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Staffing Analyses Tool
The Staffing Analyses Tool is an interactive resource planning tool used for visualizing programmatic staffing financial information. This dashboard provides historical and current staff charging data under organizations’ and/or programs’ views. This tool is used to manage staffing cost and inform outyear planning. It was developed in collaboration with Associate Laboratory Directorate for Infrastructure and Capital Projects (ALDICP) Planning Office.
Challenges and Opportunities in Staffing and Knowledge Transfer at Research Reactors
University research reactors have been a cornerstone of nuclear engineering research and education since the first reactor was deployed at North Carolina State University in the 1950s. The population of university reactors grew to a high of almost 80 in 1970 but has dropped to 24 operating today. The US Department of Energy – Office of Nuclear Energy supports the remaining reactors through fuel and infrastructure funding. The Nuclear Science User Facilities (NSUF) collaborated with the National Organization of Test, Research, and Training Reactors (TRTR) to study the needs of the university research reactor community. Staffing and knowledge transfer were identified as critical areas. The panel will discuss challenges and opportunities in these areas including how COVID-19 has affected their facilities.
Robotic Staffing Augmentation
The Robotic Augmentation & Novel Applications team at Los Alamos National Laboratory is working to produce autonomous systems to augment staffing for tasks that are tedious, dangerous, or require high precision. This is intended to reduce risks to staff, programs and facilities while also freeing up personnel resources to better support laboratory missions, particularly pit manufacturing. The primary focus of this effort is to utilize cutting edge automation to augment long duration radiation surveys, allowing RCTs to work on critical production activities.
Spot Robot Staffing Augmentation in Process Modeling and Analysis (E-2) [Slides]
In September 2021 E-2 obtained its first Spot robot from Boston Dynamics to evaluate their suitability for work in and around laboratory facilities. Spot is a highly mobile quadruped robot capable of up to 90 minutes of operation. They can be outfitted with payloads up to 30 pounds and support Boston Dynamics-developed equipment, third party payloads, or custom-developed payloads. The platform showed immediate promise resulting in the procurement of a total of four units by the end of FY22 (Trinity, Gadget, Crossroads, and Sandstone).
The Effect of COVID-19 Staffing Limitations on Physical Security System Performance .
Abstract not provided.
The Effect of COVID-19 Staffing Limitations on Physical Security System Performance .
Abstract not provided.
Assessment of Technoeconomic Opportunities in Automation for Nuclear Microreactors
Achieving full decarbonization of all economic sectors remains a challenge, especially in niche markets. For example, remote communities and industrial or mining activities detached from the main electric grid heavily rely on fossil fuels, similar to urban and industrial microgrids with combined heat and power needs. A combination of renewables and energy storage is often not suitable due to cost, reliability, intermittency, and large storage requirements. Small nuclear reactors with a flexible purpose could serve these applications. Microreactors (MR) are a class of reactors that are compact, factory manufactured, transportable, and self-regulating. Typically, they generate much less power than their large reactor counterparts. The main advantages of microreactors include the versatile nature of the energy produced, the reliability of supply, and freedom from having to transport and store large quantities of fuels on-site, coupled with the absence of dependence on an electrical grid. A strong business case is needed to move from the microreactor prototype to the commercialization phase. In fact, fossil fuels are still relatively inexpensive, and in the near term, carbon credits will be available to virtually compensate for emissions. For microreactors, one of the main costs in operation and maintenance (O&M) is their staffing levels. In this study, we investigate how to optimize the number (and thus the cost) of workers, moving from a traditional, fully manned, on-site personnel approach to an unmanned, remote personnel approach. We examine four different staffing models that can be implemented as the technology matures and evolves. We estimate the staffing needs of each model and build a business case to justify the substitution of on-site personnel with adequate technologies. To do so, we propose a cost model to quantify potential cost reductions from automating O&M activities. The model accounts for both the reduction in cost derived from the reduced number of full-time-equivalent (FTE) employees and the increase in cost derived from the need to buy new control hardware as needed. Applying the cost model that we created to different scenarios, an on-site O&M cost reduction exceeding 80% can be expected. Additionally, we found that it is more impactful to focus on automating routine O&M tasks rather than attempting to automate transient management (shutdowns, restarts, monitoring condition deviations). In fact, transients typically account for less than 1% of the total FTE time spent on the reactors.
