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***ES&H AND INFRASTRUCTURE SUPPORT DEPARTMENT***

> **Ten-Year Strategic Facilities Plan**

**October 8, 2002**

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I.  **EXECUTIVE SUMMARY**

> A modern, effective, and efficient physical infrastructure is of
> critical importance to maintaining PPPL's ability to continue
> world-class scientific research into the 21^st^ Century. This
> Strategic Facilities Plan (SFP) has been prepared to meet the DOE
> Office of Science goal to modernize its laboratories by 2013 and to
> fulfill the following Office of Science expectations:

-   [Science:]{.underline} Do outstanding science and develop leading
    edge, enabling technologies that are critical to SC's mission and
    that of the nation.

-   [Leadership:]{.underline} Provide leadership that ensures
    excellence, relevance, and stewardship in all aspects of the conduct
    of the SC Programs.

-   [ES&H:]{.underline} Ensure the safety and health of the work force
    and members of the public and the protection of the environment in
    all SC Program activities.

-   [Infrastructure]{.underline}: Maintain the infrastructure to support
    operations in a safe, environmentally responsible, and
    cost-effective manner.

-   [Business Operations:]{.underline} Use efficient and effective
    corporate management systems and approaches to guide decision
    making, streamline and improve operations, align resources and
    reduce costs, and improve the delivery of products and services.

-   [Stakeholder Relations:]{.underline} Be a good neighbor. Work with
    customers, stakeholders, and neighbors in an open, frank, and
    constructive manner.

The SFP describes the existing site and infrastructure of the Princeton
Plasma Physics Laboratory (PPPL) in terms of how it supports current
programs and what is needed to support programs planned for future. It
begins with a brief introduction of the Laboratory\'s Programs, followed
by an assessment of existing site conditions, issues, and plans for the
future with a ten (10) year planning horizon (FY04 through FY13).

II. **MISSION AND FUTURE OF THE LABORATORY**

> The goal of the restructured United States Fusion Energy Sciences
> Program is to provide the knowledge base for fusion as an economically
> and environmentally attractive energy source. The central element of
> the program is "Concept Innovation." Thus, it is of crucial importance
> that PPPL help lead the national community in nurturing the best new
> ideas in plasma confinement both in advanced tokamaks and in
> innovative confinement concepts. This role places PPPL in the position
> of being a collaborative national center. Many visitors work on our
> experiments and within our facilities, and in exchange, many members
> of our staff collaborate on other experiments around the world.

###### The PPPL Mission

> The DOE Princeton Plasma Physics Laboratory is a Collaborative
> National Center for plasma and fusion science. Its primary mission is
> to develop the scientific understanding and the key innovations, which
> will lead to an attractive new energy source.
>
> Associated missions include conducting world-class research along the
> broad frontier of plasma science and technology, and providing the
> highest quality of scientific education.

###### The PPPL Vision

> "Deepening the understanding of plasmas and creating innovations to
> make fusion power a practical reality."
>
> **Programmatic Goals**
>
> The last several years have been a time of considerable success at
> PPPL. A broader focus on approaches to innovation in fusion and a
> wider recognition of the impact of PPPL's efforts on other areas of
> science and technology have been hallmarks of this period.

PPPL's on-site and off-site near term activities support the achievement
of the 5 year goals identified in this plan. We anticipate deeper
understanding of transport and stability physics, based on theory,
computation and detailed plasma diagnosis on a wide range of
experiments. From NSTX we anticipate strong database on the
attractiveness of the Spherical Torus concept, as well as improved
understanding of general toroidal physics. While NCSX will be under
construction at this time period, data from LHD will provide further
insight into the capabilities of stellarators, particularly for stable
long-pulse operation. We anticipate that there will be considerable
understanding of feedback stabilization of instabilities in tokamaks,
and of the possibilities for profile control, some of which will have
already been applied to NSTX. We further anticipate that CDX-U will have
provided key information on the use of lithium walls in MFE systems,
with the possibility of practical application in NSTX.

###### Large Experimental Devices 

> A central element of the domestic Fusion Energy Sciences Program is
> "Innovative Confinement Configurations." PPPL has helped lead the
> national community in nurturing the best new ideas in plasma
> confinement both in advanced tokamaks and in innovative confinement
> configurations. The overall PPPL program is defined in the PPPL
> Program chart shown in Table 1. The key theme of the PPPL research
> program is to achieve innovation through deeper scientific
> understanding. Two major experimental projects, the National Spherical
> Torus Experiment (NSTX) and the National Compact Stellarator
> Experiment (NCSX) will anchor the Laboratory's concept improvement
> program for the next several years.
>
> The spherical torus configuration is an innovative confinement
> configuration, which has the promise to combine stability at reduced
> applied magnetic field with good energy confinement. These properties
> flow from the combination of toroidal topology with an overall
> spherical shape. The role of the central core of the device is
> minimized without sacrificing its strong stabilizing influence. This
> advanced configuration may allow a relatively inexpensive fusion
> system to achieve high levels of fusion power in a compact size. The
> mission of NSTX, a national Proof-of-Principle spherical torus
> experiment, is to test this configuration at a scientifically relevant
> scale, but at minimum cost. By utilizing over \$170M of PPPL site
> credits, a world-class, low cost device was constructed as a joint
> project of PPPL, Oak Ridge National Laboratory (ORNL), the University
> of Washington, and Columbia University. The NSTX Facility is being
> operated by PPPL as a national facility with collaborators from
> universities, industry, and National Laboratories. The NSTX first
> plasma was achieved ten weeks ahead of schedule on February 12, 1999.
> In FY02, a plasma current of 1.5 MA (50% over the design value) was
> achieved. A toroidal beta of 34% was achieved without active feedback
> control, substantially exceeding the FY02 goal of 25%. \"H-confinement
> mode\" plasmas were sustained for the preprogrammed durations of
> constant plasma current. Both plasma confinement and stability
> considerably exceeded predictions. In the light of this encouraging
> progress, options for upgrades to NSTX are being developed.
>
> A successful outcome of the NSTX program would be to establish the
> foundation for an innovative national spherical torus experiment at
> the Performance Extension scale (see Table 2). An example of such an
> experiment could be a next step spherical torus (NSST) designed to
> achieve 5 - 10 MA in plasma current and, if performance projections
> are realized, to operate with deuterium-tritium fuel, thereby taking
> full advantage of the facility that will be available after the
> decommissioning and decontamination of the Tokamak Fusion Test Reactor
> (TFTR). Based on the encouraging high performance H-mode high-beta
> discharges on NSTX, it is envisioned that the NSTX may be able to
> supply the physics base needed for the physics validation of NSST by
> 2006. A timely start of NSST design and construction is needed to
> support an accelerated fusion energy development path which includes a
> Component Test Facility (CTF), as discussed in the 2002 Snowmass
> meeting.
>
> The Laboratory's other major innovative confinement configuration
> initiative is the Compact Stellarator, which offers the attractive
> possibility of a disruption-free toroidal plasma that would operate in
> steady-state without external current drive, rotation drive or
> feedback systems. A proof-of-principle experiment based on the
> "quasi-axisymmetric" stellarator concept (QAS), the National Compact
> Stellarator Experiment (NCSX), is being designed by the Laboratory in
> partnership with the Oak Ridge National Laboratory, with the
> collaboration of many other institutions. The NCSX will be used to
> investigate the effects of three-dimensional plasma shaping, of
> internally- and externally-generated sources of rotational transform,
> and of quasi-axisymmetry on the stability and confinement of toroidal
> plasmas. Results from NCSX will be used to quantify the physics
> benefits of compact stellarators, passive stability and tokamak-like
> confinement including the ability to manipulate the turbulent
> transport with flows.
>
> The NCSX project successfully completed a Department of Energy (DOE)
> peer review of its physics basis and physics design approach in 2001.
> The Fusion Energy Sciences Advisory Committee (FESAC) designated the
> NCSX as a proof-of-principle experiment, one which will examine a
> broad range of physics issues and provide the physics basis for
> assessing the concept's attractiveness for fusion energy and planning
> next steps. The FESAC said that the potential fusion gains "earn for
> the compact stellarator an important place in the portfolio of
> confinement concepts being pursued by the US Fusion Energy Sciences
> program." The DOE Office of Fusion Energy Sciences approved Critical
> Decision 0, Mission Need, authorizing the project to begin conceptual
> design. The Department requested \$11M in its FY03 budget submission
> to Congress to initiate the \$73.5M project. A successful DOE-SC
> conceptual design review of engineering, physics, cost and schedule
> took place on May 2002. Following approval of Critical Decision 1,
> Title I design is planned to begin in October 2002; equipment
> fabrication to begin in FY04; and operation to commence in June 2007.

###### Theory and Computation 

> With recent advances in computational power, capabilities to study all
> areas of plasma science have greatly expanded. PPPL has strong
> capabilities in linear and nonlinear simulations of transport
> phenomena, of macroscopic stability, and of the effects of energetic
> particles in plasmas. In addition to the goal of understanding
> plasmas, PPPL Theory and Computation contributes strongly to
> innovation in plasma confinement concepts, such as the spherical
> torus, the stellarator, feedback stabilization of tokamaks and
> stability of the Field Reversed Configuration. As a result, PPPL
> functions as a center for national and international collaboration in
> a broad range of areas of plasma science, which encompass fusion
> research and other areas of plasma scientific inquiry as diverse as
> space physics and the plasma thrusters. The PPPL Theory Department
> also plays a key role in the Princeton University Graduate Program in
> Plasma Physics.
>
> In response to a request from the Office of Fusion Energy Sciences
> (OFES), PPPL has led a national effort to establish a Plasma Science
> Advanced Computing Institute (PSACI), which was stimulated by the need
> for to take advantage of advances in high-performance computer
> technology. In the process of developing a clear and compelling case
> for the inclusion of plasma sciences in proposed major programs such
> as the DOE Scientific Discovery through Advanced Computing (SciDAC)
> PPPL has assembled an outstanding Program Advisory Committee comprised
> of premier scientists from both within and outside of the plasma
> science community, and formed a multi-institutional management team.
> PPPL supports the SciDAC and is funded to do research in microscopic
> modeling of turbulent transport, macroscopic modeling of large-scale
> plasma instabilities and RF modeling. PPPL is also a partner in the
> SciDAC Fusion Collaboratory.

