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DOE OSTI2012

Next Generation National Security Leaders

It is generally accepted that the international security community faces an impending challenge in its changing leadership demographics. The workforce that currently addresses nonproliferation, arms control, and verification is moving toward retirement and there is a perceived need for programs to train a new set of experts for both technical- and policy-related functions to replace the retiring generation. Despite the perceived need, there are also indicators that there are not sufficient jobs for individuals we are currently training. If we had “right-sized” the training programs, there would not be a shortage of jobs. The extent and scope of the human resource crisis is unclear, and information about training programs and how they meet existing needs is minimal. This paper seeks to achieve two objectives: 1) Clarify the major human resource problem and potential consequences; and 2) Propose how to characterize the requirement with sufficient granularity to enable key stakeholders to link programs aimed at developing the next generations of experts with employment needs. In order to accomplish both these goals, this paper recommends establishing a forum comprised of key stakeholders of this issue (including universities, public and private sectors), and conducting a study of the human resources and resource needs of the global security community. If there is indeed a human resource crisis in the global security field, we cannot address the problem if we are uninformed. The solution may lie in training more (or fewer) young professions to work in this community – or it may lie in more effectively using our existing resources and training programs.

Mahy, Heidi A.↗

DOE OSTI2016

Efforts to Improve Efficiency of Extraction Well Operation at the Fernald Preserve, Harrison, Ohio – 16177

The Fernald Preserve, a former uranium processing facility that produced high-purity uranium metal products during the Cold War, is located in southwest Ohio. The facility became a US Department of Energy Office of Legacy Management (LM) site in November 2006, following completion of the Comprehensive Environmental Response, Compensation, and Liability Act environmental remediation and site restoration (with the exception of groundwater). When the site was turned over to LM, approximately 76.5 ha of the Great Miami Aquifer remained contaminated with uranium above the final remediation level of 30 μg/L. Here, uranium contamination is being removed from groundwater in the Great Miami Aquifer through a pump-and-treat operation, which is predicted to continue until 2033. Twenty extraction wells pump about 30 million liters per day. Operation of the system is impacted by iron in the groundwater that promotes iron fouling of the well pumps, motors, and screens. The design of the well field evolved over 21 years and reflected a conservative system that could respond to a wide range of pumping conditions. For instance, some of the extraction wells were sized with pumps and motors that would allow the well to pump up to 1890 L/min (500 gpm) if warranted. The added flexibility, though, came at the cost of operational efficiency. We describe the efforts that have been taken by LM since the Fernald site was transferred to LM to mitigate the operational impacts from the iron fouling aquifer conditions and improve the efficiency of the well-field operation. Variable-frequency drives were installed at six wells to replace flow control valves. Several wells with oversized pumps and motors were changed from 24-hour per day operation to 8-hour per day operation to allow the pumps to operate closer to their design flow rates. Pumps and motors were “right-sized” at many wells to improve pumping efficiency. The process used to rehabilitate (or clean) well screens was improved, and a process was developed to clean pumps without having to pull them from the well. To reduce pressure drops, improvements were also made to the configuration of the discharge piping. A new control system was installed for each well to allow local control and local tracking of energy used. The amount of energy used daily compared to number of gallons pumped provides a method to assess pump performance and determine when action is necessary to restore well pump efficiency. Additionally, the metrics being employed to help quantify well-field efficiency improvements are described, and the benefits achieved by proactively managing the pump-and-treat operation are presented.

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2016

Opportunistic Wireless Charging System Design for an On-Demand Shuttle Service

System right-sizing is critical to the implementation of in-motion wireless power transfer (WPT) for electric vehicles. This study evaluates potential system designs for an on-demand employee shuttle by determining the required battery size based on the rated power at a variable number of charging locations. Vehicle power and state of charge are simulated over the drive cycle, based on position and velocity data at every second from the existing shuttle. Adding just one WPT location can halve the battery size. Many configurations are capable of self-sustaining with WPT, while others benefit from supplemental stationary charging.

