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DOE OSTI2011

Sandia National Laboratories California Waste Management Program Annual Report April 2011

The annual program report provides detailed information about all aspects of the Sandia National Laboratories, California (SNL/CA) Waste Management Program. It functions as supporting documentation to the SNL/CA Environmental Management System Program Manual. This annual program report describes the activities undertaken during the past year, and activities planned in future years to implement the Waste Management (WM) Program, one of six programs that supports environmental management at SNL/CA.

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

Preliminary Assessment of the Hanford Tank Waste Feed Acceptance and Product Qualification Programs

The U.S. Department of Energy Office of Environmental Management (EM) is engaging the national laboratories to provide the scientific and technological rigor to support EM program and project planning, technology development and deployment, project execution, and assessment of program outcomes. As an early demonstration of this new responsibility, Savannah River National Laboratory (SRNL) and Pacific Northwest National Laboratory (PNNL) have been chartered to implement a science and technology program addressing Hanford Tank waste feed acceptance and product qualification. As a first step, the laboratories examined the technical risks and uncertainties associated with the planned waste feed acceptance and qualification testing for Hanford tank wastes. Science and technology gaps were identified for work associated with 1) feed criteria development with emphasis on identifying the feed properties and the process requirements, 2) the Tank Waste Treatment and Immobilization Plant (WTP) process qualification program, and 3) the WTP HLW glass product qualification program. Opportunities for streamlining the accetpance and qualification programs were also considered in the gap assessment. Technical approaches to address the science and technology gaps and/or implement the opportunities were identified. These approaches will be further refined and developed as strong integrated teams of researchers from national laboratories, contractors, industry, and academia are brought together to provide the best science and technology solutions. Pursuing the identified approaches will have immediate and long-term benefits to DOE in reducing risks and uncertainties associated with tank waste removal and preparation, transfers from the tank farm to the WTP, processing within the WTP Pretreatment Facility, and in producing qualified HLW glass products. Additionally, implementation of the identified opportunities provides the potential for long-term cost savings given the anticipated facility life of WTP.

HLW glass product qualification↗
DOE OSTI2011

ORNLs Laboratory Directed Research and Development Program FY 2010 Annual Report

The Laboratory Directed Research and Development (LDRD) program at Oak Ridge National Laboratory (ORNL) reports its status to the U.S. Department of Energy (DOE) in March of each year. The program operates under the authority of DOE Order 413.2B, “Laboratory Directed Research and Development” (April 19, 2006), which establishes DOE’s requirements for the program while providing the Laboratory Director broad flexibility for program implementation. LDRD funds are obtained through a charge to all Laboratory programs. This report includes summaries of all ORNL LDRD research activities supported during FY 2010. The associated FY 2010 ORNL LDRD Self-Assessment (ORNL/PPA-2011/2) provides financial data and an internal evaluation of the program’s management process.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2012

ORNLs Laboratory Directed Research and Development Program (FY 2011 Annual Report)

The Laboratory Directed Research and Development (LDRD) program at Oak Ridge National Laboratory (ORNL) reports its status to the U.S. Department of Energy (DOE) in March of each year. The program operates under the authority of DOE Order 413.2B, “Laboratory Directed Research and Development” (April 19, 2006), which establishes DOE’s requirements for the program while providing the Laboratory Director broad flexibility for program implementation. LDRD funds are obtained through a charge to all Laboratory programs. This report includes summaries of all ORNL LDRD research activities supported during FY 2011. The associated FY 2011 ORNL LDRD Self-Assessment (ORNL/PPA-2012/2) provides financial data and an internal evaluation of the program’s management process.

09 BIOMASS FUELS↗
DOE OSTI2013

ORNLs Laboratory Directed Research and Development Program (FY 2012 Annual Report)

The Laboratory Directed Research and Development (LDRD) program at Oak Ridge National Laboratory (ORNL) reports its status to the US Department of Energy (DOE) in March of each year. The program operates under the authority of DOE Order 413.2B, “Laboratory Directed Research and Development” (April 19, 2006), which establishes DOE’s requirements for the program while providing the Laboratory Director broad flexibility for program implementation. LDRD funds are obtained through a charge to all Laboratory programs. This report includes summaries of all ORNL LDRD research activities supported during FY 2012. The associated FY 2012 ORNL LDRD Self-Assessment (ORNL/PPA-2012/2) provides financial data and an internal evaluation of the program’s management process.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2014

