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All sourcesNASA NTRSDOE OSTI
DOE OSTI2018

Transition of Site Programs and Implementation of Decommissioning Agent Oversight - 18653

San Onofre Nuclear Generating Station (SONGS), acting as the Decommissioning Agent (DA), retained its NRC License and contracted a Decommissioning General Contractor (DGC) to manage plant programs and execute the Demolition and Dismantlement (D and D) of the site. To support this effort, over twenty-one programs transitioned to the DGC, including Occupational Health and Safety, Radiation Protection, Maintenance, and Engineering. In addition, SONGS effected a cultural shift from an operating station performing work to one of overseeing it. The framework and road map for this kind of D and D model is new to the industry. This presentation shares the SONGS' experience and lessons learned associated with this transition. SONGS and the DGC entered an Agreement that established the contractual requirements and responsibilities of the parties, the Scope of Work, and the mechanisms to ensure effective transition of DA programs. As a part of defining the Scope of Work, the contract established functional areas and divisions of responsibilities divided into the roles of Governance, Oversight, Support, and Performance (GOSP). SONGS, as the site licensee, retained the Oversight Role, with exception of those areas that, as the licensee, would be considered 'non-transferrable'. Examples of those programs were Quality Assurance, Regulatory Affairs and the Employee Concerns Program. While the Company retained responsibility for those programs the DGC developed their own 'parallel' programs that the Company provided Oversight for. In 2017, SONGS completed program transition within one-year following the notice-to-proceed. The overall strategy was driven by three high-level principles: - Allow the DGC the most unfettered execution of the Scope of Work with limited interference and maximum self-governance. With the overriding principle that transitioned programs have a direct link to a basis in regulation or law. - Identify safety and compliance risks, and then bridge the transition of programs from the SONGS to the DGC such that identified risks are minimized and/or mitigated. - Allow the SONGS organization to transition from a Performance role to a primarily Oversight role as the DA. Working collaboratively with the DGC, programs were strategically grouped and sequenced for turnover. Central to the success of transition was fostering a collaborative environment with the DGC, facilitating knowledge transfer, applying schedule rigor, and keeping the team horizontally and vertically aligned to management expectations. SONGS achieved this alignment by embedding the formal process with management expectations for review and acceptance of proposed programs. SONGS' transitioned core programs to a general contractor and transition from a 'perform' organization to an 'oversight' organization. Lessons learned from this experience may benefit other nuclear generating station owners currently evaluating options for site D and D. (author)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2020

Use of Historical EM Practices and Policies for Management of Cleanup Program and Address GAO Concerns - 20222

As Department of Energy (DOE) Environmental Management (EM) program policies and management practices are revised over time, it might be useful to periodically reflect on the DOE EM program's past to identify practices that have worked and those that might be appropriate for possible reuse in the future. An added impetus to examine alternative approaches is the recent Government Accountability Office (GAO) report entitled 'Nuclear Waste Cleanup - DOE Could Improve Program and Project Management by Better Classifying Work and Following Leading Practices.' The February 2019 GAO report states that EM categorizes most of its work in a way that does not adequately involve independent experts and DOE senior leadership. It also noted that EM has not followed leading practices for program and project management that could help keep the cleanup efforts on schedule and control costs. The GAO report recommended that EM, working with DOE Office of Project Management (PM): - Establish requirements and then assess EM's ongoing operations activities to determine if some activities should be reclassified as capital asset projects based on these newly established requirements. - Review and revise EM's 2017 cleanup policy to include program management leading practices related to scope, cost, schedule performance, and independent reviews. - Update the cleanup policy to require that earned value management (EVM) systems be maintained and used in a way that follows EVM best practices. - Develop a policy to ensure that work is categorized as level of effort (LOE) only in appropriate, specified circumstances, such as when work is not measurable or when measurement is impractical. - Integrate EVM data into EM's performance metrics for operations activities. To assist with improving program performance and implementing audit recommendations, this paper reviewed past successful cleanups such as Weldon Springs, Rocky Flats, Fernald, Ashtabula, Battelle Columbus (abs, and other historical resources and people with experience during the early years of EM program. As such, there are several past practices which may well be suited for reuse today. Some of these practices include: - In 1990's, as the DOE EM cleanup program, known as Environmental Restoration came into effect, the known cleanup scope at each geographic location or site was organized into four levels ranging from overall site-wide cleanup effort to the individual 'release sites', providing high granularity to the program. - The cleanup program was organized by geography (Northwest, Southwest, Eastern Area Programs, etc.). These 'sub-program' managers provided a degree of Headquarters oversight and management allowing upper management (EM-1, 2, and 3) to focus on major decisions and issues. - Budget levels at selected cleanup sites were funded above 'minimum-safety' levels to accelerate actual cleanup work. - Past practice utilized EVM techniques and uniform EM oversight over all discrete project-like activities, providing for a coordinated cleanup effort. - EM managed LOE activities using benchmarking and best in class management practice techniques to help manage costs. - EM managed and reviewed entire site cleanup baselines, not only individual projects, focusing on a successful overall outcome. - Sites had a 'Road map' or 'Management Action Plan' that provided the overall strategy or plan for that site's cleanup - this helped with understanding and coordination of efforts. - EM had a robust lessons-learned program and database to capture and transmit worthy ideas. - EM had well-structured cleanup baseline change control policies to control cost and schedule changes, at the contractor and higher Headquarters levels. Finally, some of the GAO observations may be valid, however it is not clear as to their extent. For example, for some operation types of work, the use of the Level of Effort (LOE) earned value method to track progress may be appropriate. Also, to ensure independence of thought, and to obtain useful insight on past practices, it may be suitable to have former EM employees to assist with understanding past practices or to verify that activities have been properly identified. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2018

