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United States Nuclear Data Program Annual Report for FY 23

The US Nuclear Data Program (USNDP) Annual Report for Fiscal Year 2023 (FY23) summarizes the work of USNDP for the period of October 1, 2022 through September 30, 2023, with respect to the Work Plan for FY23 that was prepared in 2022. The Work Plan and Final Report for USNDP are prepared for the DOE Office of Science, Office of Nuclear Physics. The support for the nuclear data activity from sources outside the nuclear data program is described in the staffing table and in Appendix A. This leverage amounts to about 17.4 FTE scientific, to be compared with 23.8 FTEs at USNDP units funded by the DOE Office of Science, Office of Nuclear Physics. Since it is often difficult to separate accomplishments funded by various sources, some of the work reported in the present report was accomplished with nuclear data program support leveraged by other funding.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗

Power Supply Options for the Marpi Landfill, Saipan: Addendum to 2023 Feasibility Study

The Marpi Landfill (Marpi or the landfill), located on the northern end of the island of Saipan in the Commonwealth of the Northern Mariana Islands (CNMI), is powered by an on-site diesel generator that only operates when the landfill is open and staffed. The CNMI Office of Planning and Development (OPD) aspires to provide the Marpi Landfill with 24-hour power availability despite its remote location and to increase sustainable energy consumption within the CNMI. Pacific Northwest National Laboratory (PNNL) authored a feasibility study in 2023 that explores alternative power supply options for the landfill. This feasibility study (hereafter referred to as Phase I of this study) culminated in a report named “Power Supply Options for the Marpi Landfill, Saipan.” In Phase I, the project team investigated and prioritized seven different power supply scenarios (Table ES-1) for the landfill according to Solid Waste (SW) Taskforce priorities. The project team found that Scenario 4 (100 kW of solar photovoltaic [PV] generation, a 75 kW/300 kWh battery energy storage system [BESS], and 160 kW of diesel generation) ranked highest. Following the Phase I feasibility study, the SW Taskforce secured additional funding for PNNL to assess additional considerations regarding power supply options for Marpi. The purpose of Phase II of this study is to investigate these additional considerations, as compiled in this addendum. Some of the findings compiled here replace findings from the original report. The project team evaluated additional considerations regarding power supply options for the landfill, including modified operations to account for 24/7 power supply, electrified landfill equipment, new and replacement distribution line costs, and the social cost of carbon.

14 SOLAR ENERGY↗

Power Supply Options for the Marpi Landfill, Saipan: Feasibility Study

The Marpi Landfill, located on the northern end of the island of Saipan in the Commonwealth of the Northern Mariana Islands (CNMI), is powered by an on-site diesel generator that only operates when the landfill is open and staffed. The CNMI Office of Planning and Development (OPD) aspires to provide the Marpi Landfill with 24-hour power availability despite its remote location and to increase the use of sustainable energy within the CNMI. CNMI has a 20% target for renewable energy consumption, as documented in Sustainable Development Goal #7 in the Comprehensive Sustainable Development Plan (OPD 2021) and the renewable portfolio standard (GPO 2014). To accomplish these goals, the U.S. Department of Energy, through its Interagency Reimbursable Work Agreement with the Federal Emergency Management Agency, funded this feasibility study to assess and prioritize power supply options for the landfill. The availability of solar and wind resources varies seasonally, as does the load. A BESS can help to balance mismatches between generation and load on short (hourly or daily) timescales, but not across seasons. The microgrid scenarios evaluated for Marpi consider options for technology combinations that will both meet the load and utilize available resources, despite the challenge presented by higher loads and lower solar and wind availability during the rainy season, depicted in Figure ES-2. The seven scenarios evaluated are summarized in Table ES-1. Each scenario’s configuration was optimized to include component capacities that reduce capital and operating costs, meet the load, and minimize carbon emissions, as feasible. The costs and levelized cost of energy (LCOE) shown do not assume the use of any grant funding or incentives, although these options were also evaluated. To assist with decision-making, a prioritization matrix (Table ES-3) was created to compare the microgrid scenarios evaluated in this feasibility study according to various stakeholder priorities. The prioritization metrics were chosen based on discussions with OPD and will be finalized through stakeholder feedback. The scenarios were given a score between 1 and 7 for each prioritization metric (the lower the score, the higher the priority), and total scores were calculated using assigned weights based on the relative priority of each metric. The total scores were then ranked to produce a prioritized list of microgrid scenarios based on the metrics most important to the project stakeholders. As shown, scenario 4 (100 kW of solar PV, a 75 kW/300 kWh BESS, and 160 kW of diesel generation) ranks highest.

