Engineering Papers⌕ Search

SEARCH · Engineering Papers

Results for “Process Mission Teams”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 19 records

Innovative Pathways: Transforming Impact Investments to Working Capital For Early Stage Cleantech Companies: Los Angeles Cleantech Incubator (January 1, 2020 to March 31, 2020)

Project Objectives: The focus for the entirety of the last quarter was on the completion of the pilot loan funding within our portfolio, and the closing out of our DOE-CAP Grant: “Innovative Pathways: Transforming Impact Investments to Working Capital for Early Stage Cleantech Companies.” The fourteenth quarter (Q14) of the program performance was also dedicated toward two main activities: the continued fundraising efforts for a formalized LACI debt fund, as well as finalization of the lending processes for pilot underwriting amongst the LACI Team and with Mission Driven Finance. This quarter marked key successes around the workflows of the DOE-CAP grant, specifically around fund capitalization efforts. Activities during the thirteenth quarter included: 1. Finalization of the DOE-CAP grant activities and work-flows; 2. Due diligence, underwriting and issuance of one (1) loan in Q1 2021 and three (3) in Q4 2020 for technology providers in grant-funded zero emissions mobility & community pilots, in partnership with LACI and local organizations, totaling ten (10) total loans; 3. Development of fundraising and marketing materials, and distribution to 30+ possible funding sources over the course of Q13 & Q14; and 4. Reinvigoration of conversations with Mission Driven Finance, the prospective underwriting partner for key activities and governance documents, and finalization of all loan processing activities once the fund is capitalized

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NDMAS System and Process Description

This report provides an overview of the system and its components, defines roles and responsibilities, describes the internal processes that the NDMAS team uses to carry out the mission, and describes hardware and software used by the team.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

North Slope Alaska and Tethered Balloon Systems: ARM Facilities Monthly Status Update

In support of the DOE Office of Science, Sandia National Labs is one of nine national laboratories which oversees the Atmospheric Radiation Measurement (ARM) Program. The Sandia ARM team has an obligation to fulfill its mission to provide the nation with data to improve the understanding of climate processes and the representation of those processes in climate models. Sandia’s ARM team’s ability to provide detailed and accurate descriptions of the Earth’s atmosphere in diverse climate regimes assists the DOE in development of sustainable solutions to the nation’s energy and environmental challenges. Sandia Labs manages ARM atmospheric facilities along the North Slope of Alaska (NSA) at Utqiagvik as well as the Tethered Balloon System (TBS). Activities conducted at NSA and with the TBS aide in data collection for the ARM data archive. An overview of these activities for the month of December follows.

54 ENVIRONMENTAL SCIENCES↗

Long-awaited study shows chlorine can give the pit production mission a boost

As much of America ramped down for winter break in 2021, a small team composed of members of both the Actinide Materials Processing & Power (AMPP) and the Nuclear Engineering & Nonproliferation (NEN) divisions found themselves in the middle of Nevada performing experiments with chlorine and plutonium, watching the very results they’d long hoped for roll in — just in time for the holidays.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

Identification and prioritization of high risk deteriorating support infrastructure - 15475

Identification and prioritization for the re-capitalization of deteriorating waste processing and storage support infrastructure and information technology (IT) is essential for a safe, cost effective, and sustainable waste management program. Funding restraints have limited programs to performing only maintenance on aging infrastructure support systems whose operational costs, technological obsolescence, and reliability risks continue to grow without a disciplined and balanced re-capitalization program. Savannah River Site (SRS) comprises both Department of Energy Environmental Management and NNSA missions, and includes a lab, Savannah River National Laboratory. SRS has developed a crosscutting identification and prioritization tool and process that provides integration of all Site mission support infrastructure re-capitalization requirements and prioritizes into a single database that can be readily accessed for infrastructure investment decisions. This database, referred to as the SRS Critical Integrated Infrastructure Priority List (CIIPL) captures risk data that includes impacts toward safety, regulatory compliance, mission, and cost for inclusion in its prioritization process. Further, the CIIPL provides a status of each entered project's readiness for execution that includes funding source, reliability of current cost estimate, and an out year budget profile. The SRS CIIPL, created in 2009, was initially comprised of re-capitalization projects for the Site's common infrastructure (i.e. shared roads and utilities) that supported all Site missions and activities. As mission program funding became constrained, the value for a Site wide integrated prioritization tool became more apparent and the CIIPL grew to include all Site mission and tenant activities which included safeguards and security requirements. The SRS CIIPL has become a highly effective tool for achieving senior management situational awareness of the Site's most pressing support infrastructure and IT needs. The mission programs have used the CIIPL to prioritize and fund high risk projects within their own program budgets. This past year, the CIIPL was used as a budgeting and decision making tool to allocate funding for two common infrastructures high risk projects for the FY16 Site budget submission and has received laudatory comments from DOE headquarters review teams. The SRS CIIPL and its process can be a benefit to other waste management organizations by demonstrating a proven approach toward the integration of support infrastructure and IT re-capitalization requirements across diverse mission and tenant boundaries. The SRS CIIPL can provide senior management with an objective decision making tool that delivers a balanced evaluation of project requirements in terms of multiple risk criteria; safety, regulatory, mission, and cost impacts. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