Beyond Widgets: Validated Systems Energy Savings and Utility Custom Incentive Program Systems Trends

Energy efficiency upgrades to buildings to date through avenues such as utility incentive programs have been largely limited to component-based products (e.g., lamps, RTUs). While some utilities do provide ‘custom’ incentive programs with whole building and system level technical assistance, these programs require deeper levels of analysis, resulting in higher program costs. This results in custom programs being restricted to utilities with greater resources, and are typically applied mainly to large or energy-intensive facilities, leaving much of the market without cost effective access and incentives for these solutions. In addition, with increasingly stringent energy codes, cost effective component-based solutions that achieve significant savings are dwindling. Integrated building systems (e.g., integrated façade, HVAC and/or lighting solutions) can deliver higher savings (Regnier et al. 2017) that translate into large sector-wide savings if deployed at the scale of these programs. However, systems application poses a number of challenges – energy savings assessments are inherently more complex and are not easily suited to the deemed measure model, and implementation of systems can be more disruptive. This paper presents the outcomes of a project to develop validated utility incentive program packages for three specific integrated building systems, in collaboration with ComEd, a consortium of California Public Owned Utilities (CA POUs) (Northern California Power Agency(NCPA) and the Southern California Public Power Authority(SCPPA)), and Xcel Energy (CO, MN). Previous work described the potential for energy savings of these systems at the individual and market level, early test findings for the task-ambient lighting system, and described the work products to develop utility incentive programs (Regnier et al. 2016). This paper presents validated end use energy savings of all three systems showing energy savings of ~20% for automated shading combined with daylight dimming (does not include light fixture retrofit savings); 30-46% for task-ambient lighting systems combined with plug load occupancy controls, depending on technology package and office building size (no daylight dimming impacts); and ~94% in the south-façade daylit zone for workstation specific lighting systems with daylight dimming (including lighting retrofit and task tuning). Using a U.S. Department of Energy (DOE) reference building model (DOE 2018), this translates to whole building savings of 2-5% (large-medium commercial), 12-23% (large-small commercial), and 13-15% (medium-large commercial) for these systems respectively. Early findings from the utilities in deploying these systems through their incentive programs indicate that deployment methods such as direct install programs might be best suited for these integrated systems. Further, early findings from a scoping study across custom utility programs and federal retrofit programs indicate that component level retrofits are still prevalent even in these programs, pointing towards an opportunity for deeper energy savings deployment. High performance retrofit case studies demonstrate that deeper energy savings is possible through integrated approaches. Market stakeholder interviews indicate however that there is generally a low level of awareness of the potential for energy savings of these three integrated systems.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2017

