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• 4.2 4.2.1 International activities—The Solar Program participates in International Energy Agency Implementing Agreements that support PV and CSP. It also supports several multilateral and bilateral agreements. The team coordinates all foreign travel, participates in international meetings, coordinates international tasks performed by the national laboratories, and is responsible for planning annual and multi-year international activities. Program Funding Mechanism Technology Administration The first step in effectively administering an R&D program is to determine the goals for the technology. Following the principles of SDA, the Solar Program’s goals are determined by the energy market in which the technology must compete. PV, for example, must compete with the retail cost of electricity paid by homeowners. In 2005, this retail rate ranged from 5.8 to 16.7 ¢/kWh. CSP, on the other hand, must compete with the cost of intermediate power paid by utilities. In 2005, this cost ranged from 5.6 to 7.6¢/kWh. Because solar energy is trying to break into existing markets, the Solar Program’s technology goals tend to be on the lower side of the competition’s cost. Achieving the goals will provide incentive for customers to switch to solar energy. The R&D teams establish projects designed to advance solar technology to its goal. Each project is established to reduce cost, improve performance, increase reliability, or lower the system O&M cost. Module reliability, trough R&D, and low-cost polymers are examples of projects. A project consists of one or more agreements that could include contracts with universities and industry, as well as laboratory research. The laboratories establish milestones and periodic decision points for each project, agreement, and contract. The decision points, also called stage-gates, determine whether the project should be continued, redirected, or terminated. The teams determine the budget for the projects and the laboratories are given the responsibility for managing them. Laboratory management of the projects is an important part of the Solar Program’s management strategy. Laboratory management of the projects provides a number of benefits. Most of the laboratory managers were once researchers and understand the intricacies of the technology and of the R&D process. This prior experience is valuable because it provides them a basis to assess the practicality of a new concept, the length of time it will take to accomplish the task, how much it would cost, and if the researchers proposing the concept have the necessary expertise. They also have the analytical tools to assess the potential impact of the proposed task toward lowering the cost of the system. This information is essential to the R&D team, which is focused on programmatic issues such as implementing DOE policy, planning, and developing budgets. Members of the team must understand the technical implications of the project and then weigh its potential benefits against the benefits of all the other projects that need to be funded. One of the primary methods the teams use to track the progress of projects and agreements is EERE’s Corporate Planning System. CPS is a database that includes information about each of the Solar Program’s projects, agreements, and contracts, and it is updated monthly by the laboratory responsible for the project. CPS is a central repository of information that enables the teams and EERE management to track project accomplishments, milestones, and spending. Other methods used by teams to track their projects include communicating with project researchers, attending technical meetings, and giving project reviews. The Solar Program has developed several mechanisms to monitor the progress of ongoing projects—weekly highlights from the laboratories, monthly video conference meetings with laboratory staff, semiannual program reviews, and a biannual peer review. The purpose of R&D is to explore new concepts. Inherent in this exploration is the risk that projects will fail to meet their objectives. The R&D teams manage risk by establishing, when possible, multiple pathways aimed at achieving technical goals. Projects that present significant technical barriers or are particularly important to accomplishing the system goal are likely to have more agreements and contracts than other projects. EERE is exploring a variety of ways 101PDF Image | Concentrating Solar Power
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