September 2005

Director of Education, Training and Research Partnerships

Idaho National Laboratory

and

University Academic Centers of Excellence

Andrew C. Klein

U.S. Department of Energy Vision for INL

What? ● Become the preeminent internationally-recognized nuclear energy RD&D laboratory

● Become a major center for national security technology development and demonstration

● Become a multi-program national laboratory with world-class nuclear capabilities

● Foster academic, industry, government and international collaborations to produce the needed investment, programs and expertise

When? ● By FY-2015

Why? ● To enhance the Nation’s energy security

How? ● The INL Strategic Plan

The INL Strategy

Define and deliver the six critical attributes necessary to achieve the vision

Six Critical Attributes for the New INL

Nuclear Programs

Synergistic Programs

Science Base

Revitalize Education

Partner/Collaborate

Modern Infrastructure

A robust portfolio of nuclear science and technology programs

A synergistic portfolio of national and homeland security, energy and environmental programs

A robust science base to attract the best staff and create a culture of scientific inquiry

A central role in revitalizing nuclear science and engineering education and training

Extensive national and international collaborations

Forefront research facilities, support infrastructure and management systems

Central Role in Revitalizing Nuclear Science and Engineering Education and Training

Create a Hub-Node network with five national and three Idaho universities

Build Center for Advanced Energy Studies (CAES) by 2008

Enable increased faculty and student participation in research activities of INL

University research and education programs aligned with the mission of the INL

Work with industry to improve training

National University Consortium

Idaho University Consortium

Successful Revitalization End State

• Universities fully engaged in all research activities of NE & INL

• Center for Advanced Energy Studies recognized as a world-class advanced energy resource and serves as a magnet to draw researchers into close, long-term relationships with INL

• Campus-based National User Facilities and University Academic Centers of Excellence enable research, joint appointments, and other collaborations

• Large numbers of university faculty, research staff, and students engaged in research of direct impact to the NE & INL missions

• INL researchers take significant assignments on university campuses to teach and perform research

Elements of a New Model for NE-INL-University Engagement

• Hub-node network of universities reaching all schools in US

• Align university research and educational programs with the missions of NE and INL

• Extensive faculty and student involvement in INL research leadership and activities

• Create and adequately support Campus-based National User Facilities

• Enable free flow of researchers through INL and universities

• Re-build and modernize stock of text and educational materials for pre-college and general public outreach through graduate level education

Hub-Node National University Network Geographical Distribution

SouthwestConsortium

SoutheastConsortium

Big TenConsortiumWestern

NuclearScienceAlliance

MIT Consortium

Oregon State

University of New Mexico

NC State University

Ohio State University

MIT

Idaho University Consortium

INL

Concept and Long-Range Plan

• Integrate activities and energies of the NUC and IUC into the infrastructure of the INL

• Build support for Academic Centers of Excellence at the NUC and IUC research universities into the recurring INL infrastructure budget

• Build support for university-based user facilities into the recurring INL infrastructure budget

Academic Centers of Excellence

• MIT - Advanced Reactor Technology/NGNP

• NC State - Simulation and Modeling

• Ohio State - Instrumentation & Controls/Safety

• Oregon State - Thermal Hydraulics/Safety

• University of New Mexico - Space Research

• Idaho Universities – Nuclear Fuel Cycle

Timeframes for Transforming the INL

• Transition (completed February 1, 2005)– Stand up the staff and required systems to operate the lab

• Consolidation (By September 2005)– Assess, realign and update systems, organizations and plans

• Transformation (5-10 years)– Effect the culture changes necessary to deliver the world-class INL– Expand the INL to $1B annual funding– Build the infrastructure – physical, human, process

Summary

• INL is undergoing a major transformation to a world-leading institution

• This is not just a contractual change!

• Universities are important partners in the development and success of the Laboratory

• UACEs and Campus-based user facilities need to be built into INL infrastructure

• INL has a central role in revitalizing nuclear science and engineering education