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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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DOE OSTI2020

Opportunities for an Integrated Web-Based Workbench for Data Access and Analysis - 20244

Management of environmental issues can require integration of multiple types of data and information, conducting data analysis and interpretation, and providing data visualization for effective communications. These data elements are important for site management to support regulator interactions and provide defensibility for remedial decisions. Databases and information repositories are core elements of managing data; however, efficient data access and analysis also enable effective site management. The U.S. Department of Energy (DOE) Hanford Site is an example of a complex site with a voluminous quantity of environmental data and a need for efficient site management. Different tiers of data and information tools have been developed and deployed to address site needs. These tools are configured for ready access via the web site interfaces and meet the rigorous quality requirements for environmental site management. Evolving efforts are focused on an integrated platform to meet site environmental management needs. In this platform, users can access site information at multiple levels of detail based on their need and permissions, so that data and associated analyses are presented within the context of the site mission and the user's management or technical needs. This concept is not only applicable at individual sites like Hanford but also applicable at other sites within the DOE complex. An integrated web-based architecture that links data visualization, data analytics, and management tools can provide holistic access to large data sets, minimize complexity, and maximize interactivity and technical communication. (authors)

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

Materials and Fuels Complex Operations Management Improvement Strategy

The Materials and Fuels Complex (MFC) has experienced substantial growth in terms of staff, research, and production in recent years. MFC operational performance has effectively kept pace with this growth. However, to capture the continuous improvement actions needed to improve effectiveness and increase the efficiency of our management systems, a broad operations management strategy is necessary. The MFC Operations Management Improvement (OMI) Strategy is complementary to the MFC Five-Year Mission and Investment Strategies and the MFC Management Plan. The OMI strategy is structured to address the management systems outlined in the Nuclear Facility Management Standard Operations Model. Each management system is evaluated independently in a chapter that describes the prior 5 years of performance improvement, a description of improvement actions for the MFC staff that directly perform within or contribute to the management system, process improvements, and any needed equipment improvements. Additional chapters are added to address subject areas not formally described in the standard operations model. The OMI strategy actions are structured to have cross cutting impacts for improvements pertaining to the entire directorate or a single division. All division improvement agendas are aligned to the OMI strategy.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2022

Materials and Fuels Complex Operations Management Improvement Strategy for FY2022

The Materials and Fuels Complex (MFC) has experienced substantial growth in terms of staff, research, and production in recent years. MFC operational performance has effectively kept pace with this growth. However, to capture the continuous improvement actions needed to improve effectiveness and increase the efficiency of our management systems, a broad operations management strategy is necessary. The MFC Operations Management Improvement (OMI) Strategy is complementary to the MFC Five-Year Mission and Investment Strategies and the MFC Management Plan. The OMI strategy is structured to address the management systems outlined in the Nuclear Facility Management Standard Operations Model. Selected management systems are evaluated independently in chapters that describe the prior 5 years of performance improvement, a description of improvement actions for the MFC staff that directly perform within or contribute to the management system, process improvements, and any needed equipment improvements. Chapter selection is based on a management system’s need for improvement. In some cases, management systems may be combined in a single chapter. Additional chapters are added to address subject areas not formally described in the standard operations model.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2023

Materials and Fuels Complex Operations Management Improvement Strategy for Fiscal Year 2023

The Materials and Fuels Complex (MFC) has experienced substantial growth in terms of staff, research, and production in recent years. MFC operational performance has effectively kept pace with this growth. However, to capture the continuous improvement actions needed to improve effectiveness and increase the efficiency of our management systems, a broad operations management strategy is necessary. The MFC Operations Management Improvement (OMI) Strategy is complementary to the MFC Five-Year Mission and Investment Strategies and the MFC Management Plan. The OMI strategy is structured to address the management systems outlined in the Nuclear Facility Management Standard Operations Model. Selected management systems are evaluated independently in chapters that describe the prior 5 years of performance improvement, a description of improvement actions for the MFC staff that directly perform within or contribute to the management system, process improvements, and any needed equipment improvements. Chapter selection is based on a management system’s need for improvement. In some cases, management systems may be combined in a single chapter. Additional chapters are added to address subject areas not formally described in the standard operations model.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2024

Invasive Plant Species Management Plan for Los Alamos National Laboratory (Rev.3)

