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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 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
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 OSTI2025

Predicting Cislunar Orbit Lifetimes from Initial Orbital Elements

The volume of space between Earth’s geosynchronous orbit out to the Moon’s sphere of influence, including the lunar Lagrange points, is crucial for the successful planning and execution of space missions, but not fully understood dynamically. This region is a part of cislunar space. Trajectories through cislunar space are influenced by the gravitational forces of the Sun, Earth, Moon, and other Solar System planets leading to typically unpredictable and chaotic trajectory behavior. It is therefore difficult to predict the stability of an trajectory through cislunar space from a set of initial conditions or orbital elements. We simulate one million cislunar orbits to train a self-organizing map (SOM) to cluster the trajectories and orbits into families based on how long they remain stable within the cislunar space. Using the trained SOM, we are able to predict the stable lifetime of a trajectory through cislunar space from a set of initial orbital elements to within an accuracy of 10% for 8% of simulated trajectories and within 50% for 43% of the simulated trajectories. Clustering in the SOM suggests that a variety of trajectory morphologies have similar lifetimes. Once trained, the SOM can predict the stable lifetime of a given cislunar trajectory within milliseconds. The methods developed in this work enable the rapid identification of stable cislunar orbits and trajectories that could be used for future space exploration. Moreover, the developed SOM method can generate orbital and trajectory lifetime estimates from minimal observational data, such as a single two line element, making it useful for early warning systems and large-scale sensor network operations.

79 ASTRONOMY AND ASTROPHYSICS↗
DOE OSTI2023

BOTTLE 7 - Industry Projects & Engagement

One of BOTTLE's primary goals is to work with industry to catalyze new technologies towards our overall vision and mission using a centralized industry engagement plan which aims to 1) solve real-world problems in plastics upcycling via targeted, company-funded projects; 2) promote industrial engagement via streamlined access to BOTTLE partners and technologies; and 3) collaborate with companies to scale and deploy BOTTLE technologies into the economy. Our approach follows a 5-stage model: prospecting, initial engagement, knowledge sharing, proposal and contracting, and opportunity won. Since FY21, BOTTLE has onboarded a full-time Chief Technology Officer to spearhead industry engagement and lead industrially-funded research projects. To date, BOTTLE has engaged with >150 companies, executed 6 industrial funds-in CRADAs, completed 2 industry projects successfully, extended 2 CRADAs with follow-on funds, and submitted over 30 patent applications. Industry projects span the Deconstruction, Upcycling, and Redesign tasks, harness the capabilities of the cross-cutting tasks, and take advantage of the broad IP portfolio developed through DOE funding. BOTTLE partners have an inventory of innovations that can inform the design of industry-specific collaborative projects with the highest probability of producing novel IP. Engaging with a diverse set of companies has also directly informed our R&D portfolio towards maximizing impact and utility of BOTTLE innovations.

BIOMASS FUELS↗
DOE OSTI2022

Sewer System Management Plan

The Sandia National Laboratories is a multi-mission laboratory managed and operated by National Technology & Engineering Solutions of Sandia, LLC (NTESS), a wholly owned subsidiary of Honeywell International Inc., for the U.S. Department of Energy's National Nuclear Security Administration (DOE/NNSA) under contract DE-NA0003525. In 2008, a Notice of Intent (NOI) was filed for the Sandia National Laboratories, California (SNL/CA) facility to be covered under the State Water Resources Control Board (SWRCB) Order No. 2006-0003-DWQ Statewide General Waste Discharge Requirements (WDR) for Sanitary Sewer Systems (General Permit) and was issued the WDID No. 2SSO11605. The General Permit requires a proactive approach to reduce the number and frequency of sanitary sewer overflows (SSOs) within the State. Provision D.11 of the General Permit requires the development and implementation of a written Sewer System Management Plan (SSMP). This SSMP is prepared according to the mandatory elements required by Provision D.13 and D.14, as well as the schedule for a population less than 2,500 as outlined in Provision D.15.

42 ENGINEERING↗
DOE OSTI2021

Your Role as a Program Manager in Pit Production Mission Integration (PPMI-DO)

PPMI is responsible for integrating the planning, execution, and reporting for LANL’s Pit Manufacturing efforts, surplus plutonium disposition activities, the Material Recycle and Recovery (MR&R) program, and other programs of national significance. Our programmatic sponsors rely on PPMI to capitalize on the unique capabilities and expertise in PF-4 (the only Security Cat I/Haz Cat II Pu processing facility in the Nation) and other vital facilities across the laboratory to deliver on mission critical products in support of National Security.

42 ENGINEERING↗
DOE OSTI2022

GTO Multi-Year Program Plan FY 2022-2026

The GTO Multi-Year Program Plan (MYPP), building on the findings of the GeoVision analysis, outlines a 5-year plan of activities GTO will pursue to support the growth and long-term contribution of geothermal energy to the U.S. electricity grid and American homes and buildings. The MYPP outlines GTO’s vision and mission and presents a high-level technology plan for key areas of GTO research starting in Fiscal Year (FY) 2022 and running through the end of FY 2026.

