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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
DOE OSTI2025

DEMographic MicrOSimulation (DEMOS) v2.0

DEMOS is an agent-based simulation framework used to evolve population demographic characteristics or lifecycle events such as education, marital status etc. DEMOS modules are designed to capture the interdependencies of short-term and long-term lifecycle events often influential in downstream transportation and land use modeling. An important facet of DEMOS is that it is dynamic, meaning it captures the impact of an agent's demographic characteristics in year 't' on their demographic status in year 't+1'. This has important consequences on medium- and long-term downstream modeling in different domains, such as transportation where decisions such as household vehicle transactions (i.e., buying, selling, or replacing a vehicle) depend current or past household vehicle holdings as well as household transitions. Other downstream modeling that can be enabled by DEMOS include building technology adoption or retrofit decisions, and more. DEMOS modules include: individual age progression year by year, individual mortality events, household restructuring events including marriage match-making; household birth events; individual education participation; individual labor force participation; child leaving household; household in-migration and out-migration for the region; household residence location choice and household mandatory destination choice (work and school). This version of DEMOS is tailored to be integrated with the land use simulation software UrbanSim.

Caicedo, Juan [UrbanSim, Inc.]↗
DOE OSTI2025

Business Models for Scaling Demand Flexibility Volume III – Stakeholder ecosystem management challenges, and lessons learned from U.S. programs

Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility program stakeholder ecosystem management strategies, which provide information on value delivery and describe how program implementers leverage partner capabilities and collaborate to deliver customer and grid benefits. This report discusses the role of stakeholder ecosystem management in demand flexibility programs, identifies existing challenges to effective stakeholder management, and describes lessons learned. This report is part of a series that includes reports on value propositions, customer relationship management strategies, and program life cycle.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Business Models for Scaling Demand Flexibility Volume II – Customer relationship management strategies, challenges, and lessons learned from U.S. programs

Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility program customer relationship management strategies, which provide information on value creation and focus on ensuring customers can navigate programs smoothly. This report discusses the role of customer relationship management strategies in demand flexibility programs, characterizes customer relationship management strategies that can be considered during program design and implementation, identifies existing challenges to customer relationship management strategies, and describes lessons learned. This report is part of a series that includes reports on value propositions, stakeholder ecosystem management, and program life cycle.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Business Models for Scaling Demand Flexibility Volume I – Value proposition characteristics, challenges, and lessons learned from U.S. programs

Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on demand flexibility value propositions, which provide information on value creation and describe how programs deliver clear benefits that address customer and grid needs. This report discusses the role of value propositions in demand flexibility programs, provides an overview of value propositions for a range of demand flexibility stakeholders, identifies existing challenges to establishing an effective value proposition, and describes lessons learned. This report is part of a series that includes reports on customer relationship management strategies, stakeholder ecosystem management, and program life cycle.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Business Models for Scaling Demand Flexibility Volume IV – Program life cycle challenges and lessons learned from U.S. programs

Load growth at the grid edge is driving increased attention to the distribution system and its ability to enable customer technology adoption in an affordable and timely manner. Key industry stakeholders, including electric utilities and regulators, can benefit from strategies to manage and balance customer needs with infrastructure investments, such as demand flexibility. This report focuses on demand flexibility—the ability to reduce, shift, shed, generate, or modulate loads in response to building and grid needs—to reduce the need for costly grid upgrades by deferring investment needs and increase system reliability by shifting electricity usage during periods of high risk. Specifically, we focus on the emerging characteristics of business models for demand flexibility as a framework to understand how demand flexibility programs generate value. In this report, we focus on the life cycle of demand flexibility programs, which provides information on value creation and describes the various deployment phases program implementers navigate from initial program conceptualization through to program expansion and replication to new customer segments and regions. This report characterizes the key phases of the demand flexibility program life cycle, identifies existing challenges across the program deployment phases, and describes lessons learned. This report is part of a series that includes reports on customer relationship management strategies, stakeholder ecosystem management, and program life cycle.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2020

Argonne’s global critical materials agent-based model (GCMat)

