This document outlines the agenda and key topics for a breakout session on offshore wind. It discusses mapping the developer and CfD lifecycles, including the stages of pre-development, development, financing, and construction and commissioning. It seeks feedback on how well the CfD policy maps to the different stages of the developer lifecycle for offshore wind. Key CfD issues like strike price visibility, budget allocation, and meeting milestones are examined through each stage of the lifecycle.
This document outlines the agenda and key topics for a breakout session on mapping the developer and CfD lifecycles for marine and tidal technologies. The agenda covers introducing the developer lifecycle by technology, pre-development, development, financing, construction and commissioning stages. Key CfD issues like strike price visibility, budget allocation, substantial financial commitment, target commissioning windows and long-stop dates are discussed across the different stages. Feedback is solicited from participants on how well the CfD policy maps to developer lifecycles and where improvements could be made.
This document outlines the agenda and key topics for a breakout session on mapping the developer and CfD lifecycles for onshore wind projects over 50MW. The agenda covers introducing the developer lifecycle, pre-development, development, financing, construction and commissioning stages. It also discusses how CfD policy relates to the different stages, including issues like strike price visibility, budget allocation, application processes, and potential allocation mechanisms like first-come-first-served and constrained allocation rounds. Feedback from developers is sought on how well CfD policy maps to the onshore wind lifecycle.
This document provides an agenda and background information for a breakout session on the developer and CfD lifecycles for onshore wind and solar projects between 10-15 MW. The agenda covers introducing the developer lifecycle by technology, and discussing key issues across pre-development, development, financing, construction and commissioning. It also presents DECC's current thinking on aspects of the CfD process like budget allocation, application mechanisms, reaching substantial financial commitment, target commissioning windows and long-stop dates. Feedback is sought from developers on making the CfD policy map appropriately to technology lifecycles and on specific policy design questions.
This document provides an agenda and discussion points for a breakout session on mapping the developer and CfD lifecycles for biomass conversions. The agenda covers introducing the developer lifecycle by technology, and discussing various stages including pre-development, development, financing, construction and commissioning. Key issues around the CfD policy at each stage are also outlined, such as strike price visibility, budget allocation, eligibility criteria, and conditions for payment start dates. Attendees are asked for feedback on ensuring the CfD policy logically maps to the developer lifecycle for biomass conversions and other technologies.
The document discusses confidence level estimating and budgeting policies. It provides a recap of the joint confidence level (JCL) policy, which requires programs to be baselined at a 70% JCL and projects to be baselined/budgeted at a JCL that supports the program's approved level. It discusses the status of JCL calculations for various programs and projects, issues learned from implementing JCLs, and actions taken to address lessons learned to improve the process.
This document provides an agenda and overview for a simulation exercise on the Contracts for Difference (CfD) investor scheme being conducted by the UK Department of Energy and Climate Change (DECC). The agenda outlines presentations on welcoming remarks, introducing the session and scope, views from the renewable energy sector, and breakout sessions by technology. The introduction section describes the aim of gaining understanding of developer lifecycles and how the CfD policy maps to these. Key issues to be covered in breakout sessions include CfD strike prices, budgets, eligibility, and obligations around construction windows. Final observations will provide next steps such as upcoming consultations and delivery plan publications.
NASA is required to regularly report cost and schedule performance data to Congress, the Office of Management and Budget (OMB), and the Government Accountability Office (GAO) for its major projects. The types of reports include baseline reports, current estimate reports, threshold reports if growth exceeds certain levels, and rebaseline reports if costs grow by 30% or more. NASA manages this reporting by linking it to agency policies and using a single standardized data tracking system to provide consistent information across all reports on project-managed costs, unfunded enhancements held by program offices, and other agency-managed costs.