14 SOLAR ENERGY↗

Weapon Material Program: FY24 Annual Report

The Weapon Material Program (WMP) framework was started in July of Fiscal Year (FY) 2022, along with other Mission Support organizations. The first year was about building the organization with the right people, identifying needs, and developing a vision for expectations. It was also a year to move forward with new equipment and technology for weapon material processes. With numerous improvements, WMP is building world-class systems for production, warehousing, and analytical testing. FY 2023 was a year of development. The WMP was a new organization defining its identity, its focus, and its mission. At the end of FY 2023, WMP evaluated its current position and its immediate needs along with its future goals. The entire organization set out on this FY 2024 journey to success. The lack of funding, staffing, and visibility dramatically impacted weapon material operations, testing, and qualifications. This neglect required numerous areas to be addressed and improvement plans to be developed and implemented. WMP processes, procedures, and overall business operations were dramatically in need of updating, revision, and formal documentation. This included all areas: technology, equipment, facility modifications/upgrades, and testing improvements. To ensure organizational improvement and forward momentum in FY 2024, WMP executed a multi-faceted strategic vision. Action items included the following: • Filling open positions with capable personnel who would contribute to a more robust organization • Establishing more formal operations and problem-solving techniques • Improving departmental procedures to align with expanding scope • Improving training • Establishing collaboration meetings with other departments/organizations • Focusing on the importance of identifying and mitigating concerns with At-Risk Materials (@RM) • Leading modernization eff orts for Blending and Packaging (B&P) We are on the verge of a transformational improvement in all of our processes in support of the mission. The following area achievements outlined in this report reflect the hard work toward achieving the goal of “being the material Subject Matter Experts in the nuclear enterprise”.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗

U.S. Domestic Molten Salt Reactor: Security-by-Design

U.S. nuclear power facilities face increasing challenges in meeting dynamic security requirements caused by evolving and expanding threats while keeping costs reasonable to make nuclear energy competitive. The past approach has often included implementing security features after a facility has been designed and without attention to optimization, which can lead to cost overruns. Incorporating security in the design process can provide robust, economical, and effective physical protection systems (PPS). The purpose of this work is both to develop a framework for the integration of security into the design phase of a molten salt reactor (MSR) and show how to effectively design a PPS with a reduced staffing headcount. Specifically, this work focuses on integrating PPS design features into a developed facility layout by making minor modifications to building structures. A suite of tools, including Scribe3D©, PathTrace©, and Blender©, were used to model a hypothetical, generic domestic MSR facility. Physical protection elements such as sensors, cameras, barriers, and responders were added into the model based on defending the hypothetical MSR facility against a hypothetical design basis threat (DBT). Multiple outsider sabotage scenarios were examined, with adversary team sizes ranging from 4–8 to determine security system effectiveness. The results of this work will influence PPS designs and facility designs for U.S. domestic MSRs. This work will also demonstrate how a series of experimental and modeling capabilities across the Department of Energy (DOE) complex can impact the design and completion of security-by-design (SeBD) for small modular reactors (SMRs). The conclusions and recommendations in this document may be applicable to all SMR designs.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

Review of Reactor Facilities without Main Control Rooms

Small, advanced reactors may require few, if any, safety-related human actions (HAs) and fewer HAs to monitor and control the plant. In comparison to large light water reactors, these are significant changes that have implications for many aspects of an applicant's human factors engineering (HFE), including control room design, plant staffing, and the management of safety functions. To support the Nuclear Regulatory Commission's (NRC) ability to evaluate these changes, information needs to be developed addressing the characteristics and potential issues. The objectives of our research were to (1) identify when a traditional main control room (MCR) may not be necessary, (2) identify workplace design alternatives to traditional MCRs, and (3) develop guidance for reviewing an applicant's workplace designs with and without a MCR. We determined that the safety question isn't so much justifying why a design has no MCR, but rather verifying that important human actions can be accurately and reliably performed under a range of challenging conditions using the HSIs provided regardless of their location. We developed guidance to review alternatives to MCRs based on HFE analyses for determining workplace location and design.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

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. Currently, LANL is in the mode of “Normal Operations with Maximum Telework,” which continues to limit the availability of on-site personnel. Nevertheless, Milestone 3 is now complete. This document describes the experiment as it is deployed and provides status for each task for this milestone.

