• Modifying the ITP Web site to make it easier for different levels of industry management to get information on the potential for energy cost savings in their facilities;

  • Considering the creation of links to scenario planning that would relate the magnitude of opportunities for energy cost savings to energy cost scenarios;

  • Increasing efforts directed toward equipment manufacturers and engineering companies that design systems, with the goal being to encourage them to design equipment and systems for energy efficiency; and

  • Looking for opportunities to create new or modify existing software programs aimed at designing for energy efficiency.

Regional Offices

The EERE regional offices are a crucial link between laboratory development of new energy efficiency technologies and deployment to U.S. industry. The burden for the delivery of ITP technology efforts has fallen primarily on the regional offices, because the field offices have remained principally focused on their core mission of project management. The committee finds that the regional offices have a proper sense of their post-reorganization mission. However, it has some concerns about the ability of ITP to disseminate program information at current levels of funding and staffing. To increase effectiveness, the committee recommends that:

  • Regional offices be fully integrated into the project management loop;

  • Unless issues of intellectual property exist, industry communications and outreach to other industrial partners and the public be made a condition of contract;

  • The restrictions on travel by ITP headquarters staff be eased; and

  • The restrictions on travel by regional office personnel be eased.

CONCLUSIONS AND RECOMMENDATIONS

The Industrial Technologies Program has evolved overtime into a well-managed and effective program. Its strategy is consistent with higher-level plans of the nation and the Department of Energy, and its management and decision-making processes are solidly based. The program’s scope and depth of analysis and reporting are impressive. The ITP significantly leverages its resources through a large and growing number of partnerships with industry, industry associations, and academic institutions. Project portfolios are in place to achieve subprogram goals and, presumably, overall program goals. Current ITP leadership is strong, and the enthusiasm, dedication, and knowledge of subprogram managers are noteworthy. As an overall assessment, it is clear that the ITP team works well together and that a working environment has been established that has made and will continue to make the subprograms succeed.

In the spirit of continuing to improve an already excellent program, the committee offers the following recommendations:

  • Explore new ways to benefit industries other than those directly targeted through Industrial Technologies Program partnerships. Program managers should increase efforts to promote and disseminate the ITP’s accomplishments and broaden its benefits to additional energy-intensive industrial locations by:

    • Increasing face-to-face contact of ITP subprogram staff with technology developers, equipment manufacturers, system designers, and technology end users by encouraging appropriate travel for headquarters personnel and mandating their attendance at technical meetings, at visits to project sites, and at potential end-user locations;

    • Allocating additional resources to the regional offices (ROs) of the Office of Energy Efficiency and Renewable Energy and refocusing the efforts of RO personnel in order to integrate them more effectively into ITP project activities and directing them to work closely with headquarters



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