###### Off-Site Research 

> Members of the PPPL research staff are participating in experiments at
> leading national and international facilities, thereby contributing
> important skills to the host teams, while strengthening the PPPL
> scientific program. National and international facilities provide
> opportunities for cutting-edge scientific research. While contributing
> to the programs at these facilities, PPPL scientists are taking
> advantage of resources at the Laboratory in the areas of theoretical
> support, diagnostic and radio frequency (RF) development, and
> integrative data analysis. This provides an excellent platform to
> address a wide range of key issues of fusion plasma science. Key
> interests of PPPL collaborators include advanced confinement regimes,
> magneto-hydrodynamic (MHD) stability, RF physics, supra-thermal
> particle effects, and divertor physics.
>
> In addition to scientific personnel, experienced engineers are
> contributing to the operations teams at DIII-D (located at General
> Atomics) and C-Mod (located at the Massachusetts Institute of
> Technology), and are helping with the design and construction of
> upgrades and modifications to these devices.
>
> PPPL believes it is scientifically productive to maintain
> collaborative scientific teams. Even with a second proof-of-principle
> device on-site, such as a Compact Stellarator, PPPL will still want to
> maintain a collaborative program at a substantial level. In addition
> to the sharing of needed expertise, the general scientific
> cross-fertilization that results from these collaborative programs is
> extremely important for the success of the Fusion Energy Science
> Program. For similar reasons, PPPL plans for strong incoming national
> collaboration on NSTX and other PPPL facilities.

###### Plasma Science and Technology

> Small-scale experiments are undertaken at PPPL in the areas of basic
> plasma physics, innovative fusion concepts, and applied plasma
> technology. This research diversifies the Laboratory's program,
> strengthens our connections with other fields of science, such as high
> energy physics and space physics, and plays an important role in the
> training of graduate students and postdoctoral associates. Exciting
> proposals have been accepted such as the use of lithium on the Current
> Drive Experiment-upgrade (CDX-U) facility. The Laboratory also
> encourages technology transfer from fusion research to address the
> near-term needs of the nation, such as plasma processing technology,
> and improved plasma thrusters for communications satellites.

###### TFTR Decontamination and Decommissioning

> PPPL completed the decontamination and decommissioning of TFTR in
> FY02. The objective of this initiative was to bring a timely,
> cost-effective closure to the TFTR Project and to help demonstrate the
> safety and environmental attractiveness of fusion. The D&D process
> will allow the TFTR Test Cell to be available for a future next-step
> "Performance Extension" device, such as NSST.

III. **INFRASTRUCTURE VISION, GOALS AND OBJECTIVES**

> The vision of the organizations that provide infrastructure support is
> to make the contributions to PPPL and the DOE that enable the
> Laboratory to reach its full potential as a world leader in fusion and
> plasma physics science research. Related objectives include:

-   Prevention of injuries and minimization of exposure to workers, the
    public and the environment to radiation and hazardous materials;

-   Protection of DOE and Princeton University property;

-   Compliance with environmental regulations;

-   Operation of facilities in a manner that is efficient and cost
    effective; and

-   Maintenance of an attractive and fully functional facility.

### The Princeton Plasma Physics Laboratory is located on 88.5 acres within the Princeton Forrestal Campus located along the corridor approximately mid-way between Philadelphia and New York City. Princeton Forrestal Campus is one of the nation\'s premier university-associated office/research parks. The Center provides an outstanding work environment with businesses, research institutions, and hotel/conference facilities in reasonable proximity to very desirable residential communities. The 1,750-acre Campus is punctuated by dense woods, brooks and nearby streams; almost 500 acres remain in their natural state in order to protect and enhance the character of the Center. It is in this idyllic setting that the Plasma Physics Laboratory is centered. Over the last several years, the area surrounding the Laboratory has continued to develop with the construction of additional office and research buildings, emphasizing the importance of maintaining good community and external relations. {#the-princeton-plasma-physics-laboratory-is-located-on-88.5-acres-within-the-princeton-forrestal-campus-located-along-the-corridor-approximately-mid-way-between-philadelphia-and-new-york-city.-princeton-forrestal-campus-is-one-of-the-nations-premier-university-associated-officeresearch-parks.-the-center-provides-an-outstanding-work-environment-with-businesses-research-institutions-and-hotelconference-facilities-in-reasonable-proximity-to-very-desirable-residential-communities.-the-1750-acre-campus-is-punctuated-by-dense-woods-brooks-and-nearby-streams-almost-500-acres-remain-in-their-natural-state-in-order-to-protect-and-enhance-the-character-of-the-center.-it-is-in-this-idyllic-setting-that-the-plasma-physics-laboratory-is-centered.-over-the-last-several-years-the-area-surrounding-the-laboratory-has-continued-to-develop-with-the-construction-of-additional-office-and-research-buildings-emphasizing-the-importance-of-maintaining-good-community-and-external-relations. .p3}

### The Laboratory utilizes \~ 725,000 square feet of space in Government-owned buildings located on "C" and "D" sites. There are 26 buildings on C-Site and 8 buildings on D-Site. The existing contract between the DOE and Princeton University also provides for an ultimate build-out potential of \~900,000 square feet, allowing for the possibility of moderate expansion. The overall condition of the Laboratory\'s facilities is considered adequate. Presently, there are no known conditions that could seriously impact establishing new or expanding current missions. {#the-laboratory-utilizes-725000-square-feet-of-space-in-government-owned-buildings-located-on-c-and-d-sites.-there-are-26-buildings-on-c-site-and-8-buildings-on-d-site.-the-existing-contract-between-the-doe-and-princeton-university-also-provides-for-an-ultimate-build-out-potential-of-900000-square-feet-allowing-for-the-possibility-of-moderate-expansion.-the-overall-condition-of-the-laboratorys-facilities-is-considered-adequate.-presently-there-are-no-known-conditions-that-could-seriously-impact-establishing-new-or-expanding-current-missions. .p3}

> Adequate space exists for PPPL\'s smaller fusion devices, as well as
> for current and future non-fusion plasma science and technology
> projects. Recently, there has been increased demand for smaller
> Laboratory areas where Principal Investigators and students can
> conduct research. Office space is fully utilized and during certain
> peak periods in the summer office space is at a premium.
>
> Two abandoned modular buildings (representing over 11,000 square feet)
> were demolished in 2000, and two smaller modular facilities were
> demolished in 2001. This effort has been part of a long-term plan
> since the mid-1990\'s to consolidate personnel and functions, and
> hence reduce reliance on high maintenance temporary facilities. It is
> proposed that a new West Wing Addition to the LSB Building be built to
> replace the existing Theory Wing, Administration Wing and Module VI.
> These facilities represent a high maintenance cost to the Laboratory
> at this time.
>
> Space information and facilities replacement values (as of September
> 2002) are displayed in Figures 1 -- 4

+---------------------------------+------------------------------------+
| ## Figure 1                     | ##                                 |
| . Condition of Laboratory Space |  Figure 2. Use of Laboratory Space |
|                                 |                                    |
| ## ![](media/image31.wmf)       | ![](media/image32.wmf)             |
+---------------------------------+------------------------------------+
| ## Figure                       | **Figure 4. Facilities Replacement |
|  3. Age of Laboratory Buildings | Value FY02**                       |
|                                 |                                    |
| ![](media/image33.wmf)          | **Buildings \$ 211,548,180**       |
|                                 |                                    |
|                                 | **Roads and Pavements 4,045,868**  |
|                                 |                                    |
|                                 | **Utilities 46,081,162**           |
|                                 |                                    |
|                                 | **All Other [\$                    |
|                                 | 131,009,474\*]{.underline}**       |
|                                 |                                    |
|                                 | **Total \$ 392,684,684**           |
|                                 |                                    |
|                                 | **\* includes \$110,000,000 of     |
|                                 | property associated with NSTX and  |
|                                 | residual TFTR equipment.**         |
+---------------------------------+------------------------------------+

IV. **FACILITY AND INFRASTRUCTURE ISSUES**

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A.  **Description and Condition**

> **1. [Buildings]{.underline}**
>
> The buildings at PPPL are relatively diverse and include space for
> large-scale experimental facilities, smaller Laboratory sized
> experiments, research offices, and administrative support offices. The
> historical development of the Laboratory from its original
> construction in the late-1950's was marked by periods of growth around
> the inner core of eight original buildings to the thirty-four
> buildings that exist today. The largest single period of growth was
> associated with the construction of the TFTR facility in the late
> 1970's, which now houses NSTX. The structural integrity of the
> buildings is sound although there are two smaller buildings that did
> not meet regional seismic criteria during a review performed in 1998.
> Consistent with governing regulations and based upon their function,
> age and value, they were designated as not requiring rehabilitation.

2.  **U[tilities]{.underline}**

> *Process Water System (Canal Water)*
>
> Process water is taken by agreement with the State of New Jersey,
> Division of Water Resource (NJDWR), from the Delaware and Raritan
> Canal. It is filtered, chemically treated, and pumped into a 250,000
> gallon elevated storage tank at C-Site. The pumping station, which is
> located at the Canal, consists of three pumps with a capacity of 600
> gallons per minute (GPM) each. Two of these pumps are electrically
> driven, while the third is driven by a diesel engine for use during
> power interruptions.
>
> From the elevated tank, a network of underground piping distributes
> the canal water to points of use for process cooling and for fire
> protection. Process water after use is returned to the Cooling Tower
> or discharged into the storm drainage system and eventually into Bee
> Brook. The NJDWR Permit allows a maximum of 500,000 gallons of water
> per day to be removed from the Canal. Annual use reports are filed
> with the New Jersey Department of Environmental Protection (NJDEP),
> Bureau of Water Allocation. The existing fire protection piping
> network is combined with the process water system. The elevated
> 250,000-gallon tank supplies a transite and steel pipe network, which
> supply fire hydrants and building fire protection systems. Eight
> additional fire hydrants are connected into the potable water system
> in case of a failure of the canal water system. A tie-in of PPPL\'s
> potable water supply and canal water systems (with back-flow
> prevention) provides two independent water supplies for fire
> protection.

+-------------------------------+--------------------------------------+
| ![](media/i                   | **Figure 5**                         |
| mage34.jpeg){width="3.7625in" |                                      |
| height="3.334722222222222in"} | **Canal and Potable Water Line       |
|                               | Replacement**                        |
| > A substantial amount of the |                                      |
| > underground distribution    |                                      |
| > piping was constructed      |                                      |
| > using 'transite' materials. |                                      |
| > Transite is a composite of  |                                      |
| > asbestos and cement and has |                                      |
| > demonstrated a tendency to  |                                      |
| > fail when the surrounding   |                                      |
| > earth has been disturbed.   |                                      |
| > Beginning late in FY98,     |                                      |
| > portions of the underground |                                      |
| > system have been            |                                      |
| > systematically replaced     |                                      |
| > with a new cement lined     |                                      |
| > ductile iron pipe. Figure 5 |                                      |
| > illustrates the replacement |                                      |
| > of portions of the          |                                      |
| > underground piping.         |                                      |
+-------------------------------+--------------------------------------+

