Communicating about Contaminated Site Cleanup using Coordinated and Consistent Metrics: Opportunity and Challenge for the U.S. Department of Energy
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Mathematical Methods In Social Sciences↗
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Removing the Cloak of Secrecy from Legacy Cleanup at Los Alamos national Laboratory - 20395
With the establishment in 2018 of the Los Alamos Legacy Cleanup Contract, the Department of Energy's (DOE) Environmental Management Los Alamos Field Office (EM-LA) and its contractor Newport News Nuclear BWXT Los Alamos (N3B) embarked on an expansive program to engage a broad range of local and regional stakeholders in the decision-making process for cleanup of legacy wastes (pre-1999) at the Los Alamos National Laboratory (LANL). From the inception of LANL during the Manhattan Project until the issuance of the new cleanup contract, the site was managed by a single management and operations (M and O) contactor whose main focus was national security. Segmenting from laboratory operations a separate cleanup contract managed by DoE's Office of Environmental Management (EM) brought new opportunities for the cleanup of legacy waste. That change likewise has opened new opportunities for engaging the community on legacy cleanup decisions. The new legacy cleanup contract - an unclassified contract - emphasizes public outreach, marking a cultural shift in how stakeholders in Los Alamos and throughout northern New Mexico are engaged. Without the constraints of classified work, EM-LA and N3B have increased the level of transparency with the public regarding cleanup activities. EM-LA and N3B have crafted an approach that best meets the values, priorities and needs of the neighboring communities by adapting the model successfully employed at Rocky Flats. Through enhanced stakeholder involvement, EM-LA will implement decisions that have considered broad input and deliver a safe and efficient cleanup of the site. EM-LA and N3B began the expanded stakeholder outreach program in January 2019, leading up to four Environmental Management Cleanup Forums held in the summer of 2019. EM-LA and N3B are now in the process of initiating a series of meetings with various stakeholder groups to determine their 'values' as they relate to cleanup using a novel approach that elicits and records values. The entire process is documented, ensuring that should questions arise about how, when and why decisions were made, they can be easily addressed. In addition to other public meetings to present cleanup scenarios and solicit active public involvement in cleanup decisions, the EM-LA and N3B approach involves discussions with stakeholders who want to explore specific technical issues and cleanup discussions in depth. EM-LA and N3B are also evaluating and implementing a variety of communications tools to help ensure the engagement plan sets the gold standard for transparency in legacy cleanup and stakeholder involvement. (authors)
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Use of Historical EM Practices and Policies for Management of Cleanup Program and Address GAO Concerns - 20222
As Department of Energy (DOE) Environmental Management (EM) program policies and management practices are revised over time, it might be useful to periodically reflect on the DOE EM program's past to identify practices that have worked and those that might be appropriate for possible reuse in the future. An added impetus to examine alternative approaches is the recent Government Accountability Office (GAO) report entitled 'Nuclear Waste Cleanup - DOE Could Improve Program and Project Management by Better Classifying Work and Following Leading Practices.' The February 2019 GAO report states that EM categorizes most of its work in a way that does not adequately involve independent experts and DOE senior leadership. It also noted that EM has not followed leading practices for program and project management that could help keep the cleanup efforts on schedule and control costs. The GAO report recommended that EM, working with DOE Office of Project Management (PM): - Establish requirements and then assess EM's ongoing operations activities to determine if some activities should be reclassified as capital asset projects based on these newly established requirements. - Review and revise EM's 2017 cleanup policy to include program management leading practices related to scope, cost, schedule performance, and independent reviews. - Update the cleanup policy to require that earned value management (EVM) systems be maintained and used in a way that follows EVM best practices. - Develop a policy to ensure that work is categorized as level of effort (LOE) only in appropriate, specified