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DOE OSTI2025

Business Models for Scaling Demand Flexibility Volume II – Customer relationship management strategies, challenges, and lessons learned from U.S. programs

Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility program customer relationship management strategies, which provide information on value creation and focus on ensuring customers can navigate programs smoothly. This report discusses the role of customer relationship management strategies in demand flexibility programs, characterizes customer relationship management strategies that can be considered during program design and implementation, identifies existing challenges to customer relationship management strategies, and describes lessons learned. This report is part of a series that includes reports on value propositions, stakeholder ecosystem management, and program life cycle.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

LANL Meteorology Program Self-Assessment 2025 Update

The LANL Meteorological (Met) Program has been subject to several external reviews over the past 19 years. The DOE Meteorological Coordinating Council (DMCC) conducted an initial Met Program Site Assist Visit (SAV) in August 2006 (DMCC 2006). A follow-up SAV in August 2015 assessed progress (DMCC 2015), and in June 2023, the DOE Meteorological Subcommittee (DMSC), successor to the DMCC, conducted a second follow-up SAV (DMSC 2023), in which the Met Program was evaluated relative to the following 8 high-level questions: • What is the state of the meteorological services provided to its customers? • What is the quality of meteorological data provided to its customers and is it adequate and available to meet all customer needs? • What is the quality of atmospheric transport and diffusion modeling provided to its customers and is it applicable to complex wind flow patterns at LANL? • Are the current and future meteorological service customers being serviced appropriately? • Are there adequate human resources to meet present and future program customer needs and are they being appropriately leveraged? • Are existing instrumentation, facilities, and systems adequate to meet present and future customer needs? • Are LANL meteorological services conducted in an efficient, cost-effective manner? • Is meteorological data used to ensure safety & health of LANL personnel? More specific evaluations were performed relative to 23 performance objectives extracted from the ANSI/ANS-3.11- 2024 national standard and 14 separate performance objectives associated with consequence assessment and atmospheric transport and diffusion modeling in the consequence assessment element of DOE G 151.1-1B. In 2023, the DMSC SAV Team also reviewed the status of each of the 18 remaining recommendations from its 2015 SAV. Based on this review, DMSC stated in its Exit Briefing that the LANL meteorological program has gotten much stronger and more robust since 2015 and now represents one of the better managed programs within the DOE complex.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2026

Estimating Return on Investment for Energy Technical Assistance Programs

The U.S. Department of Energy's Office of State and Community Energy Programs engaged the National Laboratory of the Rockies to assess the return on investment (ROI) of technical assistance (TA) programs that support state, local, and Tribal energy planning. Although TA delivers value through capacity building, stakeholder engagement, and knowledge transfer, these benefits are often intangible and challenging to monetize. This study reviews existing ROI frameworks and synthesizes the most relevant elements into a hybrid approach tailored to energy TA programs. The proposed framework integrates monetary and non-monetary outcomes through early logic model development, baseline data collection, and the use of proxies for intangible benefits. As a case study, this paper applies this approach to the Communities Local Energy Action Program (Communities LEAP), demonstrating how ROI can inform program design, data strategy, and performance assessment. Findings underscore that ROI should be applied selectively and planned from the outset to ensure data alignment and attribution accuracy. The framework offers TA practitioners a structured approach that can be leveraged for future programs to evaluate and communicate the multifaceted value of TA investments.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2025

A Microreactor Program Plan for The Department of Energy

The DOE Microreactor Program was established in FY 2019 to support research and development (R&D) of technologies related to the development, demonstration, and deployment of low-power, transportable reactors to provide power and heat for decentralized generation in civilian, industrial, and defense energy sectors. The program conducts both fundamental and applied R&D to de-risk technology performance and manufacturability readiness of microreactors. R&D projects and work packages are selected to support concept-neutral technology maturation. The intent is to ensure those concepts can be licensed and deployed by commercial entities to meet specific use case requirements. At the same time, the program will also support R&D specific to certain reactor technology groups (e.g., heat pipe reactors and gas-cooled reactors) to ensure relevancy and address the technology needs of commercial developers. The program will ensure coordination of work and activities across participating laboratories and universities, establish, and manage stakeholder interactions, and support program meetings. These stakeholders include, but are not limited to, industry developers, the U.S. Nuclear Regulatory Commission, the Department of Energy, policymakers, and end users. This document provides an overview of the overall Microreactor Program, including its vision, key technical objectives, and scope of the current and proposed R&D portfolio. It covers a 5-year rolling currently from Fiscal year 2025 through Fiscal year 2030. This document will be revised at least biennially to reflect changing priorities.

