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Author Correction: Microbial Metagenomes Across a Complete Phytoplankton Bloom Cycle: High-Resolution Sampling Every 4 Hours Over 22 Days
In the version of this article initially published, two errors in authorship were made. First, Tatiana Rynearson of the School of Oceanography, University of Rhode Island was mistakenly omitted from the final author list. Second, Kurt LaButti of the Joint Genome Institute was mistakenly omitted from the final author list and replaces Alicia Clum due to a staffing change at the Joint Genome Institute. These authorship omissions were not identified until after the work had been published. We are updating the authorship to appropriately recognize the contributions of these authors. The error has been corrected in the PDF and HTML versions of the article.
Utility and Industry Perceptions of Control Room Modernization Over the Last 10 Years
Within the current United States (U.S.) nuclear power fleet, main control room modernization (CRM) is an important step towards cost savings. In recent decades, plants have been engaged in upgrades to varying degrees. This process requires a nuanced, balanced, and timely approach that ensures continued safety and long-term sustainability. In 2012 a survey was issued to individuals from the nuclear industry to learn their perspectives on a range of CRM issues. The survey targeted the benefits and challenges for utilities undertaking this process, including the main drivers and barriers to technology upgrades, regulatory compliance, and the effects these factors have on concepts of operations, strategic approaches, and staffing. In 2022, the survey was issued again to understand whether CRM perceptions had changed in the last 10 years. Our findings identify changes in industry thinking from a decade ago. Here we reveal perspective shifts that represent increased optimism and, in some instances, increased doubt regarding the opportunities and challenges inherent in CRM and implementation. We also report nuanced differences in CRM perspectives between utility and surrounding nuclear industry respondents.
LCLS-II Helium Refrigeration System : A comprehensive overview of the project
SLAC National Accelerator Laboratory has upgraded to LCLS-II, featuring a 4 GeV superconducting accelerator composed of 37 cryomodules and two large helium refrigeration systems with a total cooling capacity of 8 kW at 2.0 K. The cryogenic system at SLAC is the successful outcome of a nine-year partnership between SLAC, Fermilab, and Jefferson Lab. This paper highlights the joint efforts between Jefferson Lab and SLAC in the development and implementation of the LCLS-II Cryogenic Plants. It details the project organization, schedule, budget, staffing profile and procurement strategy.
Integrated System Planning: Emerging Software Requirements in the Power Industry
Power system planning software remains fragmented across organizational boundaries, with specialized tools for capacity expansion, production cost modeling, power flow, and dynamic analysis operating on incompatible data models and assumptions. This article argues that the fragmentation is not merely a technical problem but a predictable consequence of Conway's law: software architectures mirror the departmental structures within which they are developed. Regulatory milestones like Federal Energy Regulatory Commission (FERC) Order 888 formalized these divisions, but the roots trace back to the distinct engineering disciplines-mechanical, chemical, and electrical-that staffed generation and transmission planning departments in vertically integrated utilities. As the industry moves toward integrated system planning (ISP) that coordinates generation, transmission, and distribution investment decisions, the software ecosystem must evolve accordingly. We identify five categories of software requirements to enable this transition: coherent data inputs decoupled from individual applications, unified and extensible data schemas, modular component representations that support multiple abstraction levels, lifecycle management of planning datasets, and well-defined application programming interface (API) contracts that separate data exchange from algorithmic control. We examine how these requirements interact with three common workflow patterns-serial gate clearing, sequential multiapplication, and convergence oriented-and discuss the interface design principles each demands. We then outline a vision for platform-based planning architectures where specialized analytical services compose through standardized interfaces and where artificial intelligence (AI)/machine learning (ML) tools augment decision support within a disciplined software infrastructure. The practices proposed here offer a path from today's siloed tool collections toward collaborative planning ecosystems capable of handling the complexity of modern power system transformation.
Architecture Design for Remote Operation of Microreactors: Poster
The nuclear sector is pursuing a number of advanced reactor concepts, one of which is the microreactor, an advanced reactor characterized by a power output of less than 20 MWth. These reactors are intended for use in applications where traditional power solutions are economically or logistically impractical. One key feature required for the successful deployment of microreactors is a remote operation capability, which can dramatically cut staffing expenses by eliminating the need for licensed operators to be present at the site of each reactor and instead concentrate in a centrally located operations center. In moving to a remote operations framework for nuclear reactors, the number of potential attack surfaces for a cyber adversary looking to cause harm or disruption increases. Therefore, a robust cybersecurity architecture is required to mitigate these potential vulnerabilities. This paper explores the functional infrastructure, security, and communication requirements to adapt remote operations to nuclear applications. It then presents a reference architecture for remote operations of microreactors that applies best practices in cybersecurity and remote communications in the context of a digital twin remote operation system.