circumstances, such as when work is not measurable or when measurement is impractical. - Integrate EVM data into EM's performance metrics for operations activities. To assist with improving program performance and implementing audit recommendations, this paper reviewed past successful cleanups such as Weldon Springs, Rocky Flats, Fernald, Ashtabula, Battelle Columbus (abs, and other historical resources and people with experience during the early years of EM program. As such, there are several past practices which may well be suited for reuse today. Some of these practices include: - In 1990's, as the DOE EM cleanup program, known as Environmental Restoration came into effect, the known cleanup scope at each geographic location or site was organized into four levels ranging from overall site-wide cleanup effort to the individual 'release sites', providing high granularity to the program. - The cleanup program was organized by geography (Northwest, Southwest, Eastern Area Programs, etc.). These 'sub-program' managers provided a degree of Headquarters oversight and management allowing upper management (EM-1, 2, and 3) to focus on major decisions and issues. - Budget levels at selected cleanup sites were funded above 'minimum-safety' levels to accelerate actual cleanup work. - Past practice utilized EVM techniques and uniform EM oversight over all discrete project-like activities, providing for a coordinated cleanup effort. - EM managed LOE activities using benchmarking and best in class management practice techniques to help manage costs. - EM managed and reviewed entire site cleanup baselines, not only individual projects, focusing on a successful overall outcome. - Sites had a 'Road map' or 'Management Action Plan' that provided the overall strategy or plan for that site's cleanup - this helped with understanding and coordination of efforts. - EM had a robust lessons-learned program and database to capture and transmit worthy ideas. - EM had well-structured cleanup baseline change control policies to control cost and schedule changes, at the contractor and higher Headquarters levels. Finally, some of the GAO observations may be valid, however it is not clear as to their extent. For example, for some operation types of work, the use of the Level of Effort (LOE) earned value method to track progress may be appropriate. Also, to ensure independence of thought, and to obtain useful insight on past practices, it may be suitable to have former EM employees to assist with understanding past practices or to verify that activities have been properly identified. (authors)
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Stakeholder-Engaged Structured Decision Making for the Los Alamos Legacy Cleanup Mission - 20501
The Los Alamos National Laboratory (LANL) environmental legacy cleanup program requires decisions to be made for environmental remediation, decommissioning and disposal or management of radioactive waste. This legacy cleanup program was established to address groundwater contamination, material disposal areas (MDAs) that have been used to dispose of radioactive and other waste material, and 'aggregate areas' that might produce radioactive or other chemical waste as a result of remediation activities. The LANL site is regulated for environmental concerns under the Resource Conservation and Recovery Act (RCRA). However, some parts of LANL, such as material disposal area G (MDA G), have disposed of radioactive waste under DOE Order 435.1, and are subject to other regulations. For example, decommissioning the remote-handled TRU material stored in 33 shafts at MDA G falls under EPA's 40 CFR 191. Collectively, the regulations are all aimed in the same direction of finding the best solution, either through constructs such as 'as low as reasonably achievable' (ALARA), considering balancing factors as opposed to only cost and human health risk, and, under EPA regulations such as RCRA and NEPA, evaluating impact from all chemicals and both human health and ecological endpoints. Despite the basic goals and objectives of the regulations or their guidance, the main challenge is in their implementation. Arguably perhaps, but really in principle, all of these (and similar) regulations are asking for a decision analysis to be performed. Implementation challenges encountered have included lack of understanding of decision analysis in the industry, lack of effective stakeholder engagement in the decision analysis process, and lack of appreciation of the need to separate value judgments from science, the latter leading to developing conservative, or protective, science-based models. Conservative models lead to poor solutions, lack of effective stakeholder engagement leads to long drawn out protracted approaches to finding a solution (which also might never be found with this approach), and lack of understanding of decision analysis and Bayesian statistics causes poor models to be built, which creates unfortunate situations of 'garbage in, garbage out' becoming the basis for decision making. Stakeholder-engaged structured decision making (SDM) is an approach to solving problems that relies on the theory of decision science to involve stakeholders in the decision-making process. This approach incorporates stakeholder values using a scientifically rigorous methodology that separates value judgments from science in a way that helps avoid the pitfalls of biased, protective, or conservative modeling. This approach has its foundation in Keeney's 1992 treatise on value-focused thinking [1]. Keeney advocated a paradigm shift in decision making based on the idea that the standard way of thinking about decisions is backwards. The standard approach of focusing first on identifying alternatives rather than on articulating values results in a reactive approach with the emphasis on mechanics and fixed choices instead of the core values that have meaning to stakeholders. This paradigm shift effectively engages all stakeholders in the decision-making process while using a values focused thinking approach that can lead to the identification of decision opportunities and the creation of better alternatives. The intent is to be proactive and generate solutions that are related directly to values and objectives as identified by stakeholders. There are, perhaps, two overarching reasons why SDM can be used to benefit LANL's environmental legacy cleanup. Some of LANL's remaining waste management and environmental management problems are challenging and complex (for example, the Cr and RDX plumes, and MDAs) and while the traditional approach has, arguably, worked well for relatively simple risk-based problems, it cannot, or should not, be applied to more complex problems if the most effective and efficient solutions are desired. The second reason is cost. This has perhaps become more critical since publication of the Government Accountability Office (GAO) reports that DoE's environmental liability is considered a high-risk concern for the nation [2]. The focus of SDM is on structuring solutions to decision risk problems by first addressing stakeholder and decision maker values and subsequently developing decision objectives and ways to measure those objectives, preference weighting across objectives, identifying decision alternatives that best achieve those values, and characterizing uncertainty in predictions of the measures. Because a complete decision model is created using SDM, it can be evaluated to find the main elements of the model that drive, or predict, the best solution. This approach creates complete decision models that are transparent, traceable, reproducible and technically defensible. The science behind SDM, or decision analysis, is well founded, yet it is not unusual to see ad hoc approaches to decision making implemented under various environmental regulations that are pertinent to the LANL site, including NEPA, RCRA and DOE Order 435.1. Such ad hoc approaches are often not transparent or traceable, and lack reproducibility and technical defensibility. The LANL legacy cleanup program has embarked on using SDM to address the complex problems that remain. Stakeholder meetings have been held, and a prototype version of the stakeholder value system has been developed. Further meetings are expected in the future to address specific project needs. This is a long-term endeavor considering the complex environmental problems faced by DOE EM in Los Alamos (EM-LA), and careful planning, consideration of stakeholder value systems, and engagement with stakeholders throughout the SDM process is expected to lead to a successful endpoint. (authors)
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UNREVIEWED DISPOSAL QUESTION EVALUATION: Disposal of the Princeton Plasma Physics Laboratory Torus Cleanup System Molecular Sieve Dryer Bed at the Area 5 Radioactive Waste Management Site, Nevada National Security Site, Nye County, Nevada
This Unreviewed Disposal Question Evaluation (UDQE) assesses whether the Princeton Plasma Physics Laboratory (PPPL) Torus Cleanup System Molecular Sieve Dryer Bed (MSDB), PERM000000043, Revision 0 (Perma-Fix [PERM] 2021), is suitable for shallow land burial (SLB) at the Area 5 Radioactive Waste Management Site (RWMS) on the Nevada National Security Site (NNSS). Disposal of the PPPL Torus Cleanup System MSDB meets all performance objectives of DOE Manual DOE M 435.1-1, Radioactive Waste Management Manual, Chapter IV, Section P (DOE 1999). The PPPL Torus Cleanup System MSDB waste stream is recommended for acceptance without conditions.