ARM FY2025 Radar Plan
The U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) user facility is dedicated to delivering high-quality radar data that significantly advance our understanding of cloud and precipitation processes, improving climate models. With radars operating across diverse frequencies, scanning modes, and global climate conditions, extensive staffing is essential for effective management. Due to current staffing constraints, achieving the expected level of operational excellence requires a more strategic approach. To address this challenge, ARM has developed an operational radar plan for the upcoming Fiscal Year 2025 (FY25) based on budget and staffing considerations.
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.
ARM FY2025 Radar Plan
The U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) user facility is dedicated to delivering high-quality radar data that significantly advance our understanding of cloud and precipitation processes, improving climate models. With radars operating across diverse frequencies, scanning modes, and global climate conditions, extensive staffing is essential for effective management. Due to current staffing constraints, achieving the expected level of operational excellence requires a more strategic approach. To address this challenge, ARM has developed an operational radar plan for the upcoming Fiscal Year 2025 (FY25) based on budget and staffing considerations. This report summarizes the Fiscal Year 2024 (FY24) ARM radar-related activities and outlines the strategic plan for FY25. It presents a comprehensive radar plan that includes detailed activities, priorities, and a projected timeline aligned with the ARM radar roadmap. Key tasks, detailed in Table 1, cover various radar operational stages and coordinated efforts among ARM teams.
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. Limiting access with difficult-to-penetrate physical barriers is going to be key for staffing reduction. 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. Having the minimal possible number of access points and methods to completely block access from these points if a threat is detected will greatly help us justify staffing reduction.
Advanced Physics-Based Fluid System Performance Monitoring to Support Nuclear Power Plant Operations. Final CRADA report
This project targeted performance monitoring requirements for nuclear power plants with the goal of improving plant economics. We introduced a new and innovative technology to the industry that can reduce operations staffing levels by automating surveillance and can reduce maintenance staffing levels by providing early detection of degrading equipment. A beta-stage release of the PRO-AID power plant equipment fault diagnostic software ready for deployment in nuclear power plants will be delivered and demonstrated in a utility pilot project. To provide for efficient use of DOE funds the aim is to generate a minimum viable product for which we can prove the value of the product. The end state product will be serviceable for use in either a simulator environment or plant environment. The former provides a means for demonstration of the diagnostic capability for faults unlikely to be encountered in day-to-day operations.
ARM FY2022 Radar Plan
The fundamental objective of the U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) radar facility is to provide high-quality radar observations to the scientific user community with an overarching goal of improving the treatment of clouds and precipitation in climate models. ARM has a complement of 32 radars, including scanning and zenith pointing varieties (Table 1). The effort to maintain and operate these radars is significant and requires a large, distributed staffing commitment. However, at available staffing levels, ARM’s experience dictates that it is not feasible to ensure the continuous, high-level operations expected by the ARM user community for all radars at all locations at all times. Therefore, priorities must be established to routinely manage select radar operations every fiscal year.
Flexible Siting Criteria and Staff Minimization for Micro-Reactors
The economic potential of micro-reactors is vast and underestimated. Commonly-emphasized applications include niche markets such as remote communities, mines and military bases. However, micro-reactors could be used as flexible energy generators also for larger markets, such as mobile and containerized agriculture and manufacturing facilities, district heating, micro-grids for data centers, sea ports, airports and hospitals. The implication is that micro-reactors may have to be deployed also in non-remote locations. Successful implementation of micro-reactors needs a navigable and predictable licensing process, technology-appropriate siting restrictions, risk-informed emergency and safety requirements, and practical operating and maintenance requirements. The primary goal of this project was to develop siting criteria that are tailored to micro-reactors deployable in densely-populated areas, e.g., urban environments. To achieve that goal, we compared the characteristics of the MIT research reactor (MITR) with those of leading micro-reactor concepts (e.g., eVinci, USNC, Aurora), and evaluated whether and how the MITR design basis (e.g., inherent safety features, engineered safety systems, source term, emergency planning and emergency operating procedures) and associated regulations may be applicable to these new micro-reactors as well. What makes MITR a unique analogue in this context is its small power rating (6 MWt) and physical size, mode of operations (24/7 with a somewhat more commercial flavor than typical university reactors), and especially its urban location. Of course significant differences exist, such as mission (power production vs. research) and the reactor design itself. Leveraging the MITR experience, this project was able to generate criteria that will allow micro-reactors to realize their full economic potential as flexible heat and electricity generators for a diverse portfolio of applications in non-remote locations. As such, the outcome of this project might encourage investment in and use of micro-reactors. A second goal of the project was to conceptualize a model of operations for micro-reactors that would minimize the staffing requirements, and thus reduce the cost of electricity and heat generated by these systems. Here too our approach was to systematically review the MITR experience and requirements, as well as survey the innovations in autonomous control technologies and monitoring (e.g., advanced sensors, drones, robotics, AI) that would permit a dramatic reduction in staffing at future micro-reactor installations. The scope of work was expanded after the start date to include also an evaluation of micro-reactor security, using the so-called consequence-based analysis, and the development of a methodology to perform dynamic risk assessment for micro-reactors, using system theory and modeling and simulation.
