Major additions to separations facilities may be required because of increased reactor power levels, reduced exposures; changes in slug specifications, obsolescence of existing solvent extraction plants or development of new separations processes with lower operating costs. The magnitude of first costs for a separations plant is so large as to discourage production planning which would require an additional major separations facility. Experience in separations design has shown that certain process and equipment changes, if they could be developed, would significantly reduce the capital investment in a separations facility. Accordingly design development for a new separations facility is under way. The purposes of this document are to present the results of the first separation design study directed toward a new solvent extraction plant and to summarize process, plant, and equipment changes which should be developed to achieve significant capital and operating cost reduction.

This report presents details of the operations of the Savannah River Plant manufacturing division during the month of July 1956.

This document is the January 1956 Monthly Report of the Process Section/Manufacturing Division at the Savannah River Plants. It contains information on activities in each of the SRP areas (100-400 areas), as well as on utilities and general services.

A letter report issued by the Government Accountability Office with an abstract that begins "This report responds to two mandates for GAO under the American Recovery and Reinvestment Act of 2009 (Recovery Act). First, it is the latest report on the uses of and accountability for Recovery Act funds in selected states and localities. Second, it comments on recipients' reports of the jobs created and retained. The Recovery Act provided $2.1 billion for Head Start and Early Head Start, primarily to expand services. GAO addressed four questions: (1) How have Head Start and Early Head Start grantees used Recovery Act funds, including for expanding enrollment? (2) What challenges have grantees encountered in spending Recovery Act funds? (3) How has the Office of Head Start (OHS) monitored the use of Recovery Act funds? (4) How has the quality of jobs data reported by Recovery Act recipients, particularly Head Start grantees, changed over time? In this report, GAO also updates the status of open recommendations from previous bimonthly and recipient reporting reviews. To address these questions, GAO interviewed grantees, analyzed federal agency and recipient reported data, and interviewed officials."

The monthly report for the Hanford Laboratories Operation, August 1964. Reactor fuels, chemistry, dosimetry, separation processes, reactor technology, financial activities, biology operation, and physics and instrumentation research, and applied mathematics, and programming operations are discussed.

This is the monthly report for the Hanford Laboratories Operation October 1961. Reactor fuels, chemistry, dosimetry, separation processes, reactor technology, financial activities, biology operation, physics and instrumentation research, operations research and synthesis, programming, and radiation protection operation are discussed.

A letter report issued by the Government Accountability Office with an abstract that begins "In April 2005, GAO recommended that the John F. Kennedy Center for the Performing Arts (Kennedy Center) increase oversight of its management of federal funds, better comply with fire code, and conform to project management best practices. GAO was asked to evaluate (1) the progress the Kennedy Center has made in implementing GAO's April 2005 recommendations, (2) the status of federally funded capital projects and the planned spending of federal funds for capital projects as indicated by the Kennedy Center's most recent comprehensive building plan, and (3) the Kennedy Center Board of Trustees' responsibilities for federally funded capital projects and the extent to which the board fulfills these responsibilities. To fulfill these objectives, GAO examined Kennedy Center documents, visited other arts organizations, and interviewed affected parties."

This document is the February 1956 Monthly Report of the Process Section/Manufacturing Division at the Savannah River Plant. It contains information on activities in each of the SRP areas (100-400 areas), as well as on utilities and general services.

This report summarizes an evaluation of the UNT Libraries' Studio Arts collection to determine if the collection is adequately serving patron needs. It was determined that the collection was currently meeting patrons' needs, and some recommendations for future collection maintenance were included.

The need for an industrial plant to know its capabilities to rescue personnel and minimize damage to vital operating equipment in the event of a serious accident has long been recognized. Although Hanford`s experience has been without a serious radiation event as characterized in this report, it is prudent to have an objective assessment of the capabilities which do exist and an analysis of the general capabilities which the plant should possess to maximize the effectiveness of rescue action in such an event and to limit the consequences to personnel, vital equipment, and the surrounding environs. It in the purpose of this report to: (1) make an assessment of the capabilities which are currently in place at Hanford to handle the multitude of serious problems arising from a serious radiation event; and (2) define the level of capability which the Hanford Atomic Products Operation should possess to minimize the consequences of such an accident. It is not the intent of this presentation to discuss the possibilities, probabilities, prevention or courses of serious radiation events.

The overall objective of the Advanced Turbine System (ATS) Phase 3 Cooperative Agreement between GE and the US Department of Energy (DOE) is the development of a highly efficient, environmentally superior, and cost-competitive utility ATS for base-load utility-scale power generation, the GE 7H (60 Hz) combined cycle power system, and related 9H (50 Hz) common technology. The major effort will be expended on detail design. Validation of critical components and technologies will be performed, including: hot gas path component testing, sub-scale compressor testing, steam purity test trials, and rotational heat transfer confirmation testing. Processes will be developed to support the manufacture of the first system, which was to have been sited and operated in Phase 4 but will now be sited and operated commercially by GE. This change has resulted from DOE's request to GE for deletion of Phase 4 in favor of a restructured Phase 3 (as Phase 3R) to include full speed, no load (FSNL) testing of the 7H gas turbine. Technology enhancements that are not required for the first machine design but will be critical for future ATS advances in performance, reliability, and costs will be initiated. Long-term tests of materials to confirm design life predictions will …

From introduction: The primary objective of Project 30.2 was to evaluate the protection afforded by a reinforced-concrete dual-purpose underground parking garage and personnel shelter against effects of a nuclear detonation.