ORNLs Laboratory Directed Research and Development Program FY 2013 Annual Report

The Laboratory Directed Research and Development (LDRD) program at Oak Ridge National Laboratory (ORNL) reports its status to the US Department of Energy (DOE) in March of each year. The program operates under the authority of DOE Order 413.2B, “Laboratory Directed Research and Development” (April 19, 2006), which establishes DOE’s requirements for the program while providing the Laboratory Director broad flexibility for program implementation. LDRD funds are obtained through a charge to all Laboratory programs. This report includes summaries of all ORNL LDRD research activities supported during FY 2013. The associated FY 2013 ORNL LDRD Self-Assessment (ORNL/PPA-2014/2) provides financial data and an internal evaluation of the program’s management process.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2013

Development and implementation of energy efficiency standards and labeling programs in China: Progress and challenges

Over the last twenty years, with growing policy emphasis on improving energy efficiency and reducing environmental pollution and carbon emissions, China has implemented a series of new minimum energy performance standards (MEPS) and mandatory and voluntary energy labels to improve appliance energy efficiency. As China begins planning for the next phase of standards and labeling (S&L) program development under the 12th Five Year Plan, an evaluation of recent program developments and future directions is needed to identify gaps that still exist when compared with international best practices. The review of China’s S&L program development and implementation in comparison with major findings from international experiences reveal that there are still areas of improvement, particularly when compared to success factors observed across leading international S&L program. China currently lacks a formalized regulatory process for standard-setting and do not have any legal or regulatory guidance on elements of S&L development such as stakeholder participation or the issue of legal precedence between conflicting national, industrial and local standards. Consequently, China’s laws regarding standard-setting and management of the mandatory energy label program could be updated, as they have not been amended or revised recently and no longer reflects the current situation. While China uses similar principles for choosing target products as the U.S., Australia, EU and Japan, including high energy-consumption, mature industry and testing procedure and stakeholder support, recent MEPS revisions have generally aimed at only eliminating the bottom 20% efficiency of the market. Setting a firm principle based on maximizing energy savings that are technically feasible and economically justified may help improve the stringency of China’s MEPS program and reduce the need for frequent revisions. China also lacks robust survey data and relies primarily on market research data in relatively simple techno-economic analyses used to determine its efficiency standards levels rather than the specific sets of analyses and tools used internationally. Based on international experiences, inclusion of more detailed energy consumption surveys in the Chinese national census surveys and statistical reporting systems could help provide the necessary data for more comprehensive standard-setting analyses. In terms of stakeholder participation in the standards development process, stakeholder participation in China is limited to membership on technical committees responsible for developing or revising standards and generally do not include environmental groups, consumer associations, utilities and other NGOs. Increasing stakeholder involvement to broader interest groups could help garner more support and feedback in the S&L implementation process. China has emerged as a leader in a national verification testing scheme with complementary pilot checktesting projects, but it still faces challenges with insufficient funding, low local awareness amongst some regulatory agencies and resistance to check-testing by some manufacturers, limited product sampling scope, and testing inconsistency and incomparability of results. Thus, further financial and staff resources and capacity building will be needed to overcome these remaining challenges and to expand impacts evaluations to assess the actual effectiveness of implementation and enforcement.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2013

Energy-efficient Public Procurement: Best Practice in Program Delivery

This document illustrates the key issues and considerations involved in implementing energy-efficient public procurement. Our primary sources of information have been our partners in the Super Efficient Equipment and Appliance Deployment (SEAD) Initiative Procurement Working Group. Where applicable, we have highlighted specific ways in which working group participants have successfully overcome barriers to delivering effective programs. The following key points emerge from this analysis of programs for energy-efficient public procurement. Lessons for both developed and developing programs are highlighted throughout the guide. 1. Policy: Policy provides the initiative to begin a transition from first cost to life-cycle cost based purchasing methods and culture. Effective policy is well-communicated, establishes accountability from top to bottom of organizations and simplifies the processes necessary to comply. Flexibility and responsiveness are essential in policy development and implementation. Mandatory and voluntary policies may complement one another. 2. Procurement Criteria: Procurement staff must be confident that energy-efficient procurement criteria offer the best long-term value for their organization’s money and represent real environmental gains. Involving multiple stakeholders at the early stages of the criteria creation process can result in greater levels of cooperation from private industry. Criteria should make comparison of products easy for purchasers and require minimal additional calculations. Criteria will need to be regularly updated to reflect market developments. 3. Training: Resources for the creation of training programs are usually very limited, but well-targeted training is necessary in order for a program to be effective. Training must emphasize a process that is efficient for purchasers and simplifies compliance. Purchaser resources and policy must be well designed for training to be effective. Training program development is an excellent opportunity for collaboration amongst public authorities. 4. Procurement Processes: Many tools and guides intended to help buyers comply with energy-efficient procurement policy are designed without detailed knowledge of the procurement process. A deeper understanding of purchasing pathways allows resources to be better directed. Current research by national and international bodies aims to analyze purchasing pathways and can assist in developing future resources.

