This report summarizes the deactiviation, decontamination, decommissioning, and demolition activities of facilities in the 300 Area of the Hanford Site in fiscal year 2010.

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The mission of the Department of Energy's (DOE's) Office of Environmental Management (EM) is to clean up the environmental legacy of nuclear weapons research and production during the Cold War. That mission includes cleaning up nuclear waste, contaminated groundwater and soil, nuclear materials, and contaminated facilities covering two million acres of land in thirty-five states. EM's principal program goals include timely completion of tank waste treatment facilities, reduction of the life-cycle costs and acceleration of the cleanup of the Cold War legacy, and reduction of the EM footprint. The mission of the EM Technology Innovation and Development program is to transform science and innovation into practical solutions to achieve the EM mission. During fiscal year 2010 (October 2009-September 2010), EM focused upon accelerating environmental cleanup by expeditiously filling identified gaps in available knowledge and technology in the EM program areas. This report describes some of the approaches and transformational technologies in tank waste processing, groundwater and soil remediation, nuclear materials disposition, and facility deactivation and decommissioning developed during fiscal year 2010 that will enable EM to meet its most pressing program goals.

This report summarizes key research, development, and technology advancements in Lawrence Livermore National Laboratory's Engineering Directorate for FY2010. These efforts exemplify Engineering's nearly 60-year history of developing and applying the technology innovations needed for the Laboratory's national security missions, and embody Engineering's mission to ''Enable program success today and ensure the Laboratory's vitality tomorrow.'' Leading off the report is a section featuring compelling engineering innovations. These innovations range from advanced hydrogen storage that enables clean vehicles, to new nuclear material detection technologies, to a landmine detection system using ultra-wideband ground-penetrating radar. Many have been recognized with R&D Magazine's prestigious R&D 100 Award; all are examples of the forward-looking application of innovative engineering to pressing national problems and challenging customer requirements. Engineering's capability development strategy includes both fundamental research and technology development. Engineering research creates the competencies of the future where discovery-class groundwork is required. Our technology development (or reduction to practice) efforts enable many of the research breakthroughs across the Laboratory to translate from the world of basic research to the national security missions of the Laboratory. This portfolio approach produces new and advanced technological capabilities, and is a unique component of the value proposition of the Lawrence Livermore Laboratory. …

During fiscal year (FY) 2010, Pacific Northwest National Laboratory (PNNL) Environmental Protection and Regulatory Programs Division (before March 1, 2011 known as the Environmental Management Services Department) staff performed a number of activities as part of PNNL’s National Environmental Policy Act (NEPA) compliance program. These activities helped to verify U.S. Department of Energy (DOE) Pacific Northwest Site Office (PNSO) and Richland Operations Office (RL) compliance with NEPA requirements and streamline the NEPA process for federal activities conducted at PNNL. Self-assessments were performed to address NEPA compliance and cultural and biological resource protection. The NEPA self-assessments focused on implementation within the PNNL Energy and Environment Directorate and routine maintenance activities conducted during the previous calendar year. The cultural and biological resource self-assessments were conducted in accordance with the PNSO Cultural and Biological Resources Management Plan, which specifies annual monitoring of important resources to assess and document the status of the resources and the associated protective mechanisms in place to protect sensitive resources.

The Record of Decision for Soil, Buried Waste, and Subsurface Structure Actions in Zone 2, East Tennessee Technology Park, Oak Ridge, Tennessee (DOEIORJO 1-2161 &D2) (Zone 2 ROD) acknowledged that most of the 800 acres in Zone 2 were contaminated, but that sufficient data to confirm the levels of contamination were lacking. The Zone 2 ROD further specified that a sampling strategy for filling the data gaps would be developed. The Remedial Design Report/Remedial Action Work Plan for Zone 2 Soils, Slabs, and Subsurface Structures, East Tennessee Technology Park, Oak Ridge, Tennessee (DOEIORIO 1 -2224&D3) (RDRJRAWP) defined the sampling strategy as the Dynamic Verification Strategy (DVS), generally following the approach used for characterization of the Zone I exposure units (EUs). The Zone 2 ROD divided the Zone 2 area into seven geographic areas and 44 EUs. To facilitate the data quality objectives (DQOs) of the DVS process, the RDR/RAWP regrouped the 44 EUs into 12 DQO scoping EU groups. These groups facilitated the DQO process by placing similar facilities and their support facilities together, which allowed identification of data gaps. The EU groups were no longer pertinent after DQO planning was completed and characterization was conducted as areas became accessible. …