The document discusses several GEF policies that were approved or updated during the GEF-6 period, including the GEF Programmatic Approach, Project Cancellation Policy, Co-financing Policy, Non-Grant Instrument Policy, Gender Mainstreaming Policy, and Public Involvement Policy. It provides details on the objectives and key aspects of each policy, such as establishing a program framework document and commitment deadline for the programmatic approach, the phased cancellation of projects that are delayed, and defining co-financing for GEF projects. It also describes the GEF-6 Non-Grant Instrument Pilot that aims to leverage private capital and test non-grant instruments for public sectors.
This document outlines the agenda and key topics for a breakout session on mapping the developer and CfD lifecycles for marine and tidal technologies. The agenda covers introducing the developer lifecycle by technology, pre-development, development, financing, construction and commissioning stages. Key CfD issues like strike price visibility, budget allocation, substantial financial commitment, target commissioning windows and long-stop dates are discussed across the different stages. Feedback is solicited from participants on how well the CfD policy maps to developer lifecycles and where improvements could be made.
This document outlines the agenda and key topics for a breakout session on mapping the developer and CfD lifecycles for onshore wind projects over 50MW. The agenda covers introducing the developer lifecycle, pre-development, development, financing, construction and commissioning stages. It also discusses how CfD policy relates to the different stages, including issues like strike price visibility, budget allocation, application processes, and potential allocation mechanisms like first-come-first-served and constrained allocation rounds. Feedback from developers is sought on how well CfD policy maps to the onshore wind lifecycle.
This document provides an agenda and background information for a breakout session on the developer and CfD lifecycles for onshore wind and solar projects between 10-15 MW. The agenda covers introducing the developer lifecycle by technology, and discussing key issues across pre-development, development, financing, construction and commissioning. It also presents DECC's current thinking on aspects of the CfD process like budget allocation, application mechanisms, reaching substantial financial commitment, target commissioning windows and long-stop dates. Feedback is sought from developers on making the CfD policy map appropriately to technology lifecycles and on specific policy design questions.
This document provides an agenda and discussion points for a breakout session on mapping the developer and CfD lifecycles for biomass conversions. The agenda covers introducing the developer lifecycle by technology, and discussing various stages including pre-development, development, financing, construction and commissioning. Key issues around the CfD policy at each stage are also outlined, such as strike price visibility, budget allocation, eligibility criteria, and conditions for payment start dates. Attendees are asked for feedback on ensuring the CfD policy logically maps to the developer lifecycle for biomass conversions and other technologies.
The document discusses confidence level estimating and budgeting policies. It provides a recap of the joint confidence level (JCL) policy, which requires programs to be baselined at a 70% JCL and projects to be baselined/budgeted at a JCL that supports the program's approved level. It discusses the status of JCL calculations for various programs and projects, issues learned from implementing JCLs, and actions taken to address lessons learned to improve the process.
This document provides an agenda and overview for a simulation exercise on the Contracts for Difference (CfD) investor scheme being conducted by the UK Department of Energy and Climate Change (DECC). The agenda outlines presentations on welcoming remarks, introducing the session and scope, views from the renewable energy sector, and breakout sessions by technology. The introduction section describes the aim of gaining understanding of developer lifecycles and how the CfD policy maps to these. Key issues to be covered in breakout sessions include CfD strike prices, budgets, eligibility, and obligations around construction windows. Final observations will provide next steps such as upcoming consultations and delivery plan publications.
NASA is required to regularly report cost and schedule performance data to Congress, the Office of Management and Budget (OMB), and the Government Accountability Office (GAO) for its major projects. The types of reports include baseline reports, current estimate reports, threshold reports if growth exceeds certain levels, and rebaseline reports if costs grow by 30% or more. NASA manages this reporting by linking it to agency policies and using a single standardized data tracking system to provide consistent information across all reports on project-managed costs, unfunded enhancements held by program offices, and other agency-managed costs.
