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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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All sourcesNASA NTRSDOE OSTI
DOE OSTI2020

Federal Best Practices: Core Principles of Sustainable Fleet Management

This report helps agency fleet managers understand and implement optimal petroleum reduction strategies for fleet locations by evaluating the most appropriate combination of the four core principles of sustainable fleet management: right-sizing the fleet to agency mission by implementing a vehicle allocation methodology study; minimizing vehicle miles traveled; increasing fleet fuel efficiency by replacing inefficient vehicles with more fuel-efficient vehicles, maintaining vehicles, driving more efficiently, and avoiding excessive idling; and optimizing cost-effective alternative fuel use, including maximizing utilization of existing alternative fuel infrastructure, installing alternative fuel infrastructure where practical (including electric vehicle charging stations), and aligning deployment of alternative fuel vehicles with fueling infrastructure.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2021

Incentivizing Adoption of Software Quality Practices

Although many software teams across the laboratories comply with yearly software quality engineering (SQE) assessments, the practice of introducing quality into each phase of the software lifecycle, or the team processes, may vary substantially. Even with the support of a quality engineer, many teams struggle to adapt and right-size software engineering best practices in quality to fit their context, and these activities aren’t framed in a way that motivates teams to take action. In short, software quality is often a “check the box for compliance” activity instead of a cultural practice that both values software quality and knows how to achieve it. In this report, we present the results of our 6600 VISTA Innovation Tournament project, "Incentivizing and Motivating High Confidence and Research Software Teams to Adopt the Practice of Quality." We present our findings and roadmap for future work based on 1) a rapid review of relevant literature, 2) lessons learned from an internal design thinking workshop, and 3) an external Collegeville 2021 workshop. These activities provided an opportunity for team ideation and community engagement/feedback. Based on our findings, we believe a coordinated effort (e.g. strategic communication campaign) aimed at diffusing the innovation of the practice of quality across Sandia National Laboratories could over time effect meaningful organizational change. As such, our roadmap addresses strategies for motivating and incentivizing individuals ranging from early career to seasoned software developers/scientists.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2022

Improving Solar and Solar+Storage Screening Techniques to Reduce Utility Interconnection Time and Costs (Final Technical Report)

Residential PV installations have increased rapidly over the last decade, and the increased application volume has caused permitting delays and lower overall adoption rates. In this project, we developed and evaluated whether data-driven secondary modeling and screening techniques can help utilities assess customer applications more accurately than traditional screening shortcuts. Secondary topologies are predicted using decision trees and commonly available information, such as service transformer, customer, and street locations. Conductors were predicted using a logistic regression method based on real world object (RWO) types, service transformer ratings, conductor length, and distance to transformer. After developing the combined primary and secondary distribution network model, hosting capacity results were used to train a random forest model to predict the pass/fail likelihood of a customer application. Powerflow based models with predicted secondaries and data-driven methods both increased the screening success rate, relative to common utility heuristics, by as much as 55 percentage points. Data-driven screening techniques were described by one utility as a "right-sized" approach for residential customers given the low-risk of small errors and the high-cost of accurate modeling.

14 SOLAR ENERGY↗
DOE OSTI2023

Fort Erie On-Demand Transit Case Study

Rural and smaller-sized communities in North America face unique mobility challenges due to their low population density, lower public transit spending per capita compared to major cities, and a high reliance on private vehicles. In recent years, communities such as Fort Erie, Ontario have restructured or advanced their public transit systems using on-demand services. Fort Erie is a relatively sparsely populated region of 32,901 residents, spread across a land area of 166 square kilometers (64 square miles), for an average population density of 193 residents per square kilometer (500 per square mile). In October 2021, the town implemented a mobility-on-demand system integrated with smartphone software to replace its fixed-route community bus system, which consisted of four buses with three routes, each with a roughly one-hour, one way loop. The new service utilizes a fleet of six minivans, two of which are retrofitted with wheelchair-accessible ramps. The system may require that a passenger requesting a standard van walk up to 400 meters (a quarter mile) to their pickup location to optimize vehicle routing while providing origin-to-destination service. The on-demand system proved effective in providing service, eclipsing pre-pandemic ridership by 40%, decreasing greenhouse gas emissions per ride by 63%, and decreasing the cost per ride to the town by 29%. This report documents both the previous system and the new system in terms of routes, ridership, costs, fuel, and other notable system parameters. This work is part of an ongoing series of case studies on providing small communities with on-demand, right-sized vehicle service coupled with a smartphone application.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