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Panel Session 115: Collaboration Across Borders to Deliver Cleanup and Decommissioning Challenges
This panel focused on where multiple countries have collaborated to solve difficult remediation and cleanup challenges through either formal or informal means. The focus was to share real examples of where collaboration has accelerated cleanup saving time and money. This could be through policy or process improvements, technology transfer or sharing R and D, or other means of collaborative efforts. Panelists with presentations: Canada-AECL Collaboration Across Borders (Richard Sexton, Alastair MacDonald); Collaboration Across Borders to Deliver Cleanup and Decommissioning Challenges (Anthony Banford); IAEA Perspective on International Collaboration in D and ER (Horst Monken Fernandes); How, Why and Benefits of Collaboration (Kurt Gerdes)
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Accelerating Hanford Site Cleanup through Operations Research Modeling - 20238
The Hanford Site cleanup effort will require the integration of dozens of unique facilities and processes, many of which will be first-of-a-kind in implementation and design. Each facility will be governed by its own set of operating logic, configured with a unique array of unit operations, and subject to a set of constraints that will affect its behavior. The collection of facilities have multiple points of interface, making the operations of any one facility potentially significant to the operations of other up- or downstream processes. It is therefore highly desirable to accurately predict these operations, as it allows for Site officials to identify and preempt bottlenecks and vulnerabilities before they unexpectedly inhibit the cleanup mission. With the quantity and complexity of the processes that will be on Site, building a pen-and-paper or even a spreadsheet-assisted model of the cleanup mission quickly becomes overwhelming in scope and inaccurate in execution. The Engineering organization for the Site's Tank Operations Contract (TOC) has therefore implemented the use of operations research (OR) modeling to simulate and predict future operations of Site facilities. These models are created using a discrete event simulation tool that allows for the development of detailed, versatile, and robust models. Not only can these models account for complex logical behaviors, but they can also simulate process details down to the level of vessel sizing, labor utilization, equipment reliability, and resource availability. To date, the TOC has developed OR models for several facilities on Site, including for single-shell tank (SST) farms, double-shell tank (DST) farms, the Effluent Treatment Facility (ETF), and the waste transfer system. These models have focused on identifying bottlenecks and operational constraints, and have been used to quantify the effects of implementing process changes. This latter point is particularly valuable, as it allows for several alternatives to be studied in a virtual setting before committing resources to making a change in the field. The decision to develop OR models has gained tremendous support from the Site's stakeholders and the U.S. Department of Energy (DOE) management, and has prompted the use of the tool to support additional internal and external initiatives. Recently, an initiative was proposed to use the models to help identify and provide quantitative backing for risks and opportunities for the TOC. This application of OR could not only help inform how the TOC manages its risks (e.g. quantities and types of spare parts), but could also help drive process improvements whose benefits might otherwise be hard to quantify. The models have also been used to drive the TOC's cloud computing, artificial intelligence (AI), and machine learning (ML) initiatives. These initiatives will not only improve the ability of the TOC to more rapidly respond to the needs of its customers, but it will also aid in the ability of the TOC to analyze and improve the processes it studies. Partnership with two external software development and consulting companies (Lanner and Ynformed) has furthered not only the application of AI and ML within the TOC, but has also spurred the development of new/improved software tools and platforms used by the companies. These partnerships have proven to be mutually beneficial and productive, and have set a precedent for the types of gains that can be made by exploring such options. (authors)
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Status Update on TRAC: A DOE-EM Tool for Tracking Groundwater Cleanup and Progress Toward Site Closure - 20245
The U.S. Department of Energy (DOE) Office of Environmental Management (EM) uses a customized, web-based mapping tool called TRAC (Tracking Restoration and Closure) to communicate information on plume sizes, remedial approaches, regulatory drivers, exit strategies, and long-term stewardship requirements at all sites within the DOE-EM complex. The web-based GIS story maps provide robust geospatial visualization of plumes at DOE sites using an intuitive interface that allows users to explore the plume maps, explanatory text, photographs, and video. This collection of story maps not only communicates information for each individual site, but also summarizes pertinent metrics on cleanup and remaining contaminants across all EM sites. This paper describes a new design within TRAC for communicating metrics on plume status, regulatory cleanup progress, and technology implementation. A principal benefit of TRAC is the ability to view individual pieces of data at a time, permitting targeted questions to be addressed, such as the status of regulatory decisions, site cleanup priorities, and site closure needs for each site within the DOE-EM complex. TRAC manages communication and supports decision-making through knowledge access, data and information transparency and traceability, and inclusive participation. It serves as a common resource that provides consistent information for DOE managers, site personnel, regulators and stakeholders. Because long-term stewardship of legacy waste sites requires ongoing coordination and communication among DOE, regulators, and stakeholders, TRAC can also be used to help transition EM sites to the Office of Legacy Management at site closure. (authors)
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Evaluation of Dose- and Risk-Based Groundwater Cleanup Levels for Low Energy Beta Radioisotopes
Low-energy beta-emitting radionuclides that were released historically during reactor operations and plutonium separations activities at some U.S. Department of Energy sites have migrated into the groundwater, forming contaminant plumes that are subject to federally regulated remediation actions. At the Hanford Site, the low-energy beta-emitting radionuclides include iodine-129, technetium-99, chlorine-36, carbon-14, and tritium (H-3). All are highly mobile in the subsurface, and except for tritium, and have very long half-lives—thousands to millions of years. The geochemistry and transport behavior of these contaminants in the subsurface present significant challenges for remediation of groundwater to federal drinking water standards (DWS)—the appropriate or relevant and applicable requirements (ARARs) for cleanup. For some of the low-energy beta-emitter contaminants, particularly iodine-129, cleanup and restoration of groundwater to DWS may not be attainable within a reasonable timeframe using currently available treatment technologies.