25 ENERGY STORAGE↗
DOE OSTI2015

Pecan Street Grid Demonstration Program. Final technology performance report

This document represents the final Regional Demonstration Project Technical Performance Report (TPR) for Pecan Street Inc.’s (Pecan Street) Smart Grid Demonstration Program, DE-OE-0000219. Pecan Street is a 501(c)(3) smart grid/clean energy research and development organization headquartered at The University of Texas at Austin (UT). Pecan Street worked in collaboration with Austin Energy, UT, Environmental Defense Fund (EDF), the City of Austin, the Austin Chamber of Commerce and selected consultants, contractors, and vendors to take a more detailed look at the energy load of residential and small commercial properties while the power industry is undergoing modernization. The Pecan Street Smart Grid Demonstration Program signed-up over 1,000 participants who are sharing their home or businesses’s electricity consumption data with the project via green button protocols, smart meters, and/or a home energy monitoring system (HEMS). Pecan Street completed the installation of HEMS in 750 homes and 25 commercial properties. The program provided incentives to increase the installed base of roof-top solar photovoltaic (PV) systems, plug-in electric vehicles with Level 2 charging, and smart appliances. Over 200 participants within a one square mile area took advantage of Austin Energy and Pecan Street’s joint PV incentive program and installed roof-top PV as part of this project. Of these homes, 69 purchased or leased an electric vehicle through Pecan Street’s PV rebate program and received a Level 2 charger from Pecan Street. Pecan Street studied the impacts of these technologies along with a variety of consumer behavior interventions, including pricing models, real-time feedback on energy use, incentive programs, and messaging, as well as the corresponding impacts on Austin Energy’s distribution assets.The primary demonstration site was the Mueller community in Austin, Texas. The Mueller development, located less than three miles from the Texas State Capitol, is a 711-acre LEED Neighborhood Development mixed-use, urban infill redevelopment on the site of Austin’s former airport, currently under development through a public-private project between the City of Austin, and Catellus Austin LLC. Currently, Mueller is less than 50% complete and more than 3,500 people live or work at Mueller. At full build-out, the project will include more than 3 million square feet of commercial and institutional space, more than 13,000 residents from approximately 5,700 single-family and multi-family dwelling units. Figure 1 shows a Google Map image of the Mueller community, zoomed in on the residential streets participating in the project.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2012

International Experiences with Quantifying the Co-Benefits of Energy-Efficiency and Greenhouse-Gas Mitigation Programs and Policies

Improving the efficiency of energy production and consumption and switching to lower carbon energy sources can significantly decrease carbon dioxide (CO2) emissions and reduce climate change impacts. A growing body of research has found that these measures can also directly mitigate many non-climate change related human health hazards and environmental damage. Positive impacts of policies and programs that occur in addition to the intended primary policy goal are called co-benefits. Policy analysis relies on forecasting and comparing the costs of policy and program implementation and the benefits that accrue to society from implementation. GHG reduction and energy efficiency policies and programs face political resistance in part because of the difficulty of quantifying their benefits. On the one hand, climate change mitigation policy benefits are often global, long-term, and subject to large uncertainties, and subsidized energy pricing can reduce the direct monetary benefits of energy efficiency policies to below their cost. On the other hand, the co-benefits that accrue from these efforts’ resultant reductions in conventional air pollution (such as improved health, agricultural productivity, reduced damage to infrastructure, and local ecosystem improvements) are generally near term, local, and more certain than climate change mitigation benefits and larger than the monetary value of energy savings. The incorporation of co-benefits into energy efficiency and climate mitigation policy and program analysis therefore might significantly increase the uptake of these policies. Faster policy uptake is especially important in developing countries because ongoing development efforts that do not consider co-benefits may lock in suboptimal technologies and infrastructure and result in high costs in future years. Over the past two decades, studies have repeatedly documented that non-climate change related benefits of energy efficiency and fuel conversion efforts, as a part of GHG mitigation strategies, can be from between 30% to over 100% of the costs of such policies and programs strategies. Policy makers around the world are increasingly interested in including both GHG and non-GHG impacts in analyses of energy efficiency and fuel switching policies and programs and a set of methodologies has matured from the efforts of early moving jurisdictions such as the European Union, the United States, and Japan.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2015

