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All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Accomplishments of the Abrupt Wing Stall (AWS) Program and Future Research Requirements

The Abrupt Wing Stall (AWS) Program has addressed the problem of uncommanded lateral motions, such as wing drop and wing rock, at transonic speeds. The genesis of this Program was the experience of the F/A-18E/F Program in the late 199O's, when wing drop was discovered in the heart of the maneuver envelope for the pre-production aircraft. While the F/A-18E/F problem was subsequently corrected by a leading-edge flap scheduling change and the addition of a porous door to the wing fold fairing, the AWS Program was initiated as a national response to the lack of technology readiness available at the time of the F/A-18E/F Development Program. The AWS Program objectives were to define causal factors for the F/A-18E/F experience, to gain insights into the flow physics associated with wing drop, and to develop methods and analytical tools so that future programs could identify this type of problem before going to flight test. The paper reviews, for the major goals of the AWS Program, the status of the technology before the program began, the program objectives, accomplishments, and impacts. Lessons learned are presented for the benefit of future programs that must assess whether a vehicle will have uncommanded lateral motions before going to flight test. Finally, recommended future research needs are presented in light of the AWS Program experience.

Hall, Robert M.↗
NASA NTRS2004

College Bound with the Office of Educational Programs

The Educational Programs Office at NASA Glenn Research Center hosts a variety of programs that takes on the hard task of getting students of all ages interested in pursuing careers in science, mathematics, and engineering. To help assist students along the way there are many programs to participate in such as: the explorers, shadowing opportunities, and paid internships. The Educational Programs Office not only creates learning opportunities for students, they also host workshops to help educators enhance their knowledge these fields. This summer I assisted Marie Borowski in the Educational Programs Office with the Tennessee State University College Bound Program. The Tennessee state University College Bound Program is an intensive two-week summer academic workshop designed to introduce minority students to the profession of engineering. NASA Glenn Research Center sent forty dedicated students on a bus to Nashville, Tennessee to experience college life as a whole. At the college the students day consisted of a math class, aeronautics, ACT/SAT preparation, writing and research, African American Culture, computer science, and study sessions. The students also went on educational field trips to the Fisk Museum, the Space and Rocket Center, and the Parthenon Museum. On the last day of the program the students competed in an oratorical contest where the students made a Powerpoint presentation on the class that they enjoyed the most. There were many processes that had to be put into action for the college bound program to run smoothly. The process started in early January with the preparation of applications. Once prepared, the applications were then sent to schools and past participants in hopes of receiving a well-qualified pool of applicants. Once the applications were received, a prescreening is done which ensures all of the information is complete. Then, they are reviewed by a panel, using a rubric to evaluate them, and the semifinalists are then selected. Interviews are held with the students and their parents had to be interviewed by a panel of judges and graded on a rubric. The scores were added up and the forty students were selected. My job this summer was getting the students ready to leave for Tennessee. My job consisted of working very closely with my mentor, Marie Borowski, compile the student data to provide it to the chaperones, TSU records, and NASA records. I learned about the vital communication between the NASA and the TSU program managers. After all the planning was done and the program had begun I had a chance to fly to Tennessee for six days to observe the students daily activities. The students had adjusted very well to the intense schedule, and seemed very enthusiastic about the activities to follow. The whole group was very attentive and enthusiastic program be longer. My goals for the summer were all met. I wanted to learn and retain all the information I possibly could on the job I was given. I was very happy with the end result.

Neal, Brittany D.↗
NASA NTRS2008

NASA's In Space Propulsion Technology Program Accomplishments and Lessons Learned

