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At least 613 records · Page 34
All sourcesNASA NTRSDOE OSTI
DOE OSTI2023

Adaptive cache management based on programming model information

A processing system selectively allocates space to store a group of one or more cache lines at a cache level of a cache hierarchy having a plurality of cache levels based on memory access patterns of a software application executing at the processing system. The processing system generates bit vectors indicating which cache levels are to allocate space to store groups of one or more cache lines based on the memory access patterns, which are derived from data granularity and movement information. Based on the bit vectors, the processing system provides hints to the cache hierarchy indicating the lowest cache level that can exploit the reuse potential for a particular data.

Na, Weon Taek↗
DOE OSTI2020

Expedited Walkdowns and Preparation of Cost Estimates for Decontamination and Demolition of Excess Facilities - 20335

Lawrence Livermore National Security, LLC (LLNS) is the prime contractor responsible for managing and operating Lawrence Livermore National Laboratory (LLNL). The mission of the LLNL is to strengthen security of the United States through development and application of world-class science and technology to enhance the nation's defense, reduce the global threat from terrorism and weapons of mass destruction, and respond with vision, quality, integrity, and technical excellence to scientific issues of national importance. To accomplish its mission, LLNL must plan and manage its campus space and facilities to optimize use of its relatively small one-square-mile footprint. LLNL currently has numerous excess facilities that require decontamination and demolition (D and D). The LLNL Legacy Facility Program is responsible for stewardship and risk reduction programs to effectively manage these excess assets at LLNL. The Legacy Facility Program identified 10 excess facilities at LLNL that were candidates for demolition based on risks from further degradation of the facilities, potential exposure to hazardous materials, or need for removal to make way for new program facilities. The buildings range from a structure built in 1943 to serve as a US Navy drill hall during World War II, to a facility that provided neutrons to study material properties for the fusion energy program. The National Nuclear Security Administration (NNSA) appropriated FY19 funding for the development of Class 3 estimates for these 10 excess facilities that would be used to develop a Program Management Plan for funding consideration. Class 3 estimates are not conceptual, nor overly detailed, but adequate to be used for budget and appropriation purposes. Using existing strategic sourcing agreements, LLNL was able to organize a team of senior subject matter experts (SMEs) with diverse technical backgrounds across the Department of Energy (DOE) Complex to complete extensive process knowledge (PK) reviews and walk-downs of each excess facility and to deliver accurate and complete estimates under an expedited schedule (i.e., within eight weeks). To facilitate the expedited schedule, LLNL was fully prepared for the arrival of the JGMS team, which consisted of the following companies: J.G. Management Systems, Inc. (JGMS); Strata-G, LLC; and Michael Baker International. LLNL provided background and PK information on the excess facilities, pictures, supporting historical documentation, and radiological survey history as well as escorted access to the facilities. The JGMS team has previous experience supporting Program Management Plans for excess facilities at the Y-12 National Security Complex. The team mobilized to LLNL and performed the facility walk-downs from January 22-25, 2019. Using a methodical evaluation process, expertise, and experience, the team was able to deliver walk-down draft reports and estimates to LLNL before their February 8, 2019 deadline. LLNL then in turn reviewed, completed the estimates by adding waste management costs and other LLNL costs, and delivered the estimates to NNSA by February 15, 2019. The completed final reports, including draft D and D estimates, were delivered to LLNL before their March 6, 2019 deadline. The work was successfully completed ahead of the expedited schedule required by LLNL, resulting in a commendation from the client. This paper describes how the partnership and collaboration as a fully integrated team comprised of the prime contractor, LLNS, and the JGMS team successfully met the needs of the US government, resulting in the performance of expedited site walk-downs, the development of summary evaluation reports, and the preparation of draft Class 3 estimates and preliminary schedules for the D and D of 10 excess facilities at LLNL. The efforts of the team will enable the D and D of the first excess facility in the 2020-2021 time frame. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2024

DMTN-065: Data Management for LSST Special Programs

Special Programs are additional survey areas and/or observing strategies that are driven by specific science goals which build on, or are beyond, the core science pillars of the Wide Fast Deep Main Survey. In order to meet the requirements and enable science related to Special Programs, this document provides recommendations for Rubin Data Management regarding processing and serving data products for Special Programs. Hardware and processing boundaries on the potential diversity of data from Special Programs are discussed along with scenarios in which user-generated processing and data products might be needed to meet Special Programs' science goals.

