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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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At least 55 records · Page 3

Uranium Mill Tailings Radiation Control Act Title II DOE Due Diligence and Lessons Learned from a Previous Site Transfer - 20352

Title II of the Uranium Mill Tailings Radiation Control Act (UMTRCA) established that a government agency will provide perpetual care for closed uranium and thorium ore-processing sites that were operating under an NRC source material license in 1978 or were licensed thereafter. Commercial owners (licensees) operating under an NRC or agreement state specific license when UMTRCA was passed are responsible for conducting reclamation of any byproduct material remaining from uranium-ore processing operations in accordance with an NRC or agreement state approved reclamation plan. Reclamation includes both surface and groundwater remedies. Upon completion of reclamation and approval by NRC, the site is required to be transferred to either the host state or the DOE for long-term surveillance and maintenance. Since UMTRCA's enactment, six Title II sites have been transferred to DOE; an additional 24 Title II sites are anticipated to be transferred before 2050. DoE's role mandated under UMTRCA Title II as the long-term care custodian is to perform 'monitoring, maintenance, and emergency measures necessary to protect the public health and safety.' UMTRCA requires that the licensee pay a long-term surveillance charge 'sufficient to cover the annual costs of site surveillance.' However, at some sites such as the Bluewater, New Mexico, Disposal Site, this mandate has required additional effort and expense by DOE, beyond the originally anticipated and intended scope within UMTRCA, but within the authority of DOE under UMTRCA. In 1997, the Bluewater site became the second UMTRCA Title II site to be transferred to DOE. The site was the location of a uranium mill operated from 1953 until 1982. The specific licensee began site reclamation in 1991, and by 1995 all tailings and contaminated materials were encapsulated in two tailings disposal cells and other disposal areas. In addition to surface contamination, milling activities impacted groundwater in the two upper aquifers. In 1989, the specific licensee attempted active groundwater remediation; however, no significant reduction in contaminant concentrations was observed. As a result, the specific licensee applied to NRC for alternate concentration limits (ACLs) in 1990, which were approved in 1996 as being protective, after additional corrective actions were performed. Since transfer of the Bluewater site to DOE, unforeseen challenges have occurred, requiring additional actions. The first challenge is the occurrence of surface depressions located on the northern section of the main tailings disposal cell. The depressions were first observed during DoE's initial inspection in 1998; however, evidence of these can be observed on satellite images taken prior to transfer. Since being first observed, the depressions have continued to grow both in depth and areal extent. Due to the design of the main tailings disposal cell, the depressions impede storm water from being effectively shed off the 101- hectare (250-acre) top slope of the main tailings disposal cell. Instead, storm water accumulates in the depressions, forming a large ephemeral pond that has stored up to 16.3 x 10{sup 6} liters (4.3 million gallons) of stormwater. The ponding poses a potential risk to the integrity of the main tailings disposal cell in the case of a large storm event, with the potential to cause the pond to overtop and erode the cover material and underlying waste. DOE has taken a number of short-term actions to monitor, measure, and reduce the ponding and is currently working with the US Army Corps of Engineers to design and construct a repair. Additional challenges are associated with groundwater at the Bluewater site. Nine wells were present on the 1335-hectare (3300-acre) site upon transfer. Groundwater compliance was called into question after the State of New Mexico reduced its uranium groundwater standard from 5.0 to 0.03 milligrams per liter in 2004, and when an ACL for uranium was exceeded in a site monitoring well in 2010. Acquiring historical groundwater data and subsequent evaluations as well as additional DOE groundwater monitoring led to installing 10 new monitoring wells and performing additional site hydrogeology recharacterization. DOE continues to evaluate groundwater conditions at the site and works with the NRC to determine regulatory requirements and a path forward. As a result of lessons learned at the Bluewater site and other Title II sites, improved processes have been implemented at a programmatic level to increase due diligence before site transfer and prevent similar issues from occurring at other UMTRCA Title II sites under long-term management. DoE's due diligence process is documented in the Process for Transition of UMTRCA Title II Disposal Sites to DOE for Long-Term Surveillance and Maintenance and is designed to ensure that DOE has no technical or compliance concerns with regulatory decisions that might compromise protectiveness following site transfer to DOE. Implementation of the due diligence process has increased DoE's role prior to site transfer and has been effective in identifying potential issues. Actions by NRC and specific licensees, in response to enhanced due diligence efforts by DOE, are expected to minimize, if not totally prevent, the need for unanticipated actions by DOE pertaining to the surface and groundwater remedies after site transfer. (authors)