NASA's In-Space Propulsion Technology (ISPT) Program was managed for 5 years at the NASA MSFC and significant strides were made in the advancement of key transportation technologies that will enable or enhance future robotic science and deep space exploration missions. At the program's inception, a set of technology investment priorities were established using an NASA-wide, mission-driven prioritization process and, for the most part, these priorities changed little - thus allowing a consistent framework in which to fund and manage technology development. Technologies in the portfolio included aerocapture, advanced chemical propulsion, solar electric propulsion, solar sail propulsion, electrodynamic and momentum transfer tethers, and various very advanced propulsion technologies with significantly lower technology readiness. The program invested in technologies that have the potential to revolutionize the robotic exploration of deep space. For robotic exploration and science missions, increased efficiencies of future propulsion systems are critical to reduce overall life-cycle costs and, in some cases, enable missions previously considered impossible. Continued reliance on conventional chemical propulsion alone will not enable the robust exploration of deep space - the maximum theoretical efficiencies have almost been reached and they are insufficient to meet needs for many ambitious science missions currently being considered. By developing the capability to support mid-term robotic mission needs, the program was to lay the technological foundation for travel to nearby interstellar space. The ambitious goals of the program at its inception included supporting the development of technologies that could support all of NASA's missions, both human and robotic. As time went on and budgets were never as high as planned, the scope of the program was reduced almost every year, forcing the elimination of not only the broader goals of the initial program, but also of funding for over half of the technologies in the original portfolio. In addition, the frequency at which the application requirements for the program changed exceeded the development time required to mature technologies: forcing sometimes radical rescoping of research efforts already halfway (or more) to completion. At the end of its fifth year, both the scope and funding of the program were at a minimum despite the program successfully meeting all of it's initial high priority objectives. This paper will describe the program, its requirements, technology portfolio, and technology maturation processes. Also discussed will be the major technology milestones achieved and the lessons learned from managing a $100M+ technology program.

Johnson, Les C.↗
NASA NTRS2007

Application-Program-Installer Builder

A computer program builds application programming interfaces (APIs) and related software components for installing and uninstalling application programs in any of a variety of computers and operating systems that support the Java programming language in its binary form. This program is partly similar in function to commercial (e.g., Install-Shield) software. This program is intended to enable satisfaction of a quasi-industry-standard set of requirements for a set of APIs that would enable such installation and uninstallation and that would avoid the pitfalls that are commonly encountered during installation of software. The requirements include the following: 1) Properly detecting prerequisites to an application program before performing the installation; 2) Properly registering component requirements; 3) Correctly measuring the required hard-disk space, including accounting for prerequisite components that have already been installed; and 4) Correctly uninstalling an application program. Correct uninstallation includes (1) detecting whether any component of the program to be removed is required by another program, (2) not removing that component, and (3) deleting references to requirements of the to-be-removed program for components of other programs so that those components can be properly removed at a later time.

Wolgast, Paul↗
DOE OSTI2020

Advanced Sensors and Instrumentation (ASI) Program Plan. Nuclear Energy Enabling Technologies (NEET)

The U.S. Department of Energy Office of Nuclear Energy (DOE-NE) sponsors a crosscutting technology development (CTD) program addressing common instrumentation & controls (I&C) needs in all DOE-NE sponsored programs. In 2012, DOE-NE initiated the Nuclear Energy Enabling Technology (NEET) Program to conduct research, development, and demonstration (RD&D) in crosscutting technologies that directly support and enable the development of existing, new and advanced reactor designs, and fuel cycle technologies. These technologies will advance the state of nuclear technology, improve its competitiveness, and promote continued contribution to meeting our Nation’s energy and environmental challenges. The NEET Program has spurred innovation in the field of sensors and instrumentation, advanced methods for manufacturing, and cyber security. The Advanced Sensors and Instrumentation (ASI) program is one element of the NEET CTD that has spurred innovation in the measurement science field by funding research on sensors, instrumentation and controls, communication, and advanced analytics that measure system parameters, gauge component control input, and provide power plant owners and operators critical awareness so they can plan and safely manage operational evolutions. The NEET ASI Program has carried out research and development (R&D) required to develop and deploy innovative and advanced sensors, and instrumentation and control capabilities for current and future nuclear energy systems, and to enable the advanced technologies essential to NE’s R&D efforts needed to realize mission goals. The concept of technology readiness assessment is helpful for the classification of instrumentation technology as part of the program strategy. A technology readiness assessment evaluates technology maturity using the Technology Readiness Level (TRL) scale and was pioneered by the National Aeronautics and Space Administration in the 1980s for space technology. It has recently been adopted to advance fuels and materials. The NEET ASI program objective is to mature instruments technology to TRL 6, which is “demonstration of the technology in relevant environment.” While there may be instances in which a different strategy is justified, the aim of the program is to respond to DOE program and stakeholder needs for nuclear instrumentation then hand off the technology after demonstration for integration in a more complex system, for example an irradiation test, experimental loop or a plant component such as the core, primary system or heat exchanger. A mechanism to continue some level of support from NEET ASI during and after the adoption (for example, to maintain fabrication and calibration capabilities) will be defined as the first example of technology hand off comes to fruition. In addition, several paths exist within DOE to complement NEET ASI activities to extend the maturity beyond TRL, for example through GAIN, technology commercialization funding, and small-business programs. Role of NEET ASI CINR projects in the TRL space, and integration with direct funded demonstration.