79 ASTRONOMY AND ASTROPHYSICS↗
DOE OSTI2026

Sample Preparation Laboratory (SPL) Best Practices: CGD as the Primary Acceptance Method

The traditional paradigm applied to the construction of nuclear safety related systems, structures, and components (SSCs), like SPL, involves an owner/licensee hiring an EPC firm with an NQA 1 program to manage the engineering, procurement, and construction of the desired SSC. This traditional approach would have posed significant barriers to the successful completion of the SPL. As a smaller capital project, in the $\$$100–$\$$200 million range, there was concern that employing one of the larger EPC companies would escalate costs and extend the projected schedule beyond what would be feasible for the Department of Energy (DOE). The traditional acceptance method employed for nuclear facilities with credited safety functions requires the use of an EPC firm applying American Society of Mechanical Engineers (ASME) NQA 1 nuclear quality assurance (NQA) to accept safety SSCs. In lieu of this approach, INL elected to apply its own NQA 1 program to hire an EPC firm operating a commercial quality program. This method used commercial grade dedication (CGD) as outlined in NQA 1 which had not been applied at this scale. Use of the commercial supply chain was identified as a key factor to the successful completion of SPL. Favorable conditions enabling the use of CGD included: • INL serving as both the designer and the design authority • Design created by an NQA 1 qualified source • A mature CGD program • Availability of a CGD subject matter expert (SME) • A strong construction management program. This white paper elaborates on the methodology employed in the construction of the SPL, the successes achieved, and best practices implemented.

42 - ENGINEERING↗
DOE OSTI2023

A Mixed integer linear programming‐based distributed energy management for networked microgrids considering network operational objectives and constraints

Abstract Mixed integer linear programming (MILP)–based distributed energy management for networked microgrids embedded modern distribution systems is proposed. Considering the diverse ownership of microgrids, distributed energy resources (DERs) that interface directly with utilities and responsive loads, an alternating direction method of multipliers–based distributed framework was formulated for the scheduling of networked microgrids embedded modern distribution systems by adjusting nodal price signals iteratively. In addition, to make the formulated optimization problems resolvable through more accessible and popular MILP solvers, different linearisation techniques were employed to transform the nonlinear terms into linear or mixed integer linear formats. The proposed MILP‐based distributed method preserves all participants' autonomy (e.g., microgrids, DERs that interface directly with utilities and responsive loads), while incentivising them to actively participate in the distribution system operation with price signals. The proposed method is validated with results of numerical simulation using a modern distribution system consisting of multiple networked microgrids, DERs that interface directly with utilities, as well as responsive loads.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2013

Project Plan, Status, and Lessons Learned for the LANL 3,706 m{sup 3} TRU Waste Campaign - 13085

The Los Alamos National Laboratory (LANL) is currently engaged in a campaign to disposition 3,706 m{sup 3} of transuranic (TRU) waste stored above grade at its Technical Area 54 (TA-54) Area G waste management facility before June 30, 2014. This campaign includes complete removal of all non-cemented above-grade TRU waste that was in storage on October 1, 2011, and is defined as 3,706 m{sup 3} of material. TRU waste containers were placed into storage up to 40 years ago, and most of the older containers must be remediated to address compliance issues before the waste can be characterized, certified as meeting the Waste Isolation Pilot Plant (WIPP) Waste Acceptance Criteria (WAC), and shipped for disposition. More than half of the remaining TRU waste volume stored above grade is contained within oversize boxes that contain waste items that must be repackaged or size reduced. Facilities and major types of equipment needed to remediate and characterize the TRU waste inventory include two additional oversize box processing lines that are being brought into service as Nuclear Hazard Category III facilities in fiscal year (FY) 2013. Multiple work shifts are scheduled for most remediation lines in FY 2013. An integrated risk-based project management schedule for all disposition activities has been developed that is based on a 'Solution Package' approach. Inventories of containers that have issues in common were compiled into about 15 waste categories and about 75 'Solution Packages' that identify all of the activities needed to disposition the inventory of TRU waste in storage. Scheduled activities include all precursor activities to begin remediation, remediation processing, characterization and certification to the WIPP WAC, and shipping of containers to WIPP. Other industrial processing practices that have been adopted to improve efficiency include staging of containers for remediation, characterization, and shipping; establishment of a transportation center; and load management practices for transportation payloads. Progress and accomplishments during FY 2012 are reviewed, and plans for FY 2013 are presented in some detail. Lessons learned on adoption of industrial processing practices are also discussed. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2013