Estimating the cost of saving electricity through U.S. utility customer-funded energy efficiency programs

The program administrator and total cost of saved energy allow comparison of the cost of efficiency across utilities, states, and program types, and can identify potential performance improvements. Comparing program administrator cost with the total cost of saved energy can indicate the degree to which programs leverage investment by participants. Based on reported total costs and savings information for U.S. utility efficiency programs from 2009 to 2013, here we estimate the savings-weighted average total cost of saved electricity across 20 states at 0.046 per kilowatt-hour (kW h), comparing favorably with energy supply costs and retail rates. Programs targeted on the residential market averaged 0.030 per kW h compared to 0.053 per kW h for non-residential programs. Lighting programs, with an average total cost of 0.018 per kW h, drove lower savings costs in the residential market. We provide estimates for the most common program types and find that program administrators and participants on average are splitting the costs of efficiency in half. More consistent, standardized and complete reporting on efficiency programs is needed. Differing definitions and quantification of costs, savings and savings lifetimes pose challenges for comparing program results. Reducing these uncertainties could increase confidence in efficiency as a resource among planners and policymakers.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2016

Vehicle Technologies and Fuel Cell Technologies Program: Prospective Benefits Assessment Report for Fiscal Year 2016

Under a diverse set of programs, the Vehicle Technologies and Fuel Cell Technologies offices of DOE’s Office of Energy Efficiency and Renewable Energy invest in research, development, demonstration, and deployment of advanced vehicle, hydrogen production, delivery and storage, and fuel cell technologies. This report estimates the benefits of successfully developing and deploying these technologies (a “Program Success” case) relative to a base case (the “No Program” case). The Program Success case represents the future with completely successful deployment of Vehicle Technologies Office (VTO) and Fuel Cell Technologies Office (FCTO) technologies. The No Program case represents a future in which there is no contribution after FY 2016 by the VTO or FCTO to these technologies. The benefits of advanced vehicle, hydrogen production, delivery and storage, and fuel cell technologies were estimated on the basis of differences in fuel use, primary energy use, and greenhouse gas (GHG) emissions from light-, medium- and heavy-duty vehicles, including energy and emissions from fuel production, between the base case and the Program Success case. Improvements in fuel economy of various vehicle types, growth in the stock of fuel cell vehicles and other advanced technology vehicles, and decreased GHG intensity of hydrogen production and delivery in the Program Success case over the No Program case were projected to result in savings in petroleum use and GHG emissions. Benefits were disaggregated by individual program technology areas, which included the FCTO program and the VTO subprograms of batteries and electric drives; advanced combustion engines; fuels and lubricants; materials (for reduction in vehicle mass, or “lightweighting”); and, for medium- and heavy-duty vehicles, reduction in rolling and aerodynamic resistance. Projections for the Program Success case indicate that by 2035, the average fuel economy of on-road, light-duty vehicle stock could be 47% to 76% higher than in the No Program case. On-road medium- and heavy-duty vehicle stock could be as much as 39% higher. The resulting petroleum savings in 2035 were estimated to be as high as 3.1 million barrels per day, and reductions in GHG emissions were estimated to be as high as 500 million metric tons of CO2 equivalent per year. The benefits of continuing to invest government resources in advanced vehicle and fuel cell technologies would have significant economic value in the U.S. transportation sector and reduce its dependency on oil and its vulnerability to oil price shocks.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2017

Keys to the House: Unlocking Residential Savings With Program Models for Home Energy Upgrades

After more than 40 years of effort, energy efficiency program administrators and associated contractors still find it challenging to penetrate the home retrofit market, especially at levels commensurate with state and federal goals for energy savings and emissions reductions. Residential retrofit programs further have not coalesced around a reliably successful model. They still vary in design, implementation and performance, and they remain among the more difficult and costly options for acquiring savings in the residential sector. If programs are to contribute fully to meeting resource and policy objectives, administrators need to understand what program elements are key to acquiring residential savings as cost effectively as possible. To that end, the U.S. Department of Energy (DOE) sponsored a comprehensive review and analysis of home energy upgrade programs with proven track records, focusing on those with robustly verified savings and constituting good examples for replication. The study team reviewed evaluations for the period 2010 to 2014 for 134 programs that are funded by customers of investor-owned utilities. All are programs that promote multi-measure retrofits or major system upgrades. We paid particular attention to useful design and implementation features, costs, and savings for nearly 30 programs with rigorous evaluations of performance. This meta-analysis describes program models and implementation strategies for (1) direct install retrofits; (2) heating, ventilating and air-conditioning (HVAC) replacement and early retirement; and (3) comprehensive, whole-home retrofits. We analyze costs and impacts of these program models, in terms of both energy savings and emissions avoided. These program models can be useful guides as states consider expanding their strategies for acquiring energy savings as a resource and for emissions reductions. We also discuss the challenges of using evaluations to create program models that can be confidently applied in multiple jurisdictions.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2015