99 GENERAL AND MISCELLANEOUS↗

United States Nuclear Data Program Annual Report for Fiscal Year 2024

The US Nuclear Data Program (USNDP) Annual Report for Fiscal Year 2024 (FY24) summarizes the work of USNDP for the period of October 1, 2023 through September 30, 2024, with respect to the Work Plan for FY24 that was prepared in 2022. The Work Plan and Final Report for USNDP are prepared for the DOE Office of Science, Office of Nuclear Physics. The support for the nuclear data activity from sources outside the nuclear data program is described in the staffing table and in Appendix A. This leverage amounts to about 14.8 FTE scientific, to be compared with 13.9 FTEs at USNDP units funded by the DOE Office of Science, Office of Nuclear Physics. Since it is often difficult to separate accomplishments funded by various sources, some of the work reported in the present report was accomplished with nuclear data program support leveraged by other funding.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗

ARM FY2026 Radar Plan

The U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) User Facility maintains a suite of advanced atmospheric radar systems that serve as critical tools in ARM’s mission to provide continuous, high-quality observations for advancing the understanding and modeling of atmospheric processes. These radar systems enable detailed characterization of clouds, precipitation, and dynamic structures in the atmosphere, supporting a broad range of scientific applications. The number of deployed systems exceeds what current staffing levels can fully support for continuous 24/7/365 operation. As such, it is essential to have a clearly defined and community-informed plan that prioritizes radar operations and communicates ARM’s strategy for sustaining and evolving these observational assets. This FY2026 Radar Plan outlines ARM’s approach to managing its radar portfolio—balancing scientific impact, operational feasibility, and long-term sustainability. It reflects ARM’s continued commitment to delivering calibrated, well-documented radar data products that enable process-level studies and support the development and evaluation of weather and climate models. Through this plan, ARM aims to ensure transparency in decision-making, alignment with user needs, and support for innovative science across the facility’s fixed and mobile observatories. Given uncertainties around the Fiscal Year (FY) 2026 budget, this plan was developed to assume business as usual and will be updated as budgets and plans may change. It should be noted that, given the limited timeframe involved, this plan will be more succinct than previous plans.

47 OTHER INSTRUMENTATION↗

Quantitative Risk Assessment for Fuel Cell Electric Bus Hydrogen Storage and Refueling Facility

It is necessary to understand the safety implications and risk mitigation options for fuel cell electric bus fleet deployment, especially for related facilities responsible for operations such as production, storage, compression, and dispensing of hydrogen for use by the buses. In this report, we present a quantitative risk assessment for a potential fuel cell electric bus fleet that was motivated by efforts to improve resilience at the Portland International Airport but can be applicable to a range of hydrogen case studies and use cases. We estimated risk for a facility that produces, stores, compresses, and dispenses hydrogen for the fleet of buses, with a focus on individual risk to people in terms of annual frequency of fatality. We considered the frequency of hydrogen leaks that could result in harmful physical outcomes like jet fires or explosions, and the consequences of those outcomes for people. We created customized fault trees to calculate the frequencies of different sizes of leaks and event sequence diagrams to calculate ignition probabilities for the various leak sizes. We also leveraged the HyRAM+ toolkit to use these inputs to calculate overall risk for the facility, which we separated into one section responsible for producing, storing, and compressing hydrogen, and one section responsible for dispensing the hydrogen to the buses. We found that the dispensing area seemed to have a higher risk than the production/storage/compression area of the facility, largely because of the inclusion of a component with a high leak frequency (the heat exchanger used to cool the hydrogen before entering the vehicle, to prevent overheating and expansion of hydrogen in the onboard tank). For the example production and refueling facility we evaluated and the data we used for the analysis, the leak frequency had a larger impact on the risk differences between the two sections on the facility, compared to the physical outcome consequence, which was slightly different due to the varying fuel conditions, but not substantially different. Actions can be taken to prevent these hazards (e.g., lowering leak frequencies in system components) or to mitigate the consequences if they do occur (e.g., installing barriers to protect people if ignition events occur). The choice of which actions to take depends not only on safety considerations but also on space, time, staffing, feasibility, and financial constraints. Therefore, the quantitative risk assessment approach can help understand relative risk contributions from different components, leak sizes, consequences, and human actions, to prioritize risk reduction strategies and balance these parameters. The outcomes of this report may be useful for a variety of stakeholders working in the hydrogen, transportation, vehicle, and aviation sector, including those responsible for aspects like facility design, operations, and regulations. There is not a single value of risk that determines whether a hypothetical system is “safe” or not. The insights about risk mitigations may be leveraged, and the quantitative risk assessment approach can be applied to other case studies to understand risk priorities and contributions specific to different FCEB and hydrogen facility uses.

