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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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14 records
All sourcesNASA NTRSDOE OSTI
DOE OSTI2024

Coupled management of electric vehicle workplace charging and office building loads

Significant building energy savings are realized through heating, ventilation, and air conditioning (HVAC) setpoint adjustment and daylighting control. Workplace charging (WPC) enables colocation of electric vehicles (EVs) with office building loads. We proposed managing energy use of workplace EV charging and the office building and determined the number of EVs that building energy savings can facilitate charging. We simulated building energy savings in typical medium offices in Chicago IL, Baltimore MD, and Houston TX, spanning three US climate regions. Considering the EV hosting capacity of the saved building energy and travel patterns of roundtrip commuting, we minimized EV charging costs under time-of-use electricity pricing. Managed WPC can reduce charging electricity bills compared to first-come, first-served charging. The ratio of EVs to chargers, the coincident period of commuters’ dwell time and lower electricity prices, and the number of EVs in the office impacted the economic benefits achieved through charging management.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2022

Workplace Charging Data

A data set gathered and maintained by NREL that tracks over 300 vehicles during the course of a 4-year period and how they behave in a workplace charging capacity. The data is further enriched by examining the effect of free charging versus paid charging. There is also a distinction in data marked by the onset of Covid-19. Vehicles are owned and operated by employees and range from smaller pack PHEV to larger pack BEVs.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Federal Workplace Charging Program Guide

The 2015 Fixing America's Surface Transportation (FAST) Act authorizes the installation, operation, and maintenance of electric vehicle supply equipment (EVSE) for the purpose of recharging employees' privately owned vehicles (POVs) under the custody or control of the General Services Administration (GSA) or a Federal agency. It requires the collection of fees to recover the costs of installing, operating, and maintaining this equipment and imposes reporting requirements. This program guide reviews those requirements, excerpts the relevant language in Appendix A, and describes when and how fees may be required to cover costs of electricity, network costs, EVSE units, and installations in various scenarios. This program guide is designed to support Federal agencies developing and refining workplace charging programs for employee POVs. While it provides guidance and best practices, it does not replace agencywide policies or agency-specific legal counsel. It contains a roadmap for agency workplace charging programs and defines roles and responsibilities. This guide explains how to determine the number of POVs likely to charge at a given site and contains a sample employee survey in Appendix B. It reviews EVSE planning, including unit selection and acquisition, charger location(s), accounting for available power capacity, using existing infrastructure, and funding an incentive program. It also discusses the costs associated with EVSE acquisition, installation, and network management. These costs inform the subsequently provided information, which describes how to amortize costs to determine appropriate fees for each charging session. The final two sections of this guide address aspects of ongoing program management that the facility coordinator should consider and the reporting requirements associated with the FAST Act. The insights in this guide are applicable to all agency-owned and GSA-leased buildings or facilities offering the use of EVSE or a 120-volt receptacle for the purpose of recharging an employee's POV. However, the FAST Act requirements typically do not apply to any building or facility operated and maintained by a third-party vendor offering the use of EVSE as part of a commercial building lease unless the agency is managing the station and/or energy on behalf of the building and collecting POV fees.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2021

Workplace Charging Data Collection and Behavior

This paper is a partner to the actual data being released. The data gathered and maintained by NREL tracks over 300 vehicles during the course of a 4-year period and how they behave in a workplace charging capacity. The data is further enriched by examining the effect of free charging versus paid charging. There is also a distinction in data marked by the onset of Covid-19. Vehicles are owned and operated by employees and range from smaller pack PHEV to larger pack BEVs.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2025

Managing Workplace Charging: Argonne National Laboratory’s Reservation-Based Smart EV Charging Platform