Louisville Communities LEAP Engagement: Improving Energy Efficiency in Affordable Housing

This report is a comprehensive summary of the related workstreams pursued through the Communities Local Energy Action Program (Communities LEAP) pilot Technical Assistance (TA) program in Louisville, Kentucky. It begins with an analysis around energy efficiency technologies, focused on building envelope improvements, that explores the impact to individual residents as well as the impact to the community at-large if the upgrades were adopted city-wide. Community benchmarking ordinances and complementary policies are considered next, including comparisons of programs with peer communities. A workforce development section then covers the state of Louisville's workforce today and identifies programs in peer communities that Louisville could consider emulating to achieve a "right-sized" workforce. The document closes out with an overview of policies around energy efficiency in peer communities that Louisville could explore, with considerations for the City's unique policy context.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2026

The ABCs of On-Demand Transit (ODT)

On-demand mobility - also referred to as on-demand transit (ODT) - is a form of public mobility that is flexible with respect to where and when service is provided, and ODT deployments have increased significantly in recent years. Transit agencies are becoming increasingly interested in ODT, and due to differing definitions and various service design and business model options, it can be difficult to learn about the emerging industry. This work provides an overview of the definitions of ODT, recent trends internationally and in the U.S., ODT's benefits and challenges (particularly compared to fixed-route transit), three primary service design options, system costs and funding considerations, and a metrics framework for evaluating ODT systems to ensure continued successful performance. Identified benefits include increased service areas, short ride and wait times, increased user flexibility, potential to reduce energy consumption and emissions through shared trips and smaller, right-sized vehicles, increased safety and comfort through door-to-door service, and rich data streams including granular spatio-temporal data that can be analyzed to continuously improve the service. Challenges include scaling ODT service up as small increases in ridership require additional supply to keep service quality high, serving peak times including keeping low wait times, the lack of fixed schedule being challenging for commuters, integrating ODT services with nearby transit systems, and equity for riders without smartphones who cannot track the vehicle in a mobile app. Finally, an overview of seven ODT case studies (in Texas, Missouri, New York, and Ontario, Canada) performed by NREL and related analysis of travel time, energy and emissions, costs, and equity are presented. Initial key findings include: ODT can be cost- and energy-effective compared to fixed-route transit, ODT serves more people than other transit options, and ODT system deployments can be followed by rapid growth.

24 POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS2010

Langley Ground Facilities and Testing in the 21st Century

A strategic approach for retaining and more efficiently operating the essential Langley Ground Testing Facilities in the 21st Century is presented. This effort takes advantage of the previously completed and ongoing studies at the Agency and National levels. This integrated approach takes into consideration the overall decline in test business base within the nation and reduced utilization in each of the Langley facilities with capabilities to test in the subsonic, transonic, supersonic, and hypersonic speed regimes. The strategy accounts for capability needs to meet the Agency programmatic requirements and strategic goals and to execute test activities in the most efficient and flexible facility operating structure. The structure currently being implemented at Langley offers agility to right-size our capability and capacity from a national perspective, to accommodate the dynamic nature of the testing needs, and will address the influence of existing and emerging analytical tools for design. The paradigm for testing in the retained facilities is to efficiently and reliably provide more accurate and high-quality test results at an affordable cost to support design information needs for flight regimes where the computational capability is not adequate and to verify and validate the existing and emerging computational tools. Each of the above goals are planned to be achieved, keeping in mind the increasing small industry customer base engaged in developing unpiloted aerial vehicles and commercial space transportation systems.

Ambur, Damodar R.↗
NASA NTRS2012

NASA's Space Launch System Advanced Booster Engineering Demonstration and/or Risk Reduction Efforts

