EVALUATION

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AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF Involvement of other partners and external funding Relevance and timing 3 5 Assessment: The project involved a wide range of external partners covering the main technical /commercial / stakeholder aspects as applicable External funding for > 10% of the project was obtained. Evidence: The partners ranged from key London government agencies such as Transport for London and the Office of the Mayor of London (which also incorporated the previous London Development Agency), alongside partners such as National Grid, electricity demand aggregators (EDF Energy, Flexitricity and EnerNOC), Smarter Grid Solutions, CGI, EDF Energy, Siemens, the Institute for Sustainability and the worldrecognised Imperial College as the project’s academic partner. External funding of £6.6m was contributed against the total funding of £28.3m (~23%). References: • LCL project closedown report; March 2015. Assessment: The project is ready to roll out when the energy landscape requires the solution The project has a reasonable likelihood of being replicated by other DNOs UKPN has included some elements of the project in their business plan, it is not clear whether other DNOs have included findings in BAU. Evidence: The learning derived on I&C DSR has been used in the UKPN ED1 business plan. UKPN have stated that the work carried out on industrial and commercial Demand-Side Response (DSR) is moving into business as usual and will form part of their Regulatory Reporting Pack submission. A design standard for DSR has been drafted which relies on the results reported in Low Carbon London report A4. The first of what is expected to be several DSR schemes has been contracted. It is not known if other DNOs have utilised this learning in developing their ED1 business plans. Other methods from the project are awaiting the correct energy landscape to be widely implemented. For example the uptake in Electric Vehicles continues to lag behind the 2010 original bid estimates and the updated business case published in the close-down report. The updated business case expected an uptake of 155,000 across the LPN region by now, whereas the total GB uptake remains below 100,000. At this stage, there is no reason to imagine that this is not simply a “delayed start”. References: • LCL project closedown report; March 2015. • LCL report A4 Industrial and Commercial Demand Response for outage management and as an alternative to network reinforcement • UKPN Business plan (2015 to 2023), Executive summary, March 2014 • UKPN Questionnaire response PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 220
AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF Effective project methodology, and effectiveness of implementation 4 Assessment: The project achieved all its successful delivery reward criteria (SDRC) and there was no overspend >10%, however the variance was >10%. Evidence: Section 5 of the closedown report outlines how SDRC have been achieved and, where relevant, cites the relevant reports. The project has underspent by £4.837m (17%). References: • LCL project closedown report; March 2015. PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 221
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EVALUATION

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