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Valor: Villains, Creatures and Foes - A Tabletop Roleplaying Game Expansion and a Methodology for Planning and Managing Tabletop Roleplaying Game ProjectsValorous Games, an independent developer and producer of Tabletop Roleplaying Games (or TTRPGs), has successfully executed three book development projects over the past seven years (the third project being a reprint and update of their first book), in addition to smaller ancillary projects. In 2023, it was determined that rescoping and restarting their third book, Valor: Villains, Creatures and Foes, would better align with future goals for the company and its proprietor. Initial research showed that little to no academic material exists for study of Project Management (or PM) in the context of the Tabletop Role-Playing Game hobby; thus, it was determined that the project scope would be extended to include building of genericized Project Management resources to aid organization of similar projects, as a start point for academic material around management of TTRPG development projects. The project phases covered by this thesis focused on development of the book’s manuscript alongside PM materials for the project, then genericization of the PM materials for use as a reference for similar projects as a start point for PM skill development for TTRPG writers – or TTRPG development for PM practitoners.
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Application of Project Management to Develop a Multifunctional Wheelchair Mount in the Non-Profit SectorThere are currently few commercially available multi-function accessory mounts for electric wheelchairs that are practical for high-level quadriplegics. Consequently, an individual user must design and create one for themselves, an undertaking that requires significant resources in the form of expertise, time, and money. Wes Price, a quadriplegic, has developed a concept mount for operating a hunting rifle. This project optimized the proof-of-concept by building a prototype and completing a design that can be offered to the public. The primary tasks and deliverables of this project include: 1) Research and develop improvements to the proof-of-concept and prototype 2) Fabricate prototypes 3) Field test and analyze results This project used Project Management methodology to effectively plan, organize, and execute. It was completed with volunteers, thus introducing novel project management issues and concepts. A project management guide was produced to be used on similar future projects executed in a volunteer framework.
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Development of an Evidence-Based Policy Handbook Utilizing a Hub and Spoke Practice Model: A Quality Improvement DNP ProjectDiagnosing a child with a fetal alcohol spectrum disorder in the State of Alaska requires a team-based approach. The current model is a hub model where providers refer to one of a few certified 4-Digit Code method teams in the geographically vast State of Alaska. Telehealth has been suggested as a viable alternative to in-person hub evaluations for fetal alcohol spectrum disorders (FASDs). The State of Alaska FASD program and the Alaska Mental Health Trust Fund’s goals of moving towards a telehealth program for FASD evaluation, diagnosis, and management (WICHE-BHP, 2021). This Doctor of Nursing Practice (DNP) project sought to improve the current model. After critical review and evaluation of the literature, the Hub and Spoke model was selected. The policy handbook was evaluated by experts in the field and revised. Using the Model for Improvement (2013), a policy handbook was developed incorporating the Hub and Spoke model and specific requirements and recommendations specific to Alaska. The new model is called the FASD telehealth Hub and Spoke practice model.
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Uses of Project management Practices in Development of a Recreational Facility Business PlanThe objective of this endeavor is to demonstrate the intended application of project management's best practices, in the submission of a conventional business plan as administrated by the University of Anchorage Alaska capstone, the Project Management Book of Knowledge (PM BoK), and the Project Management Institute (PMI). Preparations and outcomes encountered within this effort will both initiate and actively assert an economy in discovery or concept use, which coincide with technical simulations capable of breaching and sustaining confidence within continued practice or future findings. The determination within this dynamic effort was inspired by a self-passion for entrepreneurship, within equitable achievements prior to capstone. Although I may have moonlighted as an entrepreneur absent of a business plan in past pursuits, depicting use of project practices was not a requirement before as it must be throughout this undertaking, and given any conscious or unconscious bias for the applied craft(s). In contrast, the critically acclaimed "Pong Now Project Business Plan" seeks to change history using project management's best practices during idea startup and ideal execution. This endeavor would extract from a variety of inter-industrial domains processes, interests, influences, and procedures. Project vision-tiering and strategic-product goals set throughout development phases will milestone or landmark past, general, specific, and future accomplishments to illustrate growth or maturity. Thereafter, project-plan design drafts and details will fuse formatting of all required deliverables from point of conception through pre-completion. A theoretical launch of this business should appear forthcoming and if pursued, materialization of outcomes will reflect the highest probability of success. This project business plan is two-fold; to functionally merge the constitution of project practices and business planning development together. To accomplish this, a system, or systems of designations and dispositions, must encompass the ability to equip resource capabilities or competencies to withstand dormancy and regress in project or product loads and demands. Insurance or assurance of merits relative to the legacy from this study, must exhibit an alumni level of proficiency all-throughout the application and advancement of 10-knowledge areas, and 5-process groups, correlative to foreseen or unforeseen outcomes, given any regularity or irregularities with resourcing relationships, performance levels, estimated or actual predictions, itemized activities, and scrummed technologies or techniques applied. The synchronized framework and standardization devised throughout this multifaceted undertaking intuitively prepares an executable, project-practiced and project-managed business plan upon coalition of efforts.
