EVALUATION

AN INDEPENDENT EVALUATION OF THE LCNF
Figure 17 – Project partners and stakeholders: organisations per sector
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Number of responses
25
20
15
10
5
0
The initial partner involvement in projects occurs in variety of ways. In some instances
there is evidence that the DNO has been proactive and has approached third parties
directly. In other instances the partners themselves have been proactive in engaging with
the DNOs. An ENA portal has been developed and serves to increase awareness of the
projects – as well as providing a means for requesting additional information.
4.4.3.2 Project partner collaboration
Questions:
Do you believe that the LCNF has met its objective of effective collaboration between
the DNOs and project partners?
Are you aware of any barriers that may have discouraged project partner
involvement?
In respect of effective collaboration 66% of respondents said that that the LCNF has met
its objective of effective collaboration between DNOs and project partners, 23% said
partially and 3% no. Barriers to project partner involvement were cited by 61% of
respondents.
With respect to the selection of, range, skills and contribution from project partners a
range of activities from the initial innovative ideas, planning through delivery to business
roll out were highlighted as detailed in Figure 18. Barriers were around the requirement to
demonstrate value for money which evolved during the early stages of the LCNF with the
2011 version 4 governance document requiring the project to have the potential to deliver
net financial benefits to existing and/or future customers. Whilst demonstrating value for
money is a commendable project management requirement it is not always straight
forward to demonstrate in the context of innovation projects. There are a variety of
reasons for this such as:
PÖYRY MANAGEMENT CONSULTING
October 2016
713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx
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