Fiscal Year 2014 

Stockpile Stewardship 

and Management Plan 

Report to Congress 

June 2013 

United States Department of Energy

Washington, DC 20585

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page i

MESSAGE FROM THE SECRETARY

This report provides the Department of Energy National Nuclear Security Administration

Fiscal Year 2014 Stockpile Stewardship and Management Plan (SSMP), satisfying the statutory

requirements of Section 4203 of the Atomic Energy Defense Act (50 U.S.C. 2523) and related

Congressional requests.   

This plan continues the Administration’s commitment to maintain a safe, secure, and effective deterrent

without new underground nuclear testing.    It remains fully aligned with the national nuclear security

strategy laid out in the April 2010 Nuclear Posture Review Report.  This SSMP is a critical document for

the nuclear security enterprise since it puts forward new strategies for stockpile stewardship and

management and introduces the Nuclear Weapons Council’s “3+2” strategic vision for the stockpile.  

This SSMP takes on a more ambitious scope of work relative to its predecessors, placing most of the

stockpile into some phase of life extension in this decade.   

The President’s budget request to Congress will increase funding by 9 percent in the critical areas of

modernizing and sustaining the infrastructure and the stockpile.    This fiscal year (FY) 2014 SSMP,

however, does not include the impact on planning and budget of the FY 2013 budget sequestration

which would lead to adjustments to out‐year plans.    As technology advances and planning matures,

requirements and resources will be balanced accordingly.

With this plan and the support of Congress, the Nation’s nuclear deterrent will maintain a stable

environment as we continue to take concrete steps toward a world without nuclear weapons.  

Pursuant to the statutory requirements this report is being provided to the following members of

Congress:  

 The Honorable Barbara Mikulski

    Chairman, Senate Committee on Appropriations  

 The Honorable Richard Shelby

Ranking Member, Senate Committee on Appropriations

 The Honorable Carl Levin

    Chairman, Senate Committee on Armed Services

 The Honorable James M. Inhofe

Ranking Member, Senate Committee on Armed Services

 The Honorable Dianne Feinstein  

    Chairman, Subcommittee on Energy and Water Development

    Senate Committee on Appropriations  

 The Honorable Lamar Alexander

Ranking Member, Subcommittee on Energy and Water Development

Senate Committee on Appropriations

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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page ii

 The Honorable Mark Udall

Chairman, Subcommittee on Strategic Forces

Senate Committee on Armed Services  

 The Honorable Jeff Sessions  

Ranking Member, Subcommittee on Strategic Forces

Senate Committee on Armed Services

 The Honorable Harold Rogers

Chairman, House Committee on Appropriations

 The Honorable Nita M. Lowey

Ranking Member, House Committee on Appropriations  

 The Honorable Howard P. McKeon

Chairman, House Committee on Armed Services

 The Honorable Adam Smith

Ranking Member, House Committee on Armed Services  

 The Honorable Michael Rogers

Chairman, Subcommittee on Strategic Forces

House Committee on Armed Services  

 The Honorable James Cooper

Ranking Member, Subcommittee on Strategic Forces

House Committee on Armed Services  

 The Honorable Rodney P. Frelinghuysen  

Chairman, Subcommittee on Energy and Water Development, and Related Agencies  

House Committee on Appropriations

 The Honorable Marcy Kaptur

Ranking Member, Subcommittee on Energy and Water Development, and Related Agencies  

House Committee on Appropriations

If you have any questions or need additional information, please contact me or Mr. Bradley Crowell,

Acting Assistant Secretary for Congressional and Intergovernmental Affairs, at (202) 586‐3592.  

       Sincerely,

         

Ernest J. Moniz

Secretary            

  

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page iii

EXECUTIVE SUMMARY

With the support of the President’s budget for FY 2014, this FY 2014 SSMP continues the National

Nuclear Security Administration’s (NNSA) commitment to the objectives in the Nuclear Posture Review

Report (DoD 2010).    The FY 2014 budget request for the Weapons Activities1 account reflects a

7.6 percent increase over the Weapons Activities account in the enacted FY 2013 budget.  The FY 2014

President’s budget is the fourth consecutive increase in the Weapons Activities budget, resulting in an

approximate 28 percent increase since the FY 2010 budget.  This support from both the Administration

and the Congress comes at a time when NNSA is undertaking the significant task of modernizing and

sustaining the infrastructure and the stockpile.   

This SSMP has two purposes.    First, it is Defense Programs’ overarching plan to achieve its highest

priorities—that is, to ensure a safe, secure, and effective nuclear stockpile, and sustain and modernize

the stockpile and the infrastructure consistent with national policy and Department of Defense (DoD)

requirements.    Second, it is the formal means by which NNSA communicates the status of Defense

Programs activities and the 25‐year strategic program of record to Congress.  In conjunction with the

classified Annex, this SSMP discusses the current and projected composition and condition of the

stockpile.    A key focus is implementing activities in support of the Nuclear Posture Review Report,

including the objective to reduce both the number of warhead types and the stockpile size.    For

instance, by formulating life extension options for interoperable warheads, we can reduce the number

of warhead types while improving the safety and security of the Nation’s nuclear deterrent.   

To better accommodate the number and scope of the life extension programs (LEPs) currently planned,

the Nuclear Weapons Council has conveyed a number of changes to DoD’s requirements.  Among these

changes are the following.    The W76‐1 LEP production will be completed in FY 2019 rather than in

FY 2021, while still meeting the Navy’s schedule for the operationally deployed units.    The first

production unit of the B61‐12, consolidating the B61‐3,  ‐4,  ‐7, and  ‐10, is planned for completion in

FY 2019.   NNSA plans to complete the first production unit for the W88 Alteration, which comprises

improvements to arming, fuzing, and firing components and provides for sufficient logistical spares

through the weapon lifetime by early FY 2019 rather than by late FY 2018.  NNSA is conducting a study

for an interoperable warhead, the W78/88‐1, to meet the DoD requirement for a first production unit in

FY 2025 rather than in FY 2023.

In addition, NNSA is conducting the initial steps to understand the requirements for a cruise missile

warhead life extension with a first production unit as early as FY 2024.  Ultimately, the plan to sustain

the stockpile is to consolidate the stockpile to three ballistic missile warheads and two air‐delivered

systems (i.e. the “3+2” vision).    Such a stockpile would have a number of advantages such as being

simpler to maintain and improving overall safety and security.    Advanced science, technology, and

engineering (ST&E) capabilities are critical to meet the objectives in the Nuclear Posture Review Report.  

These ST&E capabilities, together with the complementary suite of experimental facilities and

supercomputing platforms and codes, underpin NNSA’s ability to assess the safety, security, and

reliability of each nuclear weapon system on an annual basis.    ST&E provides the tools to assess the

condition and performance of the stockpile, the fundamental basis for the predictive assessment of each

                                                           

1 Weapons Activities budget for FY 2014 and beyond no longer includes Nuclear Counterterrorism Incident Response.    The

comparison in the paragraph adjusted prior years for this change.
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weapon’s life, and a framework for maturation of technologies and components that are required to

address stockpile issues.

The Science, Engineering, Advanced Simulation and Computing, and Inertial Confinement Fusion Ignition

and High Yield Campaigns are increasing their emphasis on primary physics and boost.  These aspects of

weapon performance are critical to assess the stockpile and to prepare for LEPs that may involve

component reuse and pit manufacturing.   Hydrodynamic experiments, which are essential to NNSA’s

predictive capability validation, will be prioritized to support LEPs.  Integration of research on surrogates

and plutonium will be critical to stewardship success.    Although this plan will reduce the number of

experiments at NNSA’s high energy density facilities by about 10 percent, it will emphasize support of

high energy density weapons research and near‐term stockpile needs.    Because ignition was not

achieved in FY 2012, NNSA will emphasize non‐ignition stockpile stewardship activities at the National

Ignition Facility while supporting a reduced scientific effort to achieve ignition.    Although reductions

have been made in elements of the ST&E capability development, the resulting program will continue to

meet the critical objectives outlined in the Nuclear Posture Review Report and allow NNSA to sustain the

stockpile without the need for new underground nuclear testing.

Plans to revitalize the aging nuclear security enterprise are another critical element of this SSMP.  

Facilities that support the stockpile tend to be costly and require years to complete because of unique

safety, security, materials, and specialized processing requirements.  NNSA has made difficult choices to

phase key infrastructure investments while meeting the needs of the stockpile.    The most significant

planning adjustment was the decision to archive the design for the Chemistry and Metallurgy Research

Replacement Nuclear Facility (CMRR‐NF) in FY 2012 and then defer construction of the CMRR‐NF for at

least 5 years.    This deferral is only possible by leveraging previous investments such as the new

radiological laboratory for analytical chemistry; conducting the plutonium characterization work at

Los Alamos National Laboratory (LANL), and possibly other available laboratories, as necessary; and

accelerating plans to process, package, and ship excess special nuclear material out of the plutonium

facility at LANL.    NNSA plans to phase in capabilities sooner than planned for CMRR‐NF by adding

equipment in the existing infrastructure.   NNSA is also evaluating the feasibility of constructing small

laboratory modules connected to existing nuclear facilities that could accommodate higher risk

plutonium operations in more modern space.  This solution would provide NNSA with continuity of the

current capabilities essential for meeting future plutonium manufacturing and characterization

requirements.    When combined with equipment and infrastructure upgrades to pit manufacturing

capacity, this plutonium strategy would meet the needs of the stockpile defined in this 25‐year plan.   

NNSA has also adjusted plans for the Uranium Capabilities Replacement Project at the Y‐12 National

Security Complex (Y‐12) to “front load” the requested funding profile and sequence the scope to enable

transition of operations out of Building 9212.    Phase I of the project will consist of transitioning the

required support, administration, logistics facilities, and infrastructure and utilities, as well as the

processes and capabilities (e.g., uranium casting and chemical processing) associated with

Building 9212.    Phase II will consist of relocating processes and capabilities associated with

Buildings 9215 and 9998 (e.g., uranium metal working, machining, and inspection) to the new facility.  

Phase III will consist of relocating processes and capabilities associated with Building 9204‐2E

(e.g., radiography, assembly and disassembly, quality evaluation, and production certification for

nuclear weapons secondaries) to the new facility.  

The nuclear security enterprise requires a diverse workforce with the capabilities and essential skills vital

to sustain the deterrent.    NNSA has identified workforce challenges for the future, developed and

refined plans to address those challenges, and implemented strategies to sustain the essential skills and

acquire future talent.    Stable funding and robust programs with strong ST&E content are critical to
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page v

manage the workforce and will enable NNSA to retain key personnel and hire the next generation of

stockpile stewards to meet emerging stockpile challenges and broader national security goals.

This SSMP describes NNSA’s efforts to maintain the physical security of its sites and the secure

transportation capabilities that link the sites and DoD together.  The plan describes effective business

practices that include governance initiatives to make the process more efficient, deployment of wireless

technology, and implementation of one‐card access to reduce costs.  The SSMP integrates the scope and

schedule necessary to sustain a safe, secure, and effective deterrent as long as nuclear weapons exist.  

Some of the updates reflected in this SSMP will require further adjustment as planning matures,

technology advances, and requirements and resources are balanced.  However, based on the Nuclear

Posture Review Report requirements, coordination with DoD, and a thorough analysis by the men and

women who are the actual stewards of the nuclear stockpile, this is an executable plan for the

modernization and sustainment of the infrastructure and the stockpile.   

   

   
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Fiscal Year 2014 Stockpile Stewardship and

Management Plan

TABLE OF CONTENTS

List of Figures.....................................................................................................................................xiv

List of Tables....................................................................................................................................xviii

List of Acronyms ................................................................................................................................xix

Legislative Language ..........................................................................................................................xxi

Chapter 1  Defense Programs – Central to the Nuclear Security Enterprise........................................ 1‐1

1.1 Policy Framework and Mission Definition ............................................................................................. 1‐1

1.2 Partnership with the Department of Defense ....................................................................................... 1‐2

1.3 Stockpile Stewardship and Management Planning ............................................................................... 1‐3

1.4 Stockpile Management.......................................................................................................................... 1‐5

1.5 Science, Technology, and Engineering in Stockpile Stewardship and Management............................. 1‐6

1.6 Nuclear Test Readiness.......................................................................................................................... 1‐6

1.7 Physical Infrastructure ........................................................................................................................... 1‐7

1.8 Federal and Contractor Workforce........................................................................................................ 1‐8

1.9 Security of the Nuclear Security Enterprise ........................................................................................... 1‐8

1.10 Overview of Projected Budgetary Requirements and Management Processes and Procedures.......... 1‐8

1.11 Additional Information........................................................................................................................... 1‐9

Chapter 2  Stockpile Management .................................................................................................... 2‐1

2.1 Nuclear Weapons Stockpile ................................................................................................................... 2‐1

2.1.1 Stockpile Overview .................................................................................................................. 2‐1

2.1.2 Stockpile Composition............................................................................................................. 2‐1

2.2 Stockpile Assessments, Surveillance, and Significant Finding Investigations ........................................ 2‐2

2.2.1 Weapon Assessments.............................................................................................................. 2‐3

2.2.2 Weapon Surveillance............................................................................................................... 2‐4

2.2.3 Significant Finding Investigations............................................................................................ 2‐9

2.3 Annual Assessment Report to the President ....................................................................................... 2‐10

2.3.1 Annual Assessment Requirements........................................................................................ 2‐10

2.3.2 Annual Assessment Process .................................................................................................. 2‐10

2.4 Maintenance of the Stockpile.............................................................................................................. 2‐11

2.5 Stockpile Services Subprogram............................................................................................................ 2‐12

2.6 Sustaining the Stockpile through Life Extension Plans ........................................................................ 2‐13

2.6.1 Life Extension Program Planning and Execution Process...................................................... 2‐15

2.6.2 Baseline Life Extension Program Plan.................................................................................... 2‐16

2.6.3 Improving the Approach to Life Extension Program Planning and Execution....................... 2‐20

2.6.4 Modernizing the Production Capabilities and Capacities...................................................... 2‐21

2.7 Weapons Dismantlement and Disposition........................................................................................... 2‐28

2.8 Integrated Surety Solutions for Transportation................................................................................... 2‐29

2.9 Summary of Significant Stockpile Accomplishments and Plans........................................................... 2‐30

2.9.1 Recent Major Stockpile Management Accomplishments...................................................... 2‐30

2.9.2 Stockpile Management Activities, Milestones, and Key Annual Deliverables....................... 2‐31
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Chapter 3  Science, Technology, and Engineering: The Base of Stockpile Stewardship  

and Management ............................................................................................................................. 3‐1

3.1 Introduction ........................................................................................................................................... 3‐1

3.2 Management and Planning.................................................................................................................... 3‐2

3.2.1 Technical Basis for Stockpile Transformation Planning........................................................... 3‐4

3.2.2 Component Maturation and Technology Development.......................................................... 3‐5

3.2.3 General Requirements for Predictive Science Planning .......................................................... 3‐7

3.3 Technology Development and Component Maturation for Stockpile Sustainment.............................. 3‐9

3.3.1 Non‐Nuclear Components and Technology........................................................................... 3‐11

3.3.2 Nuclear Explosive Package Components and Technology..................................................... 3‐13

3.3.3 Safety, Security, and Use Control .......................................................................................... 3‐13

3.3.4 Diagnostics............................................................................................................................. 3‐15

3.3.5 Major Function Enablers........................................................................................................ 3‐16

3.3.6 Special Considerations for Radiation Hardening of Nuclear  

and Non‐Nuclear Components.............................................................................................. 3‐17

3.3.7 Developing and Maintaining Manufacturing Capabilities..................................................... 3‐17

3.4 Predictive Science of Assessment and Certification ............................................................................ 3‐18

3.4.1 Nuclear Explosive Package Assessment................................................................................. 3‐18

3.4.2 Safety and Security ................................................................................................................ 3‐24

3.4.3 Engineering Assessment........................................................................................................ 3‐25

3.4.4 Hostile Environments, Outputs, and Effects.......................................................................... 3‐26

3.4.5 Enabling Capabilities.............................................................................................................. 3‐27

3.4.6 Integration of Predictive Capabilities for Design, Qualification,  

Assessment, and Certification ............................................................................................... 3‐28

3.5 Experimental and Computational Resources....................................................................................... 3‐29

3.5.1 Experimental Resources........................................................................................................ 3‐29

3.5.2 Facility and Infrastructure Planning....................................................................................... 3‐32

3.5.3 Computational Resources...................................................................................................... 3‐33

3.6 Ensuring United States Leadership in Science and Technology for NNSA  

and Broader National Security Missions.............................................................................................. 3‐35

3.7 Structure of Campaigns and Programs to Meet the Requirements  

of Stockpile Sustainment and Deterrence ........................................................................................... 3‐35

3.7.1 Science Campaign.................................................................................................................. 3‐35

3.7.2 Advanced Simulation and Computing Campaign .................................................................. 3‐37

3.7.3 Engineering Campaign........................................................................................................... 3‐38

3.7.4 Inertial Confinement Fusion Ignition and High Yield Campaign............................................ 3‐40

3.8 Milestones, Objectives, and Future Planning ...................................................................................... 3‐41

3.8.1 Projection of Some Key Weapons Issues beyond 2020......................................................... 3‐44

Chapter 4  Nuclear Test Readiness .................................................................................................... 4‐1

4.1 The NNSA Approach to Test Readiness.................................................................................................. 4‐1

4.2 Capability to Respond in 24 to 36 Months............................................................................................. 4‐3

4.3 Capability to Respond in 6 to 10 Months............................................................................................... 4‐4

4.4 Conclusion.............................................................................................................................................. 4‐4

Chapter 5  Revitalize Physical Infrastructure ..................................................................................... 5‐1

5.1 Capability‐Based Approach to Infrastructure Investment..................................................................... 5‐2

5.2 Sustainment of Existing Facilities and Infrastructure............................................................................. 5‐2

5.3 Construction........................................................................................................................................... 5‐7

5.3.1 Approved and Proposed Line‐Item Construction Projects...................................................... 5‐8

5.3.2 Approved and Proposed Security and Capital Equipment Projects....................................... 5‐11

5.4 Reliance on Non‐DOE‐Owned Facilities and Infrastructure................................................................. 5‐12
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5.5 Disposition of Excess Facilities............................................................................................................. 5‐12

5.6 Capabilities for Post‐2038 Weapons Infrastructure............................................................................. 5‐13

5.7 Site Stewardship .................................................................................................................................. 5‐18

5.7.1 Nuclear Materials Integration Subprogram........................................................................... 5‐18

5.7.2 Corporate Project Management Subprogram....................................................................... 5‐18

5.7.3 Enterprise Infrastructure Subprogram .................................................................................. 5‐18

5.7.4 Minority Serving Institution Partnerships Program............................................................... 5‐19

5.8 Key Milestones, Objectives, and Future Plans..................................................................................... 5‐19

Chapter 6  Sustaining the Workforce................................................................................................. 6‐1

6.1 The Nuclear Security Enterprise Workforce .......................................................................................... 6‐1

6.2 Workforce Planning for the Nuclear Security Enterprise....................................................................... 6‐3

6.2.1 Strategic Workload Drivers...................................................................................................... 6‐3

6.2.2 Federal Workforce Planning .................................................................................................... 6‐4

6.2.3 Management and Operating Contractor Workforce Planning ................................................ 6‐5

6.2.4 The Non‐Management and Operating Contractor Workforce ................................................ 6‐8

6.3 Workforce Sustainment Programs and Strategies................................................................................. 6‐8

6.3.1 Recruiting Programs................................................................................................................ 6‐9

6.3.2 Development Programs......................................................................................................... 6‐10

6.3.3 Compensation and Benefits .................................................................................................. 6‐11

6.3.4 Challenges.............................................................................................................................. 6‐11

6.4 Summary.............................................................................................................................................. 6‐11

Chapter 7  Security............................................................................................................................ 7‐1

7.1 Secure Transportation Asset Program................................................................................................... 7‐1

7.1.1 Core Components of the Secure Transportation Asset Program ............................................ 7‐2

7.1.2 Major Organizational Efforts of the Secure Transportation Asset Program  ........................... 7‐3

7.1.3 Secure Transportation Asset Program Goals........................................................................... 7‐4

7.1.4 Secure Transportation Asset Program Strategy ...................................................................... 7‐5

7.1.5 Secure Transportation Asset Program Challenges .................................................................. 7‐6

7.2 Defense Nuclear Security Program........................................................................................................ 7‐7

7.2.1 Offices of the Defense Nuclear Security Program................................................................... 7‐7

7.2.2 Defense Nuclear Security Program Goals................................................................................ 7‐9

7.2.3 Defense Nuclear Security Program Strategy ........................................................................... 7‐9

7.2.4 Defense Nuclear Security Program Challenges ..................................................................... 7‐10

7.3 NNSA Chief Information Officer Activities Program............................................................................. 7‐11

7.3.1 Information Technology ........................................................................................................ 7‐11

7.3.2 NNSA Network Vision ............................................................................................................ 7‐11

7.3.3 Transformation of Information Technology Architecture ..................................................... 7‐12

7.3.4 Joint Cybersecurity Coordination Center............................................................................... 7‐12

7.3.5 Cyber Sciences Laboratory .................................................................................................... 7‐13

7.3.6 Subprograms of NNSA Chief Information Officer Activities .................................................. 7‐13

7.3.7 NNSA Chief Information Officer Activities Program Goals.................................................... 7‐14

7.3.8 NNSA Chief Information Officer Activities Program Strategy................................................ 7‐15

7.3.9 NNSA Chief Information Officer Activities Program Challenges............................................ 7‐17

7.4 Milestones, Objectives, and Future Plans............................................................................................ 7‐18

7.4.1 Secure Transportation Asset Program Milestones, Objectives, and Future Plans ................ 7‐18

7.4.2 Defense Nuclear Security Program Milestones, Objectives, and Future Plans ..................... 7‐18

7.4.3 NNSA Chief Information Officer Activities Program Milestones, Objectives,  

and Future Plans.................................................................................................................... 7‐19
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Chapter 8  Future Years Nuclear Security Program Budget, Requirements Estimates,  

and Operations and Effective Business Practices............................................................................... 8‐1

8.1 Future Years Nuclear Security Program Budget..................................................................................... 8‐1

8.2 Directed Stockpile Work Budget............................................................................................................ 8‐3

8.3 Science, Technology, and Engineering Budget and Readiness Campaign Budget................................. 8‐4

8.3.1 Science Campaign.................................................................................................................... 8‐4

8.3.2 Engineering Campaign............................................................................................................. 8‐5

8.3.3 Inertial Confinement Fusion Ignition and High Yield Campaign .............................................. 8‐5

8.3.4 Advanced Simulation and Computing Campaign .................................................................... 8‐6

8.3.5 Readiness Campaign................................................................................................................ 8‐6

8.4 Nuclear Security Enterprise Infrastructure and Operations .................................................................. 8‐7

8.5 Secure Transportation Asset Budget ..................................................................................................... 8‐8

8.6 Other Weapons Activities Budget.......................................................................................................... 8‐9

8.7 Other Fiscal Issues.................................................................................................................................. 8‐9

8.7.1 Pension Cost Growth and Alternative Mitigation Strategies................................................... 8‐9

8.8 Estimates of Requirements Beyond the Future Years Nuclear Security Program ............................... 8‐10

8.9 Estimates for Stockpile Management.................................................................................................. 8‐11

8.10 Operations and Effective Business Practices ....................................................................................... 8‐19

8.10.1 International Organization for Standardization Management Systems Standards............... 8‐19

8.10.2 Governance Model ................................................................................................................ 8‐20

8.10.3 Wireless Technology.............................................................................................................. 8‐21

8.10.4 One Identification Access Control ......................................................................................... 8‐22

8.10.5 NNSA Network Vision ............................................................................................................ 8‐23

8.10.6 Business Management Advisory Council............................................................................... 8‐23

8.10.7 Defense Programs Enterprise Portfolio Analysis Tool ........................................................... 8‐24

8.10.8 Defense Programs Work Breakdown Structure..................................................................... 8‐25

Chapter 9  Conclusion ...................................................................................................................... 9–1

Appendix A — Requirements Mapping .............................................................................................A‐1

A.1 National Nuclear Security Administration Response to Public Law, Legislation,  

and Other Reporting Requirements....................................................................................................... A‐1

A.2 Ongoing Requirements.......................................................................................................................... A‐6

A.3 Other Requirements .............................................................................................................................. A‐8

Appendix B — Science, Technology, and Engineering Campaigns Subprograms.................................B‐1

B.1 Science Campaign .................................................................................................................................. B‐1

B.1.1 Advanced Certification Subprogram........................................................................................ B‐1

B.1.2 Primary Assessment Technologies Subprogram...................................................................... B‐1

B.1.3 Dynamic Materials Properties Subprogram ............................................................................ B‐1

B.1.4 Advanced Radiography Subprogram....................................................................................... B‐2

B.1.5 Secondary Assessment Technologies Subprogram ................................................................. B‐2

B.2 Advanced Simulation and Computing Campaign................................................................................... B‐2

B.2.1 Integrated Codes Subprogram................................................................................................. B‐2

B.2.2 Physics and Engineering Models Subprogram......................................................................... B‐2

B.2.3 Verification and Validation Subprogram ................................................................................. B‐3

B.2.4 Computational Systems and Software Environment Subprogram.......................................... B‐3

B.2.5 Facility Operations and User Support Subprogram................................................................. B‐3
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B.3 Engineering Campaign ........................................................................................................................... B‐3

B.3.1 Enhanced Surety Subprogram................................................................................................. B‐3

B.3.2 Weapon Systems Engineering Assessment Technology Subprogram..................................... B‐4

B.3.3 Nuclear Survivability Subprogram ........................................................................................... B‐4

B.3.4 Enhanced Surveillance Subprogram........................................................................................ B‐4

B.4 Inertial Confinement Fusion Ignition and High Yield Campaign ............................................................ B‐5

B.4.1 Ignition Subprogram................................................................................................................ B‐5

B.4.2 Support of Other Stockpile Programs Subprogram................................................................. B‐5

B.4.3 Diagnostics, Cryogenics, and Experimental Support Subprogram .......................................... B‐5

B.4.4 Pulsed Power Inertial Confinement Fusion Subprogram......................................................... B‐6

B.4.5 Joint Program in High Energy Density Laboratory Plasmas Subprogram ................................ B‐6

B.4.6 Facility Operations and Target Production Subprogram......................................................... B‐6

Appendix C — Nuclear Test Readiness .............................................................................................. C‐1

C.1 Technological Aspects of Test Readiness Given Current State of Stockpile Stewardship...................... C‐1

C.2 Nevada National Security Site Nuclear Test‐Related Assets for FY 2013............................................... C‐2

C.2.1 Underground Nuclear Test Personnel ..................................................................................... C‐2

C.2.2 Physical Assets......................................................................................................................... C‐4

Appendix D — Physical Infrastructure Updates.................................................................................D‐1

D.1 Plutonium Facilities................................................................................................................................D‐1

D.1.1 Research and Development.....................................................................................................D‐1

D.1.2 Manufacturing ......................................................................................................................... D‐1

D.1.3 Storage.....................................................................................................................................D‐2

D.1.4 Radioactive Waste Disposition ................................................................................................D‐2

D.1.5 Enabling Infrastructure............................................................................................................D‐2

D.2 Uranium Facilities ..................................................................................................................................D‐3

D.2.1 Research and Development.....................................................................................................D‐3

D.2.2 Manufacturing ......................................................................................................................... D‐3

D.2.3 Enabling Infrastructure............................................................................................................D‐4

D.3 Tritium Facilities.....................................................................................................................................D‐4

D.3.1 Manufacturing ......................................................................................................................... D‐5

D.4 High Explosives and Assembly and Disassembly Facilities.....................................................................D‐5

D.4.1 Research and Development.....................................................................................................D‐5

D.4.2 High‐Explosives Production .....................................................................................................D‐5

D.4.3 Assembly and Disassembly Enabling Infrastructure................................................................D‐6

D.5 Non‐Nuclear Component Facilities........................................................................................................D‐7

D.5.1 Research and Development.....................................................................................................D‐7

D.5.2 Manufacturing ......................................................................................................................... D‐7

D.6 Special Nuclear Material........................................................................................................................ D‐8

D.6.1 Transportation......................................................................................................................... D‐8

D.6.2 Security Protection ..................................................................................................................D‐8

D.7 Design, Certification, Experiments, and Surveillance Facilities..............................................................D‐9

D.7.1 Potential Infrastructure Modernization ..................................................................................D‐9

D.7.2 Enabling Infrastructure..........................................................................................................D‐12
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Appendix E — Site Workforce Data ................................................................................................... E‐1

E.1 Los Alamos National Laboratory ............................................................................................................ E‐1

E.1.1 Mission .................................................................................................................................... E‐1

E.1.2 Los Alamos National Laboratory Management and Operating Contractor  

Workforce Summary Profile .................................................................................................... E‐1

E.1.3 Los Alamos National Laboratory Management and Operating Contractor  

Gains and Losses over the Last 5 Years ................................................................................... E‐2

E.1.4 Los Alamos National Laboratory Management and Operating Contractor  

Workforce Projections for Essential Skills ............................................................................... E‐2

E.1.5 Management and Operating Contractor Workforce Outlook ................................................. E‐3

E.2 Lawrence Livermore National Laboratory ............................................................................................. E‐3

E.2.1 Mission .................................................................................................................................... E‐3

E.2.2 Lawrence Livermore National Laboratory Management and Operating  

Contractor Workforce Summary Profile.................................................................................. E‐4

E.2.3 Lawrence Livermore National Laboratory Management and Operating  

Contractor Gains and Losses over the Last 5 Years................................................................. E‐4

E.2.4 Lawrence Livermore National Laboratory Management and Operating  

Contractor Workforce Projections for Essential Skills............................................................. E‐5

E.2.5 Lawrence Livermore National Laboratory Management and Operating  

Contractor Workforce Outlook................................................................................................ E‐5

E.3 Sandia National Laboratories................................................................................................................. E‐6

E.3.1 Mission .................................................................................................................................... E‐6

E.3.2 Sandia National Laboratories Management and Operating Contractor  

Workforce Summary Profile .................................................................................................... E‐7

E.3.3 Sandia National Laboratories Management and Operating Contractor  

Gains and Losses over the Last 5 Years ................................................................................... E‐7

E.3.4 Sandia National Laboratories Management and Operating Contractor  

Workforce Projections for Essential Skills ............................................................................... E‐8

E.3.5 Sandia National Laboratories Management and Operating Contractor  

Workforce Outlook.................................................................................................................. E‐8

E.4 Kansas City Plant.................................................................................................................................... E‐9

E.4.1 Mission .................................................................................................................................... E‐9

E.4.2 Kansas City Plant Management and Operating Contractor Workforce Summary Profile ....... E‐9

E.4.3 Kansas City Plant Management and Operating Contractor Gains and Losses  

over the Last 5 Years.............................................................................................................. E‐10

E.4.4 Kansas City Plant Management and Operating Contractor Workforce  

Projections for Essential Skills ............................................................................................... E‐10

E.4.5 Kansas City Plant Management and Operating Contractor Workforce Outlook................... E‐11

E.5 Pantex Plant......................................................................................................................................... E‐11

E.5.1 Mission .................................................................................................................................. E‐11

E.5.2 Pantex Plant Management and Operating Contractor Workforce Summary Profile ............ E‐12

E.5.3 Pantex Plant Management and Operating Contractor Gains and Losses  

over the Last 5 Years.............................................................................................................. E‐12

E.5.4 Pantex Plant Management and Operating Contractor Workforce Projections  

for Essential Skills .................................................................................................................. E‐13

E.5.5 Pantex Plant Management and Operating Contractor Workforce Outlook.......................... E‐13
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page xiii

E.6 Savannah River Site – Tritium Programs.............................................................................................. E‐14

E.6.1 Mission .................................................................................................................................. E‐14

E.6.2 Savannah River Site Management and Operating Tritium Programs  

Contractor Workforce Summary Profile................................................................................ E‐14

E.6.3 Savannah River Site Management and Operating Tritium Programs  

Contractor Gains and Losses over the Last 5 Years............................................................... E‐15

E.6.4 Savannah River Site Management and Operating Tritium Programs  

Contractor Workforce Projections for Essential Skills........................................................... E‐15

E.6.5 Savannah River Site Management and Operating Tritium Programs  

Contractor Workforce Outlook.............................................................................................. E‐16

E.7 Y‐12 National Security Complex........................................................................................................... E‐16

E.7.1 Mission .................................................................................................................................. E‐16

E.7.2 Y‐12 National Security Complex Management and Operating Contractor  

Workforce Summary Profile .................................................................................................. E‐16

E.7.3 Y‐12 National Security Complex Management and Operating Contractor  

Gains and Losses over the Last 5 Years ................................................................................. E‐17

E.7.4 Y‐12 National Security Complex Management and Operating Contractor  

Workforce Projections for Essential Skills ............................................................................. E‐17

E.7.5 Y‐12 National Security Complex Management and Operating Contractor  

Workforce Outlook................................................................................................................ E‐18

E.8 Nevada National Security Site.............................................................................................................. E‐18

E.8.1 Mission .................................................................................................................................. E‐18

E.8.2 Nevada National Security Site Management and Operating Contractor  

Workforce Summary Profile .................................................................................................. E‐19

E.8.3 Nevada National Security Site Management and Operating Contractor  

Gains and Losses over the Last 5 Years ................................................................................. E‐19

E.8.4 Nevada National Security Site Management and Operating Contractor  

Workforce Projections for Essential Skills ............................................................................. E‐20

E.8.5 Nevada National Security Site Management and Operating Contractor  

Workforce Outlook................................................................................................................ E‐20

E.9 Work for Others................................................................................................................................... E‐21

E.9.1 Work for Others (Outside the Weapons Activities Account)................................................. E‐22

E.9.2 Work for Others Activities at National Nuclear Security Administration Facilities ............... E‐22

E.9.3 Federal Agencies, State, and Local Government................................................................... E‐23

E.9.4 Private Industry and Academia Partnerships ........................................................................ E‐24

E.9.5 Licensing ................................................................................................................................ E‐24

E.10 Total Management and Operating Contractor Workforce at Sites Engaged in Weapons Activities ... E‐24
June 2013 | Department of Energy   

Page xiv | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

LIST OF FIGURES

Figure 1–1.    Flow of planning activities in the SSMP that begins with national policy and culminates  

in actions to provide a safe, secure, and reliable stockpile and an effective deterrent .......................1‐3

Figure 1–2.    Linkage of science, technology, and engineering activities to weapons component  

life extension programs.........................................................................................................................1‐4

Figure 2–1.    Activities conducted to assure a specific weapon system continues to meet  

performance requirements within a sufficient margin.........................................................................2‐3

Figure 2–2.    Continuous cycle of Surveillance Program activities.............................................................................2‐7

Figure 2–3.    Nuclear weapons stockpile surveillance governance model ................................................................2‐8

Figure 2–4.    Historical number of Significant Finding Investigations opened and closed during  

calendar years 2001 to 2012 and the number that resulted in an impact to the stockpile..................2‐9

Figure 2–5.    Schematic of the annual assessment process culminating in the Report on Stockpile

Assessment and informing the Secretaries of Defense and Energy, the President, and Congress.....2‐11

Figure 2–6.    The Stockpile Services subprogram provides critical enabling capabilities to conduct  

the production mission .......................................................................................................................2‐13

Figure 2–7.    Schematic of 6.x Process integrated with key gate reviews required by the  

Product Realization Process................................................................................................................2‐16

Figure 2–8.    National Nuclear Security Administration life extension activities.....................................................2‐17

Figure 2–9.    Schedule for irradiation of tritium‐producing burnable absorber rods  

to meet post‐Nuclear Posture Review Report requirements..............................................................2‐24

Figure 2–10.  Schedule for supplying unobligated low enriched uranium fuel to the Watts Bar reactor................2‐25

Figure 2–11.  Commercial facilities from across the country provide essential capabilities to support

National Nuclear Security Administration’s manufacturing infrastructure ........................................2‐27

Figure 2–12.  Process flow of activities involved in the safe dismantlement and disposition  

of nuclear warheads............................................................................................................................2‐28

Figure 2–13.  Potential schedule for Integrated Surety Solutions implementation  

for National Nuclear Security Administration transportation.............................................................2‐30

Figure 2–14.  Goals, milestones, and key annual activities for weapon assessment,  

surveillance, and maintenance ...........................................................................................................2‐32

Figure 2–15.  Milestones for life extension programs, major weapons component production,  

and weapons alteration and dismantlement......................................................................................2‐32

Figure 3–1.    Flow of science, technology, and engineering deliverables to life extension programs.......................3‐3

Figure 3–2.    Planning and implementation process..................................................................................................3‐3

Figure 3–3.    The seven current major functions, or “strands,” of the Component Maturation Framework,

with key components identified ...........................................................................................................3‐6

Figure 3–4.    Predictive Capability Framework pegpost diagram of major efforts (strands) required  

to advance stockpile assessment, sustainment, and certification capabilities.....................................3‐8

Figure 3–5.    Technology readiness level .................................................................................................................3‐10

Figure 3–6.    A large portion of weapons operation is in the high energy density regime......................................3‐22

Figure 3–7.    Subprograms of the Science Campaign in fiscal year 2013.................................................................3‐36

Figure 3–8.    Subprograms of the Advanced Simulation and Computing Campaign in fiscal year 2013 .................3‐38

Figure 3–9.    Subprograms of the Engineering Campaign in fiscal year 2013..........................................................3‐39

Figure 3–10.  Subprograms of the Inertial Confinement Fusion Ignition and High Yield Campaign  

in fiscal year 2013................................................................................................................................3‐40

Figure 3–11.  Computational milestones and objectives led by the Advanced Simulation  

and Computing Campaign...................................................................................................................3‐41
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page xv

Figure 3–12.  Experimental and analysis milestones and objectives led by the Science Campaign.........................3‐42

Figure 3–13.  Milestones and objectives based on experiments on NNSA’s high energy density facilities  

and led by the Inertial Confinement Fusion Ignition and High Yield Campaign..................................3‐42

Figure 3–14.  Engineering and technological milestones and objectives led by the Engineering Campaign ...........3‐43

Figure 5–1.    Facility Condition Index measurements and Deferred Maintenance ...................................................5‐7

Figure 5–2.    NNSA Integrated Priority List of capital construction projects ...........................................................5‐10

Figure 5–3.    Nominal schedule and cost of security projects .................................................................................5‐11

Figure 5–4.    Nominal schedule and cost of capital equipment projects.................................................................5‐11

Figure 5–5.    NNSA deactivation and disposition projections..................................................................................5‐13

Figure 5–6.    Physical infrastructure revitalization milestones, objectives, and future plans..................................5‐19

Figure 6–1.    Nuclear security enterprise workforce components ............................................................................6‐2

Figure 6–2.    NNSA workforce by occupational series functions (excludes Naval Reactors).....................................6‐5

Figure 6–3.    National Nuclear Security Administration management and operating contractor workforce............6‐6

Figure 6–4.    NNSA consolidated management and operating contractor gains and losses  

in essential‐skills positions over the last 5 years...................................................................................6‐7

Figure 6–5.    National Nuclear Security Administration management and operating workforce  

projections for essential skills...............................................................................................................6‐7

Figure 7–1.    NNSA Chief Information Officer Activities program work flow for the risk management process.....7‐17

Figure 7–2.    Secure Transportation Asset program milestones and objectives timeline .......................................7‐18

Figure 7–3.    NNSA Physical Defense Nuclear Security program milestones and objectives timeline.....................7‐18

Figure 7–4.    NNSA Chief Information Officer Activities program milestones and objectives timeline...................7‐19

Figure 8–1.    Weapons Activities historical purchasing power — fiscal years 2001 through 2018............................8‐3

Figure 8–2.    Directed Stockpile Work funding schedule for fiscal years 2012 through 2018 ...................................8‐3

Figure 8–3.    Science Campaign funding schedule for fiscal years 2012 through 2018 .............................................8‐4

Figure 8–4.    Engineering Campaign funding schedule for fiscal years 2012 through 2018 ......................................8‐5

Figure 8–5.    Inertial Confinement Fusion Ignition and High Yield Campaign funding schedule  

for fiscal years 2012 through 2018........................................................................................................8‐5

Figure 8–6.    Advanced Simulation and Computing Campaign funding schedule  

for fiscal years 2012 through 2018........................................................................................................8‐6

Figure 8–7.    Readiness Campaign funding schedule for fiscal years 2012 through 2018 .........................................8‐6

Figure 8–8.    Nuclear Programs funding schedule for fiscal years 2012 through 2018 .............................................8‐7

Figure 8–9.    Site Stewardship funding schedule for fiscal years 2012 through 2018 ...............................................8‐8

Figure 8–10.  Secure Transportation Asset funding schedule for fiscal years 2012 through 2018 ............................8‐8

Figure 8–11.  Other Weapons Activities funding schedules for fiscal years 2012 through 2018 ...............................8‐9

Figure 8–12.  Estimate of out‐year budget requirements for Weapons Activities  

of the NNSA in then‐year dollars.........................................................................................................8‐10

Figure 8–13.  B61 gravity bomb projected costs for fiscal years 2014 through 2038 ..............................................8‐12

Figure 8–14.  W76 nuclear warhead projected costs for fiscal years 2014 through 2038 .......................................8‐13

Figure 8–15.  W78 nuclear warhead projected costs for fiscal years 2014 through 2038 .......................................8‐13

Figure 8–16.  W80 nuclear warhead projected costs for fiscal years 2014 through 2038 .......................................8‐14

Figure 8–17.  B83 gravity bomb projected costs for fiscal years 2014 through 2038 ..............................................8‐14

Figure 8–18.  W87 nuclear warhead projected costs for fiscal years 2014 through 2038 .......................................8‐15

Figure 8–19.  W88 nuclear warhead projected costs for fiscal years 2014 through 2038 .......................................8‐15

Figure 8–20.  IW‐1 life extension program projected costs for fiscal years 2014 through 2038..............................8‐16
June 2013 | Department of Energy   

Page xvi | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

Figure 8–21.  Cruise missile warhead life extension program projected costs  

for fiscal years 2014 through 2038......................................................................................................8‐16

Figure 8–22.  IW‐2 life extension program nuclear warhead projected costs  

for fiscal years 2014 through 2038......................................................................................................8‐17

Figure 8–23.  IW‐3 nuclear warhead projected costs for fiscal years 2014 through 2038 .......................................8‐17

Figure 8–24.  Total weapon cost projected for fiscal years 2014 through 2038 ......................................................8‐18

Figure 8–25.  Total U.S. projected nuclear weapons life extension costs for fiscal years 2013 through 2038 ........8‐18

Figure 8–26.  The National Nuclear Security Administration governance model.....................................................8‐21

Figure E–1.    Los Alamos National Laboratory NNSA management and operating contractor  

workforce in fiscal year 2013 ................................................................................................................E‐1

Figure E–2.    Los Alamos National Laboratory NNSA management and operating contractor  

gains and losses in essential‐skills positions over the last 5 years........................................................E‐2

Figure E–3.    Los Alamos National Laboratory NNSA management and operating contractor  

workforce projections for essential skills..............................................................................................E‐2

Figure E–4.    Lawrence Livermore National Laboratory NNSA management and operating  

contractor workforce in fiscal year 2013 ..............................................................................................E‐4

Figure E–5.    Lawrence Livermore National Laboratory NNSA management and operating  

contractor gains and losses in essential‐skills positions over the last 5 years......................................E‐4

Figure E–6.    Lawrence Livermore National Laboratory NNSA management and operating  

contractor workforce projections for essential skills............................................................................E‐5

Figure E–7.    Sandia National Laboratories NNSA management and operating contractor  

workforce in fiscal year 2013 ................................................................................................................E‐7

Figure E–8.    Sandia National Laboratories NNSA management and operating contractor  

gains and losses in essential‐skills positions over the last 5 years........................................................E‐7

Figure E–9.    Sandia National Laboratories NNSA management and operating contractor  

workforce projections for essential skills..............................................................................................E‐8

Figure E–10.  Kansas City Plant NNSA management and operating contractor workforce in fiscal year 2013..........E‐9

Figure E–11.  Kansas City Plant NNSA management and operating contractor gains and losses  

in essential‐skills positions over the last 5 years.................................................................................E‐10

Figure E–12.  Kansas City Plant NNSA management and operating contractor workforce  

projections for essential skills.............................................................................................................E‐10

Figure E–13.  Pantex Plant NNSA management and operating contractor workforce in fiscal year 2013 ...............E‐12

Figure E–14.  Pantex Plant NNSA management and operating contractor gains and losses in

essential‐skills positions over the last 5 years.....................................................................................E‐12

Figure E–15.  Pantex Plant NNSA management and operating contractor workforce projections  

for essential skills................................................................................................................................E‐13

Figure E–16.  Savannah River Site NNSA management and operating Tritium Programs contractor  

workforce in fiscal year 2013 ..............................................................................................................E‐14

Figure E–17.  Savannah River Site NNSA management and operating Tritium Programs contractor  

gains and losses in essential‐skills positions over the last 5 years......................................................E‐15

Figure E–18.  Savannah River Site NNSA management and operating Tritium Programs contractor  

workforce projections for essential skills............................................................................................E‐15

Figure E–19.  Y‐12 National Security Complex NNSA management and operating contractor  

workforce in fiscal year 2013 ..............................................................................................................E‐16

Figure E–20.  Y‐12 National Security Complex NNSA management and operating contractor  

gains and losses in essential‐skills positions over the last 5 years......................................................E‐17

Figure E–21.  Y‐12 National Security Complex management and operating contractor workforce  

projections for essential skills.............................................................................................................E‐17
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page xvii

Figure E–22.  Nevada National Security Site NNSA management and operating contractor  

workforce in fiscal year 2013 ..............................................................................................................E‐19

Figure E–23.  Nevada National Security Site NNSA management and operating contractor  

gains and losses in essential‐skills positions over the last 5 years......................................................E‐19

Figure E–24.  Nevada National Security Site NNSA management and operating contractor  

workforce projections for essential skills............................................................................................E‐20

Figure E–25.  Work for Others actual and projected resources and percentages by site ........................................E‐23

Figure E–26.  Total NNSA management and operating contractor workforce planned for fiscal year 2013 ...........E‐24
June 2013 | Department of Energy   

Page xviii | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

LIST OF TABLES

Table 2–1.    Current U.S. nuclear weapons and associated delivery systems..........................................................2‐2

Table 2–2.    Fiscal year 2012 actual and fiscal year 2013 projected major Directed Stockpile Work  

program stockpile evaluation activities (as of January 31, 2013) .........................................................2‐6

Table 2–3.    Major surveillance evaluations completed in fiscal year 2012 and planned for fiscal year 2013,

as well as planning requirements for the Future Years Nuclear Security Program

(fiscal year 2014 through fiscal year 2018) (as of January 31, 2013) ....................................................2‐6

Table 2–4.   Pit development timeline....................................................................................................................2‐22

  

Table 3–1.    Technology driver categories................................................................................................................3‐4

Table 3–2.    Manufacturing readiness level............................................................................................................3‐10

Table 3–3.    Selected non‐nuclear component technology development..............................................................3‐12

Table 3–4.    Selected nuclear explosive package component technology development.......................................3‐14

Table 3–5.    Experimental capabilities....................................................................................................................3‐30

Table 3–6.    ASC Computing capabilities (based on the historical platform classes)..............................................3‐34

Table 5–1.    Infrastructure management strategy to sustain National Nuclear Security Administration

functions and mission capabilities ........................................................................................................5‐3

Table 5–2.    Infrastructure modernization accomplishments and post‐2038 capability status .............................5‐14

Table 7–1.    Agencies, DOE/NNSA offices, and programs supported by the

Secure Transportation Asset program ..................................................................................................7‐1

Table 8–1.    Overview of Future Years Nuclear Security Program budget for Weapons Activities  

in fiscal years 2012 through 2018 .........................................................................................................8‐2

Table 8–2.    Savings targets for workforce prioritization and management efficiencies .........................................8‐2

Table 8–3.    Surveillance Program funding for fiscal years 2010 through 2018 .......................................................8‐4

Table 8–4.    Estimated tritium readiness resource requirements............................................................................8‐7

Table 8–5.    Cost and savings summary for NNSA wireless technology .................................................................8‐22

Table 8–6.    OneID costs, benefits, and estimated payback ...................................................................................8‐22

Table C–1.    Technical aspect of test readiness ....................................................................................................... C‐2

Table C–2.    Nuclear Test Organization key and critical position requirements...................................................... C‐3

Table C–3.    Nuclear Test Organization key and critical vacancies .......................................................................... C‐3

Table C–4.    National Security Technologies underground nuclear test position vacancies ................................... C‐5
Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page xix

LIST OF ACRONYMS

AF&F Arming, Fuzing, and Firing  

Alt Alteration

ASC Advanced Simulation and Computing

BEEF Big Explosives Experimental Facility

BMAC Business Management Advisory Council

CAPE Cost Analysis and Program Evaluation

CD Critical Decision

CHE Conventional High Explosives

CMF Component Maturation Framework

CMR Chemistry and Metallurgy Research

CMRR‐NF Chemistry and Metallurgy Research Replacement Nuclear Facility

CoLOSSIS Confined Large Optical Scintillator Screen and Imaging System

CSA Canned Subassembly

CSL Cyber Sciences Laboratory

DARHT Dual Axis Radiographic Hydrodynamic Test

DM Deferred Maintenance

DoD Department of Defense  

DOE Department of Energy  

DSW Directed Stockpile Work  

EPAT Enterprise Portfolio Analysis Tool

FCI Facility Condition Index

FD Facilities Disposition

FY Fiscal Year  

FYNSP Future Years Nuclear Security Program

GTS Gas Transfer System

ICBM Intercontinental Ballistic Missile  

ICF Inertial Confinement Fusion

IHE Insensitive High Explosive

ISO International Organization for Standardization

IT Information Technology

IW Interoperable Warheads

JASPER Joint Actinide Shock Physics Experimental Research

JC3 Joint Cybersecurity Coordination Center

JLON Joint Laboratory Operations – Nevada

KCPNSC Kansas City Plant National Security Campus

KCRIMS Kansas City Responsive Infrastructure Manufacturing and Sourcing

LANL Los Alamos National Laboratory  

LANSCE Los Alamos Neutron Science Center  

LEED Leadership in Energy and Environmental Design

LEP Life Extension Program  

LLC Limited Life Component

LLNL Lawrence Livermore National Laboratory

M&O Management and Operating

MC Mission Critical
June 2013 | Department of Energy   

Page xx | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

MDNC Mission Dependent Not Critical

MOD Modification

MRL Manufacturing Readiness Level

MSIPP Minority Serving Institution Partnership Program

NBI National Boost Initiative

NEP Nuclear Explosive Package

NMD Not Mission Dependent

NNSA National Nuclear Security Administration  

NTO Nuclear Test Organization

OCIO Office of the Chief Information Officer

PCF Predictive Capability Framework

PF‐4 Plutonium Facility

PIDAS Perimeter Intrusion Detection and Assessment System

PLOAS Probability of Loss of Assured Safety

PPBE   Planning, Programming, Budgeting, and Evaluation

PRIDE   Product Realization Integrated Digital Enterprise

QMU Quantification of Margins and Uncertainties

R&D Research and Development  

RLUOB Radiological Laboratory Utility Office Building

SFI Significant Finding Investigation

SLBM Submarine‐Launched Ballistic Missile

SNL Sandia National Laboratories  

SRS Savannah River Site

SSMP Fiscal Year 2014 Stockpile Stewardship and Management Plan

STA Secure Transportation Asset

STARS Standard Accounting and Reporting System

ST&E Science, Technology, and Engineering  

TA Technical Area

TATB Triaminotrinitrobenzene

TBSTP Technical Basis for Stockpile Transformation Planning

TPBARs Tritium‐Producing Burnable Absorber Rods

TRIM Tritium Responsive Infrastructure Modifications

TRL Technology Readiness Level

TVA Tennessee Valley Authority

U.S.C. United States Code

UCRP Uranium Capabilities Replacement Project

UGT Underground Nuclear Test

UPF Uranium Processing Facility

USEC United States Enrichment Corporation

V&V Verification and Validation

WBS Work Breakdown Structure

WFO Work for Others   

WR War Reserve

Y‐12 Y‐12 National Security Complex

2NV NNSA Network Vision
Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page xxi

LEGISLATIVE LANGUAGE

The National Nuclear Security Administration (NNSA) is required to report on how it plans to maintain

the nuclear weapons stockpile.    Specifically, Section 4203 of the Atomic Energy Defense Act

(50 U.S.C. 2523), as amended by the National Defense Authorization Act for Fiscal Year 2013, requires

that “The Administrator,[1] in consultation with the Secretary of Defense and other appropriate officials

of the departments and agencies of the Federal Government, shall develop and annually update a plan

for maintaining the nuclear weapons stockpile.    The plan shall cover, at a minimum, stockpile

stewardship, stockpile management, stockpile surveillance, program direction, infrastructure

modernization, human capital, and nuclear test readiness.”    Pursuant to previous statutory

requirements, except in 2012,2 a version of the document has been submitted to Congress annually

since 1998.    However, starting in 2013, reports on the plan are only required every odd year, with

summaries of the plan being sufficient in even years.

The bulk of the Fiscal Year 2014 Stockpile Stewardship and Management Plan (SSMP) is captured in a

single, top‐level, unclassified document.  In addition, one classified Annex to the SSMP is also provided.  

The Annex contains supporting details concerning U.S. nuclear stockpile and stockpile management

issues and describes the science, technology, and engineering base for the stewardship and

management of the stockpile.

   

                                                           

1

   The term ‘Administrator’ means the Administrator for the National Nuclear Security Administration. 2

   In 2012, an FY 2013 SSMP was not submitted to Congress because analytic work conducted by DoD/NNSA to evaluate the

out‐year needs for nuclear modernization activities across the nuclear security enterprise was ongoing and as such

pre‐decisional.   

Chapter 1

Defense Programs – Central to 

the Nuclear Security Enterprise

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 1‐1

CHAPTER 1

DEFENSE PROGRAMS – CENTRAL TO THE

NUCLEAR SECURITY ENTERPRISE

1.1 Policy Framework and Mission Definition  

Events over the past 3 years have reshaped the strategy for the nuclear security mission.    The

President’s National Security Strategy (White House 2010), the Nuclear Posture Review Report

(DoD 2010), and the ratification of the New Strategic Arms Reduction Treaty have underscored the

importance of the NNSA’s domestic and international nuclear mission.  These documents have provided

a clear path forward and, more specifically, have renewed NNSA’s mandate to maintain a safe, secure,

and reliable stockpile for as long as nuclear weapons exist.  

The mission of NNSA’s Defense Programs is to ensure the Nation sustains a safe, secure, and effective

nuclear deterrent through the application of ST&E and manufacturing.  As a result of the changing face

of nuclear deterrence and more widely dispersed nuclear knowledge, Defense Programs also ensures

the United States maintains excellence in nuclear science and technology that is second to none and can

be applied to broader national security challenges.  This SSMP is the long‐term guide for executing the

NNSA Defense Programs mission.  

The Stockpile Stewardship and Management mission is broad and directly depends on continuing to

improve the Nation’s ST&E and manufacturing capabilities as applied to nuclear weapons.    Stockpile

stewardship is primarily focused on certification and assessment of the Nation’s stockpile to provide

documented assurance that the weapons can meet the national security mission.    Stockpile

management oversees the specific processes by which the stockpile is sustained, while meeting DoD

requirements, and its safety and security features are modernized.  This mission includes extending the

effective service life of weapon systems through planned LEPs, pursuing opportunities to modernize the

stockpile to increase safety and security, and exchanging limited‐life components (LLCs).    Stockpile

sustainment encompasses the broad set of activities to maintain the stockpile through LLC exchanges

and to address stockpile changes via modifications, alterations, and LEPs.  The ST&E base enables these

stockpile actions by providing the underlying capabilities to surveil and assess the stockpile, the analysis

tools of simulation codes and validated models to accomplish the assessments, and the experimental

facilities to provide that data to validate the computer models.

The success of these mission elements relies on a technical Federal and contractor workforce and an

effective business model.  Achieving the nuclear security mission also relies on completing the full scope

of Defense Programs activities.

This SSMP describes the overarching 25‐year plan to accomplish the following mission elements:

 Ensure the U.S. nuclear weapons stockpile remains safe, secure, and reliable.

 Sustain the stockpile and modernize the safety, security, and use control features of the

stockpile without conducting underground nuclear tests.
June 2013 | Department of Energy  

Page 1‐2 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

 Strengthen the ST&E base that allows stockpile stewardship without underground nuclear

testing and provides insights to nonproliferation efforts.

 Use only nuclear components that are based on previously tested designs and provide no new

military capabilities while developing and implementing LEPs.

 Study options to ensure the safety, security, and reliability of nuclear warheads on a case‐by‐

case basis, consistent with the Congressionally‐mandated Stockpile Management Program.

 Consider the full range of LEP approaches, including refurbishment of warheads, reuse of

nuclear components from different warheads, and replacement of nuclear components.

 Give preference to options for refurbishment or reuse when considering any decision to

proceed to engineering development of warhead LEPs.

 Replace nuclear components only if critical Stockpile Management Program goals cannot

otherwise be met and only if specifically authorized by the President and approved by Congress.

 Refurbish and modernize the physical infrastructure to ensure the long‐term safety, security,

and reliability of the nuclear arsenal.

1.2 Partnership with the Department of Defense

NNSA partners with the DoD to provide an effective nuclear deterrent for the Nation.  This partnership is

facilitated through the coordination and cooperation of the Nuclear Weapons Council, which is jointly

organized by NNSA and DoD.    Decisions that affect the

stockpile are determined by the Nuclear Weapons Council,

which provides an interagency forum to achieve consensus

and establish priorities.    The Nuclear Weapons Council has

provided the following directions:

 Pursue B61 life extension Option 3B, with completion

of a first production unit no later than FY 2019.

 Complete W76‐1 production by FY 2019, while

supporting U.S. Navy W76‐1 fleet deployment

requirement timeline.

 Continue the Phase 6.2 Study of the W78/88‐1 LEP to

enable completion of the first production unit as

early as FY 2025.

 Complete a W88 arming, fuzing, and firing (AF&F)

first production unit in FY 2019 to avoid impacting

U.S. Navy operational forces and support the W78

and W87 fuze activities.

 Adjust downward the mix of active and reserve status

of the B83 weapons.  

 Downselect the cruise missile warhead family in FY 2013.

 Defer construction of the CMRR‐NF for at least 5 years and execute a plutonium strategy that

achieves a 30 pit per year capacity by 2021 and that may achieve up to 80 pits per year as early

as 2030.

Nuclear Weapons Council

“3+2” Vision

The Nuclear Weapons Council recently

adopted a long‐term “3+2” strategic vision

to transition the composition of the

stockpile to a total of five unique systems:

 Three ballistic missile‐type warheads,

each deployable on both Air Force and

Navy delivery systems, employing three

interoperable nuclear explosive

packages with adaptable non‐nuclear

components.

 Two types of air‐delivered nuclear

weapons, both deployable in a cruise

missile and a bomb weapon system,

employing interoperable nuclear

explosive packages with adaptable non‐

nuclear components.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 1‐3

 Modify Uranium Capabilities Replacement Project1 plans to accelerate construction and modify

the priorities to equip the new facility with Building 9212 capabilities first.  

 Continue constructing the High Explosive Pressing Facility, which will replace three aging

high‐explosive facilities at the Pantex Plant.   

1.3 Stockpile Stewardship and Management Planning

This SSMP describes the strong integration of the mission activities of Stockpile Stewardship and

Management.  For example, many ST&E methods are used to obtain information to make key stockpile

management decisions and plan efforts.    The Stockpile Stewardship and Management mission

requirements flow from a well‐defined set of national policy, strategy, military, nuclear deterrence, and

technology requirements, as illustrated in Figure 1–1.  

Figure 1–1. Flow of planning activities in the SSMP that begins with national policy and culminates

in actions to provide a safe, secure, and reliable stockpile and an effective deterrent

A number of methodologies have been developed to translate the military, nuclear deterrence, and

technology requirements into a systematic, interlinked array of activities and deliverables.  This iterative

process begins by examining the key planning documents that provide analyses of stockpile and nuclear

deterrence needs.  The basic stockpile requirements are in the LEP plans, which the annual Production

and Planning Directive summarizes.    These LEP plans are the culmination of analyses involving

                                                      

1 The National Defense Authorization Act for Fiscal Year 2013 refers to this project as the Uranium Capabilities Replacement

Project.  NNSA previously used the term Uranium Processing Facility to describe this project in planning documents.
June 2013 | Department of Energy  

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surveillance, assessment, and associated activities.  Other planning documents include the Primary and

Secondary Assessment Plans and related weapons materials plans.  The plans evaluate the evolving state

of the Nation’s stockpile, including options to improve safety and security and resolve other issues.  The

plans also address aspects of significant finding investigations (SFIs).  The Technical Basis for Stockpile

Transformation Planning (TBSTP) document provides analyses of the evolution of stockpile technology

needs based on component aging and changes in performance, as well as the implementation of safety

and security options.  The TBSTP also determines the date when technologies must be matured for LEP

insertion, which takes into account the replacement of components that have reached their end of life.

The Predictive Capability Framework (PCF) and the Component Maturation Framework (CMF) define

the high‐level activities to be executed by Defense Programs, as illustrated in the fourth column

of Figure 1–1.    The PCF identifies the complex set of interlinked analytical, computational, and

experimental activities needed for stockpile assessment, the evaluation of some surveillance data, and

the coordination of related efforts.    The PCF then provides a plan of action to accomplish those

activities.  The PCF also includes schedules for a sophisticated set of experiments to validate stockpile

modeling tools.    Similarly, the CMF identifies components to be matured and ensures that the best

technologies and manufacturing processes are available on timely schedules to supply components to

meet LEP requirements.    Figure 1–2 shows how these planning documents align with the phases of

each LEP.

Figure 1–2.  Linkage of science, technology, and engineering activities to weapons component

life extension programs  
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 1‐5

Defense Programs conducts regular surveillance and performance assessments to provide a knowledge

base to plan the continual maintenance and sustainment of the stockpile.    Defense Programs also

conducts SFIs of issues identified through these assessments (e.g., discovered defects or departures

from design or manufacturing specifications), identifies and evaluates aging phenomena that could

degrade stockpile performance, and resolves the resulting issues.    These activities are essential for

assessment and certification of the stockpile and for determining whether weapons components are

built to design specifications, whether the components perform to those design specifications over time,

and whether material choices and production processes could alter the performance.   

1.4 Stockpile Management

In the next 25 years, the U.S. nuclear weapons stockpile will be sustained and modernized through

vigorous surveillance, assessment, life extension, maintenance, and dismantlement efforts.  The overall

U.S. stockpile, which consists of active and inactive warheads, will also experience changes via LEPs to

improve its longevity, safety, and security and to reduce its size.  The composition of the stockpile will

reflect the needs of the nuclear deterrent strategy, as informed by feasibility studies and cost analyses.  

The stockpile will continue to include a mix of bombs, warheads delivered by submarine‐launched

ballistic missiles (SLBMs), warheads delivered by intercontinental ballistic missiles (ICBMs), and air‐

delivered warheads from air‐launched cruise missile platforms.    NNSA will not develop new nuclear

warheads or provide new military capability, except to improve safety, security, and reliability.

Defense Programs will continue to assess the stockpile annually to ensure it remains safe, secure, and

reliable.    Surveillance coupled to assessments provides the cornerstone of our understanding of the

condition of the stockpile.    Surveillance will be conducted by sampling quantities and by in‐depth

component evaluations.    The technical issues discovered will be understood and resolved through

rigorous independent reviews and analyses using ST&E tools and without new underground nuclear

tests.   

LEPs will address known issues in weapon systems (e.g., aging, manufacturing, and design) and evaluate

the options for increasing safety, security, and reliability on a case‐by‐case basis.    LEPs will only use

nuclear components based on previously tested designs.    The full range of LEP approaches will be

considered, including refurbishment, reuse of nuclear components from different warheads, and

replacement, with a strong preference for refurbishment and reuse.  Safety, security, and use control2

feature options will be pursued in coordination with DoD.

In addition to improving the safety of nuclear explosive packages (NEPs), LEPs will develop and introduce

modern non‐nuclear components and subsystems to replace aging and obsolete non‐nuclear parts.  

Throughout this period, the production of LLCs used for recurrent exchanges of neutron generators, gas

transfer systems, and power sources will be fully supported.  

Weapons retired prior to 2009 will be dismantled by the end of FY 2022.  By FY 2038, NNSA will have

dismantled weapons in addition to those retired by 2009.  Based on current warhead numbers, NNSA

will have the capacity to complete any additional dismantlement in a timely manner.   

Demand for strategic and special materials will continue.    For the foreseeable future, production of

newly generated fissile material will not be needed.  Fissile materials will be recovered, recycled, and

reprocessed from retired components to meet current needs.    Other material challenges will be

addressed by managing acquisition lead times.    Irradiation of source materials is required to support

                                                      

2 Use control refers to system features to deter    or delay the unauthorized use or detonation of a nuclear weapon while

facilitating authorized usage.  Use control includes both passive and active protection devices, as well as command disable.
June 2013 | Department of Energy  

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production of tritium (a radioactive isotope of hydrogen).  These rates may be three times greater than

the present rates to satisfy the tritium requirement.

New technologies will be developed for implementation during the next 25 years to improve the safety,

security, and reliability of the stockpile and to mitigate aging concerns and address problems created by

“sunset materials and technologies.”3

    The CMF will identify components to be matured and then

support their systematic, timely, and cost‐efficient insertion into nuclear weapon systems.   

Chapter 2 describes the stockpile management activities (including annual assessments, surveillance,

and maintenance), LEPs, and weapons dismantlement and disposition.

1.5 Science, Technology, and Engineering in Stockpile

Stewardship and Management

Many ST&E fields of study underpin the weapons program and are used to understand the broad issues

facing the stockpile.  ST&E studies can be targeted to conduct stockpile assessments, resolve stockpile

issues, evaluate design and production readiness for emerging programs, and certify life‐extended

warheads without new underground nuclear testing.   

Nevertheless, success in dealing with stockpile issues is not a foregone conclusion.  Many involve grand

technical challenges that add schedule and technical risk and have no ready solutions.  Moreover, as the

stockpile ages, new challenges and unforeseen issues will arise.    To ensure timely and effective

responses to these issues, the ST&E base—both people and facilities—must be robust and agile.

By 2038, a new generation of weapons designers, code developers, experimentalists, and design and

production engineers must demonstrate an understanding of nuclear weapons functionality using more

predictive and more precisely calibrated computer‐aided design and assessment tools than are possible

today.  High‐fidelity experimental capabilities will produce quantitative data that preclude resumption of

underground nuclear testing.  Predictive capabilities, driven by stockpile and other security needs, will

continue to evolve in response to improved computer simulations, experiments, and diagnostics.   

A robust ST&E program will enable an accurate assessment process that drives a responsive production

capability.  Stockpile surveillance will produce quantitative data to both feed the annual assessment and

drive corrective actions.  Design and production specifications will be based on material properties and

component characteristics that are linked directly to defined performance boundaries.  Warhead design

certification and component qualification based on known properties and characteristics will minimize

dependence on qualitative controls and yield data for use in complex simulations.

ST&E will include direct interaction with related national defense initiatives that highlight technical

challenges, encourage scientific curiosity, avoid technological surprise, and combat proliferation threats.   

Chapter 3 describes the ST&E efforts planned for the next 25 years.

1.6 Nuclear Test Readiness

The Administration is committed to maintaining a safe, secure, and effective nuclear deterrent without

underground nuclear testing, as described in the Nuclear Posture Review Report (DoD 2010), and to

reducing the size of the Nation’s stockpile.  The NNSA is required to maintain a nuclear test readiness

                                                      

3 “Sunset materials and technologies” are weapon components that no longer have an existing manufacturing base within or

domestically outside the nuclear security enterprise.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 1‐7

posture to conduct an underground nuclear test within 24 to 36 months, if specifically directed by the

President.    The NNSA approach to that requirement has been to maintain the facilities, equipment,

diagnostics, operational capabilities, including some specific to underground nuclear tests, and

personnel at the Nevada National Security Site and to make use of the extensive expertise and

competencies of the Stockpile Stewardship Program to be prepared for such a test.  The NNSA readiness

strategy considers the possibility that an underground nuclear test or series of tests might be requested

if a serious technical issue with the present stockpile is discovered or the possibility that a less complex

test might be requested, for political purposes, if another nation executes a nuclear test.  

NNSA and its national security laboratories possess the technical skills to plan and execute an

underground nuclear test.  However, a number of technologies unique to these tests are not exercised

by stockpile stewardship, most of the equipment unique to nuclear test readiness has had minimal

maintenance, and the number of personnel available, or with actual underground nuclear test

experience, has continued to decline.    Of the experiments conducted for stockpile stewardship,

subcritical experiments (that is, those with no nuclear yield) most closely resemble nuclear tests in

terms of the capabilities required to design, manufacture, assemble, diagnose, and field such a test.  In

FY 2012 and FY 2013, NNSA executed “scaled” subcritical experiments with surrogates and plutonium

that exercised these skills.  

Chapter 4 describes the elements of the NNSA strategy for test readiness and the present status of the

technologies unique to underground nuclear testing that are not exercised by stockpile stewardship.

1.7 Physical Infrastructure

In 25 years, much of the physical infrastructure will have evolved from a post‐World War II and Cold War

era into an efficient 21st century nuclear security enterprise with less environmental impact.    The

post‐2038 nuclear security enterprise will retain the required production and experimental capabilities.  

It will consist of eight major locations, each of which will have undergone significant changes.    A

modernized infrastructure will sustain the functions for plutonium, uranium, tritium, high explosives,

weapons assembly and disassembly, non‐nuclear component production, special nuclear material

handling, as well as design, certification, experiments, and surveillance.   As systems and facilities are

updated, safety system reliability, personnel safety and security, greenhouse gas emission reductions,

and operational costs will be improved.   

The SSMP provides a 25‐year plan to revitalize and sustain the nuclear security enterprise.    NNSA

maintains the physical infrastructure of a highly technical, and in many cases unique, set of nuclear

weapons production, scientific, and engineering capabilities.    The minimum capability‐based physical

infrastructure will require additional investments, as summarized in Chapter 5, Table 5–2.  In the near

term, NNSA will complete two major projects that greatly improve the capabilities of the infrastructure.  

In 2014, NNSA will complete the transfer from an aging and inefficient production plant in Kansas City to

a new facility that is smaller, more efficient, and built with modern energy and environmental design.  In

addition, in 2017, NNSA will complete a new High Explosive Pressing Facility.  In the long term, NNSA will

complete two major capability improvements for uranium and plutonium activities.    The first is the

plutonium strategy, which is composed of a number of subprograms and projects that will result in a

30‐pit‐per‐year capacity by 2021.  The second is the Uranium Capabilities Replacement Project, which

will complete Phase I in 2025.    Other changes over the next 25 years include reductions in facility

Perimeter Intrusion Detection and Assessment Systems (PIDASs) and disposition of excess facilities and

materials.   
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Chapter 5 describes the current infrastructure of the nuclear security enterprise and its future

requirements in detail.  

1.8 Federal and Contractor Workforce

In 2038, the next generation of nuclear designers, scientists, technicians, and engineers will continue to

be NNSA’s greatest asset.  The 21st century nuclear security enterprise, with cutting‐edge science and

manufacturing facilities and a continuing mission of national importance, will provide the environment

for management and operating (M&O) contractors to attract and retain the best and brightest scientists

and engineers.  In addition, defense initiatives beyond stockpile stewardship, such as nuclear forensics

to support attribution and treaty‐verification activities, will provide a broadened mission that pushes the

envelope of nuclear technology and further challenges and develops nuclear security professionals.

By 2038, the Federal workforce will be better optimized to respond to customer requirements, stockpile

issues, and a world of fewer nuclear weapons.  A new NNSA Pathways Program is replacing the Future

Leaders Program, which has been used to recruit people to fill Federal positions.   By 2038, this new

program will provide dividends that enhance the quality and diversity of backgrounds within the Federal

workforce.

The nuclear security enterprise will also have implemented a comprehensive workforce strategy geared

toward retention of staff through career development programs.    Additionally, the nuclear security

enterprise will have established a pipeline of opportunities and internships, shared teaching

opportunities, and challenging science and math programs to attract, select, mentor, and retain top

candidates.    The hiring, retention, and retirement rates of the Federal workforce and the M&O

contractors should therefore be stable.   