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Advanced Syngas Cleanup Using Radically Engineered Modular Systems
The overall objective of this project was to address key knowledge gaps and develop modular sorbent-based warm syngas cleanup designs that will enable 1- to 5-MW REMS-based plants to be cost-competitive with large state-of-the-art commercial plants utilizing all of our abundant domestic coal reserves. We proposed to develop two potential new desulfurization process designs specifically targeted for REMS plants for combined heat and power or polygeneration from coal gasification. The first design is a modification of our commercially offered dual transport reactor design based Warm-gas Desulfurization Process (WDP) where the transport-reactor regenerator is replaced with a fluidized-bed regenerator. This design leverages the learnings obtained from our pre-commercial demonstration testing of the WDP technology for over 3,000 hours and conclusions from the lessons learned workshop. The second design is a fixed-bed process that leverages the successful composition and chemistry of our WDP sorbent to develop an effective fixed-bed sorbent formulation and fixed-bed process design. These two potential desulfurization process designs have a strong technical likelihood of success and offer the best opportunity to effectively employ design standardization, mass production and advanced manufacturing techniques to enable cost competitiveness for syngas cleanup at smaller scale.
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On the Road to Achieving Safety Excellence at the Idaho Cleanup Project: The Initial Challenges, Solutions, and Positive Results of Striving to be the Best and Safest in the DOE Complex - 20518
When Fluor Idaho, LLC (Fluor Idaho) assumed the Idaho Cleanup Project Core contract (ICP Core) in mid-2016, it inherited the successful multi-faceted, employee-owned safety programs of two prior contractors supporting cleanup operations at the Idaho National Laboratory Site. Fluor Idaho incorporated the best of both safety programs along with Fluor Corporate's 106-year legacy of safety initiatives and successes. Fluor Idaho integrated the separate programs and cultures under a One Fluor approach - one project, one mission, One Fluor. Job changes, management changes, and procedures, processes, and system changes presented multiple challenges. Those challenges combined with the severe Winter of 2016/2017 resulted in numerous slips, trips, and falls first aids and reportable injuries. The road to safety excellence started off bumpy and stayed that way for some time. Since then, Fluor Idaho has successfully implemented several key initiatives including employee engagement; management engagement and time in the field; communications improvements; safety culture sustainment; injury/illness prevention; organizational learning; and DOE Voluntary Protection Program (VPP) readiness and preparation. Management became more engaged by making more workplace visits and increasing their supervision of 'life critical work' or complex activities. Additional training became mandatory for first-line supervisors and front-line workers. Most recently, Fluor Idaho increased its injury and illness prevention initiatives extensively. In the last year, things have turned around in a dramatic way. This shift is directly attributable to the significant number of initiatives launched in late 2017 and 2018. These initiatives addressed safety performance in the five key areas of the DOE VPP and promoted sustainability of the company's safety culture. The five key areas are: management leadership, employee involvement, work-site analysis, hazard prevention and control, and safety and health training. Employees and managers alike recommitted to making safety the highest value. The result of this laser-like focus on safety and accident and injury prevention is that injuries and first aids are a fraction of what they were. During FY 2019, employees worked more than 4.2 million hours without a serious injury or lost work-day and 1 million hours without a recordable injury. Fluor Idaho is proud of its safety trend. The company invested significant resources in improving its safety record, and that investment is paying off. Other contractors in the DOE Complex can learn and benefit from this discussion of the challenges Fluor Idaho faced, as well as its innovative safety initiatives that are producing results that are being recognized by our U.S. Department of Energy (DOE) customer. (authors)
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PUB 5630: Bayo Site Cleanup Images
These images are from the Bayo Site Cleanup (Operation PFFT) in May 15, 1963. The images require an LA-UR number to complete a research request.