46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗
DOE OSTI2012

Preparing Los Alamos National Laboratory's Waste Management Program for the Future - 12175

The waste management program at Los Alamos National Laboratory (LANL) is undergoing significant transition to establish a lean highly functioning waste management program that will succeed the large environmental cleanup waste management program. In the coming years, the environmental cleanup activities will be mostly completed and the effort will change to long-term stewardship. What will remain in waste management is a smaller program focused on direct off-site shipping to cost-effectively enable the enduring mission of the laboratory in support of the national nuclear weapons program and fundamental science and research. It is essential that LANL implement a highly functioning efficient waste management program in support of the core missions of the national weapons program and fundamental science and research - and LANL is well on the way to that goal. As LANL continues the transition process, the following concepts have been validated: - Business drivers including the loss of onsite disposal access and completion of major environmental cleanup activities will drive large changes in waste management strategies and program. - A well conceived organizational structure; formal management systems; a customer service attitude; and enthusiastic managers are core to a successful waste management program. - During times of organizational transition, a project management approach to managing change in a complex work place with numerous complex deliverables is successful strategy. - Early and effective engagement with waste generators, especially Project Managers, is critical to successful waste planning. - A well-trained flexible waste management work force is vital. Training plans should include continuous training as a strategy. - A shared fate approach to managing institutional waste decisions, such as the LANL Waste Management Recharge Board is effective. - An efficient WM program benefits greatly from modern technology and innovation in managing waste data and reports. - Use of six-sigma tools can help improve the quality and efficiency of waste management processes. - A fair, easy to understand, transparent, and well-overseen process for distributing the cost of waste disposal and waste program oversight is essential. (authors)

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

How Do Electricity Pricing Programs Impact the Selection of Energy Efficiency Measures? - A Case Study with U.S. Medium Office Buildings

Building owners usually select energy efficiency measures (EEMs) by referring to return on investment (ROI). Current studies tend to apply static energy price to estimate ROI. However, more and more buildings are adopting dynamic electricity pricing programs. To understand how electricity pricing programs impact the selection of EEMs, this paper presents an analysis of the ROIs of EEMs under different pricing programs using U.S. medium office buildings as an example. Eight EEMs in four typical cities are selected as case studies. Considering five electricity pricing programs scenarios (one static program and four dynamic programs), EEMs are selected based on their ROIs. The main findings are: (1) The ROIs of EEMs change under different pricing programs. (2) In Honolulu, Buffalo, and Denver, replacing interior fixtures with higher-efficiency fixtures has a significantly higher ROI than the rest EEMs under all five pricing programs. However, the ROI of this EEM in Honolulu ranges from 28% to 47% for different pricing programs. (3) Similarly, in Fairbanks, replace heating coil with higher-efficiency coil produce higher ROI than the rest under all five pricing programs. (4) For other EEMs, their ROI rankings vary according to electricity pricing programs.

demand response↗
DOE OSTI2012

SRNL Phase 1 Assessment of the WTP Waste Qualification Program

The Hanford Tank Waste Treatment and Immobilization Plant (WTP) Project is currently transitioning its emphasis from an engineering design and construction phase toward facility completion, start-up and commissioning. With this transition, the WTP Project has initiated more detailed assessments of the requirements that must be met during the actual processing of the Hanford Site tank waste. One particular area of interest is the waste qualification program. In general, the waste qualification program involves testing and analysis to demonstrate compliance with waste acceptance criteria, determine waste processability, and demonstrate laboratory-scale unit operations to support WTP operations. The testing and analysis are driven by data quality objectives (DQO) requirements necessary for meeting waste acceptance criteria for transfer of high-level wastes from the tank farms to the WTP, and for ensuring waste processability including proper glass formulations during processing within the WTP complex. Given the successful implementation of similar waste qualification efforts at the Savannah River Site (SRS) which were based on critical technical support and guidance from the Savannah River National Laboratory (SRNL), WTP requested subject matter experts (SMEs) from SRNL to support a technology exchange with respect to waste qualification programs in which a critical review of the WTP program could be initiated and lessons learned could be shared. The technology exchange was held on July 18-20, 2011 in Richland, Washington, and was the initial step in a multi-phased approach to support development and implementation of a successful waste qualification program at the WTP. The 3-day workshop was hosted by WTP with representatives from the Tank Operations Contractor (TOC) and SRNL in attendance as well as representatives from the US DOE Office of River Protection (ORP) and the Defense Nuclear Facility Safety Board (DNFSB) Site Representative office. The purpose of the workshop was to share lessons learned and provide a technology exchange to support development of a technically defensible waste qualification program. The objective of this report is to provide a review, from SRNL's perspective, of the WTP waste qualification program as presented during the workshop. In addition to SRNL's perspective on the general approach to the waste qualification program, more detailed insight into the specific unit operations presented by WTP during the workshop is provided. This report also provides a general overview of the SRS qualification program which serves as a basis for a comparison between the two programs. Recommendations regarding specific steps are made based on the review and SRNL's lessons learned from qualification of SRS low-activity waste (LAW) and high-level waste (HLW) to support maturation of the waste qualification program leading to WTP implementation.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2013