> *Potable Water*
>
> Potable Water is supplied by the Elizabethtown Water Company, a
> regulated public utility. The water supply is a single 12" pipeline
> that enters C-site at the northwest boundary. The supply line is fully
> metered, valved, and utilizes a back-flow preventor to preserve system
> integrity. After passing through a metering station, potable water is
> distributed throughout C and D-Sites in an underground piped network.
> Average usage is approximately 67,000 gallons per day (GPD).
>
> Similar to the process water system described previously, a
> substantial amount of the underground distribution piping was also
> constructed using 'transite' materials. Transite is a composite of
> asbestos and cement and has demonstrated a tendency to fail when the
> surrounding earth has been disturbed. Beginning late in FY98, portions
> of the underground system have been systematically replaced beginning
> with the areas that have been experiencing the highest frequency of
> failure.
>
> *Sanitary Sewage System*
>
> All sanitary sewage at C and D-Sites is conveyed from buildings by an
> underground piped network to the main sewer line that exits at the
> northern boundary. The line is part of the system operated by the
> Stony Brook Regional Sewage Authority (SBRSA). It flows to a sewage
> treatment plant located in nearby South Brunswick Township. The D-site
> Experimental Areas utilize intermediate holding tanks which permit
> sampling of wastewater before draining to the sanitary sewer. There
> are three Liquid Effluent Collection Tanks (LECT), each with a
> capacity of 15,000 gallons that are used to temporarily control
> effluent from the D-Site experimental facilities until the water can
> be appropriately analyzed for release to the sanitary system.
>
> *Storm Water System*
>
> Storm water from building roofs and paved areas is intercepted by a
> system of catch basins and drains, and piped via the shortest distance
> into several drainage ditches sloping generally southward. Canal water
> used for process and once-through cooling is also discharged into the
> storm water collection system. Waste from the de-ionization process is
> treated and also discharged into the storm system. The latter has a
> residual salt content at discharge.
>
> Process cooling water is discharged at the D-Site Cooling Tower and
> enters Bee Brook via a southwesterly drainage ditch. This discharge,
> along with storm water and ground water pumped from building
> foundation sump, passes through a lined, monitored, automatically
> controlled detention basin prior to discharge into Bee Brook. Maximum
> outflow from all sources is approximately 1.5 million gallons per day
> with an average of 0.50 million gallons per day. The Laboratory has a
> current NJDEP surface water permit to discharge into the Bee Brook.
>
> **3. [Heating Ventilation & Air Conditioning]{.underline}**
>
> In general, the existing heating, ventilating and air conditioning
> systems (HVAC) consist of equipment installed during the last 40
> years. The majority of this equipment is in reasonably good operating
> condition, but some of it is old and is at or near the end of its
> operating life. Steam and chilled water are supplied from a central
> plant located in the Maintenance Building. Boiler operators provide
> round-the-clock coverage when boilers are in use.
>
> *Chilled Water*
>
> Chilled water for air conditioning for most of the C and D-Site
> complex is provided by the Central Chiller Plant (CCP) located in the
> Maintenance Building. The CCP consists of three 530-ton high
> efficiency chillers installed in spring 2002, which use non-ozone
> depleting refrigerants. Four new chilled water pumps with variable
> frequency drives and two new condenser water pumps also with VFDs and
> a new control system were also installed at the same time.
>
> Some areas at C and D-Site are air-conditioned by packaged direct
> expansion units with independent heat rejection devices. Computer and
> electrical rooms are also cooled by independent units. These areas are
> being considered for conversion to chilled water and future expansion
> of the CCP for economy purposes. This would reduce the site inventory
> of refrigerants and better utilize the D-Site Cooling Tower for heat
> rejection.
>
> *Processed Chilled Water*
>
> C-Site process cooling (de-mineralized) water is provided by a plate
> heat exchanger, which uses chilled water from the CCP or cooling water
> from the C-Site Cooling Tower, depending on outside temperature
> conditions. This provides the required cooling at high energy
> efficiency.
>
> *Steam*
>
> The existing boilers are packaged, fire-tube type, producing 100 psi
> steam, firing natural gas as the primary fuel with No. 4 fuel oil for
> back-up, with a total installed capacity of 1,350 boiler horsepower
> (BHP). The fuel oil pump and heater sets, boiler feed water and
> chemical treatment equipment are located in the Maintenance Building.
> Fuel oil is supplied by a 25,000 gallon above ground storage tank.
> Steam is distributed to the buildings via both overhead and
> underground insulated lines. The present steam demand can be met with
> approximately 700 BHP. The fuel oil storage tank holds approximately a
> two-week supply of oil. An 8-inch \"interruptible\" gas supply to the
> boilers provides dual firing capability
>
> *D-Site Cooling Tower*
>
> The D-Site Cooling Tower and pump house, located opposite the
> Maintenance Building and just south of the C-Site Cooling Tower,
> provides cooling water for various D-Site process equipment. The
> cooling tower is a two-cell, induced-draft, counterflow configuration
> manufactured by B.A.C. Prichard. It is capable of 102,390,000 BTU/HR
> at 17,030 GPM. It will evaporate approximately 10,200 gallons per hour
> and blow-down 2,040 gallons per hour.
>
> The sump capacity is 150,000 gallons while the entire system inventory
> is 250,000 gallons. The concrete sump has six multistage vertical
> turbine pumps located in the adjacent pump house. There are three 600
> HP (7,125 GPM) pumps and one 60 HP (1,650 GPM) pump that provide
> cooling water to the process chillers and equipment. There are also
> two 100 HP (1,820 GPM) pumps that provide condenser water to the HVAC
> chillers. Canal water filtered through two recently installed
> multi-media sand filters is used for make-up of this tower, with
> potable water for back-up.
>
> *C-Site Cooling Tower*
>
> The C-Site Cooling Tower and pump house, located near the Maintenance
> Building, provide condenser water to the process chillers and other
> equipment including the original (1959) motor-generator (MG) sets.
> This cooling tower consists of two wood-filled tower cells. The tower
> capacity is 15,000 gallons per minute (GPM) with a 13-degree drop
> (from 98°F to 85°F), or 75,000 GPM BTU/HR. The tower sits on a
> concrete sump with three 5,000 GPM vertical pumps located in the
> adjacent pump house. Usual operating conditions require use of two
> pumps, or 10,000 GPM. Pre-treated canal water is used for make-up of
> this tower, with potable water for back-up. Although operational, the
> C-Site Cooling Tower is 40 years old and in very bad condition. The
> upper fan exhaust towers and baffles are damaged and the structural
> connecting bolts are corroded. Plans call for this tower to be
> demolished and bypassed with a cross connect to the D-Site Tower.
>
> *Natural Gas*
>
> The PPPL Central Boiler Plant, by design, utilizes either Natural Gas
> or #4 or #6 Fuel Oil. Operationally, Natural Gas is preferred as the
> primary fuel and during interruption fuel oil is used to support the
> Laboratory\'s steam and hot water needs. PSE&G supplies PPPL with
> Transportation Service Gas (TSG) for the Central Boiler Plant and
> Large Volume firm Gas (LVG) for the ESU and Module VI Buildings.
> Natural Gas Supply is arranged through a brokered process using the
> Defense Energy Support Center (DESC) as the contracting agent.
>
> *Building Control System and Energy Management*
>
> The temperature control systems are in good operating condition. A
> computerized Building Automation System (BAS) was installed in the
> fall of 1985 that has resolved many of the problems associated with
> the original controls. Moreover, the BAS has resulted in energy use
> reductions in C and D-Site HVAC systems through such operating
> features as night setback, duty cycle control, peak demand limiting,
> start/stop time of optimization, and other energy conservation
> features.
>
> The BAS is currently being expanded to include Direct Digital Control
> and monitoring of new and existing HVAC, lighting, mechanical and
> environmental protection systems to avoid energy waste during
> non-essential periods. In addition, the D-Site Experimental Area HVAC
> systems, currently not under BAS control, will be added to the system.
>
> The PPPL In-House Energy Management Program includes providing
> appropriate control, organization, planning, and administration of
> utility contracts, and providing direct liaison interfaces with
> utility companies. Electric power is, by far, the largest utility
> expense. PPPL's objective is to obtain the most competitive price for
> electric power that meets the reliability requirements of the
> experimental program. Electrical energy for PPPL is provided by Public
> Service Electric & Gas Company through a GSA Area-Wide Contract. The
> State of New Jersey has endorsed deregulation of the electric power
> market, and PPPL is working closely with DOE and the Defense Energy
> Support Center to explore avenues for procuring electricity.
>
> In order to reduce the electrical energy demand costs, custom software
> programs have continued to operate special Demand Monitor Access
> Terminal(s). The Utilities Demand Monitoring System provides
> opportunity and capability to control electrical demand (kW) and
> energy consumption (kWh) costs, thereby achieving cost efficiency.
> PPPL also implements a maintenance program to ensure the efficient
> operation of buildings and timely correction of deficiencies. The
> Building Automation System has received upgrades and efforts have
> commenced to incorporate additional buildings and equipment into the
> system for even greater energy saving opportunities. As new buildings
> are being designed, the design review process will incorporate Energy
> Star criteria.
>
> PPPL\'s FY01 In-House Energy Management Program resulted in a
> reduction of 28.52% in building energy consumption per SF in FY01 vs.
> the FY85 Base Year. This compares with a National Energy Conservation
> Policy Act goal of a 20% reduction between FY85 and FY00 and the
> Executive Order 12902 goal of 30% by FY05. The use of interactive
> computer technology in this area has proven to be very useful and the
> Laboratory will continue to capitalize on this technology into the
> future.
>
> **4. [Electrical Systems]{.underline}**
>
> The main electric service to C and D-Sites is from a 138 kV overhead
> transmission line tapped directly to the Public Service Electric and
> Gas (PSE&G) Co.\'s Trenton-to-New Brunswick overhead transmission
> line. This 138 kV line-tap feeds a pair of main disconnect switches
> and associated service entrance breakers which supply power to five
> 30/40/50 MVA transformers. Two transformers step the voltage down to
> 4.16 kV and feed most of C-Site. A third transformer steps the voltage
> down to 26.4 kV and feeds a portion of C-Site. The remaining two
> transformers step the voltage down to 13.8 kV and feed D-Site.
>
> *D-Site*
>
> Of the two 13.8 kV supply feeders to D-Site, one feeder supplies the
> D-Site experimental loads, including the two D-Site motor-generator
> (MG) sets. The other feeder supplies power to two 3.75/5.25 MVA,
> 13.8-4.16 kV transformers and a \'house power\' ring bus via step-down
> transformers. This ring bus is fed by six 1.1 MVA transformers with
> 13.8 kV primaries and has the provision of a standby feed from a 1.75
> MVA transformer with a 4.16 kV volt primary. A 4.16 kV, 3.25 MVA
> standby diesel generator located on the east side of the D-Site MG
> Building, supplies standby power. This generator can also be
> interconnected to supply limited capacity loads at C-Site.
>
> *C-Site*
>
> A radial 4.16 kV and 26.4 kV distribution system, supplied from the
> aforementioned 138 kV step-down transformers, feeds experimental loads
> (including four motor-generator sets), \"house power\" loads, shops
> and approximately twenty-five unit sub-stations located throughout
> C-Site. Standby power is supplied by a 480 Volt, 438 KVA diesel
> generator located in the MG Building basement.
>
> **5. [Communication Systems]{.underline}**
>
> *Telephone System*
>
> The present telephone system utilized at the Princeton Plasma Physics
> Laboratory is a CENTREX III provided by Verizon. The system was
> installed in 1987 and is fed underground by a Fiber Optic trunk. The
> fiber is terminated in the Frame Room at C-Site and feeds all sites.
> The fiber optics are multiplexed through the AT&T DDM 1000 to the
> SLC96 switch on site. House cable dates to 1958 in some areas. All
> station equipment is owned by PPPL.
>
> *Public Address Paging*
>
> The present system covers only D-Site and consists of corridor and
> ceiling speakers in the office areas, and horn speakers in high noise
> areas and building exteriors. Control of paging rests with the NSTX
> chief operating engineer during NSTX operations, with back-up
> microphones at the C-Site Security Dispatcher during other times.
>
> *VHF Radio Paging*
>
>   PPPL owns and operates a Pocket-Paging system on 164.375 MHz. The
> transmitter and antenna are located in the LSB Penthouse, and the
> encoders are in the C-Site Security Dispatcher Office. A second base
> is installed at D-Site connected to the radiax antenna system to
> provide paging throughout the heavily shielded complex.
>
> *UHF Radio System*
>
> PPPL owns and operates a UHF radio network using four repeater
> channels and four simplex channels. The repeaters are located at
> D-Site and are connected to an aerial antenna as well as a radiax
> antenna in the basement of D-Site to enhance transmission throughout
> the complex. There is a receiver and aerial antennae located at B-Site
> on Forrestal Campus. There are approximately 80 portables, 10 mobiles,
> and three remote bases operating on these eight frequencies.
>
> *Video Conferencing*
>
> The Laboratory has a V-Tel Video Conferencing System installed in a
> room dedicated to that purpose. This system transmits graphics, video
> and voice to diverse locations to enhance information exchange. It is
> expected that the collaborative focus of PPPL will result in
> increasing demands for videoconferencing in the future. This may
> result in the need to enhance existing capabilities or provide new
> capabilities in the future, which will be accomplished through the
> General Plant Project Program.
>
> *Leased Services*
>
> The Laboratory presently leases alphanumeric pagers from SKYTEL, Inc.
> These pagers are carried by essential personnel to ensure they can be
> reached 24 hours per day, across the United States. The Laboratory
> utilizes Verizon Wireless cellular services for cellular telephone
> service. All phones are owned by the Laboratory and used to by
> critical staff when away from the office.
>
> **6. [Fire Detection, Suppression and Alarm Systems]{.underline}**
>
> The Laboratory has automatic sprinkler protection throughout with only
> minor exceptions. In most cases the systems are ordinary wet pipe
> systems; although, in a few special cases other systems are used
> (Preaction, dry or deluge). In areas where the value or programmatic
> importance warrants, smoke detection has been added. Special systems
> (Halon, CO2, Wet Chemical, etc.) have been provided for special needs
> such as computer room sub floors and cooking areas.
>
> All alarms controlled by building detection and suppression systems
> are reported to the Site Protection Division Communications Office via
> a state-of-the-art digital network with fiber optic connections and
> are displayed on a graphics terminal that can visually depict the
> location of the problem.
>
> The Laboratory has begun the process of eliminating Halon use for
> environmental reasons. At this time, more than half of the Halon
> inventory has been taken out of service. As funding and program
> permit, additional reductions in Halon inventory will be made. In
> addition, efforts will continue to modernize D-Site alarm system
> controls.