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INVESTIGATION OF ELECTRICAL CLEANUP IN AN IONIZATION GAUGE
Investigation of electrical cleanup in an ionization gauge
NITROGEN↗
Microbiological studies relating to clean environments. Part I - Evaluation of the efficiency of a class 100 laminar-flow clean room for viable contamination cleanup
Laminar flow clean room efficiency for viable contamination cleanup
CLEAN ROOM↗
Review of drag cleanup tests in Langley full-scale tunnel (from 1935 to 1945) applicable to current general aviation airplanes
Results of drag cleanup tests conducted in the Langley full-scale tunnel during the period from 1935 to 1945 are summarized for potential application to current propeller-driven general aviation airplanes. Data from tests on 23 airplanes indicate that the drag increments produced by many individual configuration features - such as, power plant installation, air leakage, cockpit canopies, control surface gaps, and antenna installations - are not large; however, when the increments are summed, the resulting total drag increase is significant. On the basis of results of the investigation, it appears that considerable reduction in drag can be obtained by proper attention to details in aerodynamic design and by adherence to the guidelines discussed.
Coe, P. L., Jr.↗
Factors affecting cleanup of exhaust gases from a pressurized, fluidized-bed coal combustor
The cleanup of effluent gases from the fluidized-bed combustion of coal is examined. Testing conditions include the type and feed rate of the coal and the sulfur sorbent, the coal-sorbent ratio, the coal-combustion air ratio, the depth of the reactor fluidizing bed, and the technique used to physically remove fly ash from the reactor effluent gases. Tests reveal that the particulate loading matter in the effluent gases is a function not only of the reactor-bed surface gas velocity, but also of the type of coal being burnt and the time the bed is operating. At least 95 percent of the fly ash particules in the effluent gas are removed by using a gas-solids separator under controlled operating conditions. Gaseous pollutants in the effluent (nitrogen and sulfur oxides) are held within the proposed Federal limits by controlling the reactor operating conditions and the type and quantity of sorbent material.
Rollbuhler, R. J.↗
Major weapon system environmental life-cycle cost estimating for Conservation, Cleanup, Compliance and Pollution Prevention (C3P2)
The Titan 4 Space Launch Vehicle Program is one of many major weapon system programs that have modified acquisition plans and operational procedures to meet new, stringent environmental rules and regulations. The Environmental Protection Agency (EPA) and the Department of Defense (DOD) mandate to reduce the use of ozone depleting chemicals (ODC's) is just one of the regulatory changes that has affected the program. In the last few years, public environmental awareness, coupled with stricter environmental regulations, has created the need for DOD to produce environmental life-cycle cost estimates (ELCCE) for every major weapon system acquisition program. The environmental impact of the weapon system must be assessed and budgeted, considering all costs, from cradle to grave. The Office of the Secretary of Defense (OSD) has proposed that organizations consider Conservation, Cleanup, Compliance and Pollution Prevention (C(sup 3)P(sup 2)) issues associated with each acquisition program to assess life-cycle impacts and costs. The Air Force selected the Titan 4 system as the pilot program for estimating life-cycle environmental costs. The estimating task required participants to develop an ELCCE methodology, collect data to test the methodology and produce a credible cost estimate within the DOD C(sup 3)P(sup 2) definition. The estimating methodology included using the Program Office weapon system description and work breakdown structure together with operational site and manufacturing plant visits to identify environmental cost drivers. The results of the Titan IV ELCCE process are discussed and expanded to demonstrate how they can be applied to satisfy any life-cycle environmental cost estimating requirement.
Hammond, Wesley↗
Site Remediation Technology InfoBase: A Guide to Federal Programs, Information Resources, and Publications on Contaminated Site Cleanup Technologies. First Edition
Table of Contents: Federal Cleanup Programs; Federal Site Remediation Technology Development Assistance Programs; Federal Site Remediation Technology Development Electronic Data Bases; Federal Electronic Resources for Site Remediation Technology Information; Other Electronic Resources for Site Remediation Technology Information; Other Electronic Resources for Site Remediation Technology Information; Selected Bibliography: Federal Publication on Alternative and Innovative Site Remediation; and Appendix: Technology Program Contacts.
INFORMATION RESOURCES↗