Energy Efficiency and Conservation Block Grant (EECBG) - Better Buildings Neighborhood Program at Greater Cincinnati Energy Alliance: Home Performance with Energy Star® and Better Buildings Performance

The Greater Cincinnati Energy Alliance (Energy Alliance) is a nonprofit economic development agency dedicated to helping Greater Cincinnati and Northern Kentucky communities reduce energy consumption. The Energy Alliance has launched programs to educate homeowners, commercial property owners, and nonprofit organizations about energy efficiency opportunities they can use to drive energy use reductions and financial savings, while extending significant focus to creating/retaining jobs through these programs. The mission of the Energy Alliance is based on the premise that investment in energy efficiency can lead to transformative economic development in a region. With support from seven municipalities, the Energy Alliance began operation in early 2010 and has been among the fastest growing nonprofit organizations in the Greater Cincinnati/Northern Kentucky area. The Energy Alliance offers two programs endorsed by the Department of Energy: the Home Performance with ENERGY STAR® Program for homeowners and the Better Buildings Performance Program for commercial entities. Both programs couple expert guidance, project management, and education in energy efficiency best practices with incentives and innovative energy efficiency financing to help building owners effectively invest in the energy efficiency, comfort, health, longevity, and environmental impact of their residential or commercial buildings. The Energy Alliance has raised over $23 million of public and private capital to build a robust market for energy efficiency investment. Of the $23 million, $17 million was a direct grant from the Department of Energy Better Buildings Neighborhood Program (BBNP). The organization’s investments in energy efficiency projects in the residential and commercial sector have led to well over $50 million in direct economic activity and created over 375,000 hours of labor created or retained. In addition, over 250 workers have been trained through the Building Performance Training Center, a program that was developed and funded by the Energy Alliance and housed at Cincinnati State Technical and Community College. Nearly 100 residential and commercial contractors currently participate in the Energy Alliance’s two major programs, which have together served over 2,800 residential and 100 commercial customers. Additionally, the Energy Alliance established loan programs for homeowners, nonprofits and commercial businesses. The GC-HELP program was established to provide up to ten year low interest, unsecured loans to homeowners to cover the energy efficiency products they purchased through the Energy Alliance approved contractor base. To date the Energy Alliance has financed over $1 million in energy efficiency loans for homeowners, without any loans written off. The nonprofit business community is offered five year, fixed-interest rate loans through the Building Communities Loan Fund of $250,000. Additionally, the Energy Alliance has developed GC-PACE, a commercial financing tool that enables buildings owners to finance their energy upgrades through voluntary property assessments deploying low-interest extended-term capital from the bond market. The Energy Alliance and its partners are actively evaluating additional market-based financing solutions.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2013

A Global Review of Incentive Programs to Accelerate Energy-Efficient Appliances and Equipment