33 ADVANCED PROPULSION SYSTEMS↗

DOE OSTI2016

Best Bang for the Buck: Part 1 – The Size of Experiments Relative to Design Performance

There are many choices to make, when designing an experiment for a study, such as: what design factors to consider, which levels of the factors to use and which model to focus on. One aspect of design, however, is often left unquestioned: the size of the experiment. When learning about design of experiments, problems are often posed as "select a design for a particular objective with N runs." It’s tempting to consider the design size as a given constraint in the design-selection process. If you think of learning through designed experiments as a sequential process, however, strategically planning for the use of resources at different stages of data collection can be beneficial: Saving experimental runs for later is advantageous if you can efficiently learn with less in the early stages. Alternatively, if you’re too frugal in the early stages, you might not learn enough to proceed confidently with the next stages. Therefore, choosing the right-sized experiment is important—not too large or too small, but with a thoughtful balance to maximize the knowledge gained given the available resources. It can be a great advantage to think about the design size as flexible and include it as an aspect for comparisons. Sometimes you’re asked to provide a small design that is too ambitious for the goals of the study. Finally, if you can show quantitatively how the suggested design size might be inadequate or lead to problems during analysis—and also offer a formal comparison to some alternatives of different (likely larger) sizes—you may have a better chance to ask for additional resources to deliver statistically sound and satisfying results

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2015

Walgreens RTU Replacement Program: Advanced RTU Campaign

This case study describes Walgreens’ program to strategically retire RTUs prior to failure and replace them with high-efficiency units in 150 stores, which realized more than $1 million in savings from material and labor budgets by right-sizing equipment and optimizing replacements, compared to an emergency replace upon failure mode.

rooftop unit, RTU, replace, replacement, retail, H↗

DOE OSTI2023

Fort Erie Case Study - Transition from Fixed-Route to On-Demand Transit

Rural and smaller-sized communities in North America face unique mobility challenges due to their low population density, lower public transit spending per capita compared to major cities, and a high reliance on private vehicles. In recent years, communities such as Fort Erie, Ontario, have restructured or advanced their public transit systems using on-demand services. Fort Erie is a relatively sparsely populated region of 32,901 residents, spread across a land area of 166 square kilometers (64 square miles), for an average population density of 193 residents per square kilometer (500 per square mile). In October 2021, the town implemented a mobility-on-demand system integrated with smartphone software to replace its fixed-route community bus system, which consisted of four buses with three routes, each with a roughly 1-hour, one-way loop. The new service utilizes a fleet of six minivans, two of which are retrofitted with wheelchair-accessible ramps. The system may require that a passenger requesting a standard van walk up to 400 meters (a quarter mile) to their pickup location to optimize vehicle routing while providing origin-to-destination service. The on-demand system proved effective in providing service, eclipsing pre-pandemic ridership by 40%, decreasing greenhouse gas emissions per ride by 63%, and decreasing the cost to the town per ride by 29%. This report documents both the previous system and the new system in terms of routes, ridership, costs, fuel, and other notable system parameters. This work is part of an ongoing series of case studies on providing small communities with on-demand, right-sized vehicle service coupled with a smartphone application.

ADVANCED PROPULSION SYSTEMS,ENERGY PLANNING, POLIC↗

DOE OSTI2023

NREL On-Demand Transit Research and Fort Erie Case Study

On-demand systems have increased in popularity in recent years, especially in rural and smaller-sized communities. This presentation provides a brief introduction to NREL's on-demand mobility research and an in-depth case study of the town of Fort Erie, Ontario. Fort Erie is a relatively sparsely populated region of 32,901 residents, spread across a land area of 166 square kilometers (64 square miles), for an average population density of 193 residents per square kilometer (500 per square mile). In October 2021, the town implemented a mobility-on-demand system integrated with smartphone software to replace its fixed-route community bus system, which consisted of four buses with three routes, each with a roughly 1-hour, one-way loop. The new service utilizes a fleet of six minivans, two of which are retrofitted with wheelchair-accessible ramps. The system may require that a passenger requesting a standard van walk up to 400 meters (a quarter mile) to their pickup location to optimize vehicle routing while providing origin-to-destination service. The on-demand system proved effective in providing service, eclipsing pre-pandemic ridership by 40%, decreasing greenhouse gas emissions per ride by 63%, and decreasing the cost to the town per ride by 29%. This presentation documents both the previous system and the new system in terms of routes, ridership, costs, fuel, and other notable system parameters. This work is part of an ongoing series of case studies on providing small communities with on-demand, right-sized vehicle service coupled with a smartphone application.

