EVALUATION

AN INDEPENDENT EVALUATION OF THE LCNF
Has the potential to deliver net
financial benefits to future and/or
existing customers
Has a Direct Impact on the operation
of a DNO’s Distribution System
Generates knowledge that can be
shared amongst all DNOs
-
2
5
Assessment:
Evidence that the project methods can deliver financial benefits to the majority of customers.
Evidence:
Although the project determined the solution was not cost effective, there were financial benefits to
customers in terms of energy saved and reduced bills.
References:
• Community Energy Action; Closedown report; June 2015.
Assessment:
The project has learning and outputs are utilised in later LNCF projects.
Evidence:
As the project set out to explore if community engagement lead demand side response was a valid option
for network constraint management and there was not a statistical significant impact and was significantly
more expensive than conventional reinforcement, this sort of intervention will not be taken forward to
business as usual. However, the project does hold useful learning for future demand side response
services purchased from community groups or ESCOs.
The project learning is being used in Flexible Plug and Play (Tier 2 project), but the solution is unlikely to
be used by other DNOs at present. Project does provide learning for other situations, such as for future
demand side response services purchased from community groups or ESCOs.
References:
• Community Energy Action; Closedown report; June 2015.
Assessment:
Specific replication report(s) exist / are available on request. A learning dissemination event or webinar
was held.
Evidence:
As well as the closedown report, a CSE report and appendices provide detail on the project.
Findings were disseminated at the 2014 and 2015 LCNI conference.
References:
• Community Energy Action; Closedown report; June 2015.
• Community Energy Action (Less Is More) ; Final report of the LCNF Community Energy Action
project; Centre for Sustainability; 2014 (and Appendices document).
PÖYRY MANAGEMENT CONSULTING
October 2016
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