Incentive programs are an essential policy tool to move the market toward energy-efficient products. They offer a favorable complement to mandatory standards and labeling policies by accelerating the market penetration of energy-efficient products above equipment standard requirements and by preparing the market for increased future mandatory requirements. They sway purchase decisions and in some cases production decisions and retail stocking decisions toward energy-efficient products. Incentive programs are structured according to their regulatory environment, the way they are financed, by how the incentive is targeted, and by who administers them. This report categorizes the main elements of incentive programs, using case studies from the Major Economies Forum to illustrate their characteristics. To inform future policy and program design, it seeks to recognize design advantages and disadvantages through a qualitative overview of the variety of programs in use around the globe. Examples range from rebate programs administered by utilities under an Energy-Efficiency Resource Standards (EERS) regulatory framework (California, USA) to the distribution of Eco-Points that reward customers for buying efficient appliances under a government recovery program (Japan). We found that evaluations have demonstrated that financial incentives programs have greater impact when they target highly efficient technologies that have a small market share. We also found that the benefits and drawbacks of different program design aspects depend on the market barriers addressed, the target equipment, and the local market context and that no program design surpasses the others. The key to successful program design and implementation is a thorough understanding of the market and effective identification of the most important local factors hindering the penetration of energy-efficient technologies.

25 ENERGY STORAGE↗
DOE OSTI2015

Sustained Energy Savings Achieved through Successful Industrial Customer Interaction with Ratepayer Programs: Case Studies

Many states have implemented ratepayer-funded programs to acquire energy efficiency as a predictable and reliable resource for meeting existing and future energy demand. These programs have become a fixture in many U.S. electricity and natural gas markets as they help postpone or eliminate the need for expensive generation and transmission investments. Industrial energy efficiency (IEE) is an energy efficiency resource that is not only a low cost option for many of these efficiency programs, but offers productivity and competitive benefits to manufacturers as it reduces their energy costs. However, some industrial customers are less enthusiastic about participating in these programs. IEE ratepayer programs suffer low participation by industries across many states today despite a continual increase in energy efficiency program spending across all types of customers, and significant energy efficiency funds can often go unused for industrial customers. This paper provides four detailed case studies of companies that benefited from participation in their utility’s energy efficiency program offerings and highlights the business value brought to them by participation in these programs. The paper is designed both for rate-payer efficiency program administrators interested in improving the attractiveness and effectiveness of industrial efficiency programs for their industrial customers and for industrial customers interested in maximizing the value of participating in efficiency programs.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2014

Energy Efficiency Finance Programs: Use Case Analysis to Define Data Needs and Guidelines

There are over 200 energy efficiency loan programs—across 49 U.S. states—administered by utilities, state/local government agencies, or private lenders.1 This distributed model has led to significant variation in program design and implementation practices including how data is collected and used. The challenge of consolidating and aggregating data across independently administered programs has been illustrated by a recent pilot of an open source database for energy efficiency financing program data. This project was led by the Environmental Defense Fund (EDF), the Investor Confidence Project, the Clean Energy Finance Center (CEFC), and the University of Chicago. This partnership discussed data collection practices with a number of existing energy efficiency loan programs and identified four programs that were suitable and willing to participate in the pilot database (Diamond 2014).2 The partnership collected information related to ~12,000 loans with an aggregate value of ~$100M across the four programs. Of the 95 data fields collected across the four programs, 30 fields were common between two or more programs and only seven data fields were common across all programs. The results of that pilot study illustrate the inconsistencies in current data definition and collection practices among energy efficiency finance programs and may contribute to certain barriers.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2023

Laboratory Directed Research and Development Program: FY 2021 Completed Projects

Oak Ridge National Laboratory (ORNL) is the US Department of Energy’s (DOE’s) largest multiprogram science, technology, and energy laboratory. It possesses distinctive capabilities in neutron science, computing, advanced materials, nuclear science and technology, and other fields. Using these capabilities, ORNL conducts basic and applied R&D to support DOE’s overarching mission “to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.”1 As a national resource, ORNL also applies its capabilities and skills to specific needs of other federal agencies and customers through the DOE Strategic Partnership Projects (SPP) Program. Information about the laboratory and its programs is available on the ORNL website.2 The Laboratory Directed Research and Development (LDRD) Program at ORNL operates under the authority of the DOE Order 413.2C, “Laboratory Directed Research and Development,”3 which establishes DOE’s requirements for the program while providing the laboratory director broad flexibility for program implementation. The LDRD Program funds are obtained through a charge to all laboratory programs. Although it represents a relatively small portion of the overall research budget, the LDRD Program plays an essential role in maintaining the laboratory’s ability to respond to national needs. The program allows ORNL to improve its distinctive capabilities and to enhance its ability to conduct cutting-edge R&D. In accordance with the DOE order, R&D projects funded through the LDRD Program at ORNL support the following goals: (1) maintain the scientific and technical vitality of the laboratory; (2) enhance the laboratory’s ability to address future DOE missions; (3) foster creativity and stimulate exploration of forefront areas of science and technology; (4) serve as a proving ground for new concepts in R&D; and (5) support high-risk, potentially high-value R&D. This report provides an overview of the LDRD Program at ORNL in FY 2021 and contains summaries of all LDRD research projects that concluded between October 1, 2020, and September 30, 2021.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2025

