EVALUATION

AN INDEPENDENT EVALUATION OF THE LCNF
Voltage
Control
ENWL – CLASS
ENWL is actively seeking to deploy CLASS
across all of its primary substations in ED1.
Benefits are associated with deferred asset
reinforcement and provision of ancillary
services.
SPEN – Flexible
Networks for a
Low Carbon
Future
NPG –
Customer Led
Network
Revolution
2 sites have modified voltage settings to date
ED1 plans consider learning in respect of:
• enhanced automatic voltage control at
primary substations;
• secondary transformers with on-load
tap-changers for PV clusters with
voltage issues; and
• HV regulators for customer groups with
significantly different load
characteristics.
Large Scale
Storage UKPN –
Smarter
Network
Storage
A £5.1m conventional reinforcement scheme is
being deferred.
Support to National Grid TRIAD, Short Term
Operating Reserve (STOR) and frequency
response.
6. The uncertainty about the future take up of LCTs has been an underlying factor
throughout the lifetime of the LCNF. Some innovation initiatives are only suitable for
roll-out once a requirement or need has been identified for the delivery of the
solution. This can be policy-driven or market-driven. Whilst ‘proof of concept’ is
important, it is recognised that solutions that rely upon rapidly advancing supporting
technologies, such as communications, will inevitably be quickly out-dated and
hence there is an optimum point to stop the solution development.
Learning from the FALCON project has enabled WPD to identify that the uncertainty
around communications requirements presents a significant barrier for DNOs which
affects business decision-making. WPD is currently running an NIA project to
research the optimal solution in more detail.
For example, the SSE My Electric Avenue project has provided valuable information
on how best to evaluate and deal with clustered EV charging on LV networks. This
could have significant financial, time and customer satisfaction benefits once the
take up of EVs increases.
7. Of the 11 completed projects, seven underspent the initial project budget, three of
which underspent by more than 10%; three of the projects overspent by less than
10% and one overspent by greater than 10% - although in this latter case a review
was held by Ofgem during the project and additional money was contributed by the
DNO.
PÖYRY MANAGEMENT CONSULTING
October 2016
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