The National Aeronautics and Space Administration (NASA) formally initiated the Space Launch System (SLS) development in September 2011, with the approval of the program s acquisition plan, which engages the current workforce and infrastructure to deliver an initial 70 metric ton (t) SLS capability in 2017, while using planned block upgrades to evolve to a full 130 t capability after 2021. A key component of the acquisition plan is a three-phased approach for the first stage boosters. The first phase is to complete the development of the Ares and Space Shuttle heritage 5-segment solid rocket boosters (SRBs) for initial exploration missions in 2017 and 2021. The second phase in the booster acquisition plan is the Advanced Booster Risk Reduction and/or Engineering Demonstration NASA Research Announcement (NRA), which was recently awarded after a full and open competition. The NRA was released to industry on February 9, 2012, with a stated intent to reduce risks leading to an affordable advanced booster and to enable competition. The third and final phase will be a full and open competition for Design, Development, Test, and Evaluation (DDT&E) of the advanced boosters. There are no existing boosters that can meet the performance requirements for the 130 t class SLS. The expected thrust class of the advanced boosters is potentially double the current 5-segment solid rocket booster capability. These new boosters will enable the flexible path approach to space exploration beyond Earth orbit (BEO), opening up vast opportunities including near-Earth asteroids, Lagrange Points, and Mars. This evolved capability offers large volume for science missions and payloads, will be modular and flexible, and will be right-sized for mission requirements. NASA developed the Advanced Booster Engineering Demonstration and/or Risk Reduction NRA to seek industry participation in reducing risks leading to an affordable advanced booster that meets the SLS performance requirements. Demonstrations and/or risk reduction efforts were required to be related to a proposed booster concept directly applicable to fielding an advanced booster. This paper will discuss, for the first time publicly, the contract awards and how NASA intends to use the data from these efforts to prepare for the planned advanced booster DDT&E acquisition as the SLS Program moves forward with competitively procured affordable performance enhancements.

Crumbly, Christopher M.↗
NASA NTRS2012

NASA's Space Launch System Advanced Booster Engineering Demonstration and Risk Reduction Efforts

The National Aeronautics and Space Administration (NASA) formally initiated the Space Launch System (SLS) development in September 2011, with the approval of the program s acquisition plan, which engages the current workforce and infrastructure to deliver an initial 70 metric ton (t) SLS capability in 2017, while using planned block upgrades to evolve to a full 130 t capability after 2021. A key component of the acquisition plan is a three-phased approach for the first stage boosters. The first phase is to complete the development of the Ares and Space Shuttle heritage 5-segment solid rocket boosters for initial exploration missions in 2017 and 2021. The second phase in the booster acquisition plan is the Advanced Booster Risk Reduction and/or Engineering Demonstration NASA Research Announcement (NRA), which was recently awarded after a full and open competition. The NRA was released to industry on February 9, 2012, and its stated intent was to reduce risks leading to an affordable Advanced Booster and to enable competition. The third and final phase will be a full and open competition for Design, Development, Test, and Evaluation (DDT&E) of the Advanced Boosters. There are no existing boosters that can meet the performance requirements for the 130 t class SLS. The expected thrust class of the Advanced Boosters is potentially double the current 5-segment solid rocket booster capability. These new boosters will enable the flexible path approach to space exploration beyond Earth orbit, opening up vast opportunities including near-Earth asteroids, Lagrange Points, and Mars. This evolved capability offers large volume for science missions and payloads, will be modular and flexible, and will be right-sized for mission requirements. NASA developed the Advanced Booster Engineering Demonstration and/or Risk Reduction NRA to seek industry participation in reducing risks leading to an affordable Advanced Booster that meets the SLS performance requirements. Demonstrations and/or risk reduction efforts were required to be related to a proposed booster concept directly applicable to fielding an Advanced Booster. This paper will discuss, for the first time publicly, the contract awards and how NASA intends to use the data from these efforts to prepare for the planned Advanced Booster DDT&E acquisition as the SLS Program moves forward with competitively procured affordable performance enhancements.

Crumbly, Christopher M.↗
NASA NTRS2013

Space Launch System (SLS) Safety, Mission Assurance, and Risk Mitigation

SLS Driving Objectives: I. Safe: a) Human-rated to provide safe and reliable systems for human missions. b) Protecting the public, NASA workforce, high-value equipment and property, and the environment from potential harm. II. Affordable: a) Maximum use of common elements and existing assets, infrastructure, and workforce. b) Constrained budget environment. c) Competitive opportunities for affordability on-ramps. III. Sustainable: a) Initial capability: 70 metric tons (t), 2017-2021. 1) Serves as primary transportation for Orion and exploration missions. 2) Provides back-up capability for crew/cargo to ISS. b) Evolved capability: 105 t and 130 t, post-2021. 1) Offers large volume for science missions and payloads. 2) Modular and flexible, right-sized for mission requirements.