15 GEOTHERMAL ENERGY↗
DOE OSTI2024

Risk-based System Upgrade Planning for AOT-IC Presentation [Slides]

The number of deployed systems and different HW/SW form factors makes it difficult to maintain a complete understanding of their health which leads to a reduced level of certainty when assessing risk and trying to prioritize system upgrade efforts. AOT-IC must constantly plan and execute system upgrade and replacement projects to ensure the longevity of the control system. There are many more projects needed than the group can realistically accomplish given schedule and resource constraints. The group must prioritize their upgrade projects to choose only the highest priority projects to execute each year. Currently plans upgrade and replacement projects based on alignment with mission needs, group vision, resource availability, and qualitative risk assessments based on SME estimates. The group maintains a risk register. This is useful as a tool for shaping strategic planning but currently lacks the quantitative data and process needed to generate accurate risk assessments.

43 PARTICLE ACCELERATORS↗
DOE OSTI2022

The Dual-Axis Radiographic Hydrodynamic Test Facility Capability eXpansion (DCX) Strategy

The Dual-Axis Radiographic Hydrodynamic Test (DARHT) facility is a vital and important part of the Nation’s nuclear security enterprise. The Department of Energy/National Nuclear Security Administration (DOE/ NNSA) Stockpile Stewardship Management Plan (SSMP) identifies DARHT as a weapons mission critical facility along with the need to modernize DARHT to support weapons modernization efforts. With more than two decades of operations, DARHT has a storied history. Conceived in the 1970s, constructed in the 1990s, and operational since 2000, DARHT has advanced from open-air hydrodynamic experiments (hydros) to foam-confined hydros, to vessel-confined hydros, and in 2022, the 75 th hydro was successfully completed. Radiography has advanced from a single-axis, single-pulse system to a dual-axis, multi-pulse capability to variable fields of view (VFV) on both accelerators. The culmination of these experiences, accomplishments, and advancements has brought us to a very important question: What do the next two decades at DARHT look like? The world is not the same place it was in the 1990s when construction at DARHT was in progress. Evolving threats, an expanding mission, and technology changes necessitate adaptation. The 2018 Nuclear Posture Review (NPR) states that the nuclear weapons infrastructure has suffered the effects of age and underfunding with no margin for further delay in recapitalizing the physical infrastructure. To adapt, the aging facility, accelerators, vessels, and detector systems require improvements to ensure DARHT remains the Nation’s hydrodynamic data foundation for stockpile certification, safety, surety, and global security threats.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗
DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2020

Sequim Campus Master Plan

Based in Richland, Washington, Pacific Northwest National Laboratory (PNNL) is one of ten U.S. Department of Energy (DOE) Office of Science (SC) national laboratories. PNNL is DOE’s premier chemistry, earth sciences, and data analytics laboratory, delivering vital mission impacts in energy resiliency and national security. PNNL has 19 core capabilities, each a powerful combination of world-class staff, state-of-the- art equipment, and mission-ready facilities. These capabilities represent a collective set of skills and a body of world-leading scientific and engineering work that provides exceptional value and mission delivery to DOE, the National Nuclear Security Administration (NNSA), the U.S. Department of Homeland Security (DHS), and other federal agencies and industry through strategic partnership projects on a not-to-interfere basis. Currently operated by Battelle Memorial Institute, PNNL occupies more than 2.3 million gross square feet (GSF) of buildings and employs approximately 4,700 staff members. PNNL has implemented a rolling 10-year campus strategy, initiated in fiscal year 2013, designed to deliver the foundation for the multidisciplinary science and engineering expertise, equipment, instrumentation, facilities, and infrastructure required to continue providing exceptional value and mission delivery. This strategy is incorporated into PNNL’s annual Laboratory Plan, which serves as DOE-SC’s equivalent of the Five- Year Site Plan required by DOE Order 430.1C Chg. 1, Real Property Asset Management. The PNNL Sequim Campus is located in Clallam County, just outside of Sequim, Washington. PNNL Sequim builds upon a rich history of research related to marine and coastal resources, environmental chemistry, water resources modeling, ecotoxicology, biotechnology, and national security. Facilities at the PNNL Sequim Campus were designed to take advantage of two unique locational assets: the pristine coastal ocean water in Sequim Bay and the region’s exceptionally clean air. Research facilities on the waterfront are supplied with up to 200 gallons per minute (gpm) of seawater and/or groundwater that enables research on aquatic systems ranging from fully seawater to fresh water, with an onsite water treatment system that removes all biological and hazardous chemical residues prior to discharge. Multiple large seawater tanks outside the waterfront laboratories, along with a boat ramp, pier, and floating dock, enable lab-to-field research. The uplands facility takes advantage of the amazing air quality and is built and operated to enable ultratrace chemical/radiological analytical chemistry. This combination of capabilities is not available at any other marine laboratory in the nation.