Light Water Reactor Sustainability Program: Digital Architecture Requirements

The Digital Architecture effort is a part of the Department of Energy (DOE) sponsored Light-Water Reactor Sustainability (LWRS) Program conducted at Idaho National Laboratory (INL). The LWRS program is performed in close collaboration with industry research and development (R&D) programs that provides the technical foundations for licensing and managing the long-term, safe, and economical operation of current nuclear power plants (NPPs). One of the primary missions of the LWRS program is to help the U.S. nuclear industry adopt new technologies and engineering solutions that facilitate the continued safe operation of the plants and extension of the current operating licenses. Therefore, a major objective of the LWRS program is the development of a seamless digital environment for plant operations and support by integrating information from plant systems with plant processes for nuclear workers through an array of interconnected technologies. In order to get the most benefits of the advanced technology suggested by the different research activities in the LWRS program, the nuclear utilities need a digital architecture in place to support the technology. A digital architecture can be defined as a collection of information technology (IT) capabilities needed to support and integrate a wide-spectrum of real-time digital capabilities for nuclear power plant performance improvements. It is not hard to imagine that many processes within the plant can be largely improved from both a system and human performance perspective by utilizing a plant wide (or near plant wide) wireless network. For example, a plant wide wireless network allows for real time plant status information to easily be accessed in the control room, field workers’ computer-based procedures can be updated based on the real time plant status, and status on ongoing procedures can be incorporated into smart schedules in the outage command center to allow for more accurate planning of critical tasks. The goal of the digital architecture project is to provide a long-term strategy to integrate plant systems, plant processes, and plant workers. This include technologies to improve nuclear worker efficiency and human performance; to offset a range of plant surveillance and testing activities with new on-line monitoring technologies; improve command, control, and collaboration in settings such as outage control centers and work execution centers; and finally to improve operator performance with new operator aid technologies for the control room. The requirements identified through the activities in the Digital Architecture project will be used to estimate the amount of traffic on the network and hence estimating the minimal bandwidth needed.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2015

Project Management Plan/Progress Report: UT/GTKS Training Program Development for Commercial Building Operators (Final Report)

Universidad del Turabo (UT), in a collaborative effort with Global Turn Key Services, Inc. (GTKS), proposed to develop a training program and a commercialization plan for the development of Commercial Building Operators (CBOs). The CBOs will operate energy efficient buildings to help maintain existing buildings up to their optimal energy performance level, and ensure that net-zero-energy buildings continuously operate at design specifications, thus helping achieve progress towards meeting BTP Strategic Goals of creating technologies and design approaches that enable net-zero-energy buildings at low incremental costs by 2025. The proposed objectives were then: (1) Develop a Commercial Building Operator (CBO) training program and accreditation that will in turn provide a certification to participants recognized by Accreditation Boards such as the North American Board of Certified Energy Practitioners (NABCEP) and Leadership in Energy & Environmental Designs (LEED). (2) Develop and implement a commercialization and sustainability plan that details marketing, deployment, financial characterization, job placement, and other goals required for long-term sustainability of the project after the funding period. (3) After program development and deployment, provide potential candidates with the knowledge and skill sets to obtain employment in the commercial building green energy (net-zero-energy building) job market. The developed CBO training program will focus on providing skills for participants, such as displaced and unemployed workers, to enter the commercial building green energy (net-zeroenergy building) job market. This course was designed to allow a participant with minimal to no experience in commercial building green technology to obtain the required skill sets to enter the job market in as little as 12 weeks of intensive multi-faceted learning. After completion of the course, the CBO staff concluded the participant will meet minimum established accreditation standards established by UT and will complete the contact hours required of training to apply to the Certification on Energy Management (CEM) offered by the Association of Energy Engineers (AEE). The CBO training program consists of a combination of theory (classroom), online & computer simulation, laboratory & hands on (onsite) training lessons. The training is addressed four basic learning elements: (1) Learn the Technology; (2) Practice Skills with hands-on the Energy Simulation Builder program; (3) Final Project and Presentation; and, (4) Accreditation and Certifications.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2015

Non-Constant Learning Rates in Retrospective Experience Curve Analyses and their Correlation to Deployment Programs