DEVELOPMENT AND DEMONSTRATION TESTBED FOR THE REMOTE OPERATIONS AND MONITORING OF MICROREACTORS
The nuclear industry is rapidly developing many advanced-reactor concepts for near-term deployment in both traditional and non-traditional nuclear-powered applications. One such category of advanced reactor is the microreactor, a class of reactor with less than 20MWth power output, intended for applications where the economics or logistics of traditional power sources are difficult. This includes applications such as remote communities, mining sites, defense installations, or humanitarian and disaster-relief missions. One key enabling feature for the successful deployment of microreactors is a remote operations capability. Remote operations provide monitoring and control capabilities which can significantly reduce staffing costs by eliminating the need for licensed operators at each reactor facility and improve the economic viability for microreactor deployment. A remote concept of operations is not currently an established capability in the nuclear industry. In addition, no demonstration microreactor is expected to complete construction or go critical until at least 2026. This leaves two major capability gaps: the successful demonstration of a remote concept of operations for microreactors and a test bed suitable for said demonstration. Both gaps must be addressed in order to advance the remote concepts of nuclear operation and, more broadly, microreactors themselves from paper to reality. This paper aims to fill these gaps and describes a test bed that would support development and deployment of a remote concept of nuclear operations, initial experimental results from that test bed, and the application of the test bed and experimental results for a digital-twin-based remote concept of operations underdevelopment at Idaho National Laboratory (INL). The platform chosen as a remote concept of nuclear operations test bed is the Single Primary Heat Extraction and Removal Emulator, known as SPHERE, located at INL. SPHERE is a small-scale non-nuclear test bed that emulates thermal behavior of a microreactor. The small-scale and non-nuclear nature of SHPERE limit safety concerns associated with remote operations while still providing the physical response representative of a microreactor. A network connection was added to SPHERE that enables remote-monitoring capability. This allows for real-time data streaming to networked workstations, data historians, and human-machine interfaces (HMIs). These are all critical components in a remote concept of operations, thus providing a robust development and demonstration platform. An initial experiment was performed using the SPHERE remote operations testbed. This included running a comprehensively instrumented SPHERE through a series of steady-state and transient operating scenarios in both normal and abnormal operating conditions, all while streaming live test data to a remote HMI and data warehouse. This initial experiment served three purposes: (1) characterizing the response of SPHERE, (2) demonstrating the remote connection to SPHERE, and (3) providing a baseline data set for development of a digital-twin-based remote concept of operations that is under development at INL.
Money Matters: A Three-Step Process for Using Budget Data in Program Evaluation to Assess the Design and Management of a Novel Public Health Program
We applied a three-step process, abstracting and analyzing program budgets to examine how Colorectal Cancer Control Program (CRCCP) awardees are structuring their programs and to assess the fidelity of program design to the CRCCP public health model. We reviewed 23 state, one tribal organization, and six university awardee budgets. We assessed resource allocations, staffing structures, and contracted partners and their activities. Awardees allocated 83% of all funds to contracts and personnel. Program managers were the most budgeted personnel type across three measures: number of people, full-time equivalency, and personnel costs. Awardees not only contracted with health care systems and clinics (39% of all contracts) but also contracted other partner types. Contractors were mainly funded to implement evidence-based interventions (25%) and conduct evaluation (24%). Program design varied among awardees in the number of staff (0–22), number of full-time equivalencies (0–5.4), and the number of contracts (1–11) budgeted. State awardees budgeted more resources to contracts, compared with university awardees (57% vs. 31%), while universities budgeted more for total personnel costs (41% vs. 30%). We learned that awardees designed their programs with fidelity to the CRCCP model. Although implementation approaches varied, overall results suggest implementation requires a combination of internal capacities and contracted partners. Budgets provide opportunities to use already existing program data to evaluate program design, partnerships, and planned activities.