This report presents details of the operations of the Savannah River Plant manufacturing division during the month of June 1956.

From Introduction: "Descriptions of the functional requirements of the facility, together with preliminary concepts of methods for meeting them, are presented in this prospectus."

This Conceptual Facility Design Description covers the site facilities which are classified in the three following general catagories: Grouncl improvements and Civil Engineering features Plant utility services Auxiliary structures exclusive of, and outside the reactor building complex, heat transport system building, and the containment structure. This CFDD describes all the FFTF utility services except electrical, which is covered in the Primary Electrical Power System and the Building Electrical Power System. Included are functions and design requirements, a physical description of the facility, safety considerations, principles of operation, and maintenance principles.

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The High Flux Isotope Reactor (HFIR) at Martin Marietta Energy Systems' Oak Ridge National Laboratory (ORNL) has been unable to ship its spent fuel to Savannah River Site (SRS) for reprocessing since 1985. The HFIR storage pools are expected to fill up in the February 1994 to February 1995 time frame. If a management altemative to existing HFIR pool storage is not identified and implemented before the HFIR pools are full, the HFIR will be forced to shut down. This study investigated several alternatives for managing the HFIR spent fuel, attempting to identify options that could be implemented before the HFIR pools are full. The options investigated were: installing a dedicated dry cask storage facility at ORNL, increasing HFIR pool storage capacity by clearing the HFIR pools of debris and either close-packing or stacking the spent fuel elements, storing the spent fuel at another ORNL pool, storing the spent fuel in one or more hot cells at ORNL, and shipping the spent fuel offsite for reprocessing or storage elsewhere.

The High Flux Isotope Reactor (HFIR) at Martin Marietta Energy Systems` Oak Ridge National Laboratory (ORNL) has been unable to ship its spent fuel to Savannah River Site (SRS) for reprocessing since 1985. The HFIR storage pools are expected to fill up in the February 1994 to February 1995 time frame. If a management altemative to existing HFIR pool storage is not identified and implemented before the HFIR pools are full, the HFIR will be forced to shut down. This study investigated several alternatives for managing the HFIR spent fuel, attempting to identify options that could be implemented before the HFIR pools are full. The options investigated were: installing a dedicated dry cask storage facility at ORNL, increasing HFIR pool storage capacity by clearing the HFIR pools of debris and either close-packing or stacking the spent fuel elements, storing the spent fuel at another ORNL pool, storing the spent fuel in one or more hot cells at ORNL, and shipping the spent fuel offsite for reprocessing or storage elsewhere.

This document is the May 1956 monthly report of the Process Section/Manufacturing Division at Savannah River. It contains information on activities in each of the SRP areas (100-400 areas), as well as on utilities and general services.

This is a progress report of the production reactors on the Hanford Reservation for the month of July 1952. This report takes each division (e.g., manufacturing, medical, accounting, occupational safety, security, reactor operations, etc.) of the site and summarizes its accomplishments and employee relations for that month.

Approximately 2,300 metric tons Spent Nuclear Fuel (SNF) are currently stored within two water filled pools, the 105 K East (KE) fuel storage basin and the 105 K West (KW) fuel storage basin, at the U.S. Department of Energy, Richland Operations Office (RL). The SNF Project is responsible for operation of the K Basins and for the materials within them. A subproject to the SNF Project is the Debris Removal Subproject, which is responsible for removal of empty canisters and lids from the basins. The Canister Cleaning System (CCS) is part of the Debris Removal Project. The CCS will be installed in the KW Basin and operated during the fuel removal activity. The KW Basin has approximately 3600 canisters that require removal from the basin. The CCS is being designed to ''clean'' empty fuel canisters and lids and package them for disposal to the Environmental Restoration Disposal Facility complex. The system will interface with the KW Basin and be located in the Dummy Elevator Pit.

This report describes the conceptual framework upon which modeling activities will be needed to predict the chemistry of water in contact with concrete and its degradation products cover a broad area, from developing databases for existing abiotic codes, to developing codes that can simulate the chemical impact of microbial activities at a level of sophistication equivalent to that of the abiotic modeling codes, and ultimately, to simulating drift-scale chemical systems in support of hydrological, geochemical,a nd engineering efforts.

This report is part of a series of reports on building energy efficiency codes in countries associated with the Asian Pacific Partnership (APP) - Australia, South Korea, Japan, China, India, and the United States of America (U.S.). This reports gives an overview of the development of building energy codes in China, including national energy policies related to building energy codes, history of building energy codes, recent national projects and activities to promote building energy codes. The report also provides a review of current building energy codes (such as building envelope and HVAC) for commercial and residential buildings in China.

The Checklist for Facility Response, Restoration, and Recovery presented in this document is principally focused on the Consequence Management Phase of a biothreat agent (i.e., Bacillus anthracis) release at a large facility, such as an airport or subway. Information in this document conforms to the National Response Plan (NRP) (DHS 2004) and the National Incident Management System (NIMS 2004). Under these two guidance documents, the personnel responsible for managing biological response and recovery efforts--that is, the decision-makers--are members of an Incident Command (IC), which is likely to transition to a Unified Command (UC) in the event of a biological warfare agent attack. A UC is used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. The location for primary, tactical-level command and management is referred to as the Incident Command Post (ICP), as described in the NRP. Thus, regardless of whether an IC or an UC is used, the responsible entities are located at an ICP. Agencies work together through designated members of the UC to establish their designated Incident Commanders at a single ICP and to establish a common set of objectives and strategies and a single Incident Action Plan. Initially during the Crisis …