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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 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2011

A New Business Model for Problem Solving-Infusing Open Collaboration and Innovation Health and Human Services

This slide presentation reviews the Space Life Sciences Directorate (SLSD) new business model for problem solving, with emphasis on open collaboration and innovation. The topics that are discussed are: an overview of the work of the Space Life Sciences Directorate and the strategic initiatives that arrived at the new business model. A new business model was required to infuse open collaboration/innovation tools into existing models for research, development and operations (research announcements, procurements, SBIR/STTR etc). This new model involves use of several open innovation partnerships: InnoCentive, Yet2.com, TopCoder and NASA@work. There is also a new organizational structure developed to facilitate the joint collaboration with other NASA centers, international partners, other U.S. Governmental organizations, Academia, Corporate, and Non-Profit organizations: the NASA Human Health and Performance Center (NHHPC).

Davis, Jeffrey R.↗
NASA NTRS2007

Financial Comparisons across Different Business Models in the Canadian Airline Industry

This paper examines the accounting and stock price performance of two Canadian airlines, WestJet and Air Canada, over a five year period, taking into account the aftermath of the systemic shock to the airline industry produced by the September 11, 2001 (9-11), terrorist attacks and subsequent events such as the 2002 SARS outbreak, the wars in Afghanistan and Iraq, and the accompanying rise in jet fuel prices. Our study focuses on the viability of low-cost versus conventional-cost business models in Canada under the current business environment and the ability of airlines to withstand and effectively respond to catastrophic industry events. Furthermore, we link the effectiveness of the airlines responses to these events to specific elements of their respective business models. We test our hypothesis through a case study. We focus on WestJet as a typical low-cost airline and compare its accounting and stock performance to Air Canada, a legacy carrier and rival in several business sectors. We find WestJet to be much less affected by catastrophic industry events. By decomposing each airline s return volatility, we observe that WestJet s systematic and unsystematic risk increased only slightly during the industry's post-9-11 turmoil when compared to Air Canada. In addition, we find that both WestJet s accounting and stock performance have been highly superior to those of Air Canada. We argue that WestJet s business model provides the firm with significantly more financial and operational flexibility than its legacy rival, Air Canada. WestJet's lower operating costs, high consumer trust, product offering, corporate structure, workforce and work practices, as well as operational procedures are all factors that appear to contribute to its relative success.

Flouris, Triant↗
DOE OSTI2022

Enabling Regulatory and Business Models for Broad Microgrid Deployment (White Paper)

This white paper is one of seven being prepared for the Department of Energy (DOE) Microgrid Research & Development (R&D) program as part of a strategy development effort for the next 10 years. The seven white papers focus on the following areas: 1. Program vision, objectives, and R&D targets in 5 and 10 years, 2. T&D co-simulation of microgrid impacts and benefits, 3. Building blocks for microgrids, 4. Microgrids as a building block for the future grid, 5. Advanced microgrid control and protection, 6. Integrated models and tools for microgrid planning, designs, and operations, 7. Enabling regulatory and business models for broad microgrid deployment. This white paper is focused on Topic 7, as a sustainable regulatory and business environment for microgrid development is a foundational element for securing DOE's vision for the future role of microgrids in the U.S. electric sector. The objective of this white paper is to systematically characterize regulatory issues involved in microgrid deployment and microgrid business models, and from this evidence identify a robust and well-justified set of research recommendations for the Department of Energy Office of Electricity, informing programmatic vision, objectives and activities for the DOE Microgrid R&D Program.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2025

Workshop Report: Rural Electric Cooperative Distributed Energy Resource Business Model Development Workshops