Native species are plants and animals that continually occupy a natural range without direct or indirect introduction and/or care by humans. They are adapted to the environmental conditions and processes of the ecosystem in which they reside. A species introduced into a novel ecosystem can either exploit that ecosystem and thrive or be unable to survive in that ecosystem (Hobbs et al. 2006). Alien or non-native species are species that are intentionally or accidentally introduced into a novel ecosystem and are capable of living and propagating within the physical parameters of that ecosystem. Invasive species is a species that is non-native (or alien) to the ecosystem under consideration and a noxious species are those whose introduction causes or is likely to cause economic or environmental harm. The term invasive species is applicable to plants and animals alike; however, this invasive species management plan currently focuses on invasive vegetation. Invasive plant species are usually capable of rapid colonization of disturbed ground, such as after a change in wildfire regime intensity and frequency (Reilly et al. 2020) or anthropogenic ground disturbance (Burke and Grime 1996; Hobbs and Huenneke 1992). Climate change facilitates the spread and establishment of many alien species and creates new opportunities for them to become invasive (Turbelin and Catford 2021). As climate change impacts increase in the coming decades, we may see in an increase in invasive species establishment. See a list of definitions of terms pertinent to this document in Appendix A: Definitions. Los Alamos National Laboratory (LANL) hosts populations of non-native and invasive species all typical of the northern New Mexico region (Martin 2004; NMDA 2020). By implementing an invasive species management plan, LANL will have readily accessible management strategies for invasive species that are found on-site. The benefits of managing invasive species include a decrease in wildland fire risks, an increase in soil productivity, an increase in (productive or beneficial) wildlife habitat, an increase in water quantity and quality, and the restoration of impacted areas (Burke and Grime 1996; Hobbs and Huenneke 1992; D’Antonio and Hobbie 2005; MacDougall et al. 2013; Reilly et al. 2020). The aforementioned benefits from invasive species management directly enable the LANL mission by ensuring compliance requirements are met and site-wide programs, such as the Vulnerability Assessment and Resilience Plan, are supported for a mutually beneficial outcome. An example for the LANL site specifically, controlling non-native annual plant species, for example, could reduce the costs associated with stabilizing soils during the stormwater pollution prevention compliance process. Roadway and utility right-of-way areas are another place where an integrated vegetation management strategy would promote low growing perennial plants in a way that is mutually beneficial to habitat and the institution through lowered maintenance costs. There is also an economic benefit to managing invasive species. In one nationwide study, invasive plants had an estimated impact cost of $190.45 billion (Fantel-Lepczyk et al. 2022). Investing in preventative measures and surveillance could help to offset future control and management costs of invasive species that have the potential to become established. The State of New Mexico has developed plant species lists and recommendations through the New Mexico Department of Agriculture’s Noxious Weeds Management Act, Article 7D (NM Statute § 76-7D-4 2021); however, effective invasive species management must rely on local knowledge of the site and region. Los Alamos County (LAC) has already compiled a target invasive plant species list and species-specific management objectives (Martin 2004). Therefore, the New Mexico Noxious Weed List and the LAC invasive plant species list, as well as management objectives from those documents, are integrated into LANL’s invasive plant species management plan.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2022

Discrete-event Simulation Process Model for the Pyrochemical Processing of Plutonium at Los Alamos National Laboratory

The pyrochemical metal production operations that occur in the Plutonium Facility at Los Alamos National Laboratory perform plutonium purification with the aim to provide plutonium metal for a variety of defense- and non-defense missions within the National Nuclear Security Administration. The demands and constraints associated with the pyrochemical processing of plutonium are complex, making decision analyses challenging for program managers who require plutonium production for their mission applications. The construction of a discrete-event simulation process model is proposed to measure and report the process capacity, material throughput, equipment requirements, and dose accumulation for operators of the pyrochemical metal production operations. The process model, constructed in the ExtendSim™ software, will represent the cause-and-effect relationships between the pyrochemical processing environment and the process constraints, including criticality limitations, material control and accountability measures, chemical analysis requirements, and equipment availability. An accurate representation of the pyrochemical metal production process capacity through simulation modeling will be helpful to program managers in their efforts to forecast plutonium availability for mission applications. Furthermore, the proposed process model will be vital for future analyses that will measure the interactions between the pyrochemical metal production operations and the aqueous reprocessing operations and their ability to minimize transuranic waste disposal.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2020

Competing Interests and Creating Value - Balancing Durable and Enforceable Institutional Controls with Beneficial Reuse - 20320