emerging technology↗

DOE OSTI2013

Maximizing Operational Efficiencies in Waste Management on the Hanford Plateau Remediation Contract in a Down-turned Market - 13484

Recent changes in DOE priorities and funding have pressed DOE and its contractors to look for innovative methods to sustain critical operations at sites across the Complex. At the Hanford Site, DOE Richland Operations and its prime contractor, CH2M Hill Plateau Remediation Company (CHPRC), have completed in-depth assessments of the Plateau Remediation Contract (PRC) operations that compared available funding to mission and operational objectives in an effort to maintain requisite safety and compliance margins while realizing cost savings that meet funding profiles. These assessments included confirmation of current baseline activities, identification of potential efficiencies, barriers to implementation, and potential increased risks associated with implementation. Six operating PRC waste management facilities were evaluated against three possible end-states: complete facility closure, maintaining base operations, and performing minimum safe surveillance and maintenance activities. The costs to completely close evaluated facilities were determined to be prohibitively high and this end-state was quickly dropped from consideration. A summary of the analysis of remaining options by facility, efficiencies identified, impact to risk profiles, and expected cost savings is provided in Table I. The expected cost savings are a result of: - right-sizing and cross-training work crews to address maintenance activities across facilities; - combining and sequencing 'like-moded' operational processes; - cross-cutting emergency planning and preparedness staffing; - resource redistribution and optimization; - reducing areas requiring routine surveillance and inspection. For the efficiencies identified, there are corresponding increases in risk, including a loss of breadth and depth of available resources; lengthened response time to emergent issues; inability to invest in opportunities for improvement (OFIs); potential single-point failures or non-compliancies due to resource scarcity; limited cross-training capability; and reduced capability to respond to changes in DOE priorities. Finally, there are many challenges to achieving these cost savings. With a workforce nearing retirement effective succession planning becomes critical to success and requires establishing a balance between the cost of hiring and training and cost-saving activities. With six active waste management facilities spread across nearly 15 square miles, scheduling and deploying cross-trained surveillance and maintenance teams is a logistical challenge, particularly as the loss of funding has not diminished emphasis by regulatory agencies placed on the safe and compliant performance of DOE and its contractors. As reflected in Table I, efficiencies are currently being implemented on the Hanford Plateau Remediation Contract (PRC) that deliver cost savings that align with the current site budget while maintaining critical capabilities. It is currently estimated that these efficiencies will result in a cost savings of approximately $9 million for FY13 in base and minimum safe operations on the PRC - a cost reduction of more than 13 percent over FY12 and nearly 30 percent over FY09 levels. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2012

Meeting Hanford's Infrastructure Requirements - 12505

Hanford, by all accounts, is an enormous and complex project, with thousands of disparate, but co-mingled activities in motion on any given day. The primary target of the mission at Hanford is cleanup of the 586 square-mile site, but there is the equally vital mission of site services and infrastructure. Without functions like the well-maintained site roads, electricity, water, and emergency management services, not a single cleanup project could be undertaken. As the cleanup projects evolve - with new work-scope emerging, while existing projects are completed - there becomes a very real need to keep projects integrated and working to the same 'blueprint'. And the Hanford blueprint extends for years and includes myriad variables that come with meeting the challenges and complexities associated with Hanford cleanup. Because of an innovative and unique contracting strategy, the Department of Energy (DOE) found a way to keep the cleanup projects un-encumbered from the side task of having to self-provide their individual essential site services, thus allowing the cleanup contractors to concentrate their efforts on their primary mission of cleaning up the site. These infrastructure and support services also need to be provided efficiently and cost effectively - done primarily through 'right-sizing' efforts. The real innovation came when DOE had the foresight to include a second provision in this contract which specifically asked for a specialized role of site integrator and innovator, with a special emphasis placed on providing substantial cost savings for the government. The need for a true site integrator function was necessitated by the ever-increasing complexity of projects at Hanford and the progression of cleanup at others. At present, there are two main DOE offices overseeing the cleanup work and six primary contractors performing that work. Each of these contractors works to separate schedules and cleanup milestones, and the nature of the cleanup differs, but all are intertwined in their need for essential site services. One of the key tasks spelled out in the Mission Support Contract (MSC) is to take the volumes of cost, schedule and budget forecasting data each contractor is responsible for and consolidate that data into a 'one Hanford' perspective, with a clear and well-defined 'map' of the future, taking into account the many cross-cutting priorities at the site. This function is termed 'portfolio management' in the MSC. In 2009, the DOE awarded the MSC to Mission Support Alliance, LLC. (MSA), a team made up of industry leaders with key government services credentials, Lockheed Martin, Jacobs Engineering and WSI. Now into its third year managing the contract, MSA has continually shown tangible results in its oversight of the MSC. (author)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2016