May, Todd↗
NASA NTRS2014

NASA's Space Launch System Advanced Booster Development

The National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is making progress toward delivering a new capability for human space flight and scientific missions beyond Earth orbit. NASA is executing this development within flat budgetary guidelines by using existing engines assets and heritage technology to ready an initial 70 metric ton (t) lift capability for launch in 2017, and then employing a block upgrade approach to evolve a 130-t capability after 2021. A key component of the SLS acquisition plan is a three-phased approach for the first-stage boosters. The first phase is to expedite the 70-t configuration by completing development of the Space Shuttle heritage 5-segment solid rocket boosters (SRBs) for the initial flights of SLS. Since no existing boosters can meet the performance requirements for the 130-t class SLS, the next phases of the strategy focus on the eventual development of advanced boosters with an expected thrust class potentially double the current 5-segment solid rocket booster capability of 3.88 million pounds of thrust each. The second phase in the booster acquisition plan is the Advanced Booster Engineering Demonstration and/or Risk Reduction (ABEDRR) effort, for which contracts were awarded beginning in 2012 after a full and open competition, with a stated intent to reduce risks leading to an affordable advanced booster. NASA has awarded ABEDRR contracts to four industry teams, which are looking into new options for liquid-fuel booster engines, solid-fuel-motor propellants, and composite booster structures. Demonstrations and/or risk reduction efforts were required to be related to a proposed booster concept directly applicable to fielding an advanced booster. This paper will discuss the status of this acquisition strategy and its results toward readying both the 70 t and 130 t configurations of SLS. The third and final phase will be a full and open competition for Design, Development, Test, and Evaluation (DDT&E) of the advanced boosters. These new boosters will enable the flexible path approach to deep space exploration, opening up vast opportunities for human missions to near-Earth asteroids and Mars. This evolved capability will offer large volume for science missions and payloads, will be modular and flexible, and will be right-sized for mission requirements.

Robinson, Kimberly F.↗
NASA NTRSDate not supplied

Transitioning a Flexible and Scalable Satellite Ground Station Observation Network (GSON) Framework to an Operational Environment

Obtaining accurate and timely satellite observations is of paramount importance in fields like disaster management, weather diagnoses/forecasting, and Earth Sciences remote sensing. Stored mission data (SMD), from low Earth orbiting (LEO) satellite sensors, provides important observations for these fields and applications, however data access to SMD can be delayed from one and half hours to three hours from the time the observations were made. This data latency poses a significant impact on data product optimal use. We developed a Ground Station Observation Network (GSON) that utilizes commercial ground station as a service (GSaaS) providers to acquire low latency direct broadcast (DB) data from AQUA, SNPP, and JPSS-1 satellites using antennas located in strategic locations around the world. We will discuss techniques to improve the deployment efficiency and code reliability and quality of the GSON framework. Topics include right-sizing and containerization of the code to facilitate integration and adaptation with continuous delivery (CD) pipeline, locating non-code assets in referenceable repositories separated from code, adaptation of pipelines as code and simplification of CD, intersecting with code quality tests and checks as part of the pipeline execution and deployment, and establishing distributed repositories, registries, and system identities in a way that mitigates compromise to the CD pipeline. These techniques enable deployment of processing systems that are both highly specific but also dynamically modifiable. This new class of system allows for a flexible and scalable deployment while avoiding the “black box” issues that can plague large system deployments.

cluster↗
DOE OSTI2016

Best Bang for the Buck: Part 1 – The Size of Experiments Relative to Design Performance

There are many choices to make, when designing an experiment for a study, such as: what design factors to consider, which levels of the factors to use and which model to focus on. One aspect of design, however, is often left unquestioned: the size of the experiment. When learning about design of experiments, problems are often posed as "select a design for a particular objective with N runs." It’s tempting to consider the design size as a given constraint in the design-selection process. If you think of learning through designed experiments as a sequential process, however, strategically planning for the use of resources at different stages of data collection can be beneficial: Saving experimental runs for later is advantageous if you can efficiently learn with less in the early stages. Alternatively, if you’re too frugal in the early stages, you might not learn enough to proceed confidently with the next stages. Therefore, choosing the right-sized experiment is important—not too large or too small, but with a thoughtful balance to maximize the knowledge gained given the available resources. It can be a great advantage to think about the design size as flexible and include it as an aspect for comparisons. Sometimes you’re asked to provide a small design that is too ambitious for the goals of the study. Finally, if you can show quantitatively how the suggested design size might be inadequate or lead to problems during analysis—and also offer a formal comparison to some alternatives of different (likely larger) sizes—you may have a better chance to ask for additional resources to deliver statistically sound and satisfying results

