EVALUATION

AN INDEPENDENT EVALUATION OF THE LCNF
B.1.5
LCNF Meeting its Objective Regarding Effective Collaboration Between
DNOs and Project Partners (Q1.5)
Questions:
Do you believe that the LCNF has met its objective of effective collaboration between
the DNOs and project partners? Where appropriate please provide evidence of the
success, or otherwise, of collaboration.
B.1.5.1 Summary of Responses
The general consensus from the respondents was that the LCNF has met this objective,
with nearly three quarters of them agreeing on this.
B.1.5.2 Positive Responses
Seven respondents spoke positively of the collaboration between project partners and the
DNOs, stating it was done effectively and successfully. The consensus was that the
collaboration was greatly improved compared to prior to the introduction of the LCNF, with
one respondent commenting that there was virtually no collaboration previous to the fund.
One of the respondents in this group made the point that it has led to good knowledge
transfer across the business units within DNOs as well as external parties.
Finally, one respondent noted that individual and management team members at DNOs
have embraced the required new skillset as part of the LCNF projects – research
methodology, real partnering (rather than supplier procurement), idea generation and
filtering, open innovation, trial implementation, learning capture and dissemination,
programme evaluation, innovation business adoption, etc. They believe this cultural shift
is an ongoing and essential change for the DNOs.
B.1.5.3 Examples of Good Collaboration
One respondent highlighted the collaboration between WPD, TRL and ADL as part of the
Electric Boulevards project was deemed successful, resulting in a good understanding of
the effect of electric bus operation on the network.
Another respondent also provided the example of the CLNR project in which good
collaborative working was required to enable project completion – involved new ways of
working, vocabulary and understanding between partners.
Project Falcon was mentioned by a respondent as an example of a good collaborative
team.
Another respondent mentioned Electric Avenue as successful collaboration, as well as
CLNR using learning from LCL regarding Distribution Management Systems and
interaction with WPD regarding LV Network templates.
One respondent commended the DNOs on their contributions to the projects REACT and
DIVIDE. They believe their position as system operator made their partnership with
ENWL on CLASS added value to the outcome as it could be considered by the system
operator, and they will continue to be as involved in collaboration as they can be.
Finally, one respondent felt they collaborated well with SPEN, WPD and ENWL – finding
the experience broadening and not something they could have done before.
PÖYRY MANAGEMENT CONSULTING
October 2016
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