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Case study of a DOE 2015 Housing Innovation Award winning affordable home in the mixed-humid climate that got HERS 40 without PV, -3 with PV, with 2x4 16: on center walls with R-13.5 dense packed cellulose and 1.5” polyiso rigid; basement with 2.5: polyiso on interior; unvented attic with R-48 ocsf under roof deck; ERV tied to wall hung boiler with hydro coil.
Case study of a DOE 2015 Housing Innovation Award winning affordable home in the hot-humid climate that got a HERS 56 without PV or HERS 26 with PV, with 4.5” SIP walls and 8.5” SIP roof; uninsulated slab; ductless minisplit heat pump 15.5 SEER, and tankless hot water.
Case study of a DOE 2015 Housing Innovation Award winning custom home in the mixed-humid climate that got a HERS 50 without PV, with 2x6 16” on center walls with R-19 ocsf; basement with R-28 ccsf, R-5 rigid foam under slab; sealed attic with R-28 ocsf under roof deck; 22.8 SEER; 12.5 HSPF heat pump.
This volume of the permit application by the DOE’s National Nuclear Security Administration Nevada Field Office (NNSA/NFO) to the Nevada Division of Environmental Protection (NDEP) focuses on the Area 5 Hazardous Waste Storage Unit (HWSU). The HWSU was established to support testing, research, and remediation activities at the Nevada National Security Site (NNSS), a large-quantity generator of hazardous waste. The HWSU, located adjacent to the Area 5 Radioactive Waste Management Complex (RWMC), is a prefabricated, rigid steel-framed, roofed shelter used to store hazardous nonradioactive waste generated on the NNSS. No offsite-generated wastes are managed at the HWSU. Waste managed at the HWSU includes the following: Flammables/Combustibles, Acid Corrosives, Alkali Corrosives, Oxidizers/Reactives, Toxics/Poisons, and Other Regulated Materials (ORMs). A list of regulated waste codes accepted for storage at the HWSU is provided in this volume. Hazardous wastes are stored at the HWSU in containers that are compliant with U.S. Department of Transportation (DOT) regulations and compatible with the stored waste. Waste packages (e.g., drums) without inner closed containers of waste remain closed except during inspection or sampling. Transfer of uncontainerized waste between waste packages at the HWSU is prohibited. Closed inner containers may be transferred or consolidated into larger waste packages, and small closed containers may be placed into larger containers. Containers are stored on secondary containment pallets, and the unit is inspected monthly. For safety and security reasons, some of the contents of the full application are not available for public viewing. This public version of the application contains most, but not all, of the contents as submitted to the regulatory agencies.
Achieving Building America energy savings goals (40 percent by 2030) will require many existing homes to install energy upgrades. Engaging large numbers of homeowners in building science-guided upgrades during a single remodeling event has been difficult for a number of reasons. Performance upgrades in existing homes tend to occur over multiple years and usually result from component failures (furnace failure) and weather damage (ice dams, roofing, siding). This research attempted to: A) Understand the homeowner's motivations regarding investing in building science based performance upgrades. B) Determining a rapidly scalable approach to engage large numbers of homeowners directly through existing customer networks. C) Access a business model that will manage all aspects of the contractor-homeowner-performance professional interface to ensure good upgrade decisions over time. The solution results from a synergistic approach utilizing networks of suppliers merging with networks of homeowner customers. Companies in the $400 to $800 billion home services industry have proven direct marketing and sales proficiencies that have led to the development of vast customer networks. Companies such as pest control, lawn care, and security have nurtured these networks by successfully addressing the ongoing needs of homes. This long-term access to customers and trust established with consistent delivery has also provided opportunities for home service providers to grow by successfully introducing new products and services like attic insulation and air sealing. The most important component for success is a business model that will facilitate and manage the process. The team analyzes a group that developed a working model.
Various embodiments presented herein relate to identifying one or more edges in a synthetic aperture radar (SAR) image comprising a plurality of superpixels. Superpixels sharing an edge (or boundary) can be identified and one or more properties of the shared superpixels can be compared to determine whether the superpixels form the same or two different features. Where the superpixels form the same feature the edge is identified as an internal edge. Where the superpixels form two different features, the edge is identified as an external edge. Based upon classification of the superpixels, the external edge can be further determined to form part of a roof, wall, etc. The superpixels can be formed from a speckle-reduced SAR image product formed from a registered stack of SAR images, which is further segmented into a plurality of superpixels. The edge identification process is applied to the SAR image comprising the superpixels and edges.