08 HYDROGEN↗

Assessment of NuScale SMR Steam Heat Augmentation for Chemical Plant Decarbonization

Nearly 50% of the total energy consumed by the industrial sector in the United States is used to produce process steam with natural gas and coal-fired boilers1 . This project conducts a technoeconomic assessment of a NuScale Small Modular Reactor (SMR) coupled with a chemical plant as an Integrated Energy System (IES) where nuclear produces steam and electric power to meet the requirements of a large chemical plant. In a 2020 study, ORNL evaluated the feasibility of using advanced SMRs, including the NuScale design, to supply energy to the Eastman Chemical Plant. However, since that report was published, NuScale received NRC approval for its uprated 77 MWe design with 56% more power and has also introduced a high-temperature, high pressure, steam heat-augmentation system, a key focus of the new study. The new study also benefits from revised capital costs, a 10-day refueling outage time, reduced plant staffing, higher capacity factors, and a site boundary Emergency Planning Zone methodology. The study consists of a techno-economic assessment of two possible energy sources (nuclear and natural gas) in a number of steam and power generation configurations (NuScale Power Modules (NPMs), boilers and combinations of both) to satisfy the steam and power demand with the most reliable and cost competitive system. A total of 2,947.3 klb/hr of steam and 72.5 MWe of electricity are required for the demonstration case. A range of scenarios and solutions are explored, from a 12-NPM plant (3,000 MWth)—with excess capacity and redundancy, capable of supplying a significant amount of extra power to the grid—to a 4-NPM (1,000 MWth) plant—supplemented with existing boilers or grid power for redundancy. The study uses historical steam and power data from a chemical plant and examines the sensitivity to natural gas and grid power cost variations. Scenarios with up to two times gas and electricity costs were considered. Profitability in a 60-year time horizon was analyzed, consistent with NuScale’s design life specification. A steady-state site integration and reliability analysis was performed, and trade-offs were identified.

20 FOSSIL-FUELED POWER PLANTS↗

Power Supply Options for the Marpi Landfill, Saipan: Comprehensive Feasibility Study

The Marpi Landfill (“Marpi” or “the landfill”), located on the northern end of the island of Saipan in the Commonwealth of the Northern Mariana Islands (CNMI), is powered by a single on-site diesel generator that only operates when the landfill is open and staffed. The project team, composed of representatives of the Department of Public Works and the Office of Planning and Development (OPD), aspires to provide the Marpi Landfill with 24-hour power availability despite its remote location to increase the use of sustainable energy and to ensure environmentally compliant landfill operations. This is consistent with the sustainable development goals documented in the 2021–2030 Comprehensive Sustainable Development Plan (OPD 2021), including Goal #12 (ensure environmentally compliant waste management facilities) and Goal #7 (renewable energy deployment). Further, the CNMI has a 20% target for renewable energy consumption by 2030, as documented in the 2021–2030 Comprehensive Sustainable Development Plan (OPD 2021) and the renewable portfolio standard (Public Law 18-62). To accomplish these goals, the Federal Emergency Management Agency, through its Interagency Reimbursable Work Agreement with the U.S. Department of Energy, funded a feasibility study and follow-up study in 2023–2024 to assess and prioritize power supply options for the landfill. This report combines the results from both feasibility studies.

14 SOLAR ENERGY↗

Enhancing Power Resilience for Remote Communities: A Comprehensive Renewable Energy Solution for Itbayat Island