Lessons Learned From Incentives Programs for Efficient Air Conditioners: A Review

One of the largest drivers of growing global energy demand is the increasing market penetration of air conditioners (ACs). Global sales of room ACs were up 9% in 2013 compared to 2012, and that growth is expected to accelerate in coming decades, particularly in large metropolitan areas with hot climates. This report focuses on financial incentive programs that aim to mitigate the energy consumption attributable to the growing stock of ACs. Financial incentives leverage private investments to pull higher-efficiency technologies into the market. Through detailed case studies of AC energy-efficiency incentive programs, we show the significance and diversity of these programs and describe and share lessons learned from their design and implementation. The report also describes how incentive programs can be designed to address other pressing concerns related to growing AC use, such as challenges to power supply reliability resulting from increased peak demand and the global warming potential (GWP) of AC refrigerants. For policy makers and program administrators interested in addressing AC energy efficiency through incentive schemes, the report provides examples of past and present programs and highlights challenges that need to be considered when making program design and implementation decisions. The report begins with an overview of AC markets, highlighting their growth and savings potential, recent achievements from minimum energy performance standards, and typical barriers to the penetration of more efficient AC models. Next, we examine six AC incentive programs in depth, based on evaluation reports and/or interviews with program administrators. Finally, we outline program design features that could a) increase penetration of energy-efficient ACs, b) increase utility and customer participation in demand response programs targeted at reducing peak-load impacts, and c) phase out the use of high-GWP refrigerants in ACs. We find that incentive programs are particularly effective when they target emerging technologies that have still a low penetration in the market.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2019

Vehicle Technologies and Fuel Cell Technologies Office Research and Development Programs: Prospective Benefits Assessment for Medium- and Heavy-duty Vehicles

Through a diverse set of programs, the Vehicle Technologies and Fuel Cell Technologies Offices of the U.S. Department of Energy’s Office of Energy Efficiency and Renewable Energy (EERE) invest in early-stage vehicle and fuel cell research. The Vehicle Technologies Office (VTO) and the Fuel Cell Technologies Office (FCTO) are two offices that are encompassed within EERE’s Sustainable Transportation pillar. VTO conducts research and development (R&D) to provide low-cost, reliable, and efficient energy for the transportation of goods and people across America. FCTO has a comprehensive portfolio of activities that address the barriers facing the development and implementation of hydrogen and fuel cells, with the ultimate goals of decreasing our dependence on oil, reducing greenhouse gas (GHG) emissions, and enabling clean, reliable power generation through both transportation and stationary uses of hydrogen. This report quantifies the vehicle-level and national-level benefits of successful VTO and FCTO R&D applied to medium- and heavy-duty vehicles. The benefits estimated include reductions in energy use and GHG emissions from and changes in expenditures on medium- and heavy-duty vehicles on the road in the United States through the year 2050. The potential future benefits of successfully developing and implementing these technologies were analyzed by comparing a “Program Success” case to a base case (the “No Program” case). The Program Success case represents the future with successful implementation of VTO and FCTO technologies. The No Program case represents a future in which VTO or FCTO do not contribute to these technologies after Fiscal Year (FY) 2019. Three side cases were analyzed to assess the sensitivity of the projections of market adoption to future electricity prices (including infrastructure costs), the availability of electricity and hydrogen at public stations, and fuel cell system efficiency. Advanced vehicle technologies supported by VTO and FCTO programs can greatly increase the fuel economy of medium- and heavy-duty vehicles. As a result of EERE-supported technologies, the sales-weighted average fuel economy of the fleet of all new Class 7 and 8 trucks in the Program Success case is projected to be 1.2 times that of the trucks in the No Program case in 2035 and 1.3 times the baseline in 2050. These technologies in Classes 4–6 increase fuel economy by a factor of 1.46 in 2035 and 1.78 in 2050. The fuel economy of the entire on-road medium- and heavy-duty vehicle fleet, including all fuel types, is projected to be higher by 10%, reaching 9.1 mpgde in 2035, and by 25%, reaching 11.0 mpgde in 2050. The resulting petroleum savings in 2050 were estimated to be 0.75 million barrels per day, and reductions in GHG emissions in 2050 were estimated to 110 million metric tons of carbon dioxide equivalent (CO 2 -eq) per year. Such petroleum reductions result in significant reductions in fuel expenditure for medium- and heavy-duty vehicles, totaling approximately $37 billion annually by 2035. Figure ES-1 shows the difference in projected consumption of diesel fuel, electricity, and hydrogen in the No Program and Program Success cases. Negative values show the reduction in the Program Success case, relative to the No Program case.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2020