Agency strategic plan for the Texas Department of Criminal Justice describing the organization's planned services, activities, and other goals during fiscal years 2009 through 2013.

Report of the Texas State Auditor's Office related to obtaining an understanding of internal controls, assessing the control risk of noncompliance; and performing tests of those controls unless controls were deemed to be ineffective; and providing an opinion on whether the State complied with the provisions of laws, regulations, and contracts or grants that have a direct and material effect on the Student Financial Assistance cluster of federal programs.

Agency strategic plan for the Texas Commission of Licensing and Regulation and Texas Department of Licensing and regulations describing the organizations' planned services, activities, and other goals during fiscal years 2007 through 2011.

Report of the Texas State Auditor's Office related to an opinion on the Central Texas Turnpike System's basic financial statements for fiscal year 2010, as well as a report on internal controls over financial reporting, compliance, and other matters.

Report of the Texas State Auditor's Office related to determining whether the State's basic financial statements present fairly, in all material respects, the balances and activities for the State of Texas for the fiscal year ended August 31, 2010.

Annual report describing work of the Texas Department of Insurance during fiscal year 2010 in four parts: I. Report on Program Activities, II. Report on Certificates of Authority, III. Rehabilitations and Liquidation Oversight Report, IV. Summary of Information from Annual Statements.

Annual report on the activities of the Texas Department of Criminal Justice, including information about their structure, programs, and finances for fiscal year 2010.

Agency strategic plan for the Texas Commission of Licensing and Regulation and Texas Department of Licensing and regulations describing the organizations' planned services, activities, and other goals during fiscal years 2009 through 2013.

Agency strategic plan for the Texas Department of Criminal Justice describing the organization's planned services, activities, and other goals during fiscal years 2007 through 2011.

Agency strategic plan for the Texas Department of Agriculture describing the organization's planned services, activities, and other goals during fiscal years 2007 through 2011.

List of continuing and new projects for fiscal year 2010, including descriptions, project budgets, relevant dates, and project managers. Project index is on page 143.

This report provides data from the past 20 years on the size and composition of the U.S. Postal Service's (USPS's) workforce. Reforms to the size and composition of the workforce have been an integral part of USPS's strategy to reduce costs and regain financial solvency, particularly between FY2007 and FY2014.

Annual statistical report of the Texas Judiciary outlining the organizational structure, activities, and court case categories for fiscal year 2010.

Report of the Texas State Auditor's Office related to obtaining an understanding of internal controls, assessing the control risk of noncompliance; and performing tests of those controls unless controls were deemed to be ineffective; and providing an opinion on whether the State complied with the provisions of laws, regulations, and contracts or grants that have a direct and material effect on the Highway Planning and Construction cluster of federal programs and the Airport Improvement Program.

Biennial report describing progress and changes in unmanned systems technology used by the military, with a 25-year strategic plan to describe goals for the continued development, production, testing, training, operation, and sustainment of the technologies. "The overarching goal of this Roadmap is to guide the Department toward a logical, systematic migration of UAS mission capabilities focused on the most urgent warfighter needs" (Memorandum).

Annual report for the Texas Board of Pardons and Paroles discussing the goals and activities of the organization, financial information, and related documentation for fiscal year 2010.

Agency strategic plan for the Texas Lottery Commission describing the organization's planned services, activities, and other goals during fiscal years 2007 through 2011.

This report provides an overview of actions taken by Congress to provide FY2011 appropriations for Commerce, Justice, Science, and Related Agencies (CJS). It also provides an overview of FY2010 appropriations for agencies and bureaus funded under the CJS bill.