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DOE OSTI2019

The Evolution of DOE/Stakeholder Relationships at the Fernald Preserve, Ohio, Site - 19559

The Fernald Preserve, Ohio, Site is managed by the US Department of Energy (DOE) Office of Legacy Management. It is approximately 29 km (18 miles) northwest of Cincinnati, Ohio, on the site of a former uranium-processing plant established by the US Atomic Energy Commission in 1951. The production mission officially ended in 1991 when it was replaced by a remediation mission. Extensive environmental remediation was subsequently conducted under the Superfund program by the DOE Office of Environmental Management. After most of the remediation was concluded in 2006, the site was transferred to the DOE Office of Legacy Management, which continued comprehensive ecological restoration and is responsible for an ongoing aquifer remediation operation. The site was renamed the Fernald Preserve and opened to the public in 2008 as an undeveloped park, encompassing a diversity of natural habitats native to the area. The site now serves as a community asset, offering a Visitors Center with exhibits that tell the site story, hiking trails, wildlife observation opportunities, meeting spaces for community groups, educational program opportunities, and Interpretive Services personnel to engage the public. There was a long history of community mistrust about government operations at the site, beginning in the 1950's when land for the site was acquired by eminent domain, and continuing when contamination and hazardous waste management concerns were revealed in the 1980's. Resulting media coverage on possible contamination and cover-up concerns was extensive. In 1986, sitewide studies to determine the nature and extent of contamination and to consider cleanup options were instigated. In 1989, the site was placed on the National Priorities List of the Superfund program. Because of the longstanding mistrust held by many stakeholders, DOE faced a very serious challenge in achieving consensus among stakeholder groups about the cleanup levels, waste disposition, and the future uses of the site. Starting in the late 1980's, DOE, the regulators, site contractors and the community took a number of steps over many years to increase trust and achieve consensus among the many stakeholder groups. These steps included establishing a single cleanup mission, involving the community early and often as a critically important stakeholder, creating a citizens taskforce and community envoys, and providing extensive educational outreach. As a result, DOE, regulators, contractors, and community members moved from a position of very little trust to one of increased trust and collaboration among all concerned parties. The lessons learned from the Fernald site can be invaluable in the resolution of difficult environmental issues and should be considered as DOE seeks increased collaboration and consensus with stakeholders to solve other environmental remediation challenges. (authors)

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DOE OSTI2024

Emergency Management of Tomorrow Research: Emergency Operations Center of the Future Madison, WI Tabletop Exercise

As part of the Emergency Management (EM) of Tomorrow Research (EMOTR) program, sponsored by the Department of Homeland Security (DHS) Science and Technology (S&T) Directorate, Pacific Northwest National Laboratory (PNNL) developed concepts for the Emergency Operations Center (EOC) of the Future to provide recommendations to assist DHS S&T in future decision-making with regards to research and development (R&D) and investments toward establishing a framework for a national, coordinated approach to EM. PNNL is conducting tabletop exercises (TTXs) designed to assess the impacts and benefits of emerging technologies on EM organizations.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2024

Emergency Management of Tomorrow Research: Emergency Operations Center of the Future Tabletop Exercise Nashua, NH Tabletop Exercise

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2024

Emergency Management of Tomorrow Research: Emergency Operations Center of the Future Seattle, WA Tabletop Exercise

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2019

SDN-NGenIA, a Software Defined Next Generation Integrated Architecture for HEP and Data Intensive Science

