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A handful of public utility commissions, in response to state legislation or under existing authority, have implemented some form of long-term planning for gas utilities under the purview of commissions. This report provides an overview of gas utility planning requirements in nine states.
There is recognition among power and water utilities that the frequency and magnitude of high consequence and low probability events could increase as a result of climate change. The interconnected nature of energy-water systems raises the possibility of cascading failures, increasing complexity and risks. Resilience and long-term planning are important ways of weathering the effects of climate change. First, to understand more about resilience, we reviewed existing literature on resilience definitions, metrics, and modeling, focusing on integrated water-power systems. Second, to understand how resilience and planning are being applied in practice, we interviewed utilities and organized, curated, and synthesized the interview data to arrive at several key findings, which are presented here. We found that there is not a consistent definition for resilience, yet it is something that utilities regularly plan for, often with different names and varying methods/measures. However, there is a tangible shift in the industry towards defining and determining measurable resilience metrics. While the exact metrics are a work in progress, utilities are taking steps forward by (1) putting people and culture at the center of resilience, (2) recognizing their own interdependencies, and (3) pursuing better cross-sector collaboration.
The Advanced Concepts Office (ACO) at NASA, Marshall Space Flight Center is expanding its current technology assessment methodologies. ACO is developing a framework called TAPP that uses a variety of methods, such as association mining and rule learning from data mining, structure development using a Technological Innovation System (TIS), and social network modeling to measure structural relationships. The role of ACO is to 1) produce a broad spectrum of ideas and alternatives for a variety of NASA's missions, 2) determine mission architecture feasibility and appropriateness to NASA's strategic plans, and 3) define a project in enough detail to establish an initial baseline capable of meeting mission objectives ACO's role supports the decision-making process associated with the maturation of concepts for traveling through, living in, and understanding space. ACO performs concept studies and technology assessments to determine the degree of alignment between mission objectives and new technologies. The first step in technology assessment is to identify the current technology maturity in terms of a technology readiness level (TRL). The second step is to determine the difficulty associated with advancing a technology from one state to the next state. NASA has used TRLs since 1970 and ACO formalized them in 1995. The DoD, ESA, Oil & Gas, and DoE have adopted TRLs as a means to assess technology maturity. However, "with the emergence of more complex systems and system of systems, it has been increasingly recognized that TRL assessments have limitations, especially when considering [the] integration of complex systems." When performing the second step in a technology assessment, NASA requires that an Advancement Degree of Difficulty (AD2) method be utilized. NASA has used and developed or used a variety of methods to perform this step: Expert Opinion or Delphi Approach, Value Engineering or Value Stream, Analytical Hierarchy Process (AHP), Technique for the Order of Prioritization by Similarity to Ideal Solution (TOPSIS), and other multi‐criteria decision-making methods. These methods can be labor-intensive, often contain cognitive or parochial bias, and do not consider the competing prioritization between mission architectures. Strategic Decision-Making (SDM) processes cannot be properly understood unless the context of the technology is understood. This makes assessing technological change particularly challenging due to the relationships "between incumbent technology and the incumbent (innovation) system in relation to the emerging technology and the emerging innovation system." The central idea in technology dynamics is to consider all activities that contribute to the development, diffusion, and use of innovations as system functions. Bergek defines system functions within a TIS to address what is actually happening and has a direct influence on the ultimate performance of the system and technology development. ACO uses similar metrics and is expanding these metrics to account for the structure and context of the technology. At NASA technology and strategy is strongly interrelated. NASA's Strategic Space Technology Investment Plan (SSTIP) prioritizes those technologies essential to the pursuit of NASA's missions and national interests. The SSTIP is strongly coupled with NASA's Technology Roadmaps to provide investment guidance during the next four years, within a twenty-year horizon. This paper discusses the methods ACO is currently developing to better perform technology assessments while taking into consideration Strategic Alignment, Technology Forecasting, and Long Term Planning.
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To enable flexible demand and ensure reliable and economical operation of distribution systems, we present a novel hierarchical scheme that actively coordinates responsive behind-the-meter grid resources, including distributed energy resources (DERs), to reliably manage each unbalanced distribution feeder and exploits the available flexibility to economically optimize the entire network. Each layer of the scheme employs advanced optimization methods at different timescales to ensure that the system operates within both grid and device limits. The hierarchy is validated in a large-scale realistic simulation based on data from the industry. Simulation results show that coordination of flexibility improves both system reliability and economics, and enables greater penetration of solar PV. Discussion is also provided on the practical viability of the required communications and controls to implement the presented scheme within a large DSO.