The Smart Electric Power Alliance (SEPA) partnered with Argonne National Laboratory (Argonne) to produce a case study on Argonne’s workplace electric vehicle (EV) charging program, designed to optimize employees’ ability to reserve EV chargers and allow Argonne to implement a workplace managed charging solution. Formally known as EVrez, the program offers Argonne’s employees access to more than 50 Level 2 chargers and 4 DC fast chargers (DCFC). Employees must reserve and manage their EV sessions through the EVrez mobile app platform. This report outlines the EVrez program, from inception to maturity, highlighting key learnings and best practices from the Argonne team. As other workplaces seek to offer their own workplace charging offerings, this report highlights foundational steps and considerations.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2022

Large-scale scenarios of electric vehicle charging with a data-driven model of control

Transportation electrification is forecast to bring millions of new electric vehicles to roads worldwide this decade. Planning to support those vehicles depends on detailed scenarios of their electricity demand in both uncontrolled and controlled or smart charging scenarios. In this work, we present a novel modeling approach to enable rapid generation of demand estimates that represent the impact of controlled charging for large-scale scenarios with millions of individual drivers. To model the effect of load modulation control on aggregate charging profiles, we propose a novel machine learning approach that replaces traditional optimization approaches. We demonstrate its performance modeling workplace charging control under a range of electricity rate schedules, achieving small errors (2.5%–4.5%) while accelerating computations by more than 4000 times. To generate the uncontrolled charging demand for scenarios with residential, workplace, and public charging we use statistical representations of a large data set of real charging sessions. We demonstrate the methodology by generating diverse sets of scenarios for California's charging demand in 2030 which consider multiple charging segments and controls, each run locally in under 50 s. We further demonstrate support for rate design by modeling the large-scale impact of a new, custom rate schedule for workplace charging.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2022

EVI-Equity

EVI-Equity (Electric Vehicle Infrastructure for Equity) is a $200k project, started around in June of 2021, with a funding from the Vehicle Technologies Office (VTO). The motivation was to create a new analytical capability that can enable us to quantify and investigate equitable access to and distribution of existing and future deployment of PEVs and EVSEs in neighborhoods, cities, states, and the nation. EVI-Equity is a bottom-up equity-focused analysis model, built upon individual (synthetic) households, aggregated by census block groups. It consists of four core components - community engagement, environmental profiling, household expenditures, and network design. Although there are some commonalities, EVI-Equity is not a vehicle choice model, charging simulation model, or transportation demand model. EVI-Equity is rather a cross-cutting analysis tool, dedicated for evaluating equitable EV adoption and EVSE deployment, encompassing and bridging a wide variety of related tools, models, and frameworks. Some of the results indicate the importance of used vehicle market for low-income households. The presentation also highlights similarities and variations as to preferred public charging locations. For example, regardless of household income, retail spots are the most preferred location for public charging, followed by curbside/street. However, the results also imply that the importance of workplace charging may vary with income - the lower the income, the less important. Environmental profiling results, with an example of ground-level ozone in Atlanta area, show that the contrast between the haves and the have nots of plug-in electric vehicles depends on location. The assessment of household expenditures illustrates the economic impact of home charging access on an individual household level - the lower the income, the greater the impact is. Lastly, Denver metro area and the state of South Dakota are used to showcase the impact of different network design of charging infrastructure, as well as alternative (vs. baseline/existing) electric vehicle adoption pattern.

ADVANCED PROPULSION SYSTEMS,ENERGY PLANNING, POLIC↗
DOE OSTI2021

Data mining of plug-in electric vehicles charging behavior using supply-side data

This paper aims to better understand the charging patterns of plug-in electric vehicles (PEVs) and identify factors that may significantly impact PEVs’ charging behavior. We collected 189,864 supply-side charging session data over 13 months from 821 charging stations in Illinois from ChargePoint. Through descriptive and regression analyses, we characterize the distributions of key charging behavior indicators, including charging location, dwell time, and battery start state of charge (SOC), and quantify the impacts of closely related factors on these charging behaviors. In this work, we find that: (1) PEVs are more likely to charge in the morning at multifamily commercial locations with a lower start SOC compared with single family residential locations; (2) Weekday and morning sessions are more likely to utilize workplace charging and have shorter dwell time compared with weekend and afternoon sessions; (3) Single family residential area and locations with Levels 1/2 chargers have a higher start SOC and longer dwell time compared with other locations and DC fast chargers (DCFCs). These findings provide policy insights to identify potential time and locations to incentivize PEVs for grid services, as well as identify critical location categories for further charging infrastructure investment to better reduce range anxiety and promote PEV adoption.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2023

