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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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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↗
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↗
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↗
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↗
DOE OSTI2021

Influence of Business Models on PV-Battery Dispatch Decisions and Market Value

PV-battery hybrid projects dominate interconnection queues in some regions in the United States, but few projects have been operational long enough to assess how the hybrid capabilities may be used in practice. We interview plant operators and analyze empirical dispatch data for eleven large-scale PV-battery hybrids in three organized wholesale markets in the United States. We use the dispatch data and wholesale market prices to estimate the market value of our sample hybrids in 2020. The empirical increase in market value of a PV-battery hybrid relative to a standalone PV plant varies by project and ranges from $\$$1 to $\$$48/MWhsolar. The premium is driven by market, location, technical characteristics of the PV and battery asset, and battery dispatch strategies. In contrast to the widespread assumptions in the PV-battery hybrid modeling literature, only three of the eleven project operators optimize battery usage for wholesale market revenue as merchant plants. Instead, the majority of operators in the sample have alternate objectives. For example, load-serving entities target peak load reductions, incentive program participants focus on compliance with program requirements, and large energy consumers prioritize resiliency and utility bill minimization. Understanding prevalent dispatch signals and the degree of alignment with system-wide grid needs can increase the market value of PV-battery hybrids.

14 SOLAR ENERGY↗
DOE OSTI2023

Business models to assure availability of advanced superconductors for the accelerator sector and promote stewardship of superconducting magnet technology for the US economy

Stakeholders representing concerns of national and global leadership, industries that use superconducting magnets in products, manufacturers of superconducting wires and tapes that supply to industries, and innovation generators from small businesses and universities came together to address stewardship of superconducting magnet technology and assurance of supply of advanced superconductors to the accelerator sector. This report outlines potential public-private partnerships that develop and enhance domestic capabilities to meet the needs of science facilities in the accelerator systems sector and in the broader commercial ecosystem.

43 PARTICLE ACCELERATORS↗
DOE OSTI2024

Organizational Influence on Supply Chain for Digital Energy Infrastructure: Business Models, and Policy Landscape

Significant investment is driving the essential modernization and digitization of U.S. energy infrastructure, but the United States faces a key challenge in this grid transformation: our renewable and clean energy supply chains have limited capacity to source necessary digital assets through U.S. or allied sources. Batteries and their associated power electronic interfaces are key components to delivering clean and more resilient energy delivery, providing much-needed fast ramping, emergency discharge, generation, and operations support to the electric grid. These services have grown to be invaluable over the past 10 years and will soon be an irreplaceable component of energy delivery. While there have been significant strides to move supply chains for raw and critical materials to U.S. and allied nations, the control and power electronic industry has lagged, in part because of lower cost margins. For example, the United States now has growing capacity to manufacture solar photovoltaic (PV) panels, but 90% of the inverters—which are essential to the conversion of DC to AC for grid connection and controls—are made in or source parts from the People’s Republic of China (PRC). While a global supply chain is beneficial for many economic and supply diversification reasons, presence of foreign entities of concern (FEOC) in a dominant role in this supply chain brings additional concerns for national security of infrastructure. The BESS relationship and new clean energy have features that warrant discussions and additional focus on impact for technology security, given their critical role. This review considers the impact and solutions for complex business and policy landscapes in clean energy supply chain, and the benefit trade-offs, focusing on the Battery Energy Storage System case study, and its complex organizational relationships across both the US, Allied countries and Foreign Entities of Concern. While many examples in this paper are presented on PRC focused manufacture, this could apply to any potentially adversarial relationship

25 - ENERGY STORAGE↗