This project aims to enable the LHC and other leading programs in high energy physics and other global science domains funded by the DOE to operate with a new level of efficiency and control, through the development of a Next Generation Integrated Architecture (NGenIA) based on intelligent software defined network (SDN)-driven network systems coupled to high throughput applications. While the initial focus is on the challenging LHC use case, the systems and products being developed are general, and apply to many fields of data intensive science ranging from astrophysical sky surveys to bioinformatics and earth observation, as well as other organizations facing the challenges of extracting knowledge from distributed multi-petabyte data stores. A central concept in this development program is a new paradigm ‘consistent network operations’ among widely distributed computing and storage facilities, where stable high throughput flows, at set rates, cross load-balanced network paths, up to flexible high water marks that are adjusted in real time to accommodate other network traffic. The large smooth flows are launched and managed by SDN services that act in concert with the experiments’ site-resident data distribution and management systems, to meet the expanding needs of the science programs. The technical goals include the construction of autonomous, intelligent site-resident services that interact dynamically with network-resident services, and with the science programs’ principal data distribution and management tools, to request or command network resources in support of high throughput petascale to exascale workflow Specific work items include: 1. Developing compact Data Transfer Nodes (DTNs) with auto-tuning functions that support data transfer rates in the 100 Gbps to the 1 Tbps range when used with high throughput data transfer applications 2. Deep site orchestration among virtualized clusters, storage subsystems and subnets to successfully coschedule CPU, storage and network resources 3. Science-program designed site architectures, operational modes, and policy and resource usage priorities, adjudicated across multiple network domains and virtual organizations, using the orchestration functions and methods 4. Seamlessly extending end-to-end operation across both extra-site and intra-site boundaries through the use of Open vSwitch (OVS), FireQoS + next generation Science DMZs 5. Novel methods of system integration that enable granular control of extreme scale long distance transfers through flow matching of scattered source-destination address pairs to multi-domain dynamic circuits 6. Funneling massive sets of streams to DTNs at the site edge hosting petascale buffer pools configured for flows of 100 Gbps and up, exploiting state of the art data transfers 7. Adaptive scheduling based on pervasive end-to-end monitoring, including DTN or compute-node resident agents providing comprehensive end-system profiling 8. Developing unsupervised and supervised machine learning and modeling methods to optimize the workflow involving terabyte to multi-petabyte datasets.

47 OTHER INSTRUMENTATION↗

DOE OSTI2021

Y-12 Groundwater Protection Program Groundwater and Surface Water Sampling and Analysis Plan for Calendar Year 2022

This plan provides a description of the groundwater and surface water quality monitoring activities planned for calendar year (CY) 2022 at the U.S. Department of Energy Y-12 National Security Complex (Y-12) that will be managed by the Y-12 Groundwater Protection Program (GWPP). Groundwater and surface water monitoring will be performed in three hydrogeologic regimes at Y-12: the Bear Creek Hydrogeologic Regime (Bear Creek Regime), the Upper East Fork Poplar Creek Hydrogeologic Regime (East Fork Regime), and the Chestnut Ridge Hydrogeologic Regime (Chestnut Ridge Regime). The Bear Creek and East Fork regimes are located in Bear Creek Valley and the Chestnut Ridge Regime is located south of Y-12. Additional surface water monitoring will be performed north of Pine Ridge along the boundary of the Oak Ridge Reservation. The following sections of this report provide details regarding the CY 2022 groundwater and surface water monitoring activities. Section 2 describes the monitoring locations in each regime and the processes used to select the sampling locations. A description of the field measurements and laboratory analytes is provided in Section 3. Sample collection methods and procedures are described in Section 4, and Section 5 lists the documents cited for more detailed operational and technical information.

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2014

New Hampshire Better Buildings (Final Interim Report)

With $10 million in funding from the U.S. Department of Energy's (DOE) Better Buildings Neighborhood Program, the NH Better Buildings program was established as an initiative that initially empowered the three “Beacon Communities” of Berlin, Nashua and Plymouth to achieve transformative energy savings and reductions in fossil fuel use and greenhouse gases through deep energy retrofits and complementary sustainable energy solutions. The program also enabled those Communities to provide leadership to other communities around the state as “beacons” of energy efficiency. The goal of the program was to reduce energy use by a minimum of 15% through energy efficiency upgrades in residential and commercial buildings in the communities. The program expanded statewide in April 2012 by issuing a competitive solicitation for additional commercial projects non-profit, and municipal energy efficiency projects from any community in the state, and a partnership with the state’s utility-run, ratepayer-funded residential Home Performance with ENERGY STAR ® (HPwES) program. The NH Better Buildings program was administered by the New Hampshire Office of Energy and Planning (OEP) and managed by the NH Community Development Finance Authority (CDFA). The program started in July 2010 and the last projects funded with American Reinvestment and Recovery Act (ARRA) funds were completed in August 2013. The program will continue after the American Recovery and Reinvestment Act program period as a Revolving Loan Fund, enabling low-interest financing for deep energy retrofits into the future.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2014

