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payback, first cost) are identified within market sectors, and targets are set that align the solar activities with national energy goals. Principal analysis activities include the following: • Updates of analyses that assess progress toward the goals are an ongoing requirement. • Analysis applications will focus on determining better evaluation approaches of market penetration, assessing technology tradeoff impacts, assessing policy impacts on markets and technology development, and evaluating the impact of improvements in lower-tier TIOs. • GPRA-type evaluations are also a continual part of the analysis efforts. • Assessments of the potential economic and technical impacts of CSP for electricity or hydrogen production are a requirement in the recently passed Energy Policy Act. • Stage Gate evaluations that will be integral to major Solar Program decisions will require substantial analysis support to be certain that the impact of technology pathways and progress are appropriately factored into the decisions. 2.7.4 Program Planning and Implementation These activities serve to set the direction and course of the Solar Program, including both long-term and short-term planning. Principal activities are the following: • The Multi-Year Program Plan is prepared every two years for consistency with national energy policy, directions from DOE management, analysis of market trends, and an evaluation of technology progress made by both the solar program and the industry. • Each year, an annual operating plan is prepared that sets the priorities and is based on the framework of the Multi-Year Program Plan. This becomes the baseline—for financial planning, progress milestones, and contractual commitments—used to execute the Solar Program for a given fiscal year. • Solar Program evaluation occurs at least twice each year with thorough semi-annual management review meetings and a thorough Program Review. • Peer reviews are carried out about every two years to evaluate the scientific quality of the individual Solar Program elements. 2.7.5 Program Management and Administration The budget is prepared and the finances managed through these efforts, with the major focus of these activities being to: • Prepare and defend an annual Solar Program budget based on the program planning priorities • Execute and manage the financial affairs of the Solar Program once a budget has been passed by Congress • Work with Solar Program contractors and laboratories to input programmatic and financial information from the AOP into the DOE’s CPS database. These functions are critical to creating a baseline with which to review and evaluate both technical and managerial annual performance. 24PDF Image | Solar Energy Technologies Program
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