Connecting Electric Vehicle Charging Infrastructure to Commercial Buildings

Electric vehicles (EVs) are growing in popularity and gaining meaningful market share with record sales year over year in the last decade. EV charging equipment, also known as EV chargers (EVC) or EV supply equipment (EVSE), must proportionally match the growing number of new EVs on the road for a comparable experience to gas-powered vehicles. The majority of EV charging currently happens at residential buildings. However, demand for EV charging at commercial buildings will significantly increase with wider mainstream EV adoption and as businesses return to more normal operation following COVID-19 pandemic disruptions. Charging equipment can include various sub-systems like power conditioning module, control software, safety devices, metering, communication, cooling, connectors, and its wiring. EV charging at commercial buildings could be used for public, workplace, and commercial fleet charging. This document aims to describe how EVC can be connected to commercial buildings, including considerations for facility managers, and the effects that charging will have on the buildings electrical distribution system. More specifically, this resource provides an overview of: understanding EV charging basics: how charging equipment connects to the building and to EVs; required infrastructure updates needed at the building site to connect EVC to existing distribution systems; network strategies for cost-effective operation; metering and utility considerations for billing and incentives; charging equipment ownership options; future trends in EVC connection to buildings.

ADVANCED PROPULSION SYSTEMS,ENERGY CONSERVATION, C↗
DOE OSTI2024

National Fire Protection Association Spurs the Safe Adoption of EVs Through Education and Outreach

As electric vehicles (EV) and their charging infrastructure steadily increase in popularity across the U.S., growing pains still exist, impeding their true potential for growth. The barriers include a general lack of knowledge around EV systems, range anxiety, electrical workplace safety practices, code compliance and inspection for charging stations, maintenance garages and workers, insurance concerns, and the potential risks associated with damaged lithium-ion batteries (fires, re-ignition, water immersion, and stranded energy).NFPA partnered with SMEs, training development organizations, and Clean City Coalitions to create a series of common online trainings for each EV ecosystem sector, educating communities on the realities of EV proliferation, myths, facts, statistics, codes, and basic information for each sector to become versed in EV knowledge. We also constructed a workshop program for the many EV stakeholders who should be involved in setting up a strategic, cohesive outlook for the participating towns and cities.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2005

Taking the Risk Out of Risk Assessment

The ability to understand risks and have the right strategies in place when risky events occur is essential in the workplace. More and more organizations are being confronted with concerns over how to measure their risks or what kind of risks they can take when certain events transpire that could have a negative impact. NASA is one organization that faces these challenges on a daily basis, as effective risk management is critical to the success of its missions especially the Space Shuttle missions. On July 29, 1996, former NASA Administrator Daniel Goldin charged NASA s Office of Safety and Mission Assurance with developing a probabilistic risk assessment (PRA) tool to support decisions on the funding of Space Shuttle upgrades. When issuing the directive, Goldin said, "Since I came to NASA [in 1992], we've spent billions of dollars on Shuttle upgrades without knowing how much they improve safety. I want a tool to help base upgrade decisions on risk." Work on the PRA tool began immediately. The resulting prototype, the Quantitative Risk Assessment System (QRAS) Version 1.0, was jointly developed by NASA s Marshall Space Flight Center, its Office of Safety and Mission Assurance, and researchers at the University of Maryland. QRAS software automatically expands the reliability logic models of systems to evaluate the probability of highly detrimental outcomes occurring in complex systems that are subject to potential accident scenarios. Even in its earliest forms, QRAS was used to begin PRA modeling of the Space Shuttle. In parallel, the development of QRAS continued, with the goal of making it a world-class tool, one that was especially suited to NASA s unique needs. From the beginning, an important conceptual goal in the development of QRAS was for it to help bridge the gap between the professional risk analyst and the design engineer. In the past, only the professional risk analyst could perform, modify, use, and perhaps even adequately understand PRA. NASA wanted to change this by developing a PRA tool that would be friendlier, more understandable, and more useful to the broader engineering community. This concept ultimately led to the look, feel, and functionality that QRAS has today.