Science of the Van Allen Probes Science Operations Centers

The Van Allen Probes mission operations materialized through a distributed model in which operational responsibility was divided between the Mission Operations Center (MOC) and separate instrument specific SOCs. The sole MOC handled all aspects of telemetering and receiving tasks as well as certain scientifically relevant ancillary tasks. Each instrument science team developed individual instrument specific SOCs proficient in unique capabilities in support of science data acquisition, data processing, instrument performance, and tools for the instrument team scientists. In parallel activities, project scientists took on the task of providing a significant modeling tool base usable by the instrument science teams and the larger scientific community. With a mission as complex as Van Allen Probes, scientific inquiry occurred due to constant and significant collaboration between the SOCs and in concert with the project science team. Planned cross-instrument coordinated observations resulted in critical discoveries during the seven-year mission. Instrument cross-calibration activities elucidated a more seamless set of data products. Specific topics include post-launch changes and enhancements to the SOCs, discussion of coordination activities between the SOCs, SOC specific analysis software, modeling software provided by the Van Allen Probes project, and a section on lessons learned. One of the most significant lessons learned was the importance of the original decision to implement individual team SOCs providing timely and well-documented instrument data for the NASA Van Allen Probes Mission scientists and the larger magnetospheric and radiation belt scientific community.

47 OTHER INSTRUMENTATION↗

Electrochemical Denitration and Caustic Generation (EDCGe) System: Year One Project Report

An advanced electrochemical denitration and caustic generation (EDCGe) system is being developed to process legacy waste through the direct feed high-level waste (DFHLW) flowsheet at Hanford. This system aims to destroy nitrates and organics in DFHLW and potentially DFHLAW feeds, significantly reducing off-gas concerns from both process safety and process flowsheet perspectives. Supported by a multidisciplinary team, this effort includes creating a tandem denitration electrolyzer/off-gas system as part of a broader mission to accelerate waste treatment through fundamental and applied research and development initiatives. The progress for the first year of the three-year program to develop technology for the EDCGe system is described within this document.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

G3P3 Phase 3 Project Execution Plan. Issue 1

The National Solar Thermal Test Facility (NSTTF) at Sandia National Laboratories New Mexico (SNL/NM) developed this Project Execution Plan (PEP) to document its process for executing, monitoring, controlling and closing-out Phase 3 of the Gen 3 Particle Pilot Plant G3P3. This plan serves as a resource for stakeholders who wish to be knowledgeable of project objectives and how they will be accomplished. The plan is intended to be used by the development partners, principal investigator, and the federal project director. Project objectives are derived from the mission needs statement, and an integrated project team assists in development of the PEP. This plan is a living document and will be updated throughout the project to describe current and future processes and procedures. The scope of the PEP covers: Cost, schedule, and scope Project reporting Staffing plan Quality assurance plan Environment, safety, security, and health This document is a tailored approach for the Facilities Management and Operations Center (FMOC) to meet the project management principles of DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets , and DOE G 413.3-15, DOE Guide for Project Execution Plans. This document will elaborate on content as knowledge of the project is gained or refined.

14 SOLAR ENERGY↗

NASA analysis of space mission options for the 2025 planetary defense conference hypothetical asteroid impact threat scenario

The 2025 Planetary Defense Conference (PDC) hypothetical asteroid impact threat exercise is being conducted in coordination with the United Nations-endorsed Space Mission Planning Advisory Group (SMPAG), exercising SMPAG's processes for assessing space mission options and communicating to decision makers. Here, in this paper, we describe the work performed by our NASA-led team and present the results we contributed to the SMPAG effort for the exercise. Our NASA-led team assessed mission options for asteroid reconnaissance (flyby and rendezvous), deflection, and robust disruption using several viable techniques: kinetic impactors, ion beam deflection, and nuclear explosive devices. Our simulations and analyses considered how much change-in-velocity an asteroid can tolerate before fragmentation onset, and we worked towards establishing requirements for robustly disrupting an asteroid. Heuristics informed by the simulation results are incorporated into optimization of deflection and disruption mission campaign options. Finally, we make some observations about useful generalizations from these results with potential applicability to any planetary defense scenario.

