2023

Workshop on Establishing and Operating a National Nuclear Security Support Centre Hypothetical Scenario: “Centralia Nuclear Security Support Centre Technical Support Plan”

This plan outlines the systemic and coordinated management of the CNSSC technical support programme. In accordance with the CNSSC Strategy Implementation Plan and Memoranda of Understanding among stakeholders, Centralia Border Guards (CBG) and Centralia Nuclear Energy Agency (CNEA) will lead the effort to develop standardized approach to technical support and will provide technical support to the following CNSSC stakeholders: CBG, CNEA, Centralia National Police (CNP), Centralia Coast Guard (CCG), and CentrAtom/Centralia Nuclear Power Plant (CNPP).

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗

DOE OSTI2012

Waste Isolation Pilot Plant Status and Plans - 2012 - 12049

The Waste Isolation Pilot Plant (WIPP), a deep geologic repository for safe disposal of long-lived transuranic radioactive waste related to the nation's defense, is completing its 12. year of operations. WIPP's mission includes coordination of all Department of Energy (DOE) sites to prepare, package and characterize transuranic (TRU) waste for final shipment and emplacement in WIPP. Five of the 10 disposal panels planned have been filled and sealed from ventilation. Additional small quantity sites have been de-inventoried by consolidating their waste through the certified characterization line at the Idaho National Laboratory (INL). New emplacement methods for RH waste in shielded containers are being considered for disposal by WIPP's regulatory authorities. A new large Type B shipping package, was added to the WIPP transportation fleet, and facility modifications to the WIPP waste unloading and emplacement processes for large containers were completed in 2011. Shipments from the Savannah River site in these new large rectangular packages began in August 2011. Licensing efforts are proceeding for a new criticality control over-pack container that will allow almost twice the fissile content to be shipped than previously. This will reduce the number and cost of shipments of Special Nuclear Material (SNM) declared as waste. Modifications to WIPP regulatory requirements for the disposal footprint and disposal unit closure systems are in progress. These, and other developments, make for exciting times at WIPP. This paper provides an up-to-date look at the many aspects of America's only deep geologic long-lived radioactive waste repository, which is completing its 12. year of operations. A record year of safe and compliant shipments to WIPP tops the list of accomplishments in 2011. Four more small quantity sites were de-inventoried by consolidating their waste through the certified characterization line at INL in 2011. A new Type B shipping package, the TRUPACT-III has been added to the transportation fleet, and large waste boxes are being shipped from SRS without the need for repackaging. New emplacement methods for remote-handled waste in shielded containers are undergoing regulatory review. WIPP plans to license a new criticality control payload container that will allow almost twice the fissile content to be shipped than previously, thereby reducing the number and cost of shipments of SNM declared as waste. Other regulatory modifications planned in 2012 include approval of a design change that would replace the disposal concept for panels 9 and 10 from using the common access drifts (the 'mains') with a new footprint south of panels 4 and 5. DOE also plans to change the panel closure design set forth in its certification by EPA and the HWFP by the NMED. The panel closure design change will be a rule making under EPA's procedures and a class 3 permit modification request under NMED procedures. Plans for achieving 90% of legacy TRU waste retrieval and emplacement in WIPP by 2015 have been developed. Key to the success of this so-called 90/15 plan is adequate funding, both for WIPP operations, as well as for TRU retrieval programs at the generator sites. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2014

Using social network and stakeholder analysis to help evaluate infectious waste management: A step towards a holistic assessment

Highlights: • Assessment of infectious waste management in Bangkok, in particular incineration. • Integration of social network and stakeholder analysis assessment methods. • Assessment of stakeholder characteristics, role, interaction and communication. • Interviewees self-evaluate their own characteristics and the system. • Non-technical aspects are important for system acceptability, and sustainability. - Abstract: Assessing the strengths and weaknesses of a solid waste management scheme requires an accurate analysis and integration of several determining features. In addition to the technical aspects, any such system shows a complex interaction of actors with varying stakes, decision-making power and influence, as well as a favourable or disabling environment. When capitalizing on the knowledge and experience from a specific case, it is also crucial that experts do not “forget” or underestimate the importance of such social determinants and that they are familiar with the methods and tools to assess them. Social network analysis (SNA) and stakeholder analysis (SA) methods can be successfully applied to better understand actors’ role and actions, analyse driving forces and existing coordination among stakeholders, as well as identify bottlenecks in communication which affect daily operations or strategic planning for the future way forward. SNA and SA, appropriately adjusted for a certain system, can provide a useful integration to methods by assessing other aspects to ensure a comprehensive picture of the situation. This paper describes how to integrate SNA and SA in order to survey a solid waste management system. This paper presents the results of an analysis of On-Nuch infectious waste incinerator in Bangkok, Thailand. Stakeholders were interviewed and asked to prioritize characteristics and relationships which they consider particularly important for system development and success of the scheme. In such a way, a large quantity of information about organization, communication between stakeholders and their perception about operation, environmental and health impact, and potential alternatives for the system was collected in a systematic way. The survey results suggest that stakeholders are generally satisfied with the system operation, though communication should be improved. Moreover, stakeholders should be strategically more involved in system development planning, according to their characteristics, to prevent negative reactions.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2025