99 - GENERAL AND MISCELLANEOUS↗
DOE OSTI2024

Apollo Next Generation Sample Analysis (ANGSA): an Apollo Participating Scientist Program to Prepare the Lunar Sample Community for Artemis

As a first step in preparing for the return of samples from the Moon by the Artemis Program, NASA initiated the Apollo Next Generation Sample Analysis Program (ANGSA). ANGSA was designed to function as a low-cost sample return mission and involved the curation and analysis of samples previously returned by the Apollo 17 mission that remained unopened or stored under unique conditions for 50 years. These samples include the lower portion of a double drive tube previously sealed on the lunar surface, the upper portion of that drive tube that had remained unopened, and a variety of Apollo 17 samples that had remained stored at -27 °C for approximately 50 years. ANGSA constitutes the first preliminary examination phase of a lunar “sample return mission” in over 50 years. It also mimics that same phase of an Artemis surface exploration mission, its design included placing samples within the context of local and regional geology through new orbital observations collected since Apollo and additional new “boots-on-the-ground” observations, data synthesis, and interpretations provided by Apollo 17 astronaut Harrison Schmitt. ANGSA used new curation techniques to prepare, document, and allocate these new lunar samples, developed new tools to open and extract gases from their containers, and applied new analytical instrumentation previously unavailable during the Apollo Program to reveal new information about these samples. Most of the 90 scientists, engineers, and curators involved in this mission were not alive during the Apollo Program, and it had been 30 years since the last Apollo core sample was processed in the Apollo curation facility at NASA JSC. There are many firsts associated with ANGSA that have direct relevance to Artemis. ANGSA is the first to open a core sample previously sealed on the surface of the Moon, the first to extract and analyze lunar gases collected in situ, the first to examine a core that penetrated a lunar landslide deposit, and the first to process pristine Apollo samples in a glovebox at -20 °C. All the ANGSA activities have helped to prepare the Artemis generation for what is to come. The timing of this program, the composition of the team, and the preservation of unopened Apollo samples facilitated this generational handoff from Apollo to Artemis that sets up Artemis and the lunar sample science community for additional successes.

79 ASTRONOMY AND ASTROPHYSICS↗
DOE OSTI2025

Chemical classification program synthesis using generative artificial intelligence

Accurately classifying chemical structures is essential for cheminformatics and bioinformatics, including tasks such as identifying bioactive compounds of interest, screening molecules for toxicity to humans, finding non-organic compounds with desirable material properties, or organizing large chemical libraries for drug discovery or environmental monitoring. However, manual classification is labor-intensive and difficult to scale to large chemical databases. Existing automated approaches either rely on manually constructed classification rules, or are deep learning methods that lack explainability. This work presents an approach that uses generative artificial intelligence to automatically write chemical classifier programs for classes in the Chemical Entities of Biological Interest (ChEBI) database. These programs can be used for efficient deterministic run-time classification of SMILES structures, with natural language explanations. The programs themselves constitute an explainable computable ontological model of chemical class nomenclature, which we call the ChEBI Chemical Class Program Ontology (C3PO). We validated our approach against the ChEBI database, and compared our results against deep learning models and a naive SMARTS pattern based classifier. C3PO outperforms the naive classifier, but does not reach the performance of state of the art deep learning methods. However, C3PO has a number of strengths that complement deep learning methods, including explainability and reduced data dependence. C3PO can be used alongside deep learning classifiers to provide an explanation of the classification, where both methods agree. The programs can be used as part of the ontology development process, and iteratively refined by expert human curators.