Behavioral Health/Employee Assistance. Interim Program Report FY 2020

The Sandia National Laboratories' (SNL) Corporate Behavioral Health Program is a workplace- based program that: 1) provides Employee Assistance Program (EAP) services including 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 13,500 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 provides critical management consultation and psychological assessment services for external organizations including Human Resources, the Department of Energy and Security through the Clinical Evaluation (CE) process, Human Reliability Program (HRP), Protective Force Program, Workplace Violence/Threat Assessment Team (TAT), and Insider Threat Working Group programs. The program supports Sandia National Laboratories' mission to safeguard national security, the environment, and the public; it is a proactive approach to early identification, intervention and assessment. Importantly, 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 team is comprised of a professional staff including a licensed Clinical Psychologist, a licensed professional clinical counselor (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 OSTI2020

Advanced Sensors and Instrumentation (ASI) Program Plan. Nuclear Energy Enabling Technologies (NEET)

The U.S. Department of Energy Office of Nuclear Energy (DOE-NE) sponsors a crosscutting technology development (CTD) program addressing common instrumentation & controls (I&C) needs in all DOE-NE sponsored programs. In 2012, DOE-NE initiated the Nuclear Energy Enabling Technology (NEET) Program to conduct research, development, and demonstration (RD&D) in crosscutting technologies that directly support and enable the development of existing, new and advanced reactor designs, and fuel cycle technologies. These technologies will advance the state of nuclear technology, improve its competitiveness, and promote continued contribution to meeting our Nation’s energy and environmental challenges. The NEET Program has spurred innovation in the field of sensors and instrumentation, advanced methods for manufacturing, and cyber security. The Advanced Sensors and Instrumentation (ASI) program is one element of the NEET CTD that has spurred innovation in the measurement science field by funding research on sensors, instrumentation and controls, communication, and advanced analytics that measure system parameters, gauge component control input, and provide power plant owners and operators critical awareness so they can plan and safely manage operational evolutions. The NEET ASI Program has carried out research and development (R&D) required to develop and deploy innovative and advanced sensors, and instrumentation and control capabilities for current and future nuclear energy systems, and to enable the advanced technologies essential to NE’s R&D efforts needed to realize mission goals. The concept of technology readiness assessment is helpful for the classification of instrumentation technology as part of the program strategy. A technology readiness assessment evaluates technology maturity using the Technology Readiness Level (TRL) scale and was pioneered by the National Aeronautics and Space Administration in the 1980s for space technology. It has recently been adopted to advance fuels and materials. The NEET ASI program objective is to mature instruments technology to TRL 6, which is “demonstration of the technology in relevant environment.” While there may be instances in which a different strategy is justified, the aim of the program is to respond to DOE program and stakeholder needs for nuclear instrumentation then hand off the technology after demonstration for integration in a more complex system, for example an irradiation test, experimental loop or a plant component such as the core, primary system or heat exchanger. A mechanism to continue some level of support from NEET ASI during and after the adoption (for example, to maintain fabrication and calibration capabilities) will be defined as the first example of technology hand off comes to fruition. In addition, several paths exist within DOE to complement NEET ASI activities to extend the maturity beyond TRL, for example through GAIN, technology commercialization funding, and small-business programs. Role of NEET ASI CINR projects in the TRL space, and integration with direct funded demonstration.