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Cultivating and Sustaining Community Engagement at the Kachemak Bay National Estuarine Research ReserveThe Kachemak Bay National Estuarine Research Reserve (KBNERR) was established in Homer, Alaska in 1999 with an overarching purpose of conducting community relevant place-based research, education, training, and outreach within our region. The need to have the Reserve reflective of community needs was also captured within KBNERR’s 2021-2026 Management Plan. As of 2024, the process for engaging the community both to share information and to inform focus areas at the Reserve is not being implemented in a unified approach. Since 2021, three-quarters of the positions at KBNERR have experienced staffing turnovers. A need to re-establish the role the community plays into the shaping of the Reserve is essential to follow the current Management Plan. This project developed recommendations for a Community Engagement Program at KBNERR to help solve these issues. A Needs Assessment was conducted engaging the Reserve’s Community Council, which is made up of local elected members and agency partners, to determine what is appropriate and needed for engagement within the community. This assessment was then used to inform a Community Engagement Program Description and the development of a position description within the University of Alaska Anchorage system.
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State of Alaska Department of Transportation Professional Services Agreement: Chapter 7 and 8 Update and EnhancementThis project aimed to improve the price estimate preparation process for resurface and rehabilitation highway projects for the Alaska Department of Transportation and Public Facilities by updating the Professional Service Agreement Manual Chapters 7 and 8, which offer price estimates and figures that engineers need for calculations prior to negotiation for highway projects. This project was initiated due to the ongoing rapid market variation caused by the COVID-19 pandemic. The inaccuracy of cost estimates in the post-pandemic era has impacted Alaska highway projects, contributing to longer negotiations and higher project costs. To address these challenges, the revised Manual chapters provide detailed guidelines and updated templates for price estimates, incorporating industry standard methodologies and best practices for negotiation, technical issues, and cost price analysis. Insights from the procurement agency, lessons from previous projects, project manager evaluations, and feedback from the highway design team and consultants were incorporated into the Manual revisions. Four pillars of effective project management also guided the revisions: critical success factors, key performance indicators, communications management, and quality management. The project required a thorough assessment of the existing challenges within the Manual, identification of areas for improvement, and the development of new exhibits for the Highway Design Section. This update to the Manual should streamline the price estimate preparation process and establish a consistent framework for the Statement of Services during the negotiation phase. These enhancements aim to improve project budgeting and resource allocation, as well as facilitate the successful delivery of high-quality projects on schedule and within budget. Docusign Envelope ID: C1F10F3E-9FB7-4672-9737-74041A7E0673
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Micronutrient Adequacy of Vegetarian and Vegan Diets Among Alaskan AdultsThe estimated number of vegetarians and/or vegans in the United States grew by 600% from nearly 4 million in 2014 to 20 million in 2017. The goal of this study is to assess the adequacy of vitamin B12, vitamin D, calcium, and iron intakes among adult Alaskan residents following vegetarian or vegan diets. A convenience sample of Alaskan adults following a vegetarian or vegan diet was recruited via social media and community posters to participate in this cross-sectional study. Respondents answered basic questions about their demographics and diet and were then directed to the National Institutes of Health’s Automated Self-Administered 24-hour Dietary Assessment Tool, a validated tool for estimating nutrient intakes using 24-hour dietary recall data. Respondents’ estimated vitamin B12, vitamin D, calcium and iron intakes were compared to Recommended Daily Allowance (RDA) and Upper Tolerable Limit (UTL) for these nutrients. Eighteen eligible people agreed to participate in the survey, and 11 of those completed the 24-hour dietary recall. The average age of the same was 41.12 ± 15.91 years, and 83.3% (n=15) identified as female. A majority (61.1%, n=11) identified their dietary pattern in the last year as vegan, and 88.8% reported taking supplements. Of the 11 participants who completed the 24-hour recall, 72.7% (n=8), 50.0% (n=5), 63.6% (n=7), and 36.4% (n=4) of respondents met the RDA for calcium, iron, vitamin B12, and vitamin D, respectively, with intake from foods, beverages, and supplements. However, 50.0% (n=5) of respondents exceeded the UTL for iron. Without intake from supplements, 63.6% (n=7), 80.0% (n=8), 45.0% (n=5), and zero respondents met the RDA for calcium, iron, vitamin B12, and vitamin D, respectively. Supplement use among Alaskan adults following vegetarian and vegan diets is common; however, care and planning should be taken to avoid potentially toxic doses. Future research should further explore nutrient adequacy of vegetarian and vegan diets in Alaska year-round.