Artificial Intelligence↗
DOE OSTI2026

Classical-Quantum Algorithm for Solving Stochastic Programs

Stochastic programming provides a rigorous mathematical framework for making decisions under uncertainty in a risk-aware manner. Two-stage stochastic programming is, perhaps, the simplest form of this framework. Here the first-stage variables represent decisions that must be made "here and now" in the face of uncertainty, while the second-stage variables are decisions made after uncertain events. However, the broad adoption of stochastic programming has been hindered by computational challenges caused by the two-stage stochastic programming formulation which requires solving an ensemble of optimization problems. Using quantum amplitude estimation (QAE), quantum computers have shown the theoretic ability to compute expectations with Monte-Carlo methods with quadratically fewer samples than classical methods. In this work, we present a quantum algorithm for computing the expectation term using QAE for given first-stage decisions. Further, we detail methods of computing gradient information from the quantum calculation enabling the application of classical gradient-based optimization techniques. The result is a classical-quantum hybrid method of solving two-stage stochastic programs. These techniques are demonstrated with computational experiments based an engineering optimization problem.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2025

Business Models for Scaling Demand Flexibility Volume III – Stakeholder ecosystem management challenges, and lessons learned from U.S. programs

Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility program stakeholder ecosystem management strategies, which provide information on value delivery and describe how program implementers leverage partner capabilities and collaborate to deliver customer and grid benefits. This report discusses the role of stakeholder ecosystem management in demand flexibility programs, identifies existing challenges to effective stakeholder management, and describes lessons learned. This report is part of a series that includes reports on value propositions, customer relationship management strategies, and program life cycle.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2024

Fermilab Neutrino Program – Accelerators & Experiments

We provide an overview of the Fermilab neutrino program, including details for both the accelerator and experiment aspect of the program. On the accelerator side, the current operation of the proton complex is presented, alongside the status of the upcoming PIP-II upgrade and the newly proposed ACE-MIRT upgrade. On the detector side, the SBN and NOVA programs are presented, as well as the status of the upcoming DUNE/LBNF upgrade. The Fermilab neutrino program planning is contextualized in terms of the recent P5 report, as well as ongoing discussions on future flavor and collider programs.

43 PARTICLE ACCELERATORS↗
DOE OSTI2025

Federal Home-to-Work Electric Vehicle Program Guide

This document serves as a comprehensive resource for Federal agencies in developing their own program resources that promote the efficient and effective use of electric vehicles (EVs) for home-to-work travel while ensuring compliance with Federal regulations and sustainability objectives. One mission of the U.S. Department of Energy's Federal Energy Management Program (FEMP) Fleet program is to help federal fleet managers meet or exceed statutory requirements related to energy and environmental performance while improving overall fleet efficiency, reducing costs, and meeting mission requirements. To further this mission, FEMP provides resources to support Federal agencies with increasing alternative fuel vehicle (AFV) acquisitions and reducing petroleum use. EVs are AFVs and help agencies meet federal fleet requirements. Federal fleets include government-owned EVs used for home-to-work travel. The purpose of this document is to serve as a guide for Federal agencies in developing their own internal program documents to manage government-owned EVs used for home-to-work travel. Federal agencies should consult their counsel and consider their own policies and authorities in the implementation of any policies or best practices regarding government-owned EVs used for home-to-work travel. The guide provides key considerations for agencies, including launching a pilot program to fine-tune best practices, conducting a cost-benefit analysis to compare home versus public charging, and exploring cost-effective solutions, such as installing standard outlets instead of dedicated charging stations. The guide underscores the importance of legal and financial considerations, such as verifying agency authority to install home charging infrastructure at an employee's home, ensuring the availability and appropriateness of using agency funds for home charging infrastructure, and understanding the tax implications of reimbursements.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

Capability Building Progression of an Insider Threat Mitigation Program at International Nuclear Power Plant