46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗
DOE OSTI2020

How Do Electricity Pricing Programs Impact the Selection of Energy Efficiency Measures? - A Case Study with U.S. Medium Office Buildings

Building owners usually select energy efficiency measures (EEMs) by referring to return on investment (ROI). Current studies tend to apply static energy price to estimate ROI. However, more and more buildings are adopting dynamic electricity pricing programs. To understand how electricity pricing programs impact the selection of EEMs, this paper presents an analysis of the ROIs of EEMs under different pricing programs using U.S. medium office buildings as an example. Eight EEMs in four typical cities are selected as case studies. Considering five electricity pricing programs scenarios (one static program and four dynamic programs), EEMs are selected based on their ROIs. The main findings are: (1) The ROIs of EEMs change under different pricing programs. (2) In Honolulu, Buffalo, and Denver, replacing interior fixtures with higher-efficiency fixtures has a significantly higher ROI than the rest EEMs under all five pricing programs. However, the ROI of this EEM in Honolulu ranges from 28% to 47% for different pricing programs. (3) Similarly, in Fairbanks, replace heating coil with higher-efficiency coil produce higher ROI than the rest under all five pricing programs. (4) For other EEMs, their ROI rankings vary according to electricity pricing programs.

demand response↗
DOE OSTI2015

Sustained Energy Savings Achieved through Successful Industrial Customer Interaction with Ratepayer Programs: Case Studies

Many states have implemented ratepayer-funded programs to acquire energy efficiency as a predictable and reliable resource for meeting existing and future energy demand. These programs have become a fixture in many U.S. electricity and natural gas markets as they help postpone or eliminate the need for expensive generation and transmission investments. Industrial energy efficiency (IEE) is an energy efficiency resource that is not only a low cost option for many of these efficiency programs, but offers productivity and competitive benefits to manufacturers as it reduces their energy costs. However, some industrial customers are less enthusiastic about participating in these programs. IEE ratepayer programs suffer low participation by industries across many states today despite a continual increase in energy efficiency program spending across all types of customers, and significant energy efficiency funds can often go unused for industrial customers. This paper provides four detailed case studies of companies that benefited from participation in their utility’s energy efficiency program offerings and highlights the business value brought to them by participation in these programs. The paper is designed both for rate-payer efficiency program administrators interested in improving the attractiveness and effectiveness of industrial efficiency programs for their industrial customers and for industrial customers interested in maximizing the value of participating in efficiency programs.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2023

Laboratory Directed Research and Development Program: FY 2021 Completed Projects

Oak Ridge National Laboratory (ORNL) is the US Department of Energy’s (DOE’s) largest multiprogram science, technology, and energy laboratory. It possesses distinctive capabilities in neutron science, computing, advanced materials, nuclear science and technology, and other fields. Using these capabilities, ORNL conducts basic and applied R&D to support DOE’s overarching mission “to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.”1 As a national resource, ORNL also applies its capabilities and skills to specific needs of other federal agencies and customers through the DOE Strategic Partnership Projects (SPP) Program. Information about the laboratory and its programs is available on the ORNL website.2 The Laboratory Directed Research and Development (LDRD) Program at ORNL operates under the authority of the DOE Order 413.2C, “Laboratory Directed Research and Development,”3 which establishes DOE’s requirements for the program while providing the laboratory director broad flexibility for program implementation. The LDRD Program funds are obtained through a charge to all laboratory programs. Although it represents a relatively small portion of the overall research budget, the LDRD Program plays an essential role in maintaining the laboratory’s ability to respond to national needs. The program allows ORNL to improve its distinctive capabilities and to enhance its ability to conduct cutting-edge R&D. In accordance with the DOE order, R&D projects funded through the LDRD Program at ORNL support the following goals: (1) maintain the scientific and technical vitality of the laboratory; (2) enhance the laboratory’s ability to address future DOE missions; (3) foster creativity and stimulate exploration of forefront areas of science and technology; (4) serve as a proving ground for new concepts in R&D; and (5) support high-risk, potentially high-value R&D. This report provides an overview of the LDRD Program at ORNL in FY 2021 and contains summaries of all LDRD research projects that concluded between October 1, 2020, and September 30, 2021.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2025