Environmental Cost Analysis System (ECAS) Status and Compliance Requirements for EM Consolidated Business Center Contracts - 13204

The Department of Energy (DOE) Office of Environmental Management (EM) has developed a web-accessible database to collect actual cost data from completed EM projects to support cost estimating and analysis. This Environmental Cost Analysis System (ECAS) database was initially deployed in early 2009 containing the cost and parametric data from 77 decommissioning, restoration, and waste management projects completed under the Rocky Flats Closure Project. In subsequent years we have added many more projects to ECAS and now have a total of 280 projects from 8 major DOE sites. This data is now accessible to DOE users through a web-based reporting tool that allows users to tailor report outputs to meet their specific needs. We are using it as a principal resource supporting the EM Consolidated Business Center (EMCBC) and the EM Applied Cost Engineering (ACE) team cost estimating and analysis efforts across the country. The database has received Government Accountability Office review as supporting its recommended improvements in DOE's cost estimating process, as well as review from the DOE Office of Acquisition and Project Management (APM). Moving forward, the EMCBC has developed a Special Contract Requirement clause or 'H-Clause' to be included in all current and future EMCBC procurements identifying the process that contractors will follow to provide DOE their historical project data in a format compatible with ECAS. Changes to DOE O 413.3B implementation are also in progress to capture historical costs as part of the Critical Decision project closeout process. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2015

Stop managing people, start managing agreements - 15081

One definition of management in business and organizations is: 'the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively'. Unfortunately, what it takes to coordinate (literally, to create order together) is beyond the scope of today's management tools. The top five management tools in the world, according to a Bain 2013 survey, are: Strategic Planning; Customer Relationship Management; Employee Engagement Surveys; Benchmarking; and Balanced Scorecard. These are useful tools in business and organizations, but do not help managers coordinate the complex performance networks of agreements with resource providers, team members, and internal and external user-customers and authorities required to accomplish group or organizational goals. How do we manage such a network? While coordination is increasingly necessary in today's world of work, it is also a much neglected area of serious study because it is, almost literally, an invisible phenomenon. We can observe people inside groups, as well as their activities and results, but coordination is a product of managing what is going on between groups, not inside them. The challenge is making that in-between visible and actionable, not just 'white space'. A solution: define a Team's performance as agreements - and deliveries on the agreements - for products, services, and communications - the things moving between a Team and its immediate circle of resource providers, customers, and authorities relevant to a goal. This approach has been shown to reduce operational costs while also increasing team members' recognition of their interdependent responsibilities. Managers and Team leaders can then turn any Team goal into an opportunity for accomplishment in three steps: 1. Define 'performance' in terms of deliverable products, services, and communications for every goal; 2. Keep performance status current and visible to all team members; and 3. Debrief and update performance status routinely. Teamwork and engagement in goal accomplishment require a focus on Sender-Receiver agreements, productive communication, and timely and accurate status-tracking and feedback. Sustaining the context for accomplishment is not about managing people - it requires supporting coordination for the network of agreements in which people operate. (authors)