With threats to nuclear facilities continuously evolving, the development and implementation of insider threat mitigation programs is increasingly important. The Office of International Nuclear Security within the U.S. Department of Energy’s National Nuclear Security Administration (DOE/NNSA’s) developed the “Insider Threat Mitigation Program: Facility Implementation Handbook” to assist organizations to be better positioned to minimize the risks posed by malicious insiders. The handbook identified eight elements that contribute to the development and implementation of insider threat mitigation programs. This report outlines the development of a capability building progression of an insider threat mitigation program at international nuclear power plants. This information can be stand-alone or be accompanied by a technical exchange with subject matter experts to support development and implementation of programs with interested international partners.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2026

United States Nuclear Data Program Annual Report for Fiscal Year 2025

The US Nuclear Data Program (USNDP) Annual Report for Fiscal Year 2025 summarizes the work of USNDP for the period of October 1, 2024 through September 30, 2025, with respect to the Work Plan for FY 2025 that was prepared in 2024. The Work Plan and Final Report for USNDP are prepared for the DOE Office of Science, Office of Nuclear Physics. The support for the nuclear data activity from sources outside the US Nuclear Data Program is summarized in the staffing table and Appendix A. This leverage amounts to about 22.8 FTE scientific, to be compared with 21.9 FTEs at USNDP units funded by the DOE Office of Science, Office of Nuclear Physics. Since it is often difficult to separate accomplishments funded by various sources, some of the work reported in the present report was accomplished with nuclear data program support leveraged by other funding. FY 2025 was the 25th year in which the USNDP has operated under a Work Plan developed by the program participants. The program continued to carry out important work in support of the DOE mission. The work balances the ongoing collecting, analyzing, and archiving of nuclear physics information critical to basic nuclear research and to the development and improvement of nuclear technologies with the electronic distribution of this information to users in a timely and easily accessible manner. The present section of the report consists of activity summaries for the major components of the USNDP. This is followed by an updated staff level assignment table that reflects the final distribution of effort among the tasks carried out during FY 2025. Then, we continue with the detailed status of work performed during FY 2025.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗
DOE OSTI2026

History of the Chemical Stockpile Emergency Preparedness Program – Volume 2: Lessons Learned (Final Report 2026)

The CSEP Program involved multiple federal agencies, multiple states, and numerous local units of government. The involvement of diverse agencies at different levels of government led to conflict and difficulty in resolving issues. That, in turn, led to slow progress in achieving program goals. Program management was criticized repeatedly by the U.S. General Accounting Office (GAO). After other mechanisms for interagency coordination had failed to give the desired results, FEMA and the Army agreed to form site-specific and national-level IPTs. The IPTs worked well to break the logjam and accelerate implementation of the program. Key elements of the IPTs’ success included constant interagency communication, solving problems at the lowest level, and obtaining buy-in from higher authority. The IPT technique could be applied to other emergency management and homeland security programs that require interagency coordination.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
DOE OSTI2025

Diffractive Physics Program at the Electron–Ion Collider’s (EIC) 2 nd Detector

The Electron–Ion Collider (EIC) will be a novel experimental facility to explore the properties of gluons in nucleons and nuclei, shedding light on their structure and dynamics. The EIC community outlined the physics program of the EIC in a White Paper, and the demanding detector re quirements and potential technologies to deploy at an EIC detector were published in a comprehensive Yellow Report. The general-purpose detector resulting from these efforts, ePIC, is designed to perform a broad physics program. At the same time, the wider EIC community is strongly in favor of a second detector at the EIC. Having two general-purpose collider detec tors to support the EIC science program allows us to have cross-checks and control of systematic uncertainties for potential scientific discoveries. The second detector should feature complementary technologies where possible. It can also focus on specific measurements that are less well-addressed by ePIC. The second interaction region provides potentially improved forward detector acceptance at low pT and a secondary beam focus that enables to enhance the exclusive, tagging, and diffractive physics program. Hereby, I will present the potential capabilities of the second detector and discuss studies related to its diffractive physics program.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗
DOE OSTI2026

