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Evaluating interventions through long-term human mobility data: initial methods and lessons learned. The tool generated a rich dataset for research and evaluation of behavior that would otherwise be unobserved. The data enabled robust energy estimation of the program. Practice revealed a need for further refinement to reduce participant data input burden.
There is a significant impact of dimensional errors in systems. Dimensional analysis is difficult due to the large size of systems. SA4U and Scalpel are practical programs which can have an impact beyond traditional software as they are able to perform precise dimensional analysis and repair C++ source code.
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)
Purpose: To design and implement a unique training program that uses a phantom-based simulator to teach the process of prostate brachytherapy (PB) quality assurance and improve the quality of education. Methods and Materials: Trainees in our simulator program were practicing radiation oncologists, radiation oncology residents, and fellows of the American Brachytherapy Society. The program emphasized 6 core areas of quality assurance: patient selection, simulation, treatment planning, implant technique, treatment evaluation, and outcome assessment. Using the Iodine 125 ({sup 125}I) preoperative treatment planning technique, trainees implanted their ultrasound phantoms with dummy seeds (ie, seeds with no activity). Pre- and postimplant dosimetric parameters were compared and correlated using regression analysis. Results: Thirty-one trainees successfully completed the simulator program during the period under study. The mean phantom prostate size, number of seeds used, and total activity were generally consistent between trainees. All trainees met the V100 >95% objective both before and after implantation. Regardless of the initial volume of the prostate phantom, trainees' ability to cover the target volume with at least 100% of the dose (V100) was not compromised (R=0.99 pre- and postimplant). However, the V150 had lower concordance (R=0.37) and may better reflect heterogeneity control of the implant process. Conclusions: Analysis of implants from this phantom-based simulator shows a high degree of consistency between trainees and uniformly high-quality implants with respect to parameters used in clinical practice. This training program provides a valuable educational opportunity that improves the quality of PB training and likely accelerates the learning curve inherent in PB. Prostate phantom implantation can be a valuable first step in the acquisition of the required skills to safely perform PB.
As a reminder, the primary task of the 4C Program is to increase the commercialization rate of cleantech companies in California. Commercialization, broadly defined, is the innovation continuum of developing and introducing a new product or service into the market. For measurability, the 4C Program defines commercialization as encompassing a startup’s: (a) preparation, (b) incubation, (c) commercial-scale pilot / demonstration, and (d) first customer.
The overall objectives of the project were to (1) Identify personal and social norms, peer effects, demographics and contextual factors (such as household energy expenditures, experience with outages, charging infrastructure availability) that may facilitate or hinder Solar-EV co-adoption; (2) outline strategies for the design of programs and practices that will enable reasoned RPV and EV adoption and their co-adoption; and (3) assemble a dataset comprised of survey responses of RPV-EV co-adopters, RPV-only adopters, EV-only adopters, and non-adopters. These objectives were only partially fulfilled given the decision to terminate the project. The research team was able to complete the semi-structured interviews, the core BY1 task and summarize the results below. As well, once the team learned of the research project’s fate, it sought and obtained the DOE SETO Technical Manager’s approval to repurpose funds for BY2 tasks to the extent feasible. Rather than invest further resources in expanding the pool of potential survey respondents and having no budget to survey, the research team repurposed funds subject and undertook a more limited (geographically) survey, but also expanded to it to include contingent valuation questions. The analysis of the survey data will necessarily be delayed given the lack of budget support, although some information on the respondent sample is in the results. Given a lack of attention to co-adoption previously, the insights generated in this project should assist decision-makers and industry actors in the development of programs and practices that enable reasoned RPV adoption and EV adoption and their co-adoption.