The United States' energy future is being shaped by decades of technology innovation, rapidly changing consumer requirements, and governmental focus on securing reliable, low-cost energy sources. With expanded electrification and increased emphasis on grid reliability coupled with the heightened complexity and risks associated with transmission infrastructure, the use of distributed energy resources (DERs) is more commonly being considered a safe, efficient, and cost-effective way to maintain grid resilience and reliability. Amidst improvements in performance, decreasing costs, and unprecedented federal policy support for DERs, electric cooperatives are considering new opportunities to use these assets to ensure secure and reliable operations for millions of customers. In light of these developments, a series of workshops were held to collaborate on the development of business models for DERs in rural electric cooperative ecosystems. The first workshop was held July 11, 2024, at the Tri-State Generation and Transmission Association Inc. headquarters in Westminster, Colorado (hereafter referred to as the "Tri-State Workshop"). The second workshop was hosted by PNGC Power on Oct. 9, 2024, in Portland, Oregon (hereafter referred to as the "PNGC Power Workshop"). These workshops convened representatives from G&Ts, distribution cooperatives,2 the energy industry, the financial community, the U.S. government, national and regional organizations, and national laboratories to share perspectives on the unique needs, challenges, and opportunities that they face as DERs are further integrated into the grid. The workshops were designed to address the following objectives: (1) develop the enabling attributes of electric cooperative DER business models, (2) explore pathways for generating community benefits from these assets, and (3) identify technical challenges and market risks for DERs in rural electric cooperative service territories. This report outlines key findings and major themes identified by workshop participants that federal agencies, G&Ts, distribution cooperatives, and other entities can consider to advance electric cooperative DER business models.

24 POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS2010

Consistency Across Standards or Standards in a New Business Model

Presentation topics include: standards in a changing business model, the new National Space Policy is driving change, a new paradigm for human spaceflight, consistency across standards, the purpose of standards, danger of over-prescriptive standards, a balance is needed (between prescriptive and general standards), enabling versus inhibiting, characteristics of success-oriented standards, characteristics of success-oriented standards, and conclusions. Additional slides include NASA Procedural Requirements 8705.2B identifies human rating standards and requirements, draft health and medical standards for human rating, what's been done, government oversight models, examples of consistency from anthropometry, examples of inconsistency from air quality and appendices of government and non-governmental human factors standards.

Russo, Dane M.↗
DOE OSTI2021

Business Models for Coal Plant Decommissioning

Aging coal-fired power plants are retiring across the United States. Researchers at Pacific Northwest National Laboratory studied coal-fired power plant decommissioning business models to support program development for the Department of Energy’s Office of Energy Efficiency & Renewable Energy (EERE) to engage with communities affected by power plant retirement processes. Evaluating and reducing the impact on coal-dependent communities from phasing out coal production is a crucial piece of nationwide economic development and community-directed engagement in the clean energy future. This report describes the steps in the typical coal-fired power plant decommissioning process, including analysis of the following key factors: Drivers including policy and regulations, competition with other fuels, and corporate responsibility goals; Types of coal plant decommissioning including plant retirement without full decommissioning, repurposing with fuel switch, redeveloping to utilize existing transmission, and decommissioning and repurposing with other commercial activities; and, Costs of coal plant decommissioning, including variations across regulated and deregulated markets and the funding resources to support decommissioning activities. The details described in this report relied heavily on the availability of local news reports and communications regarding plant retirements, as the researchers identified a lack of formal literature surrounding business models for coal plant decommissioning and a need for a more robust source material collection. In addition, a lack of oversight entities responsible for decommissioning processes may have led to this shortfall of information. Future research regarding coal plant decommissioning can include quantitative studies on power plant retirement drivers, procedures, and costs, qualitative assessments on affects decommissioning has on surrounding communities, investors, and other stakeholders, and identifying best practices to engage community stakeholders in the decommissioning process.