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2020

Managing Hanford's Direct Feed Low Activity Waste Program - 20002

The Office of River Protection (ORP) is responsible for the management and completion of the River Protection Project (RPP) mission, which comprises both the Hanford Site tank farms operations and the completion and operation of the Waste Treatment and Immobilization Plant Project. The RPP mission is to safely retrieve, treat, and immobilize Hanford's high-level and low-activity tank waste and close the tank farms to protect the Columbia River. The Direct-Feed Low-Activity Waste (DFLAW) Program is a major subset of the overall RPP mission, providing disposition of low-activity waste. The scope is to retrieve, treat, and immobilize the low-activity waste at the Low-Activity Waste Facility. DFLAW will begin operations no later than December 2023. The DFLAW Program overarches a suite of individual projects, activities, and infrastructure upgrades. The major projects and activities include multiple contractors under both ORP and the Richland Operations Office, underscoring the need for effective integration, coordination, and collaboration. The objectives of the DFLAW Program leadership team are to: - Effectively coordinate and integrate the projects that comprise the DFLAW Program - Manage the interfaces between the projects so that the integrated DFLAW Program is completed successfully - Ensure the DFLAW portfolio of projects operate as required without gaps or conflicts at the interfaces. DOE is accomplishing these objectives through a newly established leadership model that integrates the DOE and contractor work streams and promotes a teamwork model to enable collaborative success. Long considered one of the most formidable cleanup challenges at Hanford, the Department of Energy and its contractors are on the verge of achieving a cleanup commitment that has been decades in the making. DOE is preparing to vitrify (turn to glass) Hanford's chemical and radioactive tank waste using the DFLAW process. The Modified Consent Decree milestone for completing hot commissioning of the Hanford Site's Low- Activity Waste Facility is Dec. 31, 2023. While this milestone may seem distant under normal project management circumstances, it is a relatively short period of time for the operational and cultural transformation necessary to successfully begin treating tank waste at Hanford. Direct feed means separating the waste at a tank farm to remove the more radioactive portion (i.e., solids and cesium) so that the resulting low-activity (less radioactive) waste can be fed directly to the Waste Treatment and Immobilization Plant's Low-Activity Waste Facility. Starting DFLAW will require a singular, intensive leadership focus, along with a sustained, collective commitment to excellence and teamwork by the Department and its contractors. Major upgrades to Hanford's infrastructure will occur prior to startup. Supporting DFLAW operations requires significant integration between the DFLAW facilities - the Waste Treatment Plant, Hanford's tank farms, effluent treatment facilities, disposal facilities - and between all of the site contractors to achieve success. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2026

Modeling Combined Heat and Power Systems in REopt

This webinar will explore how the National Laboratory of the Rockies' REopt(R) web tool can evaluate the techno-economics of combined heat and power (CHP) technologies and systems to assess performance and financial viability. REopt can analyze both standalone CHP systems, and systems paired with other on-site energy resources. Participants will gain practical insights into using REopt to optimize site energy strategies, reduce energy costs, and improve site energy security and outage recovery.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2023

Cultural Resource Management Plan for Brookhaven National Laboratory

The Cultural Resource Management Plan (CRMP) for Brookhaven National Laboratory (BNL) provides an organized guide that describes or references the facets and interrelationships of cultural resources at BNL. Management strategies included within this CRMP are designed to adequately identify the cultural resources that BNL and DOE consider significant and to acknowledge associated management actions. A principal objective of the CRMP is to reduce the need for additional regulatory documents and to serve as the basis for a formal agreement between the DOE and the New York State Historic Preservation Officer (NYSHPO). The BNL CRMP is designed to be a “living document.” Each section includes identified gaps in the management plan, with proposed goals and actions for addressing each gap. The plan will be periodically revised to incorporate new documentation. The current (2023) update incorporates new findings and/or updated text based on completed or ongoing projects related to cultural resources at BNL since inception of the last updated CRMP in 2013. Historically, Brookhaven National Laboratory had little need for cultural resource management because many of its buildings were less than 50 years old. Most of the features that are potentially eligible for inclusion in the National Register of Historic Places were protected simply by avoiding the features. Compliance with cultural resource laws and regulations has included archeological surveys, such as those associated with the 1977 Final Environmental Impact Statement for Brookhaven National Laboratory and the 1978 Final Environmental Impact Statement for the Proton-Proton Storage Accelerator Facility (ISABELLE). In 1979, World War I trenches associated with the former Camp Upton and located near ISABELLE were determined to be eligible for inclusion in the National Register of Historic Places; however, many of these trenches had been destroyed by construction work. In 1991, the NYSHPO provided BNL with a letter indicating that only three structures and features were likely to be eligible for inclusion in the National Register of Historic Places. Between 1991 and 1999, little work associated with cultural resource management was accomplished. Beginning in 1999, awareness for the need of a program to manage cultural resources grew out of the realization that over half of the buildings at BNL were either 50 years old or were reaching that age and were, therefore, subject to the requirements in Section 106 of the National Historic Preservation Act. This fact, concomitant with the decontamination and decommissioning of the Brookhaven Graphite Research Reactor (BGRR) and the subsequent determination of BGRR’s eligibility for listing as an historical site, fueled the need for developing and implementing a more structured program for managing cultural resources at BNL.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2017