Asteroid deflection↗

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↗

Proliferated Resilient Economical Half-Meter Aperture Space Telescopes (PREEMPT)

The PREEMPT LDRD was motivated by a major national need for better space-based imaging systems that are both high performing and affordable for the US Government. Current optical payloads for intelligence, surveillance and reconnaissance (ISR) and space domain awareness (SDA) missions can cost hundreds of millions of dollars and take years to develop, which makes it difficult to build the large constellations required for persistent, world-wide coverage. To address this, the team aimed to advance a different kind of large-aperture (>25 cm) telescope, called a monolithic telescope, in which key optical surfaces are built into a single piece of fused silica. This design greatly reduces payload and spacecraft complexity, the need for precision focus actuators, improves mechanical and thermal robustness, and lowers cost when compared with traditional Cassegrain telescopes that rely on many precisely aligned components. The project focused on five primary thrusts. The first thrust was to advance the concept of a V10, 25 cm, monolithic telescope forward from optical design to flight-ready stage. This was accomplished in partnership with Optimax, who delivered the first test unit in the early stages of the LDRD. The team developed several technologies necessary for this optic to be integrated into a flight demonstration. These include carbon fiber housings, highly detailed structural and thermal models and stress-reducing elastic averaging Hirth groove designs. These technologies resulted in a successful maturation of the optic, which is now slated to fly in late 2026/early 2027 for a demonstration mission. The second thrust was to advance the manufacturability of these optics. In collaboration with NIF’s optical manufacturing shop, we reduced polishing time from 480 hours to 65 hours through the implementation of optimized processes and new tools. The NIF team utilized a conceptual V8 (18 cm) optic to demonstrate this optimization, though it can be applied to the rest of the monolithic optic portfolio. Third, the team developed the first conceptual V20 (50 cm) payload, which is slated to be the next generation of LLNL optical payload systems. A set of structural, dynamic and thermal simulations were performed to identify potential challenges in the future development of this payload. Early-stage simulations suggest the payload is feasible, though thermal management will be the key focus area to maintain optimal performance. Fourth, a non-linear model of Viton was developed, to further enhance the reliability of our structural and dynamic models for future payloads. Viton acts as the primary interface material between the optic and its housing. Lastly, the team focused on successfully displaying the feasibility of using additively manufactured metal composites for optical space payloads. The team successfully demonstrated layer by layer deposition of Al-SiC composites, which have highly tunable structural and coefficient of thermal expansion (CTE) properties. These are crucial for optical payloads because CTE mismatch is one of the causes for degraded optical performance for telescopes in orbit. Overall, the work showed that monolithic telescopes could become a practical, lower-cost path to high-resolution space imaging for both national security and scientific missions.

42 ENGINEERING↗

Savannah River National Laboratory Collaborative Innovation Pilot Team - 17560

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

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

Research Software Engineering at Oak Ridge National Laboratory

Research software engineers (RSE) play a vital role in scientific discoveries worldwide. They lead the core development of the applications, libraries, and tools that enable today’s supercomputers to process the vast volumes of data generated from the world’s most extensive and complicated scientific instruments and facilities. This article describes the mission, culture, and practices of RSE teams at Oak Ridge National Laboratory (ORNL), including their team dynamics and composition, work ethics, standard practices, and ever-evolving skill sets vital to pursuing scientific innovations and implementing novel ideas. We describe the lessons learned from specific activities that contribute to shaping the identity and growth of RSE roles at ORNL. Lastly, we provide our view for the near future on effective strategies for establishing, leading, and nurturing RSE teams and building a thriving community in collaboration with science stakeholders.