7.  **[Security Systems]{.underline}**

> PPPL strives to ensure that its employees, collaborators, visitors and
> the general public work or visit a safe and secure environment. In
> addition, PPPL's Safeguards and Security Program is designed to
> protect its assets, intellectual property, computational and other
> institutional resources ensuring that its scientific mission and
> operational requirements as a DOE National Laboratory are sustained.
> PPPL updates its Site Safeguards and Security Plan annually. The Plan
> addresses potential threats and targets, identifies protection
> strategies and physical protection systems, protective forces,
> information security, property protection, and risk assessment
> activities.
>
> The task of providing protection for DOE sites and facilities
> continues to become increasingly complex due to the rapid changes that
> are taking place in the world. These recent changes have made it clear
> that PPPL is among Laboratories and other federal facilities
> reassessing security countermeasures to provide requisite protection
> for facilities, staff, and visitors. Laboratory management and
> security professionals are working closely with their DOE counterparts
> to assess the need for appropriate cyber, physical and personnel
> protection.
>
> PPPL\'s fundamental research subject areas are generally available in
> the public domain for civilian science purposes and aligned to
> university disciplines. PPPL does not conduct classified research or
> maintain classified information. Nevertheless, PPPL participates in
> the operational framework of the national laboratory system, with
> security considerations similar to other non-classified facilities
> such as Thomas Jefferson, SLAC and Fermilab. PPPL is fully committed
> to the implementation of policies that ensure the protection of
> sensitive information, including export sensitive information,
> personnel sensitive information, and computer operations and other
> related programs.
>
> PPPL conducts operational activities and maintains confidential
> information relating to site security, computer security, property and
> material control, export control and other business areas such as
> personnel files.
>
> *Communications*
>
> All Site Protection Division vehicles are equipped with two-way radios
> for communication between the Emergency Services Unit (ESU), the
> Communications Center Dispatcher, and the vehicles. This radio system
> operates on a UHF radio frequency. The Site Protection Division uses
> portable radios, which are on the same frequency as the mobile radios.
> Two-way communication between portable units and mobile (vehicle)
> radios is possible.
>
> As part of the Life Safety Code Project, the Emergency Voice
> Evacuation System (EVES) was completed and activated during FY 1997.
> The system provides coverage for all areas of C and D-Sites. EVES
> ensures that personnel are rapidly notified when there is a potential
> or confirmed emergency condition in a specific area of the facility or
> when the entire facility is affected.
>
> *Physical Security*
>
> Access to the PPPL facility is controlled by an Emergency Service
> Officer or gate arm at Security Booth \# 6. The security booth is
> staffed during normal work hours and remotely operated from the
> Communications Center after hours. The security booth is equipped with
> the following:

-   Employee vehicle card reader entrance

-   Visitor vehicle check point

-   Automatic open/close gate arms for two lanes entrance and two lane
    exit

-   Visitor lane exterior direct phone line to security

-   Two pan/tilt cameras monitoring the booths exterior operations

-   Exterior (security) public address system

-   Remote control capability from security dispatcher

> *C-Site Access*
>
> Access to buildings in the C-Site complex is protected by exterior
> card reader access and door security alarm monitors. There is free
> access to non-sensitive buildings during the normal workday. C and
> D-Site are protected by 24 hour a day car and foot patrols. Access to
> sensitive areas is protected by card reader access and door security
> alarm monitoring 24 hours a day.
>
> *D-Site Access*
>
> D-Site is surrounded by a perimeter safety fence that has three
> personnel card reader controlled gates and one automatic remote
> controlled vehicle gate with an exterior direct phone line to the
> Communications Center. A camera monitors this gate. There is an
> underground tunnel, which provides access from the C-Site LOB basement
> to the D-Site basement. A card reader at the interchange area controls
> access. D-Site building access is controlled by exterior card reader
> access and selected security door alarms after hours. Sensitive areas
> are protected 24 hours a day.
>
> *Communication Center*
>
> A certified Communications Officer operates the Security Communication
> Center 24 hours a day. The Center is equipped with:

-   Lynx Security System Computer

-   Radio Communications with security, emergency services, operations
    and maintenance personnel.

-   10 pan/tilt cameras (control and monitoring).

-   After hours visitor check point.

-   Employee and emergency paging system.

> The hardware and software for the physical security systems are of
> mid-1980 vintage and are obsolete. Maintenance and replacement of
> materials and components is becoming very difficult. A dedicated
> effort will be necessary to modernize or replace the existing system.
> A conceptual study was commissioned late in FY00 and a funding
> proposal has been provided to the DOE for funding consideration. Due
> to the fact that Security & Safeguards functions are funded directly,
> there is no latitude to draw upon other funding sources to address the
> obsolescence problem.
>
> **B. Work Space Management**
>
> PPPL Departments/Divisions are not charged for space utilization. The
> Maintenance and Operations Division and Facility Managers throughout
> the organization manage space.
>
> Property management personnel will continue initiatives to review and
> dispose of property that is no longer needed to support current or
> planned PPPL operations. Laboratory management and project personnel
> continue to review site equipment and material to identify assets that
> are surplus to PPPL's needs. These reviews include assets in-use and
> held in storage, spare parts, and common-use stores inventory. The
> disposition strategy for property declared excess will be to apply
> assets to an ongoing or planned projects, distribute assets to other
> DOE labs or federal agencies, and donate or sell the assets through
> the General Services Administration's various disposition programs.

The Director\'s Office, the DOE Office, theoretical and research groups
and administrative support activities are located at C-Site while NSTX
is the primary experimental facility at D-Site. The present C and D-site
population is approximately 450 (FY03).

> With the exception of the TFTR-related construction (1980-1982), most
> of the PPPL buildings and facilities are at least 30 years old, and,
> although structurally sound, may require renovations to extend their
> use or to adapt them to house new programs.
>
> The consolidation of staff into the main buildings has enabled the
> Laboratory to reduce expenditures. Several dozen personnel trailers
> have been eliminated along with several modular buildings since 1993.
> However, there is little room for fluctuation in staffing as visitors,
> students and collaborators come and go. Most often, space requests are
> for visitors in the NSTX, Theory and Plasma Science & Technology
> groups. Requests are becoming increasingly difficult to accommodate
> within a reasonable proximity. On the other hand, there are large
> areas of experimental, shop and lab space not being used because the
> activities they supported are no longer funded. These areas are
> generally within older facilities, and are largely underutilized.
> However, they are difficult to excess due to the fact that they are
> contiguous to other fully utilized facilities. If this trend of
> underutilization continues, it is possible that efforts will be
> directed toward renovation of some underutilized shop and lab shape
> into office spaces.

Storage space and parking are adequate; although, storage is sometimes
more remote than desired. A portion of the D-Site gravel lot was
recently paved while the remainder of the lot has been closed to
parking. The Lab-wide office moves have forced the clean up of a number
of storage areas, but there is still more to be done in this regard.

V.  **PLANNING ASSUMPTIONS**

Site and facility planning is considered an essential activity in
support of PPPL research and experimental programs. The rationale upon
which PPPL\'s maintenance and construction plans are based derive from a
generalized analysis of the site\'s existing conditions and what is
required to support the following scientific programs.

**(1) Concept Innovation**

In the coming decade, there will be continuing support for the
theoretical and small-scale experimental research needed to do basic
scientific studies and initiate new concepts as well as facilitate
graduate student training.

(2) **NSTX**

> The National Spherical Torus Experiment (NSTX) began operations in
> 1999 and will operate at PPPL for approximately ten years. NSTX will
> test the spherical torus concept. This facility enables a test of the
> underlying scientific questions, which would then enable the design of
> a relatively inexpensive fusion system to achieve high levels of
> fusion power in a compact size.