In this project, we bring together state-of-the-art optimization and control tools to provide a pragmatic, yet innovative hierarchical scheme for coordinating DERs at scale.
NASA's Human Exploration Plans: A primary goal of all major space faring nations is to explore space: from the Earth with telescopes, with robotic probes and space telescopes, and with humans. For the US National Aeronautics and Space Administration (NASA), this pursuit is captured in three important strategic goals: 1. Ascertain the content, origin, and evolution of the solar system and the potential for life elsewhere, 2. Extend and sustain human activities across the solar system (especially the surface of Mars), and 3. Create innovative new space technologies for exploration, science, and economic future. While specific missions and destinations are still being discussed as to what comes first, it is imperative for NASA that it foster the development and implementation of new technologies and approaches that make space exploration affordable and sustainable. Critical to achieving affordable and sustainable human exploration beyond low Earth orbit (LEO) is the development of technologies and systems to identify, extract, and use resources in space instead of bringing everything from Earth. To reduce the development and implementation costs for space resource utilization, often called In Situ Resource Utilization (ISRU), it is imperative to work with terrestrial mining companies to spin-in/spin-off technologies and capabilities, and space mining companies to expand our economy beyond Earth orbit. In the last two years, NASA has focused on developing and implementing a sustainable human space exploration program with the ultimate goal of exploring the surface of Mars with humans. The plan involves developing technology and capability building blocks critical for sustained exploration starting with the Space Launch System (SLS) and Orion crew spacecraft and utilizing the International Space Station as a springboard into the solar system. The evolvable plan develops and expands human exploration in phases starting with missions that are reliant on Earth, to performing ever more challenging and longer duration missions in cis-lunar space and beyond, to eventually being independent from Earth. The goal is no longer just to reach a destination, but to enable people to work, learn, operate, and live safely beyond the Earth for extended periods of time, ultimately in ways that are more sustainable and even indefinite.
A primary goal of all major space faring nations is to explore space: from the Earth with telescopes, with robotic probes and space telescopes, and with humans. For the US National Aeronautics and Space Administration (NASA), this pursuit is captured in three important strategic goals: 1. Ascertain the content, origin, and evolution of the solar system and the potential for life elsewhere, 2. Extend and sustain human activities across the solar system (especially the surface of Mars), and 3. Create innovative new space technologies for exploration, science, and economic future. While specific missions and destinations are still being discussed as to what comes first, it is imperative for NASA that it foster the development and implementation of new technologies and approaches that make space exploration affordable and sustainable. Critical to achieving affordable and sustainable human exploration beyond low Earth orbit (LEO) is the development of technologies and systems to identify, extract, and use resources in space instead of bringing everything from Earth. To reduce the development and implementation costs for space resource utilization, often called In Situ Resource Utilization (ISRU), it is imperative to work with terrestrial mining companies to spin-in/spin-off technologies and capabilities, and space mining companies to expand our economy beyond Earth orbit. In the last two years, NASA has focused on developing and implementing a sustainable human space exploration program with the ultimate goal of exploring the surface of Mars with humans. The plan involves developing technology and capability building blocks critical for sustained exploration starting with the Space Launch System (SLS) and Orion crew spacecraft and utilizing the International Space Station as a springboard into the solar system. The evolvable plan develops and expands human exploration in phases starting with missions that are reliant on Earth, to performing ever more challenging and longer duration missions in cis-lunar space and beyond, to eventually being independent from Earth. The goal is no longer just to reach a destination, but to enable people to work, learn, operate, and live safely beyond the Earth for extended periods of time, ultimately in ways that are more sustainable and even indefinite.
Increased deployment of wind and solar raises new questions for power system planners regarding the future mix of generation technologies, optimal siting of generation capacity, trade-offs between generation and transmission investments, and system flexibility needs. The National Renewable Energy Laboratory (NREL) is working with Tamil Nadu Generation and Distribution Company (TANGEDCO) to answer the following questions: How much—and what type—of generation and transmission investments are needed to serve future demand at least cost? How can variable resources such as wind and solar be considered in the planning process? What are the key drivers (e.g., policies, technology costs, fuel constraints) for investments?
This fact sheet provides a high level, step-by-step overview to conduct a power system planning study.