Efforts to sustain the nuclear security enterprise workforce are discussed further in Chapter 6.

1.9 Security of the Nuclear Security Enterprise

Since September 11, 2001, security requirements have increased and resulted in a more secure nuclear

security enterprise.  This is true for both cyber and physical security at the sites, as well as for the Secure

Transportation Asset (STA) program, which ensures safe and secure transport of the Nation’s nuclear

assets among the sites.  NNSA will continue efforts to ensure the security posture of the nuclear security

enterprise.  In light of the security breach at Y‐12 on July 28th, 2012, some investment increases in this

account have been sanctioned.  Chapter 7 discusses aspects of the nuclear security enterprise’s security

posture.

1.10 Overview of Projected Budgetary Requirements and

Management Processes and Procedures

The projected budgetary requirements to accomplish the 25‐year strategy described in this SSMP are

illustrated graphically in a series of figures and tables.    These projections supplement the

March 2013 Department of Energy FY 2014 Congressional Budget Request for FY 2014 – 2018, as well as

for the 20 years beyond the Future Years Nuclear Security Program (FYNSP).    An additional series of

figures project the 25‐year costs to sustain and extend the life of the weapon systems in the active

stockpile.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 1‐9

NNSA’s budget for Weapons Activities is increasing to meet stockpile requirements.  In response, NNSA

will seek to find efficiencies and prioritize the work that must be done.    NNSA continues to pursue

performance‐based contracting and to streamline business practices for its M&O contracts.    With a

nuclear security enterprise‐wide work breakdown structure, NNSA will achieve more‐transparent

reporting and greater flexibility for its M&O contractors.    Key nuclear facilities within the nuclear

security enterprise will have been replaced or modernized to incorporate more engineered controls and

less reliance on administrative controls.  NNSA legacy waste issues will have been resolved, and NNSA

will be managing newly generated waste with an emphasis on minimizing that waste at its source.  As a

result, NNSA’s safety posture should be greatly enhanced.

Chapter 8 describes the projected budgetary estimates for Weapons Activities and summaries of

initiatives related to managing NNSA and its Defense Programs element to reduce risks and achieve

efficiencies and cost savings.  

1.11 Additional Information

The conclusions to the FY 2014 SSMP are found in Chapter 9, and additional information is provided in

the five appendices to this SSMP.    Appendix A lists statutory reporting requirements and related

Congressional requests, and maps these to specific chapters or sections of chapters in the

FY 2014 SSMP.   In some instances, the mapping is to the accompanying classified Annex.   Appendix B

contains detailed information about subprograms that support ST&E activities.    Appendix C contains

details on readiness for an underground nuclear test, if needed.    Appendix D contains additional

information about the physical infrastructure of the nuclear security enterprise.   Appendix E contains

detailed information about the composition of the NNSA and its contractor workforce, including future

requirements.  

The classified Annex, a companion to Chapters 2 and 3 as well as to this chapter, provides extensive

details about key elements of nuclear weapon operation and the evolution of weapons as the stockpile

ages.  A comprehensive picture of the Nation’s nuclear stockpile, including a primer on nuclear weapons

ST&E, is presented in Appendix A of the classified Annex.  Quantitative analysis of the stockpile today

provides the starting point for future planning.

Stockpile Management

Chapter 2

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐1

CHAPTER 2

STOCKPILE MANAGEMENT

Stockpile Management encompasses the activities of the Directed Stockpile Work (DSW) program,

including assessments, surveillance, and maintenance of active weapons systems, LEPs, and weapons

dismantlement and disposition.    Also, it includes the base capabilities to do each activity.    Science,

technology, and engineering programs support stockpile management by providing the tools and

capabilities for assessing, qualifying, and certifying the performance of weapon components, materials,

and systems and include knowledge in engineering, high energy density physics, modeling and

simulations, and manufacturing, as discussed in Chapter 3.  

Chapter 2, in conjunction with Chapter 2 in the classified Annex, provides an overview of the status of the

U.S. nuclear weapons stockpile in terms of weapon types, quantities, and age, as well as details about

how the stockpile will be sustained for the next 25 years, including modernizing its safety and security

features when feasible.  Progress on and plans for the safe dismantlement of retired nuclear weapons are

also discussed.

2.1 Nuclear Weapons Stockpile

2.1.1 Stockpile Overview

The nuclear weapons stockpile was developed to provide DoD with the military capabilities to implement

national deterrence and assurance policy.  The information in this chapter on the size and composition of

the stockpile is consistent with the FY 2011‐2017 Nuclear Weapons Stockpile Plan, which the President

signed in July 2011, the FY 2011‐2024 Requirements and Planning Document authorized by the Nuclear

Weapons Council, and recent Nuclear Weapons Council memoranda and meetings regarding

programmatic requirements for stockpile activities.    Furthermore, these documents reflect the policy

described in Chapter 1.    Chapter 2 of the classified Annex provides additional information, including

stockpile quantities and surveillance activities, life extension plans, and weapon dismantlement and

disposition activities.  Chapter 8 lists the total NNSA direct life cycle costs for weapons in the stockpile.   

2.1.2 Stockpile Composition

The U.S. nuclear stockpile consists of active and inactive weapons.  Active weapons are maintained in an

operational, ready‐for‐use configuration and must be ready for deployment within a short time frame.  

Inactive weapons are maintained in a nonoperational status and typically have some LLCs removed.  

Retired weapons are not considered part of the stockpile, are not functional, and are in the queue for

dismantlement and disposition.  Table 2–1 summarizes the major characteristics of the current stockpile,

which is composed of two types of submarine‐launched ballistic missile warheads, two types of

intercontinental ballistic missile warheads, multiple types of bombs, and a cruise missile warhead

delivered by aircraft.  For additional details on yield and the number of deployed units, refer to Chapter 2

in the classified Annex.
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Table 2–1.  Current U.S. nuclear weapons and associated delivery systems

Warheads—Strategic Ballistic Missile Platforms

Type a Description Carrier Laboratories Mission Military

W78 Reentry vehicle warhead Minuteman III intercontinental

ballistic missile

LANL/SNL Surface to

surface

Air Force

W87 Reentry vehicle warhead Minuteman III intercontinental

ballistic missile

LLNL/SNL Surface to

surface

Air Force

W76‐0/1   Reentry body warhead D5 submarine‐launched ballistic

missile Trident submarine

LANL/SNL Underwater to

surface

Navy

W88 Reentry body warhead D5 submarine‐launched ballistic

missile Trident submarine

LANL/SNL Underwater to

surface

Navy

Bombs—Aircraft Platforms

B61‐3/4/10 Non‐strategic bomb F‐15, F‐16, certified NATO

aircraft

LANL/SNL Air to surface Air Force/ Select

NATO forces

B61‐7 Strategic bomb B‐52 and B‐2 bombers LANL/SNL Air to surface Air Force

B61‐11 Strategic bomb B‐2 bomber LANL/SNL Air to surface Air Force

B83‐1 Strategic bomb B‐52 and B‐2 bombers LLNL/SNL Air to surface Air Force

Warheads—Cruise Missile Platforms

W80‐1 Air‐launched cruise

missile strategic weapons

B‐52 bomber LLNL/SNL Air to surface Air Force

LANL = Los Alamos National Laboratory

LLNL = Lawrence Livermore National Laboratory  

NATO = North Atlantic Treaty Organization

SNL = Sandia National Laboratories a The suffix associated with each warhead or bomb type (e.g., “‐0/1” for the W76) represents the modification associated

with the respective weapon.

2.2 Stockpile Assessments, Surveillance, and Significant

Finding Investigations

Stockpile assessments and surveillance are essential to evaluate the safety, security, and effectiveness of

the U.S. nuclear deterrent.    The Surveillance Program conducts evaluations of stockpile systems,

components, and materials to discover faults in expected performance and establish trends based on the

collected data.  An anomalous experiment result may cause an SFI to be opened to determine whether

the anomaly indicates a safety, security, or reliability problem with a system.  The assessment program

utilizes the surveillance and other targeted experimental data and analyses using computational models

to determine the overall health of stockpile systems and the need for modifications, alterations, or life

extensions to ensure the safety, security, and reliability of the individual systems.  This section discusses

the assessment and surveillance activities and the recent changes made to improve the governance and

management practices of NNSA’s Stockpile Surveillance Program.  

NNSA’s national security laboratories,1 with support from the nuclear weapons production facilities,2

review historical design, performance, and production data in the context of new or improved

assessments (see Section 2.2.1) and surveillance evaluations (see Section 2.2.2) to assure the state of the

stockpile is well understood, identified issues are being addressed, and key performance parameters are

being evaluated.    Figure 2–1 schematically portrays the activities conducted to assess the stockpile.  

These fall within the scope of both Stockpile Management (as discussed in this chapter) and ST&E

(as discussed in Chapter 3).   

                                                      

1 The national security laboratories are Los Alamos National Laboratory, Lawrence Livermore National Laboratory, and Sandia

National Laboratories. 2 The nuclear weapons production facilities are the Pantex Plant, Y‐12 National Security Complex, Kansas City Plant, and

Savannah River Site.  Some components are also produced at Los Alamos National Laboratory and Sandia National Laboratories.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐3

Figure 2–1.  Activities conducted to assure a specific weapon system

continues to meet performance requirements within a sufficient margin

2.2.1 Weapon Assessments

Warheads were originally designed to be robust and to meet all deployment requirements for their

intended lifetime.  However, three changes have occurred to this original design intent over the years.  

First, the stockpile life is now many years beyond the design lifetime, which has led to age‐related

degradation of many components.    Second, scientific understanding and modeling, simulation, and

computational capabilities have increased our ability to identify and quantify risks associated with

particular weapon types.    Third, surety expectations covering safety, security, and use control have

increased.    Together, these changes create a difficult assessment challenge.    Today, assessments of

specific weapons systems must advance understanding and identify technical knowledge gaps by:

 Evaluating identified performance and surety risks

 Quantifying performance thresholds, uncertainties, and margins

 Estimating performance degradation caused by stockpile aging

Weapon assessments encompass a broad spectrum of activities, including the following:  

 Component and material testing over the stockpile‐to‐target‐sequence environments3  

 Fundamental material behavior (e.g., equations of state)

 Analyses and simulations related to component qualifications and systems certifications

 Environmental effects

 Aging of materials and components

 Performance and safety sensitivity and thresholds   

These assessments are also supported by new data that are gathered annually through Surveillance

Program evaluations, as discussed below.   

                                                      

3 The stockpile‐to‐target sequence environments define the normal, hostile, and abnormal environments to which the warhead

may be exposed during its life cycle.
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The activities depicted in Figure 2–1 cover a broad range of analytical and experimental needs.    The

stockpile management elements are conducted on a warhead‐by‐warhead basis to address specific

concerns (e.g., a required safety analysis, a spurious test result, or an identified risk area) using

established test and analysis processes.   Current assessments are based primarily on surveillance data

and computational baseline models of the weapon system.    These assessments complement the

stockpile stewardship ST&E assessments described in Chapter 3, Section 3.3, which are of a more

encompassing nature.    The stockpile stewardship assessments generally support multiple systems and

often require new or improved computational codes and models with increasing predictive capabilities as

a goal, as well as major experiment activities at NNSA facilities to understand the underlying scientific

basis for component and system performance.

Long‐term and ongoing activities related to weapon assessments include the following:

 Updating system reliability estimates and issuing a Weapons Reliability Report on a semiannual

basis (May and November)

 Fulfilling the annual assessment reporting requirements to the President (described in

Section 2.3)

 Developing and improving the aging models for all major materials and components identified as

“at risk” (a joint effort with the Surveillance Program) and moving toward a high‐fidelity

predictive assessment capability

 Quantifying margins and uncertainties4 related to critical features, components, and system

performance using computational baseline models

Key activities and milestones in weapon assessments are shown in Figure 2–14 in Section 2.9.2.

2.2.2 Weapon Surveillance

NNSA’s Surveillance Program provides critical data to evaluate the condition of the active and inactive

stockpile in support of decisions regarding weapon alterations, weapon modifications, repairs and

rebuilds, life extensions, and assessments of reliability, safety, security, and performance.    The

Surveillance Program has the following goals:

 Identify defects (e.g., birth defects) that affect safety, security, performance, and reliability.

 Establish margins between design requirements and performance at the component and

material level.

 Identify changes and aging trends at a component and material level.

 Develop the capability for predictive assessments of stockpile components and materials.

The first two goals are primarily focused on understanding the current state of the stockpile, whereas the

last two are focused on understanding how the stockpile changes with age and predicting the future

state of the stockpile.  The underlying objective is to ensure that precursors of aging issues are uncovered

early enough to implement corrective actions before safety, security, reliability, or performance are

affected.

The Surveillance Program is comprised of two elements:    the Stockpile Evaluation Program and the

Enhanced Surveillance subprogram within the Engineering Campaign.  The Stockpile Evaluation Program

is funded within the DSW program by both Stockpile Systems and Stockpile Services.    It conducts

                                                      

4 See Chapter 3, Section 3.3.1.2 for a discussion on margins and uncertainties.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐5

surveillance evaluations of the active and inactive stockpile and new production units.    The Enhanced

Surveillance subprogram provides diagnostics, methodologies, and other tools to the Stockpile Evaluation

Program to enable the prediction and detection of birth or age‐related defects and the accurate

estimation of component or system lifetimes.    These two program elements work closely together to

develop and implement new surveillance capabilities across both system‐level (i.e., system flight tests

and system laboratory tests) and component‐ and material‐level tests.

Stockpile surveillance is performed on a random sampling of weapons drawn from both production lines

and the stockpile,5 with a focus on as‐built design and manufacturing defects, as well as on aging and

deployment issues.    Surveillance is performed at various levels of a weapon system, from the full‐up

system to the major assemblies and components (e.g., pits, canned subassemblies [CSAs], detonators,

firing sets, gas transfer systems, and neutron generators) and, ultimately, to the materials that compose

the components (e.g., metals, plastics, ceramics, foams, and explosives).  This process enables detection

and evaluation of aging trends and anomalous changes at the component or material level.   

The elements of stockpile surveillance involve a breadth of test and evaluation approaches:   

 Disassembly and inspection.  Weapons sampled from the production lines or returned from DoD

are disassembled and inspected during disassembly.    Weapon disassembly is performed in a

controlled manner to identify any abnormal conditions and preserve the components for

subsequent evaluations.  Visual inspections during dismantlements also sometimes provide state

of health information.

 Flight testing.   After disassembly and inspection, selected weapons are reconfigured for flight

testing.  Flight test units, referred to as Joint Test Assemblies, are rebuilt to represent the original

build to the extent possible.  However, all special nuclear material components are replaced with

either surrogate materials or instrumentation.  The Joint Test Assembly units are flight‐tested by

the DoD operational command responsible for the system.  Joint Test Assembly configurations

vary from high‐fidelity units that essentially have no onboard diagnostics to fully instrumented

units that provide detailed information on component and subsystem performance.

 System laboratory testing.    Test bed configurations are built to enable prescribed function

testing of single parts or subsystems using parent unit6 hardware from stockpile weapon returns.  

The majority of this testing occurs at the Weapons Evaluation Test Laboratory, which is operated

by Sandia National Laboratories (SNL), at the Pantex Plant and involves electrical testing of the

systems.  The Air Force’s Joint Interface Laboratory Test facility at Hill Air Force Base in Utah also

conducts evaluations of joint test beds to obtain information regarding delivery platform‐weapon

interfaces.   

 Component testing and material evaluation.  Components and materials from the disassembly

and inspection process undergo further evaluations to assess component functionality,

performance margins and trends, material behavior, and aging characteristics.  The testing can

involve both nondestructive evaluation techniques (e.g., radiography, ultrasonic testing, and

dimensional measurements) and destructive evaluation techniques (e.g., tests of material

strength and explosive performance, as well as chemical assessments).   

The number of disassembly and inspections and major component tests completed in FY 2012 and

planned for FY 2013 are shown in Table 2–2.   

                                                      

5 Stockpile weapons drawn for surveillance may be active or inactive weapons.  In addition, some retired weapons may be drawn

for surveillance to support certain evaluations. 6 In some instances, Joint Test Assemblies and test beds will employ components from stockpile stores to allow the “stockpile

return” components to be used in other evaluations.
June 2013 | Department of Energy  

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Table 2–2.  Fiscal year 2012 actual and fiscal year 2013 projected major Directed Stockpile Work

program stockpile evaluation activities (as of January 31, 2013)

Warheads

D&Is

JTA

Flights

Test Bed

Evaluations Pit NDE

Pit

D‐Tests CSA NDE

CSA

D‐Tests

GTS

Tests

DCA

Tests

Program

Totals

Fiscal Year

12 13 12 13 12 13 12 13 12 13 12 13 12 13 12 13 12 13 12 13

B61 14 13 6 9 4 6 42 30 1 1 6 11 3 0 8 10 24 21 108 101

W76‐0 7 0 3 3 8 4 11 0 0 0 7 0 1 0 16 1 11 7 64 15

W76‐1 13 19 4 3 14 13 35 45 1 1 2 9 2 2 9 12 10 18 90 122

W78 16 1 0 3 3 6 24 31 1 2 8 9 2 2 19 8 8 9 81 71

W80‐1 8 9 4 4 0 4 26 24 0 1 1 0 1 1 11 10 17 0 68 53

B83 5 5 3 3 2 0 18 17 0 2 0 0 1 1 3 8 8 0 40 36

W84 a 1 0 0 0 0 0 0 0 2 0 0 0 3 0

W87 7 8 1 2 10 0 22 8 0 0 1 0 1 0 8 4 5 4 55 26

W88 6 7 4 3 6 4 8 9 0 1 1 0 1 0 37 0 0 14 63 38

Totals 77 62 25 30 47 37 186 164 3 8 26 29 14 6 111 53 83 73 572 462

CSA = canned subassembly

D&I = disassembly and inspection

DCA = detonator cable assembly

D‐tests = destructive tests

GTS = gas transfer system

JTA = Joint Test Assembly

NDE = nondestructive evaluation

a Although the W84 is no longer deployed, limited surveillance is being conducted to ensure its continued safety.

Table 2–3 shows the planned DSW stockpile evaluation activities for FY 2013 through FY 2018.  This table

is based on the assessment requirements of the stockpile today and will evolve as updated information is

processed and new diagnostics are deployed.  

Table 2–3.  Major surveillance evaluations completed in fiscal year 2012 and planned for

fiscal year 2013, as well as planning requirements for the Future Years Nuclear Security Program

(fiscal year 2014 through fiscal year 2018) (as of January 31, 2013)

Major Activity

FY 2012

Actual

FY 2013

Plan

FY 2014

Requirement

s

FY 2015

Requirements

FY 2016

Requirement

s

FY 2017

Requirement

s

FY 2018

Requirement

s

FYNSP

Total

D&I 77 62 84 82 78 77 73 456

JTA Flight 25 30 36 28 33 27 28 182

Test Bed

Evaluation 47 37 59 55 46 49 47 293

Pit NDE 186 164 171 169 167 164 166 1,001

Pit D‐Test 3 8 10 7 10 9 7 51

CSA NDE 26 29 46 44 38 50 39 246

CSA D‐Tests 14 6 17 15 14 14 14 80

DCA Test 83 73 75 80 80 80 79 467

GTS Tests 111 53 103 80 81 84 83 484

TOTALS 572 462 601 560 547 554 536 3,260

CSA = canned subassembly

D&I = disassembly and inspection

DCA = detonator cable assembly

D‐Tests = destructive tests

FY = fiscal year

FYNSP = Future Years Nuclear Security Program

GTS = gas transfer system

JTA = Joint Test Assembly

NDE = nondestructive evaluation

Note: FYNSP forecasted quantities do not reflect reductions which may result from the lowering of stockpile readiness proposed for

certain weapons.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐7

Surveillance requirements, as determined by the national security laboratories for the weapon systems

along with Air Force and Navy elements, identify the experiments needed to generate the information to

support program deliverables, including annual assessments, semiannual Weapons Reliability Reports,

and plans for life extension options.    These requirements are continually refined, based on new

surveillance information, annual assessment findings, and analysis (or reanalysis) of historical information

(e.g., development, production, and early experiment data) using modern assessment methodologies

and computational tools.    An agile and continuous cycle of surveillance, as depicted in Figure 2–2,

provides flexibility for adjusting program priorities to address critical issues.    Key deliverables of this

process include collection of data needed to quantify performance margins, identification of knowledge

gaps that impede the understanding of stockpile health, updates of technologies to keep up with the

need for improved data, setting of priorities among competing surveillance activities, and continual

improvement.  

Figure 2–2.  Continuous cycle of Surveillance Program activities

NNSA instituted a new surveillance governance model in FY 2011 to ensure rigor in planning and

execution (see Figure 2–3).    Under this new governance model, a Senior Technical Advisor for

Surveillance, reporting directly to the Assistant Deputy Administrator for Stockpile Management,

manages and integrates all elements of the Surveillance Program.    Key activities are coordinated to

assure that the most appropriate diagnostics are developed and used for surveillance evaluations,

system‐specific surveillance requirements are up to date and achieve a balance in priorities, and all

systems requirements are integrated into an executable plan primarily performed at the national security

laboratories of the nuclear security enterprise.  

An annual surveillance schedule ensures that requirements are defined and communicated to the nuclear

weapons production facilities, appropriate diagnostic capabilities are available and authorized for use,

and planned activities are funded, scheduled, and completed.  This schedule addresses planning for the

next fiscal year, as well as planning throughout the FYNSP.    Furthermore, the integration of all

surveillance elements ensures that emerging issues and aging characterization will be addressed using

the most cost‐efficient and effective diagnostics.   
June 2013 | Department of Energy  

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Figure 2–3.  Nuclear weapons stockpile surveillance governance model  

The balanced approach to detecting as‐built design and manufacturing defects, assessing the

performance of non‐nuclear components, and identifying and understanding system aging issues of the

nuclear components will support Surveillance Program objectives over the long term.  NNSA will continue

to assign high priority to surveillance assessments of weapon materials, components, and assemblies

while eliminating or reducing lower‐priority surveillance activities.  In addition, a focused effort over the

next few years will augment performance testing by conducting in‐depth component and material

evaluations of major non‐nuclear components and assemblies.    Ultimately, some evaluations will be

transitioned to the Stockpile Evaluation Program.

Near‐term surveillance activities include the following:

 Continue to employ new and improved component and material evaluation tests as part of the

Stockpile Evaluation Program.

 Develop and deploy methods to make surveillance data available online for national security

laboratories and nuclear weapons production facility stakeholders.

 Initiate improvements identified by the Surveillance Process Improvement Initiative to realize

improved surveillance process efficiencies.

 Begin to implement surveillance metrics that assess the state of the Surveillance Program and

identify and prioritize the additional information needed to address shortcomings.

Long‐term and ongoing activities related to surveillance include the following:

 Meet priority stockpile surveillance commitments.

 Continue to assess both recent and historical test data to compare the state of each stockpile

weapon with its original certified design and to inform future surveillance and LEP planning.

 Develop aging models for all major materials and components at risk.

 Develop and deploy improved surveillance diagnostics, with a focus on advanced nondestructive

evaluation techniques to replace and augment more invasive and costly destructive techniques.

 Adjust program to handle stockpile commonality and develop capabilities to augment and later

reduce reliance on flight testing.

Key activities and milestones in weapon surveillance are shown in Figure 2–14 in Section 2.9.2.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐9

2.2.3 Significant Finding Investigations  

SFIs are conducted when specific issues arise during surveillance or are identified during weapons

production, DoD operations, reacceptance and rebuild, and dismantlement.  The SFI process includes an

evaluation of the impact on weapon system performance, reliability, security, and safety.  A tracking and

reporting system monitors progress from the initial discovery of an issue through its closure report.  The

closure report identifies the assessed impacts, if any, and provides follow‐on recommendations for

remediation or additional monitoring of the phenomena.    In addition, a prioritization process ensures

that the most serious and oldest SFIs are receiving appropriate resources.  Depending on the nature of an

SFI, it may be resolved solely as part of Stockpile Management, or a broader evaluation scope may be

required that includes critical experiments, advanced code analysis, etc., as well as the participation of

ST&E experts from the Campaigns (e.g., Science, Advanced Simulation and Computing [ASC], and

Engineering).   Most SFIs are closed out without impact to the stockpile.    Some impacts involve only a

subpopulation of a particular stockpile system, which may result in a minor reliability reduction.  If the

finding has a significant impact, it can result in the issuance of an exception to the Major Assembly

Release until appropriate remedial action, such as an alteration (Alt), modification (Mod), or LEP can be

undertaken.   

Figure 2–4 shows the total number of SFIs opened and closed during calendar years 2001 – 2012 and the

number that resulted in a significant impact to the stockpile.  The variation in the number of SFIs opened

during these years is a result of many factors including, for instance, the number of surveillance

evaluations conducted, the pending LEP activities in which additional warheads were evaluated, and the

use of improved diagnostics to identify additional areas of concern.  To ensure that any issue that may

affect system performance, reliability, security, or safety is identified, the threshold for the initial

assessment of an anomalous observation is set intentionally low.   Once notified of an anomaly by the

production agency, the national security laboratory has 15 days to disposition (close or promote) the

anomaly.  If promoted, a Significant Finding Notification is issued, and the national security laboratories

have 60 days to close out the anomaly or open a formal SFI.  The relatively high number of SFIs opened,

compared to the low number that were closed with a resultant impact to the stockpile, is a reflection of

the conservative level that NNSA’s national security laboratories and nuclear weapons production

facilities set for initiating an investigation.  

Figure 2–4.  Historical number of Significant Finding Investigations opened and closed during

calendar years 2001 to 2012 and the number that resulted in an impact to the stockpile
June 2013 | Department of Energy  

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2.3 Annual Assessment Report to the President

2.3.1 Annual Assessment Requirements

President Clinton established an annual stockpile assessment requirement in 1995.    The annual

assessment requirement was first codified under the Bob Stump National Defense Authorization Act for

Fiscal Year 2003 (now 50 U.S.C. § 2525).  The requirement directs the NNSA Nuclear Security Laboratory7

Directors and the Commander of the U.S. Strategic Command to conduct an annual assessment of the

safety, security, reliability, performance, and military effectiveness of the nuclear weapons stockpile.   

The assessment process culminates in the delivery of the Report on Stockpile Assessments to the

President via a memorandum signed jointly by the Secretaries of Energy and Defense.    The individual

reports of the three Laboratory Directors and the Commander of the United States Strategic Command

are also forwarded to the President without change.

2.3.2 Annual Assessment Process

Each of the Laboratory Directors’ Annual Assessment Reports builds on continuing experience with each

weapon system and incorporates new information from stockpile maintenance, surveillance,

experiments, simulations, and other sources to enhance the technical basis of each weapon.  The overall

assessment philosophy and approach involves quantification of weapon characteristics and the rigorous

review of the results and certification basis by teams of weapons scientists and engineers.    The

laboratory teams responsible for each weapon type and its assessment include individuals with extensive

weapons experience and access to both the historical and new data.  The assessments and conclusions in

the Annual Assessment Reports are reviewed by independent peers, Red Teams,8 program managers,

senior laboratory management, and the laboratory directors.    Each year since the reporting process

began, the laboratory directors have concluded there is no current requirement to conduct an

underground nuclear test to maintain certification of any nuclear warhead.  Specific results and concerns

related to the stockpile systems in the latest Report on Stockpile Assessments are discussed in the

classified Annex.  Figure 2–5 describes the overall flow of activities leading to the release of the Report on

Stockpile Assessments.

In March 2009, the Secretary of Energy issued direction to establish a full and ongoing independent

review of each warhead: “...an independent assessment of warhead condition relative to its system

requirements be made by a laboratory challenge team not responsible for fielding the warhead.”   All

warhead information is provided to both the home and challenge teams, and each team maintains its

own computational baseline for warhead performance and reports to the laboratory director responsible

for that system.  As defined, the challenge team model is focused on nuclear performance.   LANL and

Lawrence Livermore National Laboratory (LLNL) have implemented their respective challenge teams, and

evaluations are well under way for the selected systems.  This joint LANL and LLNL activity is referred to

as the Independent Nuclear Weapon Assessment Process.    At SNL, the challenge team has been

implemented in a somewhat different manner.    Independence for the SNL assessments is achieved  

                                                      

7 The nuclear security laboratories, as referred to in legal documents associated with the Annual Assessment process, are

Los Alamos National Laboratory, Lawrence Livermore National Laboratory, and Sandia National Laboratories.  Elsewhere in this

SSMP, these three laboratories are collectively referred to as the “national security laboratories” – a term used for many years to

describe the Nation’s three nuclear weapons laboratories. 8

  A Red Team is a group of subject matter experts that provides an independent mindset (that is, acts as a “devil’s advocate” and

challenges established thinking) in analyzing plans, strategies, or processes.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐11

Figure 2–5.  Schematic of the annual assessment process culminating in the Report on Stockpile

Assessment and informing the Secretaries of Defense and Energy, the President, and Congress

using members of the Sandia Independent Assessment organization (which is organizationally and

programmatically separate from the weapon system engineering groups) as the challenge team leads.  

SNL’s Director has provided the assessment scope requirements to the Independent Assessment

challenge team leads for both the California‐based (LLNL and SNL) and the New Mexico‐based (LANL and

SNL) warheads.    The SNL Independent Assessment challenge team also includes LANL and LLNL

representatives who are engaged in assessing other laboratories’ warheads.    These assessments are

similarly under way.

2.4 Maintenance of the Stockpile  

A number of nuclear warhead components have limited lifetimes and require periodic replacement to

sustain system functionality.    Tritium gas transfer systems, neutron generators, and power sources

deteriorate with age and must be replaced.  NNSA and DoD jointly manage deliveries and installation of

these replacements before warhead performance or personnel safety is adversely affected.  Typically, gas

transfer systems are replaced in the field at the respective DoD weapon maintenance facility; however,

more invasive LLC exchanges may require returning the warhead to the Pantex Plant to complete

maintenance activities.  

In addition to LLC exchanges, maintenance includes certain minor alterations to stockpile weapons to

address specific concerns that do not rise to the level of a system modification or an LEP activity.  These

alterations generally are not planned far in advance, but rather respond to an emerging issue and are
June 2013 | Department of Energy  

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addressed on a priority basis, depending on stockpile impact.  Alterations of this type are completed at

the Pantex Plant or at military bases by NNSA or DoD personnel, depending on the level of complexity.  

Near‐term maintenance activities include the following:

 Support neutron generator production at a rate of 700 to 800 components per year from FY 2014

to FY 2018.   

 Support ongoing neutron generator replacements on the W76‐0/1 and W78 warheads, as well as

planned replacements on the W87, W80‐1, and W88 warheads and B61 bombs.   (The neutron

generator production schedule is provided in the classified Annex, Chapter 2, Section 2.4.2,

Figure 2–5.)

 Complete the first production unit for the W87 gas transfer system by FY 2019.

 Mature the technologies to support on‐time delivery of LLCs (e.g., gas transfer systems and

electronic neutron generators) for all LLC exchanges.

Key activities and milestones in weapon maintenance are shown in Figure 2–15 in Section 2.9.2.

2.5 Stockpile Services Subprogram  

The Stockpile Services subprogram in the Defense Programs Office of Nuclear Weapon Stockpile provides

the enabling elements that are essential for research, development, and production capability and

capacity within the nuclear security enterprise.    Stockpile Services are required by multiple weapon

systems and provide the capability basis to conduct system‐specific weapon work.  These services include

diverse activities such as providing the containers for component shipments, maintaining production and

surveillance capabilities (e.g., calibration and repair), conducting technology, experimental science, and

engineering research and development (R&D) to support assessments and certifications, and facility

operations to support DSW program mission activities.  Stockpile Services R&D provides weapon system

component development, including technology maturation for neutron generators, gas transfer systems,

and arming, fuzing, and firing devices.  R&D services also include subcritical experiments to obtain data

on plutonium and hydro‐dynamic experiments to understand implosion behavior.

Stockpile Services provides the backbone for stockpile manufacturing to assure that shop floor factory

technicians have the tools, working equipment, and safe manufacturing processes to deliver quality

products.  The subprogram elements include providing the engineering and manufacturing support for all

weapon operations (for instance, the W76‐1 LEP, weapon dismantlement, and neutron generator

production), maintaining calibrated and process‐controlled production equipment, managing the

material supply chain, and executing continuous process improvements for efficiency and safety and to

promote integration across the nuclear security enterprise.  Figure 2–6 illustrates the breadth of activities

that are supported.

Improvement and modernization projects include the Product Realization Integrated Digital Enterprise

(PRIDE) to modernize data integration and access information across the nuclear security enterprise.  The

Enterprise Modeling Consortium provides a broad range of decision support by analyzing nuclear

weapons stockpile management capabilities and capacities, infrastructure life cycle planning, and

essential skills projections.   
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐13

Figure 2–6.  The Stockpile Services subprogram provides critical enabling capabilities to

conduct the production mission

2.6 Sustaining the Stockpile through Life Extension Plans  

Weapon systems in the stockpile are being sustained beyond their original design lifetime.    As these

systems age, NNSA continues to detect issues that may ultimately degrade the performance of some

nuclear weapons to unacceptable levels.    These issues require resolution.    LEPs modify weapons to

enhance margins against failure, increase safety, improve security, extend LLC life cycles, and address

identified defects and component obsolescence.  For example, when feasible, insensitive high explosives

(IHE) will replace conventional high explosives (CHE) in the main charges, and new use control features

will enhance the security of the weapon.  Components and materials with known compatibility and aging

issues or manufacturability problems will be replaced with alternatives that address the deficiency.   A

well‐planned and well‐executed stockpile life extension strategy will improve safety and security while

enabling DoD to implement a deployment and hedge strategy consistent with the Administration’s goal

of a smaller, yet still effective, deterrent.   

The drivers for life extension activities are addressing aging and performance issues, enhancing safety

features, improving security, and reducing stockpile size while meeting strategic deterrence

requirements.  Consistent with a smaller stockpile, improvements in reliability and performance margins

are desired.  Additional goals are to eliminate, to the extent possible, materials that are hazardous, costly

to manufacture, degrade prematurely, or react with other materials in a manner that affects

performance, safety, or security.  Also, because of production constraints, the future stockpile requires

both refurbished and reused components9 from legacy systems, as described in the Nuclear Posture

Review Report (DoD 2010).  Changing materials, using components from legacy systems in new LEPs, and

                                                      

9 Refurbished nuclear components use designs produced for that warhead type.   Reuse of nuclear components utilizes designs

currently or previously in the stockpile but from different warhead types.    Either component approach may use existing or

remanufactured assets.  
June 2013 | Department of Energy  

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remanufacturing legacy component designs present significant challenges to today’s stockpile stewards,

as outlined below.

 System Certification.  To meet weapon production requirements for the planned LEPs, NNSA will

evaluate the use of refurbished and reuse pits and CSAs.    Historically, such changes required

nuclear testing for certification.  In the absence of nuclear testing, detailed understanding of the

nuclear process and the sensitivities to small changes in design attributes are essential.    The

Predictive Capability Framework of the science‐based Stockpile Stewardship Program will enable

certification of refurbished and reused nuclear components by combining full‐scale experiments

with surrogate materials, sub‐scale experiments with plutonium, high‐fidelity simulations, expert

judgment, and in‐depth peer reviews.  This is discussed further in Chapter 3, Section 3.5.3.

 Nuclear components – Pits and CSAs.    Conceptual designs to modernize the stockpile include

refurbished and reused pits and CSAs and smaller and lighter components to improve safety and

security while meeting deterrence requirements.   However, weapon performance relies on an

intimate relationship between the performance of the primary and secondary and the materials

in the NEP.  This complex interrelationship of the key subsystems and the properties of materials

must be confirmed for any modified configuration.    In the past, this was verified by nuclear

testing.    Fundamental understanding of the physical processes and system interactions has

significantly improved over the last decade because of greater computing power, advanced

simulations, and enhanced laboratory experiments; NNSA can now assess and certify integrated

designs to improve safety and security without underground nuclear testing.  These capabilities

allow NNSA to consider a much broader range of options than previously possible. See Chapter 3

for further details on the scientific and technical underpinning of these advanced assessment

processes for primaries (Section 3.3.2.1) and secondaries (Section 3.3.2.2).

 Materials for the NEP.    Operation of the NEP requires a wide variety of very specialized

materials. While primarily chosen to enable nuclear performance of the weapon, these materials

and components must also address structural, thermal, and survivability requirements, as well as

Military Characteristics requirements.    To achieve the yield and weight requirements of the

legacy stockpile, NEP designs have used materials and components that have degraded over

time, were costly to manufacture, were hazardous to produce, and have become obsolete.  

Advances in understanding of the fundamental nuclear explosive process, along with

technological advances in subsystem components, will enable NNSA to replace these materials

and components through the LEP process with those that are longer‐lived, non‐hazardous, less

costly, and commercially available.  Chapter 3, Section 3.3 focuses on the advances in materials

science and technology that enable many of these replacements.

 Non‐Nuclear Components.    Many non‐nuclear components in today’s systems use legacy

technologies that are more than 35 years old and have not been supported for many years.  

Moreover, future LEPs must address new safety and security requirements that are not

achievable or provided in many older designs because of component size and weight restrictions.  

Using the Component Maturation Framework, NNSA has identified the key technologies and

components required to transform the stockpile over two decades. NNSA is establishing plans to

mature these technologies sufficiently in advance of the planned insertion points to minimize risk

to the extent possible.  The Component Maturation Framework provides the path to address the

issues identified in the TBSTP, as discussed in Chapter 3, Section 3.3.5.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐15

2.6.1 Life Extension Program Planning and Execution Process

LEP planning is a complex NNSA and DoD process to balance a number of goals, objectives, and

constraints.  The key to this process is preventing any operational gaps in the Nation’s nuclear deterrence

while enhancing the safety, security, use control, and reliability of the stockpile by selectively integrating

new, appropriately mature, and cost effective technologies.  Furthermore, consistent with the Nuclear

Posture Review Report (DoD 2010), LEP activities support the goal to reduce the number of warhead

types and the stockpile size by formulating options for interoperable warheads10 that could be flexibly

deployed across different delivery platforms along with balancing the number of warheads carried on

each of the ballistic missile systems.    The objectives essential to the long‐term sustainability of the

nuclear security enterprise include the following:  

 Sustain a highly specialized nuclear warhead design and manufacturing workforce.

 Mature and insert modern technologies more frequently to improve safety and security.

 Maintain a robust supply chain.

 Improve responsiveness.

 Enable multiple concurrent design and manufacturing LEP activities through sustainable steady

state operations.

In addition to these goals and objectives, the following critical constraints must be addressed:

 Execute LEPs within the FYNSP funding by balancing scope expectations with affordability.

 Manage production capabilities, primarily related to pits and CSAs, while undergoing significant

facility revitalization and meeting DoD requirements for first production units and operational

capability.

 Maintain a robust ST&E program to ensure the availability of capabilities to certify the aging

stockpile without nuclear testing and to mature new technologies and components for insertion

into the stockpile.

NNSA manages the LEP planning and execution process by implementing the NNSA Development and

Production Manual, 56XB.    The Phase 6.x Process described in Chapter 3, Section 3.2 is based on the

original seven‐phase Joint Nuclear Weapons Life Cycle Process covering phases of a weapon’s life from

initial feasibility studies through development, production, deployment, and retirement.  Phase 6 of the

life cycle encompasses production, maintenance, and evaluation of the stockpile.    The 6.x phases

(i.e., Phases 6.1 through 6.6) are “mirror images” of Phases 1 through 6 and are conducted for a warhead

or bomb in Phase 6 of its life cycle.  The Phase 6.x Process is focused on life extension of the system and

improvements to safety, security, and use control.   

To improve implementation of the Phase 6.x Process, NNSA is developing the Product Realization Process,

which is based on a systems engineering, risk informed approach.  The Product Realization Process uses

integrated phase gates, which are a standard set of deliverables and reviews required to advance to the

next stage of product development.    This process ensures that issues and risks are addressed at the

earliest possible time and that all key product stakeholders agree to proceed to the next stage of LEP

development.  Creating standard gate checklists also provides a roadmap for future generations to follow

in the product development life cycle.    Product Realization Process requirements overlay on the LEP

                                                      

10 Interoperable warheads are warheads with a common NEP integrated with non‐nuclear systems that maximize the use of

common and adaptable components.  Interoperable warheads can be deployed on multiple delivery platforms.
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planning and execution activities.    Figure 2–7 shows the integration of the 6.x Process with the major

gate reviews required by the Product Realization Process through Phase 6.5.    Subsequently, the LEP

system enters full‐scale production (Phase 6.6).   A revised 6.x Process with updated gate reviews is in

development to refine the process further and improve the alignment of deliverables to the

various gates.

Figure 2–7.  Schematic of 6.x Process integrated with key gate reviews required by the

Product Realization Process  

2.6.2 Baseline Life Extension Program Plan  

In November 2012, the Nuclear Weapons Council selected a baseline stockpile life extension plan that

implements the “3+2” vision.    The baseline plan was detailed in a Nuclear Weapons Council

memorandum dated January 15, 2013.  This plan, developed by the joint DoD/NNSA Enterprise Planning

Working Group, incorporates significant changes from previous plans to:

 Align the LEP schedules with DoD delivery platform upgrades,

 Provide a long‐term vision of the stockpile to reduce the total number of systems by

incorporating interoperable warheads (IWs),

 Enable a reduction of the number of warheads required in the technical hedge by balancing

the deployments in the submarine‐launched ballistic missile and intercontinental ballistic

missile legs,  

 Stay within NNSA’s planned production capabilities and capacities, and

 Balance the workload across the nuclear security enterprise.

NNSA life extension activities to implement the Nuclear Weapons Council plan are shown in Figure 2–8.  

The Nuclear Weapons Council plan establishes the framework to develop more detailed implementation

plans for deployment of interoperable warheads.  The first interoperable warhead, IW‐1, is planned to be

the W78/88‐1 life‐extended warhead.    The second and third interoperable warheads have not been

specifically determined by the Nuclear Weapons Council, but the joint DoD/NNSA Enterprise Planning

Working Group projects them to be the W87/88 and W76‐1 life extensions, respectively.  The Nuclear

Weapons Council plan also includes additional information on management of the hedge stockpile,

incorporation of reuse or remanufactured nuclear components, use of common non‐nuclear

components, improvement in safety and security, and evaluation of affordability.  

Currently, most of the stockpile is in various stages of life extension activities beyond Phase 6.1.    The

W76‐1 is in Phase 6.6 (Full‐scale Production), the B61‐12 is in Phase 6.3 (Development Engineering), the

W78/88‐1 is in Phase 6.2 (Feasibility Study and Option Downselect) and the W88 Alt 370 is in Phase 6.3

(Development Engineering). Following closely behind these activities, NNSA is working with DoD to define

alternatives for the warhead to be deployed in a cruise missile.  Additional details of these activities are

described below and in the classified Annex.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 2‐17

Figure 2–8.  National Nuclear Security Administration life extension activities

W76‐1 LEP

The W76‐1 is in full scale production at the NNSA Pantex Plant.  DoD has recently updated its assessment

of the number of W76‐1 warheads that need to be produced.  NNSA plans on meeting this requirement

and completing production by FY 2019.  All production challenges have been successfully met.  

W88 Alt 370

Engineering development for an alteration to the W88, the W88 Alt 370, is underway.    This Alt will

address certain lifetime requirements by modernizing the AF&F system and improving surety by

incorporating a lightning arrestor connector.  It will also provide additional logistical spares for the life of

the system.  The W88 Alt 370, the neutron generator replacement, and gas reservoir replacement will be

completed at the same time.  The first production unit is planned for December 2018.

B61‐12 LEP

On February 27, 2012, the Nuclear Weapons Council authorized Phase 6.3 (Development Engineering) for

the B61‐12 LEP.    This LEP will address multiple components that are nearing end of life.    NNSA, in

coordination with the Air Force, studied a number of design alternatives to address the military’s

requirements, ranging from component replacement alterations to full‐scope nuclear and non‐nuclear

refurbishments.  The joint effort also included a separate study to assess the schedule and detailed costs

for each alternative.    The selected option includes refurbishment of both nuclear and non‐nuclear

components to address aging, assure extended service life, and improve the safety, reliability, and

security of the bomb.  With these upgrades and the addition of new Air Force components, the B61‐12

will consolidate and replace the B61‐3, ‐4, ‐7, and ‐10 bombs.  This reduction in the number of systems is

consistent with Nuclear Posture Review Report (DoD 2010) objectives.    The scope incorporates

component reuse where possible and omits higher‐risk technologies to reduce costs and schedule risks.  

The first production unit is planned for FY 2019.   
June 2013 | Department of Energy  

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In support of the B61‐12 LEP, the NNSA Readiness Campaign is providing critical support for the

maturation of technologies and development of manufacturing capabilities necessary to deploy neutron

generators, tritium reservoirs, detonators, and other non‐nuclear components.    These capability

development activities will also benefit future LEPs, alterations, modifications, and maintenance of the

stockpile.  In addition, the Science, ASC and Engineering Campaigns are providing the experimental and

scientific computing capabilities to support the component qualification and system design, and

qualification (see Chapter 3).  

W78/88‐1 (IW‐1) LEP

In June 2012, the Nuclear Weapons Council authorized a Phase 6.2 study for a W78/88‐1 interoperable

warhead.  The LEP will address aging components, improve system safety and security, replace CHE with

IHE, and potentially add detonator safing features.  The goal of the LEP is to develop a single NEP that will

be used in both Air Force and Navy aeroshells.    Currently, the W78 is integrated into the Mk12A

aeroshell; however, a recent Air Force assessment has concluded that the Mk21 aeroshell offers more

performance and security enhancement options than the Mk12A aeroshell.    The Nuclear Weapons

Council subsequently approved use of the Mk21 aeroshell for the ICBM deployment of the W78/88‐1 LEP

warhead.  The Navy plans to incorporate the life‐extended W78/88‐1 warhead into the Mk5 aeroshell.   

Cruise Missile Warhead

NNSA is supporting the Analysis of Alternatives study for an Air Force cruise missile warhead.  This study

will consider various warhead options based on reuse, refurbishment, and replacement of nuclear and

non‐nuclear components.   NNSA commissioned a 90‐day conceptual design study in October 2012 to

inform NNSA and the Air Force of potential cruise missile warhead options for consideration in LEPs.  

Participants in this study include LANL, LLNL, SNL, and the Air Force.  Key design requirements established

for this tasking include the following:  

 Using IHE for all primaries.

 Maximizing use of common non‐nuclear components, including common approaches for LEP

designs (e.g., the B61‐12, W76‐1, and W78/88‐1).

 Exploring options for enhanced surety (intrinsic and external).

 Complying with the 2010 Nuclear Posture Review Report.

The information from the 90‐day study will be used by NNSA to downselect to a warhead family in

FY 2013. Variants within the selected family will be developed for further consideration.    In addition,

NNSA and the Air Force will be better positioned to move expeditiously into the Phase 6.2 feasibility

studies and option downselect.

NNSA Study on Interoperable Warheads

To assess the potential for deploying life‐extended weapons on multiple platforms, in accordance with

the 2010 Nuclear Posture Review Report (DoD 2010), NNSA recently completed a scoping study (the

“120‐Day Study”) to evaluate the use of common NEPs and common and adaptable non‐nuclear

components in Air Force and Navy ballistic missile systems.  Specific to this tasking was the development

of interoperable warhead concepts that can be deployed in both the Mk5 and the Mk21 reentry

aeroshells.  The options focused on developing two unique NEPs, one incorporating reuse pits and one

using remanufactured pits.    Each NEP would be integrated with a warhead electrical system that

leverages the use of common components to the extent possible while addressing the unique

characteristics of the Air Force and Navy delivery system platform requirements.  Key to this effort is the

development of forward‐compatible architectures that will enable system enhancements to improve
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reliability, safety, and security as technologies and components mature.  The results of this study were

very encouraging in providing concepts for evaluation in the W78/88‐1 LEP Phase 6.2, Feasibility and

Option Downselect Study.  

With the development of warhead NEPs that are deployable on multiple platforms and the use of

common non‐nuclear components to the extent possible, the ballistic missile stockpile will ultimately be

comprised of three unique warheads.  These three unique warheads are planned to be deployed on both

Air Force and Navy missiles.  For this stockpile transformation model to be most effective, the Phase 6.2

Study of the W78/88‐1 warhead must be coordinated with the study of the second interoperable

warhead (i.e., IW‐2 in Figure 2–8).  This coordinated feasibility and option downselect study will provide

two key benefits:   

1. It will ensure the maximum use of common components where appropriate while ensuring

essential diversity where needed, and

2. It will provide for advanced technology and component maturation planning by coordinating

potential improvements in the second interoperable warhead with future improvements in the

first interoperable warhead.   

In summary, the LEP and Alt plans endorsed by the Nuclear Weapons Council include the following:

 W76‐1 LEP

 Complete production by the end of FY 2019.

 W88 Alt 370

 Complete development to support a first production unit no later than December 2018.

 Complete production no later than the end of FY 2023.

 B61‐12 LEP

 Complete Phases 6.3 through 6.5 to support a first production unit planned for FY 2019.

 Complete production no later than the end of FY 2023.

 Cruise Missile Warhead

 Participate with DoD in an Analysis of Alternatives study for the air‐launched cruise missile.  

 Complete Phases 6.1 through 6.5 to support a first production unit no earlier than FY 2024,

pending the results of a 90‐day, NNSA conceptual design study and subsequent decisions by

the Nuclear Weapons Council.

 W78/88‐1 (IW‐1) LEP

 Complete Phase 6.2/6.2A study of a W78/88‐1 interoperable warhead compatible with the

Mk 21 and the Mk 5 as soon as practicable; completion is currently projected in FY 2016.

 Complete Phases 6.3 through 6.5 to support a first production unit by FY 2025.

 Complete production by FY 2036.

Key activities and milestones in LEP planning and execution are shown in Figure 2–15 in Section 2.9.2 of

this chapter.  Additional details on the LEP and Alts scope and plans can be found in the classified Annex,

Chapter 2, Section 2.6.   
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The following near‐term activities support LEPs and weapons alterations:   

 Update key planning documents to reflect the revised baseline, including the Nuclear Weapons

Council Requirements and Planning Document and the NNSA Production and Planning Directive.

 Address technology and component maturation and the production readiness requirements

scope associated with the selection of technologies in support of the B61‐12 LEP and, for the

longer term, to support the W78/88‐1 and cruise missile warheads.  

 Continue activities on a feasibility study and options downselect (Phase 6.2) study of the

W78/88‐1 warhead in a manner that accounts for potential commonalities, adaptability, and

interoperability between Air Force and Navy ballistic missile systems.   

 Continue development of an AF&F component assembly for the W88 Alt 370.  In response to a

request from DoD, leverage this work with existing Air Force‐funded fuze work on the W87 to

develop an adaptable AF&F component for the W78/88‐1 LEP.  NNSA will collaborate with the

United Kingdom during this development.

2.6.3 Improving the Approach to Life Extension Program Planning and

Execution

Over the next two decades, the nuclear security enterprise will execute a tremendous workload to

extend the life of the stockpile, as described above.  This workload presents a resource and production

throughput challenge for NNSA that requires improvements in LEP planning and execution.  

NNSA is evaluating LEP implementation approaches to shorten the design and production cycle.    This

transition will build on the plans described in the previous section.  Central to this approach is the move

to fewer types of warheads in the stockpile.    These life‐extended warheads will incorporate forward‐

compatible architectures to enable more timely and cost‐effective upgrades.   Where appropriate, the

stockpile will transition to using more common (or similar) non‐nuclear components and common NEPs

on multiple delivery platforms (e.g., the SLBM D5 missile and the ICBM Minuteman III missile).    This

closely follows both military and commercial approaches for addressing product improvements and

technology obsolescence. Furthermore, this approach will increase the opportunities to incorporate

modern safety and use control technology.   

In addition, this approach to stockpile management will lead to a more consistent flow of relevant work

that uses and continuously refreshes the critical skill sets needed in the nuclear security enterprise.  

Establishing a continuous technology and component maturation process, supported by a robust science‐

based qualification and certification capability, should further motivate the workforce and enable

improved and cost‐effective insertion of new technologies and components into the U.S. nuclear

weapons stockpile.11   

To focus system scopes on future system life extension activities (beyond those discussed in the previous

section), the following priorities have been established:

1. Address identified performance and reliability issues and component end‐of‐life replacements.  

2. Update system architectures to be forward compatible, which will enable future upgrades with a

minimum of system changes.

                                                      

11 These elements of the SSMP are discussed in detail in Chapter 3, Section 3.4.5.
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3. Upgrade safety, security, and use control features.

4. Incorporate features to enhance the ability to assess the system condition.  

Long‐term and ongoing activities planned in development and technology maturation include the

following:

 Pursue continued development of new technologies to improve the safety and security of the

stockpile.  Address the inability to remanufacture existing weapons components caused by the

obsolescence of as‐built manufacturing processes.    Develop alternatives to the use of certain

hazardous materials and materials that are prone to excessive aging.  (A more‐detailed discussion

of this topic is in Chapter 3, Section 3.4.)

 Apply the full spectrum of ST&E capabilities to certify the performance of the U.S. nuclear

weapons stockpile and to design, qualify, and manufacture all chosen life extension alternatives.  

Use ST&E experimental facilities to (1) develop, improve, and validate physics‐based models

based on fundamental science, component, and system‐scale experiments, (2) assess weapon

responses to the conditions outlined in the stockpile‐to‐target sequences, and (3) qualify, certify,

and deploy safety, security, and reliability upgrades to the stockpile.    (See the more detailed

discussions of these topics in Chapter 3, Section 3.5.1.)

2.6.4 Modernizing the Production Capabilities and Capacities

Maintaining the stockpile while implementing proposed improvements in safety, security, and reliability

depends on the continued availability of essential production capabilities and capacities within the

nuclear security enterprise.  Over the next several decades, NNSA will address manufacturing capability

and capacity challenges to manage the current and projected workload plan while concurrently

completing significant infrastructure revitalization.    These physical infrastructure improvements are

discussed in more detail in Chapter 5 and Appendix D.

2.6.4.1 Readiness Campaign

This campaign provides production process development investments across the nuclear security

enterprise that are crucial to the LEPs and Alts of multiple weapons systems.    For instance, while the

B61‐12 LEP directly funds system‐specific development of the components and subsystems that will

make up the B61‐12 bombs, that LEP relies substantially on the Readiness Campaign to fund the

development of key production processes that will serve multiple systems, beginning with the B61‐12.  

Specifically, for the B61‐12 LEP to be successful, the Pantex Plant must redevelop IHE manufacturing

capabilities that have not been used in volume for decades.  In addition, the Kansas City Plant is relying

on the Readiness Campaign to help re‐establish high‐precision specialized production processes for

safety, radar, and other unique non‐nuclear components.    The Readiness Campaign also operates the

capability to produce tritium to maintain the national inventory needed for the stockpile.   

2.6.4.2 Plutonium Sustainment and Pit Production  

The FY 2014 Plutonium Sustainment Program plan aligns with the pit production goals of the Nuclear

Weapons Council baseline plan discussed in Section 2.6.2.  The Plutonium Sustainment Program balances

requirements with plutonium capabilities to meet national policy goals, stockpile requirements, and LEP

planning.  Execution of this program is dependent upon infrastructure activities described in Chapter 5,

Section 5.3.1.
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The Plutonium Sustainment Program for the FY 2014 FYNSP includes the following major activities:

 Continue to acquire and install pit production equipment that replaces old, end‐of‐service‐life

machines as well as additional equipment required to increase production capacity from

approximately 10 pits per year to 30 pits per year.

 Continue the process development to manufacture the W87 pit, a candidate for future stockpile

needs.  Multiple development W87 pits were built in FY 2013.

 Build 8 to 10 developmental pits per year over the FYNSP to facilitate the transition to war

reserve production through qualification and certification.

 Perform engineering and physics evaluations on the developmental builds for war reserve pit

qualification and certification.  

 Complete the reconstitution of a power supply production capability.

The first war reserve W87 pit is planned in FY 2019, with a ramp up in production to 30 pits per year by

FY 2021.  The pit development timeline is shown in Table 2–4 below.

Table 2–4. Pit development timeline

Type

Fiscal Year

2014 2015 2016 2017 2018 2019 2020 2021

Pit Production Series Development

Builds

Process Prove‐In

Builds

Qualification

Builds

W87‐like

WR Builds

W87‐like

WR Builds

W87‐like

WR Builds

Number of Builds 8‐10 8‐10 10 10 20 30

WR = war reserve

Preliminary plans call for pit production of potentially up to 80 pits per year starting as early as FY 2030.  

NNSA continues to develop options to achieve a higher production rate as part of the plutonium strategy.   

The FY 2014 Plutonium Sustainment FYNSP also provides the resources to establish a pit reuse capability

up to a potential capacity of 90 pits per year, in conjunction with a newly manufactured pit capability by

FY 2021. The investments planned over the FYNSP in pit manufacturing equipment provide the

foundation for pit reuse capability when combined with an increased workforce to process the reused

pits. Until a pit reuse design and approach is formally documented and planned for stockpile use, the

specific equipment and process development estimates cannot be prepared.

Pit manufacturing relies on analytical chemistry and materials characterization analyses to produce war

reserve pits. Without the CMRR‐NF or alternative, a production capability of 30 pits per year is only

achievable through several approaches that are not mutually exclusive, including additional shift work,

additional use of space in the Plutonium Facility (PF‐4) at LANL, and use of offsite laboratories that

require leveraging resources that are outside the Plutonium Sustainment Program.

2.6.4.3 Canned Subassembly Production

The transition of the CSA manufacturing mission from the existing Y‐12 buildings, particularly

Building 9212, to the Uranium Processing Facility (as part of the Uranium Capabilities Replacement

Project12) is vital to modernizing the infrastructure of the nuclear security enterprise.  This transition is

                                                      

12 The National Defense Authorization Act for Fiscal Year 2013 refers to this project as the Uranium Capabilities Replacement

Project.  NNSA has previously used the term Uranium Processing Facility to describe this project in planning documents. Despite

the name difference, this is the same project.
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critical to LEPs, including manufacturing new CSAs or requalifying existing CSAs.  It is also critical to other

defense‐related missions such as surveillance and dismantlement of CSAs, nonproliferation missions that

involve disposition of enriched uranium materials, delivery of fuel feedstock to the Navy, and supply of

defense‐related reactor fuels. Execution of this program is dependent upon infrastructure activities

describe in Chapter 5, Section 5.3.1.

2.6.4.4 Tritium Supply

Tritium is an integral component of nuclear weapons.  An assured supply must be available to meet the

requirements of the nuclear weapons stockpile.    Tritium, a radioactive material with a half‐life of

12.3 years, must be periodically replenished.  One of NNSA’s missions is to provide freshly filled tritium

reservoirs for the stockpile to replace reservoirs that have reached their end of life.  

NNSA’s Tritium Readiness subprogram operates a tritium production system to maintain the required

inventory by producing new tritium.  Because the current inventory is larger than required, only a small

amount is produced today.    However, to meet future tritium inventory requirements, the rate of

production must be increased.   

Since 2003, tritium has been produced by irradiating lithium‐aluminate pellets with neutrons in a

commercial nuclear power reactor.    The pellets are inserted into specially designed tritium‐producing

burnable absorber rods (TPBARs) that are similar in dimension to reactor fuel rods.   Irradiation of the

rods occurs at the Tennessee Valley Authority (TVA) Watts Bar Unit 1 reactor.   

After irradiation, the TPBARs are removed from the reactor, consolidated into one or more shipping

containers, and transported in secure casks to the Tritium Extraction Facility at the Savannah River Site

(SRS), where the tritium is removed.  Gases containing tritium are then piped to the SRS Tritium Loading

and Unloading Facility, where the tritium is purified and loaded in limited‐life tritium reservoirs to

support the nuclear weapons stockpile.  The spent TPBARs are disposed of as low‐level radioactive waste.  

Future tritium gas transfer systems that could be incorporated into LEP weapons will probably involve

larger tritium loads than past weapons because they will be designed to last longer, thus requiring less

frequent exchanges. These future gas transfer systems would result in better performance margins for

the NEP and, therefore, higher confidence in the nuclear design without the need for underground

nuclear tests.    In addition, the TPBAR irradiation cycles, extraction, and processing will affect tritium

supply requirements.   

Factored into the production assessment requirements is the recovery of tritium through weapons

dismantlements.  Tritium reservoirs are removed from all inactive weapons, as well as those that have

been retired and are awaiting dismantlement.  The reservoirs are returned to SRS for reclamation of the

tritium and disposition of the hardware.    Tritium harvested from weapon dismantlements does not

impact the total inventory quantities because this inventory is already considered in the supply planning.  

However, without adequate funding to process these tritium reservoirs, near‐term requirements may not

be met.

NNSA’s tritium production plan is illustrated in the schedule shown in Figure 2–9.  The major factors in

tritium supply planning are defined by the demands created from the exchange of LLCs in existing

weapons, the tritium requirements determined by LEPs, and the tritium production efficiency of the

TPBARs in the reactor. Each horizontal bar in Figure 2–9 represents an 18‐month irradiation cycle at the

Watts Bar Unit 1 reactor.    A total of 544 TPBARs were loaded in October 2012 in the reactor’s 12th

operating cycle.    Cycle 13 will begin in April 2014 with 704 TPBARs and will be completed by

September 2015, when the next refueling outage is scheduled.   
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Figure 2–9.  Schedule for irradiation of tritium‐producing burnable absorber rods to meet

post‐Nuclear Posture Review Report requirements

To meet future requirements, the number of TPBARs must increase to approximately 1,650 to 2,000 in

the FY 2019 time frame.    The ramp up to higher numbers of TPBARs will commence in FY 2014.    In

support of this ramp up, NNSA is updating the environmental impact statement.    TVA will submit a

license amendment request to the Nuclear Regulatory Commission covering the increased TPBAR levels.  

NNSA outyear budget projections include the additional TPBARs starting in FY 2014.

An integral component of tritium production is the availability of an unobligated low‐enriched uranium

reactor fuel supply for use by TVA.  Unobligated fuel is reactor fuel that is not restricted by peaceful use

agreements. Therefore, NNSA uses this type of domestically produced and enriched fuel for tritium

production for national defense purposes.  Currently, the United States Enrichment Corporation (USEC)

supplies unobligated reactor fuel to support tritium production through its gaseous diffusion plant in

Paducah, Kentucky.  USEC plans to replace this process with the American Centrifuge Project.  While it is

uncertain when the American Centrifuge Project will be fully operational, it is possible that one train of

centrifuges (a sixth of the number that will eventually be required to provide the unobligated fuel needed

to operate one reactor for tritium production) could be operational by FY 2015 if USEC, or another entity,

is able to secure funding to demonstrate a capability to supply national security needs.    More

importantly, NNSA plans to provide unobligated fuel to the Watts Bar Unit 1 reactor through FY 2039, as

shown in Figure 2–10.

Today, USEC is under contract to the TVA to provide approximately two more fuel reloads to the Watts

Bar Unit 1 reactor.    Under the Depleted Uranium Enrichment Project initiated in May 2012, TVA has

transferred its contract with USEC to Energy Northwest to begin deliveries in mid‐FY 2015.  By the end of

May 2013, USEC will have enriched 9,075 metric tons of high‐assay depleted uranium for

Energy Northwest, and Energy Northwest will deliver to TVA approximately nine reloads of low enriched

uranium through 2022.   An additional one reload may be obtained through obligation exchanges with

fuel retained by Energy Northwest for its use.    This total of ten reloads of unobligated low enriched

uranium is twice what is needed in the delivery platform, so options are being explored to preserve the

excess for future use, either through a series of obligation exchanges with available inventories or by

carrying the material with the associated working capital and carrying costs.   
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Figure 2–10.  Schedule for supplying unobligated low enriched uranium fuel to the Watts Bar reactor

After 2024, obligated uranium will be exchanged using material downblended for the mixed oxide

program.  The Department of Energy’s (DOE’s) unobligated low‐enriched uranium will take on obligations

from low‐enriched uranium that TVA will purchase from the commercial market to fuel Watts Bar Unit 1.  

After 2031, the remaining reloads from the Depleted Uranium Enrichment Project may be used to fuel

one reactor through 2039.    After that, tritium production could be supported by a new domestic

enrichment capability, such as USEC’s American Centrifuge Project or other initiatives like irradiation in a

small modular reactor.   If no other options are available, NNSA could down blend the highly enriched

uranium; however, this would be an option of last resort, because the highly enriched uranium is

valuable for Defense Program strategic reserves and the Naval Reactor Program.    The highly enriched

uranium supply is limited, and no current capability exists to produce new highly enriched uranium to

replace consumed material.  

2.6.4.5 Non‐Nuclear Component Production

The non‐nuclear components of a weapon fall into four broad technology categories: mechanical,

electrical, special materials, and energetic material components.    Examples of components in each of

these categories include mechanical components (e.g., safety mechanisms, stronglinks, and launch

sensors), electrical components (e.g., AF&F components, and radiation‐hardened integrated circuits and

transistors), special material components (e.g., compression pads, cushions, radomes, desiccants,

and hydrogen getters), and energetic material components (e.g., thermal batteries, actuators, and

impact fuzes).   

In each of these component technology categories, major changes are occurring in both the

manufacturing processes and the materials used.    The movement of many manufacturing companies

overseas has affected the size and number of suppliers willing to undertake the manufacturing of the

components, given the significant quality requirements and limited quantities for these parts.    As

commercial industry drives the technology of the components, many of the legacy component

manufacturing technologies and materials previously used to produce these components are being
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replaced, moved off shore, or simply made obsolete.    This causes programs that require new or

replacement components to identify new suppliers, train these new suppliers to operate to the necessary

levels of quality for nuclear weapon components, and establish different or significantly modified

manufacturing processes to realize these components.    Furthermore, changes in production processes

because of environmental regulations and concern about the health and safety of workers further alter

the legacy manufacturing processes used for component production.   Given all of these changes, it is

essential that the component designers adequately characterize and model component performance,

construction materials, and construction assembly and production processes to assure that the new

components meet stockpile requirements related to safety, security, longevity, supply chain surety, and

performance with adequate margin.  

The new Component Manufacturing Development subprogram of the Readiness Campaign (that replaces

the Non‐nuclear Readiness subprogram) develops and deploys new or revitalized component

manufacturing capabilities to support non‐nuclear components required for multiple weapon system

applications.    Non‐nuclear functions range from weapon command and control to performance

assessment during deployment simulations and include various weapon‐related structural features.  

Focusing on critical non‐nuclear manufacturing technologies that will be required in 3 to 8 years ensures

that the nuclear security enterprise can manufacture all components required for LEPs, LLC exchanges,

alterations, and modifications.   

SNL is responsible for designing and developing most non‐nuclear components that are external to the

NEP to support maintenance, life extension, and the safety, security, and use control modernization of

the stockpile.    Nuclear weapon production facility inputs are incorporated into the design and

development of these components through early involvement in product realization teams.  Production

of non‐nuclear components is done in concert with the Kansas City Plant and SNL production facilities.  

The Kansas City Plant has primary responsibility for providing electrical, mechanical, and special materials

products that are external to the NEP while SNL production facilities provide neutron generators, the

energetic material components, and microelectronics and microsystems for the nuclear security

enterprise.  When appropriate, non‐nuclear components are also outsourced under the oversight of the

responsible NNSA site.

The transfer of the Kansas City Plant’s operations to its new National Security Campus (through the

Kansas City Responsive Infrastructure Manufacturing and Sourcing Project) is under way and will be

completed in FY 2014.  To manage risks to program deliverables during the transition period, a number of

mitigation options have been developed, including a build‐ahead plan for producing components to

support ongoing Kansas City Plant deliveries and ship schedules during the move.  The Kansas City Plant

and SNL have also partnered to implement a continuous‐build production plan for AF&F systems that

enables key operations at both Kansas City Plant locations without interrupting the production at either

facility until the transition to the new National Security Campus is complete.

SNL is responsible for the design and production of neutron generators and custom radiation‐hardened

microelectronics.    Production of neutron generators for the W76 and W78 has been successful, with

historically high reliability and high manufacturing yield.  The upcoming challenge will be the requirement

to redesign and produce generators for the remainder of the stockpile in the next decade.    Neutron

generators for five systems are currently in various stages of development, with war reserve production

beginning for the first of these systems (the W87) in FY 2014.    Since neutron generators are LLCs,

production schedules are partially driven by the requirement to replace them before their performance

no longer satisfies system requirements.   

The resulting overlap of both design and production deliverables across multiple systems over the next

several years has driven SNL to develop and deploy several formal systems to ensure the most efficient
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allocation of resources for product development and physical production.  The neutron generator design

and production business model, in which a single organization is responsible for the entire product life

cycle, has been key to bringing the necessary resources to bear on design and production problems in an

efficient way via seamless integration of science and technology, design, and production assets.

The Microsystems and Engineering Sciences Applications facility at SNL produces NNSA’s custom

radiation‐hardened microelectronics and microsystems.    These components and capabilities are vitally

important to the LEPs and provide a degree of supply chain security assurance that is not otherwise

available.  The silicon integrated circuit tool set is scheduled to be recapitalized within the next 4 years

because the current generation of equipment can no longer be maintained, and replacement parts are

unavailable.    Integrated circuit manufacturing requires periodic tool replacement; a new building

(a trusted foundry for radiation‐hardened microelectronics and microsystems) will be needed in the 2020

time frame to accommodate the next recapitalization.

In addition to its manufacturing infrastructure, NNSA relies on commercial vendors from across the

United States to supply critical materials, processes, services, and finished products in support of

sustaining the stockpile.  Figure 2–11 provides a summary of the locations by state and number of key

vendors supporting the Kansas City Plant and SNL across the country that supply critical capabilities in

support of the nuclear security enterprise’s manufacturing infrastructure.

Figure 2–11.  Commercial facilities from across the country provide essential capabilities to

support National Nuclear Security Administration’s manufacturing infrastructure

In conjunction with modernization of manufacturing capabilities, maintenance and recapitalization

of other production and support activities are essential across the nuclear security enterprise.  

Recapitalization of major science and experimental facilities will be required to qualify and certify LEPs

without returning to underground testing and to support the Surveillance Program.    New explosive

pressing capabilities being installed at the Pantex Plant will provide modernized equipment to support

the conversion from CHE to IHE in future LEPs, as well as to consolidate operations from disparate
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locations at the plant.  Further discussion of the facilities requiring refurbishment and recapitalization is

provided in Chapter 5.

2.7 Weapons Dismantlement and Disposition  

Weapons are retired from the stockpile as a result of changes in strategic requirements or surveillance

evaluations.    The subsequent weapons dismantlement and disposition process involves four major

activities:  safety analysis, disassembly, characterization, and disposition.    Figure 2–12 illustrates the

processes involved in the safe dismantlement and disposition of nuclear weapons.  

Figure 2–12.  Process flow of activities involved in the safe dismantlement and disposition

of nuclear warheads

A weapon‐response analysis is performed prior to weapons dismantlement and disposition activities to

assure that those activities are conducted in a safe manner.    Planned dismantlement processes are

reviewed in detail, and potential hazards are identified and assessed against potential weapon responses

(i.e., inadvertent nuclear detonation, high‐explosive violent reaction, special nuclear material dispersal,

and worker safety).  Procedures and controls are developed to address the hazards prior to approval of

operations to ensure that operations are conducted without adverse consequences.

Weapons and their components are characterized before dismantlement to identify their associated

hazards and disposition streams.    Disassembly operations separate the warhead into its major

components and materials.  During disposition, weapon components are earmarked for reuse, storage,
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recycle, surveillance, or disposal.  Disposition also includes steps that demilitarize components so they

cannot be used as originally intended, as well as alteration of parts to declassify them for shipment to

offsite salvage locations in accordance with Federal regulations and DOE Orders.  Proper characterization

and disposition ensures production plants dispose of material in accordance with environmental

regulations.

Many factors affect dismantlement rates, including shipping logistics, complexity of the weapon systems,

and availability of qualified personnel, equipment, and facilities.  A dismantlement plan13 for FY 2011 and

future years was submitted to Congress in 2008.  The information in that report has been updated in the

classified Annex of this SSMP.    This plan accounts for additional retirements projected from the post‐

Nuclear Posture Review Report (DoD 2010) stockpile configuration.  A primary goal is to take advantage

of the momentum generated by the completion of safety reviews and the documented safety analyses

for the handling, disassembly, and inspection of all existing weapon systems under the Seamless Safety

for the 21st Century (SS‐21) Initiative14 to enable dismantlement across the entire spectrum of retired

assets.    The Pantex Plant has completed the SS‐21 process for all weapon systems.    For FY 2012, the

Pantex Plant achieved 112 percent of its required weapons dismantlements and Y‐12 met its CSA

dismantlement requirement at 100 percent.