New Hampshire Better Buildings - Final Report

With $10 million in funding from the U.S. Department of Energy's (DOE) Better Buildings Neighborhood Program, the NH Better Buildings program was established as an initiative that initially empowered the three “Beacon Communities” of Berlin, Nashua and Plymouth to achieve transformative energy savings and reductions in fossil fuel use and greenhouse gases through deep energy retrofits and complementary sustainable energy solutions. The program also enabled those Communities to provide leadership to other communities around the state as “beacons” of energy efficiency. The goal of the program was to reduce energy use by a minimum of 15% through energy efficiency upgrades in residential and commercial buildings in the communities. The program expanded statewide in April 2012 by issuing a competitive solicitation for additional commercial projects non-profit, and municipal energy efficiency projects from any community in the state, and a partnership with the state’s utility-run, ratepayer-funded residential Home Performance with ENERGY STAR® (HPwES) program. The NH Better Buildings program was administered by the New Hampshire Office of Energy and Planning (OEP) and managed by the NH Community Development Finance Authority (CDFA). The program started in July 2010 and the last projects funded with American Reinvestment and Recovery Act (ARRA) funds were completed in August 2013. The program will continue after the American Recovery and Reinvestment Act program period as a Revolving Loan Fund, enabling low-interest financing for deep energy retrofits into the future.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2016

One System Overview - 16579

The U.S. Department of Energy (DOE), Office of River Protection (ORP) is responsible for managing and completing the River Protection Project mission, which is to 'safeguard the nuclear waste stored in Hanford's 177 underground tanks, and to manage the waste safely and responsibly until it can be treated in the Waste Treatment and Immobilization Plant for final disposition'. The Office of River Protection's work scope is currently performed through two primary contracts: - The Tank Operations Contract, held by Washington River Protection Solutions LLC, (WRPS) includes the construction, operation, and maintenance activities necessary to safely store, retrieve, and transfer tank wastes; provide supplemental tank waste treatment; provide storage and/or disposal of primary and secondary waste streams; design, construction and commissioning of the Low-Activity Waste Pretreatment System; and support ORP to integrate Hanford Tank Waste Treatment and Immobilization Plant (WTP) completion and startup with Tank Farms operations. - The WTP Contract, held by Bechtel National, Inc. (BNI), includes the design, construction, and commissioning of a Pretreatment Facility, two vitrification facilities (one for high-level waste and one for low-activity waste), a dedicated analytical laboratory, and supporting facilities to treat radioactive tank wastes by immobilizing them into a stable glass waste form. One System was established as a means to improve the integration between the tank farms and the WTP project to support its safe and successful startup. One System's scope and purpose focus on mission integration consistent with DOE's plans to treat tank waste in phases, starting with direct feed of the low-activity waste stream to the WTP's Low-Activity Waste (LAW) Vitrification Facility (referred to as DFLAW). The One System organization now has four major focus areas: - Flowsheet Integration? Integrated River Protection Project (RPP) flowsheet development and management; developing a gaps, risks, and opportunities management plan and technical roadmap; and waste feed qualification. - Mission Analysis and Planning? Strategic planning, system planning, and modeling integration. - WTP Startup, Commissioning, and Operations Integration? Interface Control Document (ICD) management, coordinating facilities startup-to-commissioning-to-operations, contract directives and standards identification, and DFLAW program integration. - Project Integration and Controls? Integrated schedule, metrics/dashboards monitoring, and One System risk register. ORP established the DFLAW Program Office in February 2015 as one of its key performance goals. ORP staff, along with contractor managers, have identified roles and responsibilities for the each of the four major focus areas. One System has established an Executive Council and Governance Board to drive program progress and make decisions on DFLAW. This approach allows appropriate government and contractor senior management involvement in the DFLAW Program. Monthly critical path analysis on the integrated DFLAW schedule is being performed. Interface control documents specific to DFLAW have been developed, and system planning and modeling tools are being used to help define the DFLAW flowsheet. (authors)