Routing Options for Transporting Commercial Spent Nuclear Fuel in the Continental United States - 17504

The U.S. Department of Energy (DOE) has a goal to develop solutions for the long-term, sustainable management of the nation's spent nuclear fuel and high-level radioactive waste. The DOE is planning for an integrated waste management system to transport, store, and dispose of spent nuclear fuel and high-level radioactive waste from commercial electricity generation, as well national defense activities. The DOE Office of Nuclear Energy (DOE-NE), Office of Spent Fuel and Waste Disposition's (SFWD) Integrated Waste Management (IWM) program is applying integrated waste management system analysis, system engineering, and decision analysis principles to inform future decisions regarding potential future nuclear waste management system architectures. Integrated waste management system architecture analyses are being conducted to support the future deployment of a comprehensive system for managing nuclear waste that considers all aspects of the back-end of the nuclear fuel cycle (transportation, storage, and disposal). One aspect of a potential future nuclear waste management system is transportation of spent nuclear fuel from the fleet of commercial nuclear reactors to destinations where waste management facilities, such as an interim storage facility, would be located. Example rail transportation routes from commercial nuclear reactor sites to various locations in the continental U.S. - chosen as hypothetical locations for future waste management system facilities - were evaluated in 2014 using DOE's GIS-based Stakeholder Tool for Assessing Radioactive Transportation (START). The objective of that evaluation was to identify and parameterize generic transportation routes for use in integrated waste management system analyses, the associated uncertainty in these selections, and the uncertainty associated with different transportation route selection criteria. The analysis presented herein considers rail transportation routes from commercial nuclear reactor sites to hypothetical destinations within the continental U.S. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2020

A Scalable and Distributed Algorithm for Managing Residential Demand Response Programs using Alternating Direction Method of Multipliers (ADMM)

For effective engagement of residential demand-side resources and to ensure efficient operation of distribution networks, we must overcome the challenges of controlling and coordinating residential components and devices at scale. To overcome this challenge, we present a distributed and scalable algorithm with a three-level hierarchical information exchange architecture for managing the residential demand response programs. First, a centralized optimization model is formulated to maximize community social welfare. Then, this centralized model is solved in a distributed manner with alternating direction method of multipliers (ADMM) by decomposing the original problem to utility-level and house-level problems. The information exchange between the different layers is limited to the primary residual (i.e., supply-demand mismatch), Lagrangian multipliers, and the total load of each house to protect each customer’s privacy. Simulation studies are performed on the IEEE 33 bus test system with 605 residential customers. The results demonstrate that the proposed approach can save customers’ electricity bills and reduce the peak load at the utility level without much affecting customers’ comfort and privacy. Finally, a quantitative comparison of the distributed and centralized algorithms shows the scalability advantage of the proposed ADMM-based approach, and it gives benchmarking results with achievable value for future research works.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2020

Comparison of Optimal Energy Management Strategies Using Dynamic Programming, Model Predictive Control, and Constant Velocity Prediction

Due to the recent advancements in autonomous vehicle technology, future vehicle velocity predictions are becoming more robust which allows fuel economy (FE) improvements in hybrid electric vehicles through optimal energy management strategies (EMS). A realworld highway drive cycle (DC) and a controls-oriented 2017 Toyota Prius Prime model are used to study potential FE improvements. We proposed three important metrics for comparison: (1) perfect full drive cycle prediction using dynamic programming, (2) 10-second prediction horizon model predictive control (MPC), and (3) 10-second constant velocity prediction. These different velocity predictions are put into an optimal EMS derivation algorithm to derive optimal engine torque and engine speed. The results show that the constant velocity prediction algorithm outperformed the baseline control strategy but underperformed the MPC strategy with an average 1.58% and 2.45% of FE improvement with highway and city-highway DC. Also, using a 10-second prediction window MPC strategy provided FE improvement results close to the full drive cycle prediction case. MPC has the potential to achieve 60%-65% and 70% - 80% of global FE improvement over highway and city-highway DC respectively.