Source record↗
NASA NTRS2009

Workflow Agents vs. Expert Systems: Problem Solving Methods in Work Systems Design

During the 1980s, a community of artificial intelligence researchers became interested in formalizing problem solving methods as part of an effort called "second generation expert systems" (2nd GES). How do the motivations and results of this research relate to building tools for the workplace today? We provide an historical review of how the theory of expertise has developed, a progress report on a tool for designing and implementing model-based automation (Brahms), and a concrete example how we apply 2nd GES concepts today in an agent-based system for space flight operations (OCAMS). Brahms incorporates an ontology for modeling work practices, what people are doing in the course of a day, characterized as "activities." OCAMS was developed using a simulation-to-implementation methodology, in which a prototype tool was embedded in a simulation of future work practices. OCAMS uses model-based methods to interactively plan its actions and keep track of the work to be done. The problem solving methods of practice are interactive, employing reasoning for and through action in the real world. Analogously, it is as if a medical expert system were charged not just with interpreting culture results, but actually interacting with a patient. Our perspective shifts from building a "problem solving" (expert) system to building an actor in the world. The reusable components in work system designs include entire "problem solvers" (e.g., a planning subsystem), interoperability frameworks, and workflow agents that use and revise models dynamically in a network of people and tools. Consequently, the research focus shifts so "problem solving methods" include ways of knowing that models do not fit the world, and ways of interacting with other agents and people to gain or verify information and (ultimately) adapt rules and procedures to resolve problematic situations.

Clancey, William J.↗
NASA NTRS2002

The Idyllic Workplace

How many of us have worked in organizations where the discipline was so rigid and unyielding that it would send even a Marine Corps Drill Instructor screaming into the night? How many of us have worked in organizations where sightings of senior management were sporadic and rare, and any other interactions were by appointment only? Or, how many of us have worked in organizations where your role, absent specific direction, was to be seldom seen and rarely heard? And how many of us have worked in organizations where seemingly light itself was not permitted to escape without the acquiescence and approval of the director? Sadly, there are organizations that embody some of these conditions, and the resultant adverse effects on employee productivity, creativity and morale are profound. But what if you could work in an organization in which there was little hierarchy, where rank and seniority played no part, where there were no closed meetings or doors, where everyone knows what was expected of them, and where creativity was not only tolerated but encouraged and celebrated? Was there ever such a place? There was, and it was known as NASA's Space Station Task Force. I was fortunate enough to work there for a time, and I would like to tell you how this organization with few apparent rules led to incredibly high levels of employee satisfaction and fulfillment, and yielded work products of enduring quality. On May 20, 1982, NASA Administrator James M. Beggs established the Space Station Task Force under the direction of John D. Hodge. The Task Force was charged with the responsibility for "the development of the programmatic aspects of a Space Station as they evolve, including mission analysis, requirements definition and program management," and was authorized to draw on Space Station activities at the NASA Program Offices and Field Centers. No additional conditions or directions were provided. Hodge knew that in order to accomplish the job he had been given, he was going to have to obtain the services of the "best and the brightest" and facilitate the unleashing of the full force of their creative capabilities. In order to avoid the stultifying effects of a typical hierarchical organization, he set up a loosely structured, horizontal organization with only one supervisor of record - himself. He populated this organization with detailees from Headquarters, the field Centers and the Jet Propulsion Lab, thereby assuring himself of the political and technical expertise with which to deal with Congress and the bureaucracy, and conduct the required engineering studies and analyses.

Schoenfelder, Tony E.↗