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DOE OSTI2022

Oak Ridge National Laboratory FY 2023 Site Sustainability Plan With FY 2022 Performance Data

At the close of each fiscal year, the US Department of Energy (DOE) Sustainability Performance Division (SPD) issues guidance documents and technical resource aids/tools necessary for DOE sites and national laboratories to complete sustainability reporting requirements. SPD is part of the DOE Office of Asset Management. As required by DOE Order 436.1, Departmental Sustainability, “each site will develop and commit to an annual Site Sustainability Plan (SSP) that identifies its respective contribution toward meeting the DOE’s sustainability goals.” SPD collects and compiles information reported by each site to develop an agency-wide Sustainability Report and Implementation Plan, which is used to report DOE sustainability progress to the federal government as required by all major federal agencies. DOE launched a formal Sustainability Office and annual SSP process in 2011. Each year, Oak Ridge National Laboratory (ORNL), in concert with the Office of Science (SC), provides the resources essential to fulfill its commitment to deliver a complete and accurate SSP report and quality performance data for entry into the DOE Sustainability Dashboard as managed by SPD. The performance data entered by each DOE site are then combined to disclose the progress of each DOE Program Office and are further combined to show comprehensive progress for the agency. The Office of Asset Management provides assistance to program offices in sustaining their missions, freeing up resources by reducing waste, avoiding excess expenditure on utilities, maximizing productivity, and improving the efficiency of facilities and processes. By focusing on mission needs, programs and associated DOE sites can help the agency meet its sustainability goals, as outlined in federal statutory and regulatory requirements. In FY 2022, the SSP guidance was updated to capture requirements from Executive Order (EO) 14008, Tackling the Climate Crisis at Home and Abroad, the Energy Act of 2020 (EAct 20), actions outlined in DOE’s Climate Adaptation & Resilience Plan and Sustainability Plan, and EO 14057, Catalyzing Clean Energy Industries and Jobs Through Federal Sustainability. Updates in SSP guidance help to minimize and streamline reporting while simultaneously addressing updated federal requirements. Per DOE, each SSP report should provide an overview of the site’s planned actions, as well as an overview of efforts and accomplishments during the reporting period. SPD collects and compiles information reported by each site to develop DOE’s Annual Sustainability Report, Climate Adaptation & Resilience Plan, and Annual Energy Management Report to Congress. The agency goal has been to lower the reporting burden for sites and increase and improve the consistency of information available to decision makers, allowing them to better identify projects and potential for increased efficiency, as well as to reduce waste, lower emissions, and enhance operational resilience. Sites may elect to produce a more polished publication for their leadership and stakeholders, but this step is no longer required. The ORNL SSP narrative report (this document) and the reporting of DOE SPD Sustainability Dashboard performance data is a collaborative effort of approximately 30 subject matter experts (SMEs) from ORNL facility management and research divisions. Annually, these associates come together to provide a report that can be used by DOE to demonstrate continued agency progress in energy efficiency and sustainable federal operations.

