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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
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This case study highlights phase one and two of U.S. OPM's energy savings project at its headquarters building, which involves an energy savings performance contract and integration of lighting with HVAC controls. The project was recognized by DOE's Integrated Lighting Campaign.
The presentation was intended for the EMI SIG Annual Meeting Subcommittee on Technical Analysis and Response Support in August 2020 and included strategies and policies regarding essential workers and returning to work.
Case study on contingency planning for the MARS 2020 rover launch. Intended as part of a training for international consequence management personnel for IAEA and/or NATO-sponsored training classes. Funded through NA-81
The Packaging Certification and Life Cycle Management program at Argonne National Laboratory (ANL) developed a suite of monitoring systems collectively referred to here as ARG-US. ARG-US provides necessary data for nuclear facility and system operation and maintenance, and has been previously demonstrated in hot cells, radioactive material (RAM) storage areas, and RAM shipment trucks. It has also been installed directly on RAM storage and shipment containers. ARG-US offers some unique advantages over other commercially available systems by using wireless data connections, battery power supplies, and customizable monitoring methods. Idaho National Laboratory (INL) has been tasked with investigating applications for ARG-US at INL site facilities, which are operated by several different contractors. The initial investigation scope centered on CPP-603 Irradiated Fuel Storage Facility in relation to the upcoming Department of Energy (DOE) Spent Nuclear Fuel (SNF) Packaging Demonstration. The investigation has been led by the Used Fuel Management Department in INL’s Nuclear Science and Technology (NS&T) directorate. This investigation is expected to recommend INL site processes or facilities in which to implement ARG-US systems. INL has engaged local site technical and oversight representatives, security, nuclear safeguards, and program management personnel to identify good candidates for ARG-US test implementations. INL has identified the following high-level goals for any INL site implementation of ARG-US: provide unique testing environments, prompt development of new monitoring methods/techniques for the ARG-US suite, and acquire useful monitoring for the user facility. As a result, INL suggests three program areas for further investigation: CPP-603 Fuel Handling Cave (FHC), legacy mixed waste storage systems at Idaho Nuclear Technology & Engineering Center (INTEC) known as the “Tank Farm,” and periodic and emergency environmental monitoring. This progress report relates activities undertaken in this investigation, describes the preliminary areas of interest for limited scope ARG-US testing or implementation, and relays expected actions for completing the task scope. This report offers an opportunity to the program sponsor, technical leads at ANL, and INL site representatives to give feedback on the initial assessment and make recommendations on the forthcoming activities.
This report presents the results of the sampling effort and documents all associated field activities including borehole clearing, soil sample collection, storage and transportation to the analytical laboratories, borehole backfilling and surface restoration, and storage of investigation-derived waste (IDW) for future profiling and disposal by SNL/CA waste management personnel.
Brookhaven National Laboratory (BNL), in collaboration with Ioanna Iliopulos and Christopher Boyd (independent contractors), conducted quantitative and qualitative surveys to document views and opinions of scientists and researchers with firsthand experience operating x-ray devices for a wide range of research applications. The goal of the study was to fill critical information gaps and identify misconceptions widely held among the research community regarding the transition from Cesium-137 irradiators to x-ray devices. The survey instrument focused on three distinct yet interrelated areas that impact users' experience: operational impacts, including infrastructure needs, workflow, personnel management, and training, and regulatory compliance; research design and investigation impacts, including calibration, dosimetry, continuity of previous studies, development of new research agendas, and the outcomes for both; and funding impacts, specifically how grant sources and opportunities have responded to the transition.
