A Strategic Vision for Department of Energy Environmental Quality Research and Development (2001) / Chapter Skim
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1. Introduction
1. Introduction
Pages 12-22
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is responsible for a diverse range of radioactive, hazardous, and mixed low-level wastes; nuclear materials; spent nuclear fuels; and contaminated lands, waters, and facilities (hereafter referred to collectively as "DOE wastes and contaminated media," [see Sidebar 1.1~. These wastes and contaminated media present the following general scientific, technical, and social challenges that will endure long into the future (see Chapter 2 for a more complete discussion of these challenges)
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Introduction 13
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~ Sumac ~~n Or DOE amend Quay R&D DOE currently spends approximately $6.7 billion a year on activities de~gned ~ address these challenges. DOE ~m ~ these arrives as id lit The magnitude and duration of these challenges are related to:
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Long-term R&D also could lead to novel approaches to reduce the risks of DOE wastes and contaminated media to human health and the environment to levels that are not possible given current technical capabilities and understanding. Another significant potential impact of longterm EQ R&D is improvement in technical understanding of issues related .
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In addition, the Office of Fissile Materials Disposition conducts a small amount of R&D as part of the EQ business line, and DOE's Office of Science, which is not formally part of the EQ business line, supports a variety of basic research activities related to DOE's EQ mission. A brief overview of the types of R&D supported by these offices is provided in Sidebar 1.4.
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It also may partly account for the recent trend of decreasing investments in EQ R&D (see discussion in Chapter 5~. Although the year 2006 has no special meaning for the other DOE organizational units involved in the EQ business line, RW also has been driven to focus its R&D activities on short-term needs" most notably, sci
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18 A Strategic Vision for DOE Environmental Quality R&D
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Introduction 19
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However, the committee believes that it is important to describe more than where the portfolio should be when it is "adequate," for doing only that would provide little practical guidance today on steps to move in the correct direction. Describing the characteristics of an adequate portfolio is necessary but not sufficient.
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Last year DOE's Strategic Laboratory Councils conducted an adequacy analysis to examine the capability of the current portfolio of DOE R&D activities to meet the objectives of the EQ business line (DOE, 2000g)
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Chapter 3 begins by discussing the important functions of such a portfolio, which are used as the basis of the committee's list of criteria to evaluate the adequacy of the portfolio that follows. Based on these criteria and the findings of many recent studies, the committee develops a short list of principal elements, presented at the end of Chapter 3, that it believes are going to be essential to the success of DOE's long-term EQ mission.
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