US DOE LM has various real property interests at the 100 sites within its current portfolio, with an anticipated total of 127 sites within the next 5 years. Each site has its own narrative with respect to the real property assets. Since the regulatory time frame for long-term surveillance and maintenance activities at some sites can be in perpetuity, durable and effective instruments and documentation are necessary to support LM's unique mission as a federal land manager and steward. More than half of the sites currently in LM's inventory do not allow unrestricted use, and institutional controls (ICs) are required to limit human and environmental exposures to residual contamination. LM's Asset Management program balances protection of human health and the environment with a goal of optimizing its land portfolio through mitigation of risk, limiting liability, and creating value, whether tangible or intangible, in these types of assets. The IC layering strategy utilizes multiple types, restrictions, and legal authorities to protect human health and the environment. This layering strategy influences the transition of these properties into LM's portfolio to assess potential beneficial reuses. The LM's beneficial reuse program aims to repurpose former contaminated sites to restore the environment, protect the public health, revitalize communities, and spur economic growth. LM strives to create value in a perceived valueless asset and reevaluates and revisits the potential opportunities for these sites as long-term surveillance and maintenance activities are performed and objectives are achieved. Beneficial reuse also promotes protectiveness by ensuring activities are compatible with long-term maintenance and protection of public health and the environment as well as ensuring activities are environmentally sound by retaining good stewardship of natural resources. LM has recently revised both the Institutional Control Program Guidance and its Beneficial Reuse Management Plan to integrate the issues of land use with ICs, creating value in these impaired assets. This paper presents the following topics: (1) a general overview of LM's IC and beneficial reuse programs; (2) the unique aspects of each of these programs as a result of the multiple regulatory requirements and programs that affect LM sites; (3) case studies of LM sites to show examples of how LM created value while complying with the ICs and layering strategies; and (4) the most common challenges to beneficial reuses at LM sites and potential options for value creation in impaired assets. (authors)

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

On the Road to Achieving Safety Excellence at the Idaho Cleanup Project: The Initial Challenges, Solutions, and Positive Results of Striving to be the Best and Safest in the DOE Complex - 20518

When Fluor Idaho, LLC (Fluor Idaho) assumed the Idaho Cleanup Project Core contract (ICP Core) in mid-2016, it inherited the successful multi-faceted, employee-owned safety programs of two prior contractors supporting cleanup operations at the Idaho National Laboratory Site. Fluor Idaho incorporated the best of both safety programs along with Fluor Corporate's 106-year legacy of safety initiatives and successes. Fluor Idaho integrated the separate programs and cultures under a One Fluor approach - one project, one mission, One Fluor. Job changes, management changes, and procedures, processes, and system changes presented multiple challenges. Those challenges combined with the severe Winter of 2016/2017 resulted in numerous slips, trips, and falls first aids and reportable injuries. The road to safety excellence started off bumpy and stayed that way for some time. Since then, Fluor Idaho has successfully implemented several key initiatives including employee engagement; management engagement and time in the field; communications improvements; safety culture sustainment; injury/illness prevention; organizational learning; and DOE Voluntary Protection Program (VPP) readiness and preparation. Management became more engaged by making more workplace visits and increasing their supervision of 'life critical work' or complex activities. Additional training became mandatory for first-line supervisors and front-line workers. Most recently, Fluor Idaho increased its injury and illness prevention initiatives extensively. In the last year, things have turned around in a dramatic way. This shift is directly attributable to the significant number of initiatives launched in late 2017 and 2018. These initiatives addressed safety performance in the five key areas of the DOE VPP and promoted sustainability of the company's safety culture. The five key areas are: management leadership, employee involvement, work-site analysis, hazard prevention and control, and safety and health training. Employees and managers alike recommitted to making safety the highest value. The result of this laser-like focus on safety and accident and injury prevention is that injuries and first aids are a fraction of what they were. During FY 2019, employees worked more than 4.2 million hours without a serious injury or lost work-day and 1 million hours without a recordable injury. Fluor Idaho is proud of its safety trend. The company invested significant resources in improving its safety record, and that investment is paying off. Other contractors in the DOE Complex can learn and benefit from this discussion of the challenges Fluor Idaho faced, as well as its innovative safety initiatives that are producing results that are being recognized by our U.S. Department of Energy (DOE) customer. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2021

A Proposed Geospatial Data Preservation Strategy for DOE's Office of Legacy Management