URBANopt is a user interface for creating and running district and city scale building energy simulations. The framework is built around the OpenStudio Urban Measures which are part of the OpenStudio project. Building footprints, building height, building type, and other data can be imported from public records or other sources. Footprints and locations for new buildings and district systems can also be specified. OpenStudio Measures are used to create starting point energy models and to model energy design features and efficiency measures for each building. URBANopt allows a user to pose several scenarios such as “what if 30% of the commercial retail buildings added roof top solar” or “what if all elementary schools converted to ground source heat pumps” and then visualize the impacts at a district or city scale. URBANopt is capable of modeling existing buildings, new construction, and district energy systems. URBANopt can be used to explore options for achieving Zero Energy across a collection of buildings (e.g., Zero Energy Districts).
FY2016 was a year of significant change and progress at Berkeley Lab. In March, Laboratory Director Michael Witherell assumed his new role when former Lab Director Paul Alivisatos became Vice Chancellor for Research at UC Berkeley. Dr. Witherell has solidified the Lab’s strategy, with a focus on long term science and technology priorities. Large-scale science efforts continued to expand at the Lab, including the Dark Energy Spectroscopic Instrument now heading towards construction, and the LUX-ZEPLIN dark matter detector to be built underground in South Dakota. Another proposed project, the Advanced Light Source-Upgrade, was given preliminary approval and will be the Lab’s largest scientific investment in years. Construction of the Integrative Genomics Building began, and will bring together researchers from the Lab’s Joint Genome Institute, now based in Walnut Creek, and the Systems Biology Knowledgebase (K-Base) under one roof. Investment in the Lab’s infrastructure also continues, informed by the Lab’s Infrastructure Strategic Plan. Another important focus is on developing the next generation of scientists with the talent and diversity needed to sustain Berkeley Lab’s scientific leadership and mission contributions to DOE and the Nation. Berkeley Lab received $897.5M in new FY2016 funding, a 12.5% increase over FY2015, for both programmatic and infrastructure activities. While the Laboratory experienced a substantial increase in funding, it was accompanied by only a modest increase in spending, as areas of growth were partially offset by the completion of several major efforts in FY2015. FY2016 costs were $826.9M, an increase of 1.9% over FY2015. Similar to the prior year, the indirect-funded Operations units worked with generally flat budgets to yield more funding for strategic needs. A key challenge for Berkeley Lab continues to be achieving the best balance to fund essential investments, deliver highly effective operational mission support and remain cost-competitive. Through a comprehensive approach to prioritize competing needs, the Lab ended the year in a favorable financial position. The Office of the Chief Financial Officer (OCFO) played a key role in providing analysis and decision support to Executive Leadership, enabling the Lab to enhance its financial management strategies. In FY2016, the OCFO updated its analytic approaches and models to enhance long term financial projections under various funding and investment scenarios, and to assess total cost of ownership for major proposed investments. These improvements provided the new Lab Director and Senior Leadership with more comprehensive information and analytic support for planning and prioritization efforts. Within the OCFO, we focused on core operations and key initiatives defined in our OCFO Strategic Roadmap. The Lab’s Financial System transitioned from stabilization to optimization, with a focus on expanding the financial reporting capabilities considerably. We completed implementation of the eCommerce platform, achieving a notable outcome for the Lab in close partnership with DOE’s Office of Science. In other accomplishments, we launched a financial literacy program to enable Lab managers and staff to understand and execute their financial management and stewardship responsibilities more effectively; made substantial progress in enhancing our Field Finance model that provides financial support to client divisions and areas; developed a business process governance model to define OCFO business processes, clarify roles, and strengthen service delivery; and implemented a Partners in Leadership training program to build leadership capacity among our staff. We completed a ‘refresh’ of our Strategic Roadmap, which now defines our priorities for FY2017-FY2019. As a part of this effort, we made a subtle but important change to the OCFO mission statement to call out the Lab’s research and stewardship mission to sustain the Lab’s science and technology capabilities now and into the future. Berkeley Lab’s FY2016 progress on all fronts - scientific, operations, and financial management – position the Lab to continue bringing science solutions to the world as we charge into the 21st Century.
Greenhill Contracting built this 3,912-ft2 house in Gardiner, New York, to the high-performance criteria of the DOE Zero Energy Ready Home (ZERH) program. A highly efficient air-source heat pump heats and cools the home’s interior, while the roof-mounted photovoltaic system offsets electricity usage to cut energy bills to nearly zero. Many months the home owners see a credit on their utility bill.