Several studies have identified rare earths as critical materials. Although reasonably abundant in the Earth’s crust, rare earths typically occur in low concentrations of mined ores. Processes for recovering rare earth concentrates from these ores are complex and capital intensive. Further, lead times for deposit development, licensing, and construction are long, with reports of 10- 15 years. China is a major player in the rare earths supply chain, both in production capacity and technology innovation. In 2017, China supplied more than 80% of global rare earth oxide demand. Rare earth elements (REEs) have unique magnetic, catalytic, and phosphorescent properties that significantly improve performance of a wide range of technologies. These technologies span aerospace, energy, telecommunications, electronics, transportation, defense, and other diverse applications. Consequently, disruptions in rare earth supply can have a significant societal impact. Estimating that impact requires understanding of the dynamics across the supply chain, from rare earth oxide extraction to end use application. This report documents Argonne’s Global Critical Materials model (GCMat), first described by Riddle et al. 2015. GCMat provides capabilities to explore supply chain dynamics and uncertainty under scenarios of demand growth or shrinkage, technology adoption, supply disruptions, and trade policies and mitigation strategies of new supply sources, product substitution, consumer thrifting, and stockpiling. Supply chain participants from rare earth mining through final demand are modeled as interacting agents who make market decisions independently as time progresses. Since the version documented in Riddle et al. 2015, GCMat has been expanded to cover additional REEs, derived products and supply chains that use these REEs, and includes new agent behaviors and modeling capabilities. Section 2 provides a summary of the GCMat model design, including the structure of the model and key assumptions, section 3 summarizes methods used for model calibration and sensitivity analysis, and section 4 provides examples of model results.

36 MATERIALS SCIENCE↗
DOE OSTI2021

AMO Fall 2020 Combined Heat and Power (CHP) Virtual Workshop

The U.S. Department of Energy’s (DOE’s) Advanced Manufacturing Office held the Fall 2020 Combined Heat and Power (CHP) Virtual Workshop in September 2020. The workshop brought together more than 90 individuals representing manufacturers, end users, utilities, academia, government, and other stakeholders to discuss the potential role that energy-efficient combined heat and power (CHP) technologies can play in enhancing the energy flexibility and resilience of manufacturing facilities, as well as the advancements needed to bolster technology adoption. This workshop report summarizes the presentations, panel discussions, and breakout group discussions that took place at this event.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2024

Delivering Clean Air in Denver: Propane Trucks and Infrastructure in Mail Delivery Application

In 2021, Drive Clean Colorado, a Denver-based Clean Cities coalition, initiated the deployment of five Class 6 medium-duty propane autogas delivery trucks into a United States Postal Service (USPS) mail delivery contractor fleet with the goal of providing a proof-of-concept demonstration for mail delivery fleets nationwide. Funded by the U.S. Department of Energy's Office of Energy Efficiency & Renewable Energy, the project, titled "Delivering Clean Air in Denver: Propane Trucks and Infrastructure in Mail Delivery Application," enabled the purchase and deployment of the propane-powered trucks, refueling infrastructure, and supporting analysis by the National Renewable Energy Laboratory (NREL). Key objectives of the analysis included calculating the propane vehicles' emissions reductions, analyzing the costs and operational performance of the propane fleet compared to conventional diesel-powered vehicles, and evaluating the viability of propane as a clean and cost-effective alternative to conventional diesel trucks (AFDC 2023b, 2023c). The primary goal of the project was to demonstrate alternative fuel vehicles in a mail transport application and evaluate the viability of propane as a clean and cost-effective alternative to conventional diesel trucks. This proof-of-concept demonstration is expected to lead to improved understanding of the performance attributes, costs, and operational issues to inform technology adoption decisions, helping to spur market transformation toward lower-emission truck fleets. By reducing the risk of first adoption, potential exists to transform the U.S. Postal Service (USPS) mail delivery system into a lower-carbon national fleet. This technical report details the vehicle duty cycle characterization and fleet cost and performance comparison performed by the National Renewable Energy Laboratory, in addition to estimated emissions reductions for delivery operations.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2024

Managing changes in peak demand from building and transportation electrification with energy efficiency [Slides]

The Department of Energy funded Berkeley Lab to provide technical assistance to two municipal utilities on how energy efficiency and demand flexibility can mitigate the peak demand impacts of building and transportation electrification. Berkeley Lab worked with these utilities, Sacramento Municipal Utility District (SMUD) and Fort Collins Utilities, to identify research questions that supported their planning needs. For both utilities, Berkeley Lab developed scenario-based load forecasts that considered baseline and high-efficiency building electrification. For SMUD, the forecast also explored the sensitivity of peak demand to extreme weather (a winter cold snap) at the system-level. For Fort Collins Utilities, the forecast addressed the impacts of low, medium, and high levels of building and transportation technology adoption on select distribution feeders. Berkeley Lab is also developing a guidance document for utilities that will draw on lessons learned from the technical assistance and provide a framework for conducting similar analyses.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2024