Identifying and planning preservation and curation activities associated with geospatial data will improve the ability of the U.S. Department of Energy Office of Legacy Management (LM) to support their core mission of protecting human health and the environment. This report documents the development LM's strategy for preserving and curating geospatial data within the context of LM's data-lifecycle-management framework. The strategy consists of preservation and curation elements, specific activities, and key enabling factors that ensure LM's geospatial data is maintained. Preservation elements enable the effective preservation of LM's geospatial data and recognizes that strategies need to be flexible to adapt to ongoing changes in scale, technology, and standards. Key enabling factors are intended to highlight critical data management responsibilities that must be addressed by LM to meet its preservation and curation objectives. A summary of best practices for geospatial data preservation is provided as part of the strategy.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2020

Los Alamos National Laboratory Hazardous Waste Facility Permit Community Relations Plan

The requirements of the Hazardous Waste Facility Permit are fulfilled through execution of LANL's fourth strategic goal: “Enabling mission delivery through next-generation facility, infrastructure, and operational excellence.” With input from our stakeholders, we will continue to fulfill those requirements and to improve our waste operations. In 2015, the Laboratory purpose statement focused waste management efforts by directing delivery of mission success through operational effectiveness and scientific excellence. This Plan advances that purpose through community involvement. In the process of achieving our national security mission, Los Alamos National Laboratory generates some hazardous and mixed waste. Hazardous waste is solid waste that is dangerous or potentially harmful to human health or the environment. Hazardous wastes can be liquids, solids, gases, or sludges. They can be discarded as commercial products, such as cleaning fluids or pesticides, or as the byproducts of operations. Specific substances are listed in 40 Code of Federal Regulations (CFR), Part 261: 40 CFR Part 261. Hazardous waste management activities are regulated by the U. S. Environmental Protection Agency and the New Mexico Environment Department (NMED) pursuant to New Mexico Hazardous Waste Act (HWA; Chapter 74, Article 4 NMSA 1978) and regulations under the Act. In 1989, NMED issued the Hazardous Waste Facility Permit (EPA ID Number NM0890010515-1) that established standards for the Laboratory to manage, store, and treat hazardous wastes on-site and to undertake the closure, post closure care, and cleanup as necessary, of permitted waste management units. On November 30, 2010, NMED renewed the Hazardous Waste Facility Permit (the Permit). In June 2020 the Permittees submitted a permit renewal application to the NMED for their review and approval. The Hazardous Waste Facility Permit Community Relations Plan (CRP) describes the scope of public involvement in the activities of the Permit. The CRP is specifically designed to facilitate the community outreach, engagement, and relations activities concerning the Laboratory’s Hazardous Waste Facility Permit and coordinates with but does not include public involvement for other Laboratory programs, initiatives, or environmental activities.

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

Sandia National Laboratories Ecosystem for Open Science: Metadata Schema v0.2 Description.

The Ecosystem for Open Science (eOS) initiative was established in 2019. Its objective is improving openness and sharing of data and information across Defense Nuclear Nonproliferation (DNN) Research and Development (R&D) activities. To support this initiative, the eOS team at Sandia National Laboratories (SNL) developed metadata and data standards and proposed a machine-readable metadata schema. The nuclear explosion monitoring field was selected as a focus area due to its the wide range of pertinent phenomenologies.We developed the DCAT-eOS-AP metadata schema extending the Data Catalog Vocabulary version 2 (DCATv2) standard using an application profile (AP), to fit the needs of multi-disciplinary NA-22 projects. The DCAT-eOS-AP metadata schema describes data at different levels of granularity ranging from general descriptions to more domain-specific granular metadata. Its implementation and serialization is flexible with the ability to include new file or data types. Thus, it will scale with the ever-increasing data management needs of government research. Due to the multitude of phenomenologies represented in the DCAT-eOS-AP schema, we anticipate that it will be easily extensible to various projects across many DOE mission areas. This document describes data management challenges faced within the DNN R&D portfolio and provides insight on how metadata and data standards/guidelines combined with a comprehensive metadata schema can add value to programs throughout the Department of Energy (DOE). It reviews the importance of metadata standards, FAIR (Findability, Accessibility, Interoperability, and Reusability) data principles, and metadata schemas. Additionally, it summarizes input from subject matter experts (SME) at SNL and other National Laboratories that resulted in metadata and data standards/guidelines encompassing domains relevant to NA-22 projects. Finally, we discuss the DCAT-eOS-AP metadata development. Implementation recommendations and future development directions are included for those keen on adopting the DCAT-eOS-AP metadata schema.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2023