Evaluation Toolkit for Technical Assistance Programs

Across the United States, every home, business, industry, and government depends on abundant, reliable, and affordable electricity. Energy stakeholders have many options to improve how energy is generated, distributed, and used, but choosing the right path can be complex and challenging. To support more informed decision-making about local electricity systems, the U.S. Department of Energy (DOE) and its national laboratories provide customized technical assistance (TA) through several different programs. These TA programs are designed to support a wide range of stakeholders with a variety of needs. Technical assistance may include brief consultations with subject-matter experts, in-depth technical modeling and analysis, stakeholder engagement, and peer-to-peer exchange. Delivering effective TA is an iterative process that requires evaluation and adaptation. A comprehensive and robust evaluation framework provides the structure needed to ensure that TA programs and practitioners remain effective, responsive to industry trends, and aligned with local needs. This toolkit provides a framework—including a clear, structured process—that TA program staff can adapt to their program's goals to evaluate success.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2025

RTN-011: Rubin Observatory Plans for an Early Science Program

This document outlines Rubin Observatory's plans for a dedicated \emph{Early Science Program} to enable high-impact science prior to the first annual data release of the Legacy Survey of Space and Time (LSST). Components of the Early Science Program include releasing science-grade commissioning data products via a series of ``Data Previews,'' ramping up of the transient alert stream during commissioning, implementing a program of incremental template generation to augment alert production in the early phases of the survey, and the first LSST Data Release, DR1, based on the first 6 months of data from the LSST. A detailed breakdown of which data products can be expected when is provided. The Rubin Operations team is working closely with the science community to optimize the Early Science Program for the time-domain and solar system science achievable in the first year of operations. This is a living document; both it and the Early Science Program will continue to evolve over the course of commissioning and pre-operations in response to the state of the as-built system and to community guidance.

79 ASTRONOMY AND ASTROPHYSICS↗
DOE OSTI2025

INTEGRATION OF DATA ANALYTICS WITH SYSTEM HEALTH PROGRAMS

Industry equipment reliability and asset management programs are essential elements that help ensure the safe and economical operation of nuclear power plants. The effectiveness of these programs is addressed in several industry developed and regulatory programs. However, these programs have proven to be labor intensive and expensive. There is an opportunity to significantly enhance the collection, analysis, and use of this information to provide more cost-effective plant operation. Additionally, there is an acute industry need to leverage advanced technology to reduce costs and improve operational effectiveness. The goal of this paper is to provide effective and efficient analytical methods and tools to support risk-informed decisions for the equipment reliability and asset management programs at nuclear power plants. This is accomplished by creating a direct bridge between component health/lifecycle data and decision making (e.g., maintenance scheduling and project prioritization). Here we are supporting typical system engineer decisions regarding maintenance activity scheduling and component ageing management. This is performed in a risk-informed context where herein the term “risk” is broadly constructed to include both plant reliability and economics. This framework combines data analytics tools to analyze equipment reliability data with risk-informed methods designed to support system engineer decisions (e.g., maintenance and replacement schedules, optimal maintenance posture) in a customizable workflow. A challenge is that the structure of this workflow strongly depends on the decision that needs to be made, the type of data available, and the constraints that need to be considered. Current methods are designed to provide specific answers to specific problems; however, these methods might prove to be inadequate even when problem settings slightly change (e.g., different types of requirements, additional dependencies between system reliability and economics). We tackled this challenge by designing framework in a flexible and modular fashion such that the user can assemble and customize his/her own workflow that integrates SSC economic lifecycle models (e.g., maintenance and replacement costs), system reliability models, and optimization methods.

97 - MATHEMATICS AND COMPUTING↗
DOE OSTI2025

Applying Social Science Methods to Assess and Improve Program Outcomes: A Case Study on the Gap Region Outreach Project

This paper outlines a replicable framework for assessing gaps, reach, and the impact of technical assistance (TA) programs, using the Energy to Communities (E2C) Gap Region Outreach Project as a case study. By applying qualitative social science methods, this framework provides tools for effectively engaging with underrepresented regions, identifying barriers to participation, and tailoring solutions to local needs. The study highlights the importance of leveraging stakeholder insights to address disparities in program engagement and participation, offering actionable recommendations to enhance program responsiveness and optimize resource allocation. This approach serves as a guide for practitioners seeking to expand the reach and effectiveness of federally funded TA programs while ensuring alignment with community priorities and capacity needs.

99 GENERAL AND MISCELLANEOUS↗