Advancing Scientific Productivity through Better Scientific Software: Developer Productivity and Software Sustainability Report
The Exascale Computing Project (ECP) provides a unique opportunity to advance computational science and engineering (CSE) through an accelerated growth phase in extreme-scale computing. Central to the project is the development of next-generation applications and software technologies that can exploit emerging architectures for optimal performance and provide high-fidelity, multiphysics, multiscale capabilities. However, disruptive changes in computer architectures and the complexities of tackling new frontiers in extreme-scale modeling, simulation, and analysis present daunting challenges to the productivity of software developers and the sustainability of software artifacts. Members of the CSE community - especially at extreme scales but more broadly at all scales of computing - face an urgent need to improve developer productivity, positively impacting product quality, development time, and staffing resources, and software sustainability, reducing the cost of maintaining, sustaining, and evolving software capabilities.
PCMDI - An Earth System Model Evaluation Project Lawrence Livermore National Laboratory Annual Report
This annual report describes the activities of PCMDI – An Earth System Model Evaluation Project for the period November 1, 2019 – June 30, 2020. PCMDI is a project at Lawrence Livermore National Laboratory that is funded by the Climate and Environmental Sciences Division (CESD) of the Department of Energy. PCMDI is funded by two efforts within CESD: The Regional and Global Model Analysis program area (Dr. Renu Joseph, program manager) and the Atmospheric Systems Research program (Dr. Shaima Nasiri and Jeffrey Stehr, program managers). As instructed by Drs. Joseph, Nasiri, and Stehr, we provide an annual report addressing sections 4 (Progress and Plans) and 5 (Staffing and Budget Summary) of the SFA Program Management and Performance Reporting Criteria.
National Security Research Center 2021 Strategic Plan
The National Security Research Center (NSRC) is a dynamic organization staffed with an expert, highly trained experts. The NSRC opened its doors in June 2019, making it one of the newest large organizations at Los Alamos National Laboratory (LANL). It supports a broad range of researchers within the LANL Weapons Program, customers across other National Nuclear Security Administration (NNSA) labs and sites, and partners in the Department of Defense (DoD). The maintenance and growth of the NSRC necessitate strategy and foresight. The NSRC leadership has developed a series of strategic goals through discussions with NSRC staff, customers, LANL leadership, and similar research institutions around the country to guide the NSRC leadership in moving the Center forward over the next five years.
MST e-News (Fall 2020)
As we just closed the fiscal year, I have been reflecting on the state of the division, and in particular, the health of our budget, staffing plans, and infrastructure. As many of you know, the division has grown in both budget and workforce. Since 2018, the division has grown from 150 to 174 permanent staff (but note, with students, post docs, and contractors—we are a division of 218). As one might imagine, our budget has grown significantly too. In 2018, at year end, we had a budget of $85 million. While I am still collecting some final numbers, all projections indicate that we closed out FY20 at $115 million. This growth has occurred primarily in our applied energy programs as well as Pu Sustainment. However, it is important to note that there have been important contributions to this growth across much of the portfolio, including in our OES, BES, and LDRD programs. With that said, to support this programmatic growth, as a division we have done a tremendous amount of hiring to grow while outpacing attrition. At the same time, we have been establishing numerous new capabilities at TAs -3, -35, and -55. While this is exciting, it means we have some things to carefully consider. We have had numerous capability investments (i.e., new microscopes at TAs -3 and -55, new mechanical testing capabilities at TAs -3 and -35, and new synthesis capabilities across the division). But we are starting to feel the real crunch of the limitations of our aging facilities. Still more, even with this substantial growth, we continue to hire. And I believe that we really need to spend time thinking about mentoring, career development, and retention of our most important investment—our staff.
High-Level Considerations for Access and Access Controls by Design
Nuclear power plants must be, by design and construction, robust structures and difficult to penetrate. Ideally, for security, the reactors would be sited underground, beneath a massive solid block, too thick to be penetrated by tools or explosives with all communications and power transfer lines also underground and fortified. Limiting access with difficult-to-penetrate physical barriers is going to be key for determining response and staffing requirements.
High-Level Considerations for Access and Access Controls by Design
The design and construction of a nuclear power plant must include robust structures and a security boundary that is difficult to penetrate. For security considerations, the reactors would ideally be sited underground, beneath a massive solid block, which would be too thick to be penetrated by tools or explosives. Additionally, all communications and power transfer lines would also be located underground and would be fortified against any possible design basis threats. Limiting access with difficult-to-penetrate physical barriers is a key aspect for determining response and staffing requirements. Considerations considered in a graded approach to physical protection are described.