Nonlinear, real-time optimization for actuator management in tokamaks

Experiments in DIII-D have been carried out to test a novel actuator management approach in tokamaks. Here, the actuator management scheme is posed as a nonlinear-optimization problem in which the actuator commands are calculated in real time according to the changing control priorities, plasma state, and actuator availability. Such optimization problem is solved using the augmented Lagrangian method, combined with a gradient projection method and a conjugate-gradient iteration algorithm. The algorithmic approach followed in this work does not depend on the particular control objectives or actuators considered, which facilitates its integration with other independently-designed control components within a plasma-control system. In addition, the actuator-management algorithm is able to handle the optimization problem in a computationally efficient manner, making it suitable for real-time implementations. Initial DIII-D results in the steady-state high-q min scenario have demonstrated the capabilities of the actuator manager to perform both simultaneous multiple mission and repurposing sharing, which will be required in ITER.

70 PLASMA PHYSICS AND FUSION TECHNOLOGY↗
DOE OSTI2020

Panel Session 45: Savannah River National Laboratory Advancing the EM Mission Through Technology

This panel focused on Savannah River National Laboratory (SRNL) activities and addressed: 1) Initial development work that SRNL performed to develop the technologies and processes, as well as design the equipment for the DOE EM HLW tank waste treatment and soil and groundwater mission, 2) Implemented technology and process improvements to the EM systems, and 3) Current technologies being evaluated for future implementation to improve throughput and reduce cost/schedule. Panelists with presentations: Advancing the EM Mission: SRNL Technology Approach (Connie Herman); Nuclear Materials Management (William Bates); Adjust, Adapt, Attest, and Adjudicate (Bruce Wiersma); SRNL Research and Development for Technological Advancements in the Liquid Waste Mission at SRS (Frank Pennebaker); EM TD Applies Solutions at SRS (Andrew Fellinger); Remediation of Complex Groundwater Plumes: Three Decades of Cleanup Success (Carol Eddy-Dilek)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2023

Digitalization Guiding Principles and Method for Nuclear Industry Work Processes

The commercial U.S. light-water reactor fleet has been operating at historical efficiency, reliability, and safety over the last decade. Nuclear power has the highest capacity factor of any other power generation technology while also serving as the largest baseload source for carbon-free energy. Despite this remarkable achievement, continued operations for many plants are threatened due to fierce electricity market competition and rising operations and maintenance costs of which continued maintenance of obsolete analog equipment is a contributor. The digital age and associated technologies are where the future lies in process control, and nuclear has yet to take full advantage of the capabilities offered therein. The Light Water Reactor Sustainability Program (LWRS) at Idaho National Laboratory (INL), sponsored by the Department of Energy, has a mission to help the light-water reactor fleet manage its foundational capabilities to continue providing safe and reliable carbon-free power. LWRS helps support that mission by providing scientific, technology-based solutions for advanced concepts of operations with a more viable business model that will allow the fleet to continue to operate at peak levels through extended plant operation. The LWRS Digitalization Project at INL seeks to leverage digital technologies to synthesize and transform work processes. We provide a state-of-the-art analysis of digitalized work processes in nuclear power and investigate ways in which researchers at INL and the nuclear industry can work together to identify what data to access, how to access it, what to do with the data, and most importantly, how to use the insights for decision-making across all levels within the business. Borne from these considerations, we present four guiding principles for digitalization: develop a coherent digitalization plan, apply human factors engineering, establish data governance, and anticipate unintended consequences. Together, these principles form a method that plants can use to effectively to digitalize nuclear industry work processes. Our guiding principles are informed by multiple knowledge sources. First, we document activities from the Work Digitalization Initiative, which was conceived as a means for nuclear organizations to help define and standardize the industry’s approach to digitalizing work. Second, we detail primary research conducted with industry professionals regarding drivers and barriers to digitalization adoption. We present survey results that demonstrate what the industry hopes to get out of digitalization and the ways that INL can continue to support the industry’s digital transformation. Third, we present a digitalization use case with industry partners NextAxiom Technology and Xcel Energy. The project objective was to transform the current condition report work process from paper to digital, incorporating digitalized principles. We report the development of the application and lessons learned. The accomplishments achieved by this research and development serve to identify critical needs for plant guidance in support of digitalization implementation and contribute to the knowledge and strategies available for utilities considering or undertaking digitalization.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2021

