A Strategic Vision for Department of Energy Environmental Quality Research and Development (2001) / Chapter Skim
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4. Achieving and Maintaining the Long Term Vision for Environmental Quality Research and Development
4. Achieving and Maintaining the Long Term Vision for Environmental Quality Research and Development
Pages 71-92
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From page 71... ...
For the most part DOE can implement the recommended new portfolio management process through an evolutionary approach (i.e., by modifying and supplementing existing management processes)
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From page 72... ...
. In the following sections, the committee discusses DOE's EQ R&D portfolio management processes in terms of the objectives of alignment, value, and balance.
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From page 73... ...
are identified primarily by DOE staff and contractors at the Yucca Mountain Site, although
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From page 74... ...
relies on its Nuclear Energy Research Advisory Committee to generate long-term R&D needs (see Sidebar 4.3) , although these needs are primarily directed towards nuclear power R&D3 (and hence DOE's Energy Resources R&D portfolio)
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From page 75... ...
The Office of Science (SC) supports nearly $3 billion in long-term, basic research and scientific user facilities primarily to advance science not to solve EQ problems (or the problems addressed by DOE's other business lines)
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From page 76... ...
The primary purpose of the recommended new process, which the committee terms the "Strategic Portfolio Review," would be to identify the gaps and opportunities in the existing portfolio that, when adequately addressed, would encompass the entire spectrum of EQ problems. This Strategic Portfolio Review would be similar to the SLC's adequacy analysis, except that a broader group of experts would participate in the analysis and more explicit criteria that emphasize long-term R&D would be used.
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From page 77... ...
They suggest risk reduction, cost reduction, and meeting unmet cleanup needs as three components of the potential value of cleanup R&D. They illustrate this approach using a formal non-linear programming model of the Oak Ridge National Laboratory cleanup effort developed for risk analysis (Bjornstadt et al., 1998~.
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From page 78... ...
RW uses a "focused approach" that funds the R&D work required to allow submittal of the site recommendation report and, if the site is selected, the license application to the Nuclear Regulatory Commission. NE considers potential life-cycle cost savings, potential reduction in environmental safety, and health risks, technical viability, and regulatory requirements to prioritize its R&D investments.
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From page 79... ...
. The WPRS offers a number of major benefits relative to earlier methods used in EM, including being based on end-user life-cycle planning data, better understanding of work package benefits, and direct alignment with EM's four corporate performance measures.5 The ranking system has been favorably reviewed by EMAB (DOE, 1999b)
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From page 80... ...
80 A Strategic Vision for DOE Environmental Quality R&D
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From page 81... ...
Conclusion: The current Work Package Ranking System is unlikely to be effective in prioritizing R&D activities designed to address the longterm strategic gaps and opportunities identified in the Strategic Portfolio Review discussed above, especially those not within EM. Recommendation: DOE should develop and implement an evaluation method to address more strategic R&D for the entire EQ R&D portfolio.
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From page 82... ...
INSTITUTIONAL MECHANISMS This section discusses implementation of the recommendations made above and offers additional recommendations related to institutional mechanisms that could be used to make the EQ R&D portfolio more effective in addressing long-term problems, including the personnel needed to carry out the Strategic Portfolio Review and a new approach to long-term EQ R&D that could be added to existing programs. Broadening and Deepening the EQ R&D Portfolio Several reviews of the EQ R&D portfolio have concluded that the portfolio is too narrowly focused on short-term problems and needs a broader perspective to address the most challenging EQ problems and to limit contamination and materials management problems in ongoing and future DOE operations.
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From page 83... ...
Another possible approach would be create this group largely from members of EMAB, the Nuclear Waste Technical Review Board, and the Nuclear Energy Research Advisory Committee (see Sidebars 4.1, 4.2, 4.3~. This group would differ from EMAB, the Nuclear Waste Technical Review Board, and the Nuclear Energy Research Advisory Committee in that it would focus on the EQ R&D portfolio, have continuity to see how its recommendations were carried out,
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From page 84... ...
. The portfolio management techniques and the independent advisory board recommended above do not reduce the need for strong in-house technical management, because DOE staff still must make the final decisions.
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From page 85... ...
A recent EMAB report on the role and status of basic science in EM recommended that EM address this issue by developing "operational procedures" for OST staff positions similar to those used by EPA and that OST establish requirements for those positions that reflect their scientific and technical nature (DOE, 2001 a)
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From page 86... ...
For example, the centers could have a virtual aspect, using technology to involve experts at various locations. Thus one sort of balance to be struck is that between the benefits of daily face-to-face collaboration and achievement of critical mass in that sense versus the achievement of a different sort of critical mass by involving many geographically dispersed experts.
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From page 87... ...
The problems to be addressed could be based on (i.e., perhaps a subset of) the gaps and opportunities identified by the Strategic Portfolio Review.
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From page 88... ...
88 A Strategic Vision for DOE Environmental Quality R&D including EMSP and SC projects, work in other agencies, and work in other countries.
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From page 89... ...
By this process of continual improvement, EQ could build a portfolio of expertise to apply to its most important problems. Need for Coordination of EQ R&D R&D portfolio management, a recent innovation at DOE, begun in 1999 by its Under Secretary, covers the department's four programmatic business lines, with each having an R&D portfolio.
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From page 90... ...
As discussed briefly in Chapter 3, these different world views make cooperation and coordination correspondingly difficult, and unlikely without conscious, continual effort. The Environmental Management Science Program, which is administered jointly by EM and SC, demonstrates that such cooperation and coordination are possible, however.
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From page 91... ...
At higher, strategic levels they are needed to deploy resources on the main problems. At lower, tactical levels they are needed to minimize duplication and overlap, to create synergies, and to ensure stakeholder involvement.
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From page 92... ...
92 ~ Saga ~~n fir DOE Ames/ Out R&D not to address them) , some other mesas for ach~v~g the goad of improved R&D management must be Fund.
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