The island of Itbayat, Philippines, faces significant challenges in maintaining a reliable and resilient power supply due to its current reliance on a vulnerable power distribution system managed by a local electric cooperative. The existing infrastructure, which includes diesel generators and a radial network configuration with some above-ground lines, is highly susceptible to frequent typhoons and adverse weather conditions. These factors, combined with inadequate staffing and high operational costs, result in frequent power outages that disrupt daily life and hinder economic development. This white paper proposes a comprehensive solution to enhance the resilience and reliability of Itbayat's power system by integrating renewable energy sources, specifically solar photovoltaic (PV) systems, battery storage, and a microgrid controller. The proposed solution aims to reduce dependency on diesel fuel, optimize energy use, and provide a sustainable and robust power supply for the island. Key components of the solution include: 1. Solar PV Installation: Deploying solar PV panels to harness abundant solar energy, reducing reliance on diesel fuel. 2. Battery Storage Systems: Installing battery storage to store excess solar energy and ensure a continuous power supply during low solar generation periods. 3. Microgrid Controller: Implementing a microgrid controller to manage and optimize the integration of solar PV, battery storage, and existing diesel generators. The proposed solution addresses several critical issues, including system vulnerability, generator dependency, and operational inefficiencies. By adopting this innovative approach, Itbayat Island can achieve a more resilient, efficient, and sustainable energy infrastructure, ensuring a stable power supply for its residents and enhancing overall energy security.

14 SOLAR ENERGY↗

United States Nuclear Data Program Annual Report for Fiscal Year 2025

The US Nuclear Data Program (USNDP) Annual Report for Fiscal Year 2025 summarizes the work of USNDP for the period of October 1, 2024 through September 30, 2025, with respect to the Work Plan for FY 2025 that was prepared in 2024. The Work Plan and Final Report for USNDP are prepared for the DOE Office of Science, Office of Nuclear Physics. The support for the nuclear data activity from sources outside the US Nuclear Data Program is summarized in the staffing table and Appendix A. This leverage amounts to about 22.8 FTE scientific, to be compared with 21.9 FTEs at USNDP units funded by the DOE Office of Science, Office of Nuclear Physics. Since it is often difficult to separate accomplishments funded by various sources, some of the work reported in the present report was accomplished with nuclear data program support leveraged by other funding. FY 2025 was the 25th year in which the USNDP has operated under a Work Plan developed by the program participants. The program continued to carry out important work in support of the DOE mission. The work balances the ongoing collecting, analyzing, and archiving of nuclear physics information critical to basic nuclear research and to the development and improvement of nuclear technologies with the electronic distribution of this information to users in a timely and easily accessible manner. The present section of the report consists of activity summaries for the major components of the USNDP. This is followed by an updated staff level assignment table that reflects the final distribution of effort among the tasks carried out during FY 2025. Then, we continue with the detailed status of work performed during FY 2025.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗

Human Supervision of Autonomous Vehicle Fleet Operations and Associated Passenger Communications: Preprint

Advances in automated vehicle (AV) technology and expanded operations are rapidly emerging with Automated Mobility District (AMD) deployments in global cities. NLR's AMD research addresses critical elements of human supervision of AV fleet operations and associated passenger communications for vehicles in which no driver or safety attendant is present. Although sufficiently advanced AVs no longer have direct oversight by a driver, fleet management remains staffed with operations personnel at the operations command and control (OCC) facility. This paper examines the functionality of the OCC, drawing comparisons of how automated train control and automated people mover OCCs operate. Within an AMD, the OCC manages various vehicle types, sizes, and operational modes, including on-demand and fixed route service, to facilitate a 'network of networks' for transport within a metropolitan area. The OCC serves as oversight for multiple AV fleets assisting AVs via remote operation of vehicles, communication, and dispatching personnel to resolve problems. The OCC also coordinates system operation, geographically staging vehicles, and managing weather, police, and emergency events. Informed by traffic management center (TMC) strategies using highly integrated software and communications, OCCs facilitate seamless information flows. OCC personnel remotely assist passengers and oversee multi-party operation to ensure safety and security. Although social norms mitigate large-capacity unattended vehicle operations, social interaction in multi-party automated small vehicles has little precedent. This poses a new frontier for society and requires research to effectively understand and manage. Future research will monitor OCC implementations, passenger interfaces, and deployment scaling of initial AMD systems.

33 ADVANCED PROPULSION SYSTEMS↗

Energy Storage Impacts in Resilience Hubs and Other Critical Infrastructure: An Assessment Guide for Developers and Practitioners

Battery energy storage systems (BESS) deployed behind the meter at resilience hubs and other critical infrastructure can provide economic and operational value during normal operations—such as lower and more predictable energy costs—as well as resilience and security benefits during power disruptions by maintaining essential services. However, existing evaluation approaches tend to focus narrowly on engineering performance or rely on broad socio-economic frameworks that are not well suited to behind-the-meter storage. As a result, developers, utilities, and funders often lack consistent methods for defining success, quantifying benefits, and comparing outcomes across projects. This report presents a practitioner-oriented impact assessment framework for evaluating behind-the-meter BESS at resilience hubs and critical infrastructure facilities. The framework is organized into five iterative components—developing an action plan, defining project goals, identifying metrics, collecting data and measuring outcomes, and reporting and using results—and includes a structured metric architecture spanning six impact categories. Designed for real-world constraints such as limited staffing and uneven data availability, the framework was developed, applied, and refined through real projects, and is illustrated with case studies across diverse deployment contexts.