**(3) NCSX**

PPPL will be proceeding with construction of a second
"proof-of-principle" experiment, the National Compact Stellarator
Experiment (NCSX). This device will test the quasi-axisymmetric
stellarator concept, which combines the high degree of symmetry of the
tokamak with the steady-state properties of the stellarator. As with
NSTX, it is possible to implement a cost-effective experimental test of
this concept using existing site credits.

**(4) Non-Fusion Applications**

PPPL staff will continue to develop plasma science and technology for
non-fusion applications, such as plasma science, materials science,
chemical processing, and solar physics.

The site\'s facilities must also accommodate the on-going PPPL mission
as described in the Institutional Plan, and the long-range physics goals
of the U.S. Department of Energy. Moreover, design and development
criteria for C and D-Sites shall be in accordance with applicable
provisions of the Department of Energy/Princeton University lease of the
land and requirements of applicable DOE Orders. Long-range planning to
support the DOE-University 40-year lease/investment in PPPL is based on
the following assumptions regarding the site infrastructure:

> • Fundamental site land uses will not measurably change from those
> represented today. The internal operating relationships of site
> functions may adjust or be altered to meet Laboratory missions and
> needs.
>
> • The Laboratory staff size has decreased substantially from 1995
> levels, but is expected to remain level (at approximately 450 FTEs
> including term employees and subcontractors), over the foreseeable
> future, with a reasonable probability for slight and gradual growth.
>
> • A sequential rehabilitation effort will extend the useful life of
> aging facilities to the maximum feasible extent. Newer facilities will
> be altered consistently with changing missions and experimental needs.
>
> • The basic infrastructure of underground utilities will not change in
> the long-range future. An important focus over the next ten years will
> be refurbishment (life extension) or replacement of sections of the
> utility system, especially in instances where there may be an
> increasing trend of failures.
>
> • A sequential program of roadway rehabilitation will be coordinated
> over time. Nearly forty years of vehicle use and seasonal change have
> taken their toll on the roadways. A logical sequence of improvement
> will restore them. The on-site vehicular circulation pattern will
> remain essentially the same. Future site vehicular access will depend
> on projected Route 1 corridor traffic volume and access alternatives
> planned in coordination with development of the Forrestal Campus. PPPL
> is subject to and shall comply with the provisions of the \"New Jersey
> Traffic Congestion and Air Pollution Control Act,\" a 1992 NJ Statute.
>
> • The environment will be protected by continued implementation of the
> Spill Prevention Control and Countermeasure (SPCC) Plan, the tasks
> identified in various environmental surveys and appraisals,
> performance of environmental evaluations of ongoing and proposed new
> activities in compliance with the National Environmental Policy Act
> (NEPA), and any other measures as may be mandated by the State or
> Federal governments.
>
> • Safety considerations will continue to become institutionalized as
> they evolve from Safety Analysis Reports, Safety Assessment Documents,
> and various other safety appraisals. Security considerations will be
> strengthened relative to the nature of on-site experimentation,
> Government directive, or circumstantial necessity.

The PPPL Institutional Plan provides guidance on the future experimental
plans that the site and facilities will need to support. In general
terms, the planning assumptions rely heavily on the reclamation and
re-use of existing laboratory spaces, although there still exists
build-out potential for new facilities on C or D-Sites.

VI. **PLAN FOR MODERNIZATION**

> The average age of the PPPL Buildings is 26 years. During the period
> of 1994 through 2002, extensive efforts and resources were devoted to
> replacing roofing systems that had begun to show signs of advanced
> deterioration. That effort is expected to continue for several more
> years, albeit at a much reduced level. In general, the building
> structures are in fair to good condition. Some resources will be
> needed toward the end of the coming decade to rehabilitate the nine
> buildings that are currently 43 years old in order to extend their
> life and increase their versatility for new scopes of work undertaken
> by the DOE at PPPL. The strategy for rehabilitation and modernization
> of these core buildings is to approach it in a phased manner over the
> latter half of the decade by setting aside a certain funding level
> based upon building function and size.

VII. **RESOURCES NEEDS SUMMARY**

> DOE has recently concluded that funding devoted to the infrastructure
> of its Laboratories needs to be increased. New guidance for the
> *Strategic Facilities Plan* coupled with direction from DOE-SC
> requires a revised approach for the funding of Infrastructure needs at
> PPPL. The challenge is deciding upon what an "adequate" funding level
> should be. In order to address this issue, three sources of
> information were reviewed to assist in the development of a proposed
> funding profile.

-   The SFPs for the Science Laboratories were reviewed to compare
    recapitalization and sustainment rates to that for PPPL.

-   The DoD *Facilities Recapitalization Front End Assessment* issued in
    August 2002 was reviewed. \[This Study was conducted at the request
    of the Undersecretary of Defense (Comptroller). It was prepared to
    facilitate the development of program and budget programs for DoD
    Real Property assets. This study provides benchmarking information
    for Recapitalization and sustainment programs at DoD facilities.
    While many DoD facilities are distinctly different from DoE
    facilities; there are some similarities in the types of facilities
    used by each Department.\]

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-   The Princeton University *Life Cycle Model Analysis*, published in
    August 2002 was reviewed. This study provides benchmarking
    information for Recapitalization plans at the Main Campus of
    Princeton University. The University contracted with ISES
    Corporation to provide very detailed Life Cycle Modeling services
    for fourteen selected facilities (encompassing over 1,000,000 g.s.f
    of building space) on the Campus. The purpose of the study was to
    predict long-term, cyclical, capital renewal costs for these
    selected facilities. It focused exclusively on capital renewal and
    major maintenance costs and did not address routine maintenance.

> **Key Terminology:**
>
> ***Sustainment.*** Maintenance and repair activities necessary to keep
> an inventory of facilities in good working order. Includes regularly
> scheduled maintenance as well as anticipated major repairs or
> replacement of components that occur periodically over the expected
> service life of the facilities. Due to obsolescence, sustainment alone
> does not keep facilities "like new" indefinitely, nor does it extend
> their service lives. Lack of full sustainment results in a reduction
> in service life that is not recoverable in the absence of
> recapitalization funding. Sustainment is typically associated with
> routine corrective and preventive maintenance.
>
> ***Recapitalization.*** Major renovation or reconstruction activities
> (including facility replacements) needed to keep existing facilities
> modern and relevant in an environment of changing standards and
> missions. Recapitalization extends the service life of facilities or
> restores lost service life. It includes the restoration and
> modernization of existing facilities but not the acquisition of new
> facilities or the demolition of old ones (unless the demolition is
> carried out as part of a renovation project or in conjunction with
> construction of replacement footprint elsewhere). Recapitalization is
> typically associated with Operating Expense Projects and GPP/GPE
> projects. It does not include experimental program initiatives.
>
> *Replacement Plant Value.* The cost of replacing an existing facility
> with a facility of the same size at the same location using today's
> building standards. (RPV is assumed to increase by 2.5% per year.)
>
> In general terms, a balance of appropriate investment levels of
> *sustainment* and *recapitalization* are needed to maintain the
> infrastructure in the desired condition.
>
> **Definition of Resource Needs**
>
> A fundamental challenge to successful utilization of the sustainment
> and recapitalization concepts is its consistent application to the
> same set of facilities. Failure to achieve that linkage produces
> erroneous recapitalization rates, confusion, and justifiable concern
> about the reliability of the metric. For the purposes of this
> Strategic Plan, PPPL's Infrastructure RPV is \~\$282,000,000, 75% of
> which is based primarily upon 725,000 s.f. of infrastructure
> buildings. The remaining 25% of the Facility RPV also includes
> replacement values for non-building infrastructure such as pipelines,
> electrical distribution systems and other similar community assets.
> \[It is important to note that approximately \$110,000,000 is excluded
> from the RPV currently in the FIMS database because it is for
> programmatic equipment (TFTR and NSTX.)\]
>
> The result of the planning and analysis process is to be summarized in
> the Resource Needs Summary that includes line item construction,
> general plant projects (GPP), general purpose equipment (GPE), real
> property maintenance and operating funding for site clean-up
> activities.
>
> A summary of the resource needs for this SFP is shown in Table 1 at
> the end of this section. A compilation of the projects that make up
> the GPP and GPE funding line is included as Appendix 1.

A.  **Line Items**

> The work plan laid out in this Strategic Facilities Plan includes one
> project that exceeded more than \$5M. The "West Wing Addition" is a
> conceptual project that will add approximately 25,000 s.f. of office
> space adjacent to the existing LSB. The additional building will
> replace 3 existing structures (one that is over forty years old, one
> that is over 30 years old and one modular facility), which will be
> demolished once the new building is commissioned. The approximate cost
> of this project is \$6.2M, with the final concept (w/optional
> enhancements) expected to be finalized by the end of CY2002. The
> rationale for pursuing this concept is based upon the following
> objectives:
>
> reduce the number of building assets in the PPPL inventory;
>
> reduce building area requiring operating and maintenance expenditures;
>
> reduce deferred maintenance liabilities; and
>
> improve energy efficiency.
>
> As part of the development of the conceptual design, the benefits of
> this proposed project will be quantified in greater detail.
>
> In addition, there is a potential second project involving a new
> facility, however; its estimated cost does not exceed the threshold
> defining it as a Line Item Project. It involves a concept to provide a
> facility for a proposed computing center. The pre-conceptual plan
> assumes the renovation of an existing structure at either C or D-Site
> that will provide approximately 6500 gsf for the installation of the
> center. This concept is exploring the potential for collaborative
> financing between the Laboratory, Princeton University and another
> federal agency. The Project appears in Appendix 1 as a modernization
> project, although the year in which this project is initiated will
> depend highly on mission and funding priorities.