FY 2022 Idaho National Laboratory Site Sustainability Plan

The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions. This FY 2022 Idaho National Laboratory Site Sustainability Plan (SSP) was developed to enable and sustain Idaho National Laboratory’s (INL’s) mission to discover, demonstrate, and secure innovative nuclear solutions, clean energy options, and critical infrastructure. DOE Order 436.1, “Departmental Sustainability,” provides requirements and assigns responsibilities for managing sustainability within DOE to ensure that DOE missions are carried out in a sustainable manner, to institute wholesale cultural change to factor sustainability into all DOE decisions, and to ensure DOE achieves sustainability goals. DOE Order 436.1 also requires DOE sites to commit appropriate personnel resources, establish a financing plan that prioritizes the use of life-cycle cost effective private-sector financing, optimize the application of appropriations and budgeted funds, and establish specific performance measures and deliverables designed to achieve the listed requirements. The SSP was developed according to the narrative requirements from the “FY 2022 DOE Site Sustainability Plan Guidance” document issued in September 2021. The SSP contains strategies and activities that will lead to continual energy, water, and waste reductions that move the INL site toward meeting DOE sustainability goals and requirements. The SSP summarizes energy and available fuel use reporting requirements and references criteria for instituting sustainable design. SSP requirements are integrated into each INL site contractor’s Integrated Safety Management System and Environmental Management System (EMS). Finally, the Sustainability Program directives, based on this SSP, are integrated into INL/LTD-21-62463, Annual Laboratory Plan 2021, and operations and acquisition systems.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2022

FY 2023 Idaho National Laboratory Site Sustainability Plan

The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions. This FY 2022 Idaho National Laboratory Site Sustainability Plan (SSP) was developed to enable and sustain Idaho National Laboratory’s (INL’s) mission to discover, demonstrate, and secure innovative nuclear solutions, clean energy options, and critical infrastructure. DOE Order 436.1, “Departmental Sustainability,” provides requirements and assigns responsibilities for managing sustainability within DOE to ensure that DOE missions are carried out in a sustainable manner, to institute wholesale cultural change to factor sustainability into all DOE decisions, and to ensure DOE achieves sustainability goals. DOE Order 436.1 also requires DOE sites to commit appropriate personnel resources, establish a financing plan that prioritizes the use of life-cycle cost effective private-sector financing, optimize the application of appropriations and budgeted funds, and establish specific performance measures and deliverables designed to achieve the listed requirements. The SSP was developed according to the narrative requirements from the “FY 2022 DOE Site Sustainability Plan Guidance” document issued in September 2021. The SSP contains strategies and activities that will lead to continual energy, water, and waste reductions that move the INL site toward meeting DOE sustainability goals and requirements. The SSP summarizes energy and available fuel use reporting requirements and references criteria for instituting sustainable design. SSP requirements are integrated into each INL site contractor’s Integrated Safety Management System and Environmental Management System (EMS). Finally, the Sustainability Program directives, based on this SSP, are integrated into INL/LTD-21-62463, Annual Laboratory Plan 2021, and operations and acquisition systems.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2022

Earned Value Management Systems for Operations Activities

An earned value management system (EVMS), which monitors contractor performance, is a requirement for program and project management for all major acquisitions by the United States Federal Government with development effort: (i.e., an asset requiring management attention because of its importance to an agency’s mission; high development, operating, or maintenance costs; high risk and/or high return). As an area less explored in earned value management (EVM) practices, this paper will survey the application of an EVMS for operations activities defined as: (1) Non-capital asset activities that are projects (or project - like) with definable start and end dates, with discrete scopes of work, and measurable accomplishments; as well as (2) Routine or recurring facility or environmental operations. This paper will examine the use of an EVMS to evaluate performance of operations and maintenance activities required once construction of a capital asset is complete and being used as intended. Such activities include upgrades and maintenance in order for capital assets to meet their mission function over a life-cycle (through repair, replacement, etc.). This paper will provide background on this topic from the perspective of the Department of Energy (DOE) Environmental Management (EM) Program. In addition, it will provide material from a panel discussion provided by a group of experts from the October 2019 Office of Environmental Management Project Management Workshop, as well as material from subsequent research on this topic.

97 MATHEMATICS AND COMPUTING↗