Efforts to Improve Efficiency of Extraction Well Operation at the Fernald Preserve, Harrison, Ohio - 16177

The Fernald Preserve, a former uranium processing facility that produced high-purity uranium metal products during the Cold War, is located in southwest Ohio. The facility became a US Department of Energy Office of Legacy Management (LM) site in November 2006, following completion of the Comprehensive Environmental Response, Compensation, and Liability Act environmental remediation and site restoration (with the exception of groundwater). When the site was turned over to LM, approximately 76.5 ha of the Great Miami Aquifer remained contaminated with uranium above the final remediation level of 30 μg/L. Here, uranium contamination is being removed from groundwater in the Great Miami Aquifer through a pump-and-treat operation, which is predicted to continue until 2033. Twenty extraction wells pump about 30 million liters per day. Operation of the system is impacted by iron in the groundwater that promotes iron fouling of the well pumps, motors, and screens. The design of the well field evolved over 21 years and reflected a conservative system that could respond to a wide range of pumping conditions. For instance, some of the extraction wells were sized with pumps and motors that would allow the well to pump up to 1890 L/min (500 gpm) if warranted. The added flexibility, though, came at the cost of operational efficiency. We describe the efforts that have been taken by LM since the Fernald site was transferred to LM to mitigate the operational impacts from the iron fouling aquifer conditions and improve the efficiency of the well-field operation. Variable-frequency drives were installed at six wells to replace flow control valves. Several wells with oversized pumps and motors were changed from 24-hour per day operation to 8-hour per day operation to allow the pumps to operate closer to their design flow rates. Pumps and motors were 'right-sized' at many wells to improve pumping efficiency. The process used to rehabilitate (or clean) well screens was improved, and a process was developed to clean pumps without having to pull them from the well. To reduce pressure drops, improvements were also made to the configuration of the discharge piping. A new control system was installed for each well to allow local control and local tracking of energy used. The amount of energy used daily compared to number of gallons pumped provides a method to assess pump performance and determine when action is necessary to restore well pump efficiency. Additionally, the metrics being employed to help quantify well-field efficiency improvements are described, and the benefits achieved by proactively managing the pump-and-treat operation are presented. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2018

Energy Efficiency and Infrastructure Upgrades on Nuclear Clean-up Sites: The Hanford Experience - 18641