Purpose: To build a world-class medical physics educational program that capitalizes on expertise distributed over several clinical, government, and academic centres. Few if any of these centres would have the critical mass to solely resource a program. Methods: In order to enable an academic program, stakeholders from five institutions made a proposal to Carleton University for a) a research network with defined membership requirements and a process for accepting new members, and b) a graduate specialization (MSc and PhD) in medical physics. Both proposals were accepted and the program has grown steadily. Our courses are taught by medical physicists from across the collaboration. Our students have access to physicists in: clinical radiotherapy (the Ottawa Cancer Centre treats 4500 new patients/y), radiology, cardiology and nuclear medicine, Canada’s primary standards dosimetry laboratory, radiobiology, and university-based medical physics research. Our graduate courses emphasize the foundational physics plus applied aspects of imaging, radiotherapy, and radiobiology. Active researchers in the city-wide volunteer-run network are appointed as adjunct professors by Physics, giving them access to national funding competitions and partial student funding through teaching assistantships while opening up facilities in their institutions for student thesis research. Results: The medical physics network has grown to ∼40 members from eight institutions and includes five full-time faculty in Physics and 17 adjunct research professors. The graduate student population is ∼20. Our graduates have proceeded to a spectrum of careers. Our alumni list includes a CCPM Past-President, the current COMP President, many clinical physicists, and the heads of at least three major clinical medical physics departments. Our PhD was Ontario’s first CAMPEP-accredited program. Conclusion: A self-governing volunteer network is the foundational element that enables an MSc/PhD medical physics program in a city with multiple physicist employers. It enriches graduate education with an unusually broad range of expertise.
Abstract not provided.
The mission of the Nuclear Criticality Safety Program is to provide sustainable expert leadership, direction and the technical infrastructure necessary to develop, maintain, and disseminate the essential technical tools, training, and data required to support safe, efficient fissionable material operations within DOE; the vision of the program is a Continually improving, adaptable, and transparent program that communicates and collaborates globally to incorporate technology, practices, and programs to be responsive to the essential technical needs of those responsible for developing, implementing, and maintaining nuclear criticality safety. Training and education topics for the program include a 1-week Manager/Criticality Safety Officer Course and a 2-week NCS Engineer Hands-on Training Course.
The mission of the NCSP is to provide sustainable expert leadership, direction, and the technical infrastructure necessary to develop, maintain, and disseminate the essential technical tools, training, and data required to support safe, efficient fissionable material operations within the Department of Energy. The vision of the NCSP is a continually improving, adaptable, and transparent program that communicates and collaborates globally to incorporate technology, practices, and programs to be responsive to the essential technical needs of those responsible for developing, implementing, and maintaining nuclear criticality safety.
The mission of the NCSP is to provide sustainable expert leadership, direction, and the technical infrastructure necessary to develop, maintain, and disseminate the essential technical tools, training, and data required to support safe, efficient fissionable material operations within the Department of Energy. The vision of the NCSP is a continually improving, adaptable, and transparent program that communicates and collaborates globally to incorporate technology, practices, and programs to be responsive to the essential technical needs of those responsible for developing, implementing, and maintaining nuclear criticality safety.
The mission of the NCSP is to provide sustainable expert leadership, direction and the technical infrastructure necessary to develop, maintain and disseminate the essential technical tools, training and data required to support safe, efficient fissionable material operations within the Department of Energy. The vision of the NCSP is to create a continually improving, adaptable and transparent program that communicates and collaborates globally to incorporate technology, practices and programs to be responsive to the essential technical needs of those responsible for developing, implementing and maintaining nuclear criticality safety.
The mission of the DOE/NNSA Nuclear Criticality Safety Program is to provide sustainable expert leadership, direction and the technical infrastructure necessary to develop, maintain, and disseminate the essential technical tools, training, and data required to support safe, efficient fissionable material operations within DOE. The vision of the program is to create a continually improving, adaptable, and transparent program that communicates and collaborates globally to incorporate technology, practices, and programs to be responsive to the essential technical needs of those responsible for developing, implementing, and maintaining nuclear criticality safety.
Clinical radiotherapy data clearly demonstrate the link between the quality and safety of radiation treatments and the outcome for patients. The medical physicist plays an essential role in this process. To ensure the highest quality treatments, the medical physicist must understand and employ modern quality improvement techniques. This extends well beyond the duties traditionally associated with prescriptive QA measures. This session will review the current best practices for improving quality and safety in radiation therapy. General elements of quality management will be reviewed including: what makes a good quality management structure, the use of prospective risk analysis such as FMEA, and the use of incident learning. All of these practices are recommended in society-level documents and are incorporated into the new Practice Accreditation program developed by ASTRO. To be effective, however, these techniques must be practical in a resource-limited environment. This session will therefore focus on practical tools such as the newly-released radiation oncology incident learning system, RO-ILS, supported by AAPM and ASTRO. With these general constructs in mind, a case study will be presented of quality management in an SBRT service. An example FMEA risk assessment will be presented along with incident learning examples including root cause analysis. As the physicist's role as “quality officer” continues to evolve it will be essential to understand and employ the most effective techniques for quality improvement. This session will provide a concrete overview of the fundamentals in quality and safety. Learning Objectives: Recognize the essential elements of a good quality management system in radiotherapy. Understand the value of incident learning and the AAPM/ASTRO ROILS incident learning system. Appreciate failure mode and effects analysis as a risk assessment tool and its use in resource-limited environments. Understand the fundamental principles of good error proofing that extends beyond traditional prescriptive QA measures.