The Government Office of Accountability (GAO) has published several reports identifying the need for the Department of Energy (DOE) Office of Environmental Management (EM) to address mounting costs for DoE's cleanup program. DOEEM could greatly benefit from independent decision tool-sets/models that would allow them to evaluate options and inform business decision at the enterprise level considering site-specific life cycle costs and system plans. Program goals: Develop a tool-set that enables EM to independently evaluate alternatives, assess outcomes from different contracting strategies, and inform critical decisions for the enterprise. Project goals: Adaption of a Risk Model for integration with complimentary tool-sets for project level decision making. Operational Events: Discrete event model that evaluates operational variables (e.g. capacity, throughput, maintenance constraints) and identify bottlenecks. Identifying and Bounding Project Risk: Identify risks that impact confidence in meeting goals (e.g. production). Life cycle Cost: Evaluate impacts of staffing levels, inventory, and capital investments on life cycle costs. Methods and approach: Monte Carlo Analysis is being executed to generate results: Input derives from Risk Register Data; Tied to Projected and Target Schedules; Incorporates float duration within the model. Assumes associated risk mitigation actions being completed within a timeline of five fiscal years. Metrics include: Confidence in Meeting Production Goal; Confidence in Safety Standards; Confidence in Continuous Operation; Other Metrics can be added as appropriate regarding specific site needs. The adapted risk model can be used as a stand alone decision tool or can be integrated complementary tool-sets (i.e. process and cost models) for project-specific decisions. These support tool-sets can then be integrated with others for site- and complex- level evaluations. Future work includes designing an adaptable and modular framework that would allow integration of multiple tool-sets for holistic and/or targeted evaluation of alternative strategies for decision making that could lead to risk and cost reduction across the enterprise.
This panel focused on alternative treatment of the Hanford Low-Activity Tank Waste. Currently, Tank Waste at the Hanford Site is to be separated into low-activity (LAW) and high-level waste (HLW) fractions, and then vitrified to produce immobilized LAW glass for onsite disposal, and HLW glass for ultimate geologic disposal. This panel discussed several commissioned studies by the National Laboratories, National Academies, and General Accountability Office to evaluate the risks, costs, and benefits associated with considering options for immobilizing portions of the Hanford LAW waste forms. Panelists with presentations: Analysis of Supplemental Treatment Approaches for Low-Activity Waste at the Hanford Nuclear Reservation Overview and Conclusions (Michael Stone); Analysis of Supplemental Treatment Approaches for Low-Activity Waste at the Hanford Nuclear Reservation: Disposal Performance Evaluation (Tom Brouns); National Academies Review of the Study on Supplemental Treatment Approaches of Low-Activity Waste at the Hanford Nuclear Reservation (Charles Ferguson); GAO Observations on Immobilizing Low-Activity Waste at DoE's Hanford Site (David Trimble)
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)
We applied a three-step process, abstracting and analyzing program budgets to examine how Colorectal Cancer Control Program (CRCCP) awardees are structuring their programs and to assess the fidelity of program design to the CRCCP public health model. We reviewed 23 state, one tribal organization, and six university awardee budgets. We assessed resource allocations, staffing structures, and contracted partners and their activities. Awardees allocated 83% of all funds to contracts and personnel. Program managers were the most budgeted personnel type across three measures: number of people, full-time equivalency, and personnel costs. Awardees not only contracted with health care systems and clinics (39% of all contracts) but also contracted other partner types. Contractors were mainly funded to implement evidence-based interventions (25%) and conduct evaluation (24%). Program design varied among awardees in the number of staff (0–22), number of full-time equivalencies (0–5.4), and the number of contracts (1–11) budgeted. State awardees budgeted more resources to contracts, compared with university awardees (57% vs. 31%), while universities budgeted more for total personnel costs (41% vs. 30%). We learned that awardees designed their programs with fidelity to the CRCCP model. Although implementation approaches varied, overall results suggest implementation requires a combination of internal capacities and contracted partners. Budgets provide opportunities to use already existing program data to evaluate program design, partnerships, and planned activities.