42 ENGINEERING↗

Cooperative Agreement To Analyze variabiLity, change and predictabilitY in the earth SysTem (CATALYST)

CATALYST proposes to perform foundational coordinated research in a team-oriented collaborative effort aimed at advancing a robust understanding of modes of Earth system variability and change using models, observations and process studies. The proposed research will address the DOE/BER mission by exploring the limits to predictability, identifying fundamental underlying mechanisms, quantifying interactions among modes of variability, and discovering tipping points in the Earth system to understand the current and future impacts of these phenomena on regional and global climate. Four fundamental gaps are identified in our knowledge of the Earth system: 1) What are the limits to predictability on various timescales? 2) What are the interactions among modes of Earth system variability? 3) How may modes of Earth system variability change in response to changes in external forcing, and what are the tipping points involved with those changes? 4) How are high impact events connected to modes of Earth system variability and how may they change in the future? Related to those gaps in our knowledge, we formulate four research objectives to address those gaps using a combination of Earth system models (ESMs) and machine learning (ML) methods. Research Objective 1 (RO1) addresses the first gap above and proposes to understand modes of variability and their limits of predictability on subseasonal to decadal timescales using ESMs and ML. Research Objective 2 (RO2) addresses the second gap and proposes to use a hierarchy of models to understand relevant processes and feedbacks related to how modes of variability interact with each other. Research Objective 3 (RO3) is designed to study the third gap and proposes to examine the role of external forcings in changes of modes of Earth system variability and their interactions, and the likelihood and predictability of tipping points and irreversible changes. Research Objective 4 (RO4) will address the fourth gap and proposes to use high resolution ESMs, regionally refined models (RRMs), and ML methods to investigate the relationships between high impact events (e.g. flash droughts and precipitation extremes, atmospheric rivers (ARs), tropical cyclones (TCs), storm surge/sea level rise), the synoptic systems that produce them, and their changes related to modes of Earth system variability. The research will involve the use of the Community Earth System Model (CESM), Energy Exascale Earth System Model (E3SM), CMIP multi-model data sets, a hierarchy of simpler models, and numerous observational data sets. In the course of the proposed research, CATALYST will contribute to metrics and diagnostics that will be integrated in Coordinated Model Evaluation Capabilities (CMEC), particularly with regards to the Quasi-biennial Oscillation (QBO) and its interactions with the Madden-Julian Oscillation (MJO), high atmospheric pressure blocking, and new precipitation metrics.

54 ENVIRONMENTAL SCIENCES↗

Replacement of Melter 2 at the Defense Waste Processing Facility (DWPF) - 18608

The original DWPF melter was replaced in 2002 with an identical unit, and radioactive operation of Melter 2 commenced in 2003. After nearly 14 years of service, a lower electrode failure of Melter 2 occurred in February 2017 which required its removal and replacement with Melter 3. The scope of the replacement outage involves several significant evolutions: - Shutdown of Melter 2 and placement into a safe state; - Remote external and internal inspection of Melter 2 to chronicle its condition prior to removal; - Disassembly and removal of Melter 2 from the process cell; - Placement of Melter 2 into a storage box and transport to a storage vault; - Preparation and initial testing of Melter 3 prior to transport to the DWPF; - Transport to the DWPF and installation of Melter 3 in the process cell; - Final startup testing and initiation of radioactive operation. Upon determination that repair of Melter 2 was not feasible, DWPF created an outage team to integrate schedules and resources needed to execute melter replacement as well as including maintenance scope for facility work that can only be performed when the melter is de-energized. The execution of this scope required integration with other mission critical outage activities already in progress, and planned to start, including initial facility tie-in scope for the new Salt Waste Processing Facility (SWPF). This unplanned addition of the melter replacement scope to the existing outage scope resulted in the longest facility outage period since the initiation of radioactive operations at the DWPF in 1996. Successful completion of this scope across all Liquid Waste facilities would require balance - for schedules, resources, priority, funding, etc. To overcome the significant challenges created by this additional scope, a WAR Room was established to ensure adequate integration and coordination of critical resources, and daily progress. The execution of this scope has required the integration of nearly two dozen work groups across multiple facilities at Savannah River Site (SRS), in addition to support from nearly a dozen vendors. The melter replacement outage was executed with a high degree of disciplined operation to ensure the facility was ready to resume glass pouring operation in time to support restart of the Liquid Waste program at the Savannah River Site (SRS). This paper will provide a brief overview of Melter 2 operational history. The execution of the removal and replacement operations will be described with a specific focus on lessons learned and opportunities where the outage execution diverged from the original Melter 1 replacement outage. It is expected to be of interest to vitrification facilities, as well as facilities, which require remote maintenance and replacement of large process equipment. (author)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

University of Nebraska unmanned aerial system (UAS) profiling during the LAPSE-RATE field campaign

Abstract. This paper describes the data collected by the University of Nebraska-Lincoln (UNL) as part of the field deployments during the Lower Atmospheric Process Studies at Elevation – a Remotely-piloted Aircraft Team Experiment (LAPSE-RATE) flight campaign in July 2018. The UNL deployed two multirotor unmanned aerial systems (UASs) at multiple sites in the San Luis Valley (Colorado, USA) for data collection to support three science missions: convection initiation, boundary layer transition, and cold air drainage flow. We conducted 172 flights resulting in over 21 h of cumulative flight time. Our novel design for the sensor housing onboard the UAS was employed in these flights to meet the aspiration and shielding requirements of the temperature and humidity sensors and to separate them from the mixed turbulent airflow from the propellers. Data presented in this paper include timestamped temperature and humidity data collected from the sensors, along with the three-dimensional position and velocity of the UAS. Data are quality-controlled and time-synchronized using a zero-order-hold interpolation without additional post-processing. The full dataset is also made available for download at https://doi.org/10.5281/zenodo.4306086 (Islam et al., 2020).