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Exploring the Roles of Registered Dietitian Nutritionists in Food Service Management Practice Settings and the Established Guidelines That Aid in Assessing CompetencyBackground: Registered dietitian nutritionists (RDNs) are highly qualified professionals to manage food service operations, yet only 3% of RDNs work in food service management. Objective: The objective of this research is to determine what established guidelines, training, certifications, and advanced degrees RDNs working in management of food and nutrition systems (MFNS) use to develop their level of expertise. Methods: RDNs who are members of the Academy of Nutrition and Dietetics Management of Food and Nutrition Systems Dietetic Practice Group were invited to participate in a survey to assess characteristics of current RDNs working in MFNS, and to determine resources, training and certificates that develop their level of expertise. Participants were also invited to express their views on how the role of an RDN has changed now that a graduate degree is required to earn the RDN credential. Results: Of 29 respondents, 86.2% have earned a master’s degree or higher. Only 13.4% said they were “familiar” with the Revised 2021 Standards of Professional Performance in MFNS, and none said they were “very familiar.” Most agreed or strongly agreed that supervised experiential learning (89.6%) and competency-based education (65.5%) helped prepare them for their current positions. Additional certifications and resources that respondents most-commonly cited include ServSafe Certification (24%) and practice group resources (24%). Conclusion: Supervised experiential learning and competency-based education serves as a foundation that prepares future RDNs that are interested in pursuing a career in Management of Food and Nutrition Systems. Participating in foodservice organizations and certifications related to leadership, management, and food service aid in developing a level of expertise.
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An Assessment of Dietary Omega-6 Polyunsaturated Fatty Acid Intake in the United StatesThe dietary intake of omega-6 relative to omega-3 polyunsaturated fatty acids (PUFAs) has risen in the last century from 4:1 to 20:1, largely attributed to an increased intake of processed foods and the abundance of seed oils. The imbalance in the intake of omega-6 PUFA linoleic acid (LA) to omega-3 PUFA alpha-linoleic acid (ALA) may lead to a “hyperallergic” state in chronic inflammatory conditions. A lower ratio of omega-6 to omega-3 PUFAs is widely considered to be beneficial because of the anti-inflammatory benefits of omega-3 PUFAs, and pro-inflammatory effects associated with higher intakes of LA; however, there is no consensus on what the exact ratio should be. The purpose of this study was to determine which foods are contributing the most to omega-6 PUFAs intake, and which foods are highest in omega-6 PUFAs in the United States. This study was a secondary analysis of NHANES 2017-March 2020 pre-pandemic dietary data for 9,606 participants and a total of 122,533 individual foods consumed. The USDA’s 2021-2023 Food and Nutrient Database for Dietary Studies (FNDDS) was used to further subcategorize USDA food codes into What We Eat in America (WWEIA) categories. Foods classified as grain products and meat, poultry, fish, and mixtures contributed more than half of all omega-6 PUFAs intake in this national sample, although nuts and seeds are the individual subcategory that contribute the greatest amount of omega-6 PUFAs. The results of this analysis are consistent with prior studies for omega-6 PUFA food sources, primarily cereal and grain products were top contributing foods groups. Although causation may not be implied regarding the health risks from a high intake of omega-6 PUFAs, the results allow consumers to be more knowledgeable about top food sources consumed that contain omega-6 PUFAs and weigh the health risks and benefits of omega-6 PUFA dietary intake to current available research.