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Canadian Nuclear Laboratories Waste Management: Challenges and the Integrated Waste Strategy - 19160

Canadian Nuclear Laboratories (CNL) currently faces various waste management challenges and CNL's Integrated Waste Strategy is adapting to manage them. As Canada's premier nuclear science and technology organization, CNL is a global leader in developing peaceful and innovative applications from nuclear technology through its expertise in the scientific field, including physics, metallurgy, chemistry, biology and engineering. As demands change, CNL is shifting its focus to alpha therapies for cancer treatments and sustainable energy solutions. The next decade will see CNL decommission the sites it manages across Canada, whilst transforming Chalk River Laboratories (CRL) into a new, world-class facility which will have the capability to demonstrate the commercial viability of advanced reactor designs including Small Modular Reactors (SMRs). This is being enabled through an accelerated decommissioning program for all CNL operated sites, while renovating CRL, which includes revitalizing essential site infrastructure, and investment in new, world-class science facilities in a modern campus environment. With decommissioning and revitalization occurring simultaneously, the long-term strategy and vision for CNL presents some unique challenges to waste management. Therefore, integrated, collaborative and coordinated waste management is a vital component to ensuring a successful future. The Integrated Waste Strategy coordinates, and provides alignment of, waste management across CNL and: - Includes all CNL operated (Atomic Energy of Canada Limited (AECL) owned) sites; - Considers all CNL managed waste (including radioactive and non-radioactive operational, decommissioning, legacy and historic waste) for the planned lifetime of the sites; - Defines waste routes using a life cycle approach (from the generation of waste to final disposal) A baseline Integrated Waste Strategy and associated action plan to mitigate identified gaps and issues have been produced. A program of work is underway to close those gaps identified in a consistent, transparent, prioritized and justified manner. One of the key challenges is to ensure that waste management planning is completed effectively and in a timely manner. This will enable the provision of suitable and sufficient waste capability to meet CNL's long-term strategy. The Integrated Waste Strategy has been developed and maintained through engagement at all levels across CNL, ensuring buy-in of proposed solutions. Key process stakeholders include generators of CNL managed waste to ensure integrated consideration of legacy, current and future waste generation; waste management personnel to identify requirements, including processing, storage, transport and disposal; AECL as the client and waste liability owner; and the public to ensure they understand the 'big picture' regarding waste strategy. (author)

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Moving K-12 Zero Energy Schools to the Mainstream: Establishing Design Guidelines and Energy Targets: Preprint

K-12 school buildings are ideal candidates to lead the market shift from buildings that consume energy to buildings that produce as much renewable energy as they use, and there are now resources available to guide owners and project teams as they make that shift. Chief among them is the Advanced Energy Design Guide for K-12 School Buildings: Achieving Zero Energy (K-12 ZE AEDG). Starting with a feasibility study to prove that zero energy schools were possible, a committee of industry experts used extensive energy modeling to create a set of energy use intensity allowances for school buildings such that on-site renewable energy could meet the buildings' energy loads . These energy targets were compared with the energy use intensities of a limited number of schools that have achieved very high levels of energy performance. The allowances represent a 'zero energy ready' (rather than zero energy) school, because in many situations the ability to use on-site renewable sources is limited by utilities, policies, or economics. From these targets, the guidance for achieving a zero energy school was created and developed into the K-12 ZE AEDG, which covers the process of designing and building zero energy schools from the perspective of an owner and a project team. The K-12 ZE AEDG advocates setting an absolute energy target before design begins. The K-12 ZE AEDG also contains practical, cost-effective strategies for achieving the energy target and outreach approaches and disseminating these market-friendly strategies to design and school owner communities.

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Moving K-12 Zero Energy Schools to the Mainstream: Establishing Design Guidelines and Energy Targets

K-12 school buildings are ideal candidates to lead the market shift from buildings that consume energy to buildings that produce as much renewable energy as they use, and there are now resources available to guide owners and project teams as they make that shift. Chief among them is the Advanced Energy Design Guide for K-12 School Buildings: Achieving Zero Energy (K-12 ZE AEDG). Starting with a feasibility study to prove that zero energy schools were possible, a committee of industry experts used extensive energy modeling to create a set of energy use intensity allowances for school buildings such that on-site renewable energy could meet the buildings' energy loads . These energy targets were compared with the energy use intensities of a limited number of schools that have achieved very high levels of energy performance. The allowances represent a 'zero energy ready' (rather than zero energy) school, because in many situations the ability to use on-site renewable sources is limited by utilities, policies, or economics. From these targets, the guidance for achieving a zero energy school was created and developed into the K-12 ZE AEDG, which covers the process of designing and building zero energy schools from the perspective of an owner and a project team. The K-12 ZE AEDG advocates setting an absolute energy target before design begins. The K-12 ZE AEDG also contains practical, cost-effective strategies for achieving the energy target and outreach approaches and disseminating these market-friendly strategies to design and school owner communities.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