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DOE OSTI2022

Ushering in the New Age of Laboratories: Smart Labs in Practice; Preprint

Ventilation is the first line of defense against airborne hazards produced during research activities in laboratories. A vital component to maintaining healthy, safe, indoor air quality, laboratory ventilation systems are often victim to ineffective operation, posing a risk to an organization's most important asset - the researchers. Furthermore, system inefficiencies can lead to up to 50% wasted energy. By providing a framework to improve the safety and energy efficiency through optimized ventilation and operations, the Smart Labs Toolkit guides laboratory stakeholders through a straight-forward, holistic approach to achieving a dynamic Smart Labs program. A Smart Labs program employs a combination of physical, administrative, and management techniques to plan, assess, optimize, and manage high-performance laboratories. Grounded in the Smart Labs methodology, the National Renewable Energy Laboratory (NREL) implemented a successful Smart Labs program to oversee the design, construction, maintenance, and operations of its laboratories. To accomplish this effort, NREL's key stakeholders created an internal partnership to align NREL's existing laboratories with Smart Labs principles and solidify organizational roles for the safe and efficient operation of laboratory assets. The program provides the groundwork for decarbonization strategies centered around building operation. This paper outlines best practices employed by NREL to develop a cross-cutting Smart Labs team, garner managerial support, and effectively communicate of goals around safety and energy. Strategies include specific Smart Labs best practices, such as implementing a Laboratory Ventilation Risk Assessment - a systematic process for identifying risk due to airborne hazards and informing dynamic, demand-based ventilation to optimize safety and efficiency.

decarbonization↗

DOE OSTI2013

Stakeholder opinions on the use of the added value approach in siting radioactive waste management facilities

In some countries nuclear waste facility siting programs include social and economic benefits, compensation, local empowerment and motivation measures and other incentives for the potential host community. This can generally be referred to as an 'added value approach'. Demonstration of the safety of a repository is seen as a precondition of an added value approach. Recently much focus has been placed on studying and developing public participation approaches but less on the use of such incentive and community benefit packages, although they are becoming a more common element in many site selection strategies for nuclear waste management facilities. The primary objective of this paper is to report on an ongoing study of stakeholders' opinions of the use of an added value approach in siting a radioactive waste facility in the Czech Republic, Poland and Slovenia. The paper argues that an added value approach should adapt to the interests and needs of stakeholders during different stages of a siting process. The main question posed in the study is as follows: What are the measures which should be included in 'added value approach' according to the stakeholders? The research data consists of stakeholders' responses to a survey focusing on the use of added value (community benefits) and incentives in siting nuclear waste management facilities. The survey involved use of a questionnaire developed as part of the EU-funded IPPA* project in three countries: the Czech Republic, Poland and Slovenia. (* Implementing Public Participation Approaches in Radioactive Waste Disposal, FP7 Contract Number: 269849). The target audiences for the questionnaires were the stakeholders represented in the national stakeholder groups established to discuss site selection for a nuclear waste repository in their country. A total of 105 questionnaires were sent to the stakeholders between November 2011 and January 2012. 44 questionnaires were returned, resulting in a total response rate of 41% (10/29 in the Czech Republic, 11/14 in Poland and in 23/64 in Slovenia). (authors)

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DOE OSTI2021

Quarterly Postdoc Program Data [Slides]

Abstract not provided.

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DOE OSTI2016

Putting Data to Work: Using Building Energy Performance Data to Expand the Market for Energy Efficiency in Buildings

An increasing number of state and local jurisdictions are implementing building performance reporting laws, which generate large quantities of useful data on the characteristics and resource consumption of the building stock. Yet, to realize the potential of these policies, the data must not only be disclosed, but put to work to drive energy savings. Under a three-year pilot, Washington DC (DC), New York City (NYC) and their partners are pioneering the use of data from building performance reporting in energy efficiency programs. To minimize the administrative burden of managing, combining, and sharing these data sets, the cities are utilizing the U.S. Department of Energy’s (DOE) open-source Standard Energy Efficiency Data (SEED) Platform. The Putting Data to Work project team is working with efficiency program administrators to develop and implement new and innovative ways in which the data collected through benchmarking, energy audits, and related policies can be used to improve energy policies and planning, unlock data directly for market use, scale-up the market for energy efficiency services, drive competition, better target utility incentive programs, and inform measurement and verification. This paper details achievements and key findings in DC and NYC to date, including the importance of high compliance, data quality, and data cleansing in using the information collected; methods that the cities are using to apply data to drive maximum energy efficiency; and the importance of inter- and intra-agency collaboration in program success. We also outline the path forward and detail expected outcomes and scalability of project activities.