The Hanford site, located in southeastern Washington, produced much of our nation's weapons-grade plutonium for the Defense nuclear weapons program. This production lasted the better part of four decades with production ending in 1987. Since 1987, the focus of the Hanford site has turned to clean-up activities. Mission Support Alliance (MSA) is the integrator of the multi-contractor effort to clean up the Hanford site. MSA collaborates with the U.S. Department of Energy (DOE) and all Hanford site contractors in finding and implementing new, cost-saving, safe and practical solutions to cleanup challenges with a continual focus on innovative processes and technologies that reduce costs, energy use and bring safety improvements to the site. Support Services include environmental integration and land management; fleet and road maintenance; water/electric and utilities; cyber security and information management as well as the preservation of the site's cultural artifacts. This paper describes the process, challenges, and focus on infrastructure upgrade and energy efficiency projects in the context of a multi-contractor nuclear clean-up site. Project development and new technology deployment at Hanford has long been plagued with economic challenges. For example, despite extensive auditing, analysis, and project development, most of the energy-related projects on the Hanford site have gone unfunded due to the low cost of electricity, the relatively high cost of labor, and costs associated with detailed safety and cultural reviews. - The Hanford site is a direct-service customer of the Bonneville Power Administration (BPA) and has a marginal electricity rate of $0.033/kWh. - Labor costs on the Hanford site track high because of the requirements associated with the safety and security necessary to operate a legacy nuclear weapons complex. - In partnership with three federally recognized and other affected Native American tribes (Yakama Nation, Confederated Tribes of the Umatilla Indian Reservation, the Nez Perce Tribe, and Wanapum People), most activities on the Hanford site are afforded in-depth cultural reviews. To work within these constraints, the MSA Energy Management team has embarked on a three-pronged approach to energy project development: Program Visibility: The MSA Energy Management team has promoted both project opportunities and requirements across the Hanford site. This information comes in the form of site-wide newsletters, group meetings, e-mails, success stories, and recognition of staff. Single-point Analysis: To by-pass the inevitable duplications of effort, learning curve issues, and to improve project consistency/delivery, the MSA Energy Management team serves as the single resource to the site for energy project analysis. This resource includes initial assessment, engineering analysis, efficiency calculation and project recommendations. Contractor/utility Interface: In addition to the infrastructure under its own purview, MSA provides all support services for the contractor/utility interface. These activities include formulation and submission of incentive-based efficiency projects, project tracking, and incentive awards. All incentive awards are forwarded to the relevant contractor and then highlighted in the visibility campaign. Successful energy efficiency projects at Hanford have included high efficiency heating, ventilation, air conditioning (HVAC) systems, interior and exterior lighting/lighting control systems, pump and motor systems, and the right-sizing of transformers and area-wide electrical distribution systems. Prior to the initiation of this program and structure (roughly 3 years ago) the average annual energy efficiency incentive applied for and received was under $10,000, with an annual energy savings of approximately 36,000 kilowatt hours (kWh). In fiscal year 2017, the annual incentive received was over $419,000, with identified energy savings of over 1.3 million kWh. Details and case studies of the major project accomplishments are included. The success of this program can be traced to an understanding of the constraints, the development of a program to address these constraints, and good communication/coordination across DOE and the multiple contractors serving the Hanford site. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2020

Infrastructure and DFLAW Support at Hanford - 20443

Manhattan Project era infrastructure systems are degrading at an accelerated pace across the Department of Energy's (DOE) Environmental Management complex. Revitalizing, rejuvenating and right-sizing these systems to ensure reliability for ongoing cleanup missions is a major focus at the 580-square- mile Hanford Site in southeast Washington State. The push to complete construction, commissioning, startup, and operation of facilities and systems in the Direct-Feed Low-Activity Waste (DFLAW) program at Hanford by 2023 requires considerable coordination among site contractors and a significant investment in infrastructure. The passage of time also poses a challenge. It has been about 75 years since facilities were first operated at the site, and approximately 40 years of plutonium production created a legacy of unidentified active and abandoned underground obstacles and waste sites that must be avoided when building and upgrading the infrastructure. Converting infrastructure systems originally built to support plutonium production from the 1940's to the 1980's and upgrading those systems to optimize technology is an ever-changing balance of funding profiles, available resources and execution strategies. The DOE Richland Operations Office (RL) has long recognized the need for increased investment in Hanford Site infrastructure to support the future processing of approximately 56 million gallons of waste currently stored in large underground tanks. When DFLAW is fully operational, safe and reliable infrastructure systems will be needed to ensure continuity of operations around the clock, 365 days a year. These include roadways, water, power, sewer, information technology systems and facilities. To ensure the readiness of Hanford's infrastructure to support treating tank waste in the next three years, 15 projects were identified with a combined value of $133.8 million. Through calendar year 2019, 7 infrastructure projects have been substantially completed and the remaining 8 projects, with a remaining value of $103.8 million, are scheduled to be completed by December 2023. RL and its site services/infrastructure contractor, Mission Support Alliance (MSA), regularly evaluate the needs of the DFLAW program and other Hanford Site missions to ensure the highest priority systems are addressed. In addition to a fast-approaching deadline for round-the-clock treatment operations, RL and MSA face another significant infrastructure challenge. As cleanup is being completed in a 220-square-mile area called the River Corridor, most of the cleanup operations going forward will occur in a 20-square-mile area in the center of the Hanford Site, known as the Central Plateau. Infrastructure systems are becoming more congested in an already overcrowded area. This paper/presentation will outline some of the challenges Hanford faces while executing infrastructure reliability projects. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2024