37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗
DOE OSTI2025

Dynamic Charging Rendezvous and Motion Planning for a Multi-AGV Team Including a Mobile Charging Host

Teams of automated battery-powered electric vehicles have the potential to execute complex mission tasks in off-road environments for agriculture, military, and other applications. Limited onboard energy reserves hinder their adoption in large-scale resource-constrained environments, where recharging is a necessity. It may be infeasible to install a network of static charging stations in off-road environments. For this reason, dedicated mobile host vehicles with charging capabilities are proposed as a means to increase range and capabilities of the multivehicle team. Here, in this study, we consider an ad hoc planning framework, where results from a high-confidence trajectory planner are leveraged to plan charging rendezvous between a host and other worker vehicles in a receding horizon fashion to provide high confidence that energy reserves will not be prematurely exhausted. The core problem is posed so as to minimize the impact of recharging on the mission in terms of task delays, overall energy utilization, and costs of fast charging. Through extensive Monte Carlo simulations of an off-road mission, we show a decrease in task delays without substantial increases in energy needs by updating the charging rendezvous plan during the mission. However, if updates are made too often, model mismatch may cause unnecessary cycling and mission failure.

Energy constraints↗
DOE OSTI2020

A Minimum Principle-Based Algorithm for Energy-Efficient Eco-Driving of Electric Vehicles in Various Traffic and Road Conditions

Our report presents an optimization algorithm for energy-efficient driving of electric vehicles. The algorithm is based on Pontryagin’s Minimum Principle by considering the driving mission as an optimal control problem. On a planned route, diverse application cases may occur due to various physical traits such as powertrain (e.g., switching between motor and generator operation), environmental variations (e.g., terrain grade change), traffic laws (e.g., speed limits), and safety concerns (e.g., headway to the leading vehicle). The proposed algorithm handles these real-world challenges by considering the perturbation to the system dynamics and the constraints to the control and state variables.

33 ADVANCED PROPULSION SYSTEMS↗
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 OSTI2025

HydroForecast Long-term: Improving hydropower’s resilience to climate change through accurate climate-scale

With hydrologic patterns and water availability across the globe shifting due to climate change, advancements in hydrologic prediction systems can help significantly reduce the uncertainties that utilities and water supply entities have in their decision making. Understanding and estimating hydrology at the climate scale is critical for managing water resources under changing climate scenarios. This project focuses on integrating state-of-the-art neural network modeling with downscaled climate projections to deliver the reliable water supply projections decades into the future to meet an urgent need from hydropower operators and water utilities. In this Phase 1 DOE SBIR proposal, we developed and validated a theory-guided neural network model, HydroForecast Long-term, for climate-scale hydrology and implemented the model within existing HydroForecast infrastructure. HydroForecast Long-term combines the most accurate streamflow modeling system with a flexible and scalable data architecture to generate water supply projections out to the year 2100. This report illustrates that we have achieved our four objectives: 1) create a prototype of HydroForecast Long-term, building the neural network prediction model, 2) build an automated data input pipeline that processes large amounts of data from the latest global temperature and precipitation climate models; 3) benchmark the accuracy of the hydrologic model over the recent two decades over a large set of diverse basins, and 4) create a set of output visuals and summary metrics informed by customer feedback that connect the data to critical decision points. This work empowers water users to make data-informed decisions supporting a resilient, renewable-powered grid and water system. The results advance the Department of Energy’s mission by addressing critical gaps in water supply planning under climate change.

13 HYDRO ENERGY↗
DOE OSTI2024

2023 Billion-Ton Report

The U.S. Department of Energy Bioenergy Technology Office's (BETO's) 2023 Billion-Ton Report (BT23) is an assessment of renewable carbon resources potentially available in the United States. BT23 explores these resources in terms of quantity, price, geographical density and distribution, and market maturity. Resource quantities in this report are limited by specified economic and environmental sustainability constraints. Good practices are needed to ensure biomass production has positive environmental outcomes. BT23 supports BETO's mission, particularly the 2023 Multi-Year Program Plan. To access 2023 Billion-Ton Report PDFs, appendices, and high-level messages, navigate to the 2023 Billion-Ton Report landing page at https://energy.gov/eere/bioenergy/2023-billion-ton-report-assessment-us-renewable-carbon-resources on the U.S. Department of Energy Bioenergy Technologies Office website. To access information about the quality assumptions used in this report, please see the Biomass Feedstock Library at https://bioenergylibrary.inl.gov/Home/Home.aspx Please cite the 2023 Billion-Ton Report as: U.S. Department of Energy. 2024. 2023 Billion‐Ton Report: An Assessment of U.S. Renewable Carbon Resources. M. H. Langholtz (Lead). Oak Ridge, TN: Oak Ridge National Laboratory. ORNL/SPR-2024/3103. doi: 10.23720/BT2023/2316165. Contact Us

BT23↗