Patel, Amol Arvind↗
DOE OSTI2020

Comparison of Optimal Energy Management Strategies Using Dynamic Programming, Model Predictive Control, and Constant Velocity Prediction

Due to the recent advancements in autonomous vehicle technology, future vehicle velocity predictions are becoming more robust which allows fuel economy (FE) improvements in hybrid electric vehicles through optimal energy management strategies (EMS). A real- world highway drive cycle (DC) and a controls-oriented 2017 Toyota Prius Prime model are used to study potential FE improvements. We proposed three important metrics for comparison: (1) perfect full drive cycle prediction using dynamic programming, (2) 10-second prediction horizon model predictive control (MPC), and (3) 10-second constant velocity prediction. These different velocity predictions are put into an optimal EMS derivation algorithm to derive optimal engine torque and engine speed. The results show that the constant velocity prediction algorithm outperformed the baseline control strategy but underperformed the MPC strategy with an average 1.58% and 2.45% of FE improvement with highway and city-highway DC. Also, using a 10-second prediction window MPC strategy provided FE improvement results close to the full drive cycle prediction case. MPC has the potential to achieve 60%-65% and 70% - 80% of global FE improvement over highway and city-highway DC respectively.

Patel, Amol Arvind↗
DOE OSTI2014

City of Phoenix - Energize Phoenix Program

Energize Phoenix (EPHX) was designed as an ambitious, large-scale, three-year pilot program to provide energy efficiency upgrades in buildings, along Phoenix’s new Light Rail Corridor – part of a federal effort to reduce energy consumption and stimulate job growth, while simultaneously reducing the country’s carbon footprint and promoting a shift towards a green economy. The program was created through a 2010 competitive grant awarded to the City of Phoenix who managed the program in partnership with Arizona State University (ASU), the state’s largest university, and Arizona Public Service (APS), the state’s largest electricity provider. The U.S. Department of Energy (DOE) Better Buildings Neighborhood Program (BBNP) and the American Recovery and Reinvestment Act (ARRA) of 2009 provided $25M in funding for the EPHX program. The Light Rail Corridor runs through the heart of downtown Phoenix, making most high-rise and smaller commercial buildings eligible to participate in the EPHX program, along with a diverse mix of single and multi-family residential buildings. To ensure maximum impact and deeper market penetration, Energize Phoenix was subdivided into three unique parts: i. commercial rebate program, ii. commercial financing program, and iii. residential program Each component was managed by the City of Phoenix in partnership with APS. Phoenix was fortunate to partner with APS, which already operated robust commercial and residential rebate programs within its service territory. Phoenix tapped into the existing utility contractor network, provided specific training to over 100 contracting firms, and leveraged the APS rebate program structure (energy efficiency funding) to launch the EPHX commercial and residential rebate programs. The commercial finance program was coordinated and managed through a contract with National Bank of Arizona, NBAZ, which also provided project capital leveraging EPHX finance funds. Working in unison, approved contractors jointly produced more than 161,000 labor hours in pursuit of EPHX goals over the life of the project. Labor hours were spread among electricians, heating, ventilating and air-conditioning (HVAC) technicians, marketing professionals, engineers, sales, and administrative support staff across the approved contractor workforce. Program participants received both the utility rebate along with the EPHX rebate, and depending on project size and utility rebate structure some projects resulted in low to no-cost upgrades for customers. Phoenix also partnered with ASU, a grant sub-recipient, to leverage the institution’s expertise in research and data analysis. In this partnership, ASU accepted marketing responsibilities for the grant and partnered with DRA Communications (DRA), a Phoenix-based marketing firm, to create and communicate the message out to the marketplace. The EPHX program has completed its energy upgrade activities. A review of the work completed by ASU revealed that the EPHX program substantially exceeded the program’s stated goals by retrofitting/upgrading over 33 million sq ft of commercial space (30 million sq ft goal exceeded by 11%) and 2,014 residential units (1,700 unit goal exceeded by 18%) along the Light Rail Corridor. The program helped stimulate economic growth by adding $31million to the local economy and enhanced an already robust energy efficiency contractor network. This contractor network will continue to promote utility energy incentives to sustain energy efficiency upgrade activities in the future. Finally, EPHX helped reduce participants annual energy consumption by 135 million kilowatt-hour (kWh) translating into over $12.5 million of annual energy cost avoidance for the community. This also resulted in projected payback period of 4.5 years for total investment by all parties and reduced greenhouse gas emissions by over 95,000 metric tons of carbon dioxide equivalent (CO2e).

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