Grid Planning for Building Electrification: A Report by the Energy Systems Integration Group’s Grid Planning for Building Electrification Task Force

The increased electrification of buildings across the United States is being driven by technical advancements, cost reductions for some building technologies, consumer preferences, and policy goals for decarbonization. However, the effects of this load growth on the electric distribution system are often only a minor consideration in policymaking and long-term planning studies. The long lead time and useful life of power system equipment means that the decisions taken today are expected to support our society well into the 2060s and beyond. Distribution planning stakeholders can take steps today to establish a grid foundation that captures the new challenges presented by building electrification. This report focuses on building electrification for the residential and commercial sectors, focusing most heavily on space heating, as this end use stands to most strongly impact demand.1 Across all end uses, building electrification could require somewhere between 10% and 70% more electricity generation capacity than exists today depending on technology adoption and energy efficiency.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Deliberate Design: Creating Electricity Rates with Purpose

Today’s electricity rates often are legacy designs that do not reflect the dynamics of an evolving power grid or align with current policy objectives. Four steps will assist utilities, regulators, and industry stakeholders in modernizing outdated electricity rate designs. 1. Understand the context for rate design change: The power system is changing at a pace that the industry has not experienced for decades. It is essential to understand the implications of these changes so rates can evolve to remain consistent with changes to the underlying cost profile, customer preferences, and power system requirements. 2. Establish ratemaking objectives: Rates can do more than recover utility costs. They can be a tool for promoting desired outcomes such as improved energy affordability, flexible and efficient electricity consumption, or promoting technology adoption. First, these objectives must be clearly defined and prioritized. 3. Account for tradeoffs when designing new rates: Rate design is the art of balancing tradeoffs. It is essential to understand these tradeoffs when designing new rates, particularly if the rates are being used as a tool for accomplishing policy objectives that extend beyond the basic goal of cost reflectivity. 4. Transition to the new rates with a plan: The move to well-designed rates requires a transition plan. This will ensure that rate design changes do not happen in isolation and are consistent with a long-term, holistic vision. The report, published as an interactive web tool for which the content can be separately downloaded as a standalone document, is intended to allow state energy regulators, utility rates staff, and other industry stakeholders with an interest in rate design to selectively “drill down” on content that is relevant to their interests and situation.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

Cybersecurity for Energy Delivery Systems

The Cyber Resilient Energy Delivery Consortium (CREDC) started operations on October 1, 2015. The original period of performance ended September 30, 2020. During this span, CREDC developed projects with significant and measurable sector impact, achieved by involving industry partners (asset owners, equipment vendors, and technology providers) early and often, from helping us to identify critical sector needs, to performing pilot deployment and technology adoption. The central project goal was to create a research and development ecosystem where research results lead directly to development of applications and methodologies which are then validated in realistic contexts.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2026

Port Technical Assistance Program: A Proposed Initiative to Support U.S. Ports Through Energy Innovation

This document highlights the crucial importance of the maritime sector within the United States (U.S.) economy, serving as a key node for trade and global goods transportation. U.S. ports are currently grappling with challenges posed by rising shipping demands, the health impacts of diesel fuel reliance, and the technology adoptions of global trade partners due to increasing environmental regulations. This document proposes forming a technical assistance program, led by Pacific Northwest National Laboratory (PNNL), to help U.S. ports transition to sustainable energy solutions that not only improve environmental and community outcomes, but also enhance resilience to unexpected weather events and reduce pressure on local utilities. Coordinated by PNNL, this initiative would offer a web-based platform of consolidated resources and tools for comprehensive strategic planning and cost-benefit analysis. It also seeks to establish a collaborative network between ports and national laboratories to facilitate the sharing of best practices. The document suggests that optimizing resource allocation and providing tailored support could be achieved through strategic categorization of ports within this network, with relevant attributes and examples detailed in the report. The anticipated benefits of such a program could include increased efficiency and cost savings in port operations and the advancement of scientific innovation via alternative energy research. Also, it could enhance economic growth and competitiveness in international trade by enabling ports to meet shipping demands and develop resilient critical infrastructure through informed, long-term strategies.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2025