Webinar: Modular Nuclear Power: The Microreactor Revolution

Many times smaller than traditional nuclear reactors, microreactors can be made in a factory and shipped wherever needed. This innovative approach to energy production has huge potential to bring electricity to remote areas, support regions affected by natural disasters, and provide right-sized, scalable power to our energy grid. Learn what they are, how they work, and their benefits in this webinar, featuring Piyush Sabharwall, distinguished staff nuclear research scientist and technical area lead for the DOE Office of Nuclear Energy's Microreactor R&D Program at Idaho National Laboratory.

22 - GENERAL STUDIES OF NUCLEAR REACTORS↗

DOE OSTI2011

Advanced Strategy Guideline: Air Distribution Basics and Duct Design

This report discusses considerations for designing an air distribution system for an energy efficient house that requires less air volume to condition the space. Considering the HVAC system early in the design process will allow adequate space for equipment and ductwork and can result in cost savings. Principles discussed that will maximize occupant comfort include delivery of the proper amountof conditioned air for appropriate temperature mixing and uniformity without drafts, minimization of system noise, the impacts of pressure loss, efficient return air duct design, and supply air outlet placement, as well as duct layout, materials, and sizing.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2012

Strategy Guideline: HVAC Equipment Sizing

This guide describes the equipment selection of a split system air conditioner and furnace for an example house in Chicago, IL as well as a heat pump system for an example house in Orlando, Florida. The required heating and cooling load information for the two example houses was developed in the Department of Energy Building America Strategy Guideline: Accurate Heating and Cooling Load Calculations.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2014

Measure Guideline: Condensing Boilers - Optimizing Efficiency and Response Time During Setback Operation

Conventional wisdom surrounding space heating has told us a couple of things consistently for several years now: size the mechanical systems to the heating loads and setting the thermostat back at night will result in energy savings. The problem is these two recommendations oppose each other. A system that is properly sized to the heating load will not have the extra capacity necessary to recover from a thermostat setback, especially at design conditions. The implication of this is that, for setback to be successfully implemented, the heating system must be oversized. This issue is exacerbated further when an outdoor reset control is used with a condensing boiler, because not only is the system matched to the load at design, the outdoor reset control matches the output to the load under varying outdoor temperatures. Under these circumstances, the home may never recover from setback. Special controls to bypass the outdoor reset sensor are then needed. Properly designing a hydronic system for setback operation can be accomplished but depends on several factors. Determining the appropriateness of setback for a particular project is the first step. This is followed by proper sizing of the boiler and baseboard to ensure the needed capacity can be met. Finally, control settings must be chosen that result in the most efficient and responsive performance. This guide provides step by step instructions for heating contractors and hydronic designers for selecting the proper control settings to maximize system performance and improve response time when using a thermostat setback.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2014

Hydronic Systems: Designing for Setback Operation, Ithaca, New York [Fact Sheet]

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2015

Low-Load Space Conditioning Needs Assessment

With limited low-load options in the HVAC market, many new-construction housing units are being fitted with oversized equipment - thus facing penalties in system efficiency, comfort, and cost. To bridge the gap between currently available HVAC equipment and the rising demand for low-load HVAC equipment in the marketplace, HVAC equipment manufacturers need to be fully aware of multifamily buildings and single-family homes market needs. Over the past decade, Steven Winter Associates, Inc. (SWA) has provided certification and consulting services on hundreds of housing projects and has accrued a large pool of data. CARB compiled and analyzed these data to see what the thermal load ranges are in various multifamily apartments and attached single-family home types (duplex and townhouse). In total, design loads from 941 dwellings from SWA's recent multifamily and attached single-family work across the Northeast and Mid-Atlantic were analyzed. Information on the dwelling characteristics, design loads, and the specifications of installed mechanical equipment were analyzed to determine any trends that exist within the dataset.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