Beddingfield, Erin↗

DOE OSTI2017

Nevada National Security Site Environmental Report 2016

This Nevada National Security Site Environmental Report (NNSSER) was prepared to satisfy DOE Order DOE O 231.1B, “Environment, Safety and Health Reporting.” Its purpose is to (1) report compliance status with environmental standards and requirements, (2) present results of environmental monitoring of radiological and nonradiological effluents, (3) report estimated radiological doses to the public from releases of radioactive material, (4) summarize environmental incidents of noncompliance and actions taken in response to them, (5) describe the National Nuclear Security Administration Nevada Field Office (NNSA/NFO) Environmental Management System and characterize its performance, and (6) highlight significant environmental programs and efforts. This NNSSER summarizes data and compliance status for calendar year 2016 at the Nevada National Security Site (NNSS) and its two Nevada-based support facilities, the North Las Vegas Facility (NLVF) and the Remote Sensing Laboratory–Nellis (RSL-Nellis). It also addresses environmental restoration (ER) projects conducted at the Tonopah Test Range (TTR) and the Nevada Test and Training Range (NTTR). NNSA/NFO directs the management and operation of the NNSS and six sites across the nation. In addition to the NNSA itself, the six sites include two in Nevada (NLVF and RSL-Nellis) and four in other states (RSL-Andrews in Maryland, Livermore Operations in California, Los Alamos Operations in New Mexico, and Special Technologies Laboratory in California). Los Alamos, Lawrence Livermore, and Sandia National Laboratories are the principal organizations that sponsor and implement the nuclear weapons programs at the NNSS. National Security Technologies, LLC (NSTec), is the current Management and Operating contractor accountable for the successful execution of work and ensuring that work is performed in compliance with environmental regulations. The six sites all provide support to enhance the NNSS as a location for its multiple missions. The three major NNSS missions include National Security/Defense, Environmental Management, and Nondefense. The major programs that support these missions are Stockpile Stewardship and Management, Nonproliferation and Counterterrorism, Nuclear Emergency Response, Strategic Partnership Projects, Environmental Restoration, Waste Management, Conservation and Renewable Energy, Other Research and Development, and Infrastructure. The major facilities that support the programs include the U1a Facility, Big Explosives Experimental Facility (BEEF), Device Assembly Facility, Dense Plasma Focus Facility, Joint Actinide Shock Physics Experimental Research Facility, Radiological/Nuclear Countermeasures Test and Evaluation Complex, Nonproliferation Test and Evaluation Complex (NPTEC), Radiological/Nuclear Weapons of Mass Destruction Incident Exercise Site, the Area 5 Radioactive Waste Management Complex (RWMC), and the Area 3 Radioactive Waste Management Site (RWMS).

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DOE OSTI2016

Behavioral Health/Employee Assistance Program (EAP) Report FY 15

The Sandia National Laboratories’ (SNL) Corporate Behavioral Health Program is a workplace based program that 1) assists in the early identification and resolution of personal concerns which may impact job performance, 2) assists managers and the organization in addressing productivity issues, and 3) supports the SNL commitment to provide a safe and healthful work environment. The program is offered to approximately 10,711 employees in New Mexico. The Behavioral Health Program is a corporate program combining services in NM and CA. It is integrated with other occupational health and clinical services including disability, disease management and preventive health programs. In addition, Sandia’s Behavioral Health Program interfaces with external organizations in Human Resources, the Department of Energy and Security through the Clinical Evaluation (CE) Human Reliability Program (HRP) and Workplace Violence programs. The program supports Sandia National Laboratories’ mission to safeguard national security, the environment, the public and is a proactive approach to early identification, intervention and assessment. Last, it reduces barriers to accessing mental health services and assists with reducing health care costs attributed to illness or injuries related to unhealthy lifestyles and behaviors. The EAP team is comprised of a professional staff including a licensed Clinical Psychologist who has a NM state license for psychotropic medication prescriptive authority, is board certified in Clinical Neuropsychology, and a Certified Employee Assistance Professional (CEAP), a licensed professional clinical counselor NM State Licensed (LPCC) and a licensed Marriage and Family counselor (MFT) who is also a Certified Employee Assistance Professional and who holds a doctorate in counseling psychology.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2013