Benchmarking thermal energy storage cost for industrial process heat

Process heat accounts for roughly half of industrial energy demand, and currently 95% of process heat is derived from the combustion of natural gas, oil, and coal. Electrification of industrial heating could be an alternative, potentially expanding locations suitable for manufacturing; however, industrial facility owners may desire energy storage to stabilize energy costs. In this work, the economic benefits of pairing thermal storage with electrified process heat to reduce the average price paid for energy are analyzed. Cost savings focus on energy arbitrage, or leveraging flexible energy pricing schemes, alone. The cost of natural gas combustion across decades (2019-2060) is compared to the costs of electricity and thermal energy storage in four United States Independent System Operator (ISO) regions. Systems installed today may not yield positive net present value (NPV) compared to the use of natural gas. However, using estimated electricity prices, systems installed in 2030 using arbitrage alone could be profitable when compared to natural gas in some regions of the U.S. Furthermore, if capital expenditures could be reduced by 50% for sensible thermal storage systems by 2030, profitable systems are found across all regions. This implies that electrification of industrial process heat, when paired with inexpensive thermal energy storage systems, could be less expensive than brownfield natural gas systems, using arbitrage as the only source of revenue and without a dependency on any future policy drivers such as pricing externalities that could further incentivize the electrification of industrial process heat.

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HVAC End-of-Life: Options and Best Practices

When heating, ventilating, and air-conditioning (HVAC) systems reach end-of-life status, building owners typically seek the quickest, most cost-effective replacement. Although there are several rooftop unit (RTU) replacement tool kits and programs to guide clients through this process, there is limited information on how to handle end-of-life HVAC systems. This fact sheet provides relevant information to help building owners manage proper disposal of HVAC systems, how to navigate regulations, and how to recover economic value from old systems.

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Guidance on the Stand Down, Mothball, and Reactivation of Ground Test Facilities

The development of aerospace and aeronautics products typically requires three distinct types of testing resources across research, development, test, and evaluation: experimental ground testing, computational "testing" and development, and flight testing. Over the last twenty plus years, computational methods have replaced some physical experiments and this trend is continuing. The result is decreased utilization of ground test capabilities and, along with market forces, industry consolidation, and other factors, has resulted in the stand down and oftentimes closure of many ground test facilities. Ground test capabilities are (and very likely will continue to be for many years) required to verify computational results and to provide information for regimes where computational methods remain immature. Ground test capabilities are very costly to build and to maintain, so once constructed and operational it may be desirable to retain access to those capabilities even if not currently needed. One means of doing this while reducing ongoing sustainment costs is to stand down the facility into a "mothball" status - keeping it alive to bring it back when needed. Both NASA and the US Department of Defense have policies to accomplish the mothball of a facility, but with little detail. This paper offers a generic process to follow that can be tailored based on the needs of the owner and the applicable facility.

Volkman, Gregrey T.↗

Distributed computing feasibility in a non-dedicated homogeneous distributed system

The low cost and availability of clusters of workstations have lead researchers to re-explore distributed computing using independent workstations. This approach may provide better cost/performance than tightly coupled multiprocessors. In practice, this approach often utilizes wasted cycles to run parallel jobs. The feasibility of such a non-dedicated parallel processing environment assuming workstation processes have preemptive priority over parallel tasks is addressed. An analytical model is developed to predict parallel job response times. Our model provides insight into how significantly workstation owner interference degrades parallel program performance. A new term task ratio, which relates the parallel task demand to the mean service demand of nonparallel workstation processes, is introduced. It was proposed that task ratio is a useful metric for determining how large the demand of a parallel applications must be in order to make efficient use of a non-dedicated distributed system.