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The Experiences of Caregivers in Implementing Medical Nutrition Therapy When raising Children With Type 1 DiabetesType 1 diabetes mellitus (T1DM) is a complex, chronic endocrine disorder that accounts for roughly 5-10% of the diabetic population globally. Medical Nutrition Therapy (MNT) is the foundation of diabetes self-management. Since MNT is fundamental for managing and caring for T1DM, medical providers must understand the challenges of implementing recommendations at home. This study sought to identify what experiences caregivers face regarding implementing MNT recommendations when raising children with T1DM. A mixed-methods design collected data through focus groups and a demographic survey. The focus group took place via Zoom. Inclusion criteria were adults over the age of 18 who had a child between the ages of 10 and 18 years old who had had T1DM for over two years and who were English-speaking. A total of three caregivers participated in the focus group. This study found that caregivers typically do not follow carbohydrate counting as recommended by medical providers. Instead, carbohydrate counting is modified based on caregivers' experiences with how their child’s blood glucose responds to foods. Additionally, there is a lack of support within the school system. Caregivers often had to find outside support from medical providers or school programs to ensure adequate care and medical safety while their child attended school. The findings from this study corresponded with prior research and suggest that medical providers frequently review family MNT practices to ensure alignment with the medical team and caregivers.
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Evaluating Registered Dietitians Nutritionists' (RDN) Knowledge, Attitudes, Behaviors and Practices of Social MEdia Best Practices and the Role of the RDN Social Media InfluencerThe growing use of social media has expanded the potential for RDNs to work with brands to promote products, as other health professionals have done for many years. However, scrutiny of the profession of nutrition and dietetics brought RDN influencers under fire due to disclosure practices and the perception of conflicts of interest in the social media sphere. This survey examined the knowledge, attitudes and behaviors of current RDNs and social media best practices. With 163 respondents over the age of 18 and currently an RDN, part one of the survey included demographic questions, multiple choice and Likert scale questions regarding if they apply the best practices guidelines to their conduct on social media, how they feel paid promotion reflects on the profession of nutrition and dietetics as a whole, if paid promotions by RDNs on social media is ethical, and if they believed the current guidelines and best practices are clear enough for defining ethical lines for RDNs to make sponsored posts on social media. Part two, with 50 participants continuing on from part one, included nine open-ended questions regarding social media knowledge, attitudes and behaviors regarding RDN social media influencing. The demographics of this survey population aligned with the participants in the 2024 compensation and Benefits survey by the Academy of Nutrition and Dietetics, with 84% being White and 95.7% being female. The majority of participants were active social media users. Although the majority were not influencers, several participants said they would take a sponsorship, many thought the promotion on social media by RDNs reflected negatively on the profession, and almost half the participants felt the act of disclosure was enough for the public to be informed of the relationship of the RDN and the brand. Using thematic analysis, the results of this survey showed many RDNs support the use of social media by RDNs to sponsor products and brands that are evidence-based. There is a belief among participants that because other health professionals do it, it should not be an issue or restricted for RDNs to also create sponsored social media content. Finally, promoting only evidence-based products was important to the participants. Suggestions for improving the guidelines for best practices on social media included refining the clarity and ease of the guidelines using educational materials such as webpages and videos, reusable disclosure statements and potential fact-checking systems.
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The Anchorage School District (ASD) Project Management Curriculum ProjectThe growing need for project management (PM) skills in post-secondary careers presents a significant opportunity for early career preparation. Industry projections indicate that millions of professionals will be needed in project management-oriented roles in the coming years. As the workforce becomes increasingly project-based, the demand for well-trained early career project managers continues to rise. Ensuring that students gain PM skills before graduation provides them with a competitive advantage in the job market. Recognizing this opportunity, the Anchorage School District (ASD) sought to incorporate PM education into its newly implemented Academies of Anchorage, aiming to prepare students for college, career, and life. This initiative created a need for a PM curriculum framework tailored to high school students. This project researched, developed, and secured approval for a PM curriculum framework that aligns with ASD’s goals, equipping students with essential project management skills for future success.