Near‐term initiatives concerning dismantlement of retired warheads and bombs include the following:   

 Complete work on the B53 CSAs scheduled at Y‐12.

 Reduce the legacy material inventories at the national security laboratories and nuclear weapons

production facilities.

 Dismantle W80‐1 and provide parts for the W80‐1 Alt 369 neutron generator replacement.

 Reduce legacy part inventories to provide additional staging capacity at the Pantex Plant.

 Continue to support the Navy’s request for additional W76‐0 dismantlements.

Longer‐term and ongoing actions to be taken in this area include the following:

 Dismantle all nuclear weapons retired prior to 2009 no later than the end of FY 2022.

 Plan the transfer of dismantlement operations from existing facilities at Y‐12 to the Uranium

Processing Facility.

 Continue to support nonproliferation, LEP, and surveillance needs.

Key activities and milestones in weapon dismantlement are shown in Figure 2–14 in Section 2.9.2.

2.8 Integrated Surety Solutions for Transportation

The Integrated Surety Solutions for Transportation program will enhance NNSA transportation security

through the functional integration of nuclear weapon use denial capabilities with elements of physical

security.    This capability was endorsed by the 2010 JASON Surety Study.    By the end of FY 2011, the

Surety subprogram of the Engineering Campaign had demonstrated full maturity (Technology Readiness

Level 6) for all enabling technologies needed to support full stockpile implementation in the NNSA

transportation venue.  As depicted in Figure 2–13, the initial phase of implementation, which is included

in the FY 2014 FYNSP request, would involve retrofitting the Safeguards Transporters with command and

                                                      

13 National Nuclear Security Administration's Dismantlement Plan for FY 2011 and Future Years Associated with Reductions in the

U.S. Nuclear Weapons Stockpile (U), submitted by the Administrator, NNSA, March 2008. 14 The SS‐21 program is an NNSA‐wide program that enhances worker and environmental safety in the assembly, disassembly,

and testing processes for nuclear weapons. The program requires the identification, evaluation, and elimination or mitigation of

potential hazards.  
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control subsystems to support integration of weapon use denial capabilities with Safeguards

Transporter’s access‐delay capabilities.  This phase will also include the development and production of

the multi‐application transportation attachment device that would complete the Safeguards

Transporters/weapon interface for all warheads that already possess internal use denial subsystems.  

Subsequent program phases could develop external use denial subsystems for warheads which currently

have no internal use denial capability.    Such subsystems would be installed during transportation and

interfaced to the Safeguards Transporters through the previously implemented command and control

modules.  Follow on activity could develop a use denial subsystem for the W88 to support return of the

first Alt 370 unit to the field at the start of FY 2019, and similar programs to provide the Integrated Surety

Solutions for Transportation program integration for the W76‐1, W78, and W87 weapons.  In FY 2013,

detailed program cost estimates were developed to support implementation.   

Figure 2–13.  Potential schedule for Integrated Surety Solutions implementation for

National Nuclear Security Administration transportation  

2.9 Summary of Significant Stockpile Accomplishments

and Plans

2.9.1 Recent Major Stockpile Management Accomplishments

As discussed in this chapter, significant progress has been made in virtually all elements of the Stockpile

Management Program.    The Nation’s weapons are safe, secure, and continue to meet requirements;

maintenance activities have been conducted as required; and production activities for future

maintenance activities are on track.    NNSA is continuing to assess weapon systems to identify areas

needing more attention and has deployed a new Surveillance Program governance model to ensure that

surveillance activities will be balanced across all systems in the stockpile.    The Stockpile Services

subprogram continues to provide enabling elements essential for weapons research, development, and

production capability and capacity within the nuclear security enterprise.
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Looking to the longer term, NNSA, in collaboration with DoD, is developing strategies for stockpile

options that will sustain the nuclear deterrent over the long term, maintain a highly specialized technical

workforce and essential infrastructure, and respond effectively to geopolitical challenges, arms control

opportunities, and technological surprises.   

Recent stockpile accomplishments include the following:

 Delivered all scheduled LLCs for the B61, W76, W78, W80, B83, W87, and W88, including gas

transfer systems, neutron generators, and alteration kits, to DoD and the Pantex Plant to

maintain the nuclear weapons stockpile.

 Conducted surveillance evaluations for all weapon systems, including flight tests, laboratory

system tests, and component evaluations. Surveillance evaluations supported critical deliverables

including the semiannual Weapon Reliability Reports and Annual Assessment Reports.

 Implemented a new Surveillance Program governance model to improve the planning,

prioritization, and conduct of surveillance activities to best achieve program requirements.  

 Completed 100 percent of FY 2012 funded scope for W76‐1 LEP production and deliverables to

the Navy.

 Commenced Phase 6.3, development engineering, for the B61‐12 LEP.

 Commenced Phase 6.2/6.2A, feasibility studies and option downselect, for the W78/88‐1 LEP.

 Commenced Phase 6.3, development engineering, for the W88 Alt 370.

 Completed 120 percent of weapon dismantlement goals in pursuit of completing the

dismantlement of weapons retired prior to FY 2009 by the end of FY 2022.

 Completed construction of and began the move to the Kansas City Plant’s new National Security

Campus in early FY 2013.

2.9.2 Stockpile Management Activities, Milestones, and Key Annual

Deliverables

To be successful in moving forward, Stockpile Management has a number of goals, milestones, and

annual activities that have been discussed throughout this chapter.  While the complete integrated body

of work is required, the following figures graphically depict those elements that are the culmination of

each of the major program elements.    Figure 2–14 shows the Stockpile Management Program’s goals,

planned milestones, and key annual activities through FY 2038 for its weapons assessment, surveillance,

and maintenance activities.    Figure 2–15 shows the milestones set for the LEPs, major weapons

component production, and weapons alteration and dismantlement activities.  
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Figure 2–14.  Goals, milestones, and key annual activities for weapon assessment, surveillance,

and maintenance

Figure 2–15.  Milestones for life extension programs, major weapons component production,

and weapons alteration and dismantlement
Science, Technology, and 

Engineering: The Base of 

Stockpile Stewardship 

and Management

Chapter 3

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐1

CHAPTER 3

SCIENCE, TECHNOLOGY, AND ENGINEERING:

THE BASE OF STOCKPILE STEWARDSHIP

AND MANAGEMENT  

The ST&E capabilities of the nuclear security enterprise, including the suite of experimental facilities and

supercomputing platforms and codes, underpin NNSA’s ability to conduct annual assessment and

certification of the safety, security, performance, and reliability of each weapon system without

underground nuclear testing.    Robust surveillance and assessment capabilities enabled by ST&E also

reveal anomalies, evaluate impacts on warhead performance, and identify stockpile solutions that can

be implemented via LEPs, Alterations, and Modifications.    As stated in the National Nuclear Security

Administration Strategic Plan (DOE 2011), the expertise upon which the Nation’s nuclear deterrent is

constructed is also applicable to other national security concerns:

Regardless of stockpile size, ensuring a safe, secure, and effective nuclear stockpile requires

certain core capabilities and technical expertise in science, research and development, and

manufacturing.    The need to retain these assets across our Enterprise will only increase in

importance as we work to address the nuclear security challenges of the 21st century.  These

assets, and the expertise of all of our people, provide the means to solve the technical

challenges of verifying treaty compliance, assessing foreign nuclear weapons activities,

combating nuclear terrorism and proliferation, and guarding against the threat posed by

technological surprise.

This chapter, in conjunction with the corresponding chapter and appendix in the classified Annex,

provides an overview of the ST&E‐based expertise and capabilities that enable accurate annual

assessments, provide the means to maintain the stockpile; modernize the safety, security, and use‐ 

control features; and address broader national security requirements.   

3.1 Introduction

ST&E capabilities are interwoven throughout the nuclear security enterprise, providing the fundamental

basis and the supporting capabilities to accomplish the following six major efforts in stockpile

stewardship and management:

 Execute annual assessments of stockpile safety, security, performance, and reliability and

conduct detailed assessments of all subsystems for each weapon system.

 Perform and improve surveillance, monitoring, and analysis of the stockpile condition, including

identification and resolution of SFIs.

 Analyze options to maintain and extend the life of the Nation’s stockpile through LEPs.

 Develop and mature technologies to update weapons components and systems and improve

safety, security, and system reliability.
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 Certify that LEP products meet military requirements before entering the stockpile and ensure

that capabilities are in place to enable assessment and certification of stockpile changes caused

by aging or replacement of materials and manufacturing defects.

 Contribute to a diverse set of emerging national security challenges.

As described in Chapter 1 (see Figure 1–1), the flow of activities to address these key efforts is derived

from documented requirements.    These activities begin with the assessment of high‐level strategic

requirements (e.g., the Nuclear Posture Review Report [DoD 2010], Presidential Directives, and the

FY 2011‐2017 Nuclear Weapons Stockpile Plan), proceed to the analysis of military requirements, and

ultimately culminate in stockpile sustainment assessment and certification actions to maintain a strong

nuclear deterrent.  

3.2 Management and Planning

The stockpile stewardship and management process consists of the following three major steps.

 Analyze and document fundamental requirements.  This step, which is based on key planning

documents, involves analyzing the requirements to assess, certify, and maintain each weapon

system; documenting strategies to meet these requirements; and identifying actions to

accomplish those strategies.

 Organize, coordinate, and schedule major deliverables.    This step provides an integrated

framework of activities to produce the stockpile sustainment and deterrence deliverables and is

accomplished via the following three sub‐elements:

 The TBSTP document provides and prioritizes stockpile technology needs due to

performance issues, aging, or needed surety enhancements (see Section 3.2.1).

 The CMF is a planning framework to organize, coordinate, and schedule component and

technology development for stockpile sustainment and modernization requirements (see

Section 3.2.2).

 The PCF is a planning framework to organize, coordinate, and schedule predictive science

experimental, theoretical, and analytical activities for assessment, qualification of

components, and certification and to develop solutions to address stockpile issues including

improvements to safety and security (see Section 3.2.3).

Together, the TBSTP, CMF, and PCF provide a long‐term roadmap that integrates ST&E‐based

capabilities into DSW program activities to answer questions crucial to assessment, qualification

certification, and sustainment of the stockpile.  See Figure 3–1, which shows the integration of

the TBSTP, CMF and PCF.

 Detailed Implementation. The implementation steps mirror the key elements of stockpile

management, including assessing, sustaining, and modernizing the stockpile to assure it remains

safe, secure, and reliable into the future.    To accomplish these mission elements, the ST&E

campaigns, the subprograms of those campaigns, and multi‐campaign activities provide the

necessary underlying science and engineering, develop the essential tools (e.g., codes and test

capabilities), and execute plans as shown in Figure 3–2.  

These activities are the products of cooperative efforts among the campaigns and programs across

NNSA sites.  
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐3

Figure 3–1.  Flow of science, technology, and engineering deliverables to life extension programs  

Figure 3–2.  Planning and implementation process
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3.2.1 Technical Basis for Stockpile Transformation Planning

The TBSTP document describes the evaluation of key issues and concerns in the deployed stockpile.  It

develops a prioritized list of technology needs by weapon system, based on assessments of component

end of life and performance and on the need to enhance weapon safety, security, and use control.  This

list of technology needs provides a key driver for activities coordinated through the CMF and PCF.  These

activities are integrated and prioritized with the existing development, qualification, and production

programs (i.e., the campaigns and Stockpile Services) to achieve the desired technology and

manufacturing readiness levels for implementation into the stockpile.   NNSA also uses the TBSTP to

communicate priorities to Congress and DoD.  The TBSTP categorizes technology drivers into the three

areas as shown in Table 3–1.

Table 3–1.  Technology driver categories

Technology Investment Driver Description

Potential loss of system certification from aging Need for end‐of‐life replacement

Performance Ability to achieve required yield  

Enhanced surety   Safety, security, and use control upgrades

The CMF uses the TBSTP to identify, integrate, and prioritize technologies and components in various

stages of development and maturity levels to address the technology drivers in Table 3–1.    The PCF

identifies and prioritizes both the current and projected model developments and the simulation and

experimental capabilities necessary to qualify components and subassemblies and to certify systems

over the 25‐year planning period.  Together, the TBSTP, CMF, and PCF identify the drivers (technology

needs), the component developments and production activities to maintain and modernize a safe,

secure, and effective nuclear deterrent, and the ST&E tools to design and qualify components.    The

TBSTP analysis aids NNSA in deciding which technologies and component developments to fund to

ensure their maturation and timely insertion into the stockpile.  

The first technology driver category, potential loss of system certification from aging, addresses the

prediction of component end of life for stockpiled weapon systems.  The TBSTP draws on experimental

data and analysis conducted for a multitude of NNSA activities.  Annual surveillance activities provide

the most direct source of data on aging of system components and materials.  In parallel, the Enhanced

Surveillance subprogram of the Engineering Campaign conducts accelerated aging studies and develops

predictive models of the aging process.  Surveillance data, along with materials property data obtained

via the Science and Engineering Campaigns, are critical to validate aging models and assess uncertainties

in predicting component lifetimes and to improve and validate codes developed by the ASC Campaign.  

The national security laboratories use surveillance data and aging models to determine how aging

impacts weapon performance.    The resulting component, material, and system lifetimes, collectively

referred to as predicted end of life, are reported in the TBSTP document.  

The second technology driver, performance, captures technology needs intended to ensure that the

system performance meets requirements.  These needs could be driven by a variety of sources that are

not associated with aging (e.g., reassessment of performance based on higher fidelity models or changes

in DoD requirements).

Finally, the third technology driver, enhanced surety, captures the technology needs associated with

improvements to safety, security, and use control.    These elements of stockpile sustainment are key

drivers, as identified in the Nuclear Posture Review Report (DoD 2010).    Modern technologies make

these improvements possible within existing size and weight envelopes.   
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The national security laboratories transmit annual updates to NNSA that address the categories in

Table 3–1.  Based on this input, stockpile modification needs are identified for a time horizon from the

near term to beyond 25 years.    These drivers allow planners associated with the CMF and PCF to

prioritize and schedule NNSA resources to maintain a safe, secure, and reliable stockpile.    Periodic

updates to the TBSTP prioritization ensure that emerging information from all relevant sources

appropriately inform CMF and PCF decisions on priority and funding.

3.2.2 Component Maturation and Technology Development

Nuclear weapons are complex systems composed of thousands of nuclear and non‐nuclear components.  

Maintenance of weapons systems by replacing aging, defective, or inadequate components requires

continual technology assessments and development to model, design, manufacture, and test

replacement components.   

Weapon components are replaced because of design concerns or abnormalities related to aging or birth

defects discovered during surveillance.    Because of the age of the Nation’s stockpile, like‐for‐like

component replacement is often not possible or may be too costly.  Sunset technologies, discontinued

supply chain capabilities, moratoriums on the use of certain materials, improved manufacturability of

alternative technologies, and improved qualification capabilities all require the development of new

products for stockpile insertion.    Component designs are also modified to enhance safety, security,

reliability, and other requirements.    These design modifications often require new manufacturing

technology capabilities and component features.

The current state of technological advancement directly affects the development of new or replacement

components.    Hence, specialized device development capabilities must keep pace with current

standards to maintain compatibility with industry tools and methods.    Keeping pace with the

state‐of‐the‐art supports development, production, and maintenance efforts and enables

straightforward integration of specialized and commercial devices in component design.

3.2.2.1 Component Maturation Framework Description and Purpose  

The CMF is a 5‐  to 20‐year planning framework that provides information about the status of

component technology development and production activities.  It provides a periodic snapshot of the

status of technology development and production by focusing on activities that challenge the nuclear

security enterprise’s ability to meet its scope, cost, and schedule commitments to sustain the stockpile.  

This snapshot focuses on the Stockpile Stewardship Program activities, including the Engineering

Campaign, the Readiness Campaign, the Stockpile Services subprogram, and LEPs.    The CMF process

facilitates dialogue among nuclear security enterprise managers.    Technology maturity data are

collected and integrated into a single view that crosscuts weapon systems, funding programs, and the

sites.    In this way, the CMF vision highlights opportunities, disconnects, and risks of technology

development activities.    It also promotes program funding and priority discussions to realize

refurbishment designs and schedules that meet commitments to stakeholders, including more

affordable costs.

Figure 3–3 illustrates the optimal point in time for subsystems (e.g., firing, neutron generator, use

control) to achieve the level of maturity in the product realization process that is required to meet

scheduled production deliverables.    This transition from component design to component

manufacturing occurs when the final component design is complete, the prototype units have been

demonstrated in a range of stressing operational environments, and the manufacturing processes have
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been defined.  Based on this definition, Figure 3–3 provides the lead time necessary to achieve the first

production unit and to meet the subsequent production schedule.    The risk to completing the first

production unit or achieving stable production is increased if the technology matures later than

targeted; should this occur, risk mitigation plans will be implemented, such as the use of more mature

technology or eliminating some features.    The CMF defines a benchmark by which advances will be

measured for a technology that is not specifically tied to a weapon system, but is being actively

evaluated by the national security laboratories to address aging performance and safety and security

improvements.  In this manner, the nuclear security enterprise managers will have the information to

assess the risk to a specific insertion opportunity.  The lines represent groupings by major function or

“strands” as shown on the right of the figure.  The first five strands focus on technologies and the last

two strands focus on activities that support or enable technology maturation.

Figure 3–3.  The seven current major functions, or “strands,” of the Component Maturation

Framework, with key components identified
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐7

3.2.2.2 Component Maturation Framework Contribution to Stockpile Sustainment Processes

The CMF contribution to stockpile sustainment processes and program relationships is illustrated in

Figure 1–1 of Chapter 1.  That simplified diagram illustrates the point at which the weapon functional

requirements approved by the Nuclear Weapons Council and other bodies are combined with

component aging and defect assessments and documented in the TBSTP.  Both the TBSTP and the CMF

provide critical information for planning and programming activities to conduct LEPs, weapon

Alterations and Modifications, and LLC exchanges.

One goal of the CMF is to align pre‐phase 6.1 technologies with identified weapon aging and other

drivers outlined in the TBSTP document and to apply relevant predictive capabilities, as outlined in the

PCF, to weapon components and systems associated with the evolving program of record (i.e., an LEP).  

Another goal of the CMF is to use the established prioritization scheme provided in the TBSTP document

to ensure high priority technologies are appropriately funded, through proper tracking and program

integration, from conceptualization through development and finally to meet the first production unit.  

Figure 3–1 intentionally bears a resemblance to Figure 1–2 in Chapter 1.  Both figures visibly link science

and production investments to compatible scheduling and integrated development.   Additionally, the

TBSTP highlights gaps in understanding component lifetimes that will require new or added capabilities

within the scope of the PCF.

All three planning elements (the TBSTP, PCF, and CMF) are incorporated into the planning,

programming, budgeting, and evaluation process to enable an integrated approach to technology

applications execution, component insertion, and assessment and certification to support stockpile

stewardship and management goals and timelines.

3.2.3 General Requirements for Predictive Science Planning

In the absence of underground nuclear testing, assessment of the state of the stockpile must rely on

analytic and computational evaluations, comparisons with archived data (both original and reanalyzed),

and data from sophisticated new experiments.  These assessments fit within the category of “predictive

science,” which provides the capability for improved understanding of the underlying physics of

materials and components.  This understanding is extrapolated through the integrated response at the

engineering level to an understanding of the performance of the weapon systems to support a broad

range of requirements, including qualification of LEP components, subsystems, and full‐up systems.

Predictive science activities proceed from key planning documents (e.g., the Primary Assessment Plan),

through organization and scheduling of major deliverables based on PCF methodology, to

implementation by programs and campaigns.  The feedback is used to adjust planning and requirements

in the PCF and other parts of the FY 2014 SSMP.  This feedback establishes the resource requirements

and indicates whether revision of high‐level planning assumptions is required.  

Predictive science provides the fundamental understanding of primary performance (Section 3.4.1.1)

and secondary performance (Section 3.4.1.2).    High energy density science (Section 3.4.1.3) and

weapons materials (Section 3.4.1.4) are cross‐cutting areas that support many elements of the stockpile,

including primary and secondary assessments.  Predictive Science also includes the development of the

broad‐based experimental and computational tools necessary to inform this fundamental understanding

and to predict system performance resulting from aging, changes in manufacturing technologies,

material substitutions, and insertion of modern components over a broad range of stockpile‐to‐target

environments.    In addition, robust surveillance (see Chapter 2, Section 2.2) coupled with predictive

science provides the tools to reveal anomalies, evaluate their impact on warhead performance, and

investigate their source and pervasiveness.   
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Figure 3–4 displays the current array of high‐level activities formulated in the PCF.  The progression of

work in key groupings of ST&E‐based activities is represented by five lines or “strands.”  Each point, or

“pegpost,” along these lines represents a major effort that contributes to stockpile assessment or

certification.  These pegposts are equivalent to the term “objectives,” as used elsewhere in this SSMP.  

The PCF is formally managed and under change control.  Before placement on the PCF diagram, each

pegpost must have a management plan whereby it will evolve into a specific milestone deliverable over

a 3‐year horizon.  All of these steps are outlined in a comprehensive PCF Management Plan under the

oversight of the PCF Council.  The PCF Council is composed of high‐level representatives from the three

national security laboratories and functions in concert with NNSA Headquarters.  

Figure 3–4.  Predictive Capability Framework pegpost diagram of major efforts (strands) required to

advance stockpile assessment, sustainment, and certification capabilities

An important example of pegposts is provided by the National Boost Initiative (NBI), which is focused on

the thermonuclear reactions in the primary.  The NBI is represented by four pegposts along the “Nuclear

Explosive Package Assessment” strand: Initial Conditions I, Initial Conditions II, Burn Initiation, and Burn

Boost.  The first two of these four NBI pegposts are dominated by materials performance and provide

detailed understanding of the initial conditions for boost.    The third pegpost (Burn Initiation) covers

nuclear reaction initiation, followed by the fourth pegpost (Burn Boost).    Collectively, these four

pegposts describe the advances in knowledge to predict nuclear primary boost performance with

confidence.   With the recent focus on pit reuse, the Nuclear Explosive Package Assessment strand is

being modified to assure adequate focus on this important issue.  A new pegpost in FY 2015 will address

the immediate needs for pit reuse certification.  The timing of advancements in predictive science that is

necessary to address other aspects of these options may lead to additional pegposts on a 3‐year cycle

beyond 2015.
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In the language of project management, the PCF pegpost diagram in Figure 3–4 is akin to a high‐level

Gantt chart – i.e., it defines the array of scheduled, interlinked activities that lead to the well‐established

major goals of assessment and certification.    These deliverables are key elements of the resource

planning process.  Completion of the milestones associated with each pegpost enables the assessment

and certification process to sustain the stockpile and to address other national security concerns.   

The management and planning tools discussed in this section will coordinate activities to assess and

sustain the stockpile; evaluate LEP options; develop capabilities, technologies and components; and

ultimately certify life‐extended weapons.    In addition, they will contribute to solving a diverse set of

emerging national security challenges. The remainder of this chapter describes the program activities

planned to accomplish these tasks and is divided into the following sections:

 Technology Development and Component Maturation for Stockpile Sustainment (Section 3.3)

 Predictive Science of Assessment and Certification (Section 3.4)  

 Experimental and Computational Resources (Section 3.5)

 Ensuring United States Leadership in Science and Technology (Section 3.6)

 Structure of Campaigns and Programs to Meet the Requirements of Stockpile Sustainment and

Deterrence (Section 3.7)

 Milestones, Objectives, and Future Planning (Section 3.8)

3.3 Technology Development and Component Maturation for

Stockpile Sustainment

The legacy nuclear weapon stockpile was built during the period from the mid 1970s through the 1980s.  

Since this era, many of the manufacturing processes have become obsolete, and use of certain

hazardous materials in these systems is no longer acceptable.  Furthermore, significant progress made in

understanding the aging of materials in the weapons environments has lead to better component

designs.  A typical weapon system will undergo an LEP no more than once every 20 to 30 years.  Given

the limited opportunity for upgrading components, it is imperative that technology continues to mature

and be ready for insertion when the opportunity arises.  Life‐extended warheads can be more optimally

designed to increase safety and security while meeting reliability and performance requirements.  

Product development and component maturation is required for stockpile refurbishment, safety and

security enhancements, and replacement of components that can no longer be manufactured.  This will

require a healthy and robust ST&E base to underpin the design, qualification and certification.   

Component and technology development and production is tracked relative to a well‐defined scale that

marks development progression from concept through development and ultimately to testing in

relevant environments, as well as manufacturing readiness.  Selected technologies are matured through

a series of technology and manufacturing readiness levels (TRLs and MRLs, respectively) to meet a

specific first production unit date for the first user.    Each level of the TRL and MRL scale defines the

maturation attributes that must be achieved before progressing to the next readiness level.  Both the

TRL and MRL are based on a scale of 1 through 9, where 1 reflects the earliest stages in development

and 9 is a fully matured product as shown in Figure 3–5 and Table 3–2.

1

    A set of clearly defined

requirements must be achieved to transition from one readiness level to the next.    In all cases the

transitions are authorized by management; in some cases a formal review may be requested.  Tracking

                                                      

1

   A more complete description of the MRL states can be found in reference RMI M&O Contractor Agreement, “Conduct

Manufacturing Readiness Level (MRL) Assessment,” Document No. C017, June 27, 2011.
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progress to the schedule is essential to meet the first production unit date.  If it is assessed to be lagging,

management actions are required to address the risk, such as:    (1) adding additional resources to

accelerate the schedule, (2) opting for backup technology that has lower risk of achieving the delivery

date, or (3) accepting the risk.  Toward this end, the following sections review a sampling of components

identified on the CMF chart that is being developed to achieve first production units identified on

Figure 3–3 in support of the LEP plans.   

Figure 3–5.  Technology readiness level

Table 3–2.  Manufacturing readiness level

Manufacturing Readiness Level Maturation  Activity

1 Manufacturing assessment

2 Manufacturing concept formulation

3 Manufacturing concept development

4 Manufacturing capability proof‐of‐concept  

5 Manufacturing process development

6 Manufacturing system integration

7 Manufacturing prove‐in

8 Manufacturing qualification and initial production

9 Full‐rate production
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3.3.1 Non­Nuclear Components and Technology  

Modern non‐nuclear components of a weapon are essential for improving the safety, security, reliability,

and performance of the stockpile.  Non‐nuclear components of a weapon fall into four broad categories,

as described in Section 2.6.4.5 of Chapter 2 (i.e., mechanical, electrical, special material, and energetic

material).  The business model is to have the ST&E program to fund up to TRL 6 and MRL 6; however, in

some cases, there are deviations to that model.  After TRL 6 and MRL 6 the technology is funded by the

life extension or LLC exchange program and managed through the Product Realization Team process.  

Enormous changes are occurring in the manufacturing processes related to these four categories.  Given

these changes, extreme care is required of component designers and production engineers to

characterize and model the component performance and the production processes to ensure they meet

stockpile requirements.   Implementation of new component technology requires the development of

advanced modeling and design methods combined with sophisticated testing and continuing

surveillance.  Advanced modeling is also an essential element of the annual assessment of the effects of

these technologies on overall nuclear system performance, safety, and reliability.  

3.3.1.1 Arming, Fuzing, and Firing Systems

The AF&F systems in the nuclear stockpile are the electronic brains of the weapons.  Electronics grow

obsolete very quickly (over a matter of a few years); however, AF&F systems must be designed to

operate flawlessly for 30 years or more.  An additional challenge for the AF&F systems is the constant

low‐level bombardment of intrinsic radiation that electronics sustain over the life of the weapon and the

required hardening to ensure the weapon can reliably operate in hostile environments.  These factors

drive the requirements in developing and maturing new component technologies for the AF&F systems.  

Component technologies include, but are not limited to, the stronglinks, pull out switch, spin rocket,

fireset, cables, contact fuze, antenna, controller, electronics, batteries, programmers, packaging,

connectors, aircraft/missile interfaces and sensors.   Examples of technology improvement include the

following:

 Fuzing radar is a component designed to provide a robust and reliable fuzing technology used to

determine detonation timing by detecting the system’s height relative to the ground during its

trajectory.    This component will replace fuzing systems that use vacuum tube technology

developed in the 1960s.

 The Weapon Control Unit is the primary controller that provides information and detonation

management functionality for gravity bomb application. It improves performance to both legacy

System 1 and new System 2 aircraft.

 Power sources are required to enable a number of functions in the weapon systems.  Advances

in battery technologies, including an advanced pellet thermal battery and a thin film thermal

battery, have promise to improve lifetimes, increase functionality, and facilitate fabrication.  

3.3.1.2 Limited Life Components

LLCs are components that have a very well‐defined and limited lifetime as a result of the function they

are required to perform.    Specifically, the Gas Transfer System (GTS) supplies tritium for nuclear

operation; as tritium, a radioactive material that decays in time, has a relatively short half‐life, the GTS

must be periodically replaced with fresh gas.    For an LLC such as a GTS, an LEP provides a unique

opportunity to improve functionality and address DoD operational needs.   Recent technology

maturation has resulted in advanced gas‐transfer valve technologies for enhanced functionality and new

methodologies for improved gas delivery.   In addition, continuous efforts and long lead times have
June 2013 | Department of Energy

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allowed new materials for tritium storage to be qualified through rigorous aging studies.   This means

that NNSA can field longer‐lived GTS systems with high reliability.  As an additional benefit, NNSA can

not only extend the life of a weapon system during an LEP, but also improve overall reliability and

system performance throughout the life of the weapon.  

Similarly, because the neutron generator depends on tritium to function, it is also considered an LLC.

The underlying science and technology activities supporting this LLC include initial concepts, modeling,

materials science, chemistry, and neutron testing. This knowledge is applied to improving unit

performance through greater margins of performance (i.e., increased difference between design

capability and operational condition), robust neutron output at projected end of lifetime, and improved

production throughput of fully tested and vetted units. Through this underlying science, future neutron

generator designs will be more readily manufactured without sacrificing quality.

The TRL statuses for a number of selected non‐nuclear component development activities and their

system association are identified in Table 3–3.

Table 3–3.  Selected non‐nuclear component technology development

Subsystem or

Category Application Technology

TBSTP Technology

Driver Applicable Systems: TRL

Arming fuzing and

firing system

Fuzing Radar Performance B61‐12 LEP: TRL 4

Arming fuzing and

firing system

Fuzing Radar and JTA antenna Performance B61‐12 LEP: TRL 4

Arming fuzing and

firing system

Fuzing Weapon control unit Performance B61‐12 LEP: TRL 4‐5

Arming Fuzing and

firing system

Firing Batteries and power sources

(multiple technologies)

Performance Future Systems: TRL 1‐4

Gas Transfer

System

Gas Transfer

System

Tritium storage technologies,

low permeation materials,

advanced valve technology

Performance W87 ALT360: TRL 5

B83 ALT353: TRL 7

Future Systems: TRL 3

Neutron

generator

Neutron

generator

Electronic neutron generator Performance B61‐12 LEP: TRL 6,

B61‐11 Sustainment: TRL 6,  

B83 Sustainment: TRL 6

Neutron

generator

Neutron

generator

Small ferroelectric neutron

generator

Performance W80‐1 Sustainment: TRL 5,

W87 Sustainment: TRL 6,  

W88 Sustainment: TRL 4

Surety Stronglinks Electrical Contact Stronglink

Trajectory Stronglink

Magnetically Coupled Stronglink

Performance,

Enhanced Surety

ECSL: B61‐12 LEP and W88 ALT: TRL 5,

TSL: B61‐12 LEP: TRL 4,

MCSL: W88 ALT: TRL 5

Surety Processor Validating information processor Aging, Performance,

Enhanced Surety

B61‐12 LEP: TRL 5,

W78/88‐1 LEP: TRL 4,

Surveillance Flight test

JTA

Advanced telemetry adaptable

transmitter

Aging W88 ALT: TRL 4,

W78/88‐1 LEP: TRL 4,

Surveillance Flight test

JTA

Optical transduce assembly Performance, Aging B61‐12 LEP: TRL 4

W88 ALT: TRL 4

ALT = Alteration

ECSL = Electrical Contact Stronglink

LEP = life extension program

JTA = Joint Test Assembly

MCSL = Magnetically Coupled Stronglink

TBSTP = Technical Basis for Stockpile Transformation Planning

TRL = technology readiness level

TSL = Trajectory Stronglink
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐13

3.3.2 Nuclear Explosive Package Components and Technology

Refurbishing the nuclear explosive package (NEP) via an LEP presents a number of critical challenges.  

The NEP is a well‐integrated collection of precisely manufactured components in which very small

variations in material properties or dimensions can negatively impact system performance.  

Unfortunately, the ability to manufacture identical assemblies can be very costly, if not impossible in

today’s climate (e.g., use of certain hazardous materials and materials that are very difficult to

replicate).  Future NEP designs will rely on reuse or remanufacture of nuclear components, i.e., the pit

and CSA; the balance of the NEP will be largely remanufactured to address functional requirements

imposed by the updated Military Characteristics and Stockpile‐to‐Target Sequence to address an

interoperable warhead as well as safety and security updates.    PCF is fully engaged in the design,

qualification and certification for the proposed reuse options; in addition, CMF has a significant role

as well.  

Two component maturation categories include the primary explosives and support system.    A large

percentage of the reentry vehicle systems use conventional high explosives.  Life extended systems will

incorporate modifications to the primary to enable use of IHEs.    Reconstituting the manufacturing

capability for making IHEs is in process, and successful bench scale quantities of the previously used IHE

molecule (TATB2

) have been fabricated.    Scaling up this process and synthesizing with the binder

material is on track.  

In addition, a new explosive molecule has been synthesized which has safety properties similar to that of

an IHE (although it has not yet been certified as an IHE) but provides higher energy density, and thus

higher drive to the pit.  This new HE may enable pit reuse designs with higher margins than the TATB

based designs and significantly improve safety over the legacy conventional high explosive designs.   

The primary support system plays an important function design and operation of the primary.  Materials

for these supports have to be very carefully designed to address a range of requirements.  In particular,

the design needs enable a proper implosion while ensuring that the primary survives over the most

stringent Stockpile‐to‐Target Sequence environments.    A number of these components have very

demanding properties and configurations that will benefit from advanced manufacturing techniques.  

One such technique is the use of additive manufacturing for specialty supports.

The TRL status for a number of selected nuclear component development activities and their system

association are identified in Table 3–4.

3.3.3 Safety, Security, and Use Control

Enhanced surety (safety, security, use control, and use denial) is dedicated to preventing unauthorized

use of our Nation’s nuclear weapons stockpile.  The goal of enhanced surety is to anticipate potential

threats, understanding that adversary capabilities to subvert nuclear weapons surety will undoubtedly

increase in capability over time; and to realize “the high standard for the safety and security of the

U.S. nuclear weapons,” as stated in the Nuclear Posture Review Report [DoD 2010].   Enhanced surety

creates, develops and matures advanced safety, security, and use control and use denial technologies

for stockpile insertion opportunities, including LEPs.    These technologies include minimizing the

probability of an accidental nuclear explosion and, in the unlikely event that unauthorized access is

gained, driving the risk of an unauthorized nuclear yield to the lowest possible level.   Activities in

support of enhanced surety seek advances to leading‐edge technology in these broad areas.  

                                                      

2 TATB stands for triaminotrinitrobenzene.
June 2013 | Department of Energy

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Table 3–4.  Selected nuclear explosive package component technology development

Application Technology

TBSTP Technology

Driver Applicable Systems: TRL

Main Charge HE Higher energy density IHE Performance, Surety W78/88‐1 LEP: TRL 2

HE Remanufacture of TATB     B61‐12 LEP: TRL 5

W78/88‐1 LEP: 4

HE Booster Robust IHE Booster Performance, Surety   B61‐12 LEP: TRL 4

W78/88‐1: TRL 4

Initiation system Direct Optical Initiation Performance, Surety   B61‐12 LEP: 4

W78/88‐1 LEP: 5

Detonator Electrical‐Mechanical Safe and Arm

Device

Performance, Surety W78/88‐1: TRL 5

Pit Pit remanufacture Aging, Performance W78/88‐1: TRL 2

Pit Reuse Aging, Performance B61‐12 LEP: TRL 5

W78/88‐1: TRL 3

Ancillary parts Materials and remanufacture Performance W78/88‐1: TRL 2

CSA Reuse Aging, Performance B61‐12 LEP: TRL 5

W78/88‐1: TRL 2

Case Alternate material and processing Manufacturing a W78/88‐1: TRL 4

Case Joints     W78/88‐1: TRL 2

Case Recertification and reuse Performance B61‐12 LEP: 4

NEP support

structures

Primary NEP mounts Performance W78/88‐1: TRL 3

NEP support

structures

Secondary NEP mounts Performance W78/88‐1: TRL 3

Flight test JTA High fidelity JTA NEP Performance W78/88‐1: TRL 3

Flight test JTA Instrumented JTA NEP Performance W78/88‐1: TRL 3

Flight test JTA Telemetry package Performance B61‐12 LEP: 4

W78/88‐1 LEP: 3

W88 ALT: 3

Flight test JTA Robust monitors Performance B61‐12 LEP: TRL 4

W78/88‐1: TRL 3

Detonator Performance diagnostics Performance W78/88‐1 LEP: 3

CSA Gas diagnostics Performance W78/88‐1: TRL 2

Embedded sensors Key subassembly and system

diagnostics

Performance W78/88‐1: TRL 2

ALT = Alteration

CSA = canned subassembly

HE = high explosive

IHE = insensitive high explosive

LEP = life extension program

JTA = Joint Test Assembly

NEP = nuclear explosive package  

TATB = triaminotrinitrobenzene

TBSTP = Technical Basis for Stockpile Transformation Planning

TRL = technology readiness level a  Manufacturing is not one of the TBSTP drivers, but is included in this case since it is a cost saving measure.

Additionally, efforts to identify the best solutions to improving surety have generated a systematic

approach to identifying the most cost‐effective applications of these surety technologies, using the Joint

Integrated Lifecycle Surety risk assessment capability in collaboration with DoD. This tool allows

program and weapon system managers to make better‐informed implementation decisions regarding

stockpile surety improvement options.  Enhanced surety develops advanced initiation and use control

and use denial options, as well as Integrated Surety Solutions to achieve new, improved levels of control

and denial of unauthorized use.  It also integrates these modern technology advancements within the

scope of nuclear weapons safety and security, thus better protecting the American people from hostile

nuclear weapon use.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐15

3.3.4 Diagnostics

The Diagnostics strand in the CMF (see Figure 3–3) addresses the component and technology needs for

both surveillance and trainers.  These are discussed in Sections 3.3.4.1 and 3.3.4.2, respectively.

3.3.4.1 Supporting Surveillance

The focus of surveillance development is on improving surveillance diagnostics (e.g., relevance, quality,

and sufficiency of data) as applied to both laboratory and flight testing.  In addition, improvements in

and broader use of nondestructive techniques enable NNSA to preserve assets while acquiring critical

surveillance information.   

Whereas Core Surveillance subprogram activities establish

the current condition of the stockpile, the Enhanced

Surveillance subprogram is charged with developing

predictive capabilities for early identification of stockpile

concerns, establishing component lifetimes in the existing

stockpile to support refurbishment decisions, and

providing information to improve the longevity and

sustainability of replacement systems.  Together, the Core

and Enhanced Surveillance subprograms provide the

necessary diagnostics and test data to accurately assess

the stockpile.

New analytical methods and diagnostics are being

developed, including nondestructive evaluation

techniques, to achieve timely, less‐invasive, and more

cost‐effective surveillance.    Once developed and

demonstrated, the hardware for these technologies

(as well as the supporting documentation for operating

and maintaining them) is transferred to the appropriate

nuclear weapons production facility for use in core

surveillance activities.

Two new diagnostics have been developed to support

surveillance: the Confined Large Optical Scintillator Screen

and Imaging System (CoLOSSIS), deployed at the Pantex

Plant, and the CSA nondestructive laser gas sampling system, which is deployed at Y‐12.  CoLOSSIS is a

high‐resolution x‐ray tomography imaging system used to evaluate pits. It is capable of providing high‐

resolution, three‐dimensional images of the interior of pits by computationally integrating thousands of

digital radiographic images. In this manner, scientists and engineers can identify anomalies such as

internal gaps and defects, signs of aging, and out of specification components without damaging the pit.  

Having this nondestructive tool enables screening pits for potential reuse, thereby saving valuable assets

and resources.  The second diagnostic, CSA nondestructive laser gas sampling, was qualified and put into

service in FY 2012.  This diagnostic, which will eliminate some destructive testing, allows evaluation of

CSAs for potential reuse based on their gas signatures.  Both diagnostics substantially improve NNSA’s

approach to conducting surveillance.   

To support Stockpile Evaluation activities, advanced system test equipment and capabilities have also

been developed to diagnose margins and robustness at the system level.  As part of this effort, since

FY 2005, new systems testers have been provided for the W88, W76‐1, W78, W87, W76‐0, and W80

Improving Surveillance through

Nondestructive Evaluation

As the country moves to smaller stockpiles,

the assets required for surveillance become

an increasingly larger fraction of the required

build.  In addition, the need for more in‐depth

understanding of the performance and aging

characteristics of each component further

stretches surveillance resources.

Scientists and engineers in the Surveillance

and Enhanced Surveillance Programs are

making excellent progress to address these

challenges with the development and

deployment of new classes of nondestructive

surveillance tools.  These tools not only

preserve assets, but also provide exceptional

data quality and have the ability to probe

deep within components – into areas that

were previously inaccessible.  Using these

tools has improved NNSA’s ability to resolve

SFIs and provide primary and secondary

as‐built features internal to components, and

has enabled pre‐screening of components for

reuse.
June 2013 | Department of Energy

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systems at SNL’s Weapons Evaluation Test Laboratory located at the Pantex Plant.  New testers for the

B61 and B83 systems are scheduled for completion by FY 2014.  Testing capabilities for system margin

and robustness are also being developed for the W80 and the W76‐0.  

Another surveillance area that is a focus of the CMF is the development of joint test assemblies used in

flight and other system testing.    A number of joint test assembly‐related technology development

activities are identified in Table 3–4.

Appendix B provides additional details on Enhanced Surveillance subprogram activities.

3.3.4.2   Trainers

Many weapon components are designed for one time use (e.g., firesets, stronglinks) and, as such, are of

limited value when repeated use is required for training activities.  Trainer development is focused on

component replacements that behave identically to the weapon component, but are capable of being

operated many times.  For instance, when a correct code is entered into a stronglink, it should enable a

specific event or series of events (e.g., charge the fireset); it must also provide a signal back that the

correct signal was received.    However, if a wrong signal is received it will prevent the event and

irreversibly lock up rendering the warhead inoperable.    In a trainer, identical functionality is still

required (i.e., it must lock up); however, there needs to be a path that it can be reset without

component replacement.  While this is a relatively simple example, other components, such as a fireset

to initiate the main charge detonators may have a very complex voltage and current output that must

be achieved across a wide spectrum of environmental conditions.  In this manner, a trainer mimics the

operation of the various subsystems of the actual weapon for training purposes, but by using surrogate

components to meet the desired requirements.    Development of these components is a complex

endeavor that is specifically tailored to the weapon systems and operational procedures.

3.3.5 Major Function Enablers

The last two groups in the CMF (see Figure 3–3), Facilities and Structural Systems, are major function

enablers and focus on activities or capabilities that support technology maturation.  The CMF includes

these enablers to facilitate programmatic integration for facility and infrastructure maintenance and

upgrading of activities that are critical to the technology maturation mission.  

3.3.5.1 Facilities  

Technology maturation requires facilities and infrastructure to design, fabricate and test development‐

quality hardware and software.    Current focus areas include (1) the Microsystems and Engineering

Science Application Recapitalization Program, which will maintain the capability to design and fabricate

state‐of‐the‐art microelectronic components, and (2) the Special Nuclear Material Surety and

Environmental Test Program, which will ensure the safe and secure fabrication of parts made from

uranium and plutonium.  Additional out‐year needs include neutron imaging for diagnostic evaluation of

nuclear components for potential reuse and a tritium reservoir research and development function test

station that will improve the inspection and diagnostic testing of new gas‐transfer components.  

Component manufacturing technologies include, but are not limited to, microwave casting, infrared

heating, agile machining, and three‐dimensional printing manufacturing capability.    Effective

programmatic integration of these activities involves the DSW program, Engineering Campaign,

Readiness Campaign, ASC Campaign, and Site Stewardship Program.  
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐17

3.3.5.2 Structural Systems

New or improved weapon component capabilities may require integration with external subsystems,

such as weapon handling equipment and containers, weapon use control equipment or facility

surveillance and security systems.    The CMF identifies and tracks appropriate external subsystems to

ensure interface compatibility issues do not impact maturation and insertion schedules.

3.3.6 Special Considerations for Radiation Hardening of Nuclear and

Non­Nuclear Components  

NNSA conducts applied physics R&D to enable stockpile design, qualification, and assessment for hostile,

fratricide, space radiation, and intrinsic radiation environments.  By its nature, this R&D must be highly

integrated.    An R&D task may involve the Engineering Campaign for experimental and theoretical

discovery, the ASC Campaign to implement and validate models and codes to predict the response in

radiation environments, the Site Stewardship Program to provide major experimental facilities that

support technology maturation, the Inertial Confinement Fusion (ICF) for specific radiation science and

sources, the DSW program to mature the technology for insertion into the stockpile, and the Science

Campaign’s Advanced Certification subprogram for certifying the radiation hardness of new technology.  

At the same time, the focus must be on maturing the knowledge, tools, and technologies to hand off the

R&D results at a usable level of maturity for DSW program stockpile development and assessment

applications.   

3.3.7 Developing and Maintaining Manufacturing Capabilities  

Nuclear weapon components and subassemblies are manufactured to precise specifications and

stringent quality requirements.    Even seemingly benign design or production changes can negatively

impact the performance and lifetime of these products.    Unique design, performance, and quality

demands are made further complicated by dynamic and rapid changes in commercial production

technologies and capabilities.  Demanding product requirements and small production quantities often

negatively impacts the interest of commercial vendors in nuclear security enterprise component

production opportunities.

The long life cycle of nuclear weapons conflicts with the pace of change in manufacturing technologies

and processes in the commercial industry.  As weapons age and require refurbishment, technologies and

manufacturing processes of the past are often obsolete and must be replaced with modern processes.  

To this end, the national security laboratories provide emerging design requirements to the nuclear

weapons production facilities to help assess the manufacturing aspects.    The early involvement of

nuclear weapons production facilities personnel during the design process (through joint Product

Realization Teams) has been instrumental in the incorporation of manufacturing considerations and

constraints into system and component designs.    The nuclear weapons production facilities provide

current and updated manufacturing capabilities to the national security laboratories through support of

the Product Realization Teams, as well as through ”Design for Manufacturability” guides.    In

collaboration with the national security laboratories, the nuclear weapons production facilities identify

technology and process focus areas that support multiple weapon applications and propose projects to

develop these capabilities.    Through this process, design requirements and the manufacturing

capabilities needed to meet them are jointly matured.
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3.4 Predictive Science of Assessment and Certification

Predictive science is required for component maturation by providing capabilities that support

component design and qualification and system certification as aforementioned.  Equally important is

the role of predictive science in assessments.   Over the last 20 years of the science‐based Stockpile

Stewardship Program, the ability to assess the deployed stockpile with a greater depth of understanding

has had significant impact on the state of the stockpile.    For instance, although all systems had been

originally certified with the aid of relevant nuclear tests, these tests did not cover the complete range of

environmental conditions in which the warheads must perform.   Modern analytical and experimental

assessment tools have been vital in identifying performance issues and developing solutions to maintain

the effectiveness of the stockpile. These tools have also been vital in assessing the impact of surveillance

findings on performance and safety and identifying solutions.

The historical approach to weapon design and development was based on a “Cold War philosophy,”

under which every weapon system was uniquely designed and optimized for that threat environment.  

As discussed in Chapter 2, Section 2.6, stockpile stewardship plays a central role in sustaining the

stockpile.  As a result, the historical design approach is being significantly altered by the Nation’s new

strategy to certify warheads that have been revitalized using refurbished and reused nuclear

components, to deploy the same NEPs on multiple delivery platforms, and to use common non‐nuclear

components to the extent possible.  Based on the advances to date, the national security laboratories

have the tools necessary to design and certify the system refurbishments discussed in Section 2.6.  By

necessity, these refurbishments are closely tied to the nuclear test base.  However, as we move further

from legacy test data to address issues (e.g., aging, SFIs) or to improve safety, security, and use control

features, understanding the underlying basis of performance will be essential to address potentially

significant changes to nuclear and non‐nuclear components and systems.   

3.4.1 Nuclear Explosive Package Assessment  

3.4.1.1 Primary Assessment  

An assessment of primary performance and reliability requires

detailed understanding of a progression of complex physical

processes from explosively driven implosion hydrodynamics

(i.e., initial conditions) to the high pressure and temperature

extremes that produce thermonuclear reactions (i.e., boost).  

Proper initiation of the primary is essential to achieving the

design nuclear yield.

The development of increasingly sophisticated computational

models is a key underpinning of primary assessment.    These

models are tested and validated by comparison with data that

span a range of length scales and complexities, from

small‐scale, fundamental material property measurements to

highly integrated primary assembly experiments.  The material

property data are used to develop predictive models for

weapons simulation codes.    The analysis of the integrated

assembly experiments relies on computational models that

interpret multiple diagnostic signatures in terms of the

evolution of the initial conditions of the primary implosion.  

Prediction of this evolution also provides validation of the

Nuclear Explosive Package Assessments

In addition to providing essential analysis,

modeling, and experimental capabilities to

assess the stockpile on a continuing basis,

nuclear explosive package assessments

also enable NNSA to accomplish the

following without the need for nuclear

testing:

 Modernize the stockpile to improve

safety and security

 Convert to an all‐insensitive, high‐

explosive stockpile

 Certify and deploy both

remanufactured and reused nuclear

components

 Eliminate most of the hazardous

materials from the nuclear explosive

package

 Develop interoperable warhead options

that align to the Nuclear Weapons

Council’s “3+2” vision
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐19

computational codes that are used to understand performance as derived by comparison to legacy

underground nuclear test data.    This sequence of activities provides confidence in the computational

capabilities as one element in the process of assessing stockpile performance.  

To further complicate the scope of primary assessments, the Stockpile Surveillance Program has

identified a number of features in primaries that were not part of the original design intent and, as

weapons age, subtle changes to materials within primaries have been observed.  As changes become

more significant, extrapolation becomes increasingly problematic without an in‐depth understanding of

the physical processes and an ability to calculate deviations from the original design accurately.   

The primary performance can be divided into four phases – from initiation of the high‐explosive main

charge, through early hydrodynamic implosion, followed by primary boost, and ultimately primary

nuclear yield.  In addition, the primary must provide essential safety, security, and use control functions

seamlessly integrated into the design.    Each of these elements is described in Chapter 3 and the

associated appendix of the classified Annex to this document.

The initial processes for primary operation are initiation of the high‐explosive main charge and explosive

driving of the metal pit assembly to high pressures.  These high‐explosive‐driven metals flow like fluids;

their behavior is modeled using equations from the field of hydrodynamics.    The term “hydrotest”

typically refers to integrated hydrodynamic experiments involving a full‐scale nuclear weapon primary

with nonfissile surrogate material to “mock up” the special nuclear material in a pit.    This mock‐up

material has weight, density, and other metallurgical properties similar to an actual pit, but cannot

undergo fission.  Flash x‐ray sources at the Dual Axis Radiographic Hydrodynamic Test Facility (DARHT)

facility and the Contained Firing Facility capture complementary radiographic images of imploding mock

pits and provide the throughput capacity required to validate computational models.  These validated

models improve the ability to predict weapons safety, performance, and reliability.

Hydrodynamic experiments are an important tool for evaluation of the complex interaction of the

multiple subsystems and physical processes in a weapon, including firing systems, high‐explosive

detonation and burn, metal performance, and initial conditions for boost.  These experiments are vital

to supply data to improve predictive models, resolve issues observed during surveillance, evaluate new

components for LEPs and advanced safety and security, establish confidence in stockpile life extension

options, and test the viability and vulnerabilities of designs of interest.

While integrated experiments with surrogate materials are important, conducting experiments with

plutonium to address key unknowns with respect to the nuclear process is also essential.    Complex

plutonium experiments performed at the U1a Complex at the Nevada National Security Site must

remain “subcritical” and not produce nuclear yield; these experiments are referred to as “subcritical

experiments.”  Subcritical experiments use reduced scale designs and/or other modifications to prevent

criticality and ensure no nuclear yield can occur.

Subcritical experiments are essential for making the link between hydrodynamic tests using surrogates

and the hydrodynamic behavior of plutonium.  Such experiments may become more important as the

stockpile ages and design options become more complex.  Plutonium experiments range from relatively

simple determinations of mechanical properties to complex implosions in subcritical experiments at

reduced scale.    The plans for these experiments are described in the classified Dynamic Plutonium

Experiments Plan.  A study by the JASON Defense Advisory Group in 2011 cited the value of that plan

and recommended that it be updated regularly and fully executed.   

A major scaled subcritical experiment executed in early FY 2013 produced a comprehensive data set for

the initial stages of the primary implosion using plutonium.   Using recent advances in diagnostics to

measure the velocity of the imploding primary assembly, NNSA researchers obtained implosion details
June 2013 | Department of Energy

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that had not been previously measured.  As the analysis of this experiment is completed and the results

are integrated into simulation codes, NNSA anticipates improvements in its modeling of nuclear

performance.  Furthermore, the more exacting manufacturing tolerances required for this test assembly

and the corresponding characterization of components led to an improved understanding of the

plutonium casting process and will further inform NNSA’s understanding of pit manufacturing processes.

The underlying materials models derived from fundamental tests are embedded in both the

development of predictive computer codes and the analysis of complex integrated experiments.  

Materials assessment related to the performance of the NEP is discussed in Section 3.4.1.4.  

Addressing the full range of boost questions will require significant advances in diagnostics.    The

conditions relevant to boost and nuclear burn must be approached under controlled, simplified

laboratory experiments that examine portions of the extreme conditions produced within nuclear

weapons.  Approaching these conditions was the principal reason for constructing the National Ignition

Facility.  A number of stockpile stewardship experiments have been conducted at the National Ignition

Facility and will continue to be fielded.  Moreover, as that facility achieves additional advances toward

ignition and burn, thorough investigation of the burning plasma conditions will allow examination of key

questions concerning primary performance.

As NNSA modernizes the stockpile to add safety, security, and use control features and enhances system

reliability, it must both remanufacture pits and reuse pits returned from the stockpile in design

configurations that have not been nuclear tested.  Furthermore, other materials within the primary are

likely to be updated based on modern manufacturing techniques and aging and safety concerns.  These

changes will require a well‐focused primary assessment program that enhances the understanding of

primary performance while developing and using advanced analytic and experimental tools to validate

that performance based on reanalyzed legacy nuclear test data.  This is an important objective of the

primary assessment component of the Nuclear Explosive Package Assessment strand in the PCF diagram

(see Figure 3–4).

3.4.1.2 Secondary Assessment  

The objective of secondary assessment is to develop a science‐based understanding of nuclear weapons

secondary performance.  This capability is essential both to continuing assessment of the stockpile and

to certifying each life‐extended weapon for which significant changes to the primary, secondary, or

environment are required.    The key deliverable is the replacement of present calibrated models with

validated predictive models that are founded on an improved understanding of the relevant physical

processes.  Secondary assessment requires detailed knowledge of the radiation hydrodynamics within

the specific environment of weapons systems, as well as the dynamic response of materials at extreme

temperatures and pressures.   

The development of such capabilities requires high‐fidelity simulations (both in terms of the physics and

the numerical resolution) and model validation through carefully designed and executed experiments in

high energy density and other relevant regimes.  There is strong programmatic interest in the health of

the high energy density facilities operated by the ICF Campaign, such as the Z pulsed power facility, the

Omega laser facility, and the National Ignition Facility.    A national High Energy Density Council

(see Section 3.4.1.3) regularly reviews experimental proposals and the progress of experiments at these

facilities.

Predictive capabilities for secondary assessment are grouped into three major areas: (1) Energy Balance,

(2) Secondary Performance and Potential Failure, and (3) Outputs and Environments.  Each area is part

of the long‐term NNSA plan to develop the capabilities outlined in the PCF and is described in greater

depth in Chapter 3 of the classified Annex to this document.
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For much of the last decade, the Energy Balance effort focused on understanding specific processes

related to secondary performance (for further details see the classified Annex).    The delivery of the

recent level‐13 Energy Balance milestone (in conjunction with the Science, ASC, and ICF Campaigns and

high energy density facilities) addressed many deficiencies of previous models.    Modern system

performance baselines rely on this new model for secondary assessment.    Moreover, our improved

understanding of Energy Balance will enable intelligent choices for component modernization and

increase confidence in the evolving stockpile.  

The Secondary Performance focus area addresses secondary assessment across the broad range of

operating regimes.  To broaden the applicability, both stockpile and non‐stockpile systems are included

in these assessments.    The goal is to develop a rigorous capability to assess and quantify the

performance margins and uncertainties of stockpile systems.    Non‐nuclear testing of weapon

subprocesses, combined with computer simulations that integrate the myriad physical processes during

the nuclear phase, provides the basis for stockpile confidence.    This approach has guided weapon

stewards on decisions related to weapon refurbishment.  Some physical processes are well understood

and simulated in classified weapon codes; some are not.  The Secondary Performance effort strives to

provide a more fundamental understanding of the physical processes involved in the function of

secondaries, especially in regimes for which the fidelity of the computer models is poor in comparison to

underground nuclear testing data.

The Outputs and Environments effort focuses on developing capabilities to quantify the weapon output

and subsequent weapon environment.    These capabilities are essential to develop refurbishment

options through LEPs, as well as nuclear nonproliferation assessments, where the nuclear outputs guide

the design and construction of detection systems.   The ability to calculate outputs and environments

accurately has a direct impact on how well the United States can define the hostile and fratricide

survivability specifications and the effectiveness of a weapon.    If the U.S. intelligence community is

presented with an advanced nuclear weapon of previously unknown design, the ability to determine its

performance, outputs, nuclear effects, and consequences of execution may be critical to understanding

why and how that foreign power would use such a weapon, thus avoiding technological surprise.   A

more detailed description of these efforts is provided in the classified Annex.  

The need to generate conditions of interest to secondary assessment requires deep understanding of

the scientific discipline of high energy density physics.  The following section provides a description of

high energy density science as it relates to nuclear weapons.

3.4.1.3 High Energy Density Science  

Figure 3–6 depicts the qualitative temporal progression of weapons operation.    The shaded area

represents the portion in the high energy density regime, where materials are in extreme states of

temperature, density, or pressure.

                                                      

3 A level‐1 milestone is at the highest level and defines a primary objective with specific performance metrics that must be

achieved to meet a goal of the Stockpile Stewardship and Stockpile Management Programs.    Such a milestone has national

priority and increased visibility at NNSA Headquarters.  Multiple years can be required to complete a level‐1 milestone.
June 2013 | Department of Energy

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Figure 3–6.  A large portion of weapons operation is in the high energy density regime

The extreme physical states encountered in nuclear weapons are difficult to replicate in the laboratory.  

High energy density experiments provide key data to address weapon physics issues and deliver

invaluable information to validate the following weapon simulation capabilities:

 Radiation transport.    This element is concerned with the transport of radiation through

materials.  High energy density facilities can create a wide range of conditions to test radiation

transport models.  

 Plasma properties.    This element encompasses material properties at high temperatures and

pressures, where a material is in a plasma state.   

 Material dynamics.    This element encompasses the dynamic behavior of materials at high

pressures (greater than 5 megabars) in or near the solid state.    Specific properties include

material strength, equations of state, phase transitions, melt, and material response, such as

spall and ejecta.  

 Complex Hydrodynamics.    This element encompasses the physics area of the hydrodynamic

evolution of materials.  

 Burn and ignition physics.  This element concerns thermonuclear reactions.  The conditions for

ignition create hot, dense, radiative plasmas with high neutron flux.  

In the last 2 years, a roadmap has been developed to integrate high energy density activities with DSW

program activities to answer questions pertaining to secondary performance.  A national High Energy

Density Council regularly reviews the progress of experiments on NNSA’s major high energy density

facilities and experimental proposals for the out‐years.  This includes experiments of interest to primary

assessment.  Based on the reviews, the High Energy Density Council prioritizes the proposals according

to an agreed set of criteria that include programmatic impact and requirements, maturity and readiness

of experiments, and recent progress.  Similarly, an Inertial Confinement Fusion Council, modeled after

the High Energy Density Council, will be put in place this year to prioritize ignition physics experiments.  

The delivery of this prioritized experimental list will enable each facility to develop an optimized

experimental schedule.   
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐23

3.4.1.4 Weapons Materials  

Although not appearing explicitly as its own strand on the PCF diagram in Figure 3–4, investigation of the

properties of stockpile materials is a critical element for completing many nuclear explosive package

pegposts.  This section provides an overview of the ST&E strategy to obtain accurate material models.  

Materials in nuclear weapons are subjected to extreme states of pressure, strain, strain rate, and

temperature.  Such extreme states are typically several orders of magnitude larger than those obtained

under ambient conditions.  Predictive capability requires a detailed understanding of the fundamental

physics governing the dynamic behavior as materials are subjected to extreme temperature and

pressures.  The range of relevant pressures, for example, may span six orders of magnitude or more,

e.g., compression to megabar pressures where atmospheric pressure is 1 bar.  These extreme conditions

are difficult to produce in laboratory or non‐nuclear explosive systems and must be probed using large

facilities such as the Z pulsed power facility, DARHT, U1a Complex, and the National Ignition Facility.

Effects on a micron or even atomic scale influence the bulk (i.e., macroscopic) behavior of a material.  

Defect generation (e.g., atomic lattice dislocations, voids, or cracks), chemical composition, shock‐

induced chemistry, grain boundaries, grain orientation, or phase transformations often influence a

material’s dynamic behavior.  A core part of weapons material research is to test materials at discrete

states and piece together the puzzle of what governs the dynamic behavior in a fully integrated

configuration.

For example, neutron‐scattering techniques at the Los Alamos Neutron Science Center (LANSCE) are

used to study the details of voids in a material at the submicron level.  Following nucleation, such voids

may grow, coalesce, and eventually cause material failure.  The location of this macroscopic damage and

the regions of failure are highly dependent on microstructural characteristics (e.g., grain size

distribution, impurity content, and grain boundary strength) and the nature of the loading (e.g., time

rate of loading, total strain, and maximum stress).  Predicting when and where a material will fail is still

one of the biggest challenges facing the materials simulation and modeling community.  Data at multiple

lengths and time scales from new and existing experimental capabilities are essential to characterize the

state of a material and address that challenge.  Fertile, active research areas include understanding how

microscopic processes manifest themselves (e.g., in macroscopic failure), the change in the material

phase, and the degradation or improvement of material processes.    Models to predict the dynamic

response of a stockpile material must incorporate enough detail to represent the expected range of

conditions, capture the correct material parameters, provide the appropriate functional relationships

among the variables and starting conditions, and explain phenomena on time and length scales of

interest.    For engineering applications, it is often sufficient to include variables that represent the

average behavior of a material.  However, to determine how manufacturing processes impact material

response, models must include variables and details that capture microscopic effects such as those

related to homogeneity or crystallographic texture.  Moreover, to determine the response of a material

to rapid and powerful energy loads, models must include the variables and physics at microscopic scales

where the response actually develops.  The Science Campaign supports the experimental basis for such

models.    The ICF Campaign provides the advanced experimental capabilities required to study in

extreme conditions.  The ASC Campaign supports creation and implementation of the necessary multi‐

scale materials models.  Experimental results from the Science and ICF Campaigns guide both theoretical

model formulation and their validation.
June 2013 | Department of Energy

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3.4.2 Safety and Security  

Predictive capabilities are essential to enable safety and security assessments, including identification of

the quantification of margins (thresholds for failure) and uncertainties (QMU) of the integrated nuclear

weapon system to support stockpile sustainment and qualification and certification of LEPs.    Safety

assessments using ASC Campaign integrated engineering codes are focused on “abnormal”

environments that usually occur as the result of accidents such as a fire or a drop, where the

environment is outside the bounds of normal environments.  An exception is lightning, which is not the

result of an accident but is considered an abnormal environment.   

Safety assessments focus on the difficulty imposed by accident scenarios or abnormal environments.  

Specifically, engineering codes translate a scenario description into loads on the system, loads through

the system, and safety component response to define a “probability of loss of assured safety” (PLOAS).  

The environmental space is investigated using a characterized model, and the PLOAS is estimated for

each accident scenario‐safety combination considered.  If all PLOASs are less than 10‐6

, the PLOAS for all

other, less‐stressing scenarios is also assumed to be less than 10‐6 and the safety assertion is confirmed.  

For abnormal environments, PLOAS is used as the metric to assess safety.    For this strategy to work,

confidence in the predictive capabilities is required.    External load prediction capabilities include

mechanical (impact, pressure); thermal (propellant fires, hydrocarbon fuel fires, and composite material

fires); and electrical and electromagnetic (lightning) environments.    System response also includes

mechanical (large deformation or fracture); thermal (conduction and radiation heat transfer,

pressurization, thermal and mechanical failure, and energetic material response); and breakdown and

electromagnetic propagation related to lightning.    Coupling the activities of the ASC and Engineering

Campaigns with those of the DSW program is necessary to develop, validate, and deploy these safety

capabilities.  

Security assessments focus on protecting nuclear assets from unauthorized use.  Safety issues prohibit

full‐scale testing of weapons for the spectrum of security threats.    To improve weapons security,

predictive capabilities play a critical role in the design of advanced security systems for upcoming LEPs.  

The Science Campaign is developing concepts and certification paths for new security options.  

High‐performance computing, coupled with the development of advanced physical models for blast

effects and material failure validated by experiments, will lead to new predictive capabilities that allow

assessment of proposed security systems.

A breadth of physics and material models and computational approaches in conjunction with

experimental and surveillance data is required to support full systems safety and security assessments.  

The integrated engineering codes developed and applied throughout the Safety and Security strand in

Figure 3–4 will provide a predictive capability:  

 to support design and qualification of LEPs and alterations and the determination of the PLOAS,

 to support safety and security assertions for the annual assessment of stockpile systems, and

 to respond rapidly to SFIs.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐25

3.4.3 Engineering Assessment  

3.4.3.1 Weapon Life Cycle Engineering Assessments

Predictive computational and experimental capabilities for engineering assessments are of critical

importance to address the wide variety of conditions across the nuclear weapon life cycle.    These

capabilities must be applicable across a breadth of weapon components, subsystems, complete weapon

systems, and other supporting hardware (e.g., shipping containers).  At the highest level, the life cycle

covers scoping studies, engineering design, manufacturing processes, qualification and certification

calculations, SFI resolution, aging effects, and annual assessment activities.  The engineering assessment

addresses three types of environments: normal, hostile, and abnormal.  Normal environments include

loads associated with assembly and disassembly, transportation, and the stockpile‐to‐target sequence.  

Hostile environments include additional shock‐type loads that could be imparted to a weapon by

adversarial defense mechanisms during the stockpile‐to‐target sequence.    Abnormal environments

address unlikely scenarios resulting from off‐normal conditions such as transportation accidents.  

Assessment of normal and hostile environments yields a state of stress in the weapon that is used to

calculate performance yields during the nuclear explosive package assessment.   

Predictive engineering assessments depend on verified and validated constitutive material models,

numerical models, and computational codes.   Verification is the process of determining that a model

accurately represents the developer’s conceptual description and its solution.    This can be done by

benchmarking using analytical solutions or dynamic testing of a code.  Validation determines the degree

to which a model accurately represents the real world from the perspective of its intended use.  This is

typically done by comparing the data quantitatively with a numerical model.  That comparison includes

fundamental material behavior such as elastic, inelastic, and dynamic responses; interaction effects such

as friction; and system‐level tests of joint test assemblies during flight.  The ability to collect data and

employ resources for these efforts is made possible by leveraging the DSW program R&D with that of

the ASC, Science, and Engineering Campaigns.  The PCF pegposts shown in the Engineering Assessment

strand in figure 3–4 are those that drive capabilities for system, nuclear explosive package, and

component needs.

An example of engineering assessment at the component level, supported by both the ASC and

Engineering Campaigns, is the focused effort to develop a predictive computational capability for

neutron generator performance. This effort is being conducted in concert with a parallel effort to

develop advanced diagnostics to assess performance phenomena and obtain validation data.  

At the system engineering level, flight test data have always been very limited, yet flight testing provides

environments that in many cases cannot be readily replicated on the ground.  This is especially true for

reentry systems that experience stressing aerodynamic, thermal, and mechanical environments.  

Engineering assessments during these flights typically explore how launch and release, aeroshell

performance, flight dynamics, and thermal response couple to the vehicle’s mechanical response.    In

addition, the data often provide the boundary conditions for engineering assessments (e.g., design,

qualification) of internal weapon subsystems and components.    The ASC Campaign and the Weapon

Systems Engineering Assessment Technology subprogram of the Engineering Campaign support this

effort.  This work is on the critical path for a sequence of PCF pegposts from FY 2014 to FY 2023 that will

culminate in a validated capability to predict full‐system reentry structural dynamic loads generated by

turbulent aerodynamic flows and weather.  In addition, the core capability in this area is on the critical

path for a similar sequence of PCF pegposts culminating in FY 2017 with a QMU prediction of gravity

bomb system free‐flight performance and aircraft captive‐carry dynamic and mechanical response

during delivery.
June 2013 | Department of Energy

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3.4.3.2 Aging Models Assessments

Because nuclear weapons are being retained in the stockpile well beyond their designed lifetimes,

scientists and engineers in the Engineering Campaign’s Enhanced Surveillance subprogram develop and

maintain a fundamental understanding of stockpile aging and translate this understanding into the

models and technologies needed for early identification and assessment of aging concerns.  The goal is

to provide sufficient lead time for NNSA to deploy its resources so that the infrastructure capability and

capacity will be in place when required.

Providing tools to predict and detect the precursors of age‐related degradation and estimates of

component or system lifetimes based on the best available science and technology contributes to

weapon safety, performance, and reliability.  Assessments of the impacts of aging are conducted and

reported annually.  The impacts of these aging phenomena could adversely affect weapon performance,

safety, or reliability with respect to component and subsystem requirements.  The TBSTP document uses

these lifetime predictions to inform the annual stockpile assessment process with respect to the

expected future state of each weapon system and, therefore, to serve as input to the decision‐making

process for scheduling replacements or refurbishments.

While routine surveillance evaluates the current condition of the stockpile, the Enhanced Surveillance

subprogram develops predictive capabilities for early identification of stockpile concerns, assesses

component lifetimes in the existing stockpile to support refurbishment decisions, and provides

information to improve the longevity and sustainability of

replacement systems.    New analytical methods and

diagnostics, including embedded sensors and

nondestructive evaluation techniques, are being developed

to achieve timely, less‐invasive, and more cost‐effective

surveillance.    An example of this type of work is a new

nondestructive diagnostic of detonators that can help

predict performance based on detailed parameters seen in

high‐resolution, three‐dimensional computed x‐ray

tomography (see Section 3.3.4 for additional information).  

Maximizing the use of nondestructive evaluation, in lieu of

destructive evaluations, is important to preserving assets

while enabling the ability to assess a larger fraction of the

stockpile.

Developing lifetime predictions are a cornerstone of this effort.    The prediction of long‐term aging

behavior combines tracking, trending, and modeling of core surveillance data in combination with data

derived from accelerated aging studies.    The challenge is to employ validated engineering codes to

estimate component and system lifetimes to inform stockpile decisions.  

3.4.4 Hostile Environments, Outputs, and Effects  

For this fourth strand in Figure 3–4, R&D is conducted to assess and enhance the nuclear survivability

and lethality of the stockpile.    To this end, NNSA develops, validates, improves, and sustains

experimental and computational capabilities and develops radiation‐hardening technologies to support

the certification and effectiveness of the evolving and aging stockpile.  In collaboration with the DSW

and Site Stewardship programs, the ASC, ICF, and Science Campaigns, and DoD, the capabilities and

technologies developed through the Engineering Campaign support LEPs and stockpile alterations.

