We will provide core planning datasets via an on-line, self-service energy planning tool to support the planning process for our local authorities, helping them make the best choices for their communities. This local area energy planning self-service tool will allow local authorities to layer local input such as decarbonisation strategies and action plans, local market trends, social inclusion policies, transport plans and so forth upon our network infrastructure data to develop options for their communities.
Benefits
Wider societal benefits have been assessed for this project. The principal recipients of the benefits based on our current assessment will be LAs who will make significant cost savings in the development of their LAEP using a structured process enabled by a digital tool.
We plan to deploy a working version of the LAEP tool from the start of the RIIO-ED2 period and have therefore assessed the expected financial benefits to LAs from the use of the tool during the RIIO-ED2 period.
Learnings
Outcomes
The outcomes of the project to date have been referenced in earlier sections but are also summarised below:
Engaged stakeholders internally and externally that have had input to the requirements definition, as well as design and validation of further prototype development.
Local Authority user group
LAEP Practitioner user group
A completed vendor selection process and chosen vendor with Advanced Infrastructure Technology Limited to develop and deliver the free web based self-service software.
Completed a working prototype and released to stakeholders that will further support engagement between Local Net Zero Team and LAs and enable the project to learn about what LAs need through trial and testing.
Published Local Area Energy Planning dedicated page on the UK Power Networks Open Data Portal for LAs and energy planners to access and support there LAEPs.
Completed the publication of three releases of the software with associated data for beta usage over the course of 10 months.
78.3% of LAs invited to the tool with 74% having attended an onboarding session and 36% attended at least one training session.
72 different datasets have been published onto Your Local Net Zero Hub to support LAs in the development of their plans.
Lessons Learnt
The following lessons learnt have been identified:
Design thinking and human centred approach has proven to be successful in capturing and validating user needs, pain points and opportunities that underpin the identification of high-level requirements and supporting low level user stories for software development. Demonstrated through the user feedback provided at each stage of the engagement from interviews to workshops, and the iterative design and development activities for the prototype. The materials, capabilities and approach can be leveraged by other teams in UK Power Networks including for future innovation projects.
The delivery of a multi-tender vendor selection process was delivered in line with regulatory requirements and followed meticulous project management and procurement processes over a six-month period. The vendor Advanced Infrastructure Technology Limited were selected and commenced work in April 2023 governed by agreement signed in a delivery contract. The support and maintenance agreement was not signed at the same time as it was planned to be signed following the first release of software in July 2023. It is therefore recommended that future procurement activities aim to prevent issues in transition to support and maintenance by obtaining full signatures prior to the commencement of the project delivery.
The first release of the software in July was successful but following a retrospective review many issues were uncovered by both UK Power Networks and Advanced Infrastructure Technologies Ltd. The issues were due to ways of working and inefficiencies around the agile delivery process. A new design for the agile process was defined collaboratively that identified greater clarity surrounding the roles and responsibilities, the events and the tools used to define, develop, and test the scope between both organisations. The new process has demonstrated efficient software development through the remainder of the project and recommend other projects to also focus significant attention on such a process.
The definition of the user group for both the LAs and the LAEP Practitioners has proven fruitful in coordinating engagement between the project team and external stakeholders. This approach could be extended to other innovation projects.
Insights from LAEP Practitioners user group include:
Identified the biggest challenges being:
Access to consistent data with visibility of planned works.
Having a clear methodology for engaging with UK Power Networks.
Having channels and mechanisms to facilitate engagement with LAs and wider stakeholders.
Different approaches and methodologies are needed in different geographic areas.
Different approaches are being taken by parts of UK. In England LAEPs are generally funded on a case-by-case basis, in Wales, there is a central mandate, in Scotland, there is a LHES (Local Heat and Energy Strategy)
They stated how they envisaged the tool being used:
Facilitating access to data to view future network capacity.
Supporting implementation of plans and deployment.
Facilitating the two-way communication between UK Power Networks and LAEP practitioners.
Facilitating the ability to upload plan assumptions in multiple ways (i.e. multiple LCT upload).
Insights from LA user group specific to the prototype design include:
The gamification elements of the site were not necessary and suggested that they be toned down.
There should be a common theme to identify stakeholders and responsibility and accountability for Net Zero.
Confirmation that information and advice on each LAEP stage was important information to be included as a priority.
More in depth lessons learnt are being documented during the final stages of the project.