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Providence Alaska Medical Center Research Support Services Roles and WorkflowsThis project addresses a critical gap in an oncology research department at a large Alaska healthcare provider by developing a comprehensive guide that documents the roles, responsibilities, and workflows of key positions. The department includes three research nurses, a pediatric Clinical Research Associate (CRA), an adult CRA, a regulatory coordinator, and a manager. Currently, no formal documentation exists to outline the foundational operational workflows of each role, resulting in isolated knowledge and the risk of operational disruptions if staff turnover occurs. This project aims to safeguard against these risks by thoroughly documenting the core functions, processes, and interdependencies of each position. The resulting guides will serve as an essential resource for onboarding new staff, ensuring the continuity of institutional knowledge, and fostering cross-functional collaboration among team members. Additionally, the guides will enhance the department’s ability to standardize operations, improve efficiency, accountability, and organizational maturity. Beyond acting as a knowledge base, this resource will provide a structured framework to support departmental growth, enabling it to justify budgetary needs, scale operations effectively, and adapt to future changes. Ultimately, this project will ensure the department’s resilience and sustainability by preserving critical knowledge and aligning team efforts with organizational goals.
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Standardizing Wind Energy Project Bid ProcessThe SWEPP initiative addressed critical inefficiencies in STG Inc.'s wind energy project bidding. Previously, fragmented practices led to unpredictable outcomes and ineffective knowledge utilization. The project developed two key deliverables through stakeholder analysis: a Comprehensive Bidding Guide and a Lessons-Learned Integration System. The Bidding Guide establishes standardized templates and processes while maintaining flexibility for customization. The Lessons Learned System captures and applies insights from past projects, transforming individual experience into organizational knowledge. Despite initial resistance from experienced professionals, an inclusive approach incorporating their expertise helped overcome implementation challenges—the modular design balanced standardization with flexibility to address diverse requirements. Early results show significant time savings, improved team coordination, enhanced quality control, and more effective risk management. Long-term benefits are expected to include better bid success rates, improved alignment between commitments and execution, and the development of a distinctive competitive advantage. By standardizing bidding processes and systematically incorporating lessons learned, STG Inc. has established a foundation for continuous improvement and positioned itself for sustained success in the wind energy sector.
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The (N)ice Cream Shop Business Plan Project: Applying Project Management Tools and Principles to a Business PlanThe (N)ice Cream Shop Business Plan Project explores the feasibility of launching a nitrogen-infused ice cream shop in Eagle River, Alaska. With no direct competition, this venture offers a unique opportunity, though it must address financial feasibility, regulatory requirements, and market competition. The project follows a structured two-phase approach: 1. Research and Planning: Conducting market analysis, financial forecasting, and risk assessment to determine demand, pricing strategy, and potential challenges. 2. Business Plan Development: Using findings to create an investor-ready business plan, including operations, funding, and a project management framework for implementation. A key component involves assessing consumer interest. Among respondents who were unfamiliar with nitrogen ice cream, 46.5% expressed a willingness to try it after learning about its benefits. Additionally, 49.6% were drawn to its freshness, 38.8% appreciated its smooth texture, and 43.2% were intrigued by the fog effect it produces. These findings indicate a demand for premium, customized desserts. Project management principles such as risk, scope, and change management are integrated to guide implementation. Next steps include refining financial projections, securing investment, and finalizing operations. With an innovative offering and structured execution, The (N)ice Cream Shop aims to deliver a novel dessert experience blending quality, entertainment, and customization.
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Risk Management Planning for Arctic Infrastructure Construction ProjectsArctic construction projects face unique challenges such as ice-rich aggregates, severe weather, and limited resources. This project creates an Arctic-specific risk management system for Alaska Arctic Constructors (AAC), featuring a tailored Risk Register, Lessons Learned Archives, Past Performance Register with historical costs and production rates, and ongoing management of these tools. These scalable tools mitigate risk and enhance planning capabilities. Estimating and management teams gain sharper awareness of threats and opportunities for optimization. Leveraging expertise from knowledgeable key stakeholders via surveys and interviews (designers, government professionals, contractors) plays a critical role in developing these tools while addressing threats inherent to Arctic construction projects (e.g. weather, logistics, resources limitations) and will create the early stages of a risk program. This system boosts AAC’s effectiveness and profitability in this competitive market and challenging environment by enabling precise evaluation of exposure, vulnerabilities, and impacts on cost, schedule, and quality. Successfully planning and executing large construction projects in this region requires calibrated risk management planning tools, and integrating stakeholder knowledge with methodology from Hillson, Barkley, and Lam provides the toolbox.