The document discusses several GEF policies that were approved or updated during the GEF-6 period, including the GEF Programmatic Approach, Project Cancellation Policy, Co-financing Policy, Non-Grant Instrument Policy, Gender Mainstreaming Policy, and Public Involvement Policy. It provides details on the objectives and key aspects of each policy, such as establishing a program framework document and commitment deadline for the programmatic approach, the phased cancellation of projects that are delayed, and defining co-financing for GEF projects. It also describes the GEF-6 Non-Grant Instrument Pilot that aims to leverage private capital and test non-grant instruments for public sectors.
This document provides an overview of project implementation, financial management, and supervision. It discusses guiding principles, objectives, outcomes, roles and responsibilities of different parties. Key points include increasing understanding of implementation roles, maximizing project impact for rural poor, providing resources and guidance to support roles, and ensuring excellent fiduciary standards correlate with implementation progress and results. IFAD's supervision policies aim to strengthen dialogue, address priorities, create a learning loop between design and implementation, and enhance development effectiveness and impact.
Leadership Essentials: Delivering Your Local PlanPAS_Team
This document summarizes key aspects of producing an effective local plan according to the Planning Advisory Service (PAS). It outlines that PAS provides support to local authorities to improve planning services and respond to reforms. The document then discusses determining housing need and supply, including objectively assessed need, the 5-year land supply requirement, and the duty to cooperate with other authorities on strategic issues. It emphasizes the importance of having a deliverable plan to meet identified needs and determining viable housing sites and infrastructure needs.
Portfolio management and the ppbe process at the department of energy white p...p6academy
This document discusses using portfolio management tools to improve the Planning, Programming, Budgeting, and Evaluation (PPBE) process for the National Nuclear Security Administration (NNSA). It describes how NNSA implemented Primavera Portfolio Management (PPM) to better track budgets at lower levels and make more informed decisions. PPM allows NNSA to group work into portfolios based on scope, location, and appropriation. This provides transparency into total costs and helps justify budget requests to Congress. The new system addresses issues found in a government audit and recommendations to better account for infrastructure and production costs across the nuclear security enterprise.
Portfolio management and the ppbe process at the department of energy pptp6academy
This document discusses the implementation of portfolio management at the Department of Energy (DOE) and National Nuclear Security Administration (NNSA) to improve budget transparency and justification. It describes how the Planning, Programming, Budgeting, and Evaluation (PPBE) process was strengthened by developing a work breakdown structure and implementing a portfolio management system called the Objective Portfolio Planning and Management (OPPM) tool. The OPPM tool collects project data, allows for analysis of costs, dependencies and risks, and supports management reviews to provide full visibility and justification of budget requests. This enhanced transparency addresses prior Government Accountability Office findings about unknown total facility costs and unidentified stockpile services costs.
Public investment management (PIM) is needed to ensure projects are selected based on public benefit and implemented efficiently and effectively. PIM provides oversight of projects to make sure they align with national strategies and goals. It also requires thorough economic and financial studies of projects before selection to reduce risks and biases. The project implementation stage must be flexible to changes in plans while controlling costs and delays. A full project cycle includes idea development, pre-evaluation, evaluation, pre-execution, execution, and post-implementation evaluation to assess outcomes versus expectations and learn lessons to apply to future projects.
3_Logframe, problem and objectives, indicators, assumptionscsdialogue
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
This document discusses strengthening public investment management. It notes there are varying definitions of public investment across countries. There is renewed global attention on ensuring efficiency of public spending in light of fiscal stimulus plans and uncertain growth. However, increased government investment does not always translate to productive assets due to issues like project delays. Proper public investment management is complex due to factors such as localized benefits, multi-year timelines, and involvement of both public and private sectors. Reform requires a tailored strategy that strengthens key steps in the project cycle in a carefully sequenced manner, while balancing improved appraisal and implementation. The World Bank's agenda aims to provide analytics, tools, policy dialogue and operational assistance to support better public investment management.
