EVALUATION

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AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF Table 1 – Definitions of innovation Innovation scenarios Low innovation Medium innovation High innovation Description of typical DNO attitude and activity Little or no interest in innovation. Few projects, no overall programme examining opportunities. Limited links with external parties. Innovation regarded as being undertaken by manufacturers and others. Benefits not recognised by senior management. Some interest in innovation. Small number of projects, no overall programme examining opportunities. Some links with external parties. Innovation primarily something undertaken by others with DNOs involved at final trialling and pilot implementation stage. Implementation to business as usual (BAU) slow and risk-averse. Changes ‘pushed’ through by others (including the regulator) rather than ‘pulled’ by DNOs. Widely acknowledge internally as being vital to the success of the business. Senior management plays a major role in the innovation programme which prioritises an actively-managed, comprehensive programme and suite of projects. Clear process for identifying new opportunities and moving projects to BAU. Links with external parties pursued. Recognition and acceptance that some projects may fail. 2.4 Stakeholder Engagement Methodology In this section we describe the methodology used for the stakeholder engagement. Our stakeholder methodology has been designed to be as inclusive as possible. With this in mind we created three stakeholder engagements plans; the first targeted those stakeholders with direct LCNF experience (this included DNOs themselves, and the LCNF Project Partners who worked alongside the DNOs); the second targeted other Industry Stakeholders who had not have been directly involved in LCNF projects to date; the third targeted the Academics who are active in the area of electricity networks and innovation. For each stakeholder engagement plan we have identified (i) who to target; and (ii) how best to engage with them. The outcome was a list of individuals and companies who we should receive one of the three questionnaires. This list was developed and agreed with Ofgem prior to the questionnaire being sent. 2.4.1 Preparation of questionnaires In parallel to the identification of the key stakeholders, we developed a set of questionnaires. The questionnaires were tailored to each of the four groups identified as in the stakeholder engagement plans: • DNOs; • project partners; • industry participants (i.e. those not directly involved in projects); and • selected academics. PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 14
AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF The questionnaires have been specifically designed to draw-out details of involvement and experience in the LCNF, while at the same time providing important information to feed into the qualitative assessment of the LCNF. The questions included the following topics: • success of the LCNF; • innovation in GB (including relationship with the wider R&D framework); • overview of the scheme (e.g. scheme administration, understanding of the requirements etc.); and • engagement with the DNOs (e.g. for project partners). Our approach also accounted for the fact that similar questions to stakeholders have been included in a recent Ofgem (open) consultation, and also as part of the study of ‘LCNF learning’ commissioned by Ofgem 15 . Therefore, in framing the questionnaires we have taken account of the questions that have already been asked as part of these previous initiatives. Copies of each of the questionnaires are provided in Annex G. PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 15
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EVALUATION

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