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Summaries of presentations by representatives of several space agencies and the International Academy of Astronautics concerning lunar activities are presented. Participating space agencies reported two different types of lunar planning, long term planning and scenarios and lunar missions competing within regular programs. The long term plans of the various agencies look remarkably similar. They all involve a phased approach (coincidentally all incorporating four phases) and all address three prime scientific elements: science of, on, and from the Moon. The missions under consideration by the second group of agencies could readily fit as elements in the longer term program. There is great interest in lunar astronomy. There is a great deal of potential infrastructure and lunar transport capability already available. There is also a wide range of interesting technological developments that could form part of a lunar program. A well concerted and coordinated international effort could lead to an affordable program. Recommendations are: an international conference on lunar exploration should be held every other year; an electronic network should be established for the daily exchange of information; and a mechanism should be established for regular working level coordination of activities.
This presentation will discuss NASA HQ perspective, current state of the mission, Landsat 7 and Terra exit plans, long term plans for all mission, CARA updates, Spring 2016 IAM series plans and current status, CCS future release plans, and results of covariance calculation meetings.
This presentation summarizes a recently published beginner's guide for understanding power system model results for long-term resource plans. This guide is designed to improve decision-making in the electricity planning process by strengthening dialogue between system planners and relevant stakeholders. It focuses on interpreting scenario results generated by power system planning models. These results are often used to inform integrated resource plans, which are long-term plans for a utility to meet future electricity requirements. Whether you are a state utility commissioner, commission staff, part of a state energy office, an intervenor in the planning process, or another stakeholder, this guide is designed to help you better weigh in on the modeling methods or interpret the model results to improve decision-making. This guide can enhance your understanding to ask the right questions, which can enable better understanding of results and key assumptions, data, and methods.
The possibility and scope of changes to the Space Station Freedom (SSF) are examined in terms of potential research directions to develop a strategy for long-term planning. The drivers for changes are similar to those of other programs: limited initial capability, evolving user requirements, and the availability of new technologies. The requirements for addressing growth include identifying long-range goals, issues that affect success, mission-related strategies, and establishing decision-making contexts. The Permanently Manned Capability is a key long-range issue, and the phases related to its development and beyond it are discussed. The growth requirements suggest a balance of resources and full utilization of laboratory volume. The paper identifies 8 emerging technologies that are vital to the program and can affect the evolution of the Follow-on Phase and longer-term changes.
This guide was developed to improve decision-making in the electricity planning process by strengthening dialogue between electricity system planners and stakeholders throughout the process. This document was created for anyone who is first getting exposed to scenario results from power system planning models, or for those who are beginning to interact with power system modelers. It does not assume any experience with power system modeling, or familiarity with electricity planning concepts. This guide can be helpful to a wide range of people, including but not limited to state utility commissioners and commission staff, state energy offices, and intervenors in the planning process. It is targeted to those who are evaluating or reviewing model results presented by a utility, which typically span utility-scale generation and storage (and associated transmission) assets. This guide is designed to provide enough background and guidance that stakeholders can formulate and ask questions to evaluate model results through a deeper understanding of the key assumptions, data, and methods that drive decision outcomes. The ultimate purpose of this work is to increase transparency in the electricity planning process by enabling stakeholders to better engage and evaluate model results. A follow-on guide will provide a deeper dive into emerging topics, which are expected to become more prominent in the electricity planning process, but whose methods and approaches are still being refined.
This guide is for public utility commission staff, state energy office staff, and other stakeholders who review model results for utility integrated resource plans (IRPs). It builds on the "Beginner's Guide to Understanding Power System Model Results for Long-Term Resource Plans," and delves into more advanced topics that were not included or not fully covered in the beginner's guide. The topics included here are evolving and may or may not be important to the resource plan you are evaluating. Due to limitations in resources, it's also not possible to give the highest level of detail or attention to every topic within a plan. An important part of planning for an uncertain future involves deciding which topics deserve the most focus and resources. It's all about prioritizing efforts where they will have the most impact or be most beneficial despite uncertainties ahead. As with the beginner's guide, we intend for this guide to help improve decision-making in the electricity planning process by strengthening understanding and dialogue between electricity system planners and relevant stakeholders. The following information is designed to allow you to better engage in the planning process by evaluating results, asking questions, and thinking through what is most important. We allocate significant discussion in the guide to electricity demand evolution, demand-side resources, and resource adequacy. These topics have garnered increasing attention, hence their prominence in this guide. Other topics are also presented, but their incorporation into the planning process might vary based on interest and relevance. The absence of certain topics doesn't diminish their importance; rather, it reflects the reality that in planning, trade-offs necessitate prioritizing certain aspects over others.