The US DOE-EM International Program - 13004

The U.S. Department of Energy (DOE) Office of Environmental Management (EM) conducts international collaboration activities in support of U.S. policies and objectives regarding the accelerated risk reduction and remediation of environmental legacy of the nations' nuclear weapons program and government sponsored nuclear energy research. The EM International Program supported out of the EM Office of the Associate Principal Deputy Assistant Secretary pursues collaborations with foreign government organizations, educational institutions and private industry to assist in identifying technologies and promote international collaborations that leverage resources and link international experience and expertise. In fiscal year (FY) 2012, the International Program awarded eight international collaborative projects for work scope spanning waste processing, groundwater and soil remediation, deactivation and decommissioning (D and D) and nuclear materials disposition initiatives to seven foreign organizations. Additionally, the International Program's scope and collaboration opportunities were expanded to include technical as well as non-technical areas. This paper will present an overview of the on-going tasks awarded in FY 2012 and an update of upcoming international activities and opportunities for expansion into FY 2013 and beyond. (authors)

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DOE OSTI2020

Panel Session 2: Hot Topics in US DOE Environmental Management

The well-attended Panel Session was chaired by Martin Schneider. The four panelists did not provide presentations. Rather the session was a discussion focusing on pressing issues facing US DOE Environmental Management (EM) sites and how the program is moving forward. The session began by momentarily reflecting on a success: the three Tank Waste Treatment Facilities will soon be coming online. These three facilities will treat as much waste in two years as was treated in the past 30 years. That is a significant milestone in progress. Also, safety enhancements at WIPP are a big success. The panelists noted that there will be challenges with the victories of the startup of the Waste Treatment Facilities. Treating tank waste is the last EM mission and will help with the relationships with the stakeholders, regulators and Congress. One of the biggest challenges will be moving back to full operation mode. Although the operation will increase productivity of reducing/managing the tank waste, it will decrease life cycle cost and lessen years of cleanup. The challenge will be having people understand that EM will be operating 24/7 and that maintenance will be key in keeping the operations. EM will be working together with the regulators to show tangible progress that will be effective and efficient. By working together, they can find opportunities/technologies for streamlining and accelerating cleanup. Recent changes to the regulatory framework between DOE-EM Los Alamos Field Office and New Mexico Environmental Department have helped cleanup in Los Alamos. Every year EM and the agencies review progress and come to agreements on the next work priorities. At Savannah River Site, the Federal Facility Agreement among EM, South Carolina Department of Health and Environmental Control, and Environmental Protection Agency (EPA) has developed a small core team that work are shared by together in resolving issues that come up. The discussion moved on to how progress can be made by sharing lessons learned among the contractors. An example of how these learned lessons can be shared is that key representatives from projects across the EM sites participate in various forums to review/contribute to the work planned. Other opportunities can be by temporary assignments of DOE staff to gain experience and by monthly EM Headquarters report that provide the lessons learned across the EM sites. The panelists discussed how skyline changes are the best examples of tangible progress. Decontamination and Demolition (D and D) of structures are the easiest tangible progress that can be seen. Whereas tank waste cleanup is the hardest to see. Disposal of waste onsite versus offsite is another challenge, and timely discussions are necessary to get to the best value to the government.

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