A key challenge for policy-makers and technology market forecasters is to estimate future technology costs and in particular the rate of cost reduction versus production volume. A related, critical question is what role should state and federal governments have in advancing energy efficient and renewable energy technologies? This work provides retrospective experience curves and learning rates for several energy-related technologies, each of which have a known history of federal and state deployment programs. We derive learning rates for eight technologies including energy efficient lighting technologies, stationary fuel cell systems, and residential solar photovoltaics, and provide an overview and timeline of historical deployment programs such as state and federal standards and state and national incentive programs for each technology. Piecewise linear regimes are observed in a range of technology experience curves, and public investments or deployment programs are found to be strongly correlated to an increase in learning rate across multiple technologies. A downward bend in the experience curve is found in 5 out of the 8 energy-related technologies presented here (electronic ballasts, magnetic ballasts, compact fluorescent lighting, general service fluorescent lighting, and the installed cost of solar PV). In each of the five downward-bending experience curves, we believe that an increase in the learning rate can be linked to deployment programs to some degree. This work sheds light on the endogenous versus exogenous contributions to technological innovation and highlights the impact of exogenous government sponsored deployment programs. This work can inform future policy investment direction and can shed light on market transformation and technology learning behavior.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2017

2016 Annual Progress Report: DOE Hydrogen and Fuel Cells Program

In the past year, the DOE Hydrogen Program (the Program) made substantial progress toward its goals and objectives. The Program has conducted comprehensive and focused efforts to enable the widespread commercialization of hydrogen and fuel cell technologies in diverse sectors of the economy. With emphasis on applications that will effectively strengthen our nation's energy security and improve our stewardship of the environment, the Program engages in research, development, and demonstration of critical improvements in the technologies. Highlights of the Program's accomplishments can be found in the sub-program chapters of this report.

08 HYDROGEN↗
DOE OSTI2017

Laboratory Directed Research and Development Program FY2016 Annual Summary of Completed Projects

ORNL FY 2016 Annual Summary of Laboratory Directed Research and Development Program (LDRD) Completed Projects. The Laboratory Directed Research and Development (LDRD) program at ORNL operates under the authority of DOE Order 413.2C, “Laboratory Directed Research and Development” (October 22, 2015), which establishes DOE’s requirements for the program while providing the Laboratory Director broad flexibility for program implementation. The LDRD program funds are obtained through a charge to all Laboratory programs. ORNL reports its status to DOE in March of each year.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2018

Training and Certification Programs on Industrial Energy Systems in the United States

The major industrial energy systems commonly found in manufacturing facilities are compressed air, ammonia refrigeration, chilled water, steam, process heating, combined heat and power, pumps, and fans. The efficiency of these systems contributes significantly to the whole-facility energy performance. On the national and even the international level, well-structured training and highly recognized certification programs help develop a highly skilled and qualified workforce to maintain and improve facilities' energy performance, particularly as technologies within these systems become more and more advanced. The purpose of this paper is to review currently available vendor-agnostic training and certification programs focusing on these systems and to identify the gap between market needs and currently available programs. Its three major conclusions are (1) most training programs focus on operations, maintenance, safety, and design although some briefly touch on energy performance aspects. (2) The Certified Refrigeration Energy Specialist certification by RETA the and Pump System Assessment Professional certification by HI were the only certifications found to be tool-agnostics and emphasize knowledge and skills for improving and maintaining systems energy performance. (3) Developing energy efficiency focused training and ANSI accredited certification programs for industrial energy systems will fill the gap between market needs and currently available programs.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2018

The Cost of Saving Electricity Through Energy Efficiency Programs Funded by Utility Customers: 2009–2015

The average cost to utilities to save a kilowatt-hour (kWh) in the United States is 2.5 cents, according to the most comprehensive assessment to date of the cost performance of energy efficiency programs funded by electricity customers. These costs are similar to those documented earlier. Cost-effective efficiency programs help ensure electricity system reliability at the most affordable cost as part of utility planning and implementation activities for resource adequacy. Building on prior studies, Berkeley Lab analyzed the cost performance of 8,790 electricity efficiency programs between 2009 and 2015 for 116 investor-owned utilities and other program administrators in 41 states. The Berkeley Lab database includes programs representing about three-quarters of total spending on electricity efficiency programs in the United States.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2018

Meeting Growing Energy Efficiency Challenges by Supporting the Program Administrator Industry

The Consortium for Energy Efficiency (CEE) received #DE-EE0006367 to assist local energy efficiency programs to work together to meet the growing energy efficiency challenges by supporting the program administrator industry covering the period August 1, 2014 through December 31, 2017, amendments 1-3 inclusive. CEE is a 501c (3) organization promoting voluntary alignment of local, ratepayer-funded energy efficiency programs to increase the energy savings and environmental benefits from their combined efforts. These efficiency programs are typically mandated by state regulatory or legislative bodies and administered by electric and gas utilities or designated state agencies. More than 100 program administrator organizations, representing efforts in 40 states, participated as US members in CEE. In addition, CEE's membership also includes 8 program administrator organizations from 5 Canadian provinces.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