Enhanced Surveillance Accomplishments in

Material and Component Aging Assessments

Predictions of the lifetime of materials and

components in the stockpile are estimated using

surveillance data, accelerated aging tests, and

scientific analysis.  The seminal work on pit aging

provided the justification for extending pit

lifetimes and was a key enabler for reusing

previously deployed pits in life‐extended weapons.  

The Enhanced Surveillance subprogram has

broadened substantially and is now providing

aging models and lifetime predictions for many of

the major components and materials in the

stockpile.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐27

An integrated set of capabilities (models, simulations, experiments, testing, and analysis) focuses on

developing predictive assessment of the nuclear survivability of the stockpile.    The development of

Qualification Alternatives to the Sandia Pulsed Reactor III will provide the capability to qualify radiation‐

hardened electronics in response to fast‐neutron hostile environments.  An integrated set of capabilities

to assess other nuclear survivability issues will also be developed and deployed.    These other issues

encompass the electromagnetic pulse generated inside systems upon exposure to x‐rays; the

mechanical response of materials, components, and systems in hostile environments; and other x‐ray

and gamma‐ray effects on electronics.  In addition, inclusion of modern electronics in AF&F circuits will

increase surety, improve reliability, and increase margins because of the intrinsic radiation hardness of

advanced materials.

3.4.5 Enabling Capabilities

This fifth strand in Figure 3–4 includes experimental facilities and the goals for increasing the

computational power.    Further details regarding the experimental facilities required to meet mission

commitments are provided in Section 3.5.1; the computational capabilities needed to address specific

assessment and certification issues are addressed in Section 3.5.3.

3.4.5.1 Experimental Capabilities

A suite of facilities and experimental platforms exists at the national security laboratories and the

Nevada National Security Site for executing experiments that provide data on weapon physics processes

and on the properties of materials of weapon interest when subjected to extreme conditions.  

Section 3.5.1 provides an overview of the major experimental facilities at the national security

laboratories and the Nevada National Security Site.  Tests and experiments conducted at these facilities

contribute to an enhanced understanding of weapon science and predictive capability, as discussed in

Section 3.7.1 in the Science Campaign overview.   

3.4.5.2 Computational Capabilities

Implementation of advanced predictive methods for stockpile assessment requires continual advances

in computational science and computing power.  Although great progress has been made in integrated

simulations to verify the state of the stockpile, considerable additional advances are needed to meet all

the challenges of an effective nuclear deterrent.  For example, (1) improved resolution and geometric

fidelity are needed to address the inherently three‐dimensional nature of concerns such as safety and

security, and (2) increased computations are needed for “sub‐grid” models to implement fundamental

science advances.  These and other key elements of an effective predictive capability require expanded,

data‐intensive computing with development of new algorithms and techniques in conjunction with

hardware advances to handle multi‐physics, multi‐scale simulations.    Advances are needed in the

following areas:

 Compressible hydrodynamics, including instability, mix, and turbulence

 General three‐dimensional treatment of phenomena, ranging from hydrodynamics to materials

behavior

 Integrated systems simulations

 “First principles” modeling of plasmas and materials using molecular dynamics methods

 Modeling of material behavior, ranging from “atomistic” to macroscopic “real world”

 More accurate “statistical” estimates of weapons behavior  

A discussion on verifying and validating the assessments is included in Section 3.4.6.2.
June 2013 | Department of Energy

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3.4.6 Integration of Predictive Capabilities for Design, Qualification,

Assessment, and Certification  

Most predictive science activities are providing or developing methods for assessing, evaluating,

sustaining, and certifying the stockpile.    Accordingly, an effort has been established to integrate the

activities in the existing strands of the PCF diagram in Figure 3–4 to develop quantitative metrics that

will provide criteria for improved assessment and certification.  This effort will be represented by a sixth

strand that will be included in the PCF in the near future.  The activities on this new strand will include

the design and engineering qualification, manufacturing qualification, and physics certification of

modified (life‐extended) weapons.    Continuous assessment is a unifying theme of both stockpile

stewardship and stockpile management.   

3.4.6.1 Basic Elements of Assessment  

The assessment process involves the following three key steps:

 Assembly of information from surveillance, experiments, and past nuclear weapons tests

 Development of theoretical and computational tools to analyze and manipulate this information

 Application of expert judgment to analyze the results of the first two steps to inform decisions

regarding the stockpile

The goal is to make the first two steps quantitative and objective enough to aid the formation of key

judgments that decrease dependence on nuclear weapons test experience.    Developing quantitative

metrics will directly link the assessment process to significant data through verified and validated codes

and make the process as transparent as possible.

3.4.6.2 Verification and Validation

An important aspect of assessment is verification and validation (V&V), i.e., assuring that large

numerical models are as accurate and self‐consistent as possible.  V&V is a scientific process to ascertain

that a simulation is “right for the right reason.”   Verification provides evidence of the correctness of

computer codes in solving pertinent equations, while validation assesses the adequacy of the physical

models used to represent reality.  Since weapon simulations must extrapolate far beyond available data

and predict coupled, multi‐scale physical phenomena are difficult to isolate in experiments, V&V is a

unifying challenge for stockpile stewardship.   

3.4.6.3 Stockpile Performance Metrics

Performance metrics for stockpile safety and reliability are expressed in the context of QMU, a

methodology that has matured through peer reviews within NNSA, the JASON Advisory Group, and the

National Academy of Sciences.    QMU uses detailed analyses of weapon physics and engineering

performance to establish confidence factors for performance metrics.   These confidence factors are

determined by the difference between the lowest end of the performance expected and the threshold

for failure (the margin) divided by the sum of the uncertainties.    Examples of performance metrics

include measures of the integrated nuclear yield and the variability of a weapon’s primary output versus

the design specification.   
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Refinement and prioritization of assessment activities are influenced by the application of metrics and

QMU assessment.    For example, today nuclear explosive package assessment depends on empirical

parameters that calibrate simulation codes based on prudent consideration of legacy underground

nuclear test data.    An aggressive program requiring a high level of ST&E is replacing these empirical

parameters with fundamental data and scientifically validated physical models for predictive capability.  

As the stockpile ages and modernization features are included to enhance safety and security, the

validity of these calibrated simulations will decrease.  The decreased validity will raise the uncertainty

and increase the need for predictive capability.  Increased computational capability and confidence in

the validity of comprehensive science‐based models will allow weapons performance assessment in

situations that were not directly tested.  A more extensive discussion of this activity is provided in the

classified Annex.   

3.5 Experimental and Computational Resources

A comprehensive experimental and computational ST&E capability is needed to assess the stockpile.  

Today, annual assessments depend on empirical factors to calibrate simulation codes through prudent

consideration of legacy underground nuclear test data.    As the stockpile continues to age, identified

issues are addressed, and new features are added for enhanced safety and security.    These changes

challenge the validity of these calibrated simulations, which increases uncertainty and the need for

improving predictive capability.    An aggressive program using a high level of ST&E is replacing these

empirical factors with fundamental data and scientifically validated physical models.    Radiochemical

data and analysis capability is integral to these activities.  The annual assessment activities and future

LEP designs will continue to rely on updated interpretation and archival nuclear data to reduce

uncertainty.

In the absence of underground nuclear testing, well‐controlled experiments that isolate individual

physical phenomena are generating new data on special nuclear materials and surrogates to improve

models in weapons simulation codes.    These models are often validated through more complex

experiments that involve multiple, interdependent, physical phenomena or through highly complex,

integrated experiments for which data analysis is only possible by integrating sophisticated diagnostic

signatures into the simulation codes to assess system performance.  

3.5.1 Experimental Resources

The following ranges of capabilities are employed to address the safety, security, and reliability of

nuclear weapons systems:  

 Fundamental materials experiments characterized by an isolated single variable and a simple

geometry to measure properties such as materials strength

 Intermediate and focused multi‐component experimental configurations to combine high

explosives, metals, and increased geometrical complexity or to evaluate subsystem responses to

extreme environments

 Highly integrated component experiments that use complex geometry, multi‐component test

articles, and dynamic inputs (e.g., subcritical experiments and, with surrogate materials,

hydrodynamic tests and high energy density experiments)

 Development and qualification testing of weapon hardware, including environmental testing
June 2013 | Department of Energy

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A number of capabilities originally designed to provide development and qualification test data for

weapon hardware are now used for experimentation under the Stockpile Stewardship Program.  These

capabilities have become integral to providing physics data for understanding, as well as model

development and validation for weapon performance assurance.  While such experimental capabilities

are critical for development and qualification, the test environments provide only representative, rather

than comprehensive, system requirement environments.  In addition, some key testing capabilities, such

as underground nuclear testing or the Sandia Pulsed Reactor III fast burst reactor, are no longer

available and, therefore, leave gaps in test‐based qualification methodologies.   

A diverse set of experimental facilities addresses assessment and certification issues and, to some

extent, the breadth of these facilities mirrors the extreme environments encountered within the

performance cycle of a nuclear weapon and the level of hazards associated with the testing conditions.  

Table 3–5 lists major experimental capabilities with brief descriptions of the types of work performed.  

The classified Annex includes greater detail about these capabilities and the actual environments that

would be encountered by a nuclear weapon.  Examples of the subtle differences in these capabilities can

be explained by noting that integrated testing with plutonium experiments are executed at the U1a

Complex, while integrated experiments using surrogate materials are executed at either DARHT or the

Contained Firing Facility, depending on the specific data required.  The diagnostic suite that produces

the pertinent data can also be a distinguishing feature, as illustrated by the multi‐axis, multi‐time, high‐

resolution x‐ray imaging at DARHT versus the large‐field‐of‐view x‐ray and optical imaging at the

Contained Firing Facility.    Other distinguishing features can be determined by examining the

environmental impact statement authorizations of facilities, for which limits on high explosives

detonated in experiments are important, as exemplified by the differences between the Big Explosives

Experimental Facility (BEEF) and small‐scale, high‐explosive R&D facilities at the national security

laboratories.    The amount of plutonium tested or the ultimate pressure generated in a material also

produces a requirement for a suite of gas gun capabilities that cannot be satisfied by a single capability.  

Finally, the major environmental test and experimental capabilities are relevant examples of how

environmental conditions (hostile, normal, and abnormal) drive the need for a broad array of facilities.

Table 3–5.  Experimental capabilities

Facility Description

Complex integrated experiments

Dual Axis Radiographic

Hydrodynamic Test (DARHT)

facility

DARHT captures high‐resolution images of non‐special nuclear materials weapon

assemblies at multiple times and along two viewing axes.   

Contained Firing Facility (CFF) The CFF provides a single high‐resolution x‐ray image with large fields‐of‐view and multi‐

time optical images of non‐special nuclear materials weapons assemblies.  Containment

provides capabilities for hydrotests with a variety of hazardous materials.

U1a Complex Subcritical

Experiments Facility

The U1a Complex provides material and system response data on Security Category II

subcritical physics experiments.  The facility includes the dual‐axis Cygnus radiography

system, which produces x‐ray images of dynamic materials.  Additional diagnostics include

over 100 channels of velocimetry and a suite of imaging and hydro diagnostics.   

Focused experimental capabilities

Proton Radiography (pRad) pRad uses protons from the Los Alamos Neutron Science Center (LANSCE) accelerator for

radiography of static and dynamic materials experiments.

Omega laser facility The Omega laser facility provides data on the fundamental properties of high energy

density material, plasma, inertial confinement fusion, and radiation, as well as development

of targets, diagnostics, and experimental platforms for the National Ignition Facility.   
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐31

Facility Description

National Ignition Facility The National Ignition Facility provides data on the fundamental properties of high energy

density material, plasma, radiation, fusion ignition, and thermonuclear burn at

temperatures and pressures approaching those in a nuclear weapon.

Z pulsed power facility The Z pulsed power facility provides data on the fundamental properties of high energy

density materials (including plutonium and uranium), plasma, and radiation, as well as the

effects of radiation on electronics.  Z pulsed power facility also evaluates electromagnetic,

shock, and structural effects.

High Explosives Applications

Facility (HEAF)

HEAF provides indoor experimental capabilities with up to 10 kilograms of explosives in the

high explosive research and development mission areas of synthesis, formulation, pressing,

characterization, prototyping, performance testing and surveillance of energetic materials,

components, and subassemblies.  

Big Explosives Experimental

Facility (BEEF)

BEEF conducts outdoor detonations of complex experiments with quantities of high

explosives that cannot be contained.

National Criticality

Experiments Research Center

(NCERC)

NCERC (formerly the Criticality Experiments Facility) is within the Device Assembly Facility.  

It provides four independent, solid‐fueled criticality machines to conduct Safeguards

Category I criticality experiments, as well as to support of the Nuclear Criticality Safety

Program.

Fundamental property capabilities

Joint Actinide Shock Physics

Experimental Research

(JASPER) facility

The JASPER two‐stage gas gun provides data on the properties of metals (including plutonium)

at high shock pressures, temperatures, and strain rates.   

Technical Area 55 (TA‐55) TA‐55 provides several platforms to investigate the properties of metals, including plutonium,

at high shock pressures, temperatures, and strain rates.   

Los Alamos Neutron

Science Center (LANSCE)

LANSCE is a linear accelerator that uses neutrons to study fundamental nuclear and material

properties.  The LANSCE Lujan Center conducts materials research and nuclear physics using  

low‐energy neutrons.  The Weapons Neutron Research facility conducts nuclear physics

research.

Materials Testing at LANL

Material Science

Laboratory, Sigma building,

and Firing Site complex  

Bench‐scale experimental capabilities are conducted for non‐explosive materials and

explosive‐based experimental research.  

Major environment test and experiment –  normal environments

Centrifuge Facility This facility provides combined acceleration, rotation, and vibration environments to test full

systems in delivery environments.

Rocket Sled Track and

Aerial Cable Facilities

These facilities provide full‐system testing of acceleration environments and impact

phenomena (e.g., ground impact for a gravity weapon).

Large‐Scale Vibration and

Shock Facilities

These facilities provide component, subsystem, and full‐system testing of the vibration and

shock environments experienced during patrol, flight, and delivery.

Environmental Testing

Complex at LLNL Site 300

This complex provides test and evaluation capabilities for full‐scale nuclear explosive package

or sub‐assemblies with full high explosive charges and surrogate pit under dynamic conditions

subjected to thermal and mechanical insults simulating stockpile‐to‐target‐sequence

conditions

Pit subassembly testing at

LLNL Superblock

Testing includes the thermomechanical, dynamic, and jerk testing of war reserved pits and

subassemblies with mock high explosive (requires special security accommodations).

Surety efficacy testing at

LLNL Superblock

This facility provides functional testing of special nuclear explosive package components as

needed.
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Facility Description

Major environment test and experiment –  abnormal environments

Thermal Test Complex,

Burn Site Facilities

These facilities provide radiant heat and fire (e.g., controlled flame, cross‐wind flame, and

enveloping flame) environments for tests up to full‐system level and for experiments to assure

safety in abnormal (e.g., accidental) scenarios.

Lightning Test Facility This facility conducts tests and experiments to assure safety in the event of direct or nearby

lightning strikes.

Drop Test Facilities These facilities conduct tests and experiments to assure safety in the event of an unintended

weapon drop during handling.

Major environment test and experiment –  hostile environments

Saturn Saturn tests electronic subsystems in representative x‐ray environments and conducts

experiments to validate radiation‐hardening technology and evaluate electronic subsystems,

non‐nuclear material properties, and electromagnetic effects.

HERMES III HERMES III tests electronic subsystems in representative prompt gamma‐ray environments

and conducts experiments to evaluate radiation‐hardening technology.  

Annular Core Research

Reactor (ACRR)

ACRR provides mixed neutron‐gamma environments similar to those from an endoatmospheric

burst to test electrical, mechanical, and thermal effects in components and subsystems.   

Ion Beam Laboratory (IBL) IBL provides  environments at the microelectronic device level to evaluate mixed neutron and

gamma‐ray effects similar to those from an exoatmospheric burst to evaluate radiation‐

hardening technology for which integrated test capabilities are no longer available (e.g., the

SPR III reactor).

Light‐Initiated High

Explosive

Light‐initiated high explosive tests the full‐warhead response to x‐ray‐induced mechanical

impulses.

Electromagnetic

Environment Simulator

(EMES)

EMES tests the full‐warhead response to electromagnetic pulse environments.

3.5.2 Facility and Infrastructure Planning  

Experimental facilities are an essential part of the nuclear security enterprise.    NNSA has made

substantial investments in large experimental facilities.  These facilities, which include LANSCE, DARHT,

the National Ignition Facility, the Z pulsed power facility, and the U1a Complex, have had considerable

impact on NNSA’s ability to meet national security challenges, attract and retain a premier workforce,

and maintain the preeminence of its laboratories as world leaders in science.   

Nevertheless, as the stockpile ages and the demands of the nuclear deterrent become more complex,

NNSA’s facilities and infrastructure must improve and evolve.    Over the next decade, to meet the

challenge of ensuring the safety, security, and reliability of the stockpile, NNSA must build on the

experimental capabilities in Table 3–5 and invest in new capabilities.  For more information on NNSA’s

strategy to revitalize its physical infrastructure, see Chapter 5 and the accompanying Appendix D.   

Because of the importance and magnitude of decisions about flagship experimental ST&E facilities,

NNSA created a systematic process to evaluate current and future experimental facility needs and asked

the three laboratory directors to develop a strategy for major future investments in such facilities.  

Consistent with the data provided in the NNSA Strategic Plan (NNSA 2011) and the need to maintain the

technical excellence of the national security laboratories, this strategy for flagship experimental facilities

will accomplish the following.
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 Shape the infrastructure to assure the 21st century nuclear security enterprise has the core

science and technology capabilities to execute NNSA and broader national security mission

responsibilities.

 Advance the fundamental based capabilities that are the foundation of NNSA’s national security

mission and the technical leadership of its laboratories.

 Contribute to attracting, training, and retaining the next‐generation ST&E capable workforce.

 Exemplify responsible stewardship of public resources.

To provide the basis for an enduring NNSA facility strategy, the three national security laboratories

prepared an integrated tri‐laboratory facility roadmap.  Each laboratory developed proposals for flagship

ST&E facilities with expected construction costs exceeding $100 million.  These proposals are consistent

with the tri‐laboratory facilities roadmap.  An independent panel of experts reviewed the roadmap and

the individual facility proposals.    The Matter‐Radiation Interactions in Extremes (MaRIE) advanced

materials science facility, proposed by LANL, was chosen for the next phase of evaluation.    The tri‐

laboratory roadmap will be briefed to Congress and included in the next revision of the SSMP.  The full

MaRIE proposal will be considered for Critical Decision 0, which is currently planned for FY 2013.  

3.5.3 Computational Resources

To assess the Nation’s stockpile, the nuclear security enterprise depends on accurate physical models

and the ability to simulate the performance of full weapons systems by integrating material and

component information into advanced computer simulation codes that run effectively on some of the

world’s most capable supercomputers.    High‐fidelity, two‐dimensional and three‐dimensional

simulations are surpassing the capabilities of the one‐  and two‐dimensional, legacy code simulations

that designed the current stockpile.  Moreover, advanced supercomputers have enabled the progression

to simulations that can characterize weapon systems and their performance more accurately.   

The ASC Campaign is responsible for providing computational capabilities to meet nuclear deterrence

needs.  In this context, “capabilities” encompasses computational platforms; mathematical algorithms

and computational codes; and data management, storage, and analysis.  The ASC Campaign supplies this

computing capability via national user facilities that are accessible Nuclear Security Enterprise‐wide to

address the most challenging and pertinent weapons program issues.  This user facility model ensures

that the computing capabilities are delivered in the most cost‐effective and resource‐efficient manner,

with an emphasis on maintaining productivity to address weapon assessments and predictive capability

goals.   

Three categories of ASC Campaign platforms are currently used for these simulations: Capability,

Capacity, and Advanced Architecture.    Starting in late FY 2013 The ASC Campaign will procure two

classes of systems, Commodity Technology Systems and Advanced Technology Systems, to better

support technology trends and improve cost effectiveness.  The Commodity Technology systems in the

future will provide computing power to a large percentage of the design and analysis community by

leveraging predominantly commodity hardware and software. The goal of these systems is to minimize

software changes and maximize availability to end‐users. In contrast, the Advanced Technology systems

will be the vanguards of the high performance computing platform market and incorporate features

that, if successful, will become future commodity technologies. These large, first‐ of‐a‐kind systems will

require application software modifications in order to take full advantage of exceptional capabilities

offered by new technology.

Table 3–6 details current computational capabilities, based on historical platform classes and describes

the purpose of each platform.
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Table 3–6.  ASC Computing capabilities (based on the historical platform classes)

System Name System Type* Site

Peak

Performance

(Teraflops) Purpose

Dawn Advanced

Architecture

LLNL 500 Code porting and scaling in preparation for Sequoia;

weapons design and analysis

Sequoia Advanced

Architecture

LLNL 20,000 Weapons design and analysis; UQ [uncertainty

quantification] simulation

Cielo Capability LANL/SNL 1,370 Design and analysis of weapons and experiments,

dedicated to very large simulation runs

Inca Capacity LLNL 13 Design and analysis of weapons and experiments

Typhoon Capacity LANL 106 Design and analysis of weapons and experiments

Hype Capacity LLNL 50 Tri‐Lab TLCC system development and test platform

Zin Capacity LLNL 900 Design and analysis of weapons and experiments

Luna Capacity LANL 513 Design and analysis of weapons and experiments

Dark Bridge Capacity SNL 300 Design and analysis of weapons

Chama Capacity SNL 400 Design and analysis of weapons and experiments

Pecos Capacity SNL 400 Design and analysis of weapons and experiments

Glory Capacity (U) SNL 38 Unclassified stockpile science

Dawn‐dev Capacity (U) LLNL 14 Unclassified code porting and preparation for Sequoia

Cielito Capacity (U) LANL 11 Unclassified code porting and preparation for Cielo

Mapache Capacity (U) LANL 50 Unclassified stockpile science

Moonlight Capacity (U) LANL 488 Unclassified stockpile science

Graph Specialty LLNL 111 Visualization

Cielo del Sur Specialty SNL 86 Design and analysis of weapons

Muir Specialty LLNL 174 Visualization platform for Sequoia

(U) = denotes an unclassified system.  These are required to perform analysis of unclassified data and to collaborate with the

open science community.

* System Type Definitions:

Advanced Architecture:  machines targeted at advancing the state of the art in order to address problems intractable at

current scales, requiring burn‐in time to stabilize.  Past scientific advances have included plutonium aging and plasma

interactions.  Future advances will include plutonium equation‐of‐state and electronics in hostile environments.

Capability: stable machines dedicated to large‐scale runs where two users capitalize most of the system resources at any

time.  By design, there is a single capability machine in the nuclear security enterprise run as a National User Facility.  

Advances towards solving the Energy Balance knob and advanced security in transporting nuclear weapons are two

examples enabled by past ASC Capability systems.

Capacity:  less costly machines with reliable throughput used for the bulk of day‐to‐day calculations. Most of these machines

are procured and configured using the TriLab Linux Capacity Cluster (TLCC) standards adopted by ASC for the nuclear

security enterprise mission.

Specialty:  capacity machines optimized for memory intensive applications, primarily graphics.

Teraflop:  measure of maximum machine speed.  A teraflop is 1012 FLOPS (FLoating point OPerationS), which is more than a

thousand times faster than the original Cray‐1 supercomputer of the 1970s.  A thousand teraflops is called a “petaflop.”

Notes:

Capacity systems are purchased through a consolidated procurement via the TriLab Linux Capacity Cluster‐2 (TLCC2) contract.

ACES (the Alliance for Computing at Extreme Scale) is a formal alliance between the Sandia and Los Alamos National

Laboratories for designing, acquiring and operating supercomputing for the nuclear security enterprise.
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3.6 Ensuring United States Leadership in Science and

Technology for NNSA and Broader National Security

Missions

The scientific and technological challenges posed by the evolving national security landscape require a

workforce with broad technical capabilities and concomitant facilities.  Chapter 6 discusses the general

requirements for the nuclear security enterprise workforce.    Chapter 3 of the classified 2014 SSMP

focuses on the broader national security missions, whereas this section focuses on leadership in science

and technology.    Some details of workforce development that are driven by specific demands that

require a high level ST&E capability are also discussed here.

Historically, a broad array of scientific advances in weapons technologies has been a significant force in

shaping the nuclear security landscape.    Examples include discoveries leading to the first fission

weapons, detailed scientific understanding enabling modern secondaries, and technological solutions

for missile defense.  While some future challenges can be anticipated, the greatest challenges are often

unanticipated.  The strategic emphasis in academic areas congruent to the anticipated application areas

is an element of NNSA workforce planning.

Collaboration is a key element of the strategy for preserving ST&E strength.    Collaboration internally

amplifies effectiveness; ensures access to ideas, techniques, and innovations; and supports training of

the next generation of stockpile stewards.  External collaboration provides a recruitment pipeline for a

workforce skilled in areas of strategic importance to the national security mission.  To that end, NNSA

and its contractors have created academic programs (see Chapter 6) to support research that is of direct

interest to the NNSA mission and has the collateral benefit of producing students with the skills needed

to fill the pipeline.    The Stockpile Stewardship Graduate Fellowship provides financial benefits and

professional development opportunities to students pursuing a Ph.D. in fields of study that solve

complex science and engineering problems critical to stewardship science.    The Stewardship Science

Academic Alliances Program funds academic research relevant to NNSA’s mission.    The goal of the

program is to create opportunities for scientists who are underfunded by other government agencies

but whose research is important to NNSA missions.   An important focus is training students who will

contribute to scientific discovery in these subject areas and who will potentially be employed at one of

the NNSA sites.  Currently, the Academic Alliances Program funds four Centers of Excellence, which are

operated under cooperative agreements, and approximately 31 grants.  In addition, NNSA and the DOE

Office of Science have established a joint program in High Energy Density Laboratory Plasmas.

3.7 Structure of Campaigns and Programs to Meet the

Requirements of Stockpile Sustainment and Deterrence

The ST&E‐based activities outlined in this SSMP are executed by an array of programs, campaigns, and

subprograms.    These activities address a broader range of nuclear security enterprise issues, as

described in Chapter 2.    The information in this section provides important linkage with the budget

formulation process because the programs, campaigns, and subprograms are frequently referred to in

the description of appropriations.   

3.7.1 Science Campaign

As the nuclear stockpile ages beyond its original design lifetime, it is imperative that the Science

Campaign provides the critical capabilities to ensure weapons continue to meet military specifications.  
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Models of performance, benchmarked using underground nuclear testing data, must be replaced with

physical models validated with modern experimental data.    These physical models will enable

understanding of aging, advance the understanding of surety mechanisms and their impact on

assessment and certification, assess the impact of varying manufacturing techniques and processes, and

provide tools to anticipate and avoid technological surprise.  In particular, advances in predictive science

necessary to address specific aspects of LEP pit reuse options have been identified and will be a focus of

the out‐year activity in the Science Campaign.

The Science Campaign supports (1) annual stockpile assessments; (2) certification statements for LEPs

and weapon modifications; (3) prompt resolution of stockpile issues (e.g., SFIs, including aging issues);

(4) certification of warhead replacement components; (5) development of improved predictive

capabilities in conjunction with the ASC Campaign; and (6) maintenance of nuclear test readiness

capabilities through experiments and assessments.  In supporting these activities, the Science Campaign

leverages the investments made in the ASC and ICF Campaigns.

The Science Campaign aims to understand through experimentation the complexities associated with

the extreme temperatures, stresses, strains, and strain rates experienced during a nuclear explosion.  

One grand challenge is to improve physical models for primary boost.    Through the National Boost

Initiative, the Science Campaign is increasing its efforts to understand this phenomenon, from the initial

conditions required for boost to the subsequent dynamics.

The experimental programs at the national security laboratories and the Nevada National Security Site

are designed to improve understanding of the physics associated with nuclear weapon safety, security,

and effectiveness by acquiring, analyzing, and incorporating data into physics‐based computer models.  

Through highly integrated multi‐year and multi‐decade efforts, those models will ultimately mature as

predictive capabilities for weapon performance.  The Science Campaign either manages or significantly

contributes to these efforts, which are the cornerstone of modern stockpile stewardship.

Each subprogram of the Science Campaign also contributes to development and academic training of

the future workforce at the national security laboratories through the Stewardship Science Academic

Alliances, which is administered by the Office of Stockpile Stewardship.  The core areas supported by the

Stewardship Science Academic Alliances include materials under dynamic conditions and in extreme

environments, hydrodynamics, low‐energy nuclear science, radiochemistry, and high energy density

science.  

The five subprograms of the Science Campaign are displayed in Figure 3–7 and are described in more

detail in Appendix B.

Figure 3–7.  Subprograms of the Science Campaign in fiscal year 2013
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3.7.1.1 FY 2012 Accomplishments of the Science Campaign

 Conducted hydrotests at LANL’s DARHT and Contained Firing Facility to evaluate proposed

surety concepts and assess the model for IHE

 Developed new experimental capabilities, including an all‐optical probe dome, 128‐channel

Multiplexed Photon Doppler Velocimetry, and a refurbished and optimized Cygnus pulse power

system for radiography, at the U1a Complex, as well as at hydrotest firing sites at DARHT and

the Contained Firing Facility.   Conducted the first targeted subcritical experiments at the U1a

Complex in early FY 2013.

 Completed a Level‐1 milestone on the initial condition for boost.    This was a joint LLNL‐LANL

milestone that completed the first of a series of four boost pegposts under the Predictive

Capability Framework.    The laboratory teams used state‐of‐the‐art science‐based models and

cutting‐edge UQ [uncertainty quantification] methods to assess the quality of early phase

hydrodynamic models and to make a prediction, with quantified uncertainties, of a LANL

hydrodynamic experiment.

 Executed 10 experiments at the Joint Actinide Shock Physics Experimental Research (JASPER)

facility at the Nevada National Security Site, including the 100th shot.    The goal of these

experiments was to develop the platform and deliver the materials property data to study both

plutonium and surrogate materials in support of national security goals

 Executed planned high‐energy‐density physics experiments at the National Ignition Facility,

Omega Laser Facility, and the Z pulsed power facility.  Key experimental campaigns conducted

included the study of weapon‐relevant materials properties under high‐pressure, high‐

temperature, and/or complex shock environments; radiation transport; complex radiation

hydrodynamics; and mix/turbulent plasma conditions.

 Executed two mini‐G shots and four flat plate shots as part of the Phoenix Project at LLNL’s

Site 300. The mini‐G shots successfully demonstrated improved powerflow design with greater

margin against breakdown, significantly continuing the development of an explosive pulsed‐

power driven platform for isentropic compression experiments.  Experiments involved various

materials including copper at a ramp compression of about 2 megabar.    Flat plate work in

FY 2012 contributed to FY 2013 plans for EOS accuracy assessments, as well as potential FY 2015

U1a Complex experiments

Additionally, the accomplishments of the Stewardship Science Academic Alliances Program have been

substantial.    Since 2002, the program has supported greater than 440 post‐doctoral students,

290 graduate students, and over 600 university professors, as well as the development of nearly

3,000 publications and a number of invited talks.  Of the post‐doctoral and graduate students, NNSA has

hired at least 90 to work in its laboratories.

3.7.2 Advanced Simulation and Computing Campaign

The ASC Campaign provides leading‐edge simulation capabilities to support stockpile certification.  The

ASC Campaign’s high‐performance computing technology investments allow an unprecedented level of

computing capability and advanced weapons codes in support of the NNSA mission.

The ASC Campaign serves as the computational surrogate for nuclear testing to predict weapon

behavior.  The ASC Campaign and other campaigns are integrated through the PCF (see Section 3.2.3).  
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The ASC Campaign’s collaboration with other campaigns, the DSW program, and DOE’s Office of Science

is instrumental in increasing predictive capabilities for the nuclear security enterprise.

Considerable progress has been made in establishing two user facilities for production computing for

the nuclear security enterprise.  One facility is at LLNL, and the other has been established between SNL

and LANL through the Alliance for Computing at Extreme Scales.    These two centers facilitate a

synergistic approach to providing high‐performance computing.   The ASC Campaign’s simulation tools

also address areas of national security beyond the U.S. nuclear stockpile.    Through coordination with

other Government agencies, the ASC Campaign plays an important role in supporting nonproliferation,

emergency response, nuclear forensics, and attribution activities.    Resources have been used to

characterize special nuclear materials and devices via post‐detonation analysis, and ASC Campaign

simulation capabilities have been used to assess security‐related mitigation strategies.

The five subprograms of the ASC Campaign are displayed in Figure 3–8 and described in more detail in

Appendix B.  

Figure 3–8.  Subprograms of the Advanced Simulation and Computing Campaign in fiscal year 2013

3.7.2.1 FY 2012 Accomplishments of the Advanced Simulation and Computing Campaign  

 Enabled closure of the Energy Balance Level‐1 milestone, PCF pegpost through enhanced full‐

system simulations.

 Continued investment in a common computing environment across the nuclear security

laboratories.

 Made an initial investment in the proposed joint DOE Office of Science/NNSA Exascale Initiative.

 Achieved closer coupling of DSW program deliverables with the PCF.

3.7.3 Engineering Campaign

The goal of the Engineering Campaign is to develop capabilities to assess and improve the safety,

security, effectiveness, and performance of the nuclear explosive package and non‐nuclear components

throughout a weapon’s lifetime without further underground nuclear testing.  The purpose is to ensure

confidence in the design of all components and subsystems and increase the ability to predict their

response to external stimuli (i.e., large thermal, mechanical, and combined forces and extremely high

radiation fields) and aging effects and to develop essential engineering capabilities and infrastructure.
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The Engineering Campaign also provides a sustained basis for certification and assessment throughout

the life cycle of each weapon.  The improved capability for weapon design and engineering assessment

enables specific campaign objectives including the following:

 Incorporation of enhanced surety features, independent of any threat scenario, that meet the

requirements of National Security Presidential Directive 28 (June 2003)

 QMU, using state‐of‐the‐art design and assessment tools that rely on ASC Campaign codes and

ST&E experimental facilities

 Establishment of a predictive capability to gauge the effect of aging on performance and lifetime

assessments  

 Consolidation of Security Category I and II special nuclear materials via alternative capabilities

and tools  

 Continuation of the Qualification Alternatives to the Sandia Pulsed Reactor Project to evaluate

threats or vulnerabilities more responsively than via traditional radiation testing

 Establishment of responsive life cycle engineering at demonstrated lower costs

 Preservation of a world‐class staff and program in engineering science R&D

The four subprograms of the Engineering Campaign are displayed in Figure 3–9 and are described in

more detail in Appendix B.

Figure 3–9.  Subprograms of the Engineering Campaign in fiscal year 2013

3.7.3.1 FY 2012 Accomplishments of the Engineering Campaign

 Developed advanced safety, security, and use control and denial technologies for stockpile

insertion

 Studied organic decomposition and breach of safety‐related sealed exclusion regions in

abnormal thermal environments

 Evaluated the equivalency of ion irradiations to simulate neutron damage in relevant III‐V4

compound semiconductor electronics for the Qualification Alternatives to the Sandia Pulsed

Reactor Project

 Characterized the aging behavior of legacy and new materials and components in the stockpile

                                                      

4 III‐V refers to the columns in the periodic table in which the materials in this class of semiconductor appear.   
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3.7.4 Inertial Confinement Fusion Ignition and High Yield Campaign

Demonstration and application of ignition and thermonuclear burn in the laboratory are the most

important components of the ICF Campaign and remain major goals for NNSA and DOE.  Science‐based

weapons assessments and certification require advanced experimental capabilities that can create and

study matter under extreme conditions approaching the high energy density environments found in a

nuclear explosion.    The ICF Campaign provides these capabilities through development and use of

advanced experimental and theoretical tools and techniques, including state‐of‐the‐art laser and pulsed

power facilities for both ignition and non‐ignition high energy density research and advanced simulation

codes.  Because ignition was not achieved in FY 2012, NNSA will now emphasize non‐ignition stockpile

stewardship activities at the National Ignition Facility while supporting a reduced scientific effort to

understand why ignition was not achieved and to continue pursuing the demonstration of ignition,

including the investigation of one or more alternate ignition concepts.

Virtually all of the energy from a nuclear weapon is generated while in the high energy density state.  

High energy density physics experiments in ICF Campaign facilities validate the advanced theoretical

models used to assess and certify the stockpile without underground nuclear testing.    The National

Ignition Facility will extend high energy density physics experiments to thermonuclear burn conditions in

the laboratory, a unique and unprecedented scientific achievement.   

The six subprograms of the ICF Campaign are displayed in Figure 3–10 and described in more detail in

Appendix B.

Figure 3–10.  Subprograms of the Inertial Confinement Fusion Ignition and High Yield Campaign

in fiscal year 2013

3.7.4.1 FY 2012 Accomplishments of the Inertial Confinement Fusion Ignition and High Yield

Campaign

 Developed and submitted to Congress the “Path Forward Plan to Achieving Ignition in the ICF

Campaign.”

 Transitioned the National Ignition Facility to routine operations as a user facility, with laser

energy up 1.8 megajoules demonstrated in the ultraviolet.

 Continued to field advanced diagnostic capabilities, including LANL‘s neutron imager at the

National Ignition Facility, which measures both primary and down scattered neutrons.

 Demonstrated improved performance in magnetically driven implosions at the Z pulsed power

facility by imploding a beryllium liner and producing an x‐ray yield of 2.6 megajoule.
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3.8 Milestones, Objectives, and Future Planning

Milestones and objectives for development of ST&E capabilities in FY 2014 and the out‐years are shown

in Figures 3–11, 3–12, 3–13, and 3–14.  The basis for these milestones and objectives originates with the

TBSTP, PCF, and CMF tools (see Section 3.2). The computational science effort represented by the

milestones and objectives in Figure 3–11 is led by the ASC Campaign, and the experimental science

effort represented by the milestones and objectives in Figure 3–12 is led by the Science Campaign.  

Extending out to 2038, ST&E‐based campaigns, will support the stockpile assessment and certification

process and the capability to address SFIs.    Continuing confidence in the stockpile as it evolves to

address issues and improve safety and security strongly depends on advancing the QMU methodology

for reliability assessments and high‐fidelity, three‐dimensional predictive simulations.    Both advances

are directly coupled to a V&V process backed by quantitative experiments and simulation advances.  

Methods for advanced certification and assessment will also be extended to regimes that are relevant to

analysis of proliferant technical capabilities and other factors of broader national nuclear security

interest.  

Figure 3–11.  Computational milestones and objectives led by the Advanced Simulation and

Computing Campaign

   
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Figure 3–12.  Experimental and analysis milestones and objectives led by the Science Campaign  

Figure 3–13.  Milestones and objectives based on experiments on NNSA’s high energy density facilities

and led by the Inertial Confinement Fusion Ignition and High Yield Campaign
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Figure 3–14.  Engineering and technological milestones and objectives led by the

Engineering Campaign

Figures 3–11 through 3–14 illustrate the cooperative, cross‐campaign nature of the computational and

experimental science efforts to resolve the challenges associated with boost.    For example, the

experimental tests of the late phase of boost initial conditions in 2014 will benchmark and improve the

boost computational modeling.  These cooperative efforts between the ASC and Science Campaigns will

fulfill the 2016 PCF Initial Condition II pegpost.    A similar cooperative effort is projected for boost

ignition experiments and related computational development.    In addition, the ICF Campaign will

support burn initiation and burn boost in 2016 and 2018, respectively.  The ASC Campaign uses the data

and analysis from the Science Campaign to construct models of weapons materials properties,

multi‐phase equations of state, and constitutive properties.    The milestones and objectives of the

Engineering Campaign, in collaboration with the ASC, Science, and ICF Campaigns, are focused on

qualifying new technologies, tools, and manufacturing processes and on surety and surveillance

activities to support LEPs, Alterations, and Modifications.   

In addition to the predictive assessment and certification of weapons systems, maintenance of reliable,

modern technology production methods and systems engineering is essential to sustain the stockpile.  

The Engineering Campaign, in cooperation with the ASC, Science, and ICF Campaigns, supplies many

aspects of this process.  Engineering efforts are focused on surety and surveillance activities to support

future LEPs, Alterations, and Modifications.  Out‐year priorities include R&D in nuclear survivability to

develop and quantify the technologies, tools, and materials to ensure that capabilities and design

options are available when required.  The Engineering Campaign will continue to transform surveillance,
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including the methodology to detect aging signatures through advanced diagnostics.  The near focus of

the Enhanced Surety effort is on the following four multi‐site development efforts:

 Mature use control options to deliver a near‐term solution

 Produce prototypical hardware

 Mature integrated surety solutions to integrate physical security elements with a weapon’s use

denial systems

 Develop, in cooperation with the UK Atomic Weapons Establishment, multi‐point safety options

for the next insertion opportunity

A more complete description of the projected advances in assessment and the further elaboration of

cooperative, cross‐campaign efforts can be found in Chapter 3 of the classified Annex.

3.8.1 Projection of Some Key Weapons Issues beyond 2020

The CMF and PCF have developed well‐defined, integrated plans to 2020 (see Figures 3–3 and 3–4); the

CMF and PCF methods are being used to estimate requirements out to 2038.  The projections from 2020

to 2038, as shown in Figures 3–10 to 3–13, identify key areas where scientific and technological

advances will enhance the assessment, certification, surveillance, and provide options for sustaining the

stockpile and improving safety and security features.    Moreover, the limits imposed by near‐term

computing power are being carefully considered, using the PCF process, in making these projections.   

The list below describes some of the key issues to be addressed in out‐year planning beyond 2020.  Each

item is followed with the projected planning response out to 2038.  

 Weapons materials aging and replacement material qualification.  As materials age and require

replacement, more sophisticated methods are needed to predict their behavior under weapons

conditions.    In addition, as unavoidable changes in the stockpile occur, models for materials

behavior must be more closely related to fundamental thermodynamic and physical properties

(i.e., to “first principles”).  

 Out‐year planning response.  Characterize the dynamic and aged properties of weapons

materials using advanced diagnostic and analysis tools and experiments to inform and

validate new higher‐fidelity models.

 Accurate prediction of the boost phase of primary performance.  The National Boost Initiative

will produce valuable results by 2018 that will greatly enhance the predictive capability for

certification.    The National Boost Initiative is unlikely, however, to settle all issues associated

with the complex phenomena of boost cavity formation, boundary turbulence, and mix.

 Out‐year planning response. Emphasize three‐dimensional simulations of boost cavity

formation to provide enhanced confidence in primary performance.  In addition, conduct a

thorough investigation of burning plasma conditions at the National Ignition Facility.   This

effort may discover new coupled effects and thus indicate the need for high‐gain

experiments.  After 2020, consideration of upgrades to igniting plasma systems using lasers

or pulsed power drivers may be needed to meet the postulated weapons requirements.   
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 3‐45

 Continuing value of large‐scale, integrated hydrodynamic experiments.  These experiments,

which test many aspects of the early phase of weapons operation, can be performed at DARHT,

the Contained Firing Facility, and the U1a Complex.    Such experiments are essential to

simulation code validation, SFI resolution, annual stockpile assessment and certification, and

component performance assessments, as well as to establishing confidence in stockpile options.  

Equally important, these tests provide the means to train and evaluate the capabilities of the

scientists and engineers that make the certification and assessment judgments.    Experiments

that include special nuclear materials have become more important as aging continues and

design options become more complex.    Advances in experimental diagnostics will likely be

needed.    Subcritical and other plutonium experiments are a key element in materials science

and predictive capability.   A series of out‐year experiments have been defined, along with a

suite of diagnostics to provide data essential for enhancing modeling capability.

 Out‐year planning response. Make advances in diagnostic instruments and techniques to

provide accurate data for large‐scale integrated hydrodynamic experiments involving special

nuclear materials and their surrogates and for subcritical experiments involving scaling and

surrogacy. This effort will also play an important role in maintaining stewardship skills and

weapons readiness.  

 Accurate prediction for secondary performance.  Deliver predictive capabilities to assess the

overall weapon performance in delivering the militarily effective yield with an aging and

evolving stockpile.  Work on certification of the overall weapon systems is ongoing, with the first

production unit of two LEPs expected in the 2020s.  NNSA will deliver QMU‐based assessments

based on validated physics‐based models and codes, including full utilization of three‐

dimensional simulation capabilities and full suite of uncertainty quantification assessments.

 Out‐year planning response.  Utilize a broader range of experimental capabilities, including

the possible application of an ignition platform to access regimes previously inaccessible;

the experimental campaign will include material properties, nuclear properties (cross

section), and integrated performance.

 Accurate prediction for weapons output, environment, and effects.  The main context here is

to utilize all the predictive, physics based capabilities to deliver assessment of the consequence

of execution for both potential application to the U.S. stockpile and assessment of potential

foreign threats.

 Out‐year planning response.  Develop and utilize full physics capabilities to assess the

weapon output, the coupling of the radiation with surrounding environments, and the

assessment of the effectiveness and consequence of the weapon output.  Such assessments

will utilize modern physics models and capabilities, validated by new experimental data and

applied to a broad suite of scenarios to enable decision‐making.

 Transforming surveillance capabilities to better predict materials aging and coupled effects

resulting from actual weapons environments.  As the stockpile continues to age and materials

must be replaced, the need for accurate monitoring of the physical state of the stockpile will

increase significantly.    Surveillance will move away from observing defects introduced by

manufacturing to production of quantitative data that can be used to identify aging changes.   

 Out‐year planning response.  Continue to develop new diagnostic tools for enhanced

surveillance and mature new techniques and migrate them to the Stockpile Evaluation

Program.    Place more emphasis on quantitative measurements and nondestructive

techniques to ensure stockpile reliability in the future.
June 2013 | Department of Energy

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 Maintaining weapons design, engineering, and key manufacturing capabilities in the 40 years

beyond the last nuclear test.  By 2025 no personnel with actual underground nuclear test

design and operation expertise will likely remain at the nuclear security laboratories.   

 Out‐year planning response.  To ensure confidence in the nuclear weapon stockpile and

meet the challenges of the broader nuclear security enterprise, establish the needed

training and competency for the future contractor workforce through the requisite

computer simulation capabilities, coupled with increasingly complex experimental science.

The influence of advanced ST&E can only be realized when viewed through the perspective of the

broader national security mission.    This mission applies to the breadth of research that spans

fundamental scientific discoveries associated with exploring thermonuclear burn and other complex

phenomena; such research can be applied to the challenges of detection of improvised explosive devices

and modeling global climate.    Over the past 5 years, NNSA has demonstrated great success in

responding to challenges from the national security and deterrence landscape.   Advances have been

made in nuclear forensics that aid in attribution, development of render‐safe technologies, assessment

of foreign weapons, development of DoD‐requested conventional munitions (currently in theater), and

detection of clandestine weapons materials.  The response to these emerging challenges has been rapid

and efficient, in large part because of the existence of the workforce and nuclear materials

infrastructure.  Additional budgetary support from these activities directly adds to the capabilities of the

nuclear security enterprise.    Plans to enhance the broader nuclear security enterprise are being

developed, and these plans are being further enabled by increased collaboration among NNSA’s nuclear

weapons and nonproliferation programs, as well as with the intelligence community.
Nuclear Test Readiness

Chapter 4

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 4‐1

CHAPTER 4

NUCLEAR TEST READINESS

The United States continues to observe the 1992 nuclear test moratorium.   NNSA has maintained a

readiness to conduct an underground nuclear test if required to ensure the safety and reliability of the

stockpile or, if otherwise directed by the President, for policy reasons.   DOE/NNSA has maintained a

24‐ to 36‐month nuclear test readiness posture (response time) pursuant to Presidential Decision

Directive 15 (1993) during a period when readiness to test was funded as an active program.  NNSA’s

evaluation of test readiness response time has changed over the years, and the fundamental approach

taken to achieve test readiness has also changed.   

4.1 The NNSA Approach to Test Readiness

Under NNSA policy, for a given test readiness posture, a single underground nuclear test would be

conducted within the specified period.    In establishing its posture for test readiness, NNSA focused

principally on a scenario in which a test would be needed to resolve a complex technical issue

discovered in the stockpile.  Such a test would have to be highly diagnosed and would fulfill all of the

same requirements in place in 1993.  Aside from the uncertainty of these assumptions, only one test

might be needed to address and resolve a performance or safety issue with a U.S. nuclear weapon;

however, it is more likely that a series of tests would be needed to isolate and resolve a specific issue.  It

is expected that the additional tests would be completed in 1 to 2 years.  NNSA does not have, or plan to

acquire, the capability to resume a continuous, open‐ended nuclear test program such as that

conducted prior to the 1992 moratorium.  It has also become increasingly clear that this open‐ended

scenario is unlikely, and it is unrealistic to maintain such conditions in order to conduct a test if called

upon to do so by the President.    Some tests with simple scenarios and minimal diagnostics could be

conducted in much shorter times.  In contrast, some types of tests could not be conducted in less than

36 months from inception, even prior to the test moratorium.   

The NNSA strategy to remain ready for nuclear testing has been to maintain the unique sites, facilities,

equipment, and competencies of personnel primarily through their use in the Stockpile Stewardship and

Stockpile Management Programs and other national security initiatives.  The ability to conduct nuclear

tests draws on the broad range of skills and capabilities at the Nevada National Security Site and the

national security laboratories.    Test readiness presumes the continuation of a robust Stockpile

Stewardship Program, including dynamic plutonium experiments (e.g., subcritical experiments at the

Nevada National Security Site), other high‐explosive‐driven experiments, and high energy density

experiments conducted at laser and pulsed‐power facilities.    In addition, it also presumes the

maintenance of competencies in a number of operational capabilities (e.g., underground operations and

mining) and scientific equities (e.g., diagnostic development, data acquisition, and analysis).   

However, a number of technologies unique to underground tests are not exercised by stockpile

stewardship; these were discussed in detail in the 2009 version of the test readiness report submitted to

Congress.    Since that time, most equipment unique to test readiness has remained in storage with
June 2013 | Department of Energy  

Page 4‐2 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

minimal resources devoted to maintenance, and the number of key1 and critical2 personnel available to

execute an underground test has continued to decline, with no funded program in place to train their

replacements (see Appendix C).   

Of the experimental activities relevant to test readiness, subcritical experiments that are compliant with

a zero yield policy most closely resemble nuclear tests in their operational aspects.    Twenty‐seven

subcritical experiments have been conducted since 1997 (not counting confirmatory, or non‐nuclear,

experiments, which also contribute to technical competency and formality of operations).    These

subcritical experiments have provided data on the dynamic behavior of plutonium that enhance our

ability to evaluate the safety and reliability of the stockpile.   

In FY 2012 and early FY 2013, NNSA executed the first in a series of “scaled” subcritical plutonium

experiments at the Nevada National Security Site.    These convergent geometry experiments are

designed to reach pressures approaching those in a weapon primary.    The skills required to

manufacture, assemble, and field these experiments are similar to those required to build and field a

nuclear test.   

These and other experiments at the national security laboratories, such as the complementary

hydrodynamic experiments at the DARHT facility using surrogates, help maintain the essential skills

needed to conduct a nuclear test.   However, the primary goal of such hydrodynamic and subcritical

experiments is to provide data for stockpile stewardship; the benefit to test readiness is secondary.  In

addition, efforts to plan and prepare life extension and modernization programs for major weapons

systems and to conduct production, maintenance, and surveillance operations at nuclear weapons

production facilities have been important for maintaining the skills and facilities to handle and modify a

nuclear device for testing, if needed.

Any capability for a nuclear test that is not used in other program work and could not be reconstituted

and implemented within the readiness response time window must also be maintained.  Since the early

1990s, some facilities and equipment unique to nuclear testing have not been maintained, based on the

expectation they could be reconstituted within the mandated time for test resumption.

With respect to personnel, in addition to on‐the‐job mentoring opportunities, current staff have access

to active and retired personnel with underground nuclear test‐specific skills and expertise, should the

need arise.  However, this pool of experienced personnel is rapidly diminishing.  Over the past decade,

exercises have been conducted, sometimes in conjunction with non‐nuclear experiments, in an effort to

refresh expertise in some of the nuclear test‐unique areas.

Moreover, some activities are conducted to maintain the physical infrastructure and experimental

support at the Nevada National Security Site and North Las Vegas Facility, such as the Device Assembly

Facility; various equipment storage and staging sites; communications; security; and environmental,

health, and safety personnel.  Such assets will be important if a nuclear test must be conducted.

The Nuclear Posture Review Report (DoD 2010) reaffirmed and strengthened the U.S. commitment to

maintain the nuclear deterrent capability without nuclear testing unless an unforeseen critical technical

issue with the stockpile is discovered or as a response to another Nation engaging in nuclear testing.  

These scenarios are among those considered in the table prepared by the Strategic Advisory Group

Special Task Force (see Table C–1 of Appendix C).

                                                      

1

  Key personnel are those who fill positions defined as necessary to the preparation for or conduct of an underground test in

NSO M 450.X2‐1 – Underground Nuclear Testing, Test Readiness, and Threshold Test Ban Treaty Verification. 2 Critical personnel are those who fill positions defined as vital to the safe accomplishment of an underground test in

NSO M 450.X2‐1 – Underground Nuclear Testing, Test Readiness, and Threshold Test Ban Treaty Verification.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 4‐3

4.2 Capability to Respond in 24 to 36 Months

As indicated in the introduction to this chapter, NNSA maintains a nuclear test readiness posture in

which an underground test could be conducted within 24 to 36 months of a directive from the

President.   A complex test3 might take 36 months to field and conduct, while a simpler test might be

possible in a 24‐month or shorter time interval.  

In the years soon after nuclear testing ended in 1992, personnel, facilities, and equipment were still in

place and active, so confidence in asserting a 24‐  to 36‐month test readiness posture was high.  

Subsequently, several reviews were conducted to evaluate the 24‐ to 36‐month test readiness posture.  

These are cited and discussed in the 2003 edition of the Nuclear Posture Review Report.  Recent reviews

concluded that, because of a loss of expertise (through personnel attrition) and degradation of specific

capabilities, the United States would likely require 36 months to test, with less confidence in the ability

to achieve a 24‐month response time, even for a test that was technically relatively simple.    It was

believed that, as time passed, the 36‐month posture would be increasingly difficult to achieve.  Also of

significance was the premise that test‐experienced personnel, who had retired or moved to other fields,

would be available for recall if required.  While this was a reasonable planning basis a decade ago, the

pool of available test‐qualified personnel continues to diminish and, if a return to testing were required,

would need to be replenished by hiring and training new personnel, preferably through other Stockpile

Stewardship Program activities.

Beginning in 2003, NNSA began to address the issues identified above with funds provided by Congress.  

For example, NNSA made efforts to update test plans and procedures, including work to bring safety

analyses up to date to meet new safety standards.    Neutron generators that would be needed for

nuclear testing were fabricated to replace old units whose shelf lives had expired.  Significant work was

done to restore and update diagnostic instrumentation and renew the skills of the scientists and

technicians needed to use them.

In July 2006, NNSA conducted the Unicorn subcritical experiment.  Like previous subcritical experiments,

Unicorn helped renew nuclear test‐related skills.  This particular experiment was the first conducted in a

vertical geometry and hence was more comparable to the emplacement of a nuclear test.  In addition,

many issues came to light and important lessons were learned that would be valuable in the event that

a nuclear test were necessary someday.    This work allowed NNSA, by FY 2006, to regain a quicker

readiness capability and a potentially shorter response time for a technically simpler test.

Since FY 2006, test readiness funding has decreased significantly.  Beginning in FY 2011, test readiness is

no longer funded as a separate program, and all test‐readiness‐related activities are funded either under

the Site Stewardship Program (or its predecessor, the Readiness in Technical Base and Facilities

Program) or are supported by the programmatic work conducted under the DSW Program or the

Science Campaign.  Nearly all activities implemented over the past decade purely for test readiness have

been eliminated.

NNSA continues to identify the funding required to implement appropriate infrastructure closure

processes and make strategic decisions to integrate activities supporting test readiness into the overall

Stockpile Stewardship Program at the Nevada National Security Site.

                                                      

3 A “complex test” is a fully‐diagnosed test that fulfills all of the technical requirements of a pre‐1993 test.
June 2013 | Department of Energy  

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4.3 Capability to Respond in 6 to 10 Months

Nuclear test readiness policy has consistently been based on readiness to respond to a technical issue

with a stockpile weapon.    The Strategic Advisory Group Special Task Force, which included all three

NNSA national security laboratory directors, concluded in March 2010 that a very limited test to signal

the readiness of the U.S. nuclear deterrent or to respond to another Nation’s test could be conducted in

6 to 10 months, but such a test is not a component of stockpile stewardship.   

Historically, when the United States was engaged in a sustained nuclear testing program, it would

normally take about 18 months to develop and field a nuclear test to obtain technical data.  In many

cases, particularly when a test had complex technical objectives, the time from test conception to

execution could be much longer than 18 months.  A test could be fielded in a shorter time interval only

by interrupting and modifying a test already in process to fit a new set of technical objectives.

A test readiness posture as short as 6 months is substantially different in nature from an 18‐month or

36‐month readiness posture.   A 6‐month readiness scenario would be most relevant if the President

directed testing to resume for policy reasons, as President Kennedy did in 1961.   

4.4 Conclusion

While DOE/NNSA can meet the essential requirements for test readiness, a number of elements on the

critical path timeline to conduct a weapons physics test have eroded since 1992.  However, stockpile

stewardship capabilities have improved significantly in the same time period.  

Nevertheless, test readiness is no longer considered the backbone of stockpile stewardship.  Recognizing

the limited resources available for test readiness, a reduced set of capabilities is now considered in this

analysis.    In particular, the current assessment of test readiness assumes limited diagnostics.    The

current status also differs from previous years because of a change in the underlying assumptions of the

analysis; a return to testing is a low‐probability event that would only occur following a Presidential

decree of a national emergency.  Testing would have to be conducted pursuant to waivers of certain

Federal laws and regulations, the compliance with which could affect the desired schedule.  The analysis

now assumes these waivers are in place when making estimates of “readiness.”    Test readiness

capability is, therefore, determined solely on the basis of technical ability and not on statutory and

regulatory compliance.
Revitalize Physical 

Infrastructure

Chapter 5

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐1

CHAPTER 5

REVITALIZE PHYSICAL INFRASTRUCTURE

The Nuclear Posture Review Report (DoD 2010) concluded that, “Increased investments in the nuclear

infrastructure are needed to ensure the long‐term safety, security, and effectiveness of our nuclear

arsenal.”  While some NNSA facilities are in good condition, others date to the Manhattan Project and

are costly to maintain and may present operational risks.  This chapter describes the plan to maintain,

sustain, refurbish, and replace the physical infrastructure to support the Nation’s stockpile and

modernize the nuclear security enterprise.    Safety, security, environmental, and technological

obsolescence issues are the key drivers of increased maintenance and operational costs.  The plan to

revitalize the physical infrastructure in support of the Nuclear Posture Review Report (DoD 2010) is

provided in this chapter.1

NNSA works with its national security laboratories, the Nevada National Security Site, nuclear weapons

production facilities, and DoD to identify the best path to ensure the continued availability of its

experimental, computational, and manufacturing

facilities to accomplish the stockpile mission.    A

balanced approach is required to sustain the existing

infrastructure, replace or refurbish inefficient and

unreliable facilities, and dispose of excess facilities and

infrastructure.

NNSA has refocused management of its physical

infrastructure.    In the FY 2014 budget, NNSA

eliminated the Readiness in Technical Base and

Facilities Program and redistributed these functions.  

Under the new NNSA organization, the Office of

Defense Programs manages the areas of the former

Readiness in Technical Base and Facilities Program that

specifically addressed continuity of weapons‐related

capabilities.    Nuclear Programs, newly created within

Defense Programs now includes Nuclear Operations

Capabilities subprogram, a Construction subprogram,

as well as a Capabilities Based Investments subprogram

that focus and collaborate on investments in support of the core programmatic requirements of Defense

Programs.  The new Office of Infrastructure and Operations manages the facility operations portion of

the former Readiness in Technical Base and Facilities Program, including landlord responsibilities under

the existing Site Stewardship Program.    The Site Stewardship Program provides a well‐integrated

organization with focused support on site operations, site support, sustainment, and disposition of

facilities and infrastructure.  This new office works from a corporate perspective in partnership with the

                                                      

1 The physical infrastructure information presented here does not reflect all activities required to deliver major facility

renovations or new facilities.  NNSA infrastructure improvements must adhere to applicable DOE Orders and other legislative,

statutory, and Executive Order requirements, including but not limited to the National Environmental Policy Act, the Energy

Policy Act, and the Energy Independence and Security Act.

Nuclear Weapons Council  

Infrastructure Direction

The Nuclear Weapons Council recently adopted the

large infrastructure continuity of capability strategy

for plutonium and uranium:

 Defer construction of the Chemistry and

Metallurgy Research Replacement Nuclear Facility

for at least 5 years and execute a plutonium

strategy that achieves a 30‐pit‐per‐year capacity

by 2021.

 Modify the plans for the Uranium Capabilities

Replacement Project to accelerate construction

and modify the priorities to equip the new facility

in Phase I with Building 9212 capabilities.

Plan, design, and prioritize the installation of

equipment for uranium operations associated with

Buildings 9215 and 9998 in Phase II and with

Building 9204–2E in Phase III.
June 2013 | Department of Energy

Page 5‐2 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

program offices.    This chapter also identifies infrastructure and security contributions from other

programs, e.g., Safeguards and Security.

5.1 Capability­Based Approach to Infrastructure Investment

An NNSA goal is to provide a capability‐based infrastructure that is responsive to future stockpile

scenarios and represents an appropriate balance between risk and cost.  Regardless of stockpile size or

composition, certain facilities and operations must be available to manufacture, certify, maintain, and

assess the nuclear weapon stockpile.  

This capability‐based infrastructure approach involves prioritizing investments that support program and

mission objectives while minimizing technical risks, costs, and environmental impacts.    These

investments include overhauling and extending the life of facilities or replacing such assets with new

construction.  NNSA also leverages needed capabilities through agreements with external organizations

for the use of their highly specialized facilities.    While the overall number of specialized facilities

(e.g., the TVA reactors) is small in comparison with the nuclear security enterprise, their contributions to

the mission are very important.

The NNSA infrastructure that directly supports weapons design, production, qualification, and

assessment is summarized in Table 5–1.  This table provides the links between mission capabilities and

the current condition of the supporting facilities and infrastructure.  Table 5–1 also identifies the assets

that represent the current highest priority risks to the mission and the mitigation strategies to alleviate

these risks.  Color codes highlight the capabilities at risk.   

5.2 Sustainment of Existing Facilities and Infrastructure

NNSA has implemented management strategies, including improved energy sustainability, to ensure

that existing facilities and infrastructure are sustained and managed safely, efficiently, and reliably.  The

Site Stewardship Program funds and supports the operation and maintenance of the overall facilities

and infrastructure for the nuclear security enterprise.  Individual programs invest in sustaining particular

capabilities and infrastructure, such as dedicated equipment and specially designed machinery, for their

own programmatic use.  These investments, for the most part, are not addressed in this chapter unless

sustainment of the capability is at risk.

The Nuclear Posture Review Report (DoD 2010), the National Nuclear Security Administration Strategic

Plan (DOE 2011), environmental Records of Decisions, the Congressional Budget Request, and statutory

and regulatory requirements are key drivers of the nuclear security enterprise portfolio.  Many factors

are considered when setting priorities, including the risk to mission deliverables, worker and public

safety, support of national energy sustainability goals, and footprint reduction.    NNSA identifies

functions at risk, proposes mitigating actions, and recommends remedies that are incorporated into

portfolio planning.    Each site reviews the condition of its facilities and infrastructure and plans

improvements, especially if the condition of these assets poses an unacceptable risk.    The program

balances the condition of assets with the urgency for the use of the core capabilities that those assets

support.  NNSA prioritizes the infrastructure using a defined set of facility classifications, namely Mission

Critical (MC), Mission Dependent Not Critical (MDNC), and Not Mission Dependent (NMD).    NNSA

evaluates risks by applying industry standards, such as Facility Condition Index (FCI) goals, and

determines the priorities for infrastructure recapitalization and refurbishment accordingly.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐3

Table 5–1. Infrastructure management strategy to sustain National Nuclear Security Administration functions and mission capabilities a

Existing infrastructure is estimated to be sufficient for post‐Nuclear Posture Review Report (DoD 2010) mission capabilities.Existing infrastructure may not be sufficient or is inefficient or unreliable for post‐Nuclear Posture Review Report (DoD 2010) mission capabilities.Existing infrastructure is not sufficient for post‐Nuclear Posture Review Report (DoD 2010) mission capabilities.

Function Mission Capability

Current Limitation

of Capability Capability Requirement

Infrastructure Management Strategy to Mitigate Risk and Sustain

Required Capability

Plutonium R&D Aged, seismically deficient,

and inefficient facility

Modernize and sustainexisting facilities

 Complete NNSA program operations in CMR Building in 2019

 Optimize use of RLUOB for plutonium analytical chemistry

 Consider CMRR‐NF construction or alternative in 5 years

Manufacturing < 10 pits per year Up to 80 pits per year  Implement PF‐4 plutonium investments to achieve 30 pits per year

production by FY 2021

 Plan to support up to 80 pits per year as early as 2030

 Implement planned TRP Phase II and Phase III upgrades

 Evaluate design options to build a tunnel between PF‐4 and the RLUOB

Storage Insufficient capacity,

dispersed locations

Consolidate and sustainexisting facilities

 Accelerate disposition of excess materials from PF‐4 vault

 Consider staging options at the Device Assembly Facility for bulk

quantities of plutonium with defined future use

 Consider viable storage alternatives jointly with DoD, including new

Material Staging Facility at Pantex

Radioactive wastedisposition

Consent agreement to closeone location and upgradewaste processing system

Sustain existing facilitieswith some new construction

 Construct TRU Waste Project and close TA‐54, Area

G

 Construct RLWTF facility upgrade

Uranium HEU and CSA R&D Aged, Inefficient and

dispersed facilities

Efficient R&D facility Implement investments in existing buildings (9202, 9203, and 9731) until

options are evaluated for the proposed new Applied Technology

Laboratory

CSA manufacturing 160 CSAs per year and aged,

fragile and or inefficientfacilities

Approximately 80 CSAs per

year

 Construct and operate Phase I and plan construction of Phases II and III

of the UCRP

 Complete NFRR to keep Building 9212 and 9204‐2E viable;

make necessary investments for continued operation of Buildings

9204‐2E, 9215, and 9988 until UCRP Phases II and III are complete

 Design and construct lithium production facility

Storage Satisfactory Sustain HEUMF No new constructionRadioactive wastedisposition

Satisfactory Sustain existing facilities No new construction
Page 5‐4 | Fiscal Year 2014 Stockpile Stewardship and Management Plan

June 2013 | Department of Energy   Function Mission Capability Current Limitation of Capability Capability Requirement Infrastructure Management Strategy to Mitigate Risk and Sustain Required Capability Tritium R&D Satisfactory Sustain existing facilities No new construction Manufacturing Satisfactory; TVA reactors sufficient through FY 2030 940 metric tons of unrestricted and unobligated LEU for one reactor No change in infrastructure; implement plan to outsource acquisition of LEU 544 TPBARs per cycle sufficient through FY 2015 1,700 to 2,500 TPBARs per reactor per cycle by 2019 No change in infrastructure; complete Supplemental Environmental Impact Statement to support Nuclear Regulatory Commission by FY 2015 and approval of TVA license amendment to increase production to required levels Aged and inefficient facilities Consolidate operations into existing newer facilities Implement TRIM projects at SRS through combination of expense and capital improvement Storage Satisfactory Sustain existing facilities No new construction

HighExplosives

R&D Aged and inefficient facilities Modernize and consolidate  Design and construct Energetic Materials Characterization at LANL

 Consider proposals for energetic materials R&D, characterization and

new high explosive qualification capabilities at LLNL

 Continue consolidation of the LANL firing sites for broader class of

storage

Production 1,000 pounds per year Up to 2,500 pounds per year  Complete construction of HE Pressing Facility

 Consider proposals for new HE Formulation Facility

 Design and construct new HE Component Fabrication and Qualification

Facility and new related Science, Technology, and Engineering Facility

600 hemispheres per year

–

fragile and inefficient facilities

Up to 600 hemispheres per

year

– modernize and

consolidate facilities

Storage Satisfactory Sustain existing facilities Repurpose existing facilities for a broader classification of storage at

LANL

Disposition Satisfactory Sustain existing facilities No new construction

WeaponsAssembly and

Disassembly

Assembly cells and bays,

weapon surveillance, NDEoperations

Obsolete and aged cell andbay operational subsystems

Sufficient cells and bays to

support all LEPs

 Consider proposals for Fire Protection Building Lead‐Ins

 Evaluate and implement upgrades to ultraviolet flame detector and air

monitoring systems (expense funded)

NonnuclearComponents

R&D Microelectronics for LEPs Keep equipment and tooling

close enough to industry to

maintain capability

Evaluate microfabrication recapitalization; implement recapitalization of

silicon fabrication (operations funded)

Production Satisfactory facilities at

laboratories

2 to 3 phased LEPs No new construction

Aged and inefficient facilitiesat production plant

 KCPNSC facility lease with GSA executed in November 2012

 Complete personnel and equipment relocation and installation from

the Kansas City Bannister Plant to KCRIMS at KCPNSC in FY 2014
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐5

Function Mission Capability

Current Limitation

of Capability Capability Requirement

Infrastructure Management Strategy to Mitigate Risk and Sustain

Required Capability

SpecialNuclearMaterial

Transportation Satisfactory Sustain existing facilities No new constructionSecurity protection and

storage

Plutonium: TA‐55 PIDAS oldand reached end of design life

Sustain new PIDAS Complete construction of NMSSUP Phase II PIDAS

Plutonium: Superblocksupported at Security CAT III

SNM supported at Security

Category III

No new construction

SNM staging and DAF storage Sustain existing

infrastructure

Consider DAF Lead‐in Piping project (operations funded)

Security protection andstaging for Zones 4 & 12approaching end of life

Efficient and right‐sized

PIDAS

 Consider proposals to refurbish, consolidate, or eliminate Zone 4 in

conjunction with alternatives analysis for material staging

 Consider proposals for refurbishment of Zone 12 security

 Consider Protective Force Portal Upgrade and Enhancement project

PIDAS for uranium is old, andinefficient and reaching endof design life.

20‐acre PIDAS campus  Complete construction on Security Improvement Project

 Execute interim West‐end Protected Area Reduction as early

subproject of UCRP Phase I (reduce 150 to 80 acres)

 Execute UCRP Phases II and III coupled with the three security projects

listed below to reduce PIDAS from 80 to 20 acres

 Consider Central Alarm Station Relocation project

 Consider PIDAS Sensor Modernization project Consider Entry Control Facilities project

Design,Certification,Experiments,andSurveillance

Life extension design

support

1 LEP Design support for 2 to 3

LEPs

 Sustain and modernize ST&E capabilities and phasing of LEP activities

at the national security laboratories, the nuclear weapons production

facilities, and the Nevada National Security Site

 Sustain and modernize LEP and Warhead Assessment Revitalization

(capital equipment)

 Consider proposals for Weapons Manufacturing Support Facility

Certifications,surveillance, andassessments of warheads

Up to 7 warheads types Assessment of up to

7 warhead types

 Consider proposals for MaRIE

 Provide stable support for the Nevada National Security Site and for

ST&E capabilities at the national security laboratories

Computational science Inadequate infrastructure to

support more than petaflops

Sustain infrastructuresupport for exaflops

Implement infrastructure modernization for exascale computing as part

of ASC
Page 5‐6 | Fiscal Year 2014 Stockpile Stewardship and Management Plan

June 2013 | Department of Energy   Function Mission Capability Current Limitation of Capability Capability Requirement Near Term Infrastructure Management Strategy to Mitigate Risk and Sustain Required Capability Design, Certification, Experiments, and Surveillance (cont’d) Testing and experiments to support stockpile certification and surveillance Aging environmental testing and experimental equipment and infrastructure for LEPs Sustain stockpile certification and surveillance test capabilities

 Complete Phase II Test Capabilities Revitalization construction

 Continue refurbishment of Tonopah Test Range (operations

funded)

 Sustain environmental test and experimental capabilities

 Consider proposals for Site 300 capabilities

 Design and construct Weapons Engineering Facility

Inadequate radiography forlarger scale subcriticalexperiments at the NevadaNational Security Site

Sustain radiographyinfrastructure, including

equipment to support

hydrodynamic experiments

Consider proposals for upgrading or enhancing underground

radiography capability, including equipment instrumentation,

diagnostic, and imaging system replacement for hydrodynamic

experiments

EnablingInfrastructure

Utility services including

HVAC, electrical, fire

main, etc.