01 COAL, LIGNITE, AND PEAT↗
NASA NTRS2005

The Space Laser Business Model

Creating long-duration, high-powered lasers, for satellites, that can withstand the type of optical misalignment and damage dished out by the unforgiving environment of space, is work that is unique to NASA. It is complicated, specific work, where each step forward is into uncharted territory. In the 1990s, as this technology was first being created, NASA gave free reign to a group of "laser jocks" to develop their own business model and supply the Space Agency with the technology it needed. It was still to be a part of NASA as a division of Goddard Space Flight Center, but would operate independently out of a remote office. The idea for this satellite laboratory was based on the Skunk Works concept at Lockheed Martin Corporation. Formerly known as the Lockheed Corporation, in 1943, the aerospace firm, realizing that the type of advanced research it needed done could not be performed within the confines of a larger company, allowed a group of researchers and engineers to essentially run their own microbusiness without the corporate oversight. The Skunk Works project, in Burbank, California, produced America s first jet fighter, the world s most successful spy plane (U-2), the first 3-times-the-speed-of-sound surveillance aircraft, and the F-117A Nighthawk Stealth Fighter. Boeing followed suit with its Phantom Works, an advanced research and development branch of the company that operates independent of the larger unit and is responsible for a great deal of its most cutting-edge research. NASA s version of this advanced business model was the Space Lidar Technology Center (SLTC), just south of Goddard, in College Park, Maryland. Established in 1998 under a Cooperative Agreement between Goddard and the University of Maryland s A. James Clark School of Engineering, it was a high-tech laser shop where a small group of specialists, never more than 20 employees, worked all hours of the day and night to create the cutting- edge technology the Agency required of them. Drs. Robert Afzal and Joseph Dallas were directors of the SLTC, and led the development and production of active spaceborne, remote-sensing, optical instruments. As a pioneer in the area of photonics, Dr. Dallas led basic research, development, and production of semiconductor laser diode products, improving coupling efficiency through novel physical optics modeling and intracavity phase-correction techniques. He worked for NASA for 15 years, 11 of which were as a civil servant, and 4 of which were as a contractor.

Source record↗
DOE OSTI2024

Assessing Customer Experience and Business Models around Price-to-Device Communication and Smart Control Pathways in CalFlexHub

California is facing three major challenges in electrical grid operation: renewable overgeneration, steep evening ramping, and growing peak demand. The state has identified dynamic retail price response as a key strategy evidenced by CPUC’s Dynamic Rates proceeding and CEC’s Load Management Standards. Furthermore, the CEC launched a $16M “California Load Flexibility Research and Deployment Hub (CalFlexHub)” administered by Berkeley Lab to accelerate price-response flexible load technologies in buildings and EV charging. There are more than 16 laboratory and field demonstration projects in CalFlexHub, each demonstrating innovative automated price-response technologies. CalFlexHub tests various pathways through which hourly price signals and triggered control commands are communicated to load-flexible devices such as smart thermostats, heat pumps, water heaters, and EVs. We identified seven unique communication and control pathways, which involve combinations of third-party cloud, device OEM’s cloud, building central gateway, and local controller in between the price server and the load-flexible devices. It is important for utilities and policy makers to understand the long-term implications of each pathway in designing future programs and creating related policies and mandates for market transformation. We propose an evaluation framework including the following aspects: ● Functionality: connectivity and uptime, resilience, and optimization; ● Customer experience: simplicity in setup, troubleshooting support, continuity, customer choice, first cost, and ongoing cost; ● Business model and scalability: advance interoperability, holistic solution, bridge unique gap, customer base, and value streams and pricing structures. In this paper, we identify emerging business models associated with each communication pathway and discuss their positive features and challenges from the above aspects.

Liu, Jingjing↗
NASA NTRS2014

Open Innovation at NASA: A New Business Model for Advancing Human Health and Performance Innovations

This paper describes a new business model for advancing NASA human health and performance innovations and demonstrates how open innovation shaped its development. A 45 percent research and technology development budget reduction drove formulation of a strategic plan grounded in collaboration. We describe the strategy execution, including adoption and results of open innovation initiatives, the challenges of cultural change, and the development of virtual centers and a knowledge management tool to educate and engage the workforce and promote cultural change.