This document provides a summary of the final report of an evaluation of the project "Capacity development at MoFTs at State and entity level for effective management of public investments PIP-DIP". The project aimed to improve public investment planning processes in Bosnia and Herzegovina by designing integrated planning and budgeting systems. The evaluation found that the project was well-designed and achieved many of its objectives. It strengthened links between planning and budgeting and trained stakeholders. However, fully aligning all public investments with development objectives was only partially achieved. More support is still needed, especially at lower government levels, to fully realize the goal of improved public finance management.
Best Practices for Capital Improvement ProgramsJon Barsanti Jr
This document provides an overview and analysis of Capital Improvement Programs (CIPs) from various organizations. It examines aspects of CIPs that promote internal consistency, including consistent formatting over time, alignment with comprehensive plans, and clear presentation of impacts. CIPs strive for consistency in their content and structure from year to year. They also aim to be internally comprehensive by balancing routine and non-routine expenditures as well as short and long-term costs. Effective CIPs clearly disseminate impact information through tables, graphs and maps to relay data to readers.
The PPBE process involves 4 concurrent and overlapping phases: Planning establishes long-term strategic priorities, Programming translates priorities into programs within budget constraints, Budgeting prices programs and develops the budget submission, and Execution monitors program spending. The process links strategic vision to resource allocation and ensures programs balance capabilities with available funds.
Framework for Analyzing Public Investment Managementicgfmconference
This document presents a framework for analyzing public investment management. It outlines eight core features that a well-functioning public investment system should have: 1) investment guidance and screening, 2) formal project appraisal, 3) independent review of appraisals, 4) project selection and budgeting, 5) project implementation, 6) project adjustment, 7) facility operation, and 8) ex-post evaluation. It then provides diagnostic indicators to assess where a country's actual public investment system performs well or poorly compared to the desirable features. The framework aims to inform reforms by identifying performance gaps between desired features and reality.
Presentation by Bikash Pandey, Deputy Chief of Party – USAID and the Director Clean Energy and Environment, Winrock International providing consultancy to Worldbank at a forum organized by Avanceon titled Financing Energy Optimization Projects with guaranteed IRR
This document outlines the Project Cycle Implementation Plan (PC-1) for the Southern Punjab Poverty Alleviation Project (SPPAP) funded by the International Fund for Agricultural Development (IFAD). The SPPAP aims to reduce poverty in four districts in Southern Punjab through vocational training, entrepreneurship programs, and other community initiatives. The PC-1 details the project location, objectives, implementation structure, management plan, budget, and metrics to monitor progress. Key aspects include job creation, skills development, increasing incomes, and mobilizing local communities and organizations to support poverty reduction efforts in the target regions.
CGIAR Site Integration: Site Integration Plans – next stepsCGIAR
This document provides an overview and suggested agenda for discussions on Site Integration plans at an upcoming Science Leaders meeting. Site Integration refers to coordinating CGIAR research activities at the country level. The document outlines progress made to date in developing Site Integration plans for 20 priority countries. It notes some challenges that have emerged, such as concerns about increased transaction costs and how to effectively engage partners. The suggested agenda includes sessions to collect experiences with challenges and opportunities, unpack the elements of site integration, and decide next steps. The background section provides context on the development of the Site Integration concept and process. Key messages from an assessment of the submitted Site Integration plans are also summarized.
Project Controls Technician Apprentice - Joining the puzzle together by "Shan...Project Controls Expo
Project Controls Technician Apprentice - Joining the puzzle together by Shane Forth - Director of PMO for Costain Natural Resources, UK
Anil Godhawale - Programme Director for Project Controls Institute, UK
Catherine Lambert - Product Development Manager for ECITB, UK at at Project Controls Expo 2017, Arsenal Stadium, London
Priority Based Budgeting - How to respond to Downturn and AusterityMalcolm Anthony
Priority Based Budgeting [PBB] is a robust, participative process that enables organisations to achieve a balanced financial plan, even in the most challenging environments.