Inadequate electrical servicesand distribution systems,old and inefficient operationscenters, fire protection,seismic upgrades, and supportfacilities

Upgrade and sustain utilitiesand infrastructure formodern capabilities

 Construct Electric Reliability

& Distribution project (LLNL)

 Construct LANL Electrical Infrastructure project

 Design and construct Fire Station project at Y‐12

 Design and construct Emergency Operations Center projects

(LLNL, SNL, and Y‐12)

 Consider proposals for Zone 11 High Pressure Fire Loop project

(Pantex)

ASC = Advanced Simulation and Computing CampaignCMR = Chemistry and Metallurgy Research

CSA = canned subassembly

DAF = Device Assembly Facility

DoD = U.S. Department of Defense

FY = fiscal year

GSA = General Services Administration

HE = high explosive

HEU = highly enriched uranium

HEUMF = Highly Enriched Uranium Materials Facility

HVAC = heating, ventilation, air conditioning

KCPNSC = Kansas City Plant National Security Campus

KCRIMS = Kansas City Responsive Infrastructure

Manufacturing and Sourcing

LANL = Los Alamos National Laboratory

LEP = life extension program

LEU = low‐enriched uranium

LLNL = Lawrence Livermore National Laboratory

MaRIE = Matter‐Radiation Interaction in Extremes

NDE = nondestructive evaluation

NFRR = Nuclear Facility Risk Reduction

NMSSUP Phase II = Nuclear Materials Safeguard and

Security Upgrade Project Phase II

NNSA = National Nuclear Security Administration

Pantex = Pantex Plant

PF‐4 = Plutonium Facility

PIDAS = Perimeter Intrusion Detection and Assessment

System

R&D = research and development

RLUOB = Radiological Laboratory Utility Office Building

RLWTF = Radiological Liquid Waste Treatment Facility

SNL = Sandia National Laboratories

SRS = Savannah River Site

SNM = special nuclear material

ST&E = science, technology, and engineering

TA = Technical Area

TPBARs = tritium‐producing burnable absorber rods

TRIM = Tritium Responsive Infrastructure Modifications

TRP = TA‐55 Reinvestment Project

TRU = transuranic

TVA = Tennessee Valley Authority

UCRP = Uranium Capabilities Replacement Project

Y‐12 = Y‐12 National Security Complex

a The infrastructure projects in the column entitled “Infrastructure Management Strategy to Mitigate Risk and Sustain Required Capability” represent the highest priority projects

on the Integrated Priority List as shown in Figure 5.2.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐7

NNSA collects data that links the facilities and enabling infrastructure to core capabilities for the

mission.  NNSA aims to provide the highest level of sustainment and maintenance for the MC facilities

with a graded approach applied to the rest of the facilities and infrastructure portfolio.  This strategy

allows NNSA to plan for and allocate appropriate resources to the most critical needs.    Figure 5–1

projects the Deferred Maintenance (DM) and FCI for FY 2012 through FY 2018.  As currently projected,

the condition of MC facilities will improve with the FCI decreasing from 5 percent in FY 2012 to

approximately 3 percent in FY 2018.  The condition of MDNC facilities degrades slightly, but overall the

projections are approximately 8 percent.    The FCI of NMD facilities are projected to stay at

approximately 10 percent.    The decreasing FCI for MC facilities and stable FCIs for MDNC and NMD

facilities indicate that the increasing level of DM does not increase risks.  NNSA continues to manage its

maintenance funds to sustain progress in reducing risk in MC facilities while accepting a greater, but

stable, level of risk in its MDNC and NMD facilities.  

Figure 5–1.  Facility Condition Index measurements and Deferred Maintenance

Funding for the Facilities and Infrastructure Recapitalization Program was last requested in FY 2012;

however, projects will continue to be executed until all funds are expended.    The Facilities and

Infrastructure Recapitalization Program has attained approximately 98 percent of its $900 million

deferred maintenance reduction goal.    In FY 2013, funds were redirected to a new capability‐based

investment initiative.    Going forward, NNSA will focus on discrete facilities and infrastructure

investments to sustain capabilities.

5.3 Construction  

Nuclear Programs’ Construction subprogram provides line‐item projects that support weapons activities

using a defined review, prioritization, and decision approval process.  The Site Stewardship Construction

subprogram provides general purpose and multi‐user facilities and infrastructure upgrades and
June 2013 | Department of Energy   

Page 5‐8 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

replacements that are integrated into this single prioritization process.  The Defense Nuclear Security

program also uses a similar process for rating and ranking their proposed projects.    To plan for the

25‐year period from FY 2014 to FY 2038, the NNSA sites have submitted proposed projects that address

known infrastructure risks.  These projects are needed to revitalize, modernize, and replace aged and

inefficient assets.  All mission gaps are evaluated by infrastructure experts, ranked by program sponsors,

and consolidated into a NNSA nuclear security enterprise‐wide priority list of approved and proposed

projects.    The result is the approved Integrated Priority List of capital construction proposals in the

FYNSP and post‐FYNSP periods, as presented in Figure 5–2 in Section 5.3.1.  Near‐term projects are of

the highest priority and are usually in more‐advanced stages of development, in accord with DOE

Order 413.3B.  The proposed post‐FYNSP projects are constrained by budget assumptions and do not yet

have an NNSA‐approved mission need justification (Critical Decision [CD]‐0).   Project activities will be

funded from the priority list based on the resources available.    The scheduled milestones and cost

ranges shown are “rough order of magnitude,” for the unapproved projects because they are

preconceptual and not fully scoped.  General scope descriptions for the proposed projects are provided

in Appendix D.    Projects that have been deleted because of changes in priority are also noted in

Appendix D.   

5.3.1 Approved and Proposed Line­Item Construction Projects  

NNSA is committed to ensuring the continuity of capability and mission functions for the nuclear

security enterprise.  Given the fiscal realities of the Budget Control Act, NNSA has determined that the

Uranium Capabilities Replacement Project (UCRP), formerly referred to as Uranium Processing Facility2

(UPF) and CMRR‐NF Projects cannot proceed simultaneously.    Based on an independent review,

Building 9212 at Y‐12 was determined to present the highest programmatic and operational risk.  

Therefore, CMRR‐NF construction was deferred for at least 5‐years.  The UCRP Project Execution Plan

has been revised to prioritize the replacement of the highest‐risk uranium processing operations in

Building 9212 first.   

The UCRP is the highest‐priority construction project and a key objective in Figure 5–6 in Section 5.8.  

The following adjustments have recently been made to the project execution plan to support a phased

implementation approach:

 Begin site preparation activities in FY 2013 in anticipation of the start of nuclear facility

construction.    Continue design development based on prioritization of capabilities required to

support Phase I.

 Set the Phase I performance baseline in FY 2014.  Construct the main UPF structure within the

UCRP and associated support systems, and begin transition of Building 9212 capabilities to the

new UPF by 2019.   

 Perform highly enriched uranium processing operations, which are presently executed in

Building 9212, in the new UPF by 2025.

 Complete the design and prioritize installation into the UCRP of all other highly enriched uranium

processing capabilities for Phase II (associated with Buildings 9215 and 9998) and for Phase III

(associated with Building 9204–2E).    Install the highest priority of these capabilities with the

remaining funds in Phase I or as subsequent line‐item projects.    The transition of the    highly

enriched uranium processes from Buildings 9204‐2E, 9215, and 9998 will continue until all these

processes are fully operational in the UPF within the UCRP.  UPF manufacturing capacity will be at

                                                      

2 In the FY 2013 National Defense Authorization Act, the Uranium Processing Facility (UPF) Project was broken into three phases

and renamed the Uranium Capabilities Replacement Project (UCRP) for budget authorization.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐9

approximately 80 CSAs per year when all process operations from 9212 (Phase I), 9215, and 9998

(Phase II, and 9204‐2E (Phase III) are fully operational in the UPF.  

 Implement the plans for incremental investments that are needed until the UCRP is fully

operational for facility risk reduction in Buildings 9204‐2E, 9215, and 9998.   

The President’s FY 2013 budget request deferred CMRR‐NF construction.    NNSA plans to phase in

capabilities sooner than planned for CMRR‐NF by adding equipment in existing infrastructure.  NNSA is

also evaluating the feasibility of constructing small laboratory modules connected to existing nuclear

facilities that could accommodate higher risk plutonium operations in more modern space.    The

following steps are being taken as part of a plutonium strategy to maintain uninterrupted plutonium

operations, in light of the 5‐year deferral of construction of the CMRR‐NF.  The sum of these efforts will

ensure the continuity of Defense Programs’ plutonium manufacturing and support capabilities to meet

currently identified program needs.  

 Implement strategies to provide analytical chemistry, material characterization, and storage

capabilities using existing facilities until the CMRR‐NF is operational.

 Continue the planned orderly phase out of activities in the Chemistry and Metallurgy Research

(CMR) Building until approximately 2019.

 Implement plutonium strategy plans to optimize use of the Radiological Laboratory Utility Office

Building (RLUOB) for analytical chemistry capabilities.    The plan supports a CMR Building exit

strategy and relocation of analytical chemistry functions.

 Continue to implement plans to process, package, and ship excess special nuclear material

in PF‐4.    Consider proposals for material staging options at other sites for bulk quantities of

plutonium with defined future use.  

 Continue to execute a plutonium strategy that achieves manufacturing capacities of 10 pits per

year by 2019 and 30 pits per year by 2021.

 Complete examination of alternatives for the construction of the CMRR‐NF, or an alternative to its

construction, as part of the plutonium strategy to support potentially up to 80 pits per year

manufacturing capability in Technical Area 55 (TA‐55) starting as early as FY 2030.    NNSA will

continue to develop options to achieve the higher production rate as part of the plutonium

strategy.

 Evaluate design options to build a tunnel that would optimize program operations between

RLUOB and PF‐4.  

In addition to the UCRP construction, NNSA is committed to the following high‐priority capital‐line‐item

infrastructure projects that have funding in the FY 2014 budget:   

 Certify and stage transuranic waste for shipment off site via the Transuranic Waste Facility Project

as part of a comprehensive, long‐term strategy to consolidate hazardous and radioactive waste

operations and comply with New Mexico Consent Order requirements.

 Upgrade PF‐4 to address safety and security concerns through Phase II of the TA‐55 Reinvestment

Project.

 Upgrade the LANL radioactive liquid waste treatment capability, which is expensive to maintain

and has become unreliable, with the Radioactive Liquid Waste Treatment Facility Project.

 Complete transition to the recently constructed Kansas City Responsive Infrastructure

Manufacturing and Sourcing (KCRIMS) that is part of the Kansas City Plant National Security

Campus (KCPNSC).  The equipment relocation and installation activities are under way from the

3.0‐million‐square‐feet Bannister Federal Complex to the 20‐year‐leased, 1.5‐million‐square‐feet

KCPNSC.  Buildings at the KCPNSC are Leadership in Energy and Environmental Design (LEED) Gold

certified, and on schedule with full occupancy projected for FY 2014.
June 2013 | Department of Energy   

Page 5‐10 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

Figure 5–2.  NNSA Integrated Priority List of capital construction projects
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐11

5.3.2 Approved and Proposed Security and Capital Equipment Projects  

Figures 5–3 and 5–4, respectively, list the security and capital equipment projects proposed to meet the

needs of specific NNSA programs.  The descriptions for these projects are provided in Appendix D.  The

projects proposed by the Defense Nuclear Security program, as shown in Figure 5–3, include four Y‐12

projects that support right sizing and efficiency by reducing the PIDAS and adding Argus infrastructure.  

The Security Improvement Project will implement the Argus security system, an interconnected,

computer‐based personnel access system adopted by DOE and NNSA as the standard security

technology for the nuclear security enterprise.  Other Y‐12 projects include PIDAS Sensor Modernization,

Central Alarm Station Relocation, and Entry Control Facilities.    Security fence projects at other sites

include the Nuclear Materials Safeguard and Security Upgrade Project Phase II  under construction at

LANL, the new Device Assembly Facility Argus project, and the Zones 4 and 12 PIDAS Refurbishment and

the Protective Force Portal Upgrade and Enhancement Projects at the Pantex Plant.    The capital

equipment projects in Figure 5–4 include the Exascale Computing Project at multiple sites, the Silicon

Fabrication Recapitalization Project at SNL, the Enhanced Radiography Equipment Project at the Nevada

National Security Site, and the LEP and Warhead Assessment Revitalization at LLNL.   

Figure 5–3.  Nominal schedule and cost of security projects

Figure 5–4.  Nominal schedule and cost of capital equipment projects
June 2013 | Department of Energy   

Page 5‐12 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

Reductions in high‐security fenced areas will contribute to

facility modernization and consolidation of special nuclear

material.    The total net high security fence reduction is

estimated at 134 acres and Figure 5–6, in Section 5.8,

identifies the schedule to achieve the PIDAS reduction.

The LLNL PIDAS reduction transitioned Building 332

(Superblock) to Security Category III status at the end of

FY 2012.  LLNL support of LEPs may require special security

accommodations on a periodic basis to support stockpile

stewardship.    LLNL is exploring options to use Superblock

and other facilities for limited periods to support LEPs.   

The West‐end Protected Area Reduction is an early

subproject of the UCRP that, when completed, will reduce

the protected area from 150 acres to about 80 acres.  Because it is an interim PIDAS reduction and part

of the UCRP scope, this subproject is not in Figure 5–3.   UCRP construction will include building

infrastructure and phased installation of the processing equipment.    Therefore, the three security

projects3 funded by the Defense Nuclear Security program and the final PIDAS reduction from 80 acres

to 20 acres depend on completion of all three phases of the UCRP.   

5.4 Reliance on Non­DOE­Owned Facilities and Infrastructure

NNSA owns the majority of the real property facilities and infrastructure that support the nuclear

deterrence mission.    However, for greater efficiency, NNSA uses a combination of owned, leased,

permitted (licensed), commercial, and partner facilities to execute its mission.  Examples of these unique

property assets include the TVA reactors, the University of Rochester’s Omega laser facility, and the

Holston Army Ammunition Plant.   NNSA leverages the cost savings and benefits of time‐sharing and

collaboration against the risk of unplanned termination of the capabilities by owners of these facilities.  

This approach allows NNSA to focus resources on sustaining and modernizing its own assets.

5.5 Disposition of Excess Facilities

The Facilities Disposition (FD) subprogram within Site Stewardship supports a modern and efficient

nuclear security enterprise by managing the risk to the worker, public, and environment of excess

facilities that have deteriorated.  Process‐contaminated facilities with minimal maintenance budgets and

no funding for future disposition pose the greatest risk.    The FD subprogram manages these risks by

characterizing and removing hazardous materials to place the facilities in the lowest risk configuration.  

Non‐process‐contaminated facilities pose risks to the worker, public, and environment because of

structural degradation, industrial contamination, and increased vulnerability to fire.  In addition, some

excess facilities may complicate a site’s security response by cluttering lines of fire and offering vantage

points to adversaries.

NNSA plans, prioritizes, and executes the FD subprogram at the nuclear security enterprise‐level

because of the uneven distribution of deteriorated facilities requires prioritization at that level.  

Coordination with the Office of Environmental Management is also required for the transfer and final

disposition of process‐contaminated facilities.  

                                                      

3 The three security projects replace the Protected Area Reduction Project that was described in the FY 2012 SSMP.

High Security Fence Reduction  

A nuclear security enterprise‐wide net reduction of

about 25 percent of the high‐security fenced

acreage will be possible after consolidation and

completion of a few projects.  The net security fence

reduction:

 NMSSUP Phase II, LANL +6 acres

 Superblock Deinventory, LLNL  ‐10 acres

 West‐end Protected Area Reduction, Y‐12  ‐70 acres

 Central Alarm Station  Relocation, Y‐12;  

PIDAS Sensor Modifications, Y‐12; and  

Entry Control Facilities, Y‐12  ‐60 acres

 Total net high security fence reduction  ‐134 acres
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐13

Management of the risks created by deteriorating excess facilities, by disposition to eliminate the risk

and other measures to manage the risks, is important for attaining the DOE and NNSA strategic goals

and complying with Congressional and Executive mandates.  The FD subprogram’s management of the

final stages of the facility life cycle is an essential component of NNSA’s corporate facilities

management.  NNSA will provide Congress a separate report on the disposition program in accordance

with the Conference Report 107‐258, which accompanied the Energy and Water Development

Appropriations Act, 2002.

Figure 5–5 below summarizes NNSA’s excess facility footprint projections over the FYNSP.  The planned

deactivation and disposition of non‐process‐contaminated facilities will be prioritized within site

operating resources.  NNSA’s FD subprogram will focus FY 2014 through FY 2018 resources on managing

risk of the deteriorating process‐contaminated facilities awaiting transfer to the Office of Environmental

Management for disposition.   

Figure 5–5.  NNSA deactivation and disposition projections

5.6 Capabilities for Post­2038 Weapons Infrastructure

Table 5–2 provides a post‐2038 physical infrastructure posture that supports NNSA’s vision of a modern,

efficient, 21st century nuclear security enterprise.  Project activities will be funded from the priority list

in Figure 5–2 based on the resources provided.    Assuming sufficient FYNSP and post‐FYNSP funding,

significant change and modernization at the eight field sites will have been accomplished.   Table 5–2

shows a nominally resourced program where the performance status is green (satisfactory) for most of

the nuclear security enterprise’s major mission functions and the known risks are mitigated in support of

a post‐2038 weapons programs posture.  Mission functions and capabilities are listed with a satisfactory

capability status.  Mission functions, at risk in the post‐2038 posture include plutonium manufacturing,

uranium radioactive waste disposition, weapons assembly and disassembly, and non‐nuclear

component R&D and production.  
June 2013 | Department of Energy  

Page 5‐14 | Fiscal Year 2014 Stockpile Stewardship and Management Plan Table 5–2. Infrastructure modernization accomplishments and post‐2038 capability status Existing infrastructure is estimated to be sufficient for post‐Nuclear Posture Review Report (DoD 2010) mission capabilities. Existing infrastructure may not be sufficient or is inefficient or unreliable for post‐Nuclear Posture Review Report (DoD 2010) mission capabilities. Existing infrastructure is not sufficient for post‐Nuclear Posture Review Report (DoD 2010) mission capabilities. Function Mission Capability Post ‐2038 Estimated Limitation of Capability Capability Requirement Infrastructure Management Strategy to Mitigate Risk and Sustain Required Capability Plutonium R&D Satisfactory Sustain existing facilities  Discontinued CMR building operations in 2019, LANL

 Optimized RLUOB operations to support plutonium analytical chemistry, LANL

 Completed CMRR‐NF or alternative

Manufacturing Up to 80 pits per year;

manufacturing andplutonium facilityapproaching end‐of‐designlife

Up to 80 pits per year  Completed PF‐4 Manufacturing Process Equipment Upgrades (existing line) to

increase production capacity to 30 pits per year, LANL

 Complete investments in TA‐55 to address projected demand for plutonium

manufacturing, increased pit manufacturing up to 80 ppy, and support capabilities

 Constructed TRP Phases II and III upgrades, LANL

 Consider proposals for PF‐4 replacement, LANL

Storage Satisfactory, with no

known storage limitation;storage adequate at PF‐4for strategic assets

Sustain existing facilities  Deinventoried bulk plutonium in PF‐4 vault; shipped strategic assets materials to

storage location(s) and surplus materials to WIPP or stored at DAF or other location,

LANL

 Sustained material staging capability, Pantex

Radioactive wastedisposition

Satisfactory, with noknown limitation

Sustain existing facilitieswith some new construction

 Constructed TRU Waste Facility and closed TA‐54, Area G, LANL

 Constructed RLWTF Upgrade, LANL

Uranium R&D Satisfactory, with no

known limitation

Sustain new facility Constructed Applied Technology Laboratory, Y‐12

Manufacturing Approximately 80 CSAs

per year

Sustain existing and newfacilities

 Constructed and made operational the UCRP, Y‐12

 Completed NFRR refurbishment, Y‐12

 Constructed Lithium Production Facility, Y‐12

 Initiated construction of the Consolidated Manufacturing Complex, Y‐12

Storage Satisfactory Sustain HEUMF No new constructionRadioactive wastedisposition

Aged and inefficientinfrastructure

Sustain existing facilities Consider proposals to sustain radioactive waste disposition capability

Tritium R&D Satisfactory Sustain existing facilities No new construction

Manufacturing Satisfactory Sustain existing facilities  Unrestricted and unobligated LEU to be provided from down‐blended HEU from

dismantlements post‐2030.

 Maintained the U.S. Nuclear Regulatory Commission license at TVA required to

support TPBAR irradiation cycles

 Sustained the Tritium Extraction Facility and other support facilities, SRS

 Completed the TRIM initiative (expense and capital projects), SRS

 Completed the HANM Risk Reduction Project, SRS

Storage Satisfactory Sustain existing facilities No change in infrastructure
Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐15

Department of Energy | June 2013

Function Mission Capability

Post ‐2038 Estimated

Limitation of Capability Capability Requirement

Infrastructure Management Strategy to Mitigate Risk

and Sustain Required Capability

HighExplosives

R&D Satisfactory Sustain existing facilities  Constructed HE R&D Facility, LLNL

 Initiated HE Special Facility Equipment construction, LLNL

 Sustained facilities at HEAF and Site 300, LLNL

 Constructed the Energetic Materials Characterization facility, LANL

 Consolidated firing site activities, LANL

Production Satisfactory Sustain existing facilities  Constructed HE Science Technology, and Engineering facility, Pantex

 Constructed HE Formulation, Pantex

 Completed HE Pressing Facility, Pantex Constructed HE Science Technology and Engineering, Pantex

 Constructed Inert Machining Facility, Pantex

 Constructed HE Component Fabrication and Qualification Facility, Pantex

Storage Satisfactory Sustain existing facilities HE Packaging and Staging Facility constructed, PantexDisposition Satisfactory Sustain existing facilities No new construction

WeaponsAssembly and

Disassembly

Assembly cells and

bays, weaponsurveillance, NDEoperations

Cells and bays end ofdesign life

Sufficient cells and bays to

support all LEPs

 Constructed Nondestructive Evaluation Facility, Pantex

 Completed 12‐44 cells 1 and 8, and 12‐98 cell 4 upgrades, Pantex

 Consider proposal for cells and bays refurbishment, Pantex

NonnuclearComponents

R&D Microelectronics, trusted

foundry for LEPs

Keep equipment and tooling

close enough to industry to

maintain capability

 Completed recapitalization of silicon micro fabrication, SNL

 Constructed Research Reactor Facility, SNL

 Constructed Radiation Hardened Foundry , SNL

Production Maintain silicon

semiconductor tooling oflimited life technology atlaboratories

Facility and toolingmodernization to support

2 to 3 phased LEPs

 Performed technology updates to maintain silicon and semiconductor production

capability

 Sustaining existing facilities at SNL

Approaching end of leaseperiod at KCPNSC

 Initial lease of KCPNSC ends in FY 2033

 Completed evaluation of non‐nuclear alternatives to determine future KCPNSC

operations and lease options
June 2013 | Department of Energy  

Page 5‐16 | Fiscal Year 2014 Stockpile Stewardship and Management Plan Function Mission Capability Post ‐2038 Estimated Limitation of Capability Capability Requirement Infrastructure Management Strategy to Mitigate Risk and Sustain Required Capability Special Nuclear Material Transportation Satisfactory Sustain existing facilities No new construction required Security protection and Storage TA‐55 operations at LANL Sustain new PIDAS Completed construction of NMSSUP Phase II PIDAS, LANL Superblock security reduced at LNLL Security Category III requirements No new construction required DAF satisfactory at the Nevada National Security Site Sustain existing infrastructure No new construction required Zone 12 and 4 PIDAS right‐ sized at Pantex Sustain right‐sized PIDAS  Funded and implemented preferred Zone 4 elimination alternative in concert with Materials Staging Facility, Pantex

 Construct preferred alternative for Zone 12 PIDAS Refurbishment, Pantex

 Constructed Protective Force Portal Upgrade and Enhancement, Pantex

HEU at Y‐12 is satisfactory Sustain new 20‐acre PIDAS  Completed Security Improvement Project construction, Y‐12

 Constructed Entry Control Facilities, Y‐12

 Constructed Central Alarm Station Relocation, Y‐12

 Constructed PIDAS Sensor Modernization, Y‐12

Design,Certification,Experiments,andSurveillance

Life extensiondesign support

2‐3 LEPs Design support for 2‐3 LEPs  Fully implemented ST&E capabilities and phasing of LEP activities, including

implementation at CMF and PCF at national security laboratories, Nevada National

Security Site, and nuclear weapons production facilities

 Recapitalized LEP and Warhead Assessment Revitalization Project equipment, LLNL

 Constructed Weapons Manufacturing Support Facility, LANL

 Constructed Weapons Engineering, Science and Technology, LLNL

 Constructed Mission Support Science and Technology Laboratory, SNL

 Constructed Weapons Engineering Facility, SNL

 Constructed Robust Secure Communications Laboratory, SNL

 Constructed Modern Threat Abeyance Center, SNL

 Sustained experimental and analysis capabilities

Certifications,surveillance, andassessments ofwarheads

Up to 7 warheads types Assessment of up to

7 warhead types

 Constructed MaRIE, LANL

 Provide stable support for Nevada National Security Site and national security

laboratories

— ST&E capabilities and surveillance

Computationalscience

Exaflops Exaflops Implemented exascale computing as part of Advanced Simulation and Computing

subprogram

Testing andexperiments to

support stockpilecertification andsurveillance

Satisfactory Sufficient to support

stockpile certification and

surveillance

 Completed Phase II of Test Capabilities Revitalization

 Constructed Research Reactor Facility, SNL

 Refurbished Tonopah Test Range equipment and infrastructure

 Consolidated major environmental test capabilities to SNL and Pantex

 Constructed Gravity Weapons Certification, SNL

 Constructed Environmental Test Facility , SNL

Sufficient radiography forall Nevada NationalSecurity Site experiments

Radiography infrastructure,

including equipment to

support hydrodynamic

experiments

Enhanced Nevada National Security Site radiography capability for hydrodynamic

subcritical experiments
Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 5‐17

Department of Energy | June 2013

Function Mission Capability

Post ‐2038 Estimated

Limitation of Capability Capability Requirement

Infrastructure Management Strategy to Mitigate Risk

and Sustain Required Capability

EnablingInfrastructure

Utility servicesincluding HVAC,

electrical, firemain, etc.

Electrical utility servicesdistribution and systemupgrades sufficient

 Sustain infrastructure

 Support IT computing and

other capacityrequirements

 Completed LLNL and LANL electrical utility infrastructure

 Constructed Fire Station, Y‐12

 Constructed Emergency Operations Centers (LLNL, SNL, and Y‐12)

 Constructed Zone 11 High Pressure Fire Loop, Pantex

 Constructed Fire Protection Building Lead‐ins, Pantex

 Constructed Communication Systems Improvements, Nevada National Security Site

 Constructed Plant Maintenance Facility, Y‐12

 Constructed Seismic Rehabilitation; LLNL

 Constructed Fire Stations, LANL

CMF = Component Maturation Framework

CMR = Chemistry and Metallurgy Research

CMRR‐NF = Chemistry and Metallurgy Research

Replacement Nuclear Facility

CSA = canned subassembly

DAF = Device Assembly Facility

FY = fiscal year

HE = high explosive

HEAF = High Explosives Applications Facility

HEU = highly enriched uranium

HEUMF = Highly Enriched Uranium Materials Facility

HVAC = heating, ventilation, and air conditioning

IT = Information Technology

KCPNSC = Kansas City Plant National Security Campus

LANL = Los Alamos National Laboratory

LEP = life extension program

LEU = low‐enriched uranium

LLNL = Lawrence Livermore National Laboratory

MaRIE = Matter‐Radiation Interaction in Extremes

NDE = nondestructive evaluation

NFRR = Nuclear Facility Risk Reduction

NMSSUP = Nuclear Materials Safeguards and Security Upgrades

Project

PCF = Predictive Capability Framework

PF‐4 = Plutonium Facility

PIDAS = Perimeter Intrusion Detection and Assessment System

Pantex = Pantex Plant

R&D = research and development

RLUOB = Radiological Laboratory Utility Office Building

RLWTF = Radiological Liquid Waste Treatment Facility

SNL = Sandia National Laboratories

SRS = Savannah River Site

ST&E = science, technology, and engineering

TA = Technical Area

TRIM = Tritium Responsive Infrastructure Modifications

TRP = TA‐55 Reinvestment Project

TRU = transuranic

TPBAR = tritium‐producing burnable absorber rod

TVA = Tennessee Valley Authority

UCRP = Uranium Capabilities Replacement Project

WIPP = Waste Isolation Pilot Plant

Y‐12 = Y‐12 National Security Complex
June 2013 | Department of Energy   

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5.7 Site Stewardship

The Site Stewardship Program within the Weapons Activities account is aligned with the DOE’s Strategic

Plan (May 2011) to ensure capabilities and resources are available to address environmental, energy,

security, and management challenges.  This program was restructured in FY 2014 to include a portion of

activities from the Readiness in Technical Base and Facilities Program.    Its four infrastructure‐related

subprograms support modernizing and managing the physical infrastructure:    Nuclear Materials

Integration, Corporate Project Management, Enterprise Infrastructure, Minority Serving Institution

Partnerships Program, and Construction.

5.7.1 Nuclear Materials Integration Subprogram

The Nuclear Materials Integration subprogram focuses attention on consolidation and disposition of

specific NNSA nuclear materials.    This subprogram includes inactive actinides activities to ensure

programmatic materials, not in active use, are properly characterized and safely packaged and that

unneeded materials have an appropriate disposition path.  In addition, this subprogram maintains and

operates the Nuclear Materials Management and Safeguards System that is used to track and account

for nuclear materials at DOE and at sites licensed by the Nuclear Regulatory Commission.

5.7.2 Corporate Project Management Subprogram

The Corporate Project Management subprogram provides centralized funding for corporate project

management activities within the nuclear security enterprise, specifically:   project management

standardization, acquisition planning, portfolio management, data sharing and industry coordination,

and quality assurance.  The Corporate Project Management subprogram enhances project management

practices by integrating into a single comprehensive and corporate program the project management

processes currently performed by the eight NNSA M&O contractors.  This subprogram provides focused

management and reliable performance reporting on critical NNSA projects and assets through

standardization of NNSA project management processes.    This standardization will improve cost

performance and eliminate management and control inefficiencies.

5.7.3 Enterprise Infrastructure Subprogram

The Enterprise Infrastructure subprogram includes Site Operations, Site Support, Sustainment, and

Facility Disposition.

Site Operations supports the infrastructure investment necessary to provide a nuclear deterrent and

sustain base operations within the nuclear security enterprise, including increased surveillance, the B61

LEP, and potential LEPs for the W78 and W88.    Site Operations keeps NNSA‐owned programmatic

capabilities in a state of readiness, ensuring each capability (workforce and facility) is operationally

ready to execute programmatic tasks in support of the entire nuclear security enterprise.

Site Support provides the critical cross‐cutting support for programmatic functions that include nuclear

research and development, nuclear criticality safety, container, waste management, and long‐term

stewardship activities for both the nuclear security enterprise and other DOE organizations.    These

support activities are regulatory driven and reduce risks to human health and the environment by

(1) operating and maintaining environmental cleanup systems installed by DOE’s Office of

Environmental Management as part of the Legacy Environmental Cleanup projects at NNSA sites and
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(2) performing long‐term environmental monitoring activities and analyses in a cost‐effective manner to

assure compliance with Federal, state, and local requirements.

Sustainment for facilities and infrastructure includes management of maintenance costs, re‐

capitalization projects, other general plant projects, capital equipment projects, expenses‐funded

projects, Roof Asset Management Program costs, and other project costs related to line items.  

Sustainment includes the energy modernization and investment that implements specific sustainability

and energy‐savings projects across the nuclear security enterprise.  Sustainment also addresses NNSA’s

deferred maintenance backlog.  See Section 5.2 for additional information.

The Construction subprogram was previously discussed in Section 5.3.  The FD subprogram is part of the

Enterprise Infrastructure subprogram and was previously discussed in Section 5.5.   

5.7.4 Minority Serving Institution Partnerships Program

The Minority Serving Institution Partnership Program (MSIPP) is a new subprogram that will fund

research and education enhancements at under‐represented colleges and universities in order to

develop the needed skills and talent for NNSA’s enduring technical workforce at the labs and production

plants.

5.8 Key Milestones, Objectives, and Future Plans   

Figure 5–6 Illustrates physical infrastructure key milestones, objectives, and future plans for revitalizing

NNSA’s infrastructure, assuming sufficient FYNSP and post‐FYNSP funding is provided.  Projects without

approved baselines are not presented with the exception of the UCRP.  

Figure 5–6.  Physical infrastructure revitalization milestones, objectives, and future plans

Sustaining the Workforce

Chapter 6

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 6‐1

CHAPTER 6

SUSTAINING THE WORKFORCE

The future of the nuclear security enterprise requires a skilled and diverse workforce with the depth of

experience in areas that are essential to ensure the Nation retains a safe, secure, and effective

deterrent.   To ensure the existence of a capable workforce, NNSA must develop and retain sufficient

workers with the requisite skills, experience, certifications, and proficiency, especially in the science,

engineering, and manufacturing disciplines.  In addition, proficiency is required in maintenance, safety,

logistics, security, acquisition, program management, and applied skills.  Furthermore, the capability to

develop and maintain the right skills and to refresh those skills regularly is required.   

NNSA faces challenges that are inherent in most Federal agencies, such as an aging workforce,

budgetary restrictions and, most importantly, competition for the human talent to accomplish its

missions.    Looking toward the future, an improved economy may lead NNSA and M&O contractor

employees to retire earlier or employees may leave for positions that afford greater monetary gain and

career advancement.  An improved economy may also create new challenges by driving the demand for

essential skills.1

   As a result, NNSA recognizes the need to develop and implement a forward‐looking

strategy to retain or refresh both its Federal and M&O contractor workforce.    Moreover, as new

programmatic and business challenges arise, such as increased life extension activity, continued aging of

the stockpile, new construction, and new contract models, NNSA must develop new and innovative

strategies to sustain its workforce.

6.1 The Nuclear Security Enterprise Workforce

As illustrated in Figure 6–1, the nuclear security enterprise workforce consists of three distinct but

related components: (1) the Federal workforce, which is primarily civilian but includes key participation

by the military services, (2) the M&O contractor workforce, and (3) the non‐M&O contractor workforce.  

Each component has a unique role and purpose.  

The Federal workforce plans, manages, and oversees the nuclear security enterprise and is ultimately

accountable to the President, Congress, and the public.    It performs key planning functions such as

integrating DoD requirements and conducts planning and programming.    In addition, the Federal

workforce provides program and project management, risk management, and acquisition and contract

management.  Finally, the Federal workforce oversees activity in the nuclear security enterprise through

fiduciary oversight, risk acceptance, product acceptance, and environmental, safety, and health

oversight.  

                                                      

1

   Within this context, the term “essential skills” means skills that are required to accomplish the Defense Programs and other

assigned NNSA missions indefinitely or are required at a given time to support specific, defined aspects of nuclear security

enterprise activities. Such skills are related to scientific, technical, engineering, operations, business, or other professional

disciplines. They are further characterized by factors such as their uniqueness, high market demand, time to acquire and

maintain proficiency, and difficulty in recruiting and retaining individuals with those skills. See the text box at the end of

Section 6.2.3 for examples of essential skills.
June 2013 | Department of Energy  

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Figure 6–1.  Nuclear security enterprise workforce components

In addition to the Federal civilian workforce, a cadre of military officers is routinely stationed on active

duty at NNSA, primarily within Defense Programs.  The senior military leader in Defense Programs is a

flag officer whose position is established by the Atomic Energy Act of 1954, as amended.  These officers

bring a service perspective to weapons activities and return to DoD at the end of their assignment with a

better understanding of NNSA, the nuclear security enterprise, and weapons activities.    Overall, the

Federal workforce constitutes about 10 percent of the total nuclear security enterprise workforce; the

cost of this oversight and management constitutes less than 4 percent of contract expenses.   

Historically, weapons activities have been implemented primarily through a Government‐owned,

contractor‐operated, research, development, and production complex, along with a large commercial,

academic, and industrial supply chain.  The M&O contractors, or their equivalent within DOE, operate

most of the R&D facilities.  The NNSA M&O contractor workforce is principally located at the eight NNSA

principal Government‐owned facilities.  For seven of these, NNSA is the “landlord” responsible for the

overall contract arrangements under which the M&Os operate.    Defense Programs is a tenant

organization at SRS, for which the DOE Office of Environmental Management is the landlord.  While not

part of NNSA, the Office of Environmental Management reports to the Under Secretary for Nuclear

Security, who also serves as the NNSA Administrator.   Based on its specific needs, NNSA also obtains

goods and services from other DOE national laboratories and facilities, principally those managed by the

DOE Office of Science and Office of Nuclear Energy.   

Personnel exchange provides a means for key interface between the Federal and M&O contractor

workforce.  As in other DOE program offices, under current DOE policy, M&O contractor with technical

expertise are routinely assigned to NNSA Headquarters in Washington, D.C., usually for 1 to 3 years.  

This exchange program provides opportunities that are beneficial to both the Federal Government and

its M&O contractors as it improves overall communications between the Federal and M&O workforce.  

From the Federal perspective, Federal program managers obtain technical expertise and advice from the

national security laboratories, the Nevada National Security Site, and the nuclear weapons production

facilities, often in highly specialized areas.  When M&O contractors return to their home organizations,
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 6‐3

they bring back knowledge and understanding of how Federal programs are structured, managed, and

operated, as well as an understanding of business drivers, policies, and practices.    The exchange

program also contributes to the overall decision‐making process of Defense Programs and other NNSA

organizations, as well as to the development of senior leadership at their home facility.    In a few

instances, this program has been a source of recruitment for senior technical positions in Federal

programs.    Improvements can result from this exchange as Federal employees use the exchange to

understand better how their fiduciary responsibilities can be executed, and as they use technical

training opportunities offered by M&O contractors.   

NNSA’s outreach for the requisite skill set goes beyond its own landlord responsibilities.  In addition to

having access to the expertise of M&O contractors, NNSA relies on non‐M&O contractors to provide

specialized services and academic institutions to develop a workforce pipeline with the best and

brightest from universities around the Nation.    Formal “pipeline programs” exist as well as other

programs and tools to support recruitment and retention of the workforce.

6.2 Workforce Planning for the Nuclear Security Enterprise

The role of Headquarters in workforce planning is two‐fold: plan for the Federal workforce and monitor

the M&O contractor workforce planning.    NNSA requires its M&O contractors to determine the

appropriate skill mix, which could change as the mission evolves, to execute stockpile stewardship and

management activities.  NNSA Headquarters works jointly with its M&O contractors to collect workforce

data and identify and resolve issues, particularly those affecting multiple sites.  

6.2.1 Strategic Workload Drivers

Over the next 25 years, the U.S. nuclear stockpile will be sustained through vigorous surveillance,

assessment, life extension, and dismantlement efforts.  The nuclear security enterprise workforce will

perform annual certifications and assessments of the stockpile to certify readiness of systems, extend

the life‐span of aging weapon systems through planned LEPs and analysis of LEP options, perform

exchanges of weapons system LLCs, dismantle and retire weapons, refurbish and modernize the physical

infrastructure, and develop and institute a suite of “best business practices” to improve efficiency and

integration across the nuclear security enterprise.  As the United States reduces the number of nuclear

weapons, the reliability of the remaining weapons and the quality of the facilities to manage them will

become more important.  The nature of this range of activities is sufficient to exercise essential skills.  

However, NNSA will need to be smart about scheduling these activities to avoid significant gaps in the

performance of some skills that could lead to the loss of these skills.

In the past, long periods between programmatic engagement, coupled with the demographics of the

workforce (i.e., an aging workforce) and the reductions in DSW program funding, have placed significant

pressure and risk on the retention of knowledge and the maintenance of essential skills. The most cost‐

effective way to ensure sustainment of the full range essential skills and capabilities for designing and

building nuclear weapons is to maintain a balanced workload of LEPs.   

A highly‐skilled nuclear security enterprise workforce is needed to meet specific programmatic

challenges that depend on sufficient FYNSP and post‐FYNSP funding levels.  Most of the active stockpile

will be in various stages of life extension activities in the future.    The Nuclear Weapons Council has

approved a baseline LEP plan; the details of that plan are in Chapter 2, Section 2.6.2 (see Figure 2–8) and

in Chapter 2 of the classified Annex.    Since the cessation of underground nuclear testing, there have

been limited opportunities to exercise the full range of weapon design and production skills.  Coupled

with the aging workforce, unacceptable pressure and risk on the retention of knowledge and the
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maintenance of essential skills has occurred. The balanced workload of LEPs provides an opportunity to

ensure the sustainment of essential skills and capabilities for designing and building nuclear weapons.   

6.2.2 Federal Workforce Planning  

In December 2010, at the direction of the Deputy Administrator, Defense Programs completed an

internal analysis of its Federal staff requirements at Headquarters and the seven field offices.  As a result

of this effort, Defense Programs has (1) a current baseline for Federal staffing, by function, at NNSA

Headquarters and its seven field offices, (2) a projection of staff requirements to FY 2016, and

(3) strategies and other follow‐on actions.    A broader NNSA Federal Baseline Staffing Analysis was

commissioned by the Principal Deputy Administrator in March 2011.  That analysis captured information

that NNSA can use to help determine its future staffing requirements.  

Until an NNSA action plan is developed to support the Federal study, the Defense Programs study will

serve as the informative workforce data for this document.  The National Defense Authorization Act for

Fiscal Year 2013 capped the NNSA Federal staffing ceiling at 1,825 by October 1, 2014.  This reduction

from the previous ceiling of 1,910 represents a constraint as well as an opportunity to reshape the

workforce.

The retirement rate may be slightly higher than average in the future. This presents a unique

opportunity to reshape the workforce with a more diverse staff who are trained and positioned to

address nuclear security challenges with new technologies.  To address retirement challenges, NNSA will

use knowledge‐capture techniques and processes to record, understand, and transfer the invaluable

experience and knowledge of the aging workforce. To meet these challenges, NNSA will emphasize

effective leadership, performance measures, management consistency, increased focus on training at all

levels, increased flexibility and adaptability of the staff, and the need for aggressive program knowledge

transfer.  

For NNSA staffing, Figure 6–2 shows the FY 2013 composition of the Federal workforce in the Office of

the Administrator, Office of Secure Transportation Asset including the NNSA field offices by occupational

series functions.    Figure 6–2 shows that 63 percent of the Federal workforce is included in the

occupational series functions of engineers, program and administrative management, and safety and

security. It is this workforce that is responsible for the Federal management and oversight functions of

NNSA.  

Overall, the workforce distribution by occupational series functions should not change dramatically in

the next 5 years.    Several initiatives designed to improve performance, operations, and business

practices are discussed in detail in Chapter 8, Section 8.10.    As these initiatives mature, the Federal

workforce will evolve.   

One initiative that has come to fruition is the consolidation of the Pantex Plant and Y‐12 field offices into

the NNSA Production Office.  This consolidation is expected to yield staff savings in the long term. The

NNSA Production Office is responsible for the transition to, and execution of, the new consolidated

M&O contract at Y‐12 and the Pantex Plant.  Over time, the NNSA Production Office may be responsible

for other NNSA production activities, such as the tritium operations at the Savannah River Site.    The

NNSA Production Office will continue contract management and oversight of the existing M&O,

Security, and Support Service contracts at Y‐12 and the Pantex Plant through the transition to and

execution of the new contract.  The NNSA Production Office will also be responsible for timely closure of

expired contracts at both sites.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 6‐5

Figure 6–2.  NNSA workforce by occupational series functions (excludes Naval Reactors)

The NNSA Production Office is organized with geographically distributed functional leads in order to not

require relocations and to facilitate teaming and consolidation where appropriate.    The NNSA

Production Office will operate in a geographically neutral manner; the organization is flatter than the

other models considered.  Over time, a single process will cover both sites.  Efficiencies are expected

through natural attrition; when a vacancy is available, an evaluation will be conducted to determine if

the position needs to be at one site or at another or, perhaps, is needed at both.  These efficiencies will

translate into a smaller Federal footprint.  

In addition to cost savings, NNSA anticipates a combination of staff savings, skill‐mix changes, and

redistribution of staffing resources in the Federal workforce across the nuclear security enterprise.   

6.2.3 Management and Operating Contractor Workforce Planning

NNSA’s M&O contractors have, by direction, developed and implemented effective workforce planning

capabilities for their respective organizations. In addition, the U.S. Government Accountability Office has

determined that each contractor has implemented strategies and programs to recruit, hire, and retain

the essential skills needed.2

   

As the responsible Federal oversight agency, NNSA recognizes the need for a comprehensive review and

corporate outlook regarding the M&O contractor workforce, particularly the essential skills to ensure

that strategies are in place to meet mission requirements.  To maintain essential skills and work variety,

NNSA conducts Work for Others (WFO) that also represents a unique opportunity to leverage personnel

                                                      

2

  In its February 2005 Report, entitled National Nuclear Security Administration:  Contractor’s Strategies to Recruit and Retain a

Critically Skilled Workforce are Generally Effective, the General Accounting Office (now called the Government Accountability

Office found that all of the M&O contractors have developed and implemented effective recruiting and retention strategies,

have maintained the critically skilled workforce needed to fulfill their current missions, and are using effective principles

essential for strategic workforce planning.  Furthermore, the report found that NNSA supported these strategies by providing

additional funding and monitoring and evaluating the contractor progress in meeting critical workforce needs.
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and facilities to provide capabilities to other Federal agencies, private industry, and universities and

colleges.   

NNSA developed a standardized approach to gather, analyze, and report data on the M&O contractor

workforce making use of the Common Occupational Classification System to provide a standard

characterization of the workforce, as illustrated in this chapter.  This was needed because each M&O

contractor uses a different system and terminology to characterize its respective workforce.  As a result,

NNSA has a corporate baseline and reporting capability regarding its M&O contractor workforce.  This

capability is being used to verify the workforce on hand and assure that its M&O contractors are

adequately planning to meet workforce requirements to accomplish assigned missions.

In collaboration with the M&O contractors, Defense Programs developed an initial baseline for

each M&O contractor workforce.    Figures 6–3, 6–4 and 6–5 reflect the consolidated M&O contractor

workforce.    Figure 6–3 illustrates the end of FY 2012 total M&O workforce, including total NNSA

positions, weapon and non‐weapon positions, and positions that require essential skills and essential

support for weapons activities.    Figure 6–4 provides the M&O workforce gains and losses and the

attrition rates for positions that required essential skills for the last 5 years.  Figure 6–5 illustrates the

overall M&O workforce projections through FY 2038 for essential skills, by occupational series.  DoD and

NNSA are conducting workforce prioritization studies to determine if higher staffing levels can be

achieved.    The dashed line in Figure 6–5 represents staffing levels if workforce prioritization goals

cannot be achieved (see Chapter 8).

Figure 6–3.  National Nuclear Security Administration management and operating

contractor workforce
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 6‐7

Figure 6–4.  NNSA consolidated management and operating contractor gains and losses

in essential‐skills positions over the last 5 years

Figure 6–5.  National Nuclear Security Administration management and operating workforce

projections for essential skills
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A separate summary baseline for each individual M&O

contractor is provided in Appendix E.  Each summary provides a

brief narrative outlook and discusses the current workforce; the

gains, losses, and attrition rates for positions that require

essential skills; and the workforce projections for essential skills

through FY 2018.   

The present NNSA M&O contractor workforce is described by

the following:

 29,375 total positions are planned to support NNSA

programs in FY 2013.

 Nearly 25,800 (88 percent) of the workforce support

weapons activities.

 Of those supporting weapons activities, 58 percent

have essential skills.

The overall M&O essential skills workforce is expected to

increase by 3,500 positions through 2018.    M&O contractors

have to date been able to recruit and replenish the workforce

to maintain the skills considered essential to the weapons

activities.  They express optimism in Appendix E that this trend

is expected to continue. However, the recent NNSA‐DoD Joint

study expressed some concern over this and is the subject of a

workforce study to be conducted over the next several months.

6.2.4 The Non­Management and Operating

Contractor Workforce

Through academic alliances or long‐term vendor relationships, NNSA also seeks to maintain a skilled,

versatile, knowledgeable, and experienced workforce to supplement the Federal and M&O contractor

workforce.  The firms that fabricate TPBARs and the Laboratory for Laser Energetics at the University of

Rochester are examples of external workforce providers needed by NNSA.  NNSA continues to monitor

the numbers, skills, experience levels, and availability of such contractors and will identify additional

suppliers to reduce the risk of relying on single‐source providers.   

6.3 Workforce Sustainment Programs and Strategies

In addition to its Federal and M&O contractor workforce planning initiatives, NNSA recognizes the need

to develop and institute forward‐looking strategies to refresh both the Federal and M&O contractor

workforce.    NNSA will continue to employ strategies that have proven successful and to make

improvements as necessary.    NNSA must develop new and innovative strategies for workforce

sustainment to meet the programmatic and business challenges described in this SSMP.    Core

competencies such as cost analysis are also particularly important.

NNSA’s challenge is to attract and retain a high percentage of its employees on a long‐term basis and to

maintain a high level of proficiency among its staff.    By retaining a high percentage of employees,

proficiency levels would be maintained, and replacement costs and the exposure of sensitive

Essential Skills

National security laboratories and Nevada

National Security Site

 Nuclear design and evaluation – primary and

secondary design

 Nuclear design code development

 Physics – atomic and plasma (high energy

density)

 Computing and simulation

 Engineering design and evaluation – all phases

 Manufacturing and fabrication

 Lasers, pulsed power, accelerators, and gas

guns

 Diagnostics and instrumentation systems

 Quality assurance

Nuclear weapons production facilities

 Engineering – electrical, mechanical, and

materials

 Nuclear criticality safety engineering

 Fire protection engineering

 Project management and project controls

 Reservoir engineering

 Radioactive material process engineering

 Operational and craft skills

 Engineering – welding, radar, and optics

 Quality assurance
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 6‐9

information would be reduced.   However, infusion of new talent is also beneficial in developing new

technologies, approaches, and processes.  To attract external talent, NNSA must maintain a competitive

position with respect to total benefits, including salary.  

Even though NNSA is a public entity and its M&O contractors are private‐sector entities, NNSA and its

contractors use similar strategies and tools to recruit, sustain, and reshape their respective workforce.  

However, as private‐sector employers, the M&O contractors may have more flexibility in recruitment,

salary and benefit structure, and workforce mobility.   

Some of the more important and successful strategies to recruit, develop, and retain the workforce,

along with some of the challenges NNSA and its M&O contractors face, are highlighted in Sections 6.3.1

and 6.3.2 below.  

6.3.1 Recruiting Programs  

A number of workforce initiative programs assure success in attracting and retaining talented, career‐

oriented workers.  These programs are summarized below.

 Pathways Program.    Based on the annual assessment to determine the qualifications,

educational backgrounds, and special skills that are needed, NNSA will recruit candidates with

the right skills and qualifications to meet the long‐term strategies of the nuclear security

enterprise.  

 NNSA Graduates Program.    This program, which consolidates the former Nonproliferation

Graduate Fellowship Program and the Future Leaders Program, is open to students who have

completed academic requirements within the last 2 years in a variety of programs.  

Participants must complete a 1‐year Developmental Program and 40 hours of formal training.  

Participants receive training and coaching, rotational assignments, and opportunities to work

with senior‐level and peer‐level mentors to develop technical and leadership skills.

 Interns Program.  This program consolidates the former Student Career Experience Program

and the Student Temporary Employment Program.  It is open to students who are pursuing a

high school diploma, college degree, or post‐graduate degree and are seeking exposure to a

wide range of administrative, professional, and technical experiences.

 Minority Serving Institutions Partnerships Program.    This program supports a number of

activities, including internships designed to create a diverse pool of potential employees who

have had meaningful work experiences and consider NNSA to be a serious career choice.  Each

year over 5,000 students participate in various activities across the NNSA field offices, national

security laboratories, nuclear weapons production facilities, and the Nevada National Security

Sites through agreements with 29 minority serving institutions.    The research and faculty

support at minority serving institutions is directly related to NNSA missions.

 Apprenticeship Programs.  These programs address recruitment and retention of craft workers

with various skills at the respective NNSA sites.

 University Partnerships.    These partnerships provide high school through postdoctoral

programs to Federal and M&O contractor employees.  Such partnering promotes student work

programs, helps recruit graduates, and makes it possible to tailor degree programs and

curriculum content to meet NNSA’s needs.
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 Recruiting and Collaboration Forums.    The objective of these forums is to develop shared

recruiting strategies for essential skills, including applicant pools, contacts, and networks, and to

provide a coordinated presence at professional association and campus job events.

 Stewardship Science Academic Alliances and Post‐Doctoral Degree Programs.    The national

security laboratories will continue to use these programs to recruit a workforce of high‐quality

scientists.   

 Predictive Science Academic Alliance Program.  This program engages the academic community

in advances in predictive modeling and simulation technologies.  NNSA and the DOE Office of

Science also sponsor a DOE Computational Science Graduate Fellowship for students pursuing

doctoral degrees in fields that use high performance computing to solve complex science and

engineering problems.   

 Outreach Programs.    These programs emphasize taking an active role in local communities

through outreach to teachers and students at middle, secondary, and post‐secondary levels that

focuses attention on the importance of science and technology.    Demonstration programs,

speaking events, science bowls, career fairs, and college nights are a few of the tools that NNSA

Federal and M&O contractor managers use to engage the public and the academic community.  

6.3.2 Development Programs

 Leadership Development.    NNSA has embarked on a robust, cohesive leadership and career

management program to provide the Federal workforce with the tools and resources to do their

jobs better.  NNSA is unifying its leadership, development, training, and student programs into a

single integrated program that is changing the leadership and career management culture.  This

effort addresses employees at entry, middle, and executive levels.    It serves new employees

during their first year in NNSA, mid‐level employees interested in professional and leadership

development, and executive‐level employees by providing continual learning, mentoring,

networking, and other developmental opportunities and ensuring that qualifications and

required certifications are maintained.

 Individual Development.    Each employee is encouraged to prepare a personal development

plan.    In‐house continuing education and educational assistance programs are provided to

promote personal development and improvement of the knowledge base.    Scientists and

engineers with a Bachelor of Science degree are encouraged to pursue advanced degrees.  

Other courses and programs are offered both on line and in a formal classroom setting,

depending on the subject.   Programs and courses range from entry‐level studies to advanced

executive studies at universities and Federal institutes.

 Institutes for Higher Learning. Several M&O contractors have formed institutes, usually in

partnership with a university or a consortium of universities, such as the Seaborg Institute, the

Engineering Institute, and the Information Science Technology Institute.  These institutes serve a

recruiting role in addition to providing advanced educational opportunities.

 Cooperative Education Programs.    Cooperative education programs at several NNSA sites

provide opportunities for students attending 4‐year universities to alternate semesters of

academic study with semesters of paid, career‐related, learning experiences.  The goal of these

programs is to bridge the gap between academic study and its application in professional

practice.   
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 6‐11

 Technical Fellowships.  Technical Fellowship programs at the M&O sites maintain and grow core

competencies to support the business while enabling employees to meet their educational

development needs.    Employees pursue advanced education in science or engineering areas

identified as essential skills to support the nuclear weapons mission.   

 Performance Management Process. The annual performance development process evaluates

the salaried workforce and serves as an assessment and development tool at all organizational

levels.    The fit between talent and need is evaluated to plan for career progression and

succession or to fill a key role by recruiting outside the existing workforce.

6.3.3 Compensation and Benefits

 Federal.    Most NNSA Federal employees are under a pay‐banding and pay‐for‐performance

personnel system.  NNSA has developed several broad career paths and established multi‐grade

pay bands, and annual pay adjustments are based on performance.  The system is designed to

improve recruiting, performance, and retention by allowing NNSA to compete more effectively

for high‐quality employees and to motivate and retain high‐performing employees.  NNSA also

uses recruitment and retention bonus incentives on a selective basis as allowed under Federal

regulations.   

 M&O Contractors.  M&O contractors must remain competitive with private industry to recruit

and sustain its workforce.    Toward that end, the M&O contractors offer competitive salaries,

retention incentives, health and retirement benefits, performance incentives, and short‐  and

long‐term disability plans.    To validate and ensure that compensation and benefits packages

remain competitive and comparable to relevant labor markets, M&O contractors are required

by DOE to conduct scheduled formal evaluations of their programs.   

6.3.4 Challenges

NNSA and the M&O contractors face many challenges in attracting and retaining high‐quality talent.  

These challenges include (1) the difficulty in recruiting at remote locations or small towns, (2) recruiting

for certain engineering and information technology positions and those requiring shift work,

(3) competing with other laboratories, academia, and high‐technology firms (especially those offering

significant sign‐on bonuses or stock options), (4) finding meaningful work for personnel awaiting security

clearances, and (5) coping with pay freezes and budget impacts.    Although the economy has slowed

attrition somewhat, as the economy improves, retirements are expected to increase and the

recruitment of individuals with specific ST&E skills may be impeded.  An improving economy will likely

drive demand for employees with essential skills, thereby creating new challenges.    Each M&O

contractor understands the challenges unique to its organization and has taken steps to develop

strategies and plans to meet those challenges.

6.4 Summary

NNSA’s Federal, M&O contractor, and non‐M&O workforce form the foundation of the nuclear security

enterprise and enable the execution of this SSMP and other NNSA programs.  NNSA’s first challenge is to

attract and retain a high percentage of its employees on a long‐term basis and to ensure those

employees maintain a high level of proficiency.  Both replacement costs and the exposure of sensitive

information are reduced by creating a system that retains a high percentage of employees.   NNSA’s
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second challenge is to be able to predict the essential skills required of its workforce and to develop the

agility of its workforce to respond to changing needs.

The SSMP workforce planning, strategies, and tools will be nested and integrated with other program

drivers within NNSA to ensure a corporate approach to workforce planning, acquisition, development,

retention, knowledge transfer, and sustainment. The diverse set of capabilities and skills needed to

ensure the Nation retains a safe, secure, and reliable stockpile can then be provided by combining the

nuclear security enterprise’s Federal, assigned military, M&O contractor, and non‐M&O workforce into

an integrated staff.
Security

Chapter 7

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐1

CHAPTER 7

SECURITY  

Assuring the security of the Nation’s nuclear weapons, special nuclear material, infrastructure, and

sensitive information involves three programs: the Office of Secure Transportation Asset (STA),

Defense Nuclear Security program, and NNSA Chief Information Officer Activities.    The STA program

ensures safe and secure transport of the Nation’s nuclear assets.  The Defense Nuclear Security program

ensures protection, control, and accountability of nuclear materials, and physical and personnel security

at [NNSA Headquarters], the national security laboratories, the Nevada National Security Site, and the

nuclear weapons production facilities.  The NNSA Chief Information Officer Activities Program protects

information assets by providing information technology systems and information management security

safeguards.

7.1 Secure Transportation Asset Program

Nuclear weapon LEPs, LLC exchanges, surveillance, dismantlement, nonproliferation initiatives, and

experimental programs rely on transport of nuclear weapons, components, and special nuclear material

on schedule and in a safe and secure manner.  The STA program safely and securely transports nuclear

weapons, weapons components, and special nuclear materials to meet projected DOE, DoD, and other

customer requirements.    The STA program supports the DOE goal to reduce the dangers and

environmental risks of domestic transport of nuclear cargo and the initiative to consolidate storage of

nuclear material, as shown in Table 7–1, and provides secure transport for several DOE programs and

the National Aeronautics and Space Administration.  Because of the control and coordination required

and the potential national security consequences, the STA program is a Government‐owned,

Government‐operated program managed and executed by Federal personnel with contractor support.  

As required, the STA Program Advisory Board prioritizes shipments based on customer input.

Table 7–1.  Agencies, DOE/NNSA offices, and programs supported by the

Secure Transportation Asset program

Agency, DOE/NNSA Office, or Program Type of Shipment or Service

NNSA Nuclear Counterterrorism and Incident Response

Program

Emergency airlift, Office of Secure Transportation personnel and

equipment

NNSA Office of Naval Reactors Reactor fuel replacements, HEU oxides and metals

NNSA Directed Stockpile Work program Weapons, joint test assemblies, component subassemblies, tritium gas

transfer systems, tritium gas generators, uranium solids

NNSA Office of Defense Nuclear Nonproliferation HEU metals and oxides, plutonium metals and oxides, mixed oxides

NNSA Office of Nonproliferation and International Security Training events with nuclear transport elements of foreign nations

DOE Office of Nuclear Energy   HEU metals

U.S. National Aeronautics and Space Administration Radioisotope thermoelectric generators

DOE Secretary, Deputy Secretary, and NNSA Administrator Executive protection, stateside and overseas, as required

DOE Environmental Management Hazardous surplus strategic material, site de‐inventory movements

DOE Office of Science HEU metal and oxides

DOE Emergency Management Alternate NNSA Emergency Operations Center

HEU = highly enriched uranium
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7.1.1 Core Components of the Secure Transportation Asset Program

7.1.1.1 Federal Agent Force

Federal agents undergo a rigorous selection process and intensive training to master a unique set of

skills in order to defend a shipment from theft, hijacking, or an armed attack.  They must respond to

unpredictable situations, including non‐hostile emergencies, without endangering the public or the

cargo.

7.1.1.2 Specialized Vehicle Fleet

The STA program maintains a variety of escort vehicles and armored tractors for convoy operations.  A

methodical engineering process ensures safety, security, quality control, and configuration management

of the vehicles.  A vehicle remains in operation according to a “reliability life cycle” that is based on the

vehicle maintenance history and life expectancy of mechanical systems, rather than on age or mileage.  

To ensure a vehicle performs as intended, rigorous maintenance is integrated into every mission.  Each

vehicle and its communication systems are inspected, tested, and serviced before use.    The

maintenance required is three to four times that of a commercial vehicle.

To introduce a new vehicle into operation, various platforms are evaluated against mission

requirements and long‐term costs. Once a prototype is produced and thoroughly tested, commercial

vehicles and components are procured and provided to the modification facility for production.    The

production process includes provision for occupant protection, reconfiguration for a Federal agent team,

and installation of new electrical systems and wiring, equipment compartments, and communications

systems.   

7.1.1.3 Specialized Trailers  

With their design, engineering, testing, production, and use spanning several decades, specialized

trailers are the most critical capital assets of the program.    Their design and construction addresses

public safety, unique cargo configurations, and protection systems. The Safeguards Transporter is the

second generation of trailers used for nuclear warheads and weapons‐grade material.  These trailers are

certified for 20 years by SNL; the first production units begin to expire in FY 2018.  Design studies have

been initiated for the third generation of trailers, the Mobile Guardian Transporter.  Safety and security

subsystems design, coupled with startup and production of this third‐generation trailer, will be

challenging during the FYNSP.

7.1.1.4 Transportation Command and Control System

This component provides multiple communications channels; capabilities for redundant, automated

asset tracking; and robust data storage and processing. The essential elements are the primary and

alternate Transportation Emergency Communications and Control facilities, relay stations with satellite

services, and an overlapping, integrated series of secure communication networks.    The primary

Transportation Emergency Communications and Control facility operates 24 hours a day to control and

monitor convoys; alternate facilities are maintained for special contingencies and natural disasters.

7.1.1.5 Geographically Situated Facilities

The STA program maintains over 68 distinct facilities supporting communications, training, logistics,

mission operations, and management oversight in many states (e.g., New Mexico, Texas, Tennessee,

Maryland, Missouri, Idaho, and Arkansas).    Three Federal agent commands with vehicle maintenance

facilities are in Albuquerque, New Mexico; Amarillo, Texas; and Oak Ridge, Tennessee.    Fort Chaffee,

Arkansas, has centralized training facilities and an academy.   
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐3

7.1.2 Major Organizational Efforts of the Secure Transportation Asset

Program  

7.1.2.1 Liaison and Domain Awareness

A rigorous liaison program is maintained with agencies and organizations that may come in contact with

a convoy or have to respond to an emergency.  This interface extends across the 48 continental states,

but is particularly focused on primary and secondary routes of convoy operations.    The scope of the

liaison includes Federal, state, tribal, and local agencies and involves interactions with law enforcement

officers, firefighters, emergency and hazardous materials responders, dispatchers, and military

personnel.    The STA program also provides emergency response information to law enforcement

associations, governors’ associations (specifically on the transport of hazardous materials), and

governors’ representatives.   

The STA program developed an Active Security Doctrine that is operationally focused, intelligence

driven, and emphasizes realistic threat scenarios, specific environments, and the routes traveled by

convoys.    That doctrine provides options to adjust protection levels commensurate with real‐time

conditions and the technology to enhance domain awareness along transportation corridors.    The

program relies on extensive coordination and established data‐sharing relationships with the DOE Office

of Intelligence and Counterintelligence, the United States Northern Command, Department of

Homeland Security, and the Federal Bureau of Investigation.  Implementation of doctrine, intelligence,

reconnaissance, and liaison efforts better enable the STA to evaluate mission options and mitigate risks.   

7.1.2.2 Training  

Federal agents are trained in full‐scale emergency and tactical operations scenarios, tactical driving

techniques, and a variety of weapons and explosives.  Each agent command has facilities and staff to

refresh primary skill sets and accomplish most qualification training.    At Fort Chaffee, Arkansas, a

Training Command with permanent facilities and billets supports special weapons, tactical scenarios,

general agent training, and the Agent Candidate Training Academy.    A special fleet is maintained to

support training realism.   

7.1.2.3 Safety and Security  

An aggressive program is maintained to review and test safety and security methods and equipment.  All

new equipment, munitions, vehicles, and methods of transport undergo testing and safety evaluation.  

Once selected, the intended improvement or benefit must be validated.  Safety and security principles

also guide the formulation of strict accountability procedures, radiological screening, and information

control. Force‐on‐force validation exercises are the primary means to test all convoy systems, identify

vulnerabilities, and ensure implementation of the Active Security Doctrine.    These exercises are

designed by the safety and security staff, executed by the training and logistical staff, and integrated

with the emergency command and control elements of the STA program to provide the most realistic

convoy scenarios possible.   

7.1.2.4 Aviation Services   

The fleet of Government‐owned aircraft provides efficient and flexible airlift of LLCs, nuclear incident

response elements, Federal agents, joint test assemblies, and training assemblies, and personnel

responding to emergencies and disasters.    Special requirements when transporting Federal agents

preclude the use of commercial airlines for practical, regulatory, and budgetary purposes.    The STA

program maintains the capability to respond immediately to any nuclear incident or accident within the

continental United States.  The STA program is also prepared to support the evacuation and relocation

of key personnel to maintain the continuity of governmental operations.   
June 2013 | Department of Energy

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7.1.3 Secure Transportation Asset Program Goals

The overall goal is to be sized efficiently to support the projected workload with sufficient flexibility to

adjust to unforeseen requirements and changes in the security posture, while maintaining a workforce

and vehicle fleet capable of responding to the full security continuum.   

The annual STA program goals are:

 Maintain five fully operational units.

 Develop and execute a mission calendar with prioritized capabilities.

 Maintain a validated Site Safeguards Security Plan that meets the requirements of the DOE

Graded Security Protection Policy and ensures integration of vulnerability assessments for all

threats.

 Maintain a tested and fully functional Emergency Operations Center to respond to any national

incident.   

 Validate the integration of various response elements (Radiological Assistance Program, Crisis

Support Team, and Accident Response Group).  

 Conduct validation force‐on‐force exercise to test the effectiveness of the security system.

 Conduct surveys, assessments, and independent audits to ensure mission, training, and

operations are executed safely and securely.

 Maintain a continuous emergency airlift capability to support the Nuclear Counterterrorism and

Incident Response Program mission.

 Review and update the over‐the‐road Documented Safety Analysis and the Integrated Safety

Management System description.  

 Support nuclear nonproliferation and nuclear security by providing training and expertise to

foreign Nations.

The long‐term STA program goals are:

 Complete production and fielding of the Replacement Armored Tractor by FY 2019.

 Upgrade and replace aging vehicles on a continuous basis.  

 Design, test, and begin producing the Mobile Guardian Transporter by FY 2018.

 Upgrade the vehicle network system with the Advanced Radio Enterprise System.

 Develop security strategies based on intelligence assessments and risk mitigation and

management.

 Modernize and maintain facilities and infrastructure.

With the completion of a major aircraft life cycle replacement, the STA program is now focused on

replacing end‐of‐life communications systems for its vehicle fleet, replacing its armored tractors, and

preparing for the retirement of the Safeguards Transporter trailers.  

To meet changing customer needs, within budget constraints, and to account for emerging threats, the

STA program has developed an integrated, long‐term plan to maintain, refurbish, and modernize its

critical assets, eliminate outdated ones, and procure new ones. The life cycles of these assets require

substantial investment and deliberate effort spanning decades.   
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7.1.4 Secure Transportation Asset Program Strategy

7.1.4.1 Program Planning and Management

The STA program capacity will be maintained to support the workload associated with Defense

Programs’ dismantlement and maintenance of the nuclear weapons stockpile and the initiative to

consolidate the storage of nuclear material.    The uncertain threat environment necessitates the

implementation of both force multiplier technologies and operational enhancements for domain

awareness analysis.    The STA Program continues to implement an operationally‐focused and

intelligence‐driven operation concentrated on the detection, deterrence, and disruption of potential

threats while sustaining capabilities to defend, recapture, and recover nuclear weapons, special nuclear

materials, and weapons components.

7.1.4.2 Strategic Management

The STA Program will provide safe and secure transportation of nuclear weapons, nuclear weapon

components, and special nuclear materials in support of national security.    The following external

factors have the strongest impact on the achievement of that primary strategic goal:

 Effect of de‐inventory and special nuclear material consolidation campaigns on life span of

vehicle fleet and capacity requirements

 Stabilized vendor fleet replacement schedules

 Uncertain threat environment  

 Highly trained agents sought by other Federal law enforcement agencies

 Ability to train agents in realistic over‐the‐road environments

7.1.4.3 Major out‐year Priorities and Assumptions

The STA Program has identified the following four key strategies to guide the Office of Secure

Transportation over the next 5 to 10 years.    These strategies are in line with and support the NNSA

Administrator’s key goals as identified in the NNSA Strategic Plan (NNSA 2011) and the Secretary of

Energy’s goals as identified in the DOE Strategic Plan (DOE 2011).

7.1.4.4 Modernization of Mission Assets and Infrastructure  

The STA program must maintain assets to support current and future missions based on changing

customer needs, budgets, and threats.    These assets include vehicles (tractors, trailers, and escort

vehicles), facilities, and aircraft.  Modernizing and sustaining these assets requires an integrated, long‐

term strategy and a substantial investment.    The STA strategy includes eliminating outdated assets,

refurbishing existing assets to extend their useful life, and procuring new assets.

7.1.4.5 Improvement of Workforce Capability and Performance  

Although assets and infrastructure are essential for successful mission implementation, the workforce is

the STA program’s most valuable and important resource.  The skill and talent base required to support

the mission must be continuously replenished, developed, and maintained.  This includes everyone in

the organization, from Federal agents to senior management.    Programs for initial and continuing

training and development will ensure the staff is competent and proficient in their current positions.  

The program will recruit highly experienced and innovative personnel, retain experienced personnel,

and develop succession plans to ensure vacancies can be filled with little or no impact on the mission.   
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7.1.4.6 Strengthening of Mission Support Systems  

Mission support systems provide the critical information and system redundancy to ensure mission

success.    This includes information obtained, analyzed, and disseminated prior to the mission;

continuous monitoring of that information to ensure it is accurate and valid; and frequent

communication within the mission teams and among the teams and NNSA Headquarters.   All of this

must be accomplished seamlessly in real time while balancing the evolving requirements of cyber

security to ensure system reliability and integrity.    In addition, the STA program will leverage other

information technology systems that support business processes and operations to improve the

efficiency and effectiveness of its mission.