More land is needed for solar and wind infrastructure under a high renewables scenario in the Western US by 2050

Expanding United States electricity infrastructure to meet growing demand could require extensive power plant development footprints and land use conversion, depending on the mix of generation types chosen. Understanding where future power plant sitings are likely to take place and identifying potential conflicts and land-use tradeoffs will be key to identifying feasible and affordable investments and evaluating regional planning coordination needs. Here we use an integrated modeling framework that combines capacity expansion planning, hourly grid operations, and geospatial techno-economic analysis to develop projections (2025-2050) of power plant sitings in the Western United States (US) at a 1 km 2 resolution for a business-as-usual scenario and a high renewables penetration scenario. We find that 30% more land will be needed in the high renewables scenario as compared to business-as-usual, and that 75% of that development is projected to be located within 10 km of natural areas.

Mongird, Kendall [Pacific Northwest National Labor↗

DOE OSTI2013

Waste Feed Delivery Planning at Hanford - 13232

The Integrated Waste Feed Delivery Plan (IWFDP) describes how waste feed will be delivered to the Waste Treatment and Immobilization Plant (WTP) to safely and efficiently accomplish the River Protection Project (RPP) mission. The IWFDP, which is integrated with the Baseline Case operating scenario, is comprised of three volumes. Volume 1 - Process Strategy provides an overview of waste feed delivery (WFD) and describes how the WFD system will be used to prepare and deliver feed to the WTP based on the equipment configuration and functional capabilities of the WFD system. Volume 2 - Campaign Plan describes the plans for the first eight campaigns for delivery to the WTP, evaluates projected feed for systematic issues, projects 242-A Evaporator campaigns, and evaluates double-shell tank (DST) space and availability of contingency feed. Volume 3 - Project Plan identifies the scope and timing of the DST and infrastructure upgrade projects necessary to feed the WTP, and coordinates over 30 projectized projects and operational activities that comprise the needed WFD upgrades. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2022

Performance Evaluation of Peer-to-Peer Distributed Microgrids Coordination for Voltage Regulation

This paper presents the performance evaluation of a peer-to-peer microgrids coordination algorithm for sub-transmission systems. As distributed energy resources (DERs) in distribution system start to show negative impact to the bulk power system, a paradigm shift is needed for transmission planning and operation. Because distribution substations are located far from the sub-transmission system, and it is hard to use traditional centralized control for real-time control and coordination. Thus, distributed control is a natural choice because it requires less communication and central computation. In this paper, each distribution substation is treated as a microgrid, and the peer-to-peer distributed microgrids control is formulated as a real-time optimal power flow problem to reduce the negative impact in sub-transmission systems. A distributed primal-dual optimization algorithm is adopted to solve the problem. Validation of the peer-to-peer algorithm is performed through the simulation of a real-world sub-transmission system composing of many distribution systems with high renewable penetration. Simulation results show that the peer-to-peer algorithm can achieve satisfactory performance (e.g., voltage regulation) in sub-transmission system by coordinating and controlling DERs in distribution systems.

distributed control↗

DOE OSTI2022

Performance Evaluation of Peer-to-Peer Distributed Microgrids Coordination for Voltage Regulation: Preprint

distributed control↗

DOE OSTI2015

Underground test coordination at the waste isolation pilot plant - 15229

Underground test coordination is a critical component of safe and efficient conduct of testing operations in a working underground research laboratory (URL). This is particularly important when planning and implementing large, multi-organizational field-scale test programs, when the URL is co-located with an operating repository, or when the host facility, such as the Waste Isolation Pilot Plant (WIPP), is recovering from off-normal events. As such, the Department of Energy Carlsbad Field Office developed an Integrated Project Team (IPT) charter in late 2013 establishing the WIPP underground Test Coordination Office (TCO). The IPT was established to ensure that underground science activities are coordinated, implemented, and managed in an integrated, consistent, efficient, cost-effective, safe, and environmentally compliant manner that maintains quality assurance standards. This is done while ensuring testing operations do not interfere with the WIPP's primary mission, the disposal of transuranic (TRU) waste, and at present, the recovery of WIPP operations. This paper reports the current status of the WIPP underground science and testing programs within the framework of the WIPP stabilization and recovery activities and describes the role of the TCO for current activities as well as for the long-term success of an underground research laboratory. As a result of the underground fire and radiological incident of early February 2014, during this recent period of WIPP recovery, the TCO is ensuring the requirements of the scientific programs are met and that work activities are planned and implemented in compliance with enhanced work control processes and corrective actions imposed at WIPP. This paper addresses the impacts of the accidents at WIPP on the many science experiments that were in process when the events occurred. It presents the plans for their recovery in concert with WIPP's recovery plans, and summarizes the impacts of new underground processes and procedures that will be imposed on the science work as a result. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