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2023

Fort Erie Case Study - Transition from Fixed-Route to On-Demand Transit

Rural and smaller-sized communities in North America face unique mobility challenges due to their low population density, lower public transit spending per capita compared to major cities, and a high reliance on private vehicles. In recent years, communities such as Fort Erie, Ontario, have restructured or advanced their public transit systems using on-demand services. Fort Erie is a relatively sparsely populated region of 32,901 residents, spread across a land area of 166 square kilometers (64 square miles), for an average population density of 193 residents per square kilometer (500 per square mile). In October 2021, the town implemented a mobility-on-demand system integrated with smartphone software to replace its fixed-route community bus system, which consisted of four buses with three routes, each with a roughly 1-hour, one-way loop. The new service utilizes a fleet of six minivans, two of which are retrofitted with wheelchair-accessible ramps. The system may require that a passenger requesting a standard van walk up to 400 meters (a quarter mile) to their pickup location to optimize vehicle routing while providing origin-to-destination service. The on-demand system proved effective in providing service, eclipsing pre-pandemic ridership by 40%, decreasing greenhouse gas emissions per ride by 63%, and decreasing the cost to the town per ride by 29%. This report documents both the previous system and the new system in terms of routes, ridership, costs, fuel, and other notable system parameters. This work is part of an ongoing series of case studies on providing small communities with on-demand, right-sized vehicle service coupled with a smartphone application.

ADVANCED PROPULSION SYSTEMS,ENERGY PLANNING, POLIC↗
DOE OSTI2023

NREL On-Demand Transit Research and Fort Erie Case Study

On-demand systems have increased in popularity in recent years, especially in rural and smaller-sized communities. This presentation provides a brief introduction to NREL's on-demand mobility research and an in-depth case study of the town of Fort Erie, Ontario. Fort Erie is a relatively sparsely populated region of 32,901 residents, spread across a land area of 166 square kilometers (64 square miles), for an average population density of 193 residents per square kilometer (500 per square mile). In October 2021, the town implemented a mobility-on-demand system integrated with smartphone software to replace its fixed-route community bus system, which consisted of four buses with three routes, each with a roughly 1-hour, one-way loop. The new service utilizes a fleet of six minivans, two of which are retrofitted with wheelchair-accessible ramps. The system may require that a passenger requesting a standard van walk up to 400 meters (a quarter mile) to their pickup location to optimize vehicle routing while providing origin-to-destination service. The on-demand system proved effective in providing service, eclipsing pre-pandemic ridership by 40%, decreasing greenhouse gas emissions per ride by 63%, and decreasing the cost to the town per ride by 29%. This presentation documents both the previous system and the new system in terms of routes, ridership, costs, fuel, and other notable system parameters. This work is part of an ongoing series of case studies on providing small communities with on-demand, right-sized vehicle service coupled with a smartphone application.

emerging technology↗
DOE OSTI2018

Energy Efficiency and Infrastructure Upgrades on Nuclear Clean-up Sites: The Hanford Experience - 18641

The Hanford site, located in southeastern Washington, produced much of our nation's weapons-grade plutonium for the Defense nuclear weapons program. This production lasted the better part of four decades with production ending in 1987. Since 1987, the focus of the Hanford site has turned to clean-up activities. Mission Support Alliance (MSA) is the integrator of the multi-contractor effort to clean up the Hanford site. MSA collaborates with the U.S. Department of Energy (DOE) and all Hanford site contractors in finding and implementing new, cost-saving, safe and practical solutions to cleanup challenges with a continual focus on innovative processes and technologies that reduce costs, energy use and bring safety improvements to the site. Support Services include environmental integration and land management; fleet and road maintenance; water/electric and utilities; cyber security and information management as well as the preservation of the site's cultural artifacts. This paper describes the process, challenges, and focus on infrastructure upgrade and energy efficiency projects in the context of a multi-contractor nuclear clean-up site. Project development and new technology deployment at Hanford has long been plagued with economic challenges. For example, despite extensive auditing, analysis, and project development, most of the energy-related projects on the Hanford site have gone unfunded due to the low cost of electricity, the relatively high cost of labor, and costs associated with detailed safety and cultural reviews. - The Hanford site is a direct-service customer of the Bonneville Power Administration (BPA) and has a marginal electricity rate of $0.033/kWh. - Labor costs on the Hanford site track high because of the requirements associated with the safety and security necessary to operate a legacy nuclear weapons complex. - In partnership with three federally recognized and other affected Native American tribes (Yakama Nation, Confederated Tribes of the Umatilla Indian Reservation, the Nez Perce Tribe, and Wanapum People), most activities on the Hanford site are afforded in-depth cultural reviews. To work within these constraints, the MSA Energy Management team has embarked on a three-pronged approach to energy project development: Program Visibility: The MSA Energy Management team has promoted both project opportunities and requirements across the Hanford site. This information comes in the form of site-wide newsletters, group meetings, e-mails, success stories, and recognition of staff. Single-point Analysis: To by-pass the inevitable duplications of effort, learning curve issues, and to improve project consistency/delivery, the MSA Energy Management team serves as the single resource to the site for energy project analysis. This resource includes initial assessment, engineering analysis, efficiency calculation and project recommendations. Contractor/utility Interface: In addition to the infrastructure under its own purview, MSA provides all support services for the contractor/utility interface. These activities include formulation and submission of incentive-based efficiency projects, project tracking, and incentive awards. All incentive awards are forwarded to the relevant contractor and then highlighted in the visibility campaign. Successful energy efficiency projects at Hanford have included high efficiency heating, ventilation, air conditioning (HVAC) systems, interior and exterior lighting/lighting control systems, pump and motor systems, and the right-sizing of transformers and area-wide electrical distribution systems. Prior to the initiation of this program and structure (roughly 3 years ago) the average annual energy efficiency incentive applied for and received was under $10,000, with an annual energy savings of approximately 36,000 kilowatt hours (kWh). In fiscal year 2017, the annual incentive received was over $419,000, with identified energy savings of over 1.3 million kWh. Details and case studies of the major project accomplishments are included. The success of this program can be traced to an understanding of the constraints, the development of a program to address these constraints, and good communication/coordination across DOE and the multiple contractors serving the Hanford site. (authors)