ARM FY2024 Radar Plan
The U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) user facility’s radar capability aims to provide high-quality radar observations to the scientific community, advancing the understanding of clouds and precipitation processes and ultimately improving climate models. ARM operates radars across a spectrum of frequencies with diverse scanning capacities (Table 1) to meet these scientific goals. The maintenance, operations, and management of these distributed radars at sites in various climate regimes require a substantial staffing commitment. However, the existing staffing resources are constrained, making it impractical to sustain the consistent high-quality operations that are expected by the ARM user community. In response, ARM needs to develop priorities for the radar team each year. This report lays out the forthcoming priorities for Financial Year 2024 (FY24), aiming to establish a structure for the ongoing management of radar operations and data processing.
Simulator Data Analysis to Inform Digitalized Environment Impacts on Human Reliability
The U.S. Nuclear Regulatory Commission (NRC) has developed a human reliability analysis (HRA) method, termed the Integrated Human Event Analysis System for Event and Condition Assessment (IDHEAS-ECA), in order to estimate human error probabilities (HEPs) in risk-informed regulatory applications. To update the quantification part of IDHEAS-ECA, the NRC required human performance and error data from fully digitalized main control rooms (MCRs); therefore, it requested that Idaho National Laboratory (INL) revisit previous data collection studies and investigate how the following three factors impact human reliability: self-checking, peer-checking, and automation. The HRA data collection studies revisited were the Human Reliability Data Extraction (HuREX) project, developed by the Korea Atomic Energy Research Institute (KAERI), and the Simplified Human Error Experimental Program (SHEEP), developed by INL. HuREX is a representative HRA data collection study that collects human reliability data from full-scope simulators staffed by licensed operators. SHEEP, on the other hand, has been proposed to complement such full-scope studies by collecting data via simplified simulators staffed by non-licensed student operators. In the HuREX study, KAERI collected HRA data from fully digitalized MCRs for the Advanced Power Reactor (APR)–1400. The SHEEP data were obtained from simplified simulators that partially mimicked the features of digitalized MCRs. The present report mainly discusses how the impacts of the aforementioned three factors on human errors were derived from these two data collection studies.
Human Factors for Advanced Reactors
Existing light water reactors in the U.S. are primarily large baseload electricity generating facilities. The concept of operations for these plants remains largely unchanged since the advent of commercial nuclear power—the main control room serves as the hub of plant activities and is staffed with multiple licensed operators who work in tandem under the shift supervisor, and staff such as field workers support the control room remotely. While newer plants have brought the advent of digital human-machine interfaces to replace earlier analog and mechanical instrumentation and controls, much of the control process remains unchanged and manual. It is simply a newer version of legacy concepts. Advanced reactors potentially bring considerable changes to the size, fuel type, automation, and staffing of nuclear power plants, necessitating a fundamental shift not just from analog to digital, but further from human to automation, from onsite to remote, from control to monitoring, and from many to few operators. Despite this multitude of parallel evolutions in reactor designs, many of the vendors developing the next generation of reactors represent smaller research and development enterprises. It is therefore not feasible to address all aspects of plant design at the same time. In particular, the competing design aspects of new reactors present a significant challenge to the development of robust and human factored systems at the plant. As vendors develop new reactor designs, much of the early focus is naturally on the fuel and reactor system technology. Looming behind these early advances is the daunting prospect of first-of-a-kind control concepts that have not yet been developed or validated. A failure to address the human element of reactor design early will lead to missed opportunities. The quickest development process is the replication of existing concepts of operations at legacy plants, even when such systems were long ago surpassed by better human-machine technologies outside the nuclear industry. Conversely, attempting to undertake novel concepts of operations late in the design life cycle of a plant could result in protracted development efforts and delays in licensing and deployment. This does not have to happen, and it is imperative that human factors be considered now, early in the design of new reactors.