The U.S. Department of Energy (DOE) Office of Environmental Management (EM) uses a customized, web-based mapping tool called TRAC (Tracking Restoration and Closure) to communicate information on plume sizes, remedial approaches, regulatory drivers, exit strategies, and long-term stewardship requirements at all sites within the DOE-EM complex. The web-based GIS story maps provide robust geospatial visualization of plumes at DOE sites using an intuitive interface that allows users to explore the plume maps, explanatory text, photographs, and video. This collection of story maps not only communicates information for each individual site, but also summarizes pertinent metrics on cleanup and remaining contaminants across all EM sites. This paper describes a new design within TRAC for communicating metrics on plume status, regulatory cleanup progress, and technology implementation. A principal benefit of TRAC is the ability to view individual pieces of data at a time, permitting targeted questions to be addressed, such as the status of regulatory decisions, site cleanup priorities, and site closure needs for each site within the DOE-EM complex. TRAC manages communication and supports decision-making through knowledge access, data and information transparency and traceability, and inclusive participation. It serves as a common resource that provides consistent information for DOE managers, site personnel, regulators and stakeholders. Because long-term stewardship of legacy waste sites requires ongoing coordination and communication among DOE, regulators, and stakeholders, TRAC can also be used to help transition EM sites to the Office of Legacy Management at site closure. (authors)
This report serves as a program guide to support federal agencies in developing their own policy documents for workplace charging. It provides suggested language that agencies can incorporate into their own policies to define requirements for charging privately owned vehicles (POVs) on government-owned or leased property. The Fixing America's Surface Transportation Act authorizes the U.S. General Services Administration (GSA) and other federal agencies to install, operate, and maintain electric vehicle supply equipment (EVSE) for POVs in parking areas used by federal employees and authorized users, and it requires the collection of fees to recover the costs of installing, operating, and maintaining this equipment. This guide offers details for agency facility managers, transportation personnel, employees, and vendors regarding the charging of electric vehicles (EVs) for use by employees and personnel at government-owned and leased buildings. This guide describes the requirements associated with federal agencies providing EV charging in publicly accessible sites. The policy also describes when and how fees may be imposed to cover costs of electricity, as well as EVSE units and installations in various scenarios.
No abstract prepared.
We describe the implementation of a novel virtual educational program for medical students, Radiation Oncology Virtual Education Rotation (ROVER), and its effect on student interest and knowledge in radiation oncology.
Abstract not provided.
On May 16-20, 2022, federal mission partners (e.g., DOE Consequence Management, CDC, FDA, FBI, DHS) as well as integrated state, local, tribal, and territorial governments took part in Cobalt Magnet 22 (CM22), a large-scale, week-long radiological incident exercise in Austin, Texas, that linked several important national assets (National Search Program, Radiological Assistance Program, and Consequence Management [CM] personnel) into a single response effort. The exercise had nine (9) overarching Objectives and an additional 162 associated Critical Tasks for all the participating organizations. In total, 13 National Core Capabilities spanning 5 Mission Areas were represented in the final exercise. This exercise enabled a full range of capabilities to be fielded together and examine the operational connection between major assets, discover any resource shortages associated with conducting multiple mission areas simultaneously or in close succession, and identify any challenges related to leadership. This report summarizes nearly 100 successes and observations provided from players and controllers supporting the LA Division, Fly Away Laboratory (FAL) and Gamma Spectroscopist operations. The observations were categorized to align with the FRMAC programmatic functional areas to consider for future improvements: Logistics, CBRN Responder, Laboratory Analysis, Sampling and Monitoring, Health and Safety, Gamma Spectroscopist Operations, Fly Away Laboratory, and the FRMAC Interdivision Interoperability Group (FIIG).