Impact Assessment↗

How New Mexico Leveraged a COVID-19 Case Forecasting Model to Preemptively Address the Healthcare Needs of the State: Quantitative Analysis

Prior to the COVID-19 pandemic, US hospitals relied on static projections of future trends for long-term planning and were only beginning to consider forecasting methods for short-term planning of staffing and other resources. With the overwhelming burden imposed by COVID-19 on the health care system, an emergent need exists to accurately forecast hospitalization needs within an actionable timeframe. Our goal was to leverage an existing COVID-19 case and death forecasting tool to generate the expected number of concurrent hospitalizations, occupied intensive care unit (ICU) beds, and in-use ventilators 1 day to 4 weeks in the future for New Mexico and each of its five health regions. We developed a probabilistic model that took as input the number of new COVID-19 cases for New Mexico from Los Alamos National Laboratory’s COVID-19 Forecasts Using Fast Evaluations and Estimation tool, and we used the model to estimate the number of new daily hospital admissions 4 weeks into the future based on current statewide hospitalization rates. The model estimated the number of new admissions that would require an ICU bed or use of a ventilator and then projected the individual lengths of hospital stays based on the resource need. By tracking the lengths of stay through time, we captured the projected simultaneous need for inpatient beds, ICU beds, and ventilators. We used a postprocessing method to adjust the forecasts based on the differences between prior forecasts and the subsequent observed data. Thus, we ensured that our forecasts could reflect a dynamically changing situation on the ground. Forecasts made between September 1 and December 9, 2020, showed variable accuracy across time, health care resource needs, and forecast horizon. Forecasts made in October, when new COVID-19 cases were steadily increasing, had an average accuracy error of 20.0%, while the error in forecasts made in September, a month with low COVID-19 activity, was 39.7%. Across health care use categories, state-level forecasts were more accurate than those at the regional level. Although the accuracy declined as the forecast was projected further into the future, the stated uncertainty of the prediction improved. Forecasts were within 5% of their stated uncertainty at the 50% and 90% prediction intervals at the 3- to 4-week forecast horizon for state-level inpatient and ICU needs. However, uncertainty intervals were too narrow for forecasts of state-level ventilator need and all regional health care resource needs. Real-time forecasting of the burden imposed by a spreading infectious disease is a crucial component of decision support during a public health emergency. Our proposed methodology demonstrated utility in providing near-term forecasts, particularly at the state level. This tool can aid other stakeholders as they face COVID-19 population impacts now and in the future.

60 APPLIED LIFE SCIENCES↗

Epidemic Intelligence Service Alumni in Public Health Leadership Roles

Since 1951, the Epidemic Intelligence Service (EIS) of the U.S. Centers for Disease Control and Prevention (CDC) has trained physicians, nurses, scientists, veterinarians, and other allied health professionals in applied epidemiology. To understand the program’s effect on graduates’ leadership outcomes, we examined the EIS alumni representation in five select leadership positions. These positions were staffed by 353 individuals, of which 185 (52%) were EIS alumni. Among 12 CDC directors, four (33%) were EIS alumni. EIS alumni accounted for 29 (58%) of the 50 CDC center directors, 61 (35%) of the 175 state epidemiologists, 27 (56%) of the 48 Field Epidemiology Training Program resident advisors, and 70 (90%) of the 78 Career Epidemiology Field Officers. Of the 185 EIS alumni in leadership positions, 136 (74%) were physicians, 22 (12%) were scientists, 21 (11%) were veterinarians, 6 (3%) were nurses, and 94 (51%) were assigned to a state or local health department. Among the 61 EIS alumni who served as state epidemiologists, 40 (66%) of them were assigned to a state or local health department during EIS. Our evaluation suggests that epidemiology training programs can serve as a vital resource for the public health workforce, particularly given the capacity strains brought to light by the COVID-19 pandemic.

60 APPLIED LIFE SCIENCES↗