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University Employee Recognition Event GuideThis project developed a comprehensive and scalable event planning template for university employee recognition. Universities tend to struggle with employee engagement and retention, in part due to inconsistent or underdeveloped recognition events. The template was designed to celebrate employee milestones and contributions while simultaneously promoting morale, engagement, and a sense of belonging throughout the institution. As many universities encounter challenges related to employee retention and engagement, this plan offers a practical approach to recognizing employee achievements. Recognizing the longevity milestones and contributions of employees throughout the institution proved critical for improving job satisfaction and overall employee engagement retention. Key components of such an event typically feature a longevity and award ceremony, a keynote speaker session, catered meals, and professional development activities. The plan will also include guidelines for effectively engaging remote employees, emphasizing inclusiveness and support across various university settings. The project ran for 8 months (September 23, 2024 – May 1, 2025). As the plan focuses on developing a planning tool rather than executing an event, no budget was required. Ultimately, the final deliverable provides universities with a practical and adaptable resource to implement a meaningful and consistent employee recognition program.
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Genetic Population Structure and Dynamics of nearctic Bering Cisco and Applied Mixed-Stock Analysis of the Yukon River Commercial FisheryBering cisco (Coregonus laurettae) are anadromous salmonids with only three known spawning populations located in the Yukon, Kuskokwim, and Susitna river drainages, respectively in Alaska. Bering cisco are actively harvested in both subsistence and commercial fisheries in Alaska. The work presented herein was a genetic study conducted on Bering cisco with three main objectives: 1) to develop genetic markers for Bering cisco; 2) to evaluate the population structure of the Yukon, Kuskokwim, and Susitna spawning aggregations and 3) to use genetic mixed-stock analysis to estimate the contributions of baseline cisco populations to the Yukon Delta commercial harvest during 2010, 2011, and 2012. Toward this end a suite of 17 informative microsatellite (nuclear) loci was developed for the genetic analysis of Bering cisco and other related species. Results of the analysis indicated significant genetic divergence between all three populations, and supported the notion that there is at least one single stock in each river. Mixed-stock analysis for the Yukon River commercial harvest samples revealed that the majority of the fishery from 2010-2012 was comprised of Yukon River fish.
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Renewable Energy Policies in Fairbanks Alaska: Benefit-Cost Analysis of a Carbon Tax and a Renewable Portfolio Standard for Golden Valley Electric AssociationThe electricity sector is a major producer of carbon dioxide emissions. Specifically in Fairbanks, Alaska. The electricity sector is also a producer of PM2.5 emissions. PM2.5 emissions are particles that form in the air from complex chemical reactions in sulfur dioxide and nitrogen oxides which are emitted from nonrenewable power plants. Research shows (Wu, 2023) that both carbon emissions and PM2.5 emissions have negative influences on the environmental and social welfare of citizens. Carbon emissions contribute to climate change, while PM2.5 emissions pose serious threats to human health. In 2009, the Fairbanks North Star Borough (FNSB) was declared a nonattainment area by the Environmental Protection Agency (EPA). A nonattainment area is a designated area that does not meet the standard for clean air quality in the United States. Carbon emissions and PM2.5 emissions have lowered the air quality within the FNSB and contributes to global warming. Within the United States as a whole, approximately 40% of all human-induced carbon emissions come from electricity generators powered by fossil fuels. The policy problem is how best to encourage the FNSB to transition to more renewable energy sources. Transitioning the electricity sector away from fossil fuels to renewable energy would curb carbon emissions and PM2.5 emissions from this sector. However, renewable energy sources often entail high costs, intermittency, and insufficient generation capacity. Within the FNSB, the power producer is Golden Valley Electric Company (GVEA). GVEA was founded in 1946 and now operates nine nonrenewable and renewable power plants while also purchasing power from around the state of Alaska. Through the combination of power plants it owns and operates, GVEA is on average operating on 23.4% renewable and 76.6% nonrenewable energy sources. GVEA has set goals for carbon reduction and implemented a strategic generation plan to increase their use of renewable energy; however, the state of Alaska has not implemented any renewable energy transition policies. Two models of renewable energy transition policies that have been proposed to curb emissions are a carbon tax and