Laboratory Directed Research and Development Program: FY 2024 Completed Projects Report

Oak Ridge National Laboratory (ORNL) is the US Department of Energy’s (DOE’s) largest multiprogram science, technology, and energy laboratory. It possesses distinctive capabilities in a variety of fields, such as neutron science, computing, advanced materials, and nuclear science and technology. Using these capabilities, ORNL conducts basic and applied research and development (R&D) to support DOE’s overarching mission “to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.” As a national resource, ORNL also applies its capabilities and skills to the specific needs of other federal agencies and customers through the DOE Strategic Partnership Projects (SPP) Program. Information about the laboratory and its programs is available on the ORNL website. The Laboratory Directed Research and Development (LDRD) Program at ORNL operates under the authority of DOE Order 413.2C, Laboratory Directed Research and Development,3 which establishes DOE’s requirements for the program while providing the laboratory director broad flexibility for program implementation. The LDRD Program funds are obtained through a charge to all laboratory programs. Although it represents a relatively small portion of the overall research budget, the LDRD Program plays an essential role in maintaining the laboratory’s ability to respond to national needs. The program allows ORNL to improve its distinctive capabilities and to enhance its ability to conduct cutting-edge R&D. In accordance with the DOE order, R&D projects funded through the LDRD Program at ORNL support the goals of • maintaining the scientific and technical vitality of the laboratory; • enhancing the laboratory’s ability to address future DOE missions; • fostering creativity and stimulating exploration of forefront areas of science and technology; • serving as a proving ground for new concepts in R&D; and • supporting high-risk, potentially high-value R&D. This report provides an overview of the LDRD Program at ORNL in FY 2024 and contains summaries of all the LDRD research projects that concluded between October 1, 2023, and September 30, 2024.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2026

Laboratory Directed Research and Development Program: FY 2025 Completed Projects

Oak Ridge National Laboratory (ORNL) is the US Department of Energy’s (DOE’s) largest multiprogram science, technology, and energy laboratory. It possesses distinctive capabilities in a variety of fields, such as neutron science, computing, advanced materials, and nuclear science and technology. Using these capabilities, ORNL conducts basic and applied research and development (R&D) to support DOE’s overarching mission “to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.” As a national resource, ORNL also applies its capabilities and skills to the specific needs of other federal agencies and customers through the DOE Strategic Partnership Projects (SPP) Program. Information about the laboratory and its programs is available on the ORNL website. The Laboratory Directed Research and Development (LDRD) Program at ORNL operates under the authority of DOE Order 413.2C, Laboratory Directed Research and Development, which establishes DOE’s requirements for the program while providing the laboratory director broad flexibility for program implementation. The LDRD Program funds are obtained through a charge to all laboratory programs. Although it represents a relatively small portion of the overall research budget, the LDRD Program plays an essential role in maintaining the laboratory’s ability to respond to national needs. The program allows ORNL to improve its distinctive capabilities and enhance its ability to conduct cutting-edge R&D. In accordance with the DOE order, R&D projects funded through the LDRD Program at ORNL support the goals of • maintaining the scientific and technical vitality of the laboratory, • enhancing the laboratory’s ability to address future DOE missions, • fostering creativity and stimulating exploration of forefront areas of science and technology, • serving as a proving ground for new concepts in R&D, and • supporting high-risk, potentially high-value R&D. This report provides an overview of the LDRD Program at ORNL in FY 2025 and contains summaries of all the LDRD research projects that concluded between October 1, 2024, and September 30, 2025.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2015

