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This slide deck provides an overview of community solar program design and subscription models. It introduces and explains the different elements of community solar program and subscription design, and proves proven practices and considerations when designing a community solar program. This slide deck was developed for a continuing education course hosted by the American Public Power Association (APPA).
The Lightwave Energy-Efficient Datacenter (LEED) program is a disruptive “green-field” approach that provides a quantum leap in the energy efficiency of datacenters. LEED’s fundamental value proposition is that a novel and re-architected optical network—RotorNet— can deliver “more bandwidth per buck” as well as unique system-level attributes that significantly improve overall datacenter energy efficiency and performance. LEED has developed three system-level testbeds. The first testbed uses calibrated hardware and software power measurements to determine server energy efficiency as a function of network bandwidth and workload. These measurements have shown that increasing network communications bandwidth dramatically increases server energy efficiency providing a realistic path to the overall ENLITENED program goal of doubling the number of transactions per joule. The second testbed demonstrates key hardware: a prototype low-loss, high-port count optical “selector switch”. This switch was fabricated, racked, and tested. Measured switch characteristics include loss, bandwidth, crosstalk, switch time, system-level switch time (including the transceivers), and bit error rate. The third testbed demonstrates a fully working and manufactured pinwheel design which dramatically lowers the cost of design, while delivering high switch radix and low reconfiguration times. The LEED project has tied these three novel photonic switch prototypes together with production servers and software through the development of a novel FPGA-based NIC platform called Corundum. Corundum ensures that the packet-switched protocols supported by commodity operating systems and devices can interface with the Rotor switch design. The LEED group has used this combined hardware and software prototype to characterize applications running at a commercially relevant scale. The project has used a combination of enhanced optical modulation amplitude (OMA) modulators, broadband multiplexers and demultiplexers, avalanche photodiodes, and a novel burst-mode receivers to enable the insertion of LEED-developed optical switches without the need for expensive optical amplification. Our modeling has shown that measured LEED-developed device characteristics can achieve link characteristics of 2 pJ/bit including both transceivers and the Rotor switch. In summary, the LEED program has demonstrated a credible and practical path, through novel hardware and software, to realize the program objectives of ENLITENED. The net result will ensure that the United States maintains its strength in the crucial sector of Information Technology, which is vital to both our economic security and our national security.
The reliability program consists of: parts stress analysis, failure mode, effect and criticality analysis, standardization of design practices, and a design review program. Malfunction reporting, and failure analysis is delineated, as well as identification of inputs and outputs.
Goddard Space Flight Center's Flight Projects Directorate employed a Business Change Initiative (BCI) to infuse a series of activities coordinated to drive improved cost and schedule performance across Goddard's missions. This sustaining change framework provides a platform to manage and implement cost and schedule control techniques throughout the project portfolio. The BCI concluded in December 2014, deploying over 100 cost and schedule management changes including best practices, tools, methods, training, and knowledge sharing. The new business approach has driven the portfolio to improved programmatic performance. The last eight launched GSFC missions have optimized cost, schedule, and technical performance on a sustained basis to deliver on time and within budget, returning funds in many cases. While not every future mission will boast such strong performance, improved cost and schedule tools, management practices, and ongoing comprehensive evaluations of program planning and control methods to refine and implement best practices will continue to provide a framework for sustained performance. This paper will describe the tools, techniques, and processes developed during the BCI and the utilization of collaborative content management tools to disseminate project planning and control techniques to ensure continuous collaboration and optimization of cost and schedule management in the future.
Communities of color and low-income populations dedicate a disproportionate amount of their income to pay for energy. They also experience more frequent and prolonged service disruptions, impacting community health and safety. When designed correctly, commercial solar + storage installations have the potential to ameliorate these issues. However, utility programs created to support such installations are frequently underutilized because communities often lack the time and resources needed to access them. Further, historically, few utilities have had the motivation and incentives or experience to account for this barrier. RMI provided process support to Solar Energy Innovation Network teams, and described their experiences in accessing these clean energy resources to support historically underserved communities in our latest report. The report also outlines the roles of key stakeholders (e.g., utilities, building owners, and community organizations) in supporting program delivery and recommended practices to collaborate to meet community needs. The report focuses on commercial solar and solar + storage resources, including solar + storage microgrids. These technologies can offer benefits to communities who do not own their own properties. When designed to act as a "resilience hub," they can also support communities in times of electricity disruption. The report includes a step-by-step guide to collaborating with utilities to implement programs for historically underserved customers. Utilities can support these projects with financing assistance, modernized rate designs, and, in the deployment phase, technical assistance for system design and interconnection.