Laboratory Directed Research and Development Program: FY 2024 Completed Projects Report

Oak Ridge National Laboratory (ORNL) is the US Department of Energy’s (DOE’s) largest multiprogram science, technology, and energy laboratory. It possesses distinctive capabilities in a variety of fields, such as neutron science, computing, advanced materials, and nuclear science and technology. Using these capabilities, ORNL conducts basic and applied research and development (R&D) to support DOE’s overarching mission “to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.” As a national resource, ORNL also applies its capabilities and skills to the specific needs of other federal agencies and customers through the DOE Strategic Partnership Projects (SPP) Program. Information about the laboratory and its programs is available on the ORNL website. The Laboratory Directed Research and Development (LDRD) Program at ORNL operates under the authority of DOE Order 413.2C, Laboratory Directed Research and Development,3 which establishes DOE’s requirements for the program while providing the laboratory director broad flexibility for program implementation. The LDRD Program funds are obtained through a charge to all laboratory programs. Although it represents a relatively small portion of the overall research budget, the LDRD Program plays an essential role in maintaining the laboratory’s ability to respond to national needs. The program allows ORNL to improve its distinctive capabilities and to enhance its ability to conduct cutting-edge R&D. In accordance with the DOE order, R&D projects funded through the LDRD Program at ORNL support the goals of • maintaining the scientific and technical vitality of the laboratory; • enhancing the laboratory’s ability to address future DOE missions; • fostering creativity and stimulating exploration of forefront areas of science and technology; • serving as a proving ground for new concepts in R&D; and • supporting high-risk, potentially high-value R&D. This report provides an overview of the LDRD Program at ORNL in FY 2024 and contains summaries of all the LDRD research projects that concluded between October 1, 2023, and September 30, 2024.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2026

Laboratory Directed Research and Development Program: FY 2025 Completed Projects

Oak Ridge National Laboratory (ORNL) is the US Department of Energy’s (DOE’s) largest multiprogram science, technology, and energy laboratory. It possesses distinctive capabilities in a variety of fields, such as neutron science, computing, advanced materials, and nuclear science and technology. Using these capabilities, ORNL conducts basic and applied research and development (R&D) to support DOE’s overarching mission “to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.” As a national resource, ORNL also applies its capabilities and skills to the specific needs of other federal agencies and customers through the DOE Strategic Partnership Projects (SPP) Program. Information about the laboratory and its programs is available on the ORNL website. The Laboratory Directed Research and Development (LDRD) Program at ORNL operates under the authority of DOE Order 413.2C, Laboratory Directed Research and Development, which establishes DOE’s requirements for the program while providing the laboratory director broad flexibility for program implementation. The LDRD Program funds are obtained through a charge to all laboratory programs. Although it represents a relatively small portion of the overall research budget, the LDRD Program plays an essential role in maintaining the laboratory’s ability to respond to national needs. The program allows ORNL to improve its distinctive capabilities and enhance its ability to conduct cutting-edge R&D. In accordance with the DOE order, R&D projects funded through the LDRD Program at ORNL support the goals of • maintaining the scientific and technical vitality of the laboratory, • enhancing the laboratory’s ability to address future DOE missions, • fostering creativity and stimulating exploration of forefront areas of science and technology, • serving as a proving ground for new concepts in R&D, and • supporting high-risk, potentially high-value R&D. This report provides an overview of the LDRD Program at ORNL in FY 2025 and contains summaries of all the LDRD research projects that concluded between October 1, 2024, and September 30, 2025.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS1991

ALPS: A Linear Program Solver

ALPS is a computer program which can be used to solve general linear program (optimization) problems. ALPS was designed for those who have minimal linear programming (LP) knowledge and features a menu-driven scheme to guide the user through the process of creating and solving LP formulations. Once created, the problems can be edited and stored in standard DOS ASCII files to provide portability to various word processors or even other linear programming packages. Unlike many math-oriented LP solvers, ALPS contains an LP parser that reads through the LP formulation and reports several types of errors to the user. ALPS provides a large amount of solution data which is often useful in problem solving. In addition to pure linear programs, ALPS can solve for integer, mixed integer, and binary type problems. Pure linear programs are solved with the revised simplex method. Integer or mixed integer programs are solved initially with the revised simplex, and the completed using the branch-and-bound technique. Binary programs are solved with the method of implicit enumeration. This manual describes how to use ALPS to create, edit, and solve linear programming problems. Instructions for installing ALPS on a PC compatible computer are included in the appendices along with a general introduction to linear programming. A programmers guide is also included for assistance in modifying and maintaining the program.