Navistar presents the SuperTruck II (ST II) Final Report to the Unites States Department of Energy (US DOE), which covers the five Budget Periods (BPs) from 10-1-2016 through 6-30-2022. For ST II, Navistar built on the achievements of the SuperTruck I (ST I) Program as a catalyst to continue critical research, design and development, testing, and operations to reach the ambitious goals of the ST II project. This approach allowed Navistar to continue contributing to the essential needs of our nation for safe, efficient, and cost-effective delivery of goods and services, as we reduced negative environmental effects and improved operational productivity. This document contains information specified in DOE F 4600.2, Final Scientific/Technical Report DOE F 241.3, B. SCIENTIFIC/TECHNICAL REPORTS, explaining how we met and exceeded program requirements. Throughout this Final Report, Navistar extracted information from documents prepared during the project that represent our management, design and development, building, and testing efforts to meet and exceed SuperTruck II project goals. Navistar followed Plan requirements to achieve / exceed Project Objectives: a) >100% improvement in vehicle freight efficiency (FE) (on ton-MPG basis) relative to 2009 baseline with stretch goal of 140% improvement [actual: 170%); b) >55% engine brake thermal efficiency (BTE) demonstrated in operational engine at a 65-mph cruise point on a dynamometer – ≥31% increase from 2009 baseline [actual: 55.20% of combined BTE) ; and c) development and implementation of commercially cost effective technologies (in terms of a simple payback). Technology selection / development path focused on developing technologies applicable for production within 3-year approach, while ensuring technology readiness and cost of ownership for end users. The Program was organized into five budget periods: Requirements / Technology Assessment and Initial Hardware Testing; Technology Development and Concept Readiness Demonstration; Technology Finalization and Validation Tractor / Trailer Fabrication, Integration and Commissioning Demonstration; and Fuel Economy (FE) and Brake Thermal Efficiency (BTE) and Program Completion. Leadership was provided by DOE, with tasks performed by laboratories (Argonne National Laboratory, Lawrence Livermore National Laboratory); partners at Bosch, TPI, Dana, and J.B. Hunt; , and support from University of Michigan and Clemson University. Navistar lead this team with Principal Investigator / Contracting Officer; Project Manager (PM); Vehicle, Engine, and Aftertreatment Engineers; Finance Manager, Technical Program Leads, and Legal/IP; and other key personnel. Work also included personnel in risk management; funding / budget / finance. Work involved analysis, development, testing, and down selection of individual/system engine, aftertreatment, and vehicle technologies, with integration of selected technologies into a prototype vehicle for demonstration of fuel-efficiency gain. Work also included component/integrated system level development of truck and trailer aerodynamics, base engine efficiency, advanced aftertreatment, combustion efficiency, waste heat recovery, hybrid powertrain, reduced rolling resistance, weight reduction, idle reduction, and driver feedback. As ST II progressed, Navistar performed computer-based modeling / simulations of technologies focused on the primary operational areas: Engine, Aftertreatment, and Vehicle. During the ST II Program, the COVID Virus outbreak unexpectedly challenged by the effects of, which affected staffing, scheduling, design, supplies, availability of materials, production procedures, and testing. The DOE responded by extending the program by three quarters to ensure that project tasks were completed for this vital project. Focus continued on analyzing, developing, testing, and down selecting individual-/system-level engine and vehicle technologies for integration of the final selected technologies into a prototype vehicle that would demonstrate fuel-efficiency gains made possible through these technologies. This included component/integrated system-level development of truck and trailer aerodynamics, base engine efficiency, advanced aftertreatment, combustion efficiency, waste heat recovery, solar power, distributed and intelligent vehicle power, hybrid powertrain, reduced rolling resistance, weight reduction, idle reduction, and driver feedback. Throughout the program, function, reliability, and performance at all levels were ensured through testing. Proof of this approach was demonstrated in multiple, on-road demonstrations: Scenario A (Flatland) Fuel Economy, Scenario B (Hilly) Fuel Economy, and City Cycle Tests. Other benefits derived from ST II included new/improved products, publications, patents, and next-step capabilities related to electric/hydrogen vehicles and autonomous driving.
The contamination legacy of industrialization, militarization, and nuclear arms race poses current or future risks to populations and the environment. Responsible parties and regulators make decisions regarding which sites to clean up, how, how much, and when. This study aimed to provide an information needs template to evaluate and reduce risks to human health when considering whether to initiate or delay remediation. This investigation focused on four aspects of timing and prioritization: 1) management, planning and implementation, 2) source terms, pathways, and exposures, 3) risks and receptors, and 4) external drivers. Within each type, issues were identified and described. Management class included personnel, health and safety data, funding, equipment, and structural integrity. Source term included contaminant sources, pathways, initiating events, and barriers to exposure. Risk included types and exposures to workers and general public. External drivers included regulatory framework, stakeholders, Congressional mandates, and economic and social contexts. Risk may increase over time as contamination spreads, enters aquifers, and reaches receptors, and may decline as radionuclides decay, and plumes dissipate. The overall objective was to provide a template of information that is useful to managers and regulators, and might be used by the public to understand the risks and benefits of re-prioritization cleanup.