Energy management information systems (EMIS) are a broad and rapidly evolving family of tools that monitor, analyze, and control building energy use and system performance. Critical systems are often integrated with or operate on the same networks as EMIS scope systems, necessitating stable, continuous, and secure communication. When connecting EMIS to building automation and utility control systems, there are also many physical assets that could cause harm to the building and its occupants if a malicious act or human error were introduced. It is imperative to ensure all EMIS scope systems are connected securely to the EMIS and do not open vulnerable pathways to other facility networks and operations. The Federal Energy Management Program (FEMP) promotes best practices for impactful utilization of EMIS at federal facilities. This best practice document is part of a series of fact sheets created to help accelerate the market adoption and use of EMIS in the federal sector. It provides an overview of required EMIS cybersecurity standards for compliance and authority to operate along with additional recommendations.
Energy management information systems (EMIS) are a broad and rapidly evolving family of tools that monitor, analyze, and control building energy use and system performance. Critical systems are often integrated with or operate on the same networks as EMIS scope systems, necessitating stable, continuous, and secure communication. When connecting EMIS to building automation and utility control systems, there are also many physical assets that could cause harm to the building and its occupants if a malicious act or human error were introduced. It is imperative to ensure all EMIS scope systems are connected securely to the EMIS and do not open vulnerable pathways to other facility networks and operations. The Federal Energy Management Program (FEMP) promotes best practices for impactful utilization of EMIS at federal facilities. This best practice document is part of a series of fact sheets created to help accelerate the market adoption and use of EMIS in the federal sector. It provides an overview of required EMIS cybersecurity standards for compliance and authority to operate along with additional recommendations.
Abstract A reduction in the overall carbon intensity (CI) of a crop-based biofuel can be achieved by cutting down the CI of the biofuel’s feedstock, which in turn correlates significantly to agricultural management practices. Proposals are being made to incentivize low-carbon biofuel feedstocks under U.S. fuel regulatory programs to promote sustainable farming practices by individual farms. For such an incentive scheme to function properly, robust data collection and verification are needed at the farm level. This study presents our collaboration with U.S. private sector companies to collect and verify the corn production data necessary for feedstock-specific CI calculation at the farm level, through a carefully designed questionnaire, to demonstrate the practicality and feasibility of data collection at scale. We surveyed 71 farms that produced 0.2 million metric tons of corn grain in 2018 in a Midwestern U.S. state to obtain information on key parameters affecting corn ethanol feedstock CI, such as grain yields, fertilizer/chemical application rates, and agronomic practices. Feedstock-specific CI was calculated in the unit of grams (g) CO 2 equivalent (CO 2 e) of greenhouse gases per kilogram (kg) of corn produced. Results showed large CI variations—from 119 to 407 g CO 2 e kg −1 of corn—due to the farm-level inventory, while the production-weighted average CI for all surveyed farms was 210 g CO 2 e kg −1 , comparable to the national average CI of 204 g CO 2 e kg −1 . The nitrogen fertilizer type applied and rate were identified as key factors contributing most to CI variations at the farm level. The estimated N 2 O emissions from fertilizer and biomass nitrogen inputs to soil accounted for 51% of the overall farm-level CI and therefore need to be better monitored at farm level with high resolution. We concluded that this feedstock-specific, farm-level CI evaluation has the potential to be used to incentivize low-carbon feedstock for biofuel production.
This report covers the grant performance period of July 1, 2010-September 30, 2013 and discusses of the program design, outcomes and best practices as they relate to the following six areas: 1. Institutional Design and Business Model; 2. Program Design and Customer Experience; 3. Driving Demand; 4. Workforce Development; 5. Financing and Incentives; 6. Data and Evaluation.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. (See the bar chart on the next page). This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA:s objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA:s Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.* This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA' objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Office of Education/N.
As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.
In the late 1990s, proof-carrying code was able to produce machine-checkable safety proofs for machine-language programs even though (1) it was impractical to prove correctness properties of source programs and (2) it was impractical to prove correctness of compilers. But now it is practical to prove some correctness properties of source programs, and it is practical to prove correctness of optimizing compilers. We can produce more expressive proof-carrying code, that can guarantee correctness properties for machine code and not just safety. We will construct program logics for source languages, prove them sound w.r.t. the operational semantics of the input language for a proved-correct compiler, and then use these logics as a basis for proving the soundness of static analyses.
An integrated research program is proposed that seeks to improve the technology of designing against fatigue and fracture and to develop a computerized capability for assessing the adequacy of a given design. Both fatigue life prediction and damage tolerance considerations are incorporated. The research for each of these considerations is organized to account for material behavior, the effect of structural configurations, the cumulative effects of the operating loadings, and for the effects of environment - temperature and corrosion. The goal is to achieve a viable fatigue and fracture design procedure for any practical problem. The overall program is outlined, assessments are made of the state of the art, subgoals are proposed, and means for achieving them are suggested.