## Figure 6 -- Conceptual Illustration of Proposed LSB West Wing Addition

> ![](media/image35.png){width="5.916666666666667in"
> height="2.1006944444444446in"}

B.  **General Plant Projects (GPP)**

> PPPL's GPP budget was \$1.3 million in FY01 and \$1.9 million in FY02.
> The following list provides an example of some of the projects
> completed during this two year period:

-   Replace the three existing R-12 (Class 1) refrigerant centrifugal
    water chillers, located in the PPPL Central Plant, with three high
    efficiency chillers that use an environmentally friendly
    refrigerant, R-134a (Class 3). The new chillers have a greater total
    capacity and thus allowed for the decommissioning of two chillers
    located in the D-Site Experimental Area, which used Class 1
    refrigerants. The four chilled water pumps and two condenser water
    pumps were also replaced and a state-of-the-art control system
    installed.

```{=html}
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-   The C-Site underground electrical cable between the maintenance
    building to well house No. 5 that provided power to the Emergency
    Services Building and the Guard booth was replaced.

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```
-   Conversion of the 2^nd^ floor of the Emergency Services Unit (ESU)
    Building from offices to sleeping quarters and moving the ESU
    offices to underutilized space in Module No. 6. The project included
    HVAC and piping modification and general construction.

-   Eliminated D-Site Pyrotronics fire alarm panel and transferred its
    functions to Simplex panel S-7. Existing Pyrotronics smoke detectors
    were replaced with Simplex TrueAlarm MapNet or beam detectors. The
    Simplex emergency voice evacuation system was extended throughout
    the D-Site MG Building and added visual alarm.

-   Removed obsolete and deteriorated roofing systems from the CS, MG
    Gallery, Library and RF Building 4^th^ floor and replaced with new
    systems containing R-21 fire retardant insulation with single ply
    EPDM membrane.

-   Replaced sections of the potable and canal water distribution system
    Transite pipelines with new cement lined ductile iron pipe.

> The *recapitalization rate* is the number of years it would take to
> regenerate the physical facilities, either through replacement or
> major renovation. The numerator of the formula is the plant
> replacement value of facilities that are intended for recapitalization
> (RPV). It represents assets that have a continuing mission (i.e.,
> facilities that will not be disposed of and so will need to be
> replaced or renovated at some point). The denominator includes the
> annual recapitalization investment. For illustration, an increased
> investment from \$1.3M to \$1.9M (for an RPV of \$282M), would result
> in a recapitalization rate that decreases from 217 to 148 years. The
> DoD Facilities Recapitalization Front End Assessment included a
> detailed assessment of the recapitalization rate and concluded that a
> target of 67 years was appropriate for its facilities. The Princeton
> University Life Cycle Model concluded that an average annual
> investment of \$3.66/g.s.f. was appropriate for its facilities (this
> equates to an annual investment for PPPL of \$2.7M).
>
> The Science Laboratories Infrastructure (SLI) Program represents a
> relatively new initiative by DOE to improve the condition of the DOE
> Laboratory infrastructure. During the first several years, there was
> emphasis on using this funding for the retirement or excessing of
> facilities. PPPL received \$0.8M in FY02 and consideration is underway
> in Congress to increase this to \$2.0M in FY03. The Laboratory would
> continue to use such funding for excessing and retiring abandoned
> facilities/equipment, but also for modernizing existing facilities.
> Table 1 proposes an ongoing funding line for SLI.
>
> Based upon the age, condition, and assessment of PPPL facilities, a
> proposed recapitalization funding plan (composed of GPP, GPE and SLI)
> would increase steadily from FY04 through FY13 to a point where the
> recapitalization rate in FY13 would be reduced substantially to
> approximately 71 years.
>
> It is important to note that the General Plant Project program is
> dynamic in nature -- new projects continue to be identified on a
> real-time basis. Appendix 1 illustrates a proposed Project plan,
> however, the actual project work plan is decided upon at the beginning
> of each fiscal year, depending upon priorities and resources existing
> at that time.

C.  **General Purpose Equipment (GPE)**

> There will be need to supplement General Purpose Equipment (GPE) in
> order to provide replacements for existing equipment that will
> approach or exceed its design life. Much of the GPE funding plan
> focuses on replacing existing mechanical and electrical components
> that are approaching the end of their design life. This is especially
> true for electrical circuit breakers, which will begin a systematic
> replacement proposed for FY09 through FY13.

D.  **Operating Funding**

> As Laboratory funding declined from 1995 through 1999, maintenance
> funding as a percentage of replacement plant value also declined. In
> FY2000, DOE used a benchmark provided by the Federal Facilities
> Council, which recommended a goal of at least 1.5% of the RPV of
> active, non-scientific facilities for routine maintenance, repairs and
> replacements. At the time, each site was encouraged to identify the
> appropriate goal for their site taking the local situation into
> account. Recently, DOE has been recommending a goal of between 2% and
> 3% of the RPV, although there has been uncertainty as to whether or
> not this criteria should include maintenance and RPV for *scientific*
> as well as non-scientific facilities. Up to this time, the sustainment
> costs and Replacement Plant Value have NOT included scientific
> facilities.
>
> Recently, the DOE has been studying the benefits of transitioning
> regulation of worker and radiation safety to OSHA and the NRC. Early
> in FY03, a cost estimate for achieving this transition will be
> provided to the DOE. There has been no consideration for these
> potential cost impacts factored into this SFP, because the assumptions
> and implications are still being reviewed. When the estimates are
> finalized they will be incorporated into the next revision of the
> Plan. It is worth noting that there is the potential for facility
> upgrade requirements to be comparable to the annual GPP budget as a
> one-time expense.
>
> For the last several years, PPPL has been investing approximately 1.2%
> of RPV to sustain the existing infrastructure. The DoD Facilities
> Recapitalization Front End Assessment included differing facilities
> than at a DOE Lab, but the best equivalency of their preferred
> maintenance spending was substantially less equating to about 0.7% of
> RPV. The average of DOE-SC facilities (as expressed in their FY2000
> SFP's) ranged from 0.9% to 2.2%.
>
> Based upon the age, condition, and assessment of PPPL facilities, a
> proposed sustainment funding plan would provide 1.2% of RPV from FY03
> through FY05, then increase gradually during FY06 through FY09 where
> it would stabilize at the Federal Facilities Council recommendation of
> 1.5%.
>
> Collectively, this Plan represents a doubling (in as-spent \$) of the
> investment directed toward infrastructure from FY03 to FY13. In FY13,
> the combined investment of Real Property Maintenance, GPP, SLI, and
> GPE will represent 2.9% of the RPV.
>
> **E. Environmental Restoration Program**
>
> This activity supports the PPPL technical personnel and program
> management for all environmental restoration activities at PPPL. 
> These personnel are responsible for the technical, financial,
> regulatory, and administrative issues related to soil and ground water
> remediation.  In addition to the environmental restoration program
> outlined below, these personnel are also responsible for cleanup
> actions conducted in response to spills or other environmental
> impacts.
>
> Under EM-40, the Environmental Restoration Program completed a
> comprehensive site-wide remedial investigation (RI) and remedial
> actions (RA) to address soil and ground water contamination present at
> the facility.  This aggressive remedial strategy identified sites or
> operable units that could be quickly and easily remediated or
> stabilized to meet regulatory requirements.  The purpose of this
> strategy is to address significant remedial measures rapidly and to
> move a site into monitoring as quickly as feasible, thus reducing
> DOE's long-term environmental mortgage.  All environmental restoration
> work is overseen by the New Jersey Department of Environmental
> Protection (NJDEP), as required by a Memorandum of Understanding (MOU)
> between NJDEP and Princeton University.
>
> All identified Areas of Concern with soil contamination have been
> remediated to below the applicable NJDEP Soil Cleanup Criteria. 
> Ground water beneath the site is contaminated with chlorinated
> volatile organic compounds (VOCs), primarily tetrachloroethylene
> (PCE), trichloroethylene (TCE) and 1,1,1-trichloroethane (TCA) at
> levels above the New Jersey Ground Water Quality Standards. 
> Contaminated ground water is contained and captured by PPPL's
> foundation drainage system (primarily the D-site building complex),
> which discharges to the on-site detention basin. 
>
> Contaminated ground water is not migrating off-site.  In addition to
> the ground water containment and extraction system created by the
> foundation drains, natural processes are degrading contaminants into
> less toxic by-products.  Based on these findings, PPPL proposed a
> remedy that relies on the foundation drainage system to contain and
> extract contaminants and natural attenuation processes to degrade
> contaminants over time.  A Remedial Action Work Plan (RAWP), outlining
> the procedures that used to monitor ground water conditions and ensure
> continued function of the foundation drainage system, was prepared and
> submitted to NJDEP in May 2000 and has been approved by NJDEP. 
>
> The final regulatory submittal, application for an Aquifer
> Classification Exception Area (CEA) designation was made to NJDEP in
> January 2002.  NJDEP approved the CEA application in February 2002. 
> PPPL now conducts quarterly ground water monitoring necessary to
> document containment by the foundation drainage system and degradation
> of contaminants.  Long-term groundwater monitoring is expected to
> continue for up to 25 years, until contaminants have degraded to below
> regulatory levels.  Budget estimates are based upon a relatively
> stable program that uses FY2000 costs as a planning base. 
>
> **Table 1**
>
> **Resource Needs for Achieving SC Vision for 21^st^ Century Labs**
>
> **Princeton Plasma Physics Laboratory**

<table>
<colgroup>
<col style="width: 28%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 6%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
</colgroup>
<tbody>
<tr class="odd">
<td><h1 id="projectactivity">Project/Activity</h1></td>
<td><u>FY02</u></td>
<td><u>FY03</u></td>
<td><u>FY04</u></td>
<td><u>FY05</u></td>
<td><u>FY06</u></td>
<td><u>FY07</u></td>
<td><u>FY08</u></td>
<td><u>FY09</u></td>
<td><u>FY10</u></td>
<td><u>FY11</u></td>
<td><u>FY12</u></td>
<td><u>FY13</u></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Real Property Maintenance ($M)</td>
<td>3.3</td>
<td>3.3</td>
<td>3.5</td>
<td>3.6</td>
<td>4.0</td>
<td>4.2</td>
<td>4.5</td>
<td>4.7</td>
<td>5.0</td>
<td>5.2</td>
<td>5.4</td>
<td>5.5</td>
</tr>
<tr class="even">
<td>Maintenance (as % of RPV)</td>
<td>1.2</td>
<td>1.2</td>
<td>1.2</td>
<td>1.2</td>
<td>1.3</td>
<td>1.3</td>
<td>1.4</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
<td>1.5</td>
</tr>
<tr class="odd">
<td>GPP ($M)</td>
<td>1.9</td>
<td>1.2</td>
<td>1.2</td>
<td>1.5</td>
<td>1.6</td>
<td>1.7</td>
<td>1.7</td>
<td>1.8</td>
<td>1.8</td>
<td>2.0</td>
<td>2.2</td>
<td>2.5</td>
</tr>
<tr class="even">
<td>GPE ($M)</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.1</td>
<td>0.1</td>
<td>0.4</td>
<td>0.4</td>
<td>0.5</td>
<td>0.7</td>
<td>0.7</td>
<td>0.7</td>
<td>0.7</td>
</tr>
<tr class="odd">
<td>Line Item Construction ($M)</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>6.2</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
<td>0.0</td>
</tr>
<tr class="even">
<td>Science Laboratories Infrastructure ($M)</td>
<td>0.8</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
<td>2.0</td>
</tr>
<tr class="odd">
<td>Environmental Remediation ($M)</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.3</td>
<td>0.4</td>
<td>0.4</td>
<td>0.4</td>
</tr>
<tr class="even">
<td><p>Investment as % of RPV</p>
<p>(Maint, GPP, GPE, SLI)</p></td>
<td>2.1</td>
<td>2.2</td>
<td>2.2</td>
<td>2.3</td>
<td>2.5</td>
<td>2.6</td>
<td>2.6</td>
<td>2.7</td>
<td>2.8</td>
<td>2.8</td>
<td>2.8</td>
<td>2.9</td>
</tr>
<tr class="odd">
<td><p>Recapitalization Rate (yrs)</p>
<p>(RPV/GPP+SLI)</p></td>
<td>104</td>
<td>91</td>
<td>93</td>
<td>85</td>
<td>84</td>
<td>78</td>
<td>80</td>
<td>78</td>
<td>76</td>
<td>75</td>
<td>73</td>
<td>71</td>
</tr>
</tbody>
</table>

VIII. **PLAN DEVELOPMENT AND PRIORITIZATION PROCESS**

> This Strategic Facilities Plan (SFP) is designed to build upon the
> PPPL Institutional Plan and the ES&H and Infrastructure Support
> Department Laboratory Facilities Plan. Both of these plans are based
> upon a five-year planning horizon. The SFP extends that planning
> horizon to ten years (FY04 through FY13).
>
> PPPL uses Procedure GEN-009 "GPP Prioritization" for assessing and
