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This document introduces the key elements to consider in making the business case for a proactive high-efficiency RTU replacement strategy for facility maintenance staff and building engineers responsible for energy management.
This presentation provides an aviation SME's human factors analysis of selected Low Altitude and Controlled Flight Towards Terrain (CFTT) events involving Part 135 and business jet operators as reported to the Aviation Safety Reporting System (ASRS).
Dollars saved through energy efficiency can directly impact your bottom line. Whether you are planning for a major renovation or upgrading individual pieces of building equipment, these improvements can help reduce operating costs, save on utility bills, and boost profits. This fact sheet provides a guide for small businesses to find the resources to increase the energy efficiency of their buildings.
Two online resources help fleets evaluate the economic soundness of a compressed natural gas program. The National Renewable Energy Laboratory's (NREL's) Vehicle Infrastructure and Cash-Flow Evaluation (VICE 2.0) model and the accompanying report, Building a Business Case for Compressed Natural Gas in Fleet Applications, are uniquely designed for fleet managers considering an investment in CNG and can help ensure wise investment decisions about CNG vehicles and infrastructure.
There are many reasons that self-service models fail. Furthermore, these reasons are directly applicable in the management of self-service business inteligence modeling. Our article expands upon the reasons for failure and suggests how self-service models can be made successful through implementation of a centralized approach to development, testing, implementation and support for the delivery of decision making information.
Solar and solar and battery storage deployment is under-utilized by businesses in low-income and disadvantaged communities, in large part due to system costs and limited or complicated financial options. This document summarizes existing financial tools, discusses important financial barriers, and identifies emerging programs and opportunities to address these barriers.
Low- and moderate-income (LMI) households are less likely to adopt rooftop solar photovoltaics (PVs) than higher-income households in the United States. As the existing literature has shown, this dynamic can decelerate rooftop PV deployment and has potential energy justice implications, in light of the cost-shifting between PV and non-PV households that can occur under typical rate structures and incentive programmes. Here we show that some state policy interventions and business models have expanded PV adoption among LMI households. Additionally, we find evidence that LMI-specific financial incentives, PV leasing and property-assessed financing have increased the diffusion of PV adoption among LMI households in existing markets and have driven more installations into previously underserved low-income communities. By shifting deployment patterns, we posit that these interventions could catalyse peer effects to increase PV adoption in low-income communities even among households that do not directly benefit from the interventions.
We study dynamics of the Goodwin nonlinear accelerator business cycle model with periodic forced autonomous investment I{sub a}(t) = a(1 – cos ωt), where a and ω are the amplitude and the frequency of investment. We give examples of the parameters a and ω when the chaotic oscillations of income are possible. We find the critical values of amplitude a{sub cr} (ω): if a > a{sub cr} (ω) the period of the income equals to the driving period T=2π/ω.
Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility program stakeholder ecosystem management strategies, which provide information on value delivery and describe how program implementers leverage partner capabilities and collaborate to deliver customer and grid benefits. This report discusses the role of stakeholder ecosystem management in demand flexibility programs, identifies existing challenges to effective stakeholder management, and describes lessons learned. This report is part of a series that includes reports on value propositions, customer relationship management strategies, and program life cycle.
Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility program customer relationship management strategies, which provide information on value creation and focus on ensuring customers can navigate programs smoothly. This report discusses the role of customer relationship management strategies in demand flexibility programs, characterizes customer relationship management strategies that can be considered during program design and implementation, identifies existing challenges to customer relationship management strategies, and describes lessons learned. This report is part of a series that includes reports on value propositions, stakeholder ecosystem management, and program life cycle.
Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility value propositions, which provide information on value creation and describe how programs deliver clear benefits that address customer and grid needs. This report discusses the role of value propositions in demand flexibility programs, provides an overview of value propositions for a range of demand flexibility stakeholders, identifies existing challenges to establishing an effective value proposition, and describes lessons learned. This report is part of a series that includes reports on customer relationship management strategies, stakeholder ecosystem management, and program life cycle.
Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on the life cycle of demand flexibility programs, which provides information on value creation and describes the various deployment phases program implementers navigate from initial program conceptualization through to program expansion and replication to new customer segments and regions. This report characterizes the key phases of the demand flexibility program life cycle, identifies existing challenges across the program deployment phases, and describes lessons learned. This report is part of a series that includes reports on customer relationship management strategies, stakeholder ecosystem management, and program life cycle.