Developing a competent criticality safety program: A retrospective - 14383

This paper considers the role of a nuclear criticality safety (NCS) program in protection of the nuclear facilities personnel as well as its mission and finances. It will discuss the author's experiences in assessing and strengthening the NCS program at the Idaho Chemical Processing Plant following the 1978 criticality accident. The weaknesses in the program illuminated by the event and the structural changes that resulted will be discussed. The upgrades to the development of the Criticality Safety Evaluation process, the strengthening of the implementation of limits and controls and the defense of the enhanced program in later years will be presented. The author's experiences with various problems in the NCS program at the Rocky Flats Plant in Colorado will also be detailed. The core problem of the disconnect between the NCS staff and the operators was addressed by a careful and cooperative rebuilding of the program by safety and operation staff. A key element in the new program was a clear assignment of responsibility for each program element and the role of a Criticality Safety Officer in each facility, reporting to and representing operations, in managing the communication flow and assuring the program field implementation so that the criticality risk reduction was as intended. From these practical experiences in focusing on identifying NCS program weaknesses and subsequent problem resolution, recommendation will be provided for elements of a robust NCS program. (authors)

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2024

Western States Building Energy & Controls Apprenticeship (BECA) Program

How does this project help to understand the challenges of workforce development in the commercial building energy management industry? The purpose of this project was to create a replicable, scalable, and portable apprenticeship program for building energy management and controls. This paper will demonstrate how local processes can be more adaptable and inclusive than federal processes in achieving workforce development goals. Our work provides insights into the technical effectiveness of the program, enabling others to achieve greater success in their workforce development initiatives. The project required more time and financial resources than initially anticipated and spent a year in a no-cost extension working to accomplish the Statement of Project Objectives. The original goal was to create an Industry Related Apprenticeship Program (IRAP). The development of this apprenticeship presented challenges due to the lack of existing programs for reference and the absence of relevant industry classification codes by the Department of Labor (DOL). Notably, the role of a commercial building energy analyst is not recognized by the DOL. The SIC (industry codes) do not have a good description of this job. There are many that may fall into related categories, but none are the actual duties of an energy analyst. Discussions with the DOL indicated that substantial groundwork was necessary before a national apprenticeship program could be implemented, causing delays in the program’s commencement. As a result, students experienced longer wait times before starting their apprenticeship component. The apprenticeship program officially launched on September 14, 2021. The success of the State of Oregon’s apprenticeship program, the first of its kind in the state, underscored the flexibility and effectiveness of local initiatives compared to federal efforts. The COVID-19 pandemic also significantly impacted the project’s success. Beginning in March 2020, the pandemic led to widespread closures of schools and colleges by fall 2020. By September 2021, when the apprenticeship option became available, enrollment in colleges and universities nationwide had decreased, affecting student participation in the program. Moreover, as employers transitioned their employees to remote work, there was limited interaction with external personnel, influencing the willingness of training agents (employers) to integrate additional workers into their teams. This paper addresses several challenges encountered during the project, with the hope that future workforce development efforts will benefit from these experiences. We Final Technical Report 4 | Page encourage others to engage with state and federal agencies to enhance and update pathways for workforce development and apprenticeship programs.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2025

The Italian Summer Students Program at Fermilab and other US Laboratories: 40 years of education in particle physics and technology

Since 1983 the Italian groups collaborating with Fermilab (US) have been running a 2-month summer training program for Master students. While in the first year the program involved only 4 physics students, in the following years it was extended to engineering students. Many students have extended their collaboration with Fermilab with their Master Thesis and PhD. The program has involved more than 600 Italian students from more than 20 Italian universities. Each intern is supervised by a Fermilab Mentor responsible for the training program. Training programs spanned from Tevatron, CMS, Muon (g-2), Mu2e and SBN (MicroBooNE, Icarus, and SBND) and DUNE design and data analysis, development of particle detectors, design of electronic and accelerator components, development of infrastructures and software for tera-data handling, quantum computing and research on superconductive elements and accelerating cavities. In 2015 the University of Pisa included the program within its own educational programs. Summer Students are enrolled at the University of Pisa for the duration of the internship and at the end of the internship they write summary reports on their achievements. After positive evaluation by a University of Pisa Examining Board, interns are acknowledged 6 ECTS credits for their Diploma Supplement. The program was paused in 2020 and 2021 due to the COVID-19 pandemic, but it resumed in 2022. From 2022 to 2024, a total of 60 students participated in the nine-week training at Fermilab. We are currently organizing the 2025 program. This paper provides an overview of the program, which can serve as a model for other interested laboratories.

Barzi, Emanuela [Ohio State U.]↗