> prioritizing proposed GPP Projects. The Technical Resources Committee
> is the final authority for establishing GPP Priorities and annual work
> plans and is composed of senior management representatives from
> technical, scientific, and administrative organizations within the
> Laboratory. The Maintenance & Operations Division serves as the focal
> point for collecting proposed projects. Proposed projects result from
> input from various organizations working at PPPL, but also as a result
> of facility assessments routinely performed by Maintenance &
> Operations. To facilitate the decision-making process, the TRC has
> formed a subcommittee, which is composed of subject matter experts
> from across the Laboratory to evaluate the merits of individual
> projects. This subcommittee uses criteria developed by the DOE for the
> Capital Asset Management Process (CAMP) to evaluate the proposed
> projects. It is important to note that the CAMP criteria is intended
> to be a tool for management to rank projects, but it is not intended
> to replace sound management judgment in reaching final decisions on
> project priorities. Prioritization results are shared with the DOE
> Princeton Area Office, which provides concurrence prior to authorizing
> work on any Project.
>
> The CAMP prioritization process is a systematic, structured, and
> consistent method for determining the preferred order for allocating
> limited resources to solve problems. The process reflects the values
> of the Department of Energy and it includes two elements of risk \--
> consequence and probability. The process is universal encompassing
> four major categories: (1) health and safety; (2) environment/waste
> management, (3) safeguards and security, and (4) programmatic. These
> rating criteria were developed and positioned based upon Departmental
> intentions and public expectations, appropriate standard industrial
> practices and they represent the desired level of operational conduct.
> As mentioned previously, this process is used for the General Plant
> Project Program, but it has also been adapted and extended for use on
> a selected few operating expense projects, as well.
>
> The facility assessments by the Maintenance and Operations Division
> also provide a basis for strategic decisions regarding future site
> development. For example, facility assessments of several aging C-Site
> Buildings have led to the initiation of a conceptual design to study
> the benefits of erecting a single, new 3-story building and therefore
> eliminating 3 separate single-story buildings. The benefits include
> reduced operating expenses, a reduction in total building space,
> improved human factor considerations, and avoided costs for
> rehabilitating the older buildings. The conceptual design is scheduled
> to be completed in order to coincide with the FY07 budget planning
> cycle.
>
> Maintenance priorities are established on a fundamental basis that
> relies heavily on the knowledge and experience of in-house engineers
> and technicians. Typically, 2000 to 2500 routine work orders are
> completed in a given fiscal year. Priorities are established to
> address work tasks that: (a) affect environment, safety, health or
> security issues; (b) are directly related to facility operations; (c)
> require immediate action to restore equipment to operable status; and
> (d) provide preventive maintenance to operate the facilities in an
> efficient manner.

IX. **PERFORMANCE MEASURES**

> Performance measurement is a vital component of the PPPL management
> philosophy. Princeton University and the DOE executed their second
> performance-based five year contract on October 19, 2001. This
> contract expires on September 30, 2006. Several important
> facilities-related performance measures are included in Appendix B of
> the Prime Contract.
>
> **Objective C-1:** Substandard space is either disposed of or
> renovated so that it is no longer substandard. Substandard
> buildings/facilities are those that have a Facility Condition Index
> Code (FCI) greater than 5% as calculated in the Facility Information
> Management System (FIMS) standard reports.
>
> **Measure C-1**: Reduction in FCI Code from current aggregate value
> for selected facilities. The following facilities shall be evaluated:
> Building C-13 (Admin/Library/Theory Wing) and Building C-41 (CS
> Building), which have a current aggregate FCI of 12%.
>
> **Expectation C-1:** FCI at end of fiscal year:

  ----------- ------------- ----------- ----------- --------------------- ----------------
  Category    Outstanding   Excellent   Good        Marginal              Unsatisfactory

  FCI No.     \<8%          \<9%        \<10%       [\<]{.underline}11%   \>11%
  ----------- ------------- ----------- ----------- --------------------- ----------------

> **Objective C-2:** FIMS data is current and consistent with
> Headquarters and Program directions.
>
> **Measure C-2**: Divide the number of accurate data fields by the
> total number of required data fields. Review of the data fields should
> be completed after the scheduled updating/verification of the data as
> scheduled in the FIMS Quality Assurance Plan.
>
> **Expectation C-2:**

  ------------- ------------- ---------------------- ----------- ----------- ----------------
  Category      Outstanding   Excellent              Good        Marginal    Unsatisfactory

  Performance   \>0.97        [\<]{.underline}0.97   \<0.92 --   \<0.85 --   \<0.80
                              -- 0.92                0.85        0.80        
  ------------- ------------- ---------------------- ----------- ----------- ----------------

> **Measure C-3**: PPPL is to conduct an infrastructure self-assessment
> on a three-year cycle (e.g. FY03, FY06, FY09, etc.). The
> self-assessment should cover each issue within the infrastructure
> function (e.g., FIMS, five-year plan, General Plant Projects (GPP),
> etc.).
>
> **Evaluation Criteria:**

-   Report on progress in implementing opportunities for improvement
    identified in prior year's assessment, if any.

-   Address any changes in system procedures or practices, including
    reason(s) for change and expected improvements.

-   Identify opportunities for improvement and/or notable practices.

-   Are the existing system internal controls adequate?

-   Are the existing written procedures being followed?

-   How does performance compare with last year's performance, other DOE
    Laboratories or industry?

-   What is the basis for determining effectiveness of the system and
    for practices?

-   Identify opportunities for improvement and for notable practices.

> The self-assessment report is to be provided to DOE PAO by November
> 15^th^ of the applicable year.
>
> **Objective D-1:** Projects shall be managed efficiently, completed on
> time, within budget, and meet baseline scope requirements. Uncosted
> carryovers are minimized.

**Measure D-1.1**: **Project Schedule Completion** Completion of
milestones, per approved Construction Directives and/or project baseline
documentation, for the following projects:

> General Plant Project (GPP)
>
> In-House Energy Management (IHEM)
>
> Line Item Construction Projects
>
> Fabrication of Major Items of Capital Equipment
>
> Environmental Restoration Program
>
> **Expectation D-1.1**[:]{.underline} [Number of Milestones Completed
> on Time\_\_]{.underline}
>
> Total Number of Milestones Scheduled for Completion
>
> **Measure D-1.2: Project Cost Compliance**
>
> Cost Compliance = [Sum of Budgeted Cost of Work
> Performed\_\_\_]{.underline}
>
> Sum of Actual Costs of Work Performed
>
> **[Expectation D-1.2]{.underline}**:

  ------------ ------------------ ----------- ----------- ----------- ----------------
  Category     Outstanding        Excellent   Good        Marginal    Unsatisfactory

  Project Cost [\>]{.underline}   \<1.05 --   \<0.9 --    \<0.8 --    \<0.65
  Compliance   1.05               0.9         0.8         0.65        

  Points       1                  .9          .8          .6          0
  ------------ ------------------ ----------- ----------- ----------- ----------------

> **Objective D-2:** Reliable and efficient operation of facilities.

**Measure D-2**: Total building energy consumption declines consistent
with planned site growth and operations. Reduce building energy
consumption by 30% in FY2005 vs. FY1985 Baseline.

**Expectation D-2**[:]{.underline} A straight-line comparison shall be
made to determine actual percent reduction achieved each year.

  ------------ ---------------------- --------------------- --------------------- --------------------- ----------------
  Category     Outstanding            Excellent             Good                  Marginal              Unsatisfactory

  Efficient    [\>]{.underline}100%   [\>]{.underline}90%   [\>]{.underline}80%   [\>]{.underline}70%   \<70%
  Operations                                                                                            

  Points       2                      1.8                   1.6                   1.2                   0
  ------------ ---------------------- --------------------- --------------------- --------------------- ----------------

> **Objective D-3:** Effective management of backlogs associated with
> facility maintenance and repair.

**Measure D-3** Ratio of the number of work orders in the maintenance
backlog to the number of work orders completed (denoted as 'x') using a
12 month rolling average. The ratio will be compared to performance
during FY00 as base year.

**Expectation D-3**[:]{.underline}

  ----------- ------------- ----------- ----------- ----------- ----------------
  Category    Outstanding   Excellent   Good        Marginal    Unsatisfactory

  Backlog     \>12%         8% - 11.9%  4% - 7.9%   3.9%        Increase \>4%
  Reduction                                         reduction   
                                                    to 4%       
                                                    increase    

  Points      2             1.8         1.6         1.2         0
  ----------- ------------- ----------- ----------- ----------- ----------------

> **Objective D-4:** Resources are being effectively allocated to
> address ES&H, Programmatic, and Operational considerations based on a
> risk-based prioritization model.

**Measure D-4**: A process for allocating resources shall be implemented
and a risk based Prioritization plan shall be provided to DOE/PG. Plan
shall include a realistic funding scenario for progressive elimination
of risk.

**Expectation D-4**[:]{.underline}

  ------------ ------------- ----------- ----------- ----------- ----------------
  Category     Outstanding   Excellent   Good        Marginal    Unsatisfactory

  Resource     By 1/15       By 2/15     By 3/15     By 4/15     After 4/15
  Allocation                                                     
  Completed                                                      

  Points       1             .9          .8          .6          0
  ------------ ------------- ----------- ----------- ----------- ----------------

> Metrics determined by each of the expectations listed above are to be
> reported on a quarterly basis. The milestones and targets for these
> performance measures are subject to change. They are discussed with
> DOE annually and agreed upon jointly.

**Appendix 1 - Project Breakout and Tentative Funding Profile**

<table style="width:100%;">
<colgroup>
<col style="width: 9%" />
<col style="width: 10%" />
<col style="width: 0%" />
<col style="width: 6%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 5%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 0%" />
<col style="width: 6%" />
<col style="width: 0%" />
<col style="width: 5%" />
<col style="width: 6%" />
<col style="width: 0%" />
</colgroup>
<tbody>
<tr class="odd">
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"><strong>Year</strong></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="3"></td>
</tr>
<tr class="even">
<td><strong><u>Funding Type</u></strong></td>
<td><strong><u>Project Title</u></strong></td>
<td colspan="2"><strong><u>Estimated Cost</u></strong></td>
<td colspan="2"><strong><u>FY03</u></strong></td>
<td colspan="2"><strong><u>FY04</u></strong></td>
<td colspan="2"><strong><u>FY05</u></strong></td>
<td colspan="2"><strong><u>FY06</u></strong></td>
<td><strong><u>FY07</u></strong></td>
<td><strong><u>FY08</u></strong></td>
<td colspan="2"><strong><u>FY09</u></strong></td>
<td colspan="2"><strong><u>FY10</u></strong></td>
<td colspan="2"><strong><u>FY11</u></strong></td>
<td colspan="2"><strong><u>FY12</u></strong></td>
<td><strong><u>FY13</u></strong></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Excess Facility and</td>
<td><p>Excess Facility</p>
<p>Retirement</p></td>
<td colspan="2"></td>
<td colspan="2">500,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Modernization Projects (SLI)</td>
<td>Excess Facility Retirement</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2">1,000,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Admin Building</td>
<td colspan="2">580,000</td>
<td colspan="2"></td>
<td colspan="2">580,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Library Building</td>
<td colspan="2">447,000</td>
<td colspan="2"></td>
<td colspan="2">447,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Computer Center</td>
<td colspan="2">4,400,000 </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">2,000,000</td>
<td colspan="2">2,000,000</td>
<td>400,000 </td>
<td></td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Laboratory Building (Labs)</td>