This guide explores five innovative options for voluntarily procuring renewable energy generation or systems. The options and their descriptions are shown in Table 1. These methods can be replicated by a variety of stakeholders—including local governments, not-for-profit organizations, businesses, and utilities. The three decision trees in Figure 1 indicate which method may best suit a particular stakeholder’s needs.
Safeguards by Design (SbD) is a well-known paradigm for consideration and incorporation of safeguards approaches and associated design features early in the nuclear facility development process. This paradigm has been developed as part of the Next Generation Safeguards Initiative (NGSI), and has been accepted as beneficial in many discussions and papers on NGSI or specific technologies under development within NGSI. The Office of Nuclear Safeguards and Security funded the Pacific Northwest National Laboratory to examine the business case justification of SbD for nuclear power reactors. Ultimately, the implementation of SbD will rely on the designers of nuclear facilities. Therefore, it is important to assess the incentives which will lead designers to adopt SbD as a standard practice for nuclear facility design. This report details the extent to which designers will have compelling economic incentives to adopt SbD.
Business case studies are being looked at to support procurement of new machines and capital equipment in the SM-39 and TA-03-0102 machine shops. The first effort conducted economic analysis of replacing the Mazak 30Y Mill-Turn Machine located in SM-39. To determine the value of switching machinery, a baseline scenario was compared with a future scenario where new machinery was purchased and installed. The conditions under the two scenarios were defined via interviews with subject matter experts in terms of one-time and periodic costs. The results of the analysis were compiled in a life-cycle cost/benefit table. The costs of procuring, installing, and maintaining a new machine were balanced against the costs avoided by replacing older machinery. Productivity savings were included as a measure to show the costs avoided by being able to produce parts at a quicker and more efficient pace.
Business case studies were completed to support procurement of new machines and capital equipment in the Prototype Fabrication (PF) Division SM-39 and TA-03-0102 machine shops. Economic analysis was conducted for replacing the Mazak 30Y Mill-Turn Machine in SM-39, the Haas Vertical CNC Mill in Building 102, and the Hardinge Q10/65-SP Lathe in SM-39. Analysis was also conducted for adding a NanoTech Lathe in Building 102 and a new electrical discharge machine (EDM) in SM-39 to augment current capabilities. To determine the value of switching machinery, a baseline scenario was compared with a future scenario where new machinery was purchased and installed. Costs and benefits were defined via interviews with subject matter experts.
This report provides supplemental information to the assessment of target markets provided in Appendix A of the 2012 Next Generation Nuclear Plant (NGNP) Industry Alliance (NIA) business plan [NIA 2012] for deployment of High Temperature Gas-Cooled Reactors (HTGRs) in the 2025 – 2050 time frame. This report largely reiterates the [NIA 2012] assessment for potential deployment of 400 to 800 HTGR modules (100 to 200 HTGR plants with 4 reactor modules) in the 600-MWt class in North America by 2050 for electricity generation, co-generation of steam and electricity, oil sands operations, hydrogen production, and synthetic fuels production (e.g., coal to liquids). As the result of increased natural gas supply from hydraulic fracturing, the current and historically low prices of natural gas remain a significant barrier to deployment of HTGRs and other nuclear reactor concepts in the U.S. However, based on U.S. Department of Energy (DOE) Energy Information Agency (EIA) data, U.S. natural gas prices are expected to increase by the 2030 – 2040 timeframe when a significant number of HTGR modules could be deployed. An evaluation of more recent EIA 2013 data confirms the assumptions in [NIA 2012] of future natural gas prices in the range of approximately $7/MMBtu to $10/MMBtu during the 2030 – 2040 timeframe. Natural gas prices in this range will make HTGR energy prices competitive with natural gas, even in the absence of carbon-emissions penalties. Exhibit ES-1 presents the North American projections in each market segment including a characterization of the market penetration logic. Adjustments made to the 2012 data (and reflected in Exhibit ES-1) include normalization to the slightly larger 625MWt reactor module, segregation between steam cycle and more advanced (higher outlet temperature) modules, and characterization of U.S. synthetic fuel process applications as a separate market segment.
This report, compiled by Fuel Cells 2000 with support from the Fuel Cell Technologies Program, profiles a select group of nationally recognizable companies and corporations that are deploying or demonstrating fuel cells. These businesses are taking advantage of a fuel cell's unique benefits, especially for powering lift trucks and providing combined heat and power to their stores and administrative offices.