1. September 2005 Director of Education, Training and Research Partnerships Idaho National Laboratory and University Academic Centers of Excellence Andrew C. Klein

2. 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

3. The INL Strategy Define and deliver the six critical attributes necessary to achieve the vision

4. 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

5. 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

6. 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

7. 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

8. Hub-Node National University Network Geographical Distribution Southwest Consortium Southeast Consortium Big Ten Consortium Western Nuclear Science Alliance MIT Consortium Oregon State University of New Mexico NC State University Ohio State University MIT Idaho University Consortium INL

9. 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

10. 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

11. 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

12. 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