Davis, Jeffrey R.↗
DOE OSTI2024

Foundations of Off-Grid Solar in Haiti: 7. Elements of Business Models for Off-Grid Solar

This training lends insight into key information and concepts for off-grid solar in Haiti, building foundational knowledge and an ability to catalyze interest in off-grid solar for rural electrification in Haiti. This self-paced course is offered in both English and French and covers a variety of topics related to energy access in Haiti including off-grid solar products, market potential in Haiti, supply and demand side considerations, system design, installation and maintenance, off-grid solar business models, financial modeling, gender and energy access, productive use of energy, and climate adaptation. The training is intended for university students, government partners, NGOs, funders, development partners, professionals, and more. No prior knowledge of off-grid solar or Haiti is required to benefit from this training. See NREL/PR-7A40-89261 for the French translation of this document.

business↗
DOE OSTI2020

Benefits and costs of a utility-ownership business model for residential rooftop solar photovoltaics

The rapid growth of rooftop solar photovoltaic systems can pose a number of financial challenges for electric utility shareholders and their customers. One potential pathway to resolving these perceived challenges involves allowing utilities to own and operate rooftop solar systems. However, the financial benefits and costs of this business model are not well understood. Here we model the financial performance of a large-scale utility-owned residential rooftop solar programme. Furthermore, over a 20 yr period, the programme increases shareholder earnings by 2–5% relative to a no-solar scenario, compared to a 2% earnings loss when an equivalent amount of rooftop solar is instead owned by non-utility parties. Such a programme could therefore be attractive from the perspective of utility investors. The impacts on utility customers, however, are more mixed, with average bills of non-solar customers increasing by 1–3% compared to the no-solar scenario, similar to the 2% increase under traditional, non-utility-ownership structures.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2020

The impact of policies and business models on income equity in rooftop solar adoption

Low- and moderate-income (LMI) households are less likely to adopt rooftop solar photovoltaics (PVs) than higher-income households in the United States. As the existing literature has shown, this dynamic can decelerate rooftop PV deployment and has potential energy justice implications, in light of the cost-shifting between PV and non-PV households that can occur under typical rate structures and incentive programmes. Here we show that some state policy interventions and business models have expanded PV adoption among LMI households. Additionally, we find evidence that LMI-specific financial incentives, PV leasing and property-assessed financing have increased the diffusion of PV adoption among LMI households in existing markets and have driven more installations into previously underserved low-income communities. By shifting deployment patterns, we posit that these interventions could catalyse peer effects to increase PV adoption in low-income communities even among households that do not directly benefit from the interventions.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
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 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 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↗
NASA NTRS2011

Crowd Sourcing for Challenging Technical Problems and Business Model

Crowd sourcing may be defined as the act of outsourcing tasks that are traditionally performed by an employee or contractor to an undefined, generally large group of people or community (a crowd) in the form of an open call. The open call may be issued by an organization wishing to find a solution to a particular problem or complete a task, or by an open innovation service provider on behalf of that organization. In 2008, the Space Life Sciences Directorate (SLSD), with the support of Wyle Integrated Science and Engineering, established and implemented pilot projects in open innovation (crowd sourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical challenges. These unsolved technical problems were converted to problem statements, also called "Challenges" or "Technical Needs" by the various open innovation service providers, and were then posted externally to seek solutions. In addition, an open call was issued internally to NASA employees Agency wide (10 Field Centers and NASA HQ) using an open innovation service provider crowd sourcing platform to post NASA challenges from each Center for the others to propose solutions). From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external problems or challenges were posted through three different vendors: InnoCentive, Yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive crowd sourcing platform designed for internal use by an organization. This platform was customized for NASA use and promoted as NASA@Work. The results were significant. Of the seven InnoCentive external challenges, two full and five partial awards were made in complex technical areas such as predicting solar flares and long-duration food packaging. Similarly, the TopCoder challenge yielded an optimization algorithm for designing a lunar medical kit. The Yet2.com challenges yielded many new industry and academic contacts in bone imaging, microbial detection and even the use of pharmaceuticals for radiation protection. The internal challenges through NASA@Work drew over 6000 participants across all NASA centers. Challenges conducted by each NASA center elicited ideas and solutions from several other NASA centers and demonstrated rapid and efficient participation from employees at multiple centers to contribute to problem solving. Finally, on January 19, 2011, the SLSD conducted a workshop on open collaboration and innovation strategies and best practices through the newly established NASA Human Health and Performance Center (NHHPC). Initial projects will be described leading to a new business model for SLSD.

Davis, Jeffrey R.↗