7.1.4.7 Driving an Integrated and Effective Organization

The STA program will continuously monitor, evaluate, and improve operations to ensure the mission is

achievable in a changing operational environment.  This includes activities that are directly related to

the mission, such as safeguards and security requirements and the business process operations in the

organization.    The program will always strive to eliminate redundancies, improve performance and

efficiency, and streamline operations.   

Key STA program milestones, objectives, and future plans are displayed in Figure 7–2 of Section 7.4.1.

7.1.5 Secure Transportation Asset Program Challenges

Challenges that the STA program must meet to accomplish its missions are:

 Stable and Balanced Vehicle Production.  In the past, vehicle replacements were based on bulk

purchases and accelerated production. As the program transitions to stable procurement and

production, vehicles at their end of life must be replaced without a surge in production.  Some

must undergo extensive refurbishment for establishment of a steady production.   

 Sunset Technology. The best technology that is both reliable and has the greatest life

expectancy must be determined.    Without that balance, large capital investments will be

unusable because a supporting system can no longer be serviced.   

 Forecasting and Meeting Future Workload.    A major challenge is anticipating the future

workload, which depends on NNSA and DOE shipping requirements, consolidation of requests,

synchronization of site activities, duration windows for various weapon activities, and handling

or delivery requirements for specific cargo.   

 Retention of Federal Agents.    Federal agents are recruited from the same pool as other law

enforcement agencies.  Career progression, job enrichment, and quality of life must be provided

to retain agents for 20 to 25 years.  The separation from family, long travel hours, and acute

stress of the mission pose unique difficulties for retention.    The program must adhere to a

predictable schedule that balances training and mission weeks so agents can plan personal time

and know which weeks they will be away from their families.  Greater emphasis on the accuracy

of customer forecasts is therefore required.   

 Facilities. The program is challenged each year in allocating funds for construction projects, life

cycle replacements, and repairs, including deferred maintenance.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐7

7.2 Defense Nuclear Security Program   

The Defense Nuclear Security program establishes the security requirements and policies of the nuclear

security enterprise and verifies their effective implementation through assessments.    It also provides

unique knowledge and expertise for a broader set of national security needs, such as nuclear

nonproliferation, homeland security, and intelligence.    The program is comprised of subject matter

experts in physical security, protective forces, nuclear materials control and accountability, personnel

security, nuclear material integration, classified and sensitive information protection, and technical

security programs.  

The Defense Nuclear Security program’s organizational structure and channels for mission execution

were significantly revised because of the security breach at Y‐12.    In the early morning hours of

Saturday, July 28, 2012, three individuals trespassed into a high security area at Y‐12 and defaced an

exterior wall of the Highly Enriched Uranium Materials Facility.  This one event precipitated numerous

and dramatic changes in the roles, responsibilities, and organizational structure of the Defense Nuclear

Security program. The adopted plan is titled “Assessment of NNSA Federal Organization and Oversight of

Security Operations” (November 2012). The result is an organization with clearer lines of authority and

greater operational oversight and performance assurance.    The principles of the security program

remain fundamentally sound and are unchanged.    The changes in the conduct of oversight and

performance assurance give Defense Nuclear Security greater confidence in the execution of the NNSA

security mission.  

With the reorganization of the Defense Nuclear Security program to focus on policy, training, and

performance assessment, the responsibility for the execution of the security mission has been moved to

the newly established NNSA Office of the Associate Administrator for Infrastructure and Operations.  A

new security organization within the Office of the Associate Administrator for Infrastructure and

Operations will ensure that policies provided by Defense Nuclear Security staff are executed effectively

at the national security laboratories, the nuclear weapons production facilities, and the Nevada National

Security Site.  This office will be responsible for operational security direction and program management

to include prioritizing resources, evaluating programs, and allocating funds.    It will ensure

standardization of security procedures across the NNSA field offices and will also execute the mission

and security training requirements.  In addition, an expanded intelligence and counterintelligence liaison

will ensure that Federal security managers receive needed information and have appropriate ties to law

enforcement and intelligence‐related agencies.  While this new security organization within the Office of

the Associate Administrator for Infrastructure and Operations is outside of Defense Nuclear Security, it

will be the strategic partner between the program and the Office of the Associate Administrator for

Infrastructure and Operations that provides NNSA Headquarters involvement in the security activities at

each of the eight NNSA sites.  

7.2.1 Offices of the Defense Nuclear Security Program

The Office of the Associate Administrator for Defense Nuclear Security program is now structured so

that it serves solely as a staff organization at the strategic level.    The four security offices under the

former structure are being functionally realigned, with responsibilities spread across five offices.  The

five offices are Performance Assessment, Strategic Requirements (i.e., policy development, planning and

requirements, and training and career development), Nuclear Materials Integration, Personnel and

Facility Clearances, and Mission Support (i.e., resource management, NNSA Headquarters security

operations, classification and controlled information, and human capital).    The Office of Nuclear

Material Integration and the Office of Personnel and Facility Clearances were added to the Defense
June 2013 | Department of Energy

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Nuclear Security program in calendar year 2011.  The roles and responsibilities of these two offices are

unchanged by this latest reorganization.   

7.2.1.1 Office of Performance Assessment  

The Office of Performance Assessment is now responsible for assessing contractor and Federal field

office performance, including no‐notice and short‐notice assessments.    It will also evaluate training

effectiveness, policy implementation, and vulnerability assessments.    The Chief of Defense Nuclear

Security program will use this new entity to verify that security programs are properly implemented.  

7.2.1.2 Office of Strategic Requirements  

The Office of Strategic Requirements is responsible for determining security requirements and the NNSA

security policy process (whether to write new policy or to interpret and amplify existing DOE policy).  It

will also establish training requirements and develop standards and criteria for security programs.  The

training policy and career development function is being enhanced to ensure Federal security

professional development.  

7.2.1.3 Office of Nuclear Materials Integration  

The Office of Nuclear Materials Integration focuses on stabilization, consolidation, disposition, and

management support for specific nuclear materials.    It coordinates and integrates multi‐program

initiatives to consolidate and dispose of materials through the Nuclear Materials Advisory Board, which

includes senior‐level representatives from the DOE Headquarters organizations that manage

accountable nuclear materials.   

7.2.1.4 Office of Personnel and Facility Clearances  

The Office of Personnel and Facility Clearances provides direction, support, and guidance on personnel

security policy and manages the access authorization portion of the personnel security program in

support of approximately 50,000 cleared Federal and contractor personnel at NNSA sites, NNSA

Headquarters, and some DOE elements.    It ensures that individuals meet the personnel security

requirements before accessing special nuclear materials or classified and sensitive information.  

7.2.1.5 Office of Mission Support  

The Office of Mission Support retains the existing Defense Nuclear Security functions of NNSA

Headquarters security operations for administration and certification of classified and controlled

information, as well as policies to govern their proper handling.  The office implements certain activities

within the NNSA Headquarters’ security program, including protection and control of classified

information, management of foreign visits and assignments, processing of visit requests, and handling

access control requests for NNSA Headquarters’ designated areas.  It also manages the Defense Nuclear

Security program direction budget, establishes internal controls, develops and implements office

protocols, and oversees records management.  
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7.2.2 Defense Nuclear Security Program Goals

The overall goal is to safeguard the physical facilities, materials, information assets, and the nuclear

security enterprise workforce.  Specific goals are summarized below.

 Establish a performance assessment program to ensure effective security operations through

monitoring, tracking, and analysis.   The information gathered during assessments is used for

assessing implementation of DOE NNSA policies and requirements; identifying site‐specific

issues within the security arena; determining potential trends requiring closer analysis and/or

intervention; and improving federal and contractor performance.

 Support the nuclear security enterprise by establishing a life cycle planning process for the

Planning, Programming, Budgeting, and Evaluation cycle, increasing communications with

stakeholders and agencies, strengthening critical partnerships through improved collaboration,

establishing security‐focused incentives for performance, and developing feedback mechanisms

that include standardized metrics.

 Ensure a functional and sustainable workforce by identifying and addressing current skill gaps,

recruiting a motivated and innovative workforce, retaining experienced personnel, and

developing succession plans.  

 Finalize and publish the National Strategic Plan for Nuclear Materials Management and update

that plan at least every 3 years.  Ensure consistent, agency‐wide management and integration of

production and utilization of accountable nuclear materials.    Ensure integration of

characterization, safe and secure packaging, storage, stabilization, consolidation, and disposition

of those materials.    Integrate anticipated needs for nuclear materials and increase the

effectiveness of their use across the nuclear security enterprise.    Integrate consolidation and

disposition plans, metrics, and budget support.

7.2.3 Defense Nuclear Security Program Strategy

Defense Nuclear Security is responsible for the overall policy direction and assessment of security

programs at the NNSA.    This will consist of developing NNSA strategic‐level policy guidance,

requirements determination, and conducting performance assessments.  The Defense Nuclear Security

program will implement a strategy to comply with safeguards and security requirements and eliminate

or mitigate identified problem areas across the nuclear security enterprise.    This strategy will include

providing additional training of protective forces, acquiring updated weapon systems and support

equipment, improving and modernizing security systems infrastructure, improving physical barrier

systems and standoff distances, and reducing the number of locations identified as “targets of interest.”  

In addition, as a result of the Y‐12 event, the Defense Nuclear Security program will take a more active

role in assessing the protection effectiveness at each of the NNSA sites.  This assessment capability will

consist of a team of subject matter experts that will conduct performance assurance reviews sufficient

to measure the program’s effectiveness in protecting NNSA assets from theft, diversion, sabotage,

espionage, unauthorized access, compromise, and other hostile acts that may impact national security,

program continuity, and the security of employees and the public.

The key milestones, objectives, and future plans are provided in Figure 7–3 in Section 7.4.2; ongoing

activities and projects are listed in Section 7.4.2.1.
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7.2.4 Defense Nuclear Security Program Challenges

Specific Defense Nuclear Security program challenges are summarized below.

The challenges of Performance Assurance in Defense Nuclear Security are:

 Ensure that the Office of Defense Nuclear Security has complete situational awareness of each

site’s implementation of the DOE Safeguards and Security Program.   

 Conduct on‐the‐ground assessments of each site office and the contractor’s performance in

executing the safeguards and security mission.   

 Coordinate assessments with other offices to ensure that redundant and overlapping security

reviews and audits of Federal and contractor facilities are minimized.

The challenges of Strategic Requirements in Defense Nuclear Security are:

 Ensure the establishment of clear safeguards and security requirements for all of the safeguards

and security subprograms (Protective Forces, Physical Security, Information Protection,

Personnel Security, and Material Control and Accountability).

 Ensure that the requirements are consistent with DOE‐established safeguards and security

policy and programs.   

 Establish standards and inspection criteria used in the evaluation of each site’s implementation

of safeguards and security policies.

 Establish definitive training requirements in support of the DOE Safeguards and Security

Program.

The challenges of Nuclear Material Integration in Defense Nuclear Security are:

 Implement projects to stabilize, consolidate, and dispose of excess nuclear materials at LANL,

Y‐12, Idaho National Laboratory, and Oak Ridge National Laboratory.  

 Develop plans to consolidate and dispose of materials at DOE and other sites (e.g., universities

and industry) that have “no defined use.”  

 Develop integrated material plans to increase standardization and efficiency.

The challenges of Personnel Security and Facility Clearance in Defense Nuclear Security are:

 Continue to improve the quality, efficiency, and effectiveness of personnel security activities

using more technology, increased training, and improved quality assurance.

The challenges of Mission Support in Defense Nuclear Security are:

 Ensure that security operations at NNSA Headquarters are effective in protection of personnel,

information, and property.   

 Ensure all NNSA Headquarters employees understand and implement security practices within

the NNSA Headquarters environment.   

 Ensure that the NNSA classification and controlled information program provides clear

programmatic requirements to maintain the classification of NNSA information.
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7.3 NNSA Chief Information Officer Activities Program

Beginning in FY 2013, the existing Cyber Security Program is being deleted and consolidated with the

Information Technology (IT) program under a new program entitled NNSA Chief Information Officer

Activities.    This change will provide better alignment of resources to reduce the threats to and

vulnerabilities of information and information systems. NNSA is pursuing an aggressive IT and cyber

security transformation strategy to lower costs, improve security, and enable collaboration solutions.  

The strategy is driven by Government‐wide mandates, including the Office of Management and Budget’s

25 Point Implementation Plan to Reform Federal Information Technology Management and Executive

Order 13576, Delivering an Efficient, Effective, and Accountable Government.    The Office of the Chief

Information Officer (OCIO) is responsible for fostering a culture to ensure IT systems and projects are

coordinated across NNSA, have the necessary cyber security protection, and are aligned with the NNSA

Strategic Plan (NNSA 2011) and DOE requirements and objectives.   

Because of the highly complex and global nature of the stockpile stewardship mission, electronic

information and information assets must be managed and protected using a risk management

approach.  All information collected, created, processed, transmitted, stored, or disseminated by or on

behalf of NNSA on automated information systems requires a level of protection commensurate with

the risk to the information and to associated information‐processing systems.  Moreover, because of the

geographically diverse nature of the nuclear security enterprise, the risk management approach must be

flexible, comprehensive, coordinated, and cost effective to ensure that security considerations are fully

integrated into the architecture of the nuclear security enterprise and NNSA business processes.   

7.3.1 Information Technology  

The OCIO focus for the next 5 years is to transform the computing environment in support of the

Administrator’s OneNNSA1 vision via three objectives: the NNSA Network Vision (2NV), the Joint

Cybersecurity Coordination Center (JC3), and the Cyber Sciences Laboratory (CSL). 2NV will provide a

secure, mobile, agile, and adaptive IT infrastructure.  JC3 will provide understanding of the “health” of

that computing environment from a cyber security and network operations perspective.    CSL will

provide IT research and development capability to support the NNSA mission.   

The future IT infrastructure will be smaller and deliver more value as NNSA transitions to an integrated

and secure “cloud” architecture.  In accordance with the NNSA Strategic Plan (NNSA 2011), the OCIO will

employ “a management approach that integrates leadership, people, and processes to better

accomplish our goals as a unified nuclear security enterprise.”  Nuclear security enterprise governance,

enabled by 2NV, JC3, and CSL, will advance the OneNNSA vision by eliminating internal “stove pipes”

and identifying risks using holistic measures and risk‐informed models.

7.3.2 NNSA Network Vision  

2NV will enhance and modernize the IT environment to allow the workforce to perform duties from any

approved device anywhere, at anytime. The cloud architecture will provide common services so that

NNSA Headquarters, field sites, national security laboratories, Nevada National Security Site, and

nuclear weapons production facilities can utilize common services such as email, web conferencing,

collaboration, emergency response management, records management, and facilities management.

                                                      

1 A smaller, safer, more secure, and less expensive nuclear security enterprise that leverages the scientific and technical

capabilities of the workforce to meet all NNSA national security requirements.
June 2013 | Department of Energy

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Collaborative behavior, a core value of the OneNNSA vision, will be necessary to achieve excellence for

mission success in a safe, secure, and efficient manner.   NNSA will achieve the “We operate jointly”

culture needed to support governance policy to optimize success and excel at what it does.    In

particular, the collaborative culture will enable more‐efficient use of IT investments and more‐rapid

access to IT services.  The greater coordination and collaboration in information management policy and

technology deployment will result in greater productivity and reduced costs. At the same time, a

reduction in the redundancy of applications, networks, and services will increase effectiveness and

security.

7.3.3 Transformation of Information Technology Architecture

During FY 2013, the NNSA is focused on delivering three distinct new capabilities that will provide the

underlying architectural tools for future transformation of the nuclear security enterprise:

 YOURcloud is a secure, community cloud‐services broker powered by Infrastructure on Demand

(IoD) that will enable a state‐of‐the‐art multi‐tenant, multi‐cloud platform for secure application

hosting, data center consolidation, and shared services hosting.    IoD was developed by LANL

provides a management and security control panel for managing a diverse set of cloud

environments while respecting site autonomy for managing their discrete workloads.

 OneNNSA Network is a secure wide area network connecting all NNSA sites to the cloud.   All

traffic will be encrypted with FIPS 140‐2 compliant algorithms to protect the confidentiality of

NNSA information.    In addition, the network will provide federated Identity Management

services for single‐sign‐on to the cloud and a base foundation for HSPD‐12 implementation.

 ONEvoice is an agency wide unified communications solution providing desktop video, web

conferencing, instant messaging, presence, and voice for all NNSA employees (both Federal

employees and M&O contractors).  This solution will be integrated with an agency wide social

network to provide enhanced features for collaboration, document sharing, crowd sourcing, and

knowledge retention.

These capabilities will be delivered as an integrated set of solutions under the DOE’s RightPath initiative

in partnership with the DOE Chief Information Officer.    In particular, these NNSA investments will

leverage new circuits, infrastructure, and endpoints that are procured using DOE’s innovative Energy

Savings Performance Contract.  When combined, these capabilities will provide a first of its kind agency‐

wide transformation centered on improved collaboration, world class security, enhanced energy savings,

and ultimately will significantly lower costs.  

7.3.4 Joint Cybersecurity Coordination Center

Incident management reform is a key element of the Secretary of Energy’s Management Excellence

Initiatives. In spring 2010, DOE assessed its Incident Management Program and identified the need to

(1) provide agile, robust, transparent, and integrated capabilities for the DOE front‐line cyber security

operations; (2) use the collective DOE expertise; and (3) meet Federal requirements for incident

management and response.  JC3 was formed in 2011 to achieve these objectives.  JC3, which includes

NNSA engagement, will allow DOE to understand the “health” of its computing environment from a

cyber security and network operations perspective. JC3 is responsible for consolidating the cyber

security incident management capability and governance processes into a single comprehensive unit,

and for streamlining information sharing, reporting, and access to technical resources (24 hours a day,

7 days a week), while preserving an individual organization’s unique requirements and information.  
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐13

7.3.5 Cyber Sciences Laboratory

The CSL is a virtual cyber defense R&D capability that combines the top researchers from nine national

laboratories, academia, and industry to provide game changing new capabilities for securing DOE/NNSA

operational networks, nuclear‐weapons‐related information systems, and the electrical grid.  During the

last year, CSL has made substantial progress towards institutionalizing a robust cyber defense R&D

program.   Accomplishments include establishing a formal governance process, publishing a research

vision and roadmap, and becoming the recognized third pillar of modernization.  

In the upcoming fiscal year, CSL will execute an ambitious R&D portfolio that pools efforts from across

the enterprise, academia, and industry to focus on three signature programs:  Scalable Testing of System

Cyber Dynamics, Resilience and Assurance, Big Data and Behavioral Cyber Analytics.   The successful

outcome of this research will ensure that (1) new capabilities are rolled into the JC3, (2) scientific

foundations for cyber security can be established in nascent and emerging areas, and (3) the overall risk

related to nuclear weapons information, the electrical grid, and sensitive data on our operational

networks can be significantly reduced.  Over time, the products of CSL will increase the cost of attack for

an adversary, improve the economics of defense, and provide higher assurance that the systems and

networks supporting the DOE/NNSA mission can be operated at a higher level of assurance.  In addition,

sharing information with other Government agencies and transitioning tools to practice within industry

will further magnify the effects of this R&D capability outside DOE/NNSA.

7.3.6 Subprograms of NNSA Chief Information Officer Activities  

The three subprograms to be created in FY 2013 are summarized below.  As part of consolidating cyber

security and IT activities, the Technology Application Development subprogram that was part of the

Cyber Security Program in FY 2011 and FY 2012 is being realigned to the Infrastructure subprogram, and

a new subprogram, Federal Unclassified Information Technology, is being created.

7.3.6.1 Infrastructure Subprogram

This subprogram supports cyber security operations and activities at all NNSA sites.    A risk‐based

“defense‐in‐depth” approach will be used to achieve cyber security in a highly networked environment

by balancing protection capability and cost, performance, and operational considerations.  The defense‐

in‐depth approach, a combination of known best practices and a cost strategy that relies on intelligent

application of techniques and technologies, has three components: personnel, technology, and

operations.    This approach will provide the personnel and technology to maintain a cyber security

posture that complies with Federal and DOE/NNSA policies and processes while addressing the

increased number and complexity of threats, vulnerabilities, and risks via multiple security techniques.

7.3.6.2 Enterprise Secure Computing Subprogram

This subprogram provides a state‐of‐the‐art, classified, computing infrastructure to enable collaboration

and information‐sharing in a secure environment by focusing on daily operations, infrastructure

enhancements, and application deployment.

7.3.6.3 Federal Unclassified Information Technology Subprogram  

This subprogram develops and advances policies and initiatives in support of solutions to specific cyber

security needs at NNSA Headquarters and sites.    Efforts are focused on emerging technologies and

leveraging existing technologies to create a more secure environment.  In addition, new strategies can

be developed to support activities across NNSA and to foster collaboration.
June 2013 | Department of Energy

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7.3.7 NNSA Chief Information Officer Activities Program Goals  

The overarching goal is to implement a flexible, full‐life‐cycle, risk‐based management program that has

the following characteristics:

 Provides adequate protection of NNSA information and information assets.

 Is predicated on Executive Orders; national standards, laws, regulations; and DOE/NNSA Orders,

manuals, directives, and guidance; thereby resulting in a cyber security architecture that is

aligned with the nuclear security enterprise architecture, has an appropriate policies and

procedures framework and methodology, and follows a comprehensive management approach

to ensure alignment with DOE/NNSA and OCIO strategic plans and support of NNSA’s mission.

 Ensures NNSA complies with DOE’s defense‐in‐depth cyber security strategy and the NNSA

Information Management Strategic Plan and maintains current certification and accreditation

packages, resulting in an official Authority to Operate signed by the designated authority.  

The subprogram goals are:   

Infrastructure

 Protect and defend NNSA information and information assets, from the perimeter to the end

user, to ensure data availability, integrity, and confidentiality.

 Manage 2NV, JC3, and CSL to provide a broad, deep framework for cyber security controls.

 Initiate a site assessment visit process to assure support for the cyber security mission and

future requirements.    Develop and deploy a centralized management system to track cyber

security assets.

 Develop and implement a career development and tracking program to provide enhanced

technical and management training opportunities.

Enterprise Secure Computing

 Mitigate the risk to classified information assets via a technology design that provides effective

network‐level monitoring, limits an intruder’s ability to traverse the network, offers the

minimum level of services required, and is updated in a timely manner to lessen vulnerabilities.

 Develop enhanced information security protections and transparencies for NNSA's information

systems, applications, and networks. Develop improved information security protection and

accountability tools and practices in classified and unclassified environments.

Federal Unclassified Information Technology

 Improve Federal oversight and compliance assessment of the cyber security posture.

 Continue to develop NNSA policies that implement national and DOE/NNSA cyber security

policies and best practices.  Implement the updated certification and accreditation processes.

 Develop consolidated cyber security policy guidance to balance risk management and

performance and use modern document distribution methods.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐15

7.3.8 NNSA Chief Information Officer Activities Program Strategy  

NNSA must defend against cyber threats that are increasing in number, complexity, and sophistication,

while supporting the application of advanced information technologies to national security and other

missions.    Its sites will continue to improve the scope and quality of cyber security by implementing

NNSA guidance and addressing the increased requirements.  Executing the strategies and accomplishing

the objectives and goals outlined in the NNSA Information Management Strategic Plan will result in an

integrated program that balances operations, technology, and personnel to achieve defense‐in‐depth.   

The remainder of this strategy section includes the following:

 Summaries of the five components of the long‐term NNSA strategy for cyber security (planning,

policy and guidance, architecture and technology, services, and performance measurement)

 General indicators to measure the success of defense‐in‐depth via the three key pillars

(operations, technology, and people)

 A description of the risk management process for cyber security

Key milestones, objectives, and future plans are shown in Figure 7–4 in Section 7.4.3.

7.3.8.1 Long‐term Strategy for the NNSA Chief Information Officer Activities Program  

Planning.  A collaborative effort with the field offices is used to understand the threat landscape and

identify weaknesses through process validation and performance measurement.  This information is fed

back to the planning component to generate a long‐term strategic plan and an annual tactical plan.  The

planning processes and documentation include a cyber security working group, strategic and tactical

plans, and a DOE threat statement and risk assessment.

Cyber security policy and guidance.  The policy component is closely aligned with the DOE cyber and IT

governance program and the planning component.  Cyber security policies establish high‐level goals and

outcomes for the program.  Enhanced by guidance and performance metrics, the policy is in place to

drive implementation.  The focus is on a top‐level “thin‐client policy,” supported by DOE guidance, to

achieve a less risk‐averse cyber security component.

Architecture and technology. Installing well‐defined, high‐level structures, processes, and principles

puts DOE/NNSA in a position to manage its IT assets.  To achieve the best results and ensure a standard

approach is applied across DOE/NNSA, NNSA Chief Information Officer Activities program will address

architectural guidance, licensing of security tools and products, and a technology review and

development process.

Services.  The OCIO facilitates the adjustment of NNSA sites in adapting to new processes and policies

through various services and by performing key initiatives.    The aim of the services component is to

develop an intelligent, proactive approach to mitigate the security threat to DOE/NNSA.    Processes

stemming from this component include cyber security communications, education and awareness, asset

management, advice and assistance, and awards and recognition.

Performance measurement. This component provides a clear and consistent way to measure success

and demonstrate results to senior management.  The processes and documents from this component

include compliance review and monitoring and development of performance metrics.
June 2013 | Department of Energy

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7.3.8.2 General Indicators for Measuring the Success of Defense‐in‐Depth for Cyber Security  

Successful execution of the NNSA Information Management Strategic Plan can be gauged by evaluating

the general indicators for the three key pillars of cyber security.

Operations.  Success indicators in operations include the following:

 Policies, processes, and procedures will be understandable and implementable.

 Program managers, users, and support personnel will have confidence in the information and

information assets used to achieve their missions.

 Decision makers will share a seamless and common view of information that spans the nuclear

security enterprise, allowing joint decisions on certification and accreditation activities.

 NNSA’s cyber security architecture will allow integration and implementation of products and

services to enhance cyber security capabilities.

 Oversight assessments will identify security gaps, and corrective actions will be documented in a

plan of action and milestones and monitored for progress.

 Missions and research activities will be completed, with security restraints.

Technology.  Success indicators in technology are as follows:

 Cyber security capabilities will be dynamic, robust, agile, reconfigurable on demand, available,

and consistently controlled at all points of access.

 Cutting‐edge technologies will be researched to provide protection, detection, and response.  

After evaluation, these products will be rapidly deployed across all NNSA systems and networks.  

People.  Success indicators in personnel include the following:

 Cyber security personnel will be trained to ensure protection of the computing environments.

 The entire workforce will recognize the importance of cyber security and understand their roles

and responsibilities.

 Certification and accreditation packages will clearly state management, operational, and

technical controls, and responsible individuals will ensure adherence to these controls based on

acceptable residual risks.

7.3.8.3 Risk Management Process for Cyber Security

The risk management approach defined in the NNSA Strategic Plan (NNSA 2011) provides the guidance

to protect information assets by implementing a process to identify and evaluate potential risks and to

respond intelligently and proactively to those risks to avoid damage to NNSA’s mission, performance,

and reputation.    The risk management process is being conducted according to the sequence in

Figure 7–1.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐17

Figure 7–1.  NNSA Chief Information Officer Activities program work flow for the

risk management process

7.3.9 NNSA Chief Information Officer Activities Program Challenges

Subprogram challenges of the NNSA Chief Information Officer Activities Program are:

Infrastructure

 Some Office of Management and Budget and DOE requirements for unclassified cyber security

activities are unfunded.

 A cyber security risk management approach that includes requirements and an implementation

plan must be developed.

 Incident management and handling processes for cyber security are not consistent across

DOE/NNSA.

 Expanded use of advanced information technology solutions is required to improve the overall

computing environment and enhance user interactions.

 The cyber security infrastructure must be replaced and modernized.

Enterprise Secure Computing

 New Federal requirements for classified environments must be implemented nuclear security

enterprise‐wide, such as Comprehensive National Cyber Security Initiative Item #7 and network

and system enhancements.

 Investment planning is needed for cyber security technologies in NNSA networks.

Federal Unclassified Information Technology

 Resources are required to research cyber security development and deployment issues that

have resulted from expanded use of advanced information technologies.

 Investment planning must be implemented for cyber security technology development.
June 2013 | Department of Energy

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7.4 Milestones, Objectives, and Future Plans

7.4.1 Secure Transportation Asset Program Milestones, Objectives, and

Future Plans

Figure 7–2.  Secure Transportation Asset program milestones and objectives timeline  

7.4.2 Defense Nuclear Security Program Milestones, Objectives, and

Future Plans

Figure 7–3.  NNSA Physical Defense Nuclear Security program milestones and objectives timeline
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 7‐19

7.4.2.1 Ongoing Activities and Projects in NNSA Safeguards and Security Defense Nuclear Security  

In addition to the activities and projects in Figure 7–3, the following Defense Nuclear Security efforts are

ongoing:

 Conduct Safeguards and Security effectiveness assessments across the nuclear security

enterprise.

 Continue to improve the Safeguards and Security Program.

 Assess security implementation efforts by reviewing and updating security plans and

performance testing, reviewing vulnerability assessments, and revising threat and vulnerability

analyses.

 Transition to and implement the Joint Nuclear Security Collaboration Initiative to provide

greater consistency between DOE/NNSA and DoD regarding nuclear weapons and material

protection strategies and practices.   

 Plan deployment of Integrated Video Assessment Systems at the Nevada National Security Site.   

 Install wireless Motomesh systems at Pantex and the Nevada National Security Site.

 Complete reviews of classified and sensitive information at NNSA Headquarters and field offices.  

 Focus on standardizing technologies to provide operational efficiencies for security programs.

 Upgrade security systems and reduce the Y‐12 Protected Area initially by approximately 70 acres

and ultimately by approximately 130 acres.

7.4.3 NNSA Chief Information Officer Activities Program Milestones,

Objectives, and Future Plans

The NNSA Chief Information Officer Activities Program has begun to develop a robust set of

performance metrics to better align the budget requirements with anticipated performance outcomes.  

Figure 7–4.  NNSA Chief Information Officer Activities program milestones and objectives timeline

Chapter 8

Future Years Nuclear Security 

Program Budget, Requirements 

Estimates, and Operations and 

Effective Business Practices

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐1

CHAPTER 8

FUTURE YEARS NUCLEAR SECURITY

PROGRAM BUDGET, REQUIREMENTS

ESTIMATES, AND OPERATIONS AND

EFFECTIVE BUSINESS PRACTICES

NNSA has worked in close coordination with DoD over the past year to develop a responsible and

affordable plan that ensures the safety and reliability of the stockpile and maintains the essential

capabilities and infrastructure.  The plan described in the FY 2014 FYNSP and in this SSMP is the result of

rigorous analysis and tradeoffs between requirements and resources1

.    This joint analysis effort will

continue as a multi‐year, iterative process to adjust the plan to ensure it continues to reflect the best

available planning data and a joint consensus on the balance between requirements and resources.

The budgetary information in this chapter of the SSMP provides an overview of the key elements in the

Weapons Activities budget.    This chapter also includes figures that graphically illustrate the relevant

budgetary information for specific activities associated with each of these key elements.    The FYNSP

section is followed by a section that describes selected budget requirement estimates for 20 years

beyond the FYNSP, along with the assumptions upon which these estimates are based.  That section also

includes past and projected weapon system life cycle costs used as part of the estimates beyond

the FYNSP.

This section concludes with some of the actions NNSA is taking to improve the effectiveness and reduce

the cost of its operations and business practices.    These actions were being worked on prior to the

recent NNSA and DOD joint study recommendation to identify Management Efficiencies and Workforce

Prioritization target reductions for FY 2014 through FY 2018.    To meet the Nuclear Posture Review

(DoD 2010) goals but still stay within the tight discretionary spending caps now in place, NNSA, in

coordination with DOD, is proposing to achieve savings through a strong synergy and alignment among

science, engineering, technology development, and manufacturing capabilities with LEPs and by

implementing several management efficiencies and reducing work on lower priority efforts.  

8.1 Future Years Nuclear Security Program Budget

Table 8–1 shows the FYNSP budget for Weapons Activities.  The numbers in this table for the FY 2014

FYNSP reflect the incorporation of “Workforce Prioritization” and “Management Efficiencies” savings

targets generated as part of the joint study with DoD.  These targets, as shown in Table 8–2, reflect the

NNSA commitments to generate total program savings through realignment of staff via priority efforts

such as LEPs, as well as the realization of efficiencies that would reduce the cost of executing stockpile

                                                           

1 The funding levels reflected in this chapter and the activities described throughout this document do not include the impacts of

sequestration.
June 2013 | Department of Energy  

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stewardship and management activities.  The planning to achieve these savings includes the completion

of a workforce study and an analysis of options to realize particular efficiencies.

Funding for activities that formerly composed the Readiness in Technical Base and Facilities Program has

now been moved to two programs.  A new program, Nuclear Programs, funds strategic investments to

modernize nuclear manufacturing capabilities.  The Site Stewardship Program funds field infrastructure

and operations that broadly support all programs within the nuclear security enterprise and NNSA.

Another change from the FY 2013 FYNSP is the transfer of activities funded under the Nuclear

Counterterrorism Incident Response and National Security Applications programs to the Nuclear

Nonproliferation appropriation.

Table 8–1.  Overview of Future Years Nuclear Security Program budget for Weapons Activities

in fiscal years 2012 through 2018 a

Activity

Fiscal Year (dollars in millions)

2012

Current

2013

Annualized CR b

2014

Request

2015

Request

2016

Request

2017

Request

2018

Request

Directed Stockpile Work   1,862.1 2,111.3 2,428.5 2,539.7 2,586.3 2,732.4 3,045.5

Science Campaign 331.9 350.1 397.9 513.6 541.9 537.2 535.2

Engineering Campaign 141.8 150.6 149.9 165.1 166.9 160.5 172.0

Inertial Confinement Fusion Ignition

and High Yield Campaign

474.5 465.0 401.0 367.8 364.2 353.9 345.6

Advanced Simulation and Computing

Campaign

618.0 595.0 564.3 601.1 621.0 633.9 646.7

Readiness Campaign 128.4 130.1 197.8 271.0 254.6 225.8 224.6

Secure Transportation Asset 243.1 219.4 219.2 226.1 234.1 245.5 248.2

Readiness in Technical Base and

Facilities

2,013.7 2,216.8 0 0 0 0 0

Nuclear Programs 0.0 0.0 744.5 994.1 1,191.6 1,208.5 1,333.2

Site Stewardship 82.2 90.0 1,706.0 1,745.4 1,729.2 1,775.7 1,705.6

Facilities and Infrastructure

Recapitalization

96.1 0 0 0 0 0 0

Nuclear Counterterrorism Incident

Response

221.4 247.6 0 0 0 0 0

Defense Nuclear Security 692.1 674.5 679.0 643.7 652.8 667.3 682.2

NNSA Chief Information

Officer Activities

131.4 137.0 148.4 179.8 151.7 154.4 157.0

National Security Applications 10 18.2 0 0 0 0 0

Legacy Contractor Pensions 168.2 185.0 279.6 302.3 291.1 237.6 197.0

Adjustments 0 (33.2) (47.7) 0 0 0 0

Weapons Activities Total 7,214.8 7,557.3 7,868.4 8,549.7 8,785.4 8,932.8 9,292.9

a

  Totals may not add due to rounding. b FY 2013 amounts shown reflect the P.L. 112‐175 continuing resolution level annualized to a full year.

Table 8–2.  Savings targets for workforce prioritization and management efficiencies

Fiscal Year (dollars in millions)

2014 2015 2016 2017 2018

Workforce Prioritization Savings (240.4) (267.0) (307.2) (324.3) (398.1)

Management Efficiencies Savings (80.0) (162.6) (247.4) (339.6) (439.1)

Total (320.4) (429.6) (554.6) (663.9) (837.2)
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐3

Figure 8–1 shows how this level of funding over the FYNSP compares with Weapons Activities

purchasing power (in 2010 dollars) in prior years.

Figure 8–1.  Weapons Activities historical purchasing power — fiscal years 2001 through 2018  

Figures 8–2 to 8–11 display the pie charts for the FY 2014 budget and the tables that detail the FY 2014

FYNSP breakdown and the reference years FY 2012 and FY 2013.

8.2 Directed Stockpile Work Budget

Figure 8–2.  Directed Stockpile Work funding schedule for

fiscal years 2012 through 2018   
June 2013 | Department of Energy  

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The LEP funding line has been retitled “Life Extensions Programs and Major Alterations.”  This funding

line includes all Phase 6.2‐6.6 activities for full or partial warhead life extension efforts whose

anticipated cost for research, development, test, and evaluation, or total procurement triggers a

Congressional requirement to submit a Special Acquisition Report.

The Stockpile Systems and Stockpile Services budget lines in Figure 8–2 include Surveillance Program

funding in the amounts shown for FY 2010 through 2018 in Table 8–3.   

Table 8–3.  Surveillance Program funding for fiscal years 2010 through 2018

Fiscal Year (Dollars in Millions)

2010 2011 2012 2013 2014 2015 2016 2017 2018

Surveillance Program

Funding 181 239 239 217 225 213 219 209 214

8.3 Science, Technology, and Engineering Budget and Readiness

Campaign Budget

8.3.1 Science Campaign

Figure 8–3.  Science Campaign funding schedule for fiscal years 2012 through 2018
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐5

8.3.2 Engineering Campaign

Figure 8–4.  Engineering Campaign funding schedule for fiscal years 2012 through 2018

8.3.3 Inertial Confinement Fusion Ignition and High Yield Campaign

Figure 8–5.  Inertial Confinement Fusion Ignition and High Yield Campaign funding schedule

for fiscal years 2012 through 2018
June 2013 | Department of Energy  

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8.3.4 Advanced Simulation and Computing Campaign

Figure 8–6.  Advanced Simulation and Computing Campaign funding schedule

for fiscal years 2012 through 2018

8.3.5 Readiness Campaign  

Figure 8–7.  Readiness Campaign funding schedule for fiscal years 2012 through 2018
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐7

Table 8–4 shows the estimated costs, funded under the Tritium Readiness subprogram, to support the

projected increase in tritium requirements.  In 2010, the U.S. Government Accountability Office, as part

of an audit of the Tritium Readiness subprogram, recommended that NNSA ensure it complies with

appropriate contracting procedures and that its future budget requests account for the subprogram’s

large unexpended balances. Previously, NNSA provided funding to component and service suppliers to

fully fund the 5‐year period of their contract options.  NNSA relies extensively on commercial suppliers,

through multi‐year contracts, to support this subprogram. This funding profile, combined with a

decrease in the requirement for TPBARs manufacture and irradiation, resulted in high uncosted

balances.    As a result of the audit recommendations by the U.S. Government Accountability Office,

NNSA undertook efforts to develop and implement an acquisition strategy that funds suppliers on a

shorter time basis and now takes account of uncosted balances for future funding requests.  The Tritium

Readiness subprogram also terminated its out‐year scope for component procurements and de‐

obligated funds that would have been in excess at the expiration of the period of performance for the

current options.  These adjustments are reflected in Table 8–4.

Table 8–4.  Estimated tritium readiness resource requirements

Fiscal Year (dollars in millions)

2012 2013 2014 2015 2016 2017 2018 2014 – 2018

Requirements 63.5 65.4 95.7 122 111.3 102.9 134.6 566.5

President’s Budget/Future Years

Nuclear Security Program

63.5 65.4 91.7 115.8 104.5 95.6 123.2 530.8

Surpluses/shortfalls a 0 0 (4.00) (6.20) (6.80) (7.30) (11.40) (35.70)

a Shortfall arises from the general application of savings targets for Management Efficiencies and Workforce Prioritization for which studies

are ongoing to determine the final allocation.

8.4 Nuclear Security Enterprise Infrastructure and Operations

As noted above, the activities formerly found in the Readiness in Technical Base and Facilities Program

are now split between Nuclear Programs and the Site Stewardship Program.  

Figure 8–8.  Nuclear Programs funding schedule for fiscal years 2012 through 2018
June 2013 | Department of Energy  

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Figure 8–9.  Site Stewardship funding schedule for fiscal years 2012 through 2018

8.5 Secure Transportation Asset Budget

Figure 8–10.  Secure Transportation Asset funding schedule

for fiscal years 2012 through 2018
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐9

8.6 Other Weapons Activities Budget

Figure 8–11.  Other Weapons Activities funding schedules for fiscal years 2012 through 2018

8.7 Other Fiscal Issues

8.7.1 Pension Cost Growth and Alternative Mitigation Strategies

NNSA has a large contractor workforce, many of whom participate in employer‐sponsored, defined‐

benefit pension plans.    Pursuant to DOE/NNSA contracts with its contractors, the U.S. Government

reimburses reasonable pension costs.   Market downturns, interest rate decreases, and new statutory

requirements have caused large increases in pension costs.    The Administration is fully committed to

continuing to reimburse contractors for these pension costs in accordance with their contracts.  NNSA is

also responsible for legacy pension costs associated with the former University of California contracts.  

The Administration’s FY 2014 budget request will continue to cover the total pension reimbursement

and legacy contractor pension costs, which are estimated to be $886.7 million for all of NNSA for

FY 2014.  This represents $112.4 million more than the estimated payments for FY 2013 ($774.3 million).   

The Administration continues to evaluate multiple approaches to determine the best path to covering

the pension plan contributions while minimizing the impact on NNSA’s mission.    Contractors are

evaluating mitigation strategies, such as analyzing plan changes, identifying alternative funding

strategies, and seeking increased participant contributions.  Contractors have also been directed to look

for savings in other human resource areas to fund the pension plan contributions.
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8.8 Estimates of Requirements Beyond the Future Years

Nuclear Security Program

Projections beyond the FYNSP are appropriately called estimates.    These are snapshots in time of

expected inflation and other factors, given a specific set of requirements that are themselves not fixed

over a period of years.  Budget estimates are evaluated each year and adjusted as necessary.  For the

cost projections beyond the FYNSP, an escalation of 2 percent per year is assumed after FY 2018 for

those activities expected to be operating at the same levels as during the FYNSP.  For some elements,

such as for LEPs and other discrete projects, this estimate is not valid.  In those cases, discrete estimates

of the requirements have been made using currently available planning data.

Figure 8–12 shows the Weapons Activities funding contained in the FY 2014 President’s Budget.

Section 8.9 includes the current estimates for direct support of the stockpile for the conduct of

surveillance, assessment, maintenance, and life extension activities.

Figure 8–12.  Estimate of out‐year budget requirements for Weapons Activities

of the NNSA in then‐year dollars

NNSA has been examining alternatives to the construction of the CMRR‐NF and recently briefed

Congress on the plutonium strategy.  The FYNSP does contain funding for elements of the strategy to

achieve a 30‐pits‐per‐year capability by FY 2021.  No funding has been included in the FYNSP or beyond

for construction of the CMRR‐NF or the alternatives to reach potentially up to 80 pits per year capability

as early as 2030 because of immaturity in the planning for the alternatives.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐11

8.9 Estimates for Stockpile Management

Life cycle costs encompass all anticipated costs associated with a project or program throughout its

lifetime, from pre‐design, through manufacturing, to end of life.    For nuclear weapons, life cycle cost

analysis is useful in comparing similar weapon designs.  Where systems may have the same R&D costs,

one weapon design may have a lower manufacturing cost, but higher maintenance and support costs.

The design, manufacturing, and sustainment costs of the weapons in the stockpile were not reported by

weapon type before FY 2003, and back calculating these costs is not feasible.    At the direction of

Congress, starting with the FY 2005 DOE budget request, certain stockpile sustainment costs for each

weapon type within the DSW program have been reported annually.   Actual sustainment funding for

weapons maintenance and life extension activities has been reported as prior‐year appropriations back

to FY 2003.    Sustainment costs include ongoing assessment activities, LLC exchanges, required and

routine maintenance, safety studies, periodic repairs, resolution and timely closure of SFIs, military

liaison work, and surveillance to assure the continued safety, security, and reliability of the stockpile.  

These costs are incurred every year that a weapon is in the active stockpile.  LEPs, which are not part of

stockpile sustainment, are undertaken as needed to extend the life of a warhead for an additional 20 to

30 years or more.  LEP costs are incurred only for the duration of the life extension activities.

Such weapon‐specific sustainment appropriations do not reflect the breadth of stockpile support

activities in the Weapons Activities account of the NNSA budget.  In fact, weapon‐specific costs are only

a fraction of the Weapons Activities budget or of the DSW program budget.  Other costs are traceable to

the Stockpile Services subprogram (under the DSW program), the ST&E campaigns, and the physical

infrastructure, as well as to security and transportation, all of which make current and future weapon‐

specific activities possible.    Further discussion of each of these Weapons Activities is in the classified

Annex to this SSMP.

Figures 8–13 through 8–19 show the annual stockpile sustainment and life extension

costs (in then‐year dollars) that can be directly associated with a warhead in the active stockpile.  

Figures 8–20 through 8–23 show the life extension costs (in then‐year dollars) for life extension efforts

that can be associated with more than one weapon system in the active stockpile.  Cost estimates for

future weapons programs were based on cost for the W‐76‐1 LEP.  These preliminary estimates could be

lower or higher depending on the ability to reuse components versus new components.  Each of these

efforts will result in a warhead that is interoperable between the platforms that currently carry the

referenced warheads. The intent of the Nuclear Weapons Council’s current baseline strategic plan is to

replace one or more current stockpile warheads with each of the interoperable, life‐extended warheads.  

Ultimately, the four current SLBM/ICBM warhead types will be replaced with three interoperable types.

The sustainment costs for the interoperable warheads, once they enter the stockpile, have been

captured in sustainment costs for existing warheads because of the classification of the transition plan.  

Interoperable warheads are expected to have a reduced total sustainment cost of the weapons they

replace due to consolidation of warhead types.  The extent of these savings, however, has not yet been

determined.   Details on the transition from existing warheads to interoperable ones can be found in

Chapter 2 of the classified Annex.
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Figure 8–13.  B61 gravity bomb projected costs for fiscal years 2014 through 2038
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐13

Figure 8–14.  W76 nuclear warhead projected costs for fiscal years 2014 through 2038

Figure 8–15.  W78 nuclear warhead projected costs for fiscal years 2014 through 2038
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Figure 8–16.  W80 nuclear warhead projected costs for fiscal years 2014 through 2038

Figure 8–17.  B83 gravity bomb projected costs for fiscal years 2014 through 2038
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐15

Figure 8–18.  W87 nuclear warhead projected costs for fiscal years 2014 through 2038

Figure 8–19.  W88 nuclear warhead projected costs for fiscal years 2014 through 2038
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Figure 8–20.  IW‐1 life extension program projected costs for

fiscal years 2014 through 2038

Figure 8–21.  Cruise missile warhead life extension program projected costs for

fiscal years 2014 through 2038
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐17

Figure 8–22.  IW‐2 life extension program nuclear warhead projected costs for

fiscal years 2014 through 2038

Figure 8–23.  IW‐3 nuclear warhead projected costs for fiscal years 2014 through 2038
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Total projected direct costs in then‐year dollars for each weapon within the FY 2014 through FY 2038

period are provided in Figure 8–24. Even though those figures do not capture all of the costs incurred

for each weapon, they illustrate the significance of life extensions to the life cycle cost of a weapon

system.  As noted above, the conduct of both sustainment and life extension activities is tremendously

dependent on the capabilities, technologies, and services provided by the other elements included in

the Weapons Activities account.  

Figure 8–24.  Total weapon cost projected for fiscal years 2014 through 2038

Figure 8–25 is a one‐chart summary of the total projected nuclear weapons life extension costs over the

period from FY 2013 through FY 2038 based on the LEP schedule reflected in Figure 2–8.    The chart

shows the general magnitude of costs, including both the direct LEP cost and the incremental costs

(other program monies) to the routinely funded base activities.  Conduct of these efforts is dependent

on a base that is adequately funded.   

Figure 8–25.  Total U.S. projected nuclear weapons life extension costs

for fiscal years 2013 through 2038
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐19

8.10   Operations and Effective Business Practices

NNSA has a history of continuous improvement initiatives; it is now formalizing, prioritizing, and

implementing with rigor the OneNNSA efficiencies under the Mission First umbrella.    The purpose of

Mission First efficiencies is to implement improved management system standards, information

technology, and enhanced business and project management tools.  A core objective is to reduce annual

indirect and overhead costs to enable NNSA to focus more of its human and financial resources on the

core missions and their delivery to customers.  For example, a new acquisition strategy was developed

and used to merge the Pantex Plant and Y‐12 M&O contracts.  Consolidation of those contracts will work

seamlessly to enhance mission performance, strengthen partnerships, and improve stakeholder

confidence in an era of diminishing resources.  In effect, Mission First will continue to streamline the

governance and NNSA organizational structure and use the existing best practices of the sites and

contractors to develop new techniques that will be applied to the entire nuclear security enterprise.   

The Mission First efforts identified below reflect the overall commitment of NNSA to identify savings

wherever possible and are in addition to other efforts underway to identify savings consistent with the

joint NNSA‐DoD CAPE study.  The specific Mission First efficiencies highlighted include:

 International Organization for Standardization (ISO) management systems standards:    no

FY 2013 target savings goal

 Governance model:  no FY 2013 target savings goals

 Wireless technology:  net savings of $280 million identified

 One‐card access control:  savings range $7,491 (high end) to $3,752 (low end) in FY 2012, dollars

in thousands

 NNSA Network Vision (2NV):  total net savings estimated at over $280 million

 Business Management Advisory Council:  no FY 2013 target savings goal

 Defense Programs’ Enterprise Portfolio Analysis Tool:  no FY 2013 target savings goal

 Defense Programs’ Work Breakdown Structure (WBS):  no FY 2013 target savings goal

These efficiency initiatives are summarized below.

8.10.1 International Organization for Standardization Management

Systems Standards

The Administrator committed to Congress and other external stakeholders that NNSA would implement

an enterprise‐wide management system that complies with an international consensus standard to

improve overall organizational efficiency and stewardship.    In support of this commitment, NNSA

launched a project to build a management system compliant with ISO 9001: 2008, Quality Management

Systems, to implement DOE Order 414.1D Quality Assurance, under the initiative for Federal entities.  

The NNSA ISO Steering Committee developed a plan in January 2012 for implementing ISO 9001.   As

part of this plan, an ISO Project Team began a series of activities to set the stage for implementation.  

This included training a significant number of staff members on the ISO Standard, selection and

procurement of an ISO technical expert to provide advisory services, and performance of a number of

gap analyses designed to measure current Headquarters processes against the ISO requirements.  With

the establishment of the Office of Infrastructure and Operations, leadership directed that

implementation activities should focus on building a management system in the new organization that,
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from the start, would perform in conformance with ISO principles.  Accordingly, leadership and staff are

being trained on ISO practices, and development of the documentation is under way.  At the same time,

NNSA‐wide procedures are being developed to execute ISO requirements for internal audits,

management reviews, and corrective and preventive actions.  Working from a draft quality manual, the

Office of Quality Management, which is an outgrowth of the ISO Project Team, will continue to move

NNSA toward full ISO implementation.  In the coming months, NNSA will train additional personnel on

the ISO Standard, train auditors, pursue development of the documentation, and test out a cycle of

internal audits, management review, and corrective and preventive action activities.

8.10.2 Governance Model

Congress and a number of independent panels have recommended that the NNSA organization and

governance model be examined and perhaps revamped.    This effort has been under way, with some

significant changes resulting to date.  Governance is being improved on both the Federal side and the

contractor side.   On the Federal side, NNSA is creating the Office of the Associate Administrator for

Infrastructure and Operations.  This office will provide centralized and consistent policy and direction to

the nuclear security enterprise field sites.    NNSA has also created the Nuclear Production Office to

replace the separate offices in Amarillo, Texas and Oak Ridge, Tennessee with a single production

focused office.  This consolidation provides a management structure that is appropriate for the forward‐

leaning strategy of the single contract for operating both of these nuclear weapons production facilities

that was recently awarded.    Because of the contract protest, implementation of this consolidated

contract acquisition continues to be delayed.

These are key examples of how NNSA is streamlining its governance model.   NNSA has moved from

“initiatives” to actions and continuous improvement.  NNSA is also responding to valuable external input

in the area of effective and appropriate collaboration with M&O contractor partners.  At the direction of

the Principal Deputy Administrator, a team effort to improve “Governance and Collaboration” is working

to develop processes that more effectively use contractor input; for example, whenever DOE Directives

or Orders are changed or there is a need to work jointly on improvements to contractor‐proposed

business processes.

These efforts are elements of NNSA’s strategy to deal with the resource realities outlined earlier in this

document.  NNSA must ensure nuclear safety, nuclear security, and cyber security of the Nation’s critical

stockpile assets in an environment characterized by reduced costs of operations and increased

productivity.  

NNSA’s contractors are responding by clarifying functions, responsibilities, and authorities, as well as by

revising internal requirements for consistency with DOE management principles and NNSA operating

principles.    At the same time, they are implementing strong contractor assurance systems with

integrated and performance‐based oversight.    The M&O contractors are engaged in continuous

improvement of their internal management processes in response to NNSA’s expectations.    Such

improvements can produce business practices that will enable NNSA to increase the ratio of resources

applied directly to the mission in a resource‐constrained environment.    Figure 8–26 is a conceptual

illustration of the governance model and the key activities that support its implementation.    This

governance model balances principles, requirements, measures, assessments, and oversight

into an efficient operational model.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐21

Figure 8–26.  The National Nuclear Security Administration governance model  

8.10.3 Wireless Technology

Deployment of wireless technology is linked and enabled by the success of the 2NV initiative that uses

wireless technology as described in Section 8.10.5.  A pilot “hotel style” localized wireless network was

deployed at the New Hope Center at Y‐12 and lessons learned are being used in the deployment phase

at other locations.  Standardized equipment is being purchased at a heavy discount via the negotiated

contracts of NNSA’s Supply Chain Management Center.    NNSA has deployed wireless local area

networks, based on IEEE 802.11 standards, for unclassified internet access at LANL, LLNL, the Pantex

Plant, and Y‐12.  Additional deployments of these wireless networks are planned to enable the NNSA

Network Vision strategy of wireless connectivity anywhere, anytime, on any device.   

The wireless network is being managed as a programmatic‐type effort, consisting of multiple small

projects that are developed each year and can be quickly executed to generate an immediate return on

investment.  This process aligns well with the NNSA Chief Information Officer’s governance reforms (see

Chapter 7, Section 7.3), U.S. Office of Management and Budget guidance, and industry “best practices.”  

Eventually, NNSA will be able to leverage wireless sensor networks to eliminate remedial tasks

(e.g., pressure monitoring, temperature monitoring) and to redirect resources to higher‐priority,

unfunded efforts such as maintenance backlogs and construction.  A core element of this approach will

be partnership with the National Security Agency to deliver classified wireless capabilities to support

mission activities using their emerging Commercial for Classified Program.  

To capture and validate cost savings, NNSA commissioned a business case analysis to be conducted by a

support company.  This business case was used to support the Government cost estimate for wireless

technology and identify cost savings or avoidance.  Table 8–5 identifies the estimated total costs and

total savings by site based on this study.  The overall investment breakeven point for the NNSA program

will occur in FY 2013, just 2 years into the program life cycle, although some of the larger sites achieved

breakeven sooner.    The quantifiable benefits for NNSA exceed the costs for the overall wireless

initiative, with a positive net savings of over $280 million.
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Table 8–5.  Cost and savings summary for NNSA wireless technology

Y‐12 LANL Pantex KCP OST NNSS LLNL SRS

Dollars in Millions

Total Costs

(5‐year period) (19,472,832) (18,524,423) (40,991,511) (6,480,555) (35,361,836) (44,248,815) (8,316,978) (32,311,115)

Total Savings

(5‐year period) 57,619,622 88,015,737 108,545,385 14,732,115 40,567,560 122,228,582 34,049,063 56,542,407

Net Savings

(present value) 34,068,558 62,383,49 60,276,498 7,062,109 4,356,602 69,190,839 23,204,078 21,175,331

Return on

Investment 196% 375% 165% 127% 15% 176% 309% 75%

Breakeven Point FY 2012 FY 2012 FY 2012 FY 2014 FY 2013 FY 2013 FY 2012 FY 2013

KCP = Kansas City Plant

LANL = Los Alamos National Laboratory

LLNL Lawrence Livermore National Laboratory

OST = Office of Secure Transportation

Pantex = Pantex Plant

NNSS = Nevada National Security Site

SRS = Savannah River Site

Y‐12 = Y‐12 National Security Complex

8.10.4 One Identification Access Control

One of the most obvious examples of OneNNSA success will be streamlined access to all NNSA facilities

for all Federal and contractor employees within the nuclear security enterprise.  This effort also has a

goal of simplifying and standardizing the access control for visitors to all sites.  The initiative is currently

in its formative stages, and NNSA is piloting the project, known internally as OneID, to streamline access

management throughout the enterprise.  A general description of OneID is provided below:

The OneID project shall redefine “visitor” within NNSA and shall help reinforce the OneNNSA

strategy and culture change necessary to transform the nuclear security enterprise.  The project

shall eliminate down‐time for frequent travelers, provide some reduction in processing at site

Visitor Centers, reduce paperwork, and implement many of the tenets of the DOE Identity,

Credential, and Access Management (ICAM) framework such as interoperability, leveraging a

common credential, and consistency in process.  When implemented, this project shall minimize

the impact of badging/processing to the end user while also enhancing security in a transparent

and efficient manner.

The requirements document for this initiative has been finalized; a prototype is under development at

LLNL; and a business case has been completed (the business case is summarized in Table 8–6).  The table

illustrates the relative disparity between costs and benefits calculated in FY 2012 dollars.  OneID is an

initiative that directly supports the OneNNSA vision and positions the nuclear security enterprise to take

advantage of capabilities for efficiency and effectiveness that are available with a relatively modest

investment.   

Table 8–6.  OneID costs, benefits, and estimated payback

FY 2012 (dollars in thousands) High End Low End

Total Estimated ROM Cost $5,449.87 $2,718.94

Total Estimated Benefits $12,941.87 $6,470.93

Difference $7,491.99 $3,752.00

Estimated Payback Period 23 months 18 months

ROM = rough order of magnitude

Based on the analysis of costs and benefits of the OneID initiative, it would appear that the nuclear

security enterprise could potentially reap significant benefits from implementing the initiative.  
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐23

8.10.5 NNSA Network Vision

The NNSA Network Vision will provide a secure, mobile, agile, and adaptive IT infrastructure.   Upon

completion of the 2NV deployment, NNSA will have enabled an unclassified environment to support

working anywhere, anytime, on any device.    This new architecture has inherent benefits from a cost

perspective.    To capture and validate cost savings, NNSA commissioned a business case analysis

conducted by a support company.    This business case was used to support the Government cost

estimate for 2NV acquisitions, as well as to justify project expenses from an overall return‐on‐

investment strategy.  The business case analysis found that over $200 million in total investment costs

yielded over $520 million in total savings and over $280 million in net present value savings over the

5‐year program life cycle.  For wireless technology, four of the field offices have a breakeven point in

1 year; three have a breakeven point in 2 years; and one has a breakeven point in 3 years.  All of the

field offices have a positive return on investment over the project life cycle.  The 2NV savings largely fall

into several general themes: decreased travel because of new wide‐area collaborative technologies;

decreased IT support costs in a Virtual Desktop Environment; lower device costs due to leveraging “bring

your own device” strategies; zero‐client personal computers in lieu of traditional desktops or laptops;

lower energy consumption via zero clients; the cloud; and productivity improvements from collaborative

technologies such as the social network, file‐sharing, presence, desktop video, etc.  In FY 2013, NNSA will

invest roughly $17 million across four projects to deliver the new IT infrastructure.  These investments

are expected to generate annual returns after implementation of these new capabilities.   

8.10.6 Business Management Advisory Council

The Business Management Advisory Council (BMAC) strategic objective is to transform the Federal and

M&O community’s business management processes from a tactical, reactive, single‐site functionality to

a strategically driven, integrated, nuclear security enterprise functionality.  This change will help ensure

maximum value for every dollar spent directly and indirectly.    Flowing from these changes will be

related Federal policy, contract strategy, and administrative changes and improvements.    BMAC is

critical to achieving this broad transformation of NNSA’s business functions.   

BMAC key objectives include the following:   

 Establish nuclear security enterprise‐wide, cross‐functional business strategies.

 Reduce the total cost of ownership for internal assets, acquired goods and services, and all other

business operational costs.

 Improve the skills of the nuclear security enterprise M&O business management community.

 Align the contracts and contract‐oversight models to support BMAC initiatives and results.

BMAC applies an integrated, cross‐functional, business unit analytical approach to the entire nuclear

security enterprise.    Using this approach, the nuclear security enterprise can begin to look for

opportunities to create efficiencies and enhance cost‐effectiveness in areas such as acquisition,

contractor human resources (including pension and healthcare initiatives), personal property, supply

chain management, and finance.

The BMAC members are the NNSA Chief Operating Officer, the Chief Operating Officer or equivalent of

each M&O contractor, the NNSA Senior Procurement Executive, and the NNSA program and field office

representatives.    BMAC functions in a collaborative advisory manner to ensure impartiality and

champion process improvements.  BMAC will oversee the activities of each Functional Subgroup Team
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and collectively approve or disapprove the strategies of each team.  Advisory members routinely inform

their respective field offices of the initiatives being developed and implemented.  

BMAC identified, implemented, and validated approximately $180 million in cost savings in the various

functional areas of the nuclear security enterprise in FY 2010 and achieved cost savings of another

$180 million for FY 2011.  The FY 2012 savings goal of an additional $88 million, leveraged through the

Supply Chain Management Center, was achieved.   

8.10.7 Defense Programs Enterprise Portfolio Analysis Tool

The web‐based application Enterprise Portfolio Analysis Tool (EPAT) was established to better oversee

the management of Defense Programs.   This tool was developed and implemented to streamline the

planning, programming, budgeting, and evaluation (“PPBE”) process in Defense Programs.

The tool uses “formulation” portfolios consistent with the Congressional base table hierarchy structure

that aligns with the WBS.    The WBS identifies specific organizational work scopes to allow for

transparency at lower levels.

Additional enhancements instituted within EPAT are accessible across the nuclear security enterprise for

Defense Programs, Federal Program Managers, and M&O contractors.    These new developments

facilitate data collection for use in budget formulation and execution using both the WBS and budget

and reporting codes and provide budgetary transparency at the lower levels for specific organizational

work scope.    EPAT aligns the Defense Programs WBS and budget and reporting codes to provide a

consistent framework to accomplish the PPBE of work required to execute the Defense Programs

mission.

Major EPAT enhancements include the following:

 WBS Cost Data Accounting Flexfield Reporting. This enhancement facilitates alignment of

actual costs related to reporting entity and program value at the lowest level of the WBS.

 Tracking of Official Baseline Numbers.  This enhancement provides workflows and capture of

budget formulation baselines in support of FYNSP formulation reporting.

Collection of WBS cost data will provide monthly cost reporting within EPAT at the activity level.  This

data can now be rolled up to DOE’s Standard Accounting and Reporting System (STARS) control points.  

Monthly STARS totals will be pulled into EPAT to facilitate allocation of actual costs to lower level activity

items.  The ability to report costs at the lowest level of the WBS, while providing validation that the low‐

level totals summarize to equal STARS control totals, will provide better oversight for decision making in

Defense Programs.   

The tracking of official baseline numbers provides a method to ensure the official numbers are validated

and available for reporting to specific audiences during the budget cycle.  These baselines will become

the official numbers for reporting purposes.  

EPAT will continue to provide senior NNSA leadership with clear information that supports high‐level

strategic decisions.  EPAT integrates and manages the data from programs composed of large, complex,

and diverse portfolios of research, development, simulation, experimentation, surveillance,

manufacturing, and transportation operations.    EPAT provides a consistent framework for planning,

programming, budgeting, and evaluating work required to execute the Defense Programs mission.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 8‐25

8.10.8 Defense Programs Work Breakdown Structure

The WBS identifies the entire Defense Programs work scope of products, capabilities, and services and

breaks the work scope down into discrete elements, the total sum of which represents all of the work

and products necessary to meet Defense Programs mission requirements.    The WBS allows Defense

Programs to identify resource requirements and allocate resources effectively by enabling a better

understanding of the scope of work, providing a common framework for planning and control, and

creating a defensible basis for the PPBE process.

The WBS is a hierarchical structure that reflects the work performed within a given program to meet

objectives.    Budget projections are tied to the WBS to ensure consistency with work elements.    The

highest levels in the WBS correspond to the budget and reporting codes established for Defense

Programs and used by the financial office.  The WBS is broken down to the appropriate level of detail

required for management control of a given task.  At various levels of the WBS, the program offices and

sites add the activities and corresponding budget “line items” that comprise each WBS element.  Overall

program budget projections are a roll‐up of budget line items at all of the sites.

The WBS dictionary is comprised of a documented narrative of each work element in the WBS.  Both the

WBS and the WBS Dictionary are maintained under formal change control.  The WBS has been updated

according to defined WBS Guidelines to ensure that all components, where applicable, maintain a set of

common elements.    Such updates to the WBS include the implementation of a common LEP WBS to

facilitate consistent cost collection and reporting across different LEPs.

Conclusion

Chapter 9

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page 9‐1

CHAPTER 9

CONCLUSION

This Fiscal Year 2014 Stockpile Stewardship and Management Plan (SSMP), including its classified Annex,

is a key document for the NNSA nuclear security enterprise that captures the planning conducted across

numerous programs and organizations.    The process and analysis followed in developing the 25‐year

strategy for this SSMP was just as critical as the plan itself.  The SSMP was produced by a large group of

subject matter experts in an interagency process that provided a coherent, integrated view of the total

program for Congress and DoD, as well as for the NNSA M&O contractor and Federal workforce.  Like

the FY 2012 Stockpile Stewardship and Management Plan,

1 this FY 2014 SSMP was built on the

fundamentals of a capability‐based enterprise.  However, this SSMP takes on a much more ambitious

scope of work.  To accomplish this task, this SSMP implements new strategies in stockpile stewardship

and management, making this a seminal planning document for the nuclear security enterprise.  As with

all plans, this plan will be updated as new analysis is completed and new challenges are identified.  

This SSMP was generated by the Federal workforce of the NNSA in collaboration with the M&O

contractors who execute the key technical activities of the nuclear security enterprise.  The document

was coordinated with DoD through the Nuclear Weapons Council, where most of the requirements

originate for ensuring the Nation’s stockpile is safe, secure, and reliable.  In addition, the formulation of

this SSMP was guided by issues for which Congress has specified that further analysis is required.  The

process of assembling many stakeholders to examine and review the current capabilities and

requirements and to map them into a 25‐year plan presented many challenges, particularly in a

resource‐constrained environment.    However, the process of developing the SSMP also serves as a

check on the internal program integration processes.

This plan is based on the premise that the nuclear security enterprise is a capability‐based enterprise.  

As such, much of the plan is based on the inherent capacity of the nuclear security enterprise, which has

often been the limiting factor in developing the long‐term strategic plan for the nuclear weapons

stockpile.    Moreover, as in the past, the plan requires the assurance that certain capabilities are

maintained, even when they are not on the critical path.  This is most obvious in the case of maintaining

the capability for underground nuclear testing, although the rest of the plan is predicated on not

needing this capability.  In general, this SSMP balances the capabilities for sustaining the stockpile; for

conducting R&D in the science, technology, and engineering of the stockpile; and for modernizing the

physical infrastructure that produces the certified stockpile.    All three components are necessary to

ensure an effective nuclear deterrent.    This balance has been challenging in the past and is even

more so today due to the increased amount of work that must be done as the stockpile and the

infrastructure age.  

For the FY 2014 FYNSP, this SSMP calls for four life extension programs and one major alteration to be

conducted concurrently.   In comparison to the FY 2012 Stockpile Stewardship and Management Plan,

this SSMP accelerates the life extension of the cruise missile warhead and expands the effort involved

                                                      

1

  An FY 2013 SSMP was not submitted to Congress in FY 2012 because analytic work conducted by DoD/NNSA to evaluate the

out‐year needs for nuclear modernization activities across the nuclear security enterprise was ongoing and as such pre‐

decisional.
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with the life extension of the W78 when it became the W78/88, involving all three national security

laboratories.  In addition, this SSMP sustains the arming, fuzing, and firing alteration of the W88.  This

very aggressive plan will place most of the nuclear weapons stockpile in some phase of life extension in

the present decade.  This work is absolutely essential and must be accomplished while maintaining the

stockpile and continuing stewardship‐based surveillance.   

One of the significant changes to managing and modernizing the stockpile in this SSMP is the

introduction of the Nuclear Weapons Council’s “3+2” strategic vision for the stockpile.  This strategy has

guided many of the decisions outlined in this SSMP and will help level the workload while meeting DoD

requirements.   When fully implemented, the “3+2” strategic vision will reduce stockpile maintenance

costs while maintaining strategic flexibility and offering the potential to consider decreasing the size of

the stockpile hedge without increasing the risk.  Another significant change from the FY 2012 Stockpile

Stewardship and Management Plan is the plutonium strategy.    The plutonium strategy is focused on

meeting the mission requirements for stockpile modernization while leaving open options for future

planning.

Future planning will include a number of as yet unresolved issues.  In the summer of 2013, NNSA and

the Office of Cost Analysis and Program Evaluation (CAPE) in the Office of the Secretary of Defense

anticipate completing a number of studies to inform NNSA planning.  Two of these studies are intended

to achieve savings by identifying management efficiencies and setting workforce priorities, which will

require detailed plans and tradeoff analyses.    In addition, many of the life extension programs and

elements of the plutonium strategy are still in the early study phase and the cost estimates are not

complete. Furthermore, the work planned for FY 2013 may not be completed because of mandatory

funding reductions and may require adjustments to out‐year plans and dates.    Finally, unforeseen

technical challenges in the stockpile or geopolitical events could change the priorities on which this

SSMP has been built.    Therefore, while some elements may require adjustment, this SSMP is an

executable plan aligned with DoD requirements to provide a safe, secure, and effective nuclear

deterrent.  
Requirements Mapping

Appendix A

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page A‐1

APPENDIX A

REQUIREMENTS MAPPING

A.1 National Nuclear Security Administration Response to

Public Law, Legislation, and Other Reporting

Requirements

The SSMP consolidates a number of statutory reporting requirements and related Congressional

requests.    This appendix maps the statutory and Congressional requests to their respective SSMP

chapter and section.   

FY 2013 National Defense Authorization Act, H.R. 4310, Sec. 3133 NNSA Response

SEC. 3133. CONSOLIDATED REPORTING REQUIREMENTS RELATING TO NUCLEAR STOCKPILE

STEWARDSHIP, MANAGEMENT, AND INFRASTRUCTURE.  

(a) CONSOLIDATED PLAN FOR STEWARDSHIP, MANAGEMENT, AND CERTIFICATION OF

WARHEADS IN THE NUCLEAR WEAPONS STOCKPILE.—

(1) IN GENERAL.—Section 4203 of the Atomic Energy Defense Act (50 U.S.C. 2523) is amended

to read as follows:

‘‘SEC. 4203. NUCLEAR WEAPONS STOCKPILE STEWARDSHIP, MANAGEMENT, AND

INFRASTRUCTURE PLAN.

Unclassified Chapters 2, 3, 4,

5, 6, 8

Classified Chapters 2, 3

‘‘(a) PLAN REQUIREMENT.—The Administrator, in consultation with the Secretary of

Defense and other appropriate officials of the departments and agencies of the

Federal Government, shall develop and annually update a plan for sustaining the

nuclear weapons stockpile. The plan shall cover, at a minimum, stockpile

stewardship, stockpile management, stockpile surveillance, program direction,

infrastructure modernization, human capital, and nuclear test readiness. The plan

shall be consistent with the programmatic and technical requirements of the most

recent annual Nuclear Weapons Stockpile Memorandum.

Unclassified Chapters 2, 3, 4,

5, 6, 8

Classified Chapters 2, 3,

Appendix A

‘‘(b) SUBMISSIONS TO CONGRESS.—

‘‘(1) In accordance with subsection (c), not later than March 15 of each even‐

numbered year, the Administrator shall submit to the congressional defense

committees a summary of the plan developed under subsection (a).

‘‘(2) In accordance with subsection (d), not later than March 15 of each odd‐

numbered year, the Administrator shall submit to the congressional defense

committees a detailed report on the plan developed under subsection (a).

Unclassified Chapters 2, 3, 4,

5, 6, 8

Classified Chapters 2, 3,

Appendix A
June 2013 | Department of Energy

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FY 2013 National Defense Authorization Act, H.R. 4310, Sec. 3133 NNSA Response

‘‘(3) The summaries and reports required by this subsection shall be submitted in

unclassified form, but may include a classified annex.