DOE-NE LWRS Integrated Program Plan - Physical Security Pathway
Domestic nuclear power is facing increased financial pressures from a variety of areas and there is pressure on these utilities to reduce their cost of operation. Currently, about 20%-30% of all on-site personnel are related to physical security. The LWRS Program recognized that R&D related to physical security could play a role in providing nuclear utilities technical and staffing efficiency options to meet their physical security commitments, but utilities often lack the technical basis or the ability to create the technical basis to realize or implement these efficiencies; towards this end, the LWRS Program created the Physical Security Pathway in September 2019. The pathway performs R&D to develop methods, tools, and technologies to optimize and modernize a nuclear power facility’s security posture. The pathway will: (1) conduct research on risk-informed techniques for physical security that account for a dynamic adversary; (2) apply advanced modeling and simulation tools to better inform physical-security scenarios and reduce uncertainties in force-on-force modeling; (3) assess benefits from proposed enhancements and novel mitigation strategies and explore changes to best practices, guides, or regulation to enable modernization; and (4) enhance and provide the technical basis for stakeholders to employ new security methods, tools, and technologies.
G3P3 Phase 3 Project Execution Plan. Issue 1
The National Solar Thermal Test Facility (NSTTF) at Sandia National Laboratories New Mexico (SNL/NM) developed this Project Execution Plan (PEP) to document its process for executing, monitoring, controlling and closing-out Phase 3 of the Gen 3 Particle Pilot Plant G3P3. This plan serves as a resource for stakeholders who wish to be knowledgeable of project objectives and how they will be accomplished. The plan is intended to be used by the development partners, principal investigator, and the federal project director. Project objectives are derived from the mission needs statement, and an integrated project team assists in development of the PEP. This plan is a living document and will be updated throughout the project to describe current and future processes and procedures. The scope of the PEP covers: Cost, schedule, and scope Project reporting Staffing plan Quality assurance plan Environment, safety, security, and health This document is a tailored approach for the Facilities Management and Operations Center (FMOC) to meet the project management principles of DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets , and DOE G 413.3-15, DOE Guide for Project Execution Plans. This document will elaborate on content as knowledge of the project is gained or refined.
Human Factors Considerations for Automating Microreactors
The U.S. Nuclear Regulatory Commission (NRC) has interacted with vendors pursuing the commercialization of microreactors ( <10 MW th ). It is envisioned that microreactors could be assembled and fueled in a factory and shipped to a site. Many of the sites are expected to be remote locations requiring off-grid power or in some cases military bases. However, before this new class of nuclear reactor can be fully developed and implemented by designers, an effort must be made to explore the technical issues and provide reasonable assurance to the public regarding health and safety impacts centered on various technical issues. Prior works have examined many of these issues. One issue not yet fully explored is the possible change in role of the operations and support personnel. Due to the passive safety features of microreactors and their low level of nuclear material, the microreactor facilities may automate more functions and rely on inherent safety features more than its predecessor nuclear power plants. In some instances, human operators may not be located onsite and may instead be operating or monitoring the facility from a remote location. Some designs also call for operators to supervise and control multiple microreactors from the control room. This report explores the issues around reduced staffing of microreactors, highlights the historical safety functions associated with human operators, assesses current licensing requirements for appropriateness to varying levels of personnel support, and describes a recommended regulatory approach for reviewing the impact of reduced staff to the operation of microreactors. The report evaluates these issues through an extensive literature survey and Subject Matter Expert interviews. The literature covers research topics related to Human Factors Engineering as well as regulatory guidance given by the Nuclear Regulatory Commission.
Evidence of Completion of Milestone 3: Experimental Testbed
Construction and deployment of the experimental testbed encountered scheduling delays, and completion was subsequently further delayed by curtailment of LANL operations due to the COVID–19 pandemic. Between March and October, LANL was in a state of “Limited Operations” such that only certain “mission–critical” work was performed with approximately 25% on–site staffing. In spite of this, much of the lab space preparation was executed and the five initial model house” units were constructed and installed during this period. Still, the pace of construction was impacted by difficulty in coordinating personnel and minimizing contact between workers.