As digital controls and smart meters become commonplace in commercial buildings, facilities teams have access to overwhelming amounts of data. This data does not typically lead to insights and corrective actions unless it is analyzed and prioritized in automated ways. Analytic software has been commercially available for over 20 years, but only recently have these tools seen increased adoption. This monitoring infrastructure helps uncover hidden operational opportunities, which is enticing for decision makers looking for short paybacks. Rather than single project savings, monitoring-based commissioning (MBCx) provides tools and processes to implement persistent, continuous improvement. What was formerly a data onslaught is now becoming a controlled resource for improved energy management. In 2016, a Research and Industry Partnership program was launched to support the use of analytics and diagnostics technologies and MBCx practices. This program couples technical assistance to owners to help increase adoption with a data collection effort to inform industry. It includes the most comprehensive data available nationally on analytics installation and use. The first-year results are in, with data from 46 organizations representing over 185 million square feet and 2,300 buildings. These organizations have achieved a median year-over-year energy savings of $0.20/sq ft with a median first year technology implementation cost of $0.12/sq ft. The paper summarizes attributes of successful analytics and MBCx installations, and cost-effectiveness results. The research provides insight for utilities considering adopting analytics technologies into incentive programs, for analytics developers to improve the performance of their solutions, and for commercial building facility staff considering these technologies.
Sandia National Laboratories (SNL) Employee Health Services (EHS) is committed to promoting healthy, vibrant lives and embracing health. Since 1986, EHS has built a comprehensive, evidence-based program designed to measure and assess health risk prevalence, provide targeted and customizable services to address health risks, incentivize healthy behaviors, improve productivity, enhance quality of life, and lower healthcare costs for participants via collaboration between on-site and community-based providers. This unique partnership provides a broad scope of services that may not be available to employees solely through their health benefit plan, and allows a supportive, convenient approach that has proven enhanced health outcomes. EHS impacts over 12,000 SNL employees in Albuquerque, New Mexico. Corporate wellness is as important as ever as health issues and healthcare costs continue to rise. We use the 8-15-80 model as the foundation for our health program strategy: prevent or improve 8 modifiable behaviors and risks that contribute to 15 chronic health conditions that account for 80% of healthcare spending on chronic illnesses worldwide. We utilize patient-centered, cost-effective, community-connected care by providing free onsite services including the NCQA-recognized/AAAHC-accredited medical clinic, health management, preventive health, behavioral health, physical therapy, medical case management, acute care, emergency medical services, and more. These programs and services are an employer-paid benefit open to all SNL employees. The organization combines best practices, accredited programs, and top health care providers to bring employees the most comprehensive approach to health care.
Screening for symptoms, maintaining physical distance, sanitizing surfaces, wearing appropriate face masks, maintaining good personal hygiene, and reconfiguring HVAC air management are the major activities that the DOE BP partners have implemented to mitigate COVID-19. This article shares some specific practices that BP program partners have implemented for these activities. The energy impact of some practices has also been discussed and some rules of thumb have been provided to estimate energy penalties.
Over the last two years, the National Renewable Energy Laboratory has identified the pathways for implementing solar in the Weatherization Assistance Program and Low Income Home Energy Assistance Program and practices for successful implementation. Learn about successful implementation models from around the network and the new resources that can give you a head start in planning solar into your program, including a demonstration of tools to help evaluate solar potential and cost-effectiveness at the household level, as well as a new tool from the U.S. Department of Energy National Community Solar Partnership to help connect households receiving LIHEAP assistance to community solar subscriptions that guarantee energy bill savings.