‘‘(c) ELEMENTS OF BIENNIAL PLAN SUMMARY.—Each summary

of the plan submitted under subsection (b)(1) shall include, at a minimum, the

following:

‘‘(1) A summary of the status of the nuclear weapons stockpile, including the number

and age of warheads (including both active and inactive) for each warhead type.

‘‘(2) A summary of the status, plans, budgets, and schedules for warhead life

extension programs and any other programs to modify, update, or replace warhead

types.

‘‘(3) A summary of the methods and information used to determine that the nuclear

weapons stockpile is safe and reliable, as well as the relationship of science‐based

tools to the collection and interpretation of such information.

‘‘(4) A summary of the status of the nuclear security enterprise, including programs

and plans for infrastructure modernization and retention of human capital, as well as

associated budgets and schedules.

‘‘(5) Identification of any modifications or updates to the plan since the previous

summary or detailed report was submitted under subsection (b).

‘‘(6) Such other information as the Administrator considers appropriate.

‘‘(d) ELEMENTS OF BIENNIAL DETAILED REPORT.—Each detailed report on the plan

submitted under subsection (b)(2) shall include, at a minimum, the following:

Unclassified Chapters 2, 3, 4,

5, 6, 8   

Classified 2, 3

‘‘(1) With respect to stockpile stewardship and management—

‘‘(A) the status of the nuclear weapons stockpile, including the number and age of

warheads (including both active and inactive) for each warhead type;

Unclassified Chapter 2,

Sections 2.2.1, 2.2.2

Classified Chapter 2,

Sections 2.1, 2.2, 2.3, 2.4

‘‘(B) for each five‐year period occurring during the period beginning on the date of

the report and ending on the date that is 20 years after the date of the report—

        (i) the planned number of nuclear warheads (including active and inactive) for

each warhead type in the nuclear weapons stockpile; and

        (ii) the past and projected future total lifecycle cost of each type of nuclear

weapon;

Unclassified Chapter 2,

Sections 2.3, 2.6, 2.6.4;

Chapter 8, Sections 8.8, 8.9

Classified Chapter 2,

Section 2.1.2

‘‘(C) the status, plans, budgets, and schedules for warhead life extension programs

and any other programs to modify, update, or replace warhead types;

Unclassified Chapter 2,

Sections 2.1, 2.2, 2.4, 2.6,

Chapter 3, Sections 3.2.1,

3.2.2, 3.2.3, 3.3; Chapter 8,

Section 8.9

Classified Chapter 2,

Sections 2.5, 2.6

‘‘(D) a description of the process by which the Administrator assesses the lifetimes,

and requirements for life extension or replacement, of the nuclear and non‐nuclear

components of the warheads (including active and inactive warheads) in the nuclear

weapons stockpile;

Unclassified Chapter 2,

Sections 2.2, 2.3, 2.6;

Chapter 3, Sections 3.2, 3.3,

3.4
Department of Energy | June 2013

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FY 2013 National Defense Authorization Act, H.R. 4310, Sec. 3133 NNSA Response

‘‘(E) a description of the process used in recertifying the safety, security, and

reliability of each warhead type in the nuclear weapons stockpile;

Unclassified Chapter 2,

Sections 2.2, 2.3, Figure 2‐5;

Chapter 3, Sections 3.2.3, 3.4

Classified Chapter 2,

Section 2.3; Chapter 3,

Section 3.4

‘‘(F) any concerns of the Administrator that would affect the ability of the

Administrator to recertify the safety, security, or reliability of warheads in the

nuclear weapons stockpile (including active and inactive warheads);

Classified Chapter 2,

Section 2.2

‘‘(G) mechanisms to provide for the manufacture, maintenance, and modernization

of each warhead type in the nuclear weapons stockpile, as needed;

Unclassified Chapter 2,

Sections 2.4, 2.6; Chapter 3,

Sections 3.2, 3.3

Classified Chapter 2,

Section 2.5

‘‘(H) mechanisms to expedite the collection of information necessary for carrying out

the stockpile management program required by section 4204, including information

relating to the aging of materials and components, new manufacturing techniques,

and the replacement or substitution of materials;

Unclassified Chapter 2,

Sections 2.2.3, 2.6.3;

Chapter 3, Sections 3.3, 3.4.3

‘‘(I) mechanisms to ensure the appropriate assignment of roles and missions for each

national security laboratory and nuclear weapons production facility, including

mechanisms for allocation of workload, mechanisms to ensure the carrying out of

appropriate modernization activities, and mechanisms to ensure the retention of

skilled personnel;

Unclassified Chapter 2,

Sections 2.5, 2.6.4; Chapter 6,

Sections 6.2.1, 6.2.3, 6.3,

6.3.2; Chapter 8,

Section 8.10.2; Appendix E

‘‘(J) mechanisms to ensure that each national security laboratory has full and

complete access to all weapons data to enable a rigorous peer‐review process to

support the annual assessment of the condition of the nuclear weapons stockpile

required under section 4205;

Unclassified Chapter 2,

Section 2.2.2

‘‘(K) mechanisms for allocating funds for activities under the stockpile management

program required by section 4204, including allocations of funds by weapon type

and facility; and

Unclassified Chapter 5;

Chapter 8, Sections 8.1, 8.9,

Table 8‐1

‘‘(L) for each of the five fiscal years following the fiscal year in which the report is

submitted, an identification of the funds needed to carry out the program required

under section 4204.

Unclassified Chapter 8

‘‘(2) With respect to science‐based tools—

‘‘(A) a description of the information needed to determine that the nuclear weapons

stockpile is safe and reliable;

Unclassified Chapter 2,

Sections 2.2, 2.3; Chapter 3,

Section 3.4

Classified Chapter 2,

Sections 2.2, 2.3; Chapter 3,

Section 3.4

‘‘(B) for each science‐based tool used to collect information described in

subparagraph (A), the relationship between such tool and such information and the

effectiveness of such tool in providing such information based on the criteria

developed pursuant to section 4202(a); and

Unclassified Chapter 3,

Section 3.5

Classified Chapter 2,

Section 2.3.1; Chapter 3,

Section 3.4

‘‘(C) the criteria developed under section 4202(a) (including any updates to such

criteria).
June 2013 | Department of Energy

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FY 2013 National Defense Authorization Act, H.R. 4310, Sec. 3133 NNSA Response

‘‘(3) An assessment of the stockpile stewardship program under section 4201 by the

Administrator, in consultation with the directors of the national security laboratories,

which shall set forth—

Unclassified Chapters 2, 3

‘‘(A) an identification and description of— Unclassified Chapter 2,

Section 2.6; Chapter 3,

Section 3.4

Classified Chapter 2,

Sections 2.2, 2.3; Chapter 3,

Section 3.4

(i) any key technical challenges to the stockpile stewardship program; and

        (ii) the strategies to address such challenges without the use of nuclear testing;

‘‘(B) a strategy for using the science‐based tools (including advanced simulation and

computing capabilities) of each national security laboratory to ensure that the

nuclear weapons stockpile is safe, secure, and reliable without the use of nuclear

testing;

Unclassified Chapter 2,

Section 2.6; Chapter 3,

Sections 3.4, 3.5

Classified Chapter 3,

Section 3.4

‘‘(C) an assessment of the science‐based tools (including advanced simulation and

computing capabilities) of each national security laboratory that exist at the time of

the assessment compared with the science‐based tools expected to exist during the

period covered by the future‐years nuclear security program; and

Unclassified Chapter 3,

Section 3.5

Classified Chapter 3,

Section 3.4, 3.8.1, 3.8.2

‘‘(D) an assessment of the core scientific and technical competencies required to

achieve the objectives of the stockpile stewardship program and other weapons

activities and weapons‐related activities of the Administration, including—

Unclassified Chapter 6

         (i) the number of scientists, engineers, and technicians, by discipline, required

to maintain such competencies; and

Unclassified Appendix E

         (ii) a description of any shortage of such individuals that exists at the time of the

assessment compared with any shortage expected to exist during the period covered

by the future‐years nuclear security program.

Unclassified Appendix E

‘‘(4) With respect to the nuclear security infrastructure— Unclassified Chapters 1, 5  

‘‘(A) a description of the modernization and refurbishment measures the

Administrator determines necessary to meet the requirements prescribed in—

Unclassified Chapter 5

        (i) the national security strategy of the United States as set forth in the most

recent national security strategy report of the President under section 108 of the

National Security Act of 1947 (50 U.S.C. 404a) if such strategy has been submitted as

of the date of the plan;        

Unclassified Chapter 5

(ii) the most recent quadrennial defense review if such strategy has not been

submitted as of the date of the plan; and

Unclassified Chapter 5

       (iii) the most recent Nuclear Posture Review as of the date of the plan; Unclassified Introduction;

Chapter 5

‘‘(B) a schedule for implementing the measures described under subparagraph (A)

during the 10‐year period following the date of the plan; and

Unclassified Chapter 5,

Section 5.3.1, Figure 5‐2

‘‘(C) the estimated levels of annual funds the Administrator determines necessary to

carry out the measures described under subparagraph (A), including a discussion of

the criteria, evidence, and strategies on which such estimated levels of annual funds

are based.

Unclassified Chapter 8
Department of Energy | June 2013

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FY 2013 National Defense Authorization Act, H.R. 4310, Sec. 3133 NNSA Response

‘‘(5) With respect to the nuclear test readiness of the United States— Unclassified Chapters 2, 4;

Appendix C

‘‘(A) an estimate of the period of time that would be necessary for the Administrator

to conduct an underground test of a nuclear weapon once directed by the President

to conduct such a test;

Unclassified Chapter 4,

Sections 4.1, 4.2, 4.3;

Appendix C, Section C.1

Classified Chapter 2,

Section 2.2

‘‘(B) a description of the level of test readiness that the Administrator, in

consultation with the Secretary of Defense, determines to be appropriate;

Unclassified Chapter 4,

Sections 4.1, 4.4; Appendix C,

Section C.1

Classified Chapter 2,

Section 2.2

‘‘(C) a list and description of the workforce skills and capabilities that are essential to

carrying out an underground nuclear test at the Nevada National Security Site;

Unclassified Appendix C,

Section C.2.1, Tables C‐2, C‐3,  

C‐4

Classified Chapter 2,

Section 2.2

‘‘(D) a list and description of the infrastructure and physical plants that are essential

to carrying out an underground nuclear test at the Nevada National Security Site;

and

Unclassified Chapter 5,

Sections 5.1, 5.2, Table 5‐1;

Appendix E

‘‘(E) an assessment of the readiness status of the skills and capabilities described in

subparagraph (C) and the infrastructure and physical plants described in

subparagraph (D).

Unclassified Appendix C,

Section C.2.1

‘‘(6) Identification of any modifications or updates to the plan since the previous

summary or detailed report was submitted under subsection (b).

Unclassified Introduction;

Chapter 1

‘‘(f) DEFINITIONS.—In this section:   

‘‘(1) The term ‘budget’, with respect to a fiscal year, means the budget for that fiscal

year that is submitted to Congress by the President under section 1105(a) of title 31,

United States Code.

‘‘(2) The term ‘future‐years nuclear security program’ means the program required

by section 3253 of the National Nuclear Security Administration Act (50 U.S.C. 2453).

‘‘(3) The term ‘nuclear security budget materials’, with respect to a fiscal year, means

the materials submitted to Congress by the Administrator in support of the budget

for that fiscal year.

‘‘(4) The term ‘quadrennial defense review’ means the review of the defense

programs and policies of the United States that is carried out every four years under

section 118 of title 10, United States Code.

‘‘(5) The term ‘weapons activities’ means each activity within the budget category of

weapons activities in the budget of the Administration.

‘‘(6) The term ‘weapons‐related activities’ means each activity under the Department

of Energy that involves nuclear weapons, nuclear weapons technology, or fissile or

radioactive materials, including activities related to—

‘‘(A) nuclear nonproliferation;

‘‘(B) nuclear forensics;

‘‘(C) nuclear intelligence;

‘‘(D) nuclear safety; and

‘‘(E) nuclear incident response.’’
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A.2 Ongoing Requirements

50 U.S. Code Sec. 2521 NNSA Response

Sec. 2521.  Stockpile stewardship program

(a) Establishment

The Secretary of Energy, acting through the Administrator for Nuclear Security, shall

establish a stewardship program to ensure –

(1) the preservation of the core intellectual and technical competencies of the United

States in nuclear weapons, including weapons design, system integration,

manufacturing, security, use control, reliability assessment, and certification; and  

(2) that the nuclear weapons stockpile is safe, secure, and reliable without the use of

underground nuclear weapons testing.

Unclassified Chapters 2, 3

Classified Chapters 2, 3

(b) Program elements

The program shall include the following:

Unclassified Chapters 2, 3

(1) An increased level of effort for advanced computational capabilities to enhance the

simulation and modeling capabilities of the United States with respect to the

performance over time of nuclear weapons.

Unclassified Chapter 2,

Section 2.6; Chapter 3

Classified Chapter 3,

Section 3.4

(2) An increased level of effort for above‐ground experimental programs, such as

hydrotesting, high‐energy lasers, inertial confinement fusion, plasma physics, and

materials research.

Unclassified Chapter 2,

Section 2.6; Chapter 3

Classified Chapter 3,

Sections 3.4, 3.8.1, 3.8.2

(3) Support for new facilities construction projects that contribute to the experimental

capabilities of the United States, such as an advanced hydrodynamics facility, the

National Ignition Facility, and other facilities for above‐ground experiments to assess

nuclear weapons effects.

Unclassified Chapter 5,

Section 5.1, 5.3.1, Table 5‐1,

Figure 5‐2

(4) Support for the use of, and experiments facilitated by, the advanced experimental

facilities of the United States, including ‐ 

(A) the National Ignition Facility at Lawrence Livermore National Laboratory;

(B) the Dual Axis Radiographic Hydrodynamic Testing facility at Los Alamos National

Laboratory;

(C) the Z Machine at Sandia National Laboratories; and  

(D) the experimental facilities at the Nevada test site.

Unclassified Chapter 3,

Sections  3.4, 3.5

Classified Chapter 3,

Section 3.4

(5) Support for the sustainment and modernization of facilities with production and

manufacturing capabilities that are necessary to ensure the safety, security, and

reliability of the nuclear weapons stockpile, including ‐  

(A) the Pantex Plant;

(B) the Y‐12 National Security Complex;

(C) the Kansas City Plant;

(D) the Savannah River Site; and  

(E) production and manufacturing capabilities resident in the national security

laboratories (as defined in 50 U.S.C. 2523(f) of this title).

Unclassified Chapter 2,

Sections 2.5, 2.6.4;

Chapter 5, Sections 5.1, 5.2,

5.3, Figure 5‐2

Classified Chapter 2,

Sections 2.4.2, 2.4.3

50 U.S. Code Sec. 2522 NNSA Response

Sec. 2522.  Report on stockpile stewardship criteria  

(a) Requirement for criteria

The Secretary of Energy shall develop clear and specific criteria for judging whether

the science‐based tools being used by the Department of Energy for determining the

safety and reliability of the nuclear weapons stockpile are performing in a manner that

will provide an adequate degree of certainty that the stockpile is safe and reliable.

Unclassified Chapter 2,

Section 2.3.2

Classified Chapter 2,

Section 2.2

(b) Coordination with Secretary of Defense

The Secretary of Energy, in developing the criteria required by subsection (a), shall

coordinate with the Secretary of Defense.  

Unclassified Chapter 2,

Section 2.3.2
Department of Energy | June 2013

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50 U.S. Code Sec. 2524 NNSA Response

Sec. 2524.  Stockpile management program

(a) Program required

The Secretary of Energy, acting through the Administrator for Nuclear Security and in

consultation with the Secretary of Defense, shall carry out a program, in support of

the stockpile stewardship program, to provide for the effective management of the

weapons in the nuclear weapons stockpile, including the extension of the effective life

of such weapons.  The program shall have the following objectives:

(1) To increase the reliability, safety, and security of the nuclear weapons

stockpile of the United States.

Unclassified Chapter 2,

Section 2.6

Classified Chapter 2,

Section 2.6

(2) To further reduce the likelihood of the resumption of underground nuclear

weapons testing.

Unclassified Chapter 3,

Section 3.4

Classified Chapter 3,

Section 3.4

(3) To achieve reductions in the future size of the nuclear weapons stockpile. Unclassified Chapter 2,

Section 2.6

Classified Chapter 2,

Section 2.1.3, 2.6

(4) To reduce the risk of an accidental detonation of an element of the stockpile. Unclassified Chapter 2,

Section 2.6.3; Chapter 3,

Sections 3.3.3, 3.4.2

Classified Chapter 2,

Section 2.5.2; Chapter 3,

Section 3.4.2

(5) To reduce the risk of an element of the stockpile being used by a person or

entity hostile to the United States, its vital interests, or its allies.

Unclassified Chapter 2,

Section 2.8; Chapter 3,

Section 3.3.3; Chapter 7,  

Sections 7.1.7, 7.2

Classified Section 3.4.2

(b) Program limitations

In carrying out the stockpile management program under subsection (a), the Secretary

of Energy shall ensure that ‐  

(1) any changes made to the stockpile shall be made to achieve the objectives

identified in subsection (a); and  

Unclassified Chapter 2,

Section 2.6

Classified Chapter 2,

Sections 2.5, 2.6

(2) any such changes made to the stockpile shall ‐  

(A) remain consistent with basic design parameters by including, to the

maximum extent feasible, components that are well understood or are

certifiable without the need to resume underground nuclear weapons

testing; and

(B) use the design, certification, and production expertise resident in the

nuclear complex to fulfill current mission requirements of the existing

stockpile.

Unclassified Chapter 2,

Section 2.6; Chapter 3,

Sections 3.3, 3.4

Classified Chapter 2,

Section 2.6; Chapter 3,

Section 3.4

(c) Program budget

In accordance with the requirements under section 2529 of this title, for each budget

submitted by the President to Congress under section 1105 of title 31, the amounts

requested for the program under this section shall be clearly identified in the budget

justification materials submitted to Congress in support of that budget.

Unclassified Chapter 8,

Section 8.1, Table 8‐1
June 2013 | Department of Energy

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A.3 Other Requirements

HASC 2013 NDAA   NNSA Response

The committee directs the Chief of Naval Operations, in coordination with the Commander,

U.S. Strategic Command, the Director of the Navy's Strategic Systems Programs, and the

Administrator for Nuclear Security, to submit a report to the congressional defense

committees by August 15, 2012, on if and how the NNSA's proposed schedule for the W76 LEP

meets the operational and hedge stockpile requirements of the Navy and U.S. Strategic

Command throughout the full life of such LEP.

Title X (General Provisions)

Classified Chapter 2,

Sections 2.6, 2.6.1

Elsewhere in this title, the committee describes the well‐documented problems related to

governance, management, and oversight of the nuclear security enterprise. Based upon these

concerns, the committee directs the Administrator for Nuclear Security, in coordination with

the Secretary of Energy, to submit a report to the congressional defense committees by

December 1, 2012, on the findings and recommendations contained in:  

Title XXXI (Items of Special Interest)

Unclassified Chapter 8

This section would require the Administrator to submit a report to the congressional defense

committees within 180 days of enactment of this Act on the required reductions, the cost

savings from the reductions and the transition to performance‐based governance,

management, and oversight required by sections included elsewhere in this title, and other

matters.  

Section 3111

Unclassified Chapter 8

House Report accompanying the Energy and Water Development Appropriations Bill, 2013

(House Report 112‐462) NNSA Response

Nuclear Facilities Report:

Project 10‐D‐501, Nuclear Facilities Risk Reduction (NFRR), Y‐12 National Security Complex ‐‐ 

The Committee notes that the NNSA continues to fall behind on its commitments to complete

overdue maintenance on the 9212 building at Y‐12 specifically directed by this Committee in

previous years. Not later than 60 days after enactment of this Act, the NNSA should provide a

report on the latest facility condition of 9212, an assessment of the reasons for the continued

delays in executing the project, actions to be taken to recover the project schedule, and future

repairs that may be needed that are outside the scope of this project to ensure it can operate

safely until the construction of the Uranium Processing Facility is complete.

H. Rept. 112‐462, Page 119

Unclassified Chapter 2,

Section 2.6.4; Chapter 5,

Sections 5.3, 5.3.1, Table 5‐1;

Appendix D, Section D.2.2
Science, Technology, and 

Engineering Campaigns 

Subprograms

Appendix B

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page B‐1

APPENDIX B

SCIENCE, TECHNOLOGY, AND ENGINEERING

CAMPAIGNS SUBPROGRAMS

Chapter 3 explained the ST&E base of stockpile stewardship and management.  This appendix provides

more detailed information regarding the subprograms of the various campaigns described in Section 3.7.

B.1 Science Campaign

B.1.1 Advanced Certification Subprogram

The Advanced Certification subprogram is focused on the integral task of enabling certification of an

evolving stockpile using the advances in ST&E capabilities in the absence of underground nuclear

testing.  This subprogram develops tools that support the current stockpile, as well as future stockpile

options, through certification of substantial new safety and security features.   Advanced Certification

provides a strong focal point for ST&E deliverables to enable certification for LEPs.    The subprogram

integrates scientific and technological advances that are supported elsewhere (i.e., by the Science, ASC,

and ICF Campaigns) with input from studies to improve the weapons certification process, refine

computational tools and methods, advance physical understanding of surety mechanisms, understand

failure modes, assess new manufacturing processes, and anticipate technological surprise.   

B.1.2 Primary Assessment Technologies Subprogram

The Primary Assessment Technologies subprogram provides capabilities to assess stockpile primaries,

enable a range of options for future LEPs, and underwrite improvements in weapons safety and security.  

A principal focus of the Primary Assessment Technologies subprogram for the next 5 years is to develop

predictive capabilities for modeling boost and underwriting pit reuse options.    These capabilities also

provide the foundation for national security missions concerned with assessing foreign or improvised

weapons.   

B.1.3 Dynamic Materials Properties Subprogram

The Dynamic Materials Properties subprogram develops the fundamental knowledge and physics‐based

models that describe and predict the behavior of weapon materials at the extreme temperatures,

stresses, strains, and strain rates experienced during a nuclear explosion.    The materials of interest

include high explosives, plutonium, uranium, and nonradioactive materials in weapons primaries and

related components.  The data are used to develop experimentally validated models that incorporate

the physics of materials behavior and response under extreme conditions.  Surrogates are used to aid

understanding without using special nuclear materials.  New experimental capabilities are developed as

required to provide data and support its interpretation.  The subprogram is closely coordinated with the

Primary Assessment Technologies, Secondary Assessment Technologies, and Advanced Certification
June 2013 | Department of Energy  

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subprograms; with the ASC, ICF, and Engineering Campaigns and the DSW program; and with the Joint

DoD and DOE Munitions Technology Program.

B.1.4 Advanced Radiography Subprogram

The Advanced Radiography subprogram develops the sources, targets, and detectors to diagnose

hydrodynamic experiments and advanced platforms for dynamic material properties experiments,

including those that obtain data on plutonium properties.  These transformational technologies advance

and improve the quality of scientific results at facilities such as DARHT, the Contained Firing Facility at

Site 300, the Z pulsed power facility, the U1a Complex, and Proton Radiography at LANSCE.  The main

focus is to develop radiographic requirements and advanced analysis of radiographic information in

response to the needs of the hydrodynamic program.   

B.1.5 Secondary Assessment Technologies Subprogram

The Secondary Assessment Technologies subprogram develops and provides the capability to

strengthen evaluation and assessment of secondaries, including the capability to evaluate the reliability

and performance of configurations that may enter the stockpile without nuclear testing, thus supporting

a broad range of LEP options.  The subprogram also studies secondary performance for both stockpile

and non‐stockpile systems to enable assessment and quantification of performance margins and their

associated uncertainties.    It also develops predictive capabilities to quantify weapon output and its

interaction with the environment.    Secondary Assessment Technologies has a strong programmatic

coupling with the high energy density facilities supported by the Science and ICF Campaigns, including

the National Ignition Facility, the Omega laser facility, and the Z pulsed power facility.   

B.2 Advanced Simulation and Computing Campaign

B.2.1 Integrated Codes Subprogram

The Integrated Codes subprogram produces large‐scale, integrated simulation codes for stockpile

assessments to support design studies, maintenance analyses, LEPs, SFIs, and weapons dismantlement

activities.    It maintains selected legacy codes and is responsible for engineering, emerging, and

specialized codes that support the weapons mission.  The integrated codes represent the repository for

data from experiments on NNSA’s high energy density facilities and legacy underground nuclear tests, as

well as the accumulated experience of the DSW program user community.  Predictive capabilities and

national security missions will be achieved through the advances realized in these codes.  

B.2.2 Physics and Engineering Models Subprogram  

The Physics and Engineering Models subprogram develops microscopic and macroscopic models of

physics and material properties and special purpose physics codes to investigate specific phenomena in

detail.  The latter are used in cases where data are difficult or impossible to obtain.  This subprogram

works with the Integrated Codes subprogram to perform initial validation and incorporate new models

into integrated codes.  The subprogram also works with the Verification and Validation subprogram on

the final assessment of the models in the integrated codes.  Extensive integration also occurs between

the Physics and Engineering Models subprogram and the experimental programs of the Stockpile

Stewardship Program executed by the Science, ICF, and Engineering Campaigns.   
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page B‐3

B.2.3 Verification and Validation Subprogram

The Verification and Validation subprogram is a bridge between the modeling and development

community and the DSW program user community.  It brings these communities together to evaluate

the capability of the integrated codes and provide a predictive capability for applications.  Verification

activities demonstrate that the weapons codes are correctly solving equations related to the physics and

engineering models.    Validation activities ensure that the codes are solving the correct equations,

i.e., that the models themselves are correct.  Together, these subprogram activities provide a technically

rigorous, credible foundation for computational science and engineering calculations by developing and

implementing tools that provide confidence in simulations of high‐consequence nuclear stockpile

problems.  This subprogram also develops and implements uncertainty quantification methodologies to

support QMU for weapon assessment.

B.2.4 Computational Systems and Software Environment Subprogram  

The Computational Systems and Software Environment subprogram builds integrated, balanced, and

scalable computational capabilities.  The complexity and scale of nuclear weapons simulations require

the ASC Campaign to lead the mainstream high performance computing community by investing in and

influencing the evolution of computing environments.  This subprogram provides the stability to ensure

productive system use and protect NNSA’s investment in secure simulation codes.    Within the next

decade, enhanced predictive capabilities, delivery of quantified margins and uncertainties, and

achievement of DSW deliverables will demand exascale computing.    The Computational Systems and

Software Environment subprogram will continue to provide for acquisition and implementation of

commodity technology class systems, such as the tri‐laboratory Linux Capacity Clusters, as well as

advanced technology class systems, such as RoadRunner, Cielo, and Sequoia.

B.2.5 Facility Operations and User Support Subprogram

This subprogram provides the physical facility and operational support for production computing,

storage, and services to enable effective use of the ASC Campaign’s tri‐laboratory computing resources.  

Designers, analysts, and code and model developers provide the functional and operational

requirements.    The scope of operations includes planning, integration, and deployment; continued

product support; procurement of equipment and media; quality and reliability activities; and

collaborations.  The subprogram covers physical space, power, and local area and wide area networking.  

The user support functions include computer center hotline and help desk services, account

management, web‐based system documentation, system status information tools, user training, trouble

ticketing systems, and application analyst support at the three national security laboratories.  

B.3 Engineering Campaign

B.3.1 Enhanced Surety Subprogram

The Enhanced Surety subprogram is designed to mature surety technologies that will enable a

life‐extended stockpile to fully meet modern nuclear safety standards and achieve new levels of use

control and use denial performance.  This activity supports the surety improvements being pursued by

current LEPs.    Advanced high explosive initiation technology under this subprogram supports the

implementation of a nuclear safety architecture, wherein a weapon remains impervious to potential
June 2013 | Department of Energy  

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electrical and mechanical insults associated with severe accident scenarios.    This subprogram is also

pursuing use denial technologies to protect future weapons against the full spectrum of malevolent

threat environments.  

B.3.2 Weapon Systems Engineering Assessment Technology

Subprogram

The Weapon Systems Engineering Assessment Technology subprogram develops the diagnostics,

hardware and methodologies, and trained personnel to generate test data to enable responsive

engineering assessments in support of stockpile management and transformation.    Full‐scale system

tests will likely be reduced as the development cycle for weapons is compressed.  The Weapon Systems

Engineering Assessment Technology subprogram provides the linkage between capabilities in

engineering sciences, computational simulation, test and evaluation, and weapon system qualification.  

The subprogram has been crucial to transformation of weapon assessment and qualification based on

testing, to a framework based on validated predictive capabilities that involve multiple complex physics

models and environments.  

B.3.3 Nuclear Survivability Subprogram

The Nuclear Survivability subprogram refines current nuclear survivability capabilities while developing

new capabilities to reduce the risk to the Nation’s nuclear deterrence from hostile environments.  

Activities include enabling certification of nuclear survivability and the effectiveness of the evolving

stockpile through R&D and integrating computational and experimental capabilities, new assessment

methodologies, and further development of radiation‐hardened technologies.    The subprogram

develops assessment tools to evaluate threat nuclear weapon radiation environments and system

radiation responses, qualify radiation‐hardened technologies, and improve radiation sources and

diagnostics.

B.3.4 Enhanced Surveillance Subprogram

The Enhanced Surveillance subprogram assesses the impact of material behavior changes on weapon

performance and safety.  This joint science and engineering effort provides material, component, and

subsystem lifetime assessments and develops predictive capabilities for early identification and

assessment of stockpile aging concerns.  The subprogram identifies aging issues with sufficient lead time

to ensure NNSA has the refurbishment capability and capacity in place when required.    The strategy

emphasizes more robust stockpile surveillance for early problem identification because future problems

will have a greater relative impact on the effectiveness of a smaller nuclear deterrent.

Typically, Enhanced Surveillance subprogram lifetime assessments include efforts to develop an

understanding of the basic aging mechanisms and interactions of materials in components, assemblies,

and subassemblies.  Accelerated aging experiments are used to obtain data beyond that available from

traditional stockpile surveillance.  Experiments are also used to validate broader age‐aware models that

are developed to support lifetime assessments and predictions pertinent to LEPs.    In addition, this

subprogram provides new or improved diagnostic techniques for detection and quantification of aging

degradation and other potential defects in the stockpile.  
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page B‐5

B.4 Inertial Confinement Fusion Ignition and High Yield

Campaign

B.4.1 Ignition Subprogram

The demonstration of thermonuclear ignition in the laboratory and its development as a platform

provides scientific and technical understanding to help address key weapons issues and validate codes

used to assess and certify the stockpile.   The demonstration of ignition is a major goal for NNSA and

DOE.  This subprogram supports research activities that optimize the prospects for achieving ignition on

the National Ignition Facility, as well as the development and applications of robust ignition, advanced

ignition, and burning plasma platforms that can be used to address key weapons issues once ignition is

achieved.    This includes experiments at NNSA’s high energy density facilities and development of

ignition target fabrication and assembly methods, advanced target diagnostic techniques, and systems

engineering improvements essential to ignition efforts.  This effort is supported by detailed theoretical

designs and two‐  and three‐dimensional simulations of the performance of ignition targets.    The

near‐term emphasis is on activities to achieve indirect‐drive ignition.    In the longer term, this

subprogram will develop advanced ignition concepts that may provide advantages over the initial

indirect‐drive ignition platform, such as higher yield and gain.  

B.4.2 Support of Other Stockpile Programs Subprogram  

Non‐ignition experiments using the ICF Campaign’s suite of high energy density facilities are valuable to

assessing and certifying the stockpile.    This subprogram leverages the experience of the researchers

funded by the ICF Campaign to support NNSA’s Stockpile Stewardship Program non‐ignition high energy

density physics needs.  This is done through integrating the experimental infrastructure and capabilities

required to execute high energy density physics experiments on ICF Campaign facilities as guided by the

PCF.    The ICF Campaign’s high energy density facilities are used to perform experiments for which

ignition and burn are not the focus, such as material properties, hydrodynamics, and radiation transport

experiments.   Activities include platform and diagnostic development at the Omega laser facility, the

Z pulsed power facility, and supporting facilities.    The capabilities developed will enhance NNSA’s

understanding of the behavior of matter at conditions approaching those in a nuclear weapon and the

data obtained can validate models in weapons simulation codes.  

B.4.3 Diagnostics, Cryogenics, and Experimental Support Subprogram

Science‐based weapons assessments and certification require advanced experimental capabilities that

can create and study matter at extreme conditions that approach the high energy density environments

found in a nuclear explosion.    This subprogram develops the specialized technologies needed for

experiments on ICF Campaign facilities, as well as technologies for diagnostics, cryogenic systems, and

user optics.    Activities include the design and engineering of a complex array of diagnostic and

measurement systems and the associated information technology subsystems.  The data generated by

these diagnostics provide key information required for both ignition and non‐ignition experiments for

stockpile stewardship.   
June 2013 | Department of Energy  

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B.4.4 Pulsed Power Inertial Confinement Fusion Subprogram

The Pulsed Power Inertial Confinement Fusion subprogram funds computational target design,

experiments, and the experimental infrastructure (diagnostics and hardware) to assess advanced pulsed

power concepts using magnetically driven implosions as a means to achieve thermonuclear fusion in the

laboratory.  A key objective of this subprogram is to determine the requirements for an advanced pulsed

power driver that would achieve robust ignition and single‐shot, high fusion yield.

B.4.5 Joint Program in High Energy Density Laboratory Plasmas

Subprogram

The Joint Program in High Energy Density Laboratory Plasmas subprogram develops and maintains a

cadre of qualified researchers to strengthen the ST&E base of stockpile stewardship.    It is a joint

program with DOE’s Office of Science to support basic high energy density physics research that

strengthens the ST&E base.  This subprogram supports external users at the Omega laser facility through

the National Laser Users’ Facility Program and a joint solicitation with the Office of Science for high

energy density laboratory plasmas research to be performed at universities and DOE laboratories.    It

also provides funding for some of the high‐energy‐density Stockpile Stewardship Academic Alliances

activities and other university programs.

B.4.6 Facility Operations and Target Production Subprogram

Operation of NNSA’s high energy density and target production facilities supports the goals of the ICF

Campaign to meet DOE’s national security needs.    This subprogram funds the operations of ICF

Campaign facilities, including the National Ignition Facility, the Omega laser facility, and the Z pulsed

power facility, to support experiments for the ICF, Science, and Engineering Campaigns subprograms to

meet stockpile assessment and certification needs.    The subprogram also supports fabrication of

sophisticated targets for weapons physics and fusion ignition experiments on these facilities.    In

addition, it supports operations at the Trident Facility at LANL.  
Nuclear Test Readiness

Appendix C

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐1

APPENDIX C

NUCLEAR TEST READINESS

Chapter 4 discussed the Nation’s posture regarding test readiness. This appendix provides more detailed

information regarding the technological aspects of test readiness, in addition to the associated

personnel and physical assets required.

In response to the need for clarity on U.S. posture on test readiness, a special task force was convened

by the United States Strategic Command, Strategic Advisory Group.  This special task force included the

directors of NNSA’s three national security laboratories.  The task force concluded that assessments of

the readiness for an underground nuclear test should be made on a technical basis and should assume

such a test would be conducted only when the President has declared a national emergency or similar

contingency and after any necessary waiver of applicable statutory and regulatory restrictions

(e.g., relating to health, safety, and the environment).   

On this basis, the group concluded, albeit without a structured mechanism to validate specific estimates,

that while a fully instrumented test to address a complex stockpile issue would take 24 to 36 months,

tests to develop a new capability might take up to 60 months.  The task force also concluded that a very

simple test for political purposes could be conducted in as little as 6 to 10 months.  (The Threshold Test

Ban Treaty requires a 200‐day notification of a test.)

C.1 Technological Aspects of Test Readiness Given Current

State of Stockpile Stewardship  

Although the Nuclear Posture Review Report (DoD 2010) reaffirmed and strengthened the commitment

to maintain the U.S. nuclear deterrent capability without nuclear testing, NNSA is required to maintain a

test readiness posture in which an underground test could be conducted within 24 to 36 months of

direction from the President.  The Nuclear Posture Review Report (DoD 2010) policy statement makes it

plain that the United States never intends to return to nuclear testing, except if an unforeseen critical

technical issue with the stockpile were to be discovered.  The only remaining purpose for test readiness

is to respond to another Nation engaging in testing in order to demonstrate that the U.S. deterrent

capability is still effective.    This scenario is among those considered by the Strategic Advisory Group

Special Task Force and shown in Table C–1.  The table represents estimates of time needed to prepare

for and conduct a single or series of underground tests according to a variety of scenarios.   
June 2013 | Department of Energy

Page C‐2 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

Table C–1.  Technical aspect of test readiness

Reason for a Test Complexity

of the Test

Relative Contribution

to a Solution a

Time to Conduct

(Technical Aspects) b

Demonstrations (Single Test)  

   Response to another Nation’s test L – 6 – 10 Months

   Signal resolve L – 6 – 10 Months

Experiments

   New Military Characteristics L to H L to H 36 – 60 Months

   Stockpile Stewardship Program Confirmation M to H M 24 – 36 Months

   Resolve Stockpile Problem M to H L 24 – 36 Months

Adversary Actions

   Technological Surprise M to H M 24 – 36 Months

   Render Safe M M 24 – 36 Months

Effects/Survivability

   Effects H L 24 – 36 Months

   Survivability H L 24 – 36 Months

L = Low, M = Medium, H = High a

   Compared to Stockpile Stewardship Program b

  Assuming waivers as needed

C.2 Nevada National Security Site Nuclear Test­Related Assets

for FY 2013

This section presents a summary of the key1 and critical2 personnel and other resources necessary to

conduct an underground nuclear test (UGT) at the Nevada National Security Site.  This appendix is based

on prior years’ data with some FY 2013 revisions.

C.2.1 Underground Nuclear Test Personnel

Personnel data in this section covers the inventory of all Nuclear Test Organization (NTO) personnel and

their individual skill sets that are described in the NTO workforce roster for resumption of a UGT.  In the

case of National Security Technologies (NSTec), its UGT personnel database also contains the

employees’ skills sets.

C.2.1.1 Nuclear Test Organization Underground Nuclear Test Personnel

Until FY 2009 NSTec maintained and tracked NTO UGT key and critical position requirements and

personnel assignments as provided by NTO member organizations.  The last formal review3 of the NTO

UGT key and critical position requirements, completed in August 2006, concluded that there are

411 NTO (multi‐organization) position requirements for the resumption of a UGT.  Table C–2 provides

the details of the key and critical position requirements by NTO member.    The first column lists the

following NTO organizations:    Air Resources Laboratory/Special Operations and Research Division,

                                                      

1 Key personnel are those who fill positions defined as necessary to the preparation for or conduct of an underground test in

NSO M 450.X2‐1 – Underground Nuclear Testing, Test Readiness, and Threshold Test Ban Treaty Verification. 2 Critical personnel are those who fill positions defined as vital to the safe accomplishment of an underground test in

NSO M 450.X2‐1 – Underground Nuclear Testing, Test Readiness, and Threshold Test Ban Treaty Verification. 3 Test readiness funding shortages for all test readiness activities have curtailed a number of activities, including keeping related

databases current.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐3

NSTec, Nevada Field Office, Desert Research Institute, LANL, LLNL, SNL, and Wackenhut Services

Incorporated. 

Based on legacy NTO data and an FY 2013 update of the NSTec and LANL positions, at a minimum 92 of

the 411 total NTO key and critical position requirements have no personnel assigned.  The 92 vacancies

consisted of 10 key position requirements and 82 critical position requirements (see Table C–3).  These

numbers are a significant increase over the estimates from FY 2011 of 59 total (5 key and 54 critical

personnel vacancies).  The LANL vacancies shown in Table C–3 resulted from the fact that the personnel

assigned to these positions no longer appear in the LANL personnel directory.  The NSTec vacancies are

discussed in Section C.2.1.2.

Table C–2.  Nuclear Test Organization key and critical position requirements

Nuclear Test Organization

Key Position

Requirements

Critical Position

Requirements Total

Air Resources Laboratory/Special Operations

and Research Division

3 7 10

National Security Technologies 14 167 181

Nevada Field Office 18 7 25

Desert Research Institute 2 27 29

Los Alamos National Laboratory 19 50 69

Lawrence Livermore National Laboratory 13 41 54

Sandia National Laboratories 7 32 39

Wackenhut Services Incorporated 2 2 4

TOTAL 78 333 411

Table C–3.  Nuclear Test Organization key and critical vacancies

Nuclear Test Organization Key Personnel Vacancies Critical Personnel Vacancies

Air Resources Laboratory/ Special Operations

and Research Division

2 1

National Security Technologies 2 39

Nevada Field Office 0 0

Desert Research Institute 0 17

Los Alamos National Laboratory 5 22

Lawrence Livermore National Laboratory 0 0

Sandia National Laboratories 1 3

Wackenhut Services Incorporated 0 0

TOTAL 10 82

The number of key personnel available for execution of an underground test has continued to decline as

the staff who conducted tests retired, and there is no funded program in place at this time to train

replacements for these key positions.  To address this trend, a transition began to a two part strategy

that relies on (1) robust stockpile stewardship activities to maintain the bulk of skills, facilities, and

processes to conduct a nuclear test and (2) a test readiness component to preserve test readiness

unique assets and capabilities not exercised by stockpile stewardship activities.    This approach

strengthens the ability to conduct a UGT without relying on legacy skill sets.  Emphasis on leveraging the

Stockpile Stewardship Program was given by the Strategic Advisory Group Special Task Force
June 2013 | Department of Energy

Page C‐4 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

statement,4 “The need for test readiness‐unique personnel can and should be minimized by leveraging

other Stockpile Stewardship activity.”    Recent advances in measurement capability of subcritical

experiments form the basis of the Stockpile Stewardship support, while planning for maintenance of the

readiness components is described in a Test Readiness Asset and Infrastructure Management Plan being

developed for the Nevada Field Office.  In addition, the Nevada Field Office authored “Planning for and

Execution of an Underground Nuclear Test,” a UGT resumption manual that captures organizational

planning responsibilities and execution activities for future UGTs.

C.2.1.2 National Security Technologies Underground Test Personnel  

The last formal review of NSTec key and critical position requirements was completed and validated in

August 2006 by subject matter experts, managers, and the personnel assigned to the NSTec Key Position

of UGT Project Manager.    The review determined that the number of key position requirements

decreased slightly from 16 to 14 and the critical position requirements decreased from 185 to 167 due

to continuing refinements to the defense support system functional area models.

An FY 2013 update found that NSTec has 109 personnel assigned to 140 key and critical position

requirements, and 41 critical position vacancies (see Table C–4).    This is possible because a single

individual with extensive UGT experience can be qualified to fill more than one position requirement

when scheduling allows.  

Among other options, NSTec has historically relied upon the Retiree Corps to address this shortage.  

Instituted in 1997, the Retiree Corps enlists retirees and former employees with UGT experience and

expertise.  The Retiree Corps currently consists of Nevada National Security Site contractor and Nevada

Field Office retirees and former employees that are not counted in key or critical skill positions.   The

UGT Retiree Corps offers a supplemental method for access to UGT experience and can be used for

mentoring and training as well as consulting, archiving, and advising on current UGT‐related activities.  

With time, however, the success of this program is being tempered by a number of factors such as:

 The age of the retirees.  It is now 20 years since the last nuclear test.  As each year passes, the

health of the retirees diminishes, as does the number available.

 The significant loss of ability to transition from once‐used technologies to current practices to

support ongoing stockpile activities and test readiness.  Historic personnel skills are therefore of

less utility in the modern technology environment.

 The lack of knowledge of current nuclear safety requirements limits a retiree’s contributions.   

With these factors, the Retiree Corps is not considered an enduring future staffing solution.

C.2.2 Physical Assets

It has been 20 years since execution of the Los Alamos DIVIDER test, the last test before onset of the

October 1992 moratorium on UGTs.   The Nevada National Security Site test readiness physical assets

staff has continued to focus on identification and sponsoring minimal care efforts of UGT unique

facilities, equipment, and inventory.  Unique encompasses assets that represent a capability that must

be available in order to successfully execute an underground nuclear test using the currently defined

processes and are not readily available in the commercial sector.

                                                      

4 Readiness for Underground Nuclear Testing and the Role of UGT, Dr. George Miller, United States Strategic Command,

Strategic Advisory Group Special Task Force, 17 March 2010, slide 16.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐5

Table C–4.  National Security Technologies underground nuclear test position vacancies

Position Title Key or Critical Number Required Number Vacant

Project Management and Support

‐ Project Manager K 1 1

CAPTAIN‐THREX, Scientist, THREX a C 2 2

Electro‐optics

‐ Programmer, Application Support

‐ Electronic Technician

‐ Technical Advisor  

‐ Fiber Optic Technician

C

C

C

C

1

4

1

4

1

1

1

1

Neutron Experiment

‐ Electronic Technician C 6 2

Reaction History

‐ Electronic Technician

‐ Electronic Technologist

C

C

12

2

3

1

Containment Diagnostics

‐ Electronic Technician

‐ Project Engineer

‐ Programmer, Application support

C

C

C

2

1

1

1

1

1

Control and Communication

‐ Timing Station Technician

‐ Technical Advisor

‐ Timing and Firing Technologist

C

C

C

2

1

2

1

1

1

Detectors; Source Lab Technologist C 1 1

Data Analysis and Scientific Support

‐ Technologist, Data Analysis

‐ Programmer, Application Support

‐ Data Analysis Manager

‐ Scientist, Data Analysis

C

C

C

C

3

8

1

2

2

6

1

1

Event Support

‐ Event Support Manager C 1 1

Event Engineering

‐ Engineer, Civil

‐ Project Engineer

C

C

2

2

1

1

Event Construction  

‐ Construction Superintendent

‐ Cable Superintendent

‐ Construction Manager

‐ Electrical Superintendent

‐ Mechanical Structures Superintendent

K

C

C

C

C

1

1

1

1

1

1

1

1

1

1

Canister‐Rack Fabrication

‐ Mechanical Engineer C 2 1

Verification

‐ Nevada National Security Site/Threshold Test Ban

Treaty Coordinator C 3 2

a   Currently this position is not required due to the NTO management decision that CAPTAIN‐THREX diagnostics

are not needed in the most likely test scenarios.
June 2013 | Department of Energy

Page C‐6 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

For active mission‐utilized assets, test readiness efforts have been limited to attempting to ensure that

no modifications, use, or ownership transfer occurs that would preclude an ability to perform the UGT

mission if, and when, ordered.

The following sub‐sections address specific physical assets or physical systems deemed critical to

successful accomplishment of the test readiness mission.  In particular, UGT critical facilities, equipment,

and inventory (other physical assets) are addressed.

C.2.2.1 Facilities

There are 81 North Las Vegas/Nevada National Security Site facilities designated as readiness assets that

provide some unique readiness capabilities, either built in or housed within.    Thus far, the transfer,

reporting as excess, and decommission and destruction actions have been cleared through the readiness

staff when such actions would involve one of these facilities.     

C.2.2.1.1 Underground Nuclear Test Unique

Subject matter experts identified 35 North

Las Vegas/Nevada National Security Site non‐

communication facilities several years ago and

designated them as necessary for successful

execution of a UGT or short series of tests.    This

status has been overtaken by time and other

programmatic decisions and is in need of an in‐

depth review.    These facilities have not been

maintained in a manner that would minimize any

jeopardy to Test Readiness requirements.    They

range from the North Las Vegas A‐17 Twin Towers

to Area 6 CP‐170 Yucca Lake Meteorology Station.   

C.2.2.1.2 Underground Nuclear Test Communications Critical

Several years ago 39 communications structures were deemed critical to successful UGT by subject

matter experts.  Because the overall communications systems (radio, telephone, and data) at one time

were comprised of interrelated and interdependent

pieces, the Readiness staff has relied on subject

matter experts to determine which pieces are

necessary to the UGT mission.    Technological

advances and a new communications system installed

at the Nevada National Security Site are currently

available and would most likely decrease

requirements for current historic infrastructure and

inventory.   No formal communications study for the

mesa has been conducted in the last two decades and

may be necessary for resumption of testing.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐7

C.2.2.1.3 Underground Nuclear Test Asset Storage  

Nevada National Security Site facilities or associated storage yards are presently being used for storage

of Readiness assets: Building 6‐CP65 houses thousands of diagnostic equipment items, Building 6‐903

yard is a Radioactive Materials Area

storage of post‐shot drilling system

components, Building 6‐911 yard is

a Radioactive Materials Area

storage of down hole logging

assets, and Building 1 103 is storage

of costly LLNL emplacement

elevator system components that

are no longer needed.5

   

C.2.2.2 Equipment

The focus on equipment assets whose retention is deemed critical to the successful execution of a UGT

is on the equipment having unique characteristics specifically suited to support the need to conduct a

nuclear test.  The required characteristics of these assets often rule out

new acquisition or leasing without arduous redesign, manufacturing,

and approval processes.

C.2.2.2.1 Device Emplacement and Handling and Specialty Cranes

Design criteria and specifications for emplacement cranes were

established through an exhaustive Nevada National Security Site

community crane study accomplished in the late 1970s.    That effort

resulted in a family of specially built units that has been reduced to

three specific units.  These cranes have the special steel assemblies and

fail‐safe features specified as “must have” by the study and subject

matter experts.

Manitowoc‐4600T Emplacement Cranes and Equipment.    There are two M‐4600 cranes suitable for

light UGT payload emplacement operations at Nevada National Security Site.   Both are manufacturer

designated as 350‐ton capacity.  However, when outfitted with UGT appropriate booms and swinging in

a UGT appropriate radius (180 feet and 50 feet,

respectively), they can handle loads up to approximately

200,000 pounds.  This is somewhat short of the weight of

a complex test package.    One crane was used on the

Unicorn Event and both have had their tires completely

replaced during the last 4 years and are being exercised

occasionally to keep their mechanical systems

operational.

                                                      

5 An emplacement study completed by the Joint Nevada Project Office (JNPO now JLON) during FY 2008 recommended (and was

adopted) that only the Wire‐rope method for emplacement be used for the next test.  However, the study also recommended

that all LLNL equipment continued to be stored, but not be maintained.
June 2013 | Department of Energy

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Manitowoc‐6000 Basic Emplacement Crane and Equipment.    With

the permanent transfer of the LANL‐utilized M‐4600 “Ringer” crane

first to the LLNL National Ignition Facility and then to the Oak Ridge

National Laboratory, the M‐6000 crane at Nevada National Security

Site is the only crane available that has ever been nuclear certified

for very heavy test package weights.    The basic crane (without the

Lampson unit discussed below) can emplace packages weighing up to

approximately 400,000 pounds.    This crane is located at the

Radiological/Nuclear Countermeasures Test and Evaluation Complex

and is at least minimally exercised.  The Joint Laboratory Operations‐

Nevada (JLON) Emplacement study specifically recommended,

“Cranes to be used for emplacement and operator training should be

put on a routine maintenance program assuring their viability long

into the future and the ability to certify them for a nuclear test downhole operation in a time consistent

with desired response for test execution.”

Manitowoc‐6000/Lampson LTL‐800 Heavy Lift Attachment

Emplacement Crane Suite of Equipment.    M‐6000 capability can be

increased threefold when the Lampson LTL‐800 unit is attached.  

Emplacement capability then becomes in excess of 1,000,000 pounds.  

These extreme weights were encountered with the later LLNL event

packages.  The various components for the LTL‐800 are located within

the “wet and wild” and Yucca Lake storage yards in Area 6.  

The Lampson Transporter powered track unit has been reassembled

since its return from the National Ignition Facility in 2004 and is

located in Area 6.

Manitowoc Engineering Company Crane Studies.    In late September of 2010, the Manitowoc

Engineering Company, the crane manufacturing representatives, performed a detailed inspection and

report on the status of all three test‐critical cranes.  Of the two 4600 cranes, 4 items were called out for

replacement and 33 to 38 items were identified with considerable wear.  

The summary of the inspection states that both machines are in structurally good condition.  One crane,

now located at the Radiological/Nuclear Countermeasures Test and Evaluation Complex, was cited for

structural concerns with the 40 foot insert and the 20 foot insert.  This machine should be rigged with

the proper 4 1/2 offset links.  It was recommended that the replacement of all boom pendants should

be performed.   Numerous upkeep and operational issues, as noted, need to be addressed to ensure

integrity of the machine, including a complete paint job.  If maintenance and repairs are performed, the

crane should have a long life.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐9

Similar specific comments were made for the Manitowoc 4600 located at the U1a site.    Both cranes

have local modifications and some repairs are inoperable or need better documentation and

maintenance.

The Manitowoc 6000 was found to have very similar, if not greater, maintenance issues most likely due

to inactivity and infrequent maintenance.  Replacement of all pendants and backstays is recommended.  

Some replacements in air lines were not original equipment manufacturer rated.  It was stated by the

inspector that if the crane was run daily, leaks would likely appear in most if not all of the seals, gaskets,

and hoses of the hydraulic and air systems.  Significant service and maintenance is required.

The cost burden for the cranes must be identified as a cost to ongoing programs or identified as an

infrastructure budget issue and fully funded each fiscal year.    Without programmatic support AND

routine operational usage neither the machines nor the operators will remain in the required support

status needed for nuclear testing.  With the likelihood of never returning to testing, the need for these

cranes and the required support funding should be reviewed for possible termination and disposition as

surplus to the Government’s requirements.

Grove 14.5 and 18 Ton Handling Cranes.    Three on‐hand

hydraulic cranes are equipped with the nuclear certification‐

required safety features and remain operational and

certifiable.  These cranes are in active mission use and tend

to remain continuously operational and nuclear certifiable

should the need arise.

Manitowoc‐3950T.   The Manitowoc‐3950T is a general use

crane that can be outfitted with a large Calweld auger

attachment for drilling the surface holes needed for big‐hole

drilling operations.    While

present plans call for the

use of existing emplacement

holes, the retention of this

crane and the Calweld

associated boom and drilling

equipment enables the

Nevada National Security

Site to maintain a limited

drilling capability.

C.2.2.2.2 Retention and Potential Replacement of On‐Hand Emplacement Cranes

There are “off‐the‐shelf” and in‐use cranes capable of handling the requisite weights required for

emplacement, but they have never been scrutinized for the unique UGT nuclear certification

requirements (i.e., in lowering a nuclear device, commercial cranes are designed with failsafe drop of

load).    Existing Nevada National Security Site cranes are operational and industrial‐use certified, and

almost certainly nuclear certifiable, but they are currently 25+ years old and their viability over the long‐

term future (10+ years) is uncertain.    It is not cost effective to attempt to maintain current crane

inventory in a condition to meet changing nuclear explosive safety or the authorization basis of the

future.
June 2013 | Department of Energy

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C.2.2.3 Drilling Machines

Drilling operations at the Nevada National Security Site have covered most of the spectrum of industrial

drilling activities.  They have ranged from small, shallow holes for cores and anchors through shallow

and deep‐water wells, to the very Nevada National Security Site‐unique device emplacement holes and

post‐shot drill‐back and sampling holes.  It is these last two that require the very specialized machines

and component suites that have been the focus of attention by the Readiness staff.  These operations

can best be performed using on‐hand rigs and equipment; hence, there are continuing efforts to

preserve this capability and a means to cost‐effectively reconstitute them if necessary.   At this time,

both the post‐shot and big‐hole rigs and their associated suites of subcomponents remain relatively

intact and can be reconstituted.  No near‐term requirements for new emplacement holes are known,

but subcontracting the job of drilling using Government‐furnished equipment (which will require some

refurbishment) is one option if drilling will be required.

C.2.2.3.1 IRI‐1100 Post‐Shot Rig and Equipment

The effort to obtain actual blast zone samples after an underground test culminated in the present

design of the IRI‐1100 rig and associated equipment.    (In the past, sampling involved the hazardous

lowering of rigs and drillers’ equipment into the

subsidence craters.)    The IRI‐1100 rig was

designed and built specifically for the Nevada

National Security Site post‐shot mission.    It

operates from outside of the predicted zone of

subsidence and is much safer and less labor

intensive to operate than previous rigs.    It has

been successfully utilized in actual drill‐back

operations as recently as the summer of 2004.  

The Test Readiness Program funded an effort to

“stack” (drillers’ term for properly storing drill

rigs between jobs) the IRI‐1100 and all

associated inactive equipment in a sequestered mode within the Nevada National Security Site Area 1

Drilling Subdock.  Both regular and radioactive materials areas were utilized.  Subsequent semi‐annual

limited operation of basic rig systems and documented, deferred necessary maintenance actions should

enable successful and cost‐effective reconstitution when necessary.  

C.2.2.3.2 IDECO‐3000 Big‐Hole Rig and Equipment

The IDECO‐3000 is a very large oil‐field‐type rig (30,000 foot

class) that was designed specifically to accomplish drilling of

UGT emplacement holes.    Nevada National Security Site

engineering and drilling experts developed the particular

method of drilling very large diameter, deep, and very straight

holes over the course of many years.  The rig differs from those

common to the oil and mining industry in that it was built to

handle the very large, flat bottom bits and the greater than

100 inch liner unique to the task.    The mast, sub‐base, and

drilling string are unique.  The rig has been stored in the Area 6

Well #3 Casing Yard since the mid‐90s.    Drilling tools and

various other subcomponents are also stored in the Area 1

Drilling Subdock.  
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐11

A recent Internet survey and subject matter experts query indicates that two or three firms formerly

capable of big‐hole drilling no longer do so and the rigs utilized are no longer available.  Predominant

NTO opinion is that sufficient pre‐drilled emplacement holes are available.   Retention, thorough, and

at least minimal maintenance actions are prudent for the IDECO‐3000 to protect this unique asset in

case existing holes are damaged

or inadequate.    Should any

cleaning, reaming, or other

repairs be required for an

existing emplacement hole, the

IDECO is the only known

machine for this operation.

C.2.2.4 Forklifts

There are presently two nuclear‐certifiable and four other special forklifts listed as Readiness‐specific

assets.    The two nuclear capable units are in active mission use at the Device Assembly Facility and

remain nuclear certified.    Two other non‐nuclear certifiable

units are equipped with special diagnostics cable‐handling

fork fixtures that have been certified for use by the forklift

manufacturer.  Two others (capacity of 30 tons and 40 tons)

are general‐purpose units required for UGT and in regular

mission use.    There are some previously utilized forklift

attachments, e.g., the post‐shot Blow‐Out Preventer

positioning fixture that must have forklift manufacturer

approval before they could be utilized, or must have specific

approval to proceed without manufacturer approval.  

C.2.2.5 Special Transport

C.2.2.5.1 Heavy and Outsized Loads

Readiness assets such as event site assembly towers, drilling machine masts, emplacement sub‐bases,

tower modules, etc., require the use of the Kenworth 100‐ton tractor and Talbert 200‐ton side‐by‐side

trailer combination to enable onsite

transport.    The trailer has had all tires

and the floor lagging replaced within

the last 4 years.    The Kenworth 70‐ton

tractor is used to pull the IRI‐1100 post‐

shot rig as the 100‐ton unit hitch

5thwheel is too high to accommodate

the normal rig hitch of most tractor‐

trailers.

C.2.2.5.2 Special Materials

A very unique transporter, the Safe Secure Trailer/Transport is maintained in operational status for

on‐site transport of a Special Nuclear Material event package.    Obviously, safety and security

considerations dictate maintaining the Safe Secure Trailer/Transport in an operational status.  The Safe

Secure Trailer/Transport replaces the Device Transport Vehicles which were decommissioned in 2011.
June 2013 | Department of Energy

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C.2.2.6 Downhole Logging Equipment

Pre‐moratorium UGT utilized 16 different log types during the course of

day‐to‐day operations.  A recent survey of the remaining UGT‐experienced

downhole logging subject matter experts led the Readiness staff to

suggest retention of the three types described below.    Other logging

requirements can be satisfied utilizing outside contract sources.    A

considerable amount of effort will be required to relocate and store the

three retained suites of logging equipment.

C.2.2.6.1 High Intensity GAMMA

Recent downhole logging experience utilizing industry‐supplied

instrumentation reinforced the logging subject matter experts’ contention

that the more sensitive Nevada National Security Site gamma logging

capability be retained and maintained.    The on‐hand equipment has the

requisite sensitivity threshold required for the UGT mission.

C.2.2.6.2 Big Hole Camera

Both the Big Hole Camera and the caliper tool described below are unique with respect to the diameter

of the hole they are designed to log.    Industry sources could probably accommodate these two

requirements, but it would entail extensive fabrication and/or modification to their existing equipment.  

The camera module with the housing is currently on loan to the Las Vegas Atomic Testing Museum, with

the understanding that it can be retrieved and returned to active service should the need arise.  

C.2.2.6.3 Big Hole Caliper

The sheer diameter of an emplacement hole makes this a unique

logging operation.    As with the camera suite, retention of the on‐

hand equipment is deemed cost effective when compared to the

fabrication and/or modification that would be entailed with out‐

sourcing.  This equipment is presently in minimal‐care storage.

C.2.2.7 Emplacement  

C.2.2.7.1 Emplacement System Study

In 2007, NNSA tasked the Joint Nevada Test Site Program Office

(JNPO and now called JLON) with eliminating redundancies in test

readiness from maintaining

technologies for specific test

operations developed separately by

LLNL and LANL during the testing years.    This paper specifically

addresses the technologies for lowering the nuclear explosive and its

diagnostics into a vertically drilled hole.  Other test operations also carry

unnecessary redundancies and should be assessed in the future,

i.e., containment plans and material emplacement techniques, ground

zero layout, and operation sequences, etc.   

Tests in a Nevada National Security Site tunnel complex should also be

considered for similar analyses, as that may be a desirable test mode for

technical reasons.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐13

The NNSA’s motivation was to reduce costs incurred by maintaining redundant technologies.   In fact,

more important than cost considerations, which are minimal in warehousing components, is narrowing

the focus of the readiness community in their planning and exercise programs by reducing the breadth

of potential concerns.  That is, only one emplacement technique need be considered for maintenance,

parts procurement, training, application to the appropriate Stockpile Stewardship experiments, etc.  

The study recommended (among other things) that:

 The wire‐rope harness medium used historically by LANL should be the single emplacement

system maintained in readiness for the next set of UGT events.  As such it will be the technique

of choice for Stockpile Stewardship experiments requiring vertical emplacement and will be

specified for readiness exercises.  

 Within the Test Readiness Program, the Nevada Field Office should emphasize a Nevada Nuclear

Test Infrastructure Program formalizing the responsibility to assure and maintain the

centralized, non‐redundant infrastructure for readiness for future tests.  The Program would be

responsible for infrastructure elements at the North Las Vegas Facility and the Nevada National

Security Site matching test readiness requirements.

 All wire‐rope expendable hardware and above ground emplacement technology hardware

should be inventoried and maintained as critical readiness components.

 JLON should develop a plan to incorporate desired fabrication capabilities and UGT materials

now at LANL and LLNL into the Nevada Throughput Improvement Plan (NTIP).    That might

include keeping inventoried and certified materials at the remote locations, qualifying vendors

as appropriate, and relocating capabilities to the North Las Vegas Facility.    Costs for various

options should be analyzed.

 JLON should exercise this emplacement choice through Stockpile Stewardship experiment

support, infrequent exercises, or other means.

C.2.2.7.2 ATLAS (Augmented Test Logistic Assembly System) Facility in North Las Vegas

The ATLAS (Augmented Test Logistic Assembly System) Facility in North Las Vegas was conceived and

developed to provide significant efficiencies to fielding practices then in place.    This facility houses a

large machine shop, detector manufacturing and electronics laboratory, a sheet metal fabrication shop,

Twin Towers for rack assembly, and data trailer storage and instrumentation processes.    The facility

provides everything necessary to pre‐stage all mechanical and electronic systems for a test so that

minimal time and logistic support

needs to be spent in the field.  The

North Las Vegas Facility provides

machine shops and assembly

spaces for building precision

canister frame sections on the

order of 40 feet in length and 68

to 96 inches in diameter.    As of

May of 2012 parts of the facility

were scheduled for deactivation

and no longer considered mission

essential for readiness.   
June 2013 | Department of Energy

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C.2.2.7.3 LLNL Emplacement Equipment

The Gabbs event site in Area 2 had been designated as

the preferred location in which to concentrate the

LLNL‐unique emplacement assets.    Equipment was

relocated from the Yucca Lake and other storage

yards and the

Area 1 Drilling

Subdock where it

had been left since cessation of UGT in 1992.  The very unique, and

costly, 1,000 ton elevators, slips, bales, plus other elevator

equipment, were relocated to inside of Area 1 in Building 1‐103.  

The JLON Emplacement Report suggested that all of the LLNL

emplacement equipment continued to be stored, but no funding

be used to maintain any of these assets.

C.2.2.7.4 Special Measurement Emplacement System Equipment

There are several Special Measurement Emplacement

System equipment assets located at the U‐9CT event site.  

The NSTec Readiness staff retains one of the line‐

tensioning modules and associated equipment that could

be used to emplace sensing devices in an observation

hole.  The remaining Special Measurement Emplacement

System equipment has been deemed unnecessary for

Readiness.

C.2.2.7.5 Nuclear Security Enterprise Common Stemming Equipment

The Unicorn subcritical test employed stemming methodology

and equipment that would comprise the majority of assets

desired by both LANL and LLNL for a UGT.  Only the amount of

material and depth of stemming would differ for a UGT.   The

NSTec Readiness staff has identified and maintains this

equipment to support a future UGT.  

C.2.2.7.6 Other Inventory Assets  

Event Site Air Conditioners. The large event site air

conditioners are unique in several ways, including their ability to withstand post‐detonation ground roll

and still operate.  It is likely that 24 or more of these units would be required for a complex scenario.  

Presently, there are enough operable and reparable units on

hand at the Nevada National Security Site to satisfy this level of

requirement.    Additionally, replacement units can be obtained

from commercial sources and on‐hand units can be totally rebuilt

to specification or repaired.    All refrigerant was removed from

these units in 2010.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐15

Vertical Pull‐Test Facility.    The Nevada National Security Site Area 2

Vertical Pull‐Test facility is unique both in construction and utility in that

it consists of the cased hole and hydraulic jacking system plus a few

unique fabricated fixtures that enable the actual pull testing of long

strings of drill pipe.    However, the JLON Emplacement Study

recommended wire rope as the emplacement method of choice, which

means that the Vertical Pull‐Test Facility will no longer be tracked as a

critical facility.   All of the existing equipment was not excessed at this

time, but was stored in place against some possible future need.

C.2.2.7.7 Raw Materials

Special Steel.  Fixtures and assemblies for handling UGT‐related articles

were most often constructed with special steel alloys such as HY‐80,

HY‐100, A‐537, etc.  In the past, these alloys were often available only

in large quantities and with fairly long lead‐times.  Further, certification

and “chain of custody” records are somewhat spotty for on‐hand

stocks.    Currently, small lots can be acquired from regular materials

suppliers with very short lead‐times.   

Therefore, the NSTec Readiness staff will no longer pay special

attention to the on‐hand stocks of material.  The inventory conducted

during the summer of 2004 constitutes the last action for on‐hand

materials.  

During the emplacement study, a number of items currently located at Los Alamos near facilities that

have been identified as on the decommission and destruction list (the rack fabrication and pull‐test

facilities) were noted as being possible candidates for relocation to the Nevada National Security Site.  

Among those items were several hundred tons of special steel.    No funding has been identified to

accomplish this move and the material is currently still

located in Los Alamos.

P‐110 Emplacement Pipe.  P‐110 buttress threaded pipe,

or casing, was the load bearing material string utilized in

LLNL UGT to support very heavy package loads.  Since the

JLON Emplacement study identified wire rope as the

emplacement method of choice, the pipe will continue to

be stored in the A‐1 drill yard, but no further maintenance

action is anticipated.  

Big‐Hole Liner.  Sufficient stocks of 60‐inch to 144‐inch liner (casing) remain on hand to satisfy a small

number of tests.  Occasionally, another mission may need to use a piece or two.  Readiness staff reviews

and approves such use to ensure they do not jeopardize Test Readiness capabilities.
June 2013 | Department of Energy

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Shielding Materials.  It is assumed that any shielding

material required by the national security laboratories

can be obtained just in time.  In the meantime, some

on‐hand shielding materials are located in the Area 6

Building 6‐907b.    Due to the HAZMAT nature of the

contents, the Readiness staff has adopted a hands‐off

approach to contents in this facility other than to note

it as a location used to store such materials.  National

security laboratory customers requiring these

materials withdraw from the on‐hand inventory, but

such withdrawals have not (and are not anticipated

to) jeopardize the UGT mission.

Downhole Data Cable.  The large stocks of UGT required radio‐frequency (RF) data cable on‐hand at the

Nevada National Security Site date from pre‐moratorium days.  The very specialized cable, e.g., RF‐19, is

no longer manufactured and the chance of getting a manufacturer to

refurbish the old tooling and reestablish an RF‐19 line to support a small

run for a single test has a low probability and/or an exorbitant cost

penalty.  On‐hand stocks are probably adequate for a single UGT scenario

with the caveats that the top two layers of spooled cable must be

discarded and all cable would need to be discrete gas blocked.    RF‐14

cable is probably in the same situation.  RF‐44 is still available.  Fiber optic

cable is, for the most part, commercially available, but will require

discrete gas blocks.    Providing design and fabrication of discrete gas

blocks for these fiber optic cables is a unique capability that must be

maintained (fortunately it is currently being exercised as part of the LANL

subcritical experiment program).    The cable fabrication capability is still

operational and some of the subject matter experts working there have

actual UGT experience.  As time passes, downhole cabling will be an area

of increasing concern.

C.2.2.7.8 Event Site Diagnostics Trailers

Twenty‐eight of the specially manufactured event site diagnostic trailers have been individually

identified as required for the Readiness mission, some active and others not.  A single methodology for

shock mounting using racks and Hexcel material was agreed to by the Joint Test Office, a predecessor of

JLON in the late 1990s.    This was the preferred method of shock mounting utilized by LANL at the

secession of testing.    A few of the LLNL trailers have already been modified to utilize this shock

mounting system.  Many of the trailers have extensive numbers of diagnostic instruments either active

or stored within.  There are sufficient numbers and types of these trailers and they are serviceable for

supporting UGT.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page C‐17

The diagnostics trailers identified and maintained

as readiness assets are geographically split

between LANL and LLNL.    The trailers are located

within the North Las Vegas Complex behind

Building A‐1, on the hill near Building C‐3, and at

various places on the Nevada National Security

Site.  Some of these trailers support active missions

such as subcritical experiments at the Nevada

National Security Site U‐1a Complex.  At least five

of these trailers are available to support the UGT

training effort.  Two of these have been activated

and are used for training and system evaluation.  

One training and evaluation trailer that was brought “on‐line” is Trailer 9188, now set up for a LLNL

Reaction History experiment.  Setup included checkout and evaluation of over 500 pieces of equipment

in this trailer.    These trailers are available as a test bed to enhance UGT skills training and assess

diagnostics equipment and replacement technologies.

C.2.2.7.9 Underground Nuclear Test Diagnostics Instrument Suites

The Test Readiness team continues to refine the database of over

34,000 diagnostics assets needed to execute a nuclear test.  These

assets and the post‐shot drill back suite constitute the means of

verifying a weapon’s actual performance and, therefore, they

remain a top‐level concern.    Completion of co‐location of the

majority of inactive on‐hand diagnostics equipment became a top

priority for long‐term cost effective management.    Final groups of

assets were moved from various North Las Vegas and Nevada

National Security Site locations and centralized in the Nevada

National Security Site Building CP‐65, which has been organized as a

diagnostics warehouse facility.  Within that facility, the equipment has been identified and co‐located by

type of diagnostic experiment, such as LLNL Reaction History, LANL Neutron Experiment, and LLNL

Special Measurements.    Approximately half of these assets are

non‐expendable.  Efforts to redistribute or locally excess the non‐

readiness assets continue.    Several pallets in CP‐65 are presently

awaiting final NSTec Property actions.

A test bed in the A‐1 Training room has been established to allow

testing of the 260+ diagnostic cathode ray tubes that were stored

in CP‐65.    Test results have indicated about a 30 percent failure

rate with enough tubes remaining to support future UGT needs.