renewable portfolio standard (RPS). A carbon tax puts a tax on the amount of emissions that power producers emit into the atmosphere, while an RPS requires power producers to produce a minimum amount of electricity coming from renewable energy. Both policies are designed to encourage the reduction of nonrenewable energy sources. This analysis looks at the costs and benefits of a carbon tax and an RPS being implemented on GVEA’s nine owned and operated power plants. The costs of the power plants are totaled to calculate the short term marginal costs ($/mwh) and the long term Levelized Cost of Energy ($/mwh). The costs collected include capital costs, variable operating and maintenance costs, fuel costs, social cost of PM2.5, and the social cost of carbon. The benefits are revenue, benefit from PM2.5 reduction per ton, and benefit from CO2 reduction per ton. All the costs and benefits are collected from the years 2017- 2021 and averaged to get an average annual cost and benefit estimate. A pigouvian carbon tax is used to internalize the external cost of carbon through making the social cost of carbon equivalent to the carbon tax. The RPS is stimulated using GVEA’s proposed strategic generation plan which calls for the retirement of a nonrenewable power plant and the addition of a wind farm and new battery energy storage system (BESS). In this scenario the LCOE estimates are used to estimate the costs of the new renewable plants under the RPS scenario. This is because in the short term they will have to be initially built which will include capital costs. The other power plants that already exist and will continue to exist will use the marginal costs to estimate their costs because they are already up and running. This paints a realistic picture of the costs of implementing the RPS tomorrow. The implementation of a carbon tax results in a notable shift in both costs and benefits. Initially, the costs rose by $39,523,800 from the baseline. This increase is directly tied to the amount of carbon emissions released into the atmosphere, as the carbon tax is set equal to the social cost of carbon. These costs are specifically the marginal costs per megawatt-hour ($/MWh), as all power plants in this scenario are already established. Conversely, the benefits experience an increase. The benefits increased from the baseline by $101,982,620. This increase in benefits stems from various sources. First, it includes the government revenue generated from the tax itself. Additionally, there are substantial gains from the reduction in both CO2 emissions and PM2.5 These reductions occur as nonrenewable power plants, faced with the burden of the tax, are priced out of the market. These high-emission plants find themselves unable to sustain operations as their costs far surpass their revenue. Consequently, they are forced to cease operations, resulting in a decrease in both CO2 emissions and PM2.5. This further amplifies the overall benefits derived from the carbon tax. The benefit-cost ratio for both policies is above one,
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Comparative Research of rural Drinking Water Supply in Mongolia and AlaskaThis comparative research project on rural drinking water supply in Mongolia and Alaska aimed to understand the challenges, dynamics, and best practices surrounding water access and utilities in rural communities within these regions. Through meticulous planning and execution, three cities in Mongolia and three cities in Alaska were selected as primary areas of study to capture the nuances and variations inherent in water supply dynamics across diverse geographical and socio-economic contexts. The objectives included investigating rural water supply systems, developing evidence-based recommendations, and fostering knowledge exchange and collaboration. A comprehensive literature review provided insights into existing scholarly works relevant to the study, establishing a foundation for the research. The research findings highlighted common challenges faced by remote communities in both Mongolia and Alaska, including limited access to clean and reliable drinking water, inadequate infrastructure, and socio-economic disparities. Despite these challenges, successful strategies and initiatives were identified, emphasizing the importance of community engagement, stakeholder collaboration, and context-specific solutions. Interviews with key stakeholders provided invaluable insights into the complexities of rural water supply systems, challenges faced, successful strategies employed, community engagement initiatives, regulatory frameworks, sustainability practices, and lessons learned. The qualitative and quantitative analysis facilitated a comprehensive understanding of rural water supply dynamics, informing evidence-based recommendations and best practices. The study concluded that addressing water access and utilities in rural communities requires concerted efforts, including investment in innovative technologies, fostering community engagement, enhancing policy support, and strengthening cross-sector collaboration. By translating research findings into actionable recommendations, stakeholders can work towards improving the quality of life for rural residents in Mongolia, Alaska, and beyond.