Leutenegger, Scott T.↗

Grid Ready: Strategies for Interconnecting Large-Scale PV in New York City

This Grid Ready Solar project is intended to help create transparency for building owners and developers, so they can better understand and more quickly navigate the interconnection process for large-scale photovoltaic (PV) projects on Con Edison's electrical grid in New York City. Phase 1 of the project provided high-level technical screens of grid interconnection requirements in an attempt to streamline the interconnection of large-scale solar PV systems to the New York City grid. In Phase 2 of the Grid Ready project, the focus of this report, Sustainable CUNY worked with NREL to evaluate a range of solutions for improving the economics of large-scale (over 200 kW) PV within the five boroughs of New York City that are in Con Edison's service territory, as identified on the NY Solar Map.

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NFD Methodology Report

The NetFlow Dynamics (NFD) model was developed for estimating the availability of a commodity supplied by a national- or regional-scale infrastructure following unexpected disruption of one or more of its components. The large scope of the disruptions of interest produce changes in availability lasting days to weeks. Consequently, the model does not resolve daily variations in system state and does not include the long-term processes that cause infrastructures to evolve as assets are added and removed according to owners ’planning decisions. NFD simulates fluid flow, including petroleum and other incompressible fluids, as well as natural gas and other compressible fluids, through pipeline networks characterized by limits on transmission capacity and storage. It was designed to enable efficient exploration of possible transmission system responses to large-scale disruptions lasting for days or longer. The model formulation reflects constraints on transmission and storage capacity imposed by the physical system assets. Those capacity limits are input parameters and are not derived from more basic system properties such as pipeline diameters and compressor power. A system’s response to a large disruption is controlled by operational decisions as well as damage to physical assets. The NFD model formulation allows users to efficiently consider alternative scenarios about the way remaining capacity might be used so that the analysis result appropriately reflects uncertainties about operator response.

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Earthdata Search Client: Usability Review Process, Results, and Implemented Changes, Using Earthdata Search Client as a Case Study

User experience and visual design are greatly improved when usability testing is performed on a periodic basis. Design decisions should be tested by real users so that application owners can understand the effectiveness of each decision and identify areas for improvement. It is important that applications be tested not just once, but as a part of a continuing process that looks to build upon previous tests. NASA's Earthdata Search Client has undergone a usability study to ensure its users' needs are being met and that users understand how to use the tool efficiently and effectively. This poster will highlight the process followed for usability study, the results of the study, and what has been implemented in light of the results to improve the application's interface.

design↗

Establishing Building-Level Energy Goals in Procurement Documents: Lessons Learned from Pilot Utility and Portfolio Projects: Preprint

Encouraging commercial building owners to set measurable energy goals before design begins can drive design and contractor teams to develop innovative energy efficiency solutions within conventional building budgets. A federal building owner piloted this technique and created a large-scale zero energy office building on a budget comparable to local market construction rates. The successes and lessons learned from this performance-based procurement project formed the basis of an expanded program using utilities as the outreach channel to replicate the approach. The utilities delivered incentive-based offerings to focus building owners on the whole building rather than on individual building components and systems. In addition, a ripple effect was evident, with individual building owners as well as owners of multiple-building portfolios adopting the techniques, sometimes with variations, but always maintaining the same core principles. The original performance-based procurement process and its successful implementation in a federal building project informed all these efforts. Those successes and lessons learned demonstrate that the approach can be adapted to utility programs with some variation and is a powerful tool for engaging building owners as they make critical design decisions that impact energy performance over the life of the building.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

Establishing Building-Level Energy Goals in Procurement Documents: Lessons Learned from Pilot Utility and Portfolio Projects

Encouraging commercial building owners to set measurable energy goals before design begins can drive design and contractor teams to develop innovative energy efficiency solutions within conventional building budgets. A federal building owner piloted this technique and created a large-scale zero energy office building on a budget comparable to local market construction rates. The successes and lessons learned from this performance-based procurement project formed the basis of an expanded program using utilities as the outreach channel to replicate the approach. The utilities delivered incentive-based offerings to focus building owners on the whole building rather than on individual building components and systems. In addition, a ripple effect was evident, with individual building owners as well as owners of multiple-building portfolios adopting the techniques, sometimes with variations, but always maintaining the same core principles. The original performance-based procurement process and its successful implementation in a federal building project informed all these efforts. Those successes and lessons learned demonstrate that the approach can be adapted to utility programs with some variation and is a powerful tool for engaging building owners as they make critical design decisions that impact energy performance over the life of the building.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

Evaluating Energy Savings Measures for Building Retrofits in an Interactive Workshop Environment

As part of the Better Buildings Summit 2025, a workshop was developed to simulate the decision process for implementing a set of energy savings measures on an existing building. As part of the workshop a "game" was created around energy savings strategies, and workshop participants selected renovation cards that provided data around the impacts of that renovation choice. Participants then were able to calculate overall savings and payback from the selected retrofit opportunities. This publication has been produced to package the resources used in the activity in an organized document so that the materials can be distributed and reused more broadly. It provides a comprehensive framework for replicating the workshop, including step-by-step instructions, retrofit "game cards" with data points, and facilitation guidance. By using these materials, readers can conduct their own version of this interactive workshop with stakeholders in their networks, such as building owners, energy managers, or policy makers. The goal is to empower users to simulate the decision-making processes for energy projects, foster collaboration, and drive meaningful discussions around cost-effective retrofit opportunities and goal-oriented outcomes.