PBB has been helping organisations achieve challenging financial and operational goals for over thirty years. Unsurprisingly it has seen a significant resurgence in interest and uptake since 2008 as organisations, around the world, have sought to manage the implications of downturn and fiscal austerity.
PBB teaches managers, at all levels in an organisation, to manage their own destiny and deliver change that they and their teams truly believe in. Change which also, collectively, results in the achievement of the organisations wider goals.
This document outlines the key components and objectives of a feasibility study for public-private partnership road and highway projects. It recommends that a "full" feasibility study be conducted for most PPP projects to identify and allocate risks, provide sufficient information for government and private partners, and minimize transaction costs. The key sections of a full PPP feasibility study include: a technical evaluation including demand forecasts and preliminary design; a socio-economic cost-benefit analysis; a financial analysis including financial modeling and identification of needed fiscal support; and a risk assessment and allocation. The feasibility study should culminate in a "PPP Business Case" that defines the project requirements and evaluates delivery options to identify the preferred public-private partnership structure.
The document discusses different types of meshes used in computational fluid dynamics (CFD) simulations. It explains that meshes are used to discretize spatial domains and store field variable values. Structured meshes include Cartesian, multi-block, and patched block grids, while unstructured meshes include Delaunay triangulations and advancing front methods. Various algorithms for generating meshes are also presented, such as inserting points sequentially or using grid-based, centroid-based, or advancing front approaches. Both benefits and challenges of different meshing methods are summarized.
This document provides an introduction to computational fluid dynamics (CFD). It discusses the history of fluid dynamics from antiquity to the modern development of CFD. Key figures who contributed to the field are highlighted, including Archimedes, Leonardo da Vinci, Isaac Newton, Daniel Bernoulli, and Osborne Reynolds. The document also describes how CFD works by setting up the mathematical model, creating the mesh, solving the equations numerically, and examining the results. Applications of CFD and its advantages are discussed.
This document provides an overview of project implementation, financial management, and supervision. It discusses guiding principles, objectives, outcomes, roles and responsibilities of different parties. Key points include increasing understanding of implementation roles, maximizing project impact for rural poor, providing resources and guidance to support roles, and ensuring excellent fiduciary standards correlate with implementation progress and results. IFAD's supervision policies aim to strengthen dialogue, address priorities, create a learning loop between design and implementation, and enhance development effectiveness and impact.
Leadership Essentials: Delivering Your Local PlanPAS_Team
This document summarizes key aspects of producing an effective local plan according to the Planning Advisory Service (PAS). It outlines that PAS provides support to local authorities to improve planning services and respond to reforms. The document then discusses determining housing need and supply, including objectively assessed need, the 5-year land supply requirement, and the duty to cooperate with other authorities on strategic issues. It emphasizes the importance of having a deliverable plan to meet identified needs and determining viable housing sites and infrastructure needs.
Portfolio management and the ppbe process at the department of energy white p...p6academy
This document discusses using portfolio management tools to improve the Planning, Programming, Budgeting, and Evaluation (PPBE) process for the National Nuclear Security Administration (NNSA). It describes how NNSA implemented Primavera Portfolio Management (PPM) to better track budgets at lower levels and make more informed decisions. PPM allows NNSA to group work into portfolios based on scope, location, and appropriation. This provides transparency into total costs and helps justify budget requests to Congress. The new system addresses issues found in a government audit and recommendations to better account for infrastructure and production costs across the nuclear security enterprise.
Portfolio management and the ppbe process at the department of energy pptp6academy
This document discusses the implementation of portfolio management at the Department of Energy (DOE) and National Nuclear Security Administration (NNSA) to improve budget transparency and justification. It describes how the Planning, Programming, Budgeting, and Evaluation (PPBE) process was strengthened by developing a work breakdown structure and implementing a portfolio management system called the Objective Portfolio Planning and Management (OPPM) tool. The OPPM tool collects project data, allows for analysis of costs, dependencies and