Fleet-Level Energy and Emissions Analysis of the US Off-Road Sector with VISION: Off-Road

In the United States (US), the off-road sector (i.e., agriculture, construction, etc.) contributes to approximately 10% of the country’s transportation greenhouse gas (GHG) emissions, similar to the aviation sector. The off-road sector is extremely diverse; as the EPA MOVES model classifies it into 11 sub-sectors, which include 85 different types of equipment. These equipment types have horsepower ranging from 1 to greater than 3000 and have very different utilization, which makes decarbonization a complex endeavor. To address this, Argonne’s on-road vehicle fleet model, VISION, has been expanded to the off-road sector. The GHG emission factors for several energy carriers (biofuels, electricity, and hydrogen) have been incorporated from Argonne’s GREET model for a sector-wide well-to-wheel (WTW) GHG emissions analysis of the present and future fleet. Several technology adoption and energy decarbonization scenarios were modeled to better understand the appropriate actions required to drive towards net-zero emissions of the off-road sector. Results show that WTW decarbonization up to 67% can be achieved from 2023 to 2050 in a business-as-usual scenario. But with aggressive sales increases of electric and hydrogen powertrains, WTW decarbonization up to 77% can be achieved, which can further increase to 85% if electricity production is aggressively decarbonized by 2035.

lifecycle↗
DOE OSTI2021

Global Power System Transformation Consortium

The Global Power System Transformation (G-PST) Consortium, an expert- and practitioner-driven initiative, engages key power system operators, research and educational institutes, governments, businesses, and stakeholders in all regions of the world to accelerate clean energy transitions at the ambitious scope and scale that is required. The G-PST Consortium provides coordinated, holistic support and knowledge infusion for system operators pursuing clean energy transitions, including performing cutting-edge research; providing implementation support for world-class engineering and operational solutions; supporting workforce development; building and disseminating open-access data and tools; and accelerating localized technology adoption, standards development, and testing programs.

consortium↗
DOE OSTI2021

Fostering Remote Visualization: Experiences in Two Different HPC Sites

Visualization of scientific data is crucial for scientific discovery to gain insight into the results of simulations and experiments. Remote visualization is of crucial importance to access infrastructure, data and computational resources and, to avoid data movement from where data is produced and to where data will be analyzed. Remote visualization enables geographically diverse collaboration and enhances user experience through graphical user interfaces. This paper presents two approaches deployed by two different HPC centers: The SC3 - Supercomputación y Cálculo Científico Center in Colombia and the Oak Ridge Leadership Computing Facility in USA. We overview our remote visualization experiences, adopted technologies, use cases, and challenges encountered. Our contribution is to signal the commonality between approaches in terms of the end goal, showing their fitness for their contexts, while not focusing only on attempting to provide a general picture of remote visualization, given the differences between centers in terms of purposes, needs, resources, and national impact.

Gelvez Cortes, Sergio Augusto↗
DOE OSTI2022

1.4.2.403 - Water Power STEM Workforce Development (Hydro)

As interest in renewable energy grows, water power technologies will continue to play a robust and growing role. However, the industry needs new talent to spur innovation and to support industry needs. With one-quarter of the domestic hydropower workforce retiring in the coming decade, the need to fill the workforce pipeline has never been more critical. The lack of new hydropower development has limited the number of educational programs focused on this sector at all levels of education. NREL has a long track record of working to address educational needs across the renewable energy spectrum. Leveraging this track record, this project brought the Hydropower STEM Portal to water power stakeholders fueled by information from a multitude of sectors, our partnership with the Hydropower Foundation, NEED, and others. The team has also sought to integrate activities with the Bonneville Environmental Foundation, to increase dissemination opportunities and interfaces. The purpose of the portal is to be a one-stop shop to information geared at inspiring the next-generation water power professional. NREL also leverages experience in engaging with stakeholders to understand barriers to technology adoption to identify issues and drivers, provide feedback to the R&D community, work to clarify misperceptions, and inform decisions to facilitate market adoption. The outcome of this work is a more successful and diverse water power industry based on a motivated and better-trained workforce.

ENERGY PLANNING, POLICY, AND ECONOMY,HYDRO ENERGY↗