Physical Infrastructure Updates

Appendix D

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page D‐1

APPENDIX D

PHYSICAL INFRASTRUCTURE UPDATES

Chapter 5 explained the activities to modernize and transition the post‐World War II and Cold War era

nuclear weapons facilities and physical infrastructure to meet future nuclear security enterprise needs.  

Appendix D provides the project descriptions that support this 25‐year SSMP, including new high‐priority

projects added to the Integrated Priority List since the FY 2012 Stockpile Stewardship and Management

Plan.    Figure 5–2 in Chapter 5 shows the Integrated Priority List of approved and proposed capital

construction projects, as well as the associated construction schedules and rough order‐of‐magnitude

costs.  This appendix also describes the security and capital equipment projects illustrated in Chapter 5,

Figures 5–3 and 5–4, respectively.  The projects proposed for funding beyond the FYNSP have not been

fully evaluated for requirements or mission need; hence, those may be changed or eliminated as CD‐0

approval approaches.  

The annual capital‐line‐item budget is approximately $300 million in constant dollars from FY 2019 to

FY 2038.  That annual funding excludes capital FYNSP resources dedicated to the Uranium Capabilities

Replacement Project (UCRP), formerly the Uranium Processing Facility (UPF).    The project is called

the UCRP, but the new facility which is a component of that project is still UPF.  NNSA determined that

mission‐critical infrastructure projects can be accomplished more efficiently through a portfolio of

non‐line‐item, expense‐funded projects.  Some projects in the FY 2012 SSMP have been moved to the

new Capabilities Based Investment subprogram proposed in FY 2014.    The projects that have been

moved are noted in the descriptions below.

D.1 Plutonium Facilities

D.1.1 Research and Development

CMRR‐NF at LANL.    The President’s FY 2013 budget request deferred CMRR‐NF construction.    NNSA

plans to phase in capabilities sooner than planned for CMRR‐NF by adding equipment in existing

infrastructure.    NNSA is also evaluating the feasibility of constructing small laboratory modules

connected to existing nuclear facilities that could accommodate higher risk plutonium operations in

more modern space.    The CMRR‐NF, or an alternative, project replaces functions of the aged CMR

Building with hazard category 2 special nuclear material operations.

D.1.2 Manufacturing

TA‐55 Reinvestment Phase II and III Projects at LANL.  These projects will help extend the life of PF‐4,

the multi‐purpose plutonium facility, by about 25 years.

 TA‐55 Reinvestment Phase II has established a partial baseline (CD‐2) and is fully funded.    The

project includes refurbishment of air dryers and replacement of the uninterruptible power supply,

confinement doors, criticality alarms, vault water tank, and exhaust stacks, as well as seismic

upgrades to the glove box stands.  CD‐4 completion is planned for the fourth quarter of FY 2017.
June 2013 | Department of Energy  

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 TA‐55 Reinvestment Phase III will update infrastructure systems (e.g., mechanical, electrical, and

structural) and modify the active confinement ventilation, replace the fire alarm, and remove other

buildings from the TA‐55 firewater loop.

PF‐4 Manufacturing Process Equipment Upgrades at LANL.    This project is not on the Integrated

Priority List.    The work is being executed and funded through operations resources.    The Plutonium

Sustainment subprogram would invest in equipment and infrastructure upgrades to increase pit capacity

and capability to ramp up the requirements to 10, 20, and 30 pits per year by 2019, 2020, and 2021,

respectively.    The components of process equipment that have exceeded their end of life must be

replaced just to maintain the current base pit manufacturing capability.  Construction of the CMRR‐NF or

an alternative and further improvements to PF‐4 are necessary to have a sustainable infrastructure with

the inherent capacity to manufacture potentially up to 80 pits per year as early as 2030 to meet

long‐term needs.  

PF‐4 to Radiological Laboratory Utility Office Building Tunnel at LANL.    NNSA will evaluate design

options to build a tunnel that would optimize program operations between PF‐4 and RLUOB.  

D.1.3 Storage

Materials Staging Facility at the Pantex Plant.  This major project would provide a modern, safe and

secure staging area near the weapons production area.  The existing staging and storage area is remote

from the production area, which makes the material transfers between the staging and operations areas

exposed, time‐consuming, and costly.    Although the staging area was constructed to the safety and

security standards of the time, significant and costly administration and oversight are now required.  By

collocating storage and staging with production, the efficiency, security, and safety will increase while

operational costs decrease.

D.1.4 Radioactive Waste Disposition  

Transuranic Waste Facility TRU [Transuranic] Waste at LANL.  Construction funding for this project has

been requested for FY 2014.    The scope provides for staging, characterization, and shipping and

receiving of TRU waste bound for WIPP in Carlsbad, New Mexico.  The project will replace solid waste

operations performed in Area G, which will be closed in 2015 to comply with the Consent Order

between DOE and the New Mexico Environmental Department.

Radioactive Liquid Waste Treatment Facility at LANL. The project will replace the 40‐year‐old system

that processes radioactive liquid waste for the entire site and has diminishing reliability.  The scope will

upgrade the radioactive waste treatment system and support zero liquid discharge for 15 technical

areas, 63 buildings, and 1,800 sources of radioactive liquid waste.  The project will maintain a critical

capability and provide compliance with current codes and standards, including seismic and electrical

ones.    The project plan has three phases and includes eliminating discharge of treated liquid to the

environment.  The project is not yet baselined.

D.1.5 Enabling Infrastructure

Electrical Infrastructure Upgrades at LANL.  The project will update electrical systems that are aged, of

insufficient capacity, and becoming unreliable.  The current capabilities do not support the future LANL

mission in a sustainable manner that satisfies NNSA requirements.    The project will replace most

deficient components of the current system to increase capacity, enhance reliability, increase the
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page D‐3

efficiency of electrical distribution and transmission systems, and support future needs.    Funding is

planned in the FY 2015 time frame.

Fire Stations at LANL.  This project would replace two fire stations constructed in the early 1950s that

are operating beyond their useful life.  These are inadequate for assigned fire apparatus and personnel

and do not meet current standards; their locations also do not support the required response times.

D.2 Uranium Facilities

Changes to or replacement of these facilities are being planned to modernize Y‐12.    These include

(1) replacement of the aging enriched uranium production infrastructure and (2) consolidation and

reduction of the high‐security footprint.  Modernization of the infrastructure is discussed in Appendix D,

Section D.2.2, and reduction in the acreage devoted to high security is discussed in Section D.6.

D.2.1 Research and Development

Applied Technology Laboratory at Y‐12.    New construction has been proposed for this project to

address deficiencies in Buildings 9202, 9203, and 9731.  The facilities, each approximately 60 years of

age, house R&D services that involve technology solutions and advancements for Y‐12 and other

nationally important uranium R&D missions.  Continued occupancy of these non‐code‐compliant, aging

facilities will increase the risk to the R&D capability and raise operating and maintenance costs.   

D.2.2 Manufacturing   

Uranium Capabilities Replacement Project (formerly the Uranium Processing Facility [UPF]) at Y‐12.  

The new, approximately 400,000‐square‐foot facility will replace all of the highly enriched uranium

production capability performed in four facilities that have a total square footage of about 850,000

(the area of the four buildings being replaced).    The UCRP is designed to improve security, safety,

reliability, and efficiency in operations and will substantially reduce annual operating costs.  This major

project will be executed in three phases, with the performance baseline to be established in FY 2014.  

Phase I consists of construction of the building structure, all associated support facilities, infrastructure,

and utilities as well as the prioritization and equipment installation in the new UCRP of the highly

enriched uranium processing currently performed in Building  9212.   Phase II involves the highly

enriched uranium metal working, machining, and inspection processes that are conducted in

Buildings 9215 and 9998.    Phase III involves the processes associated with Building 9204‐2E

(e.g., radiography, assembly and disassembly, quality evaluation, and production certification for

weapons secondaries).   Highly enriched uranium processing in 9204‐2E, 9215, and 9998 will continue

until those processes have been transitioned and are fully operational in the UCRP.   

Nuclear Facility Risk Reduction at Y‐12. The Nuclear Facility Risk Reduction Project will improve the

reliability of existing highly enriched uranium processing facilities in Buildings 9212 and 9204‐2E until the

UCRP is constructed.   The process support systems are showing age‐related deficiencies that have

impacted reliability.   The project is in the construction phase and is on schedule and within budget

based on the approved baseline.  The project forecast closeout (CD‐4) is on schedule for FY 2016.

Replacement of Non‐Highly‐Enriched Uranium Production Facilities at Y‐12.  Y‐12’s mission to produce

nuclear weapons components is encumbered by a number of aged, oversized, and inefficient facilities

that provide non‐highly‐enriched uranium material and components.    Modernization plans call for
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replacing these facilities with two new facilities, the Lithium Production Facility and the Consolidated

Manufacturing Complex.  The specifics of each proposed project are as follows:

 Lithium Production Facility.  This project would replace Building 9204‐02, which was built in 1944.  

Lithium production and related non‐nuclear special materials operations are currently performed in

that building.  The facility has exceeded its useful life and has mechanical and structural problems

and increasing deferred maintenance.  The project would construct a smaller replacement facility

outside the PIDAS.  It was previously part of the Consolidated Manufacturing Complex, but because

of greater urgency, is now being proposed separately.    The funding for the preliminary design is

planned to begin in FY 2016.  

 Consolidated Manufacturing Complex.    This major project would replace facilities constructed in

the 1940s and 1950s in which production work is performed for depleted uranium, special materials,

and general manufacturing to support canned subassembly production.    These facilities are

deteriorating, are oversized for today’s mission, and do not meet current codes and standards.  They

are costly to operate, have many operational issues, and have exceeded their expected life.  As a

follow‐on to the Lithium Production Facility, the project would consolidate the balance of

non‐highly‐enriched uranium production functions in a smaller, modern facility with greatly reduced

annual operating costs.

D.2.3 Enabling Infrastructure

Fire Station at Y‐12.  This project would replace the 1940s‐era fire station, which is confined within the

most highly protected area of Y‐12, close to enriched uranium and other hazardous operations.    The

new station would be in a location to assure timely, safe response to all site emergencies and

consolidation of all site fire protection operations.  This is an approved project, and funding is planned

within the next 5 years.

Emergency Operations Center at Y‐12.    This project would replace the Plant Shift Superintendent’s

operation and the Technical Support Center that provides onsite emergency response.    The current

facility was constructed in the 1940s and is not suitable for sustained emergency management support.  

This is an approved project, and funding is planned within the next 5 years.

Plant Maintenance Facility at Y‐12.  This project would replace an oversized facility constructed in 1944.  

The new facility would consolidate satellite maintenance facilities in one modern, efficient location.   

Materials Receiving and Storage Facility at Y‐12.    This project would support consolidation of

non‐enriched‐uranium materials staged in multiple deteriorating buildings and disposition of an offsite,

leased facility where the bulk of Y‐12 procurements and supplies are received.  The new facility would

consolidate receipt and storage functions to increase efficiency and reduce annual costs.   

D.3 Tritium Facilities

There is no change in the plan for the tritium facilities at SRS, known collectively as Tritium Responsive

Infrastructure Modifications (TRIM).    The TRIM initiative is a portfolio of independent general plant,

operating, and expense projects, plus a line‐item project.  The site is also evaluating the R&D needs to

support future tritium operations in light of a shrinking DOE site budget.   
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D.3.1 Manufacturing

Tritium Responsive Infrastructure Modifications at SRS.    The TRIM portfolio of projects would

consolidate tritium operations.  The 53‐year‐old, mission‐critical H‐Area Old Manufacturing Facility has

exceeded its expected useful life and is increasingly inefficient to maintain and operate; about one‐third

of the facility is no longer used, and it consumes the most energy of any SRS facility.  Multiple H‐Area

Old Manufacturing Facility support systems have deteriorated beyond reasonable repair; other facility

systems require significant attention and eventual upgrades to maintain compliance with Federal

regulations such as fire protection codes.    The projects would replace sustainment of the facility and

consolidate and move all H‐Area Old Manufacturing Facility operations into newer facilities.  TRIM is an

approved project and remains well aligned with NNSA’s modernization objectives.

H‐Area New Manufacturing Risk Reduction at SRS.    This project would replace and refurbish tritium

processing systems and components.  The H‐Area New Manufacturing Facility, formerly known as the

Replacement Tritium Facility, began production in 1994.    Several tritium processing and support

capabilities need to be replaced or refurbished.    Tritium gas processing requires replacement on an

8‐ to 10‐year cycle.  The project would refurbish or replace facility systems or components that require

recapitalization.  

D.4 High Explosives and Assembly and Disassembly Facilities

High explosives operations occur at the Pantex Plant and other sites.  The safety of these operations is of

paramount concern.  A series of line‐item and expense‐funded projects have been proposed to refurbish

and revitalize the high‐explosive and assembly and disassembly infrastructure, as discussed below.

D.4.1 Research and Development

High‐Explosives R&D at LLNL.  The project would modernize and recapitalize the NNSA High Explosive

Research and Development Center of Excellence capabilities.    These facilities, which support the

high‐explosives mission for weapon design and certification, already exceed or are approaching end of

life.    The project would include retrofitting or replacing the firing tanks, upgrading aging or obsolete

control systems and integrated diagnostics, and refurbishing capabilities for synthesis, formulation,

pressing, and performance testing.    The refurbished facilities would provide core competencies for

weapons high‐explosives R&D and capabilities to fabricate and process large charges for national

security missions.  

High‐Explosives Special Facility Equipment at LLNL. This project would refurbish or replace equipment,

key capabilities, and facilities currently used in the synthesis, formulation, processing, and testing of

high explosives.  The goal is to recapitalize the experimental capabilities in the intermediate years by

maintaining core capabilities to meet mission deliverables and bring maintenance costs to an affordable

level.  

D.4.2 High­Explosives Production

High‐Explosive Pressing Facility Update at the Pantex Plant.  This funded project is in the construction

phase and is scheduled for completion in FY 2017.    It will replace facilities that are deteriorated and

often unavailable for production.    The new facility will consolidate pressing, initial machining, and

magazine storage; it will have a connecting ramp and will improve the safety, quality, and efficiency of

operations.   
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High‐Explosive Science Technology and Engineering Facility at the Pantex Plant.    The project would

construct a new facility to consolidate operations currently located in several aging (40‐ to 65‐year‐old)

buildings, one semi‐permanent trailer, and one laboratory area.    These operations support the

production‐related mission of developing production technologies and manufacturing and testing high

explosives.    The modern structures will have significantly reduced energy costs and increased

operational efficiencies.  Funding is planned within the next 5 years.

High‐Explosive Formulation Facility at the Pantex Plant.    The project would replace 65‐year‐old

buildings to provide operational efficiencies for plastic‐bonded explosive production and comply with

current safety codes.    The Cold War era buildings lack the safety elements needed for explosive

operating structures.    This project will support booster, detonator, mock, extrudable, and specialty

explosives formulation.  The upgraded capacity would support future LEPs and lower operating costs.

High‐Explosive Component Fabrication and Qualification Facility at the Pantex Plant.    The proposed

project would replace two facilities that are almost 60 years old and are limiting operations.    These

facilities are inefficient and unreliable and jeopardize the ability to meet scheduled rates of weapons

assembly and dismantlement.    The project would construct a consolidated facility with improved

environment, safety, and health control, enhanced efficiency, and reduced maintenance.   

High‐Explosives Packaging and Staging Facility at the Pantex Plant.    The project would replace one

administrative and three storage magazines for movement of explosives.  The storage magazines were

built between 1942 and 1966 with less‐rigorous design standards; they have deteriorated with age,

resulting in reduced explosive limits.  The project would construct new magazines to support long‐term

explosives operations in Zone 11.  The new facility would provide operational efficiencies; the current

magazines do not have the capacity for high‐explosive synthesis, pressing, or formulation.

Inert Machining Facility at the Pantex Plant.    This project would house inert parts and fixtures for

fabrication operations to test and analyze the NNSA Weapon Surveillance Program.    Parts generated

from the dismantlement process would also be sanitized in the facility.  These operations will support

the DSW program, specifically component disposition and stockpile surveillance, in accordance with

NNSA requirements.    The state‐of‐the‐art facility will be instrumental in developing and maintaining

critical skills to support future stockpile surveillance.  

Building 12‐079 Inert Storage Refurbishment at the Pantex Plant.    This proposed project would

modernize the inert parts storage facility.  Constructed in 1980, the facility will be due for refurbishment

in the late 2020s.  

D.4.3 Assembly and Disassembly Enabling Infrastructure

These proposed projects would provide subsystem upgrades to support safety, security, and

maintenance refurbishment.    Chapter 5, Table 5–1, current limitation of capability risk status has

changed color from green to yellow due to concerns with the cell and bay subsystems, antiquated

equipment technology, and lack of replacement parts.

Fire Protection Building Lead‐ins Replacement at the Pantex Plant.  The project would replace ductile

and cast iron pipe installed between 1979 and 1985 to ameliorate pipe degradation and soil corrosion.  

It would replace piping into Zone 12 production support buildings and ramps from the High‐Pressure

Fire Loop up to and including the riser flange, thereby radically decreasing the possibility of failures.

Nondestructive Evaluation Facility at the Pantex Plant.    The project would replace a Cold War era

building in which explosive limits have reduced productivity and the capability to build, maintain, and

retire nuclear weapons.  The explosive limits also restrict analytical and scientific capabilities.  The new
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facility would incorporate safety and security enhancements, eliminate administrative controls, and

provide mission agility, thereby boosting operational efficiencies and greatly reducing energy costs.  

Cells Upgrade at the Pantex Plant.  The project would implement various upgrades and repairs to the

assembly and disassembly cells (Cells 1 and 8 in Building 12‐44 and Cell 4 in Building 12‐98) required for

nuclear explosive operations.  This newly proposed project would also increase cell capacity flexibility by

20 percent.

Zone 11 High Pressure Fire Loop (HPFL) (PTX).  This project would restore reliable fire suppression water

distribution for the high explosive area at Zone 11.   The upgraded HPFL will be designed to provide

water at a pressure, flow rate, and quantity to meet the demands of the fire suppression system in each

facility.   The project proposes to replace the Zone 11 HPFL piping to increase worker safety, avoid

operational shutdowns, and preserve capital investments.

Ultraviolet Flame Detection System (for Bays and Cells Support Equipment) at the Pantex Plant.  The

project has been retitled the Flame Detection System.    It was moved to the Capabilities Based

Investment  subprogram and would be expense funded.  It replaces ultraviolet flame detection systems

with infrared detectors in weapons assembly and disassembly facilities.   

Facility Installed Continuous Air Monitoring Equipment Replacement (for Bays and Cells Support

Equipment) at the Pantex Plant.    This proposed project has been moved to the Capabilities Based

Investment subprogram and would be expense‐funded.    It has been retitled the “Radiation Alarm

Monitoring System.” The project will replace tritium and alpha sensors that are no longer supported or

fabricated by the manufacturers.   

Buildings 12‐005C (12‐035/12‐068) Shops Replacement at the Pantex Plant.  This project would replace

the three shops that support various organizations in design, fabrication, and installation phases and are

at the opposite end of the site from the operating facilities inside the secure area.  The project would

relocate and consolidate the shops into one shop.   

D.5 Non­Nuclear Component Facilities

D.5.1 Research and Development

Radiation‐Hardened Integrated Circuits Microelectronics Trusted Foundry at SNL.  Building 858N is the

only “trusted foundry” for radiation‐hardened silicon chips for nuclear weapons.  This major proposed

project would construct and equip the replacement for 858N, which is too small for the next‐generation

tool size, weight, and process equipment.  The tooling is obsolete and no longer supported by industry,

so no spare parts for tooling exist.   

D.5.2 Manufacturing

KCRIMS project at the Kansas City Plant.  As part of the strategy to provide a smaller, more‐efficient

nuclear security enterprise, NNSA is leasing a new manufacturing facility for the Kansas City Plant,

through the General Services Administration.    Personnel and equipment relocation and installation

activities are under way from the Kansas City Plant’s Bannister Federal Complex to the recently

constructed Kansas City Plant National Security Campus (KCPNSC) as part of the KCRIMS project.  The

KCPNSC is under a 1.5‐million‐square‐feet LEED Gold‐certified facility.    Full operations and occupancy

are projected for FY 2014.
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D.6 Special Nuclear Material

D.6.1 Transportation

The STA Program safely and securely transports nuclear weapons, weapons components, and special

nuclear material to meet DOE, DoD, and other customer requirements.    The program has numerous

facilities and infrastructure that must be maintained.  No capital construction projects are planned at

this time.

D.6.2 Security Protection

The Defense Nuclear Security Program protects NNSA personnel, facilities, nuclear weapons, and

information from a full spectrum of threats, especially terrorism.    The Construction Program includes

projects to support the safeguards and security mission of the nuclear security enterprise.

Security Protection – Plutonium  

 Nuclear Materials Safeguard and Security Upgrades Project Phase II at LANL.   Phase II in TA‐55,

scheduled for completion in the first  quarter of FY 2014, will provide an effective, robust, physical

security system to address the 2005 Design Basis Threat, protection strategies, and security

requirements.

 Protective Force Portal Upgrade and Enhancement at the Pantex Plant.    This project provides

upgrades to the access and egress protective force stations and portals in order to maintain an

effective security operation.    The scope includes facilities and equipment to control personnel

during access and egress, conduct contraband searches, house new equipment to enhance both

personnel and vehicle search activities, and provide life‐cycle replacement of access control

equipment.

 Device Assembly Facility Argus at NNSS.    This project will install Argus security system, an

interconnected, computer‐based personnel access system adopted by DOE and NNSA as the

standard security technology for the nuclear security enterprise.    Argus will provide integrated

intrusion detection, alarm monitoring, and access control.  The Argus will replace the aging Process

Equipment and Control System (PECOS) in the Device Assembly Facility.  

Security Protection – Uranium   

 Security Improvement Project at Y‐12.    A new security system will be installed to manage and

integrate personnel security and access control systems at existing facilities (e.g., the Highly

Enriched Uranium Materials Facility, vault type rooms, and the Y‐12 Visitors Center).    Argus will

provide integrated intrusion detection, alarm monitoring, and access control and will enhance the

Central Alarm Station and Secondary Alarm Station.  The project, which is under construction with a

baseline completion in June 2014, is ahead of schedule with a forecasted completion of June 2013.

 West‐end Protected Area Reduction at Y‐12. This West‐end Protected Area Reduction initiative, a

UCRP subproject, would construct an interim system of physical barriers and electronic sensors to

reduce the 150‐acre PIDAS to 80 acres.    The project is currently under design to streamline site

accessibility during UCRP construction.
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Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page D‐9

 Protected Area Reduction Project at Y‐12. This project has been eliminated and replaced with

three standalone projects.    These projects will support the final reduction of the Protected Area

from 80 to 20 acres and are linked to full‐scope operations at the UCRP.

 PIDAS Sensor Modernization at Y‐12.  This project would replace sensor systems that have been in

operation for about 30 years, but are in an area of PIDAS with an anticipated life of an additional

50 years.    The project would also reorient the direction of the sensor fields to provide maximum

effectiveness for the location of future special nuclear material facilities.

 Central Alarm Station Relocation at Y‐12.  The Secondary Alarm Station is in a 67‐year‐old building

that requires costly upgrades for safety, fire protection, and environmental protection.    This

proposed project will terminate Secondary Alarm Station operations in Building 9710‐2, an aging

facility with numerous challenges, and ensure the Central or Secondary Alarm Station is inside the

smaller‐footprint protected area when Y‐12 removes the Area 5 facilities.    The project will also

eliminate certain adversarial scenarios, thereby providing for Protective Force staff reduction.  The

scope of the UCRP includes construction of a highly protected, long‐term, underground location for

alarm and access‐control management.    The Central Alarm Station Relocation Project would

establish Argus operations in that new location, transfer Central Alarm Station activities to the new

location, and relocate the Secondary Alarm Station operations.

 Entry Control Facilities at Y‐12.   This project proposes new Entry Control Facilities to replace the

Protected‐Area access points constructed in the mid‐1980s.  These access points are already beyond

their optimum life‐span, and access points constructed during implementation of the Graded

Security Program will be at the end of their expected life in about 2025.    This project will be

executed when UCRP Phases II and III are implemented.    The new pedestrian and vehicle access

points will be capable of meeting requirements at much‐lower maintenance costs during the life of

the Highly Enriched Uranium Materials Facility and UCRP.

Security Protection – Weapons Assembly and Disassembly   

 Zones 4 and 12 PIDAS Refurbishment at the Pantex Plant.    This proposed project would replace

security systems that have been in service for more than 10 years and are reaching technological

obsolescence, resulting in a lack of available parts and supported software and a decrease in the

maintainability and reliability of the systems.    The project is being considered by the Defense

Nuclear Security Program; the decision on the project would be made in the post‐FYNSP period.

 Protective Force Portal Upgrade and Enhancement Project at Pantex.  This proposed project would

upgrade and enhance the access and egress Protective Force Stations and Portals to maintain an

effective security operation.    The project is being considered by the Defense Nuclear Security

Program, but no decision has been made to date.

D.7 Design, Certification, Experiments, and Surveillance

Facilities

D.7.1 Potential Infrastructure Modernization

Proposals for design, certification, experiments, and surveillance facilities are based on infrastructure

modernization and are in two categories.  The first category is primarily site specific and intended for

initiation within the next decade.    The second category, Large Science and Technology Tools, is a
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projection of stockpile requirements to the post‐2020 period and would be a major system acquisition.  

All of these items are part of the Integrated Priority List found in Chapter 5, Figure 5–2, and the nominal

schedules and costs for security and capital equipment projects shown in Figures 5–3, and 5–4.

Exascale at Multiple Locations. This project would provide the Nation with the next generation of

extreme‐scale computing capability to solve important problems in energy, the environment, national

security, and science.  The two NNSA sites being considered for this advanced computing capability are

LANL and LLNL, using operating resources in the post‐FYNSP budget.

Silicon Fabrication Recapitalization at SNL.    This project would be expense‐funded retooling,

equipment, and infrastructure work in the silicon fabrication facility to extend the process life

(e.g., wafer technology) by 10 to 15 years.   

Enhanced Radiography Equipment Capability at the Nevada National Security Site.    The existing

Cygnus dual‐axis radiographic source is not sufficient in penetrating power for some future plutonium

experiments as currently conceived.  This expense‐funded project proposes to implement an upgrade

capability to the radiography systems and infrastructure in FYs 2014–2018.

Test Capabilities Revitalization Phase II at SNL.  This project is funded and in the construction phase.  

The project supports the B61 LEP first production unit and provides the environmental infrastructure to

evaluate the nuclear explosives package and the non‐nuclear and systems engineering for the W78 and

W88 LEPs.  Project completion is expected in FY 2014.

Energetic Materials Characterization at LANL.    This project would provide modernized, reliable, and

efficient infrastructure for energetic material operations and critical surveillance and safety capabilities

related to nuclear stockpile and homeland security needs.  The project would replace several facilities

that are more than 50 years old, are obsolete, require excessive maintenance, and cannot be configured

to accommodate requirements.   

LEP and Warhead Assessment Revitalization at LLNL.  The project would refurbish critical equipment to

support the B61, cruise missile warhead LEP, and W78/88‐1 LEP warhead development programs as well

as annual assessment and certification activities.  The equipment is unique and will require revitalization

through a 4‐ to 5‐year recapitalization program.  

Weapons Engineering Facility at SNL.  This project would replace five buildings totaling 300,000 square

feet that have poor operational reliability with a new, centralized 200,000‐square‐foot facility that has

high security and updated computing technology and will support weapons activities, including

surveillance and power source (batteries) work.   

Research Reactor Facility at SNL.  This newly proposed project would accommodate the Annular Core

Research Reactor in a safer, more secure, more productive facility.   The 50‐year‐old building was not

designed to house a reactor, but was retrofitted some years later.    The reactor is currently safe and

operational, but the risk of long‐term or permanent closure will increase with time because of the

possibility of facility failure, a safety incident, a change in requirements, or regulatory noncompliance.  

The existing fuel elements (unique and perhaps irreplaceable UO2BeO elements) would be transferred

to the new facility.

Weapons Manufacturing Support Facility at LANL.  This project would consolidate facilities to provide

reliable, safe, effective machining and fabrication for non‐nuclear weapon components.    The smaller

facility would reduce the financial burden and provide support to LANL missions that are not currently

available.
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Mission Support Science and Technology Laboratory at SNL.  This project would integrate existing and

emerging science and technology with the DSW program.  Construction of this new laboratory would

support core products for the power systems of gas transfer systems and surety systems, as well as

stockpile surveillance, annual assessments, and SFIs.    The current facility housing these capabilities is

aging and has seismic deficiencies.

Weapons Engineering Science and Technology at LLNL.  This project would consolidate and modernize

1950s‐era core weapons engineering buildings.    These facilities, which support weapon design,

engineering, and evaluations, are past their useful life and require replacement or refurbishment to

provide an integrated, cost‐effective infrastructure for mission‐critical activities.  The existing facilities

have an increasing maintenance backlog (and hence increasing operational costs), as well as seismic

deficiencies and legacy contamination (i.e., beryllium).    The consolidated and modernized facilities

would have a reduced footprint.  The proposal will include the cost to deactivate and decommission the

vacated space.

Modern Threat Abeyance Center at SNL.  The project would contribute to protecting DOE assets from

emerging threats, including terrorism.  The proposed new facility and staff would be dedicated to quick,

thorough technical response to identified threats against the stockpile and other nuclear assets.  This

new project would construct laboratory, office, and multi‐purpose space, including light laboratories,

applications test facilities, engineering and materials sciences laboratories, weapon component

integration laboratories, and the enabling information infrastructure.

Matter‐Radiation Interaction in Extremes (MaRIE) at LANL.    The three national security laboratories

developed an Experimental Facilities Roadmap to describe the relationship among mission objectives,

scientific and technical capability needs, and future experimental facilities to meet those needs.    The

roadmap identifies the gaps in the ability to sustain the stockpile over the coming decades.  The national

security laboratories submitted proposals to the Stockpile Stewardship Program for consideration in the

“Large Science Tools” competition.  The MaRIE proposal was determined to close the identified gaps and

was selected for further development.  MaRIE will support key NNSA goals to understand the condition

of the stockpile and extend the life of warheads.  Defense Programs plans to pursue CD‐0 for MaRIE in

FY 2013.  

Seismic Rehabilitation at LLNL.  LLNL is located in a seismically active region; there is a high probability

of one or more earthquakes of magnitude 6.7 or greater in the next 30 years.    LLNL conducted a

comprehensive seismic evaluation of its entire facility inventory and determined that seismic

rehabilitation is needed for about 60 buildings that do not meet “life safety” standards.    This project

would rehabilitate 10 to 15 of the most seismically deficient buildings by providing upgrades essential to

continuing operations in mission‐critical facilities.  

Robust Secure Communications Laboratory at SNL.  This new project would invest in the science and

engineering of the nuclear security enterprise with the goal of protecting DOE critical systems from

exploitation or failure.    The project would construct a facility to meet the substantial challenges

associated with providing secure communications and hardware.   

Gravity Weapons Certification at SNL.    The equipment and infrastructure used to capture data and

support flight test operations at the Tonopah Test Range are aged and obsolete and require constant,

proactive maintenance. This project would maintain the capability to validate the performance of

gravity nuclear weapons from development through surveillance to support NNSA and Air Force

requirements.  The proposal provides several options for repairs, refurbishment, and upgrades to roads,

the power grid, facilities, and equipment associated with this capability.
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Consolidated Environmental Test Facility at SNL.    This newly proposed project would replace the

1950s‐era Buildings 860 and 865, which have mechanical, electrical, and structural systems that are

inefficient to maintain and operate and beyond their useful life.    The buildings do not meet current

seismic or accessibility codes.  The multiple environmental test capabilities housed in the facilities are

unique and necessary for weapon component and stockpile certification.  The project would consolidate

and collocate related activities so staff can improve testing operations and reliability.

Materials Science Modernization at LLNL. This proposed project would provide a materials research

complex and modern infrastructure for materials fabrication, characterization, and testing in support of

LLNL’s national security mission.  

Nuclear Security Applications Facility at LLNL.    This project would construct a facility dedicated to

nuclear threat countermeasures.  LLNL nuclear forensics provides mission critical support to a variety of

missions, notably including nuclear nonproliferation, nuclear counterproliferation, and nuclear

counterterrorism (pre‐detonation, post‐detonation, and interdicted device forensic analysis), as well as

environmental programs.  The ability to provide the requisite world‐class forensics support is severely

hampered by the aging infrastructure of existing LLNL facilities (including but not limited to

Building 151).

D.7.2 Enabling Infrastructure  

Device Assembly Facilities Lead‐in Piping at the Nevada National Security Site.    This project would

remediate 20 years of galvanic and microbial corrosion that has decreased the fire‐suppression lead‐in

pipe’s thickness by up to 80 percent.  The project has been transferred from Defense Programs to the

new Office of Infrastructure and Operations.  The project will be expense funded.

Emergency Operations Center at SNL.    The Emergency Operations Center has numerous operational

difficulties, including: no radio communications with the City of Albuquerque Fire Department; one line

of communications with the City of Albuquerque Police Department; a need to support central alarm

stations and secure communication lines; no place to hang Level‐A personal protective equipment suits;

no garaging for emergency response vehicles; and the inability to store self‐contained breathing

apparatus in vehicles.    This project would consolidate personnel and equipment to improve the

emergency response capability and response time.    The current Center is within the TA‐1 primary

exposure zone; as such, in some events, Center personnel would have to “shelter in place” rather than

respond.  The project would therefore relocate the Emergency Operations Center outside the “Zone of

Exposure” in TA‐1.   

Emergency Operations Center at LLNL. This project would replace the current temporary Emergency

Operations Center in Building 490, which does not meet California or national standards or DOE

requirements for such a facility.  The Emergency Operations Center is collocated within a large, unsecure

building that creates operational, safety, and security risks.  The proposal is to construct a facility with

office space, a media center, communications, and an alarm monitoring and dispatch center.   

Communications Systems Improvements at the Nevada National Security Site.    This project would

address elements of the telecommunications and information technology infrastructure for the Nevada

Site Field Office that are suffering from technological obsolescence and limited capacity.   

Data Center Consolidation at the Nevada National Security Site.  This project has been removed from

the Integrated Priority List.
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Mission Support Consolidation at SNL.  This proposed project would replace and consolidate facilities

that are over 40 years old, as well as temporary structures that house executive management and

support services personnel.   

Receiving and Distribution Center at LANL. This proposed project would replace an obsolete

60‐year‐old facility that requires excessive maintenance and repair, is in an inappropriate location, and

has inadequate seismic strength.

Obsolete Office and Light Laboratory Building at LANL.  This proposed project would support relocation

of over 1,500 staff who are in temporary, aged trailers and transportable structures.  These structures

will not support ongoing and future missions in a sustainable manner.  The project would construct an

efficient, flexible office facility with quality space utilization that meets modern sustainability and

energy‐saving mandates and standards.   

Reshaping the NNSA Albuquerque Campus (formerly, Reshape SNL/New Mexico TA‐1).  This project is

no longer on the Integrated Priority List because funding assumptions changed and did not rank high

enough.  The project will be deleted from the next edition of the SSMP.  This proposed project would

reduce the security area, fencing, and TA‐1 footprint at SNL by reshaping the boundary and entries and

relocating the gate to Kirtland Air Force Base.

Electrical Reliability and Distribution at LLNL. The proposed project would update the power system,

which lacks the capacity and reliability to meet forecasted loads, as well as the open campus capability,

beyond FY 2014.  LLNL facilities are vulnerable to power disruptions, especially at the National Ignition

Facility and the Terascale Facility.    The project would install a new, additional external electric utility

power source, a main power substation, and other systems.    Transmission lines would be moved

underground.

Livermore Valley Visitor Center at LLNL. This project is no longer planned as a line‐item construction

project.  It would construct a visitor center as a transformational element in the Livermore Valley Open

Campus.  Visitors would be greeted and screened in a central facility with common areas shared by all

Livermore Valley Open Campus facilities.  The project would be a major component of the Livermore

Valley Open Campus effort to provide collaboration among laboratory, Federal, state, local, and

industrial partners.  The scope, cost, and method for funding this effort are in the preconceptual stage.

Site Workforce Data

Appendix E

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐1

APPENDIX E  

SITE WORKFORCE DATA

The data in this appendix was collected from the national security laboratories, nuclear weapons

production facilities, and the Nevada National Security Site.  The sites used data from the end of FY 2012

as a base and developed their projections to reflect the FY 2014 FYNSP, using the Common Occupational

Classification System to provide a standard characterization of the workforce.   Each site provided a

description of their mission, M&O workforce summary profile, gains and losses in essential‐skills

positions over the last 5 years, workforce projections for essential skills, and a narrative of their M&O

workforce outlook.  

E.1 Los Alamos National Laboratory

M&O Contractor:  Los Alamos National Security, LLC

E.1.1 Mission

LANL conducts research in the design and development of nuclear weapon components; designs and

tests advanced technology concepts; provides safety, security, and reliability assessments and

certification of stockpile weapons; maintains production capabilities for limited quantities of plutonium

components (pits) for delivery to the stockpile; manufactures nuclear weapon detonators for the

stockpile; and conducts tritium R&D, hydrotesting, high‐explosives R&D, and environmental testing.  

LANL will be a Center of Excellence for Nuclear Design and Engineering and the Center of Excellence for

Plutonium.  Moreover, its mission is enhanced by being a supercomputing platform host site and by its

plutonium pit production R&D using TA‐55, which will include eventual use of the CMRR‐NF or an

alternative, detonator production and contained high‐explosives R&D, DARHT for world‐class

hydrodynamic testing, LANSCE for nuclear and materials research, and materials research using the

proposed Matter‐Radiation Interaction in Extremes Facility (aka MaRIE) as a potential science magnet.

E.1.2 Los Alamos National Laboratory Management and Operating

Contractor Workforce Summary Profile

Figure E–1.  Los Alamos National Laboratory NNSA management and

operating contractor workforce in fiscal year 2013
June 2013 | Department of Energy  

Page E‐2 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.1.3 Los Alamos National Laboratory Management and Operating

Contractor Gains and Losses over the Last 5 Years

Figure E–2.  Los Alamos National Laboratory NNSA management and operating contractor

gains and losses in essential‐skills positions over the last 5 years

E.1.4 Los Alamos National Laboratory Management and Operating

Contractor Workforce Projections for Essential Skills  

Figure E–3.  Los Alamos National Laboratory NNSA management and operating

contractor workforce projections for essential skills
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐3

E.1.5 Management and Operating Contractor Workforce Outlook  

Overall retention of employees at LANL is not an issue at this time.  LANL has a good retention rate for

its career employee population and a better retention rate for employees supporting weapons activities

with essential skills.  Historically, LANL has been able to recruit and replenish the workforce considered

essential to Defense Programs.

However, projections over the next 5 years indicate the need to replace approximately 600 scientists,

engineers, and technicians to support weapons activities.  Some essential‐skills areas, such as nuclear

design and evaluation, underground experimentation, threat reduction, lasers, pulsed power, and

accelerators, are expected to lose over 40 percent of their current population within the next 5 years.  

These essential‐skills areas, along with computer and computational sciences, computational physics,

and high‐performance computing, are long‐term vulnerabilities.

LANL’s ongoing efforts to hire and retain employees with essential skills cover a broad range of

programs and initiatives.    LANL has formed several institutes, each with a partner university or a

consortium of universities.    LANL sponsors extensive workforce development “pipeline” education

programs for students and postdoctoral researchers.  The internal pipeline is used to ensure employees

with the essential skills are developed to meet future needs.  Seventy‐one percent of all new R&D staff

hires and conversions in the last 5 years have been from the internal pipeline (students, postdoctoral

fellows, and limited‐term employees).    Fifty‐three percent of all current R&D employees were at one

time students or postdoctoral fellows at LANL.

With the exception of the areas mentioned in the second paragraph above, such as computational and

nuclear design scientists, LANL’s recruitment strategies and internal pipeline have been effective.  

Recent strategies in recruiting and expedited hiring practices have improved LANL’s ability to hire

support engineers; however, because of the time required to learn the job and the competition for

employees with computer and computational skills, recruiting computational and nuclear design

scientists will continue to be a challenge.

E.2 Lawrence Livermore National Laboratory

M&O Contractor:  Lawrence Livermore National Security, LLC

E.2.1 Mission

LLNL conducts research in the design and development of nuclear weapon components; designs and

tests advanced technology concepts; provides safety, security, and reliability assessments and

certification of stockpile weapons; conducts nuclear threat reduction and nuclear counterterrorism R&D

and emergency response; and conducts nonproliferation R&D and support. LLNL has a variety of

specialized experimental capabilities including plutonium R&D, tritium, radiochemistry, high‐explosives

R&D, hydrotesting and environmental testing of weapons systems with high explosives, and special

nuclear materials.  LLNL is a Center of Excellence for Nuclear Design and Engineering, as well as NNSA’s

Center of Excellence for High‐Explosives R&D.  In addition, LLNL maintains one of the Nation’s premier

high‐performance computing capabilities and the National Ignition Facility in support of the mission of

the Stockpile Stewardship Program.    These capabilities, together with LLNL’s high‐explosive facilities,

serve as mission‐aligned science magnets for attracting the next generation of stockpile stewards.  
June 2013 | Department of Energy  

Page E‐4 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.2.2 Lawrence Livermore National Laboratory Management and

Operating Contractor Workforce Summary Profile

Figure E–4.  Lawrence Livermore National Laboratory NNSA management and operating

contractor workforce in fiscal year 2013

E.2.3 Lawrence Livermore National Laboratory Management and

Operating Contractor Gains and Losses over the Last 5 Years

Figure E–5.  Lawrence Livermore National Laboratory NNSA management and operating

contractor gains and losses in essential‐skills positions over the last 5 years
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐5

E.2.4 Lawrence Livermore National Laboratory Management and

Operating Contractor Workforce Projections for Essential Skills

Figure E–6.  Lawrence Livermore National Laboratory NNSA management and operating

contractor workforce projections for essential skills

E.2.5 Lawrence Livermore National Laboratory Management and

Operating Contractor Workforce Outlook  

LLNL’s highly skilled and dedicated workforce is its most valuable asset.  Every effort is made to ensure

that staff with the required skills are being developed and retained.  The opportunity to address difficult

problems of national importance with state‐of‐the‐art tools and facilities is expected to continue

drawing talented people to LLNL.  Currently, the LLNL has the skilled workforce necessary to meet the

needs of the weapons program.  

LLNL has a tremendously skilled, valuable, and committed workforce that is carefully managed to ensure

the skill mix necessary to achieve mission objectives.  As the arena is highly competitive, constant effort

must be made to attract and retain a qualified workforce.  LLNL relies on healthy programs, Laboratory

Directed Research Development, and postdoctoral initiatives to help attract the best and the brightest

to the Laboratory.   Other factors—including old facilities, non‐value‐added safety and security

requirements, compensation that is not commensurate with industry standards, and restricted travel—

offer challenges in the recruiting and retention of LLNL’s ST&E workforce.    LLNL continues to be

concerned about the following:

 The ability to hire high quality individuals

 The potential for increased non‐retirement attrition rates among the early and mid‐career staff

who are responsible for execution of the bulk of the program and have skills knowledge and

attributes that are still broadly marketable

 Retention of retirement‐eligible individuals

   
June 2013 | Department of Energy  

Page E‐6 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

The Stockpile Stewardship Program remains extraordinarily successful in developing the tool set

required to maintain the stockpile in the absence of testing and using those tools, to train the next

generation of stockpile stewards.  The program was specifically designed to maintain the skills necessary

in the absence of nuclear testing.    The Stockpile Stewardship Program’s aboveground experimental

facilities, such as the National Ignition Facility, High Explosives Applications Facility, Contained Firing

Facility, and JASPER at the Nevada National Security Site, provide data required for stewardship.    In

addition, these facilities provide LLNL’s weapons designers with opportunities to carry out complex,

integrated physics experiments that hone designer judgment as issues are investigated or potentially

new phenomena are revealed.  Designer judgment is developed through computational simulation and

constitutive and integrated experiments.    Ensuring the LLNL staff has access to the world’s leading

computational resources, up to and including exascale‐level high performance computing, is key not

only to attracting the best and brightest, but also to maintaining this critical judgment in the absence of

nuclear testing.

The involvement of the LLNL workforce in the annual assessment process for the stockpile provides a

basis for developing and exercising the judgment of new nuclear weapons staff in dealing with difficult

issues related to nuclear design and engineering, in much the same way that development of nuclear

weapons and underground testing did.  Participation in the Independent Nuclear Weapons Assessment

Process has empowered LLNL staff to take a deeper look at a broader range of stockpile systems and to

improve their analysis skills through in‐depth technical peer review.  The assignment of the W78/88‐1

LEP to LLNL provides an essential path for maintaining the competency and capability of LLNL’s cadre of

designers and engineers through the exercise of an integrated system design, engineering, and

manufacturing program.    Because of the success of the Stockpile Stewardship Program and the

continual involvement of personnel in maintaining the enduring stockpile, risks associated with the

eventual condition when no weapon designers will have designed, tested, and deployed a new weapon

are minimal.

E.3 Sandia National Laboratories   

M&O Contractor:  Sandia Corporation

E.3.1 Mission

SNL conducts systems engineering of nuclear weapons; performs research, design, and development of

non‐nuclear components; manufactures non‐nuclear weapons components (including neutron

generators for the stockpile); provides safety, security, and reliability assessments of stockpile weapons;

and conducts high‐explosives R&D and environmental testing.  SNL will be the Center of Excellence for

Non‐Nuclear Design and Engineering and the Center of Excellence for Major Environmental Testing.  

SNL’s mission will be enhanced by (1) using the Microelectronics and Engineering Science Applications

Complex as an engineering magnet, (2) conducting major weapons environmental testing using TA‐3 and

other New Mexico facilities, (3) performing energetic devices R&D using the Explosives Test Facility, and

(4) using its neutron generator design and manufacturing facilities.  
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐7

E.3.2 Sandia National Laboratories Management and Operating

Contractor Workforce Summary Profile

Figure E–7.  Sandia National Laboratories NNSA management and operating

contractor workforce in fiscal year 2013

E.3.3 Sandia National Laboratories Management and Operating

Contractor Gains and Losses over the Last 5 Years

Figure E–8.  Sandia National Laboratories NNSA management and operating

contractor gains and losses in essential‐skills positions over the last 5 years
June 2013 | Department of Energy  

Page E‐8 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.3.4 Sandia National Laboratories Management and Operating

Contractor Workforce Projections for Essential Skills

Figure E–9.  Sandia National Laboratories NNSA management and operating contractor

workforce projections for essential skills

E.3.5 Sandia National Laboratories Management and Operating

Contractor Workforce Outlook  

SNL uses many programs and approaches to recruit, develop, and retain the workforce to support its

mission needs.   SNL’s approach to managing the workforce begins with the Integrated Workforce

Management Process, which drives a comprehensive self‐evaluation of multiple factors,

e.g., competency review, organizational structure and span of control, talent management, and

workforce composition.    From this action, the annual Workforce Acquisition Process is used by

organizations to complete 2‐year tactical workforce projections, as well as to identify long‐term strategic

needs.   

The Workforce Acquisition Process drives SNL’s hiring plan for the near term, based on projected

retirements, voluntary separations, and work needs.  This detailed workforce planning is a direct input

to SNL’s recruiting process and program.   The information sizes the recruiting effort and shapes the

demand for off‐campus, early career, and highly experienced hires.  The Workforce Acquisition Process

creates linkages between revenue and cost projections and mission execution, thereby driving SNL’s

strategic and tactical workforce planning.  By aligning these actions with anticipated work, SNL increases

its focus on hiring to meet mission needs and provides a roadmap to track progress.  Hiring performance

to the workforce plan is tracked, and projections are reviewed and updated quarterly to reflect changes

in the business environment, e.g., more or less growth than projected, or more or less attrition than

projected.  

Long‐term strategic needs input is used by SNL organizations to consider emerging skill sets or future

challenges.  This information may result in the development of new educational or pipeline programs, as

well as the targeting of new skills that can be integrated into the SNL workforce to meet future mission

needs.   These programs include the Masters Fellowship Program, a strategic recruiting program to

attract and retain key talent, and the Critical Skills Masters Program.  Other pipeline programs include

the Center for Cyber Defenders and the Student Intern Program.    These programs leverage the
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐9

workforce plan as insight into future skill sets.  SNL also participates in targeted recruiting events such as

on‐campus recruiting, technical talks with students, and specific industry hiring programs, such as

Supercomputing‐10 for computer engineering.

SNL seeks to hire top talent, and there is always more demand than supply in all technical disciplines.  

This pool of available talent is further reduced by the requirement for U.S. citizenship.  Consequently,

competition for candidates in virtually all science and engineering disciplines is significant.   When

looking at computer engineers and scientists, for example, it is likely that SNL alone would have

sufficient demand to hire most of the available top talent who are U.S. citizens.  SNL, as well as the other

national security laboratories, is competing head‐to‐head with other high‐profile companies such as

Google, Microsoft, and Intel for this talent.  This supply and demand situation increases the cost of these

skill sets, and other factors such as geography, cost of living, and location fit rise in importance for the

applicant.  

As SNL prepares to engage a new generation of staff, it is important to acknowledge that students are

taught that they will have five to seven careers versus the single career of past generations.   This

predisposition increases pressure on comparability between competing value propositions and

challenges the traditional national security laboratory paradigm that employees will stay for an entire

career.  Therefore, SNL expects to see increasing pressure on retention of those nuclear weapons skill

sets that may take 15 years to develop and train.  This will be a long‐term challenge.

E.4 Kansas City Plant  

M&O Contractor:  Honeywell

E.4.1 Mission

The Kansas City Plant manufactures, procures, evaluates, and tests non‐nuclear weapons components.

E.4.2 Kansas City Plant Management and Operating Contractor

Workforce Summary Profile

Figure E–10.  Kansas City Plant NNSA management and operating contractor workforce

in fiscal year 2013
June 2013 | Department of Energy  

Page E‐10 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.4.3 Kansas City Plant Management and Operating Contractor Gains

and Losses over the Last 5 Years

Figure E–11.  Kansas City Plant NNSA management and operating contractor

gains and losses in essential‐skills positions over the last 5 years

E.4.4 Kansas City Plant Management and Operating Contractor

Workforce Projections for Essential Skills

Figure E–12.  Kansas City Plant NNSA management and operating contractor workforce

projections for essential skills
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐11

E.4.5 Kansas City Plant Management and Operating Contractor

Workforce Outlook  

The non‐nuclear manufacturing capabilities needed to accomplish the Kansas City Plant’s mission are

readily available in today’s labor market as long as the compensation and benefits packages remain

competitive.   

While 40 percent of the essential‐skills workforce is eligible to retire now, that number will increase to

over 60 percent in the next 10 years.  In the future, electrical and mechanical engineers will be needed

with skills in engineering and design, manufacturing, radar, and optics.    To ensure the identification,

recruitment, development, and retention of employees with these and other skills, the Kansas City Plant

has instituted a robust and systematic workforce planning process, as well as a variety of recruitment

strategies and training and development programs.

The Kansas City Plant continues to offer a competitive compensation and benefits package.  

Compensation is only slightly lagging the market as a result of recent salary freezes, and is currently

sitting at approximately 95 percent of the market.  The benefits package is comparable to that of other

large industries.    However, there may be a potential impact on retention if the Kansas City Plant is

unable to keep salaries competitive with the commercial sector as economic conditions improve.

The Kansas City Plant works diligently to provide training and development for all employees.    The

Kansas City Plant also has a robust rewards and recognition program to recognize employees for various

levels of contributions to the business.  

All programs and activities are reviewed regularly and refined as necessary to ensure appropriate skills

are available to execute and support the Kansas City Plant’s missions.

E.5 Pantex Plant

M&O Contractor:  Babcock & Wilcox Pantex

E.5.1 Mission

The Pantex Plant dismantles retired weapons; fabricates high‐explosives components and performs

high‐explosives R&D; assembles high‐explosive, nuclear, and non‐nuclear components into nuclear

weapons; repairs and modifies weapons; performs nonintrusive pit modification; and evaluates and

performs surveillance of weapons.  The Pantex Plant maintains Security Category I and II quantities of

special nuclear material (i.e., special nuclear materials that require the highest level of security) for the

weapons program and stores special nuclear material in the form of surplus plutonium pits, pending

transfer to SRS for disposition.    The Pantex Plant will be the Center of Excellence for Assembly and

Disassembly of Nuclear Weapons, as well as the Center of Excellence for High‐Explosives Production and

Machining.  Its mission will be enhanced by nondestructive weapon or pit surveillance using the existing

Weapons Engineering Testing Laboratory, its proposed new Weapons Surveillance Facility, its updated

high‐explosives machining and production facilities, and its consolidated weapon and pit storage via the

new underground Zone 12 storage facility.
June 2013 | Department of Energy  

Page E‐12 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.5.2 Pantex Plant Management and Operating Contractor Workforce

Summary Profile

Figure E–13.  Pantex Plant NNSA management and operating contractor workforce

in fiscal year 2013

E.5.3 Pantex Plant Management and Operating Contractor Gains and

Losses over the Last 5 Years

Figure E–14.  Pantex Plant NNSA management and operating contractor gains and

losses in essential‐skills positions over the last 5 years
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐13

E.5.4 Pantex Plant Management and Operating Contractor Workforce

Projections for Essential Skills

Figure E–15.  Pantex Plant NNSA management and operating contractor

workforce projections for essential skills

E.5.5 Pantex Plant Management and Operating Contractor Workforce

Outlook  

Historically, the Pantex Plant has been able to recruit and replenish its essential‐skills workforce.  

Essential‐skills staffing requirements for FY 2013 through 2038 are projected at 1,474, with a focus on

engineers and technicians.  The Pantex Plant conducts an ongoing workforce planning process to ensure

needed skills are identified and available as workload changes occur.    The planning process provides

management with a roadmap for workforce restructuring, realignment, staffing, and employee

development.

At this time, attrition remains relatively low, thereby facilitating the Pantex Plant’s ability to retain a

skilled workforce.    The Pantex Plant is in a remote location.    Should national employment conditions

improve, the demand for engineering and other technical skills will likely increase, which will create new

challenges for recruiting and retaining employees with the essential skills.  Based on current hiring and

attrition data, gaps are anticipated in engineering, authorization basis, information technology, risk

management, tester design, and fire protection over the next 10 years.  Potential impacts to the Pantex

workforce as a result of the impending contract consolidation with Y‐12 are unknown at this time.

To ensure a skilled workforce is maintained and sustained, the Pantex Plant will continue to use

strategies and programs that have proven successful.    The Pantex Plant continues to partner with

regional universities to provide a pipeline for the essential skills needed for future missions.  

Compensation and benefits are monitored to stay competitive for talent in the lean technical market.  

Because of continuing weapons work, the Pantex Plant has a distinct advantage in collecting and refining

weapons assembly and disassembly knowledge.  The weapons experts are training and mentoring the

next generation of technicians, engineers, and scientists.  
June 2013 | Department of Energy  

Page E‐14 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.6 Savannah River Site – Tritium Programs

M&O Contractor:  Savannah River Nuclear Solutions

E.6.1 Mission

SRS extracts tritium and performs loading, unloading, and surveillance of tritium reservoirs.  SRS does

not maintain Security Category I and II quantities of special nuclear material associated with NNSA

weapons activities, but does maintain Security Category I and II quantities of special nuclear material

associated with other DOE activities, such as the Environmental Management Program.  SRS will be the

Center of Excellence for Operations involving large quantities of tritium, and its mission will be enhanced

by tritium production, R&D, and supply management facilities, as well as by R&D to support gas transfer

system design.  

SRS is different from other NNSA sites that are part of the nuclear security enterprise because it is

managed by the DOE Office of Environmental Management.   The M&O contractor has approximately

5,640 employees, of whom approximately 450 positions (with 23 vacancies at the end of FY 2012) are

dedicated to NNSA’s Tritium Programs mission and scope.  NNSA funding also supports a portion of the

landlord services costs provided by the Office of Environmental Management’s M&O landlord to NNSA.  

This situation provides some flexibility in moving skill sets from one project to another to address

workload and budget changes.

E.6.2 Savannah River Site Management and Operating Tritium

Programs Contractor Workforce Summary Profile

Figure E–16.  Savannah River Site NNSA management and operating Tritium Programs

contractor workforce in fiscal year 2013
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐15

E.6.3 Savannah River Site Management and Operating Tritium

Programs Contractor Gains and Losses over the Last 5 Years

Figure E–17.  Savannah River Site NNSA management and operating Tritium Programs

contractor gains and losses in essential‐skills positions over the last 5 years

E.6.4 Savannah River Site Management and Operating Tritium

Programs Contractor Workforce Projections for Essential Skills

Figure E–18.  Savannah River Site NNSA management and operating Tritium Programs

contractor workforce projections for essential skills
June 2013 | Department of Energy  

Page E‐16 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.6.5 Savannah River Site Management and Operating Tritium

Programs Contractor Workforce Outlook  

Because the workforce is expected to remain stable in the coming years, SRS is in a good position to

sustain an essential‐skills workforce through 2038.  For the next several years, this workforce could be

impacted by a significant increase in pension and medical contributions and the recent decision

concerning the Pit Disassembly and Conversion Project, thereby eliminating a substantial portion of the

site funding base.   An evaluation of the impacts has not been completed.    SRS is viewed as a major

employer in the Central Savannah River Area and draws a strong pool of candidates from the area.   

While there is no challenge in recruiting young engineers, SRS has experienced some difficulty in

retaining them.  In an effort to resolve this concern, SRS is creating a formal rotation program for young

professionals.    Individuals will be hand‐selected to participate in the program based on their

performance and potential for growth.  The focus is to rotate these individuals into new roles across the

organization approximately every 18 months.  This focused rotation will allow participants to broaden

their skill set while staying challenged and enthusiastic about the work offered.    The kickoff of this

program occurred during FY 2012.  

E.7 Y­12 National Security Complex   

M&O Contractor:  Babcock & Wilcox Y‐12

E.7.1 Mission

Y‐12 manufactures uranium components for nuclear weapons, cases, and nuclear components

composed of CSAs; performs quality evaluation and surveillance activities on subassemblies and

components; maintains Security Category I and II quantities of special nuclear material; conducts

component dismantlement, storage, and disposition of these nuclear materials; and supplies highly

enriched uranium for use in naval reactors.  Y‐12 is the Center of Excellence for Uranium and Canned

Subassemblies, and its mission performance will be enhanced by storage of enriched uranium in the

Highly Enriched Uranium Materials Facility, processing enriched uranium and performing R&D within the

Uranium Capabilities Replacement Facility, and manufacturing non‐highly enriched uranium

components and subassemblies within the Consolidated Manufacturing Complex.

E.7.2 Y­12 National Security Complex Management and Operating

Contractor Workforce Summary Profile

Figure E–19.  Y‐12 National Security Complex NNSA management and operating

contractor workforce in fiscal year 2013
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐17

E.7.3 Y­12 National Security Complex Management and Operating

Contractor Gains and Losses over the Last 5 Years

Figure E–20.  Y‐12 National Security Complex NNSA management and operating contractor

gains and losses in essential‐skills positions over the last 5 years

E.7.4 Y­12 National Security Complex Management and Operating

Contractor Workforce Projections for Essential Skills

Figure E–21.  Y‐12 National Security Complex management and operating contractor

workforce projections for essential skills
June 2013 | Department of Energy  

Page E‐18 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.7.5 Y­12 National Security Complex Management and Operating

Contractor Workforce Outlook  

Y‐12’s essential‐skills resources are on target, and there are no expected shortages of employees with

the skill sets needed to meet the Y‐12 mission.   The upcoming contractor change does present some

uncertainties that may impact external recruiting for positions requiring specialized, in‐depth

experience, mid‐career hires, and senior‐level managers.

With the job situation in the U.S. stabilizing and the economy improving, voluntary terminations

may increase, resulting in new challenges for recruiting and retaining employees with essential

skills.  In 2012, Y‐12 experienced an increase in attrition, with retirement accounting for the majority of

terminations.   However, the company has been in a hiring freeze caused by budget constraints and

contract consolidation.  As new job growth in the market comes to fruition, the attrition for engineers

and other critical skills may increase.  

Recruiting efforts target both mid‐career candidates and recent college graduates.  This approach is a

key strategy for knowledge transfer that creates a pipeline of future incumbents at different career

stages.  The positions for which Y‐12 has the most difficulty recruiting include fire protection engineers,

nuclear criticality safety engineers, quality managers, and quality assurance mid‐career hires.    The

company has been successful with hiring in other engineering disciplines, craft positions, and technical

occupations that are required to sustain critical skills at Y‐12.

Several recruitment and retention strategies are in place to ensure Y‐12 continues to maintain a

qualified, skilled, and competent workforce.    Such strategies include partnering with colleges and

universities, employee development programs such as job rotation and mentoring, and a program called

Career One.  Career One is a job‐rotation program designed especially for new engineering graduates

during their first 2 years at Y‐12.    They work in different engineering disciplines in 4‐  to 6‐month

increments to gain insights into each field so they can better determine which career path is the best fit.  

Workshops and training sessions offered at Y‐12 further expand their knowledge and technical skills.

E.8 Nevada National Security Site

M&O:  National Security Technologies (NSTec)

E.8.1 Mission

The Nevada National Security Site is the Center of Excellence for High‐Hazard Testing and

Experimentation, and its mission includes the conduct of subcritical and plutonium experiments at the

U1a Complex and JASPER, criticality experiments at the Nuclear Criticality Experiments Research Center,

large‐scale high‐explosives and hydrodynamic materials testing at BEEF, and special nuclear material

staging and handling at the Device Assembly Facility.  Offsite experiment support, including diagnostics

R&D, post‐experiment data post processing, and data analysis algorithm development, is provided by

the workforce to the national security laboratories in California and New Mexico and at the Nevada site.  

The Nevada National Security Site maintains the capability to resume underground nuclear testing, if

directed by the President of the United States, by conducting hydrotests and high‐hazard experiments

(both aboveground and especially underground) involving both nuclear material and high explosives and

by developing high‐bandwidth, multi‐channel, transient‐event instrumentation systems.   The Nevada

National Security Site workforce also conducts non‐nuclear experiments; performs R&D activities;

safeguards Security Category I and II quantities of special nuclear material; provides training on nuclear
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐19

safeguards, criticality safety, and emergency response; and affords the Nation the capability to dispose

of a damaged nuclear weapon or an improvised nuclear device.   

Nevada National Security Site support of NNSA’s Defense Nuclear Nonproliferation and Emergency

Operations continues to provide additional and valuable opportunities to maintain skills that are

essential to supporting the SSMP.   The synergy among these missions concerning design, fabrication,

deployment, experiment execution, and analysis of specialized diagnostic sensors and systems is of

particular importance for the Nevada National Security Site’s support of the SSMP.

E.8.2 Nevada National Security Site Management and Operating

Contractor Workforce Summary Profile

Figure E–22.  Nevada National Security Site NNSA management and operating

contractor workforce in fiscal year 2013

E.8.3 Nevada National Security Site Management and Operating

Contractor Gains and Losses over the Last 5 Years

Figure E–23.  Nevada National Security Site NNSA management and operating contractor

gains and losses in essential‐skills positions over the last 5 years
June 2013 | Department of Energy  

Page E‐20 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.8.4 Nevada National Security Site Management and Operating

Contractor Workforce Projections for Essential Skills

Figure E–24.  Nevada National Security Site NNSA management and operating contractor

workforce projections for essential skills

E.8.5 Nevada National Security Site Management and Operating

Contractor Workforce Outlook  

The Nevada National Security Site’s processes, programs, and sources for recruiting and retaining

employees have been demonstrated to be effective for the entire workforce, as follows.

 The Nevada National Security Site in FY 2012 filled 89 percent of positions designated with

essential skills; these positions are consistently filled within 90 days of becoming vacant.  

 The overall annualized attrition rate for FY 2012 was 5.5 percent (excluding crafts and layoffs),

while the calculated turnover in “essential weapons personnel” was 13.6 percent.  

The Nevada National Security Site opens several positions for students in relevant technical degree

programs each summer, thereby giving the students experience in their chosen field, as well as an

introduction to what the Nevada National Security Site does and how it does it.

The annual Compensation Increase Plan includes requested funding based on published salary surveys

and positions to market.    Requested adjustment budgets fluctuate with the job market and NNSA

Compensation Increase Plan guidance.  

There is currently no shortage of personnel with essential skills; however, there are many cases in which

the Nevada National Security Site is “one deep” in the ability to perform work.  The average age of the

employee population is approximately 51 years, and significant losses through retirements are

anticipated over the next decade.  While efforts to mitigate this mission risk have been successful over

the past few years, the essential skills of greatest concern over the next 5 years include the following:

 Nuclear weapons assembly and disassembly

 Nuclear explosive safety
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐21

 Nuclear and plasma physics

 Nuclear weapon quality engineering

 Nuclear data analysis

 Nuclear forensics (radiochemistry)

 Cable equalization

 Customized radiation and neutron detector fabrication and calibration

 Health physics

Although the Nevada National Security Site is diligently working to fill gaps due to attrition by

strategically hiring and training the next generation of personnel, the following factors influence the

Nevada National Security Site’s efforts to hire, retain, and train personnel with essential skills:

 Funding.  It is difficult to ramp up activities without firm, long‐term funding in place to support

new personnel.  Managers can only add or replace employees when budgets permit.  

 Q clearances.  The process to obtain a Q clearance can easily take more than 6 months, and a

new employee is therefore unable to perform the work they were hired to do until their

clearance is granted.  The requirement for U.S. citizenship decreases the candidate pool in many

technical disciplines.  

 Human Reliability Program Certification.    This certification can take several months to obtain,

even when the individual already has a Q clearance.    At the Nevada National Security Site,

employees in bargaining units (represented employees) receive additional pay for carrying this

certification; non‐bargaining employees often ask why they receive nothing extra for the added

burden of participating in the certification program.  

 Qualification and Certification.  The processes and procedures for some activities take several

months or years to learn prior to becoming qualified and certified to work on systems or

activities.  

 Nationwide Organization.  The Nevada National Security Site M&O contractor has offices on the

East Coast (Andrews Air Force Base) and the West Coast (Santa Barbara and Livermore,

California), as well as in New Mexico and Nevada.  The M&O contractor competes for employees

on a nationwide basis, as well as in the communities in which it operates.  Differences in the job

markets and costs of living make it difficult to maintain internal equity across the Nevada

National Security Site while retaining employees at outlying locations.  

E.9 Work for Others

The NNSA Work for Others (WFO) projects provide a valuable opportunity to leverage personnel and

facilities to provide capabilities to other Federal agencies, private industry, and universities and colleges.  

The application of these technical skills and capabilities to NNSA’s broader national security mission is

discussed in the chapter sections that follow.
June 2013 | Department of Energy  

Page E‐22 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.9.1 Work for Others (Outside the Weapons Activities Account)

An important DOE/NNSA policy is acceptance of non‐DOE‐funded work through reimbursable

agreements, provided that a legal and regulatory authority exists to perform such work.    WFO is a

mechanism that provides for implementation of this policy.  WFO is often referred to as reimbursable

work; to be clear, WFO is a subset of reimbursable work, but unlike reimbursable work, WFO excludes

any revenues from pure technology transfer activity generated by the national   security laboratories

(e.g., licensing or Cooperative Research and Development Agreements).   The strong ST&E capabilities

that support the NNSA mission provide a unique expertise that is not found in industry, other

Government agencies, or academia.  These capabilities are often required by other customers to meet

their own national security mission needs.    Through WFO projects, DOE makes its national security

laboratories, the Nevada National Security Site, and the nuclear weapons production facilities available

to solve problems for others when these entities are unable to acquire the capability to perform the

work elsewhere.  WFO activities benefit NNSA by the following:

 Providing a means to exercise and hone essential skills and maintain key capabilities  

 Challenging the NNSA workforce and tools by augmenting regimes of experiments and modeling  

 Providing relevant, exciting, and challenging work to aid in workforce training, recruiting, and

retention  

 Gaining weapons‐relevant insights from specific WFO studies   

Most of NNSA’s WFO portfolio supports other Federal agencies, such as DoD; however, the Atomic

Energy Act of 1954 permits DOE to perform work for the private sector, academia, state and local

governments, and foreign governments.    WFO projects must not adversely impact the execution of

required NNSA programmatic activities and must not be in direct competition with the domestic private

sector.  By DOE Order, all use of NNSA capabilities by other agencies is conducted on the basis of full

cost recovery.  The advantage to NNSA is that WFO work provides the sites with another tool to balance

annual variations in weapon workload and workforce to retain a greater number of staff with weapons

experience.   

E.9.2 Work for Others Activities at National Nuclear Security

Administration Facilities

Figure E–25 provides an overview of the WFO‐related current and projected resources and percentage

of total site funding for the three national security laboratories, the Nevada National Security Site, and

three nuclear weapons production facilities.  NNSA’s SRS currently does not track WFO resources.  The

WFO activities leverage the skills and capabilities of the NNSA sites and provide access to their unique

tools, equipment, and parts.    The skills and capabilities of the sites, coupled with access to such an

environment, provide an asset that is not available in commercial industry.    WFO activities offer a

unique opportunity at the NNSA sites to provide important national security services and processes,

while providing a means to develop and exercise essential technical skills and capabilities that are

important to the Nation’s nuclear weapons program.    It is important to note that approximately

40 percent of SNL’s annual budget is supported by WFO activities.   In Figure E–25, the out‐year WFO

projections for the sites for FY 2014 through FY 2017 are based on a standard escalation rate of

2 percent per year.
Department of Energy | June 2013

Fiscal Year 2014 Stockpile Stewardship and Management Plan | Page E‐23

Figure E–25.  Work for Others actual and projected resources and percentages by site

E.9.3 Federal Agencies, State, and Local Government

In addition to their primary NNSA mission, the national security laboratories, nuclear weapons

production facilities, and the Nevada National Security Site provide technical resources and facilities to a

variety of other Federal agencies, as well as to state and local governments, through NNSA‐sponsored

WFO.    WFO encompasses conventional defense, strategic defense, counterproliferation and

nonproliferation, treaty verification, environmental cleanup and monitoring, energy uses, high‐

performance computing, safeguards and security, radiation effects, materials development and

characterization, law enforcement, transportation, space efforts, and a variety of other national security

areas.  Federal agencies and state and local governments can enter into an interagency agreement with

NNSA to obtain the unique services of the national security laboratories and the nuclear weapons

production facilities.
June 2013 | Department of Energy  

Page E‐24 | Fiscal Year 2014 Stockpile Stewardship and Management Plan    

E.9.4 Private Industry and Academia Partnerships

NNSA has been supporting the transfer of technology to external partners for over three decades,

making it possible for those partners to access the science and technology, personnel, and infrastructure

at its sites.    NNSA uses a variety of agreement mechanisms to develop partnerships with industry,

universities, and colleges.  The goals and objectives of the private industry or academia partner, coupled

with funding sources for the agreement and for NNSA’s strategic business objectives, are among the

factors used to determine the most appropriate partnering mechanism.  In addition to standard types of

agreements, NNSA also offers nondisclosure agreements and memoranda of understanding when

appropriate.

E.9.5 Licensing

Through its national security laboratories, nuclear weapons production facilities, and the Nevada

National Security Site, NNSA holds patents, copyrights, trademarks, and mask works that are available

for licensing.    WFO partners can license certain rights to NNSA‐developed intellectual property for

commercialization or for private use.  The licenses are usually nonexclusive and bear royalties.  Exclusive

licenses typically have limitations, such as the field or term of use, as well as performance requirements,

such as commercialization results. 

E.10 Total Management and Operating Contractor Workforce at

Sites Engaged in Weapons Activities

The M&O contractors form the core of the scientific, engineering, and manufacturing capabilities at the

national security laboratories, the nuclear weapons production facilities, and the Nevada National

Security Site.  NNSA also relies on M&O contractors at other DOE laboratories to provide specialized

capabilities.   Of the approximately 43,000 contractor personnel at the eight Government‐owned

facilities, roughly 30,000 support NNSA work and, within that portion, approximately 26,000 directly

support Defense Programs weapons activities.   As depicted in Figure E–26, the majority of that

workforce resides at the national security laboratories.

Figure E–26.  Total NNSA management and operating contractor workforce

planned for fiscal year 2013  

National Nuclear Security Administration

National Nuclear Security Administration

1000 Independence Avenue, SW

Washington, DC 20585

A Report to Congress

Fiscal Year 2014 Stockpile Stewardship and Management Plan

June 2013