Ferencz, Donald C.↗
NASA NTRS1997

Summer High School Apprenticeship Research Program (SHARP)

The summer of 1997 will not only be noted by NASA for the mission to Mars by the Pathfinder but also for the 179 brilliant apprentices that participated in the SHARP Program. Apprentice participation increased 17% over last year's total of 153 participants. As indicated by the End-of-the-Program Evaluations, 96% of the programs' participants rated the summer experience from very good to excellent. The SHARP Management Team began the year by meeting in Cocoa Beach, Florida for the annual SHARP Planning Conference. Participants strengthened their Education Division Computer Aided Tracking System (EDCATS) skills, toured the world-renowned Kennedy Space Center, and took a journey into space during the Alien Encounter Exercise. The participants returned to their Centers with the same goals and objectives in mind. The 1997 SHARP Program goals were: (1) Utilize NASA's mission, unique facilities and specialized workforce to provide exposure, education, and enrichment experiences to expand participants' career horizons and inspire excellence in formal education and lifelong learning. (2) Develop and implement innovative education reform initiatives which support NASA's Education Strategic Plan and national education goals. (3) Utilize established statistical indicators to measure the effectiveness of SHARP's program goals. (4) Explore new recruiting methods which target the student population for which SHARP was specifically designed. (5) Increase the number of participants in the program. All of the SHARP Coordinators reported that the goals and objectives for the overall program as well as their individual program goals were achieved. Some of the goals and objectives for the Centers were: (1) To increase the students' awareness of science, mathematics, engineering, and computer technology; (2) To provide students with the opportunity to broaden their career objectives; and (3) To expose students to a variety of enrichment activities. Most of the Center goals and objectives were consistent with the overall program goals. Modem Technology Systems, Inc., was able to meet the SHARP Apprentices, Coordinators and Mentors during their site visits to Stennis Space Center, Ames Research Center and Dryden Flight Research Center. All three Centers had very efficient programs and adhered to SHARP's general guidelines and procedures. MTSI was able to meet the apprentices from the other Centers via satellite in July during the SHARP Video-Teleconference(ViTS). The ViTS offered the apprentices and the NASA and SHARP Coordinators the opportunity to introduce themselves. The apprentices from each Center presented topical "Cutting Edge Projects". Some of the accomplishments for the 1997 SHARP Program year included: MTSI hiring apprentices from four of the nine NASA Centers, the full utilization of the EDCATS by apprentices and NASA/SHARP Coordinators, the distribution of the SHARP Apprentice College and Scholarship Directory, a reunion with former apprentices from Langley Research Center and the development of a SHARP Recruitment Poster. MTSI developed another exciting newsletter containing graphics and articles submitted by the apprentices and the SHARP Management Team.

Source record↗
NASA NTRS2002

Evaluating the Effectiveness of NASA's Destination Tomorrow(Trademark) 2000-2001 Program

NASA's Destination Tomorrow(trademark) series consists of 30-minute educational television programs that focus on NASA research, past, present, and future and are designed for educators, parents, and adult (lifelong) learners. Programs in this award-winning series follow a magazine style format with segments ranging from 3-5 minutes to 6-8 minutes. An associated web site provides summaries of stories and links to related program material. The development of the programs is based on educational theory, principles, and research as they pertain to how adults learn and apply knowledge. The five programs in the 2000-2001 season were produced in English and dubbed in Spanish. Telephone interviews with managers of cable access television stations were conducted in January 2002. NASA's Destination Tomorrow(trademark) interviewees reported that (1) from a programming standpoint, the most appealing aspects of the series are its production quality and educational value, (2) programs in the series are 'better than average' when compared to other education programming, (3) the programs are very credible, (4) the programs are successful in educating people about what NASA does, and (5) the programs have been 'very well received' by their audiences.

Pinelli, Thomas E.↗