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

Infrastructure and DFLAW Support at Hanford - 20443

Manhattan Project era infrastructure systems are degrading at an accelerated pace across the Department of Energy's (DOE) Environmental Management complex. Revitalizing, rejuvenating and right-sizing these systems to ensure reliability for ongoing cleanup missions is a major focus at the 580-square- mile Hanford Site in southeast Washington State. The push to complete construction, commissioning, startup, and operation of facilities and systems in the Direct-Feed Low-Activity Waste (DFLAW) program at Hanford by 2023 requires considerable coordination among site contractors and a significant investment in infrastructure. The passage of time also poses a challenge. It has been about 75 years since facilities were first operated at the site, and approximately 40 years of plutonium production created a legacy of unidentified active and abandoned underground obstacles and waste sites that must be avoided when building and upgrading the infrastructure. Converting infrastructure systems originally built to support plutonium production from the 1940's to the 1980's and upgrading those systems to optimize technology is an ever-changing balance of funding profiles, available resources and execution strategies. The DOE Richland Operations Office (RL) has long recognized the need for increased investment in Hanford Site infrastructure to support the future processing of approximately 56 million gallons of waste currently stored in large underground tanks. When DFLAW is fully operational, safe and reliable infrastructure systems will be needed to ensure continuity of operations around the clock, 365 days a year. These include roadways, water, power, sewer, information technology systems and facilities. To ensure the readiness of Hanford's infrastructure to support treating tank waste in the next three years, 15 projects were identified with a combined value of $133.8 million. Through calendar year 2019, 7 infrastructure projects have been substantially completed and the remaining 8 projects, with a remaining value of $103.8 million, are scheduled to be completed by December 2023. RL and its site services/infrastructure contractor, Mission Support Alliance (MSA), regularly evaluate the needs of the DFLAW program and other Hanford Site missions to ensure the highest priority systems are addressed. In addition to a fast-approaching deadline for round-the-clock treatment operations, RL and MSA face another significant infrastructure challenge. As cleanup is being completed in a 220-square-mile area called the River Corridor, most of the cleanup operations going forward will occur in a 20-square-mile area in the center of the Hanford Site, known as the Central Plateau. Infrastructure systems are becoming more congested in an already overcrowded area. This paper/presentation will outline some of the challenges Hanford faces while executing infrastructure reliability projects. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2024

Webinar: Modular Nuclear Power: The Microreactor Revolution

Many times smaller than traditional nuclear reactors, microreactors can be made in a factory and shipped wherever needed. This innovative approach to energy production has huge potential to bring electricity to remote areas, support regions affected by natural disasters, and provide right-sized, scalable power to our energy grid. Learn what they are, how they work, and their benefits in this webinar, featuring Piyush Sabharwall, distinguished staff nuclear research scientist and technical area lead for the DOE Office of Nuclear Energy's Microreactor R&D Program at Idaho National Laboratory.

22 - GENERAL STUDIES OF NUCLEAR REACTORS↗