Islam, Ashraful (ORCID:000000022826269X)↗

Winning Asset Management Improvement Team: Maintenance Planning and Scheduling in a Highly Regulated Environment

The Y-12 National Complex (Y-12) site has numerous aging facilities that are crucial to the Department of Energy and the national security strategy for the nation. Y-12’s commitment to safety and regulatory compliance is of the highest importance. The commitment to meet the national security mission also creates additional rigor and complexity to the everyday maintenance and planning process. Y-12 is a collection of many facilities, both old and new, nestled between two ridges in Oak Ridge, TN. Y-12 was made with the short-term focus of ending “The Great War” through the creation of the worlds’ first atomic bomb. Almost eighty (80) years have passed since the groundbreaking, with the mission of the site changing from decade to decade. While the mission has changed, the way Y-12 employees continuously meet the challenge has not. The site was created to react and overcome; Y-12 still takes pride in the ability to react and overcome. The difference is the site is no longer ignorant to the need for a better way to manage the aging facilities and infrastructure. Shear willpower and determination was once the way to reach the objectives, but as a wise man once said, “Work smarter, not harder.” The business case for change started within the senior leadership at Y-12. A team of managers sat down and dictated objectives to provide a clear scope for the maintenance planning and scheduling optimization team, to include our Eruditio integrated blended learning coaches. In addition to providing the direction, they also made themselves available for escalation of issues in the event the team ran in to road blocks.

99 GENERAL AND MISCELLANEOUS↗

Laboratory and Field Testing of Commercially Available Detectors for the Identification of Chemicals of Interest in the Nuclear Fuel Cycle for the Detection of Undeclared Activities

Traditionally, IAEA inspectors have focused on the detection of nuclear indicators as part of infield inspection activities. The ability to rapidly detect and identify chemical as well as nuclear signatures can increase the ability of IAEA inspectors to detect undeclared activities at a site. Identification of chemical indicators have been limited to use in the analysis of environmental samples. Although IAEA analytical laboratories are highly effective, environmental sample processing does not allow for immediate or real-time results to an IAEA inspector at a facility. During a complementary access inspection, under the Additional Protocol, the use of fieldable technologies that can quickly provide accurate information on chemicals that may be indicative of undeclared activities can increase the ability of IAEA to effectively and efficiently complete their mission. The Complementary Access Working Group (CAWG) is a multi-laboratory team with members from Brookhaven National Laboratory, Idaho National Laboratory, Los Alamos National Laboratory, and Sandia National Laboratory. The team identified chemicals at each stage of the nuclear fuel cycle that may provide IAEA inspectors with indications that proliferation activities may be occurring. The group eliminated all indicators related to equipment, technology and training, developing a list of by-products/effluents, non-nuclear materials, nuclear materials, and other observables. These proliferation indicators were prioritized based on detectability from a conduct of operations (CONOPS) perspective of a CA inspection (for example, whether an inspector actually can access the S&O or whether it is in process with no physical access), and the IAEA’s interest in the detection technology in conjunction with radiation detectors. The list was consolidated to general categories (nuclear materials from a chemical detection technique, inorganic chemicals, organic chemicals, halogens, and miscellaneous materials). The team then identified commercial off the shelf (COTS) chemical detectors that may detect the chemicals of interest. Three chemical detectors were selected and tested both in laboratory settings and in field operations settings at Idaho National Laboratory. The instruments selected are: Thermo Scientific TruDefender FT (FTIR), Thermo Scientific FirstDefender RM (Raman), and Bruker Tracer III SD (XRF). Functional specifications, operability, and chemical detectability, selectivity, and limits of detection were determined. Results from the laboratory and field tests will be presented. This work is supported by the Next Generation Safeguards Initiative, Office of Nonproliferation and International Security, National Nuclear Security Administration.

38 RADIATION CHEMISTRY, RADIOCHEMISTRY, AND NUCLEA↗