Thrive Home Builders built this 4,119-ft2 home at the Lowry development in Denver, Colorado, to the high-performance criteria of the U.S. Department of Energy’s Zero Energy Ready Home Program. Despite the dense positioning of the homes, mono-plane roof designs afforded plenty of space for the 8.68 kW of photovoltaic panels. With the PV, the home achieves a Home Energy Rating System (HERS) score of 4 and the home owners should enjoy energy bills of about $-11 a year. Without the PV, the home would score a HERS 38 (far lower than the HERS 80 to 100 of typical new homes).
Case study of a DOE 2016 Housing Innovation Award winning custom home in a cold climate that got a HERS 2 with PV, with double stud walls, a daylight basement with interior rigid foam, an attic insulated along roof line with R-80 dense-packed fiberglass, an air-to-water CO2 heat pump for radiant floor heat and hot water, and a ductless mini-split heat pump for cooling.
Case study of a DOE 2016 Housing Innovation Award winning affordable home in a marine climate that got a HERS 50 without PV, with SIP walls and roof, an insulated slab on grade, passive solar design, and a ductless heat pump.
Case study of a DOE 2016 Housing Innovation Award winning custom home in a cold climate that got a HERS -11 with PV, with ICF walls, a spray foam-insulated unvented roof, and a ground-source heat pump.
Case study of a DOE 2016 Housing Innovation Award winning production home in a cold climate that got a HERS -5 with PV, with ICF walls, , a spray foam-insulated unvented roof, and a ground-source heat pump.
Driven by a mission to push the leading edge for data center sustainability, NREL recognized the need to make its data center not just energy efficient, but water efficient, too. So, in 2016, NREL, with partners Johnson Controls and Sandia National Laboratories, deployed an innovative thermosyphon cooler (TSC) as a test bed on the roof of the NREL's Energy Systems Integration Facility (ESIF). In combination with existing evaporative towers, the TSC forms an extremely water-and cost-efficient hybrid cooling system.
Case study of a DOE 2016 Housing Innovation Award winning custom home in a cold climate that got a HERS 18 with PV, with graphite enhanced SIPs walls and roof, ICF foundation, passive design, radiant floor heat with solar hot water, HRVs, and triple-pane windows.
Fact sheet describes a Federal Energy Management Program Federal Energy and Water Management Award-winning project that deployed an innovative thermosyphon cooler (TSC) as a test bed on the roof of the National Renewable Energy Laboratory's Energy Systems Integration Facility (ESIF). In combination with existing evaporative towers, the TSC forms an extremely water-and cost-efficient hybrid cooling system.
This article describes the U.S. Department of Energy's Zero Energy Ready Home Program and Housing Innovation Awards. Since 2013, builders around the country have certified over 1,170 homes to the high performance criteria of the DOE Zero Energy Ready Home program. Each year DOE recognizes the best innovators among this group with the DOE Housing Innovation Awards. 2017 winners will be announced at an awards event taking place at the Energy & Environmental Building Alliance (EEBA) high-performance home summit October 10-12, 2017, in Atlanta, Georgia. Twenty-five builders are expected to take home awards and grand award winners in each of the five competition categories will be revealed at the conference. Participating builders represent every climate zone in the country and DOE Zero Energy Ready labeled homes can be found in 34 states. Homes represent the full spectrum of the U.S. construction industry, from affordable to production to custom homes and from single-family detached to duplexes and up to five-story multifamily buildings as well as some retrofit projects have also met the criteria. Every DOE ZER certified home is certified through the ENERGY STAR Certified Homes (Version 3.0, revision 8) program and the U.S. Environmental Protection Agency’s Indoor airPLUS program. Each home must meet the hot water distribution requirements of the EPA’s WaterSense program and the insulation requirements of the 2012 International Energy Conservation Code. If the home has HVAC ducts, they must be installed within the conditioned space of the home. Appliances, exhaust fans, ceiling fans, and most of the lighting should be ENERGY STAR qualified. The DOE Zero Energy Ready Home program also requires homes to have solar electric panels installed or at a minimum to have the conduit and electrical panel space in place for future PV installation, if the home is in a location appropriate for solar power. Homes are constructed with enough energy efficiency built in so that, with a reasonable amount of solar PV panels (i.e., small enough to fit comfortably on the roof), the home could produce enough of its own power to equal the power it uses in a year.