<td colspan="2">1,546,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td>773,000</td>
<td>773,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Laboratory Building (offices)</td>
<td colspan="2">436,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td>218,000</td>
<td colspan="2">218,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Shop Building</td>
<td colspan="2">1,704,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td>800,000</td>
<td>904,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>MG Building</td>
<td colspan="2">3,177,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2">1,000,000</td>
<td colspan="2">1,000,000</td>
<td colspan="2">1,100,000</td>
<td colspan="2">77,000</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>CS Building</td>
<td colspan="2">2,648,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2">750,000</td>
<td colspan="2">1,000,000</td>
<td colspan="2">898,000</td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>COB Building</td>
<td colspan="2">904,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2">904,000</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Facilities Building</td>
<td colspan="2">628,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2">628,000</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Warehouse/Rec'g #3</td>
<td colspan="2">164,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2">164,000</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td><table>
<colgroup>
<col style="width: 100%" />
</colgroup>
<tbody>
<tr class="odd">
<td>C-Site Standby Power Upgrades</td>
</tr>
</tbody>
</table></td>
<td colspan="2">2,000,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td>2,000,000</td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td><strong>Modernization Total (Millions)</strong></td>
<td colspan="2"></td>
<td colspan="2"><strong>0.5</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td><strong>2.0</strong></td>
<td><strong>2.0</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td colspan="2"><strong>2.0</strong></td>
<td><strong>2.0</strong></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>GPP Projects</td>
<td>Upgrade Underground Utility Systems Bldg Connections</td>
<td colspan="2">260,000*</td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Cross Connect D-Site Cooling Tower to C-Site Cooling Tower</td>
<td colspan="2">650,000*</td>
<td colspan="2">500,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Elevated Water Tower Repairs</td>
<td colspan="2">850,000*</td>
<td colspan="2">500,000</td>
<td colspan="2">100,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Upgrade Site Access Control System</td>
<td colspan="2">1,400,000</td>
<td colspan="2"> </td>
<td colspan="2">1,100,000</td>
<td colspan="2">300,000</td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Install New Wall Unit Heaters Lab &amp; Theory</td>
<td colspan="2">250,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">250,000</td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Cafeteria Upgrade</td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>NCSX Test Cell Lighting</td>
<td colspan="2">40,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">40,000</td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Upgrade Lab, COB &amp; CS Bldg Roofing</td>
<td colspan="2">370,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">370,000</td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Upgrade RESA/CAS Roofing</td>
<td colspan="2">400,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">400,000</td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Upgrade CS Bldg Roofing Support Sys</td>
<td colspan="2">80,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">80,000</td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>C-Site Fire Alarm Upgrade</td>
<td colspan="2">500,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">500,000</td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Telephone System Conversion</td>
<td colspan="2">500,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td>500,000</td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Seismic Retrofit</td>
<td colspan="2">250,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">250,000</td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Upgrade CS Building Utility Services for NCSX</td>
<td colspan="2">212,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td>212,000</td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>D-Site Fire Alarm Upgrade – Phase 3 FCPC Building</td>
<td colspan="2">145,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td>145,000</td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>D-Site Fire Alarm Upgrade – Phase 4 Experimental Area</td>
<td colspan="2">450,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td>450,000</td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Replace LSB Basement HALON System</td>
<td colspan="2">100,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>100,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Grounds Improvement</td>
<td colspan="2">600,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>60,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>C D-Site Roadway Improvements</td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>200,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Replace 2 PPLCC Central Computer HVAC Units</td>
<td colspan="2">140,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>140,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>138kV Switchyard Fire Protection Improvements</td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>200,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>BAS Alarm System Upgrade</td>
<td colspan="2">185,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>185,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Replace HVAC Equipment (CFC’s)</td>
<td colspan="2">230,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td>230,000</td>
<td colspan="2"> </td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Vehicle Barrier Security System</td>
<td colspan="2">550,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
<td colspan="2">550,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>CAS/RESA Building Boiler System</td>
<td colspan="2">90,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
<td colspan="2">90,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Storage Building for Ice Melting Chemicals</td>
<td colspan="2">100,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2">100,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Modify Cafeteria Courtyard</td>
<td colspan="2">80,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
<td colspan="2">80,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Upgrade Restroom Facilities</td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2">200,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Replace FFC Computer HVAC Units</td>
<td colspan="2">150,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2">150,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>LSB Basement Equipment Room Ventilation</td>
<td colspan="2">20,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2">20,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Resource Recovery and Recycling Facility</td>
<td colspan="2">100,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2">100,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Install New Window Assemblies at Lab Wing, Admin Wing &amp; Admin
Building</td>
<td colspan="2">340,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2">340,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Computer Center Drainage Improvements</td>
<td colspan="2">25,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2">25,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>XQT-1 Transformer Upgrade</td>
<td colspan="2">1,000,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2">1,000,000</td>
<td colspan="2"></td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>138kv Yard Drainage</td>
<td colspan="2">500,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">500,000</td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Asbestos Wall Replacements</td>
<td colspan="2">4,850,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">1,200,000</td>
<td colspan="2">1,500,000</td>
<td>2,150,000</td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>VQT-1 Transformer Upgrade</td>
<td colspan="2">350,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2">350,000</td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>15kv &amp; 4kv Switchgear/ Circuit Bkrs</td>
<td colspan="2">400,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Lab-Wing Electrical Service Upgrades</td>
<td colspan="2">200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>2600 kW Diesel Generator</td>
<td colspan="2">1,200,000</td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td colspan="2"> </td>
<td> </td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td><strong>Reserve</strong></td>
<td colspan="2"> </td>
<td colspan="2"><strong>0</strong></td>
<td colspan="2"><strong>0</strong></td>
<td colspan="2"><strong>.34</strong></td>
<td colspan="2"><strong>.37</strong></td>
<td><strong>.39</strong></td>
<td><strong>.59</strong></td>
<td colspan="2"><strong>.51</strong></td>
<td colspan="2"><strong>.44</strong></td>
<td colspan="2"><strong>.30</strong></td>
<td colspan="2"><strong>.35</strong></td>
<td><strong>.35</strong></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td><strong>GPP Total (Millions)</strong></td>
<td colspan="2"> </td>
<td colspan="2"><strong>1.20</strong></td>
<td colspan="2"><strong>1.20</strong></td>
<td colspan="2"><strong>1.50</strong></td>
<td colspan="2"><strong>1.60</strong></td>
<td><strong>1.70</strong></td>
<td><strong>1.70</strong></td>
<td colspan="2"><strong>1.80</strong></td>
<td colspan="2"><strong>1.80</strong></td>
<td colspan="2"><strong>2.00</strong></td>
<td colspan="2"><strong>2.20</strong></td>
<td><strong>2.50</strong></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>GPE</td>
<td>Sump Pump Replacement</td>
<td colspan="2">100,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2">100,000</td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Air Compressor Replacement</td>
<td colspan="2">100,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td>100,000</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Pumphouse Pump Replacement</td>
<td colspan="2">400,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td>400,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td>Retention Basin Liner</td>
<td colspan="2">150,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2">150,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td>Substation Breaker Replacements</td>
<td colspan="2">2,668,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2">309,000</td>
<td colspan="2">646,000</td>
<td colspan="2">686,000</td>
<td colspan="2">727,000</td>
<td>700,000</td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td><strong>GPE Total (Millions)</strong></td>
<td colspan="2"><strong>3.42</strong></td>
<td colspan="2"><strong>0</strong></td>
<td colspan="2"><strong>0</strong></td>
<td colspan="2"><strong>0</strong></td>
<td colspan="2"><strong>0.1</strong></td>
<td><strong>0.1</strong></td>
<td><strong>0.4</strong></td>
<td colspan="2"><strong>0.46</strong></td>
<td colspan="2"><strong>0.65</strong></td>
<td colspan="2"><strong>0.69</strong></td>
<td colspan="2"><strong>0.73</strong></td>
<td><strong>.70</strong></td>
<td></td>
</tr>
<tr class="odd">
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Line Item Proposals</td>
<td>LSB West Wing Addition (TBD)</td>
<td colspan="2">6,200,000</td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td>6.2</td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td></td>
<td><strong>LI Total (Millions)</strong></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td><strong>6.2</strong></td>
<td></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td colspan="2"></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

\* Project initiated in FY02 with partial funding as a multi-year
project.

## 

## Table 2. PPPL Program Plan

![](media/image36.wmf){width="6.466666666666667in"
height="8.266666666666667in"}

# Acronyms

CCWP Central Chilled Water Plant

CDX-U Current Drive Experiment-Upgrade

CY Calendar Year

D&D Decontamination and Decommissioning

DOE Department of Energy

ES&H Environment, Safety and Health

ES&H/IS Environment, Safety and Health and Infrastructure Support
Department

FESAC Fusion Energy Sciences Advisory Committee

FY Fiscal Year

GPP General Plant Projects

HVAC Heating, ventilating and air conditioning

IFE Inertial Fusion Energy

ISM Integrated Safety Management

kA Kilo-amps

KSTAR Korea Superconducting Tokamak Research Project

kW Kilo-watts

LANL Los Alamos National Laboratory

LLNL Lawrence Livermore National Laboratory

LPDA Laboratory Program Development Activities

MFE Magnetic Fusion Energy

MNX Magnetic Nozzle Experiment

MRX Magnetic Reconnection Experiment

NASA National Aeronautics and Space Administration

NBI Neutral Beam Injection

NCSX National Compact Stellarator Experiment

NERSC National Energy Research Scientific Computing

NSTX National Spherical Torus Experiment

OFES Office of Fusion Energy Sciences (DOE)

ORNL Oak Ridge National Laboratory

PBX-M Princeton Beta Experiment-Modification

PPPL Princeton Plasma Physics Laboratory

PSACI Plasma Science Advanced Computing Initiative

QA Quasi-axisymmetry

QO Quasi-omniginous

QOS Quasi-omniginous Stellarator

R&D Research and development

SC Office of Science (DOE)

ST Spherical Torus

TFTR Tokamak Fusion Test Reactor