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Making It Happen: On-Site Renewable Energy and Storage Challenges and Solutions for Commercial Buildings: Preprint

The U.S. Department of Energy's (DOE's) Better Climate Challenge invites organizations to partner with DOE to set ambitious, portfolio-wide greenhouse gas (GHG) emissions reduction goals. To better understand the barriers to these goals and to demonstrate successful emissions reduction pathways, organizations can access working groups as one form of technical assistance from leading experts. One working group focus was the use of on-site renewable energy and storage - a key decarbonization strategy after energy efficiency. Members of the Better Climate Challenge onsite renewable energy and storage working group first identified barriers to implementing these technologies. Solutions were then brainstormed to support portfolio building owners to move from single systems to widespread implementation. Example insights include improving understandings of installation processes and location decisions, making the business case to relevant stakeholders, discussing unanticipated challenges throughout the process, and replicating these technologies across portfolios. This paper details valuable market feedback and highlights pathways to move toward widespread deployment of renewable energy and storage solutions.

building decarbonization strategies↗

Managing Risk for Cassini During Mission Operations and Data Analysis (MOandDA)

A Risk Management Process has been tailored for Cassini that not only satisfies the requirements of NASA and JPL, but also allows the Program to proactively identify and assess risks that threaten mission objectives. Cassini Risk Management is a team effort that involves both management and engineering staff. The process is managed and facilitated by the Mission Assurance Manager (MAM), but requires regular interactions with Program Staff and team members to instill the risk management philosophy into the day to day mission operations. While Risk Management is well defined for projects in the development phase, it is a relatively new concept for Mission Operations. The Cassini team has embraced this process and has begun using it in an effective, proactive manner, to ensure mission success. It is hoped that the Cassini Risk Management Process will form the basis by which risk management is conducted during MO&DA on future projects. proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working proactive in identifying, assessing and mitigating risks before they become problems. Cost ehtiveness is achieved by: Comprehensively identifying risks Rapidly assessing which risks require the expenditure of pruject cewums Taking early actions to mitigate these risks Iterating the process frequently, to be responsive to the dynamic internal and external environments The Cassini Program has successfully implemented a Risk Management Process for mission operations, The initial SRL has been developed and input into he online tool. The Risk Management webbased system has been rolled out for use by the flight team and risk owners we working put into place will become visible and will be illusmted in future papers.

risk management↗

Database Manager for use with PLEXOS XML files [SWR-24-90]

This software is an API for create and modify XML that are used for Plexos. DISCLAIMER: PLEXOS is a registered trademark of Energy Exemplar Pty Ltd ("Owner"). Owner has no affiliation to or participation in this software. Reference herein to any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favoring by the United States Government or Alliance for Sustainable Energy, LLC ("Alliance"). The views and opinions of authors expressed in the available or referenced documents do not necessarily state or reflect those of the United States Government or Alliance.

Sanchez Perez, Pedro Andres↗

LA100 Equity Strategies. Chapter 8: Equitable Rooftop Solar Access and Benefits

The LA100 Equity Strategies project integrates community guidance with robust research, modeling, and analysis to identify strategy options that can increase equitable outcomes in Los Angeles' clean energy transition. This chapter focuses on analysis of customer-sited rooftop solar and storage as a means to reduce electricity bills for low- and moderate-income (LMI) households, multifamily building residents, and renters, who traditionally lack access to bill savings from rooftop solar. Specifically, NREL modeled customer-sited solar and storage adoption using the Distributed Generation Market Demand (dGen™)1 model through 2035 and developed scenarios to identify programs or policies that could support equitable access to bill savings from rooftop solar or solar-plus-storage. Scenarios tested include a direct-install program for LMI customers, net metering for LMI customers, and equitable distribution of benefits from installing solar between owners and renters of renter-occupied buildings. Research was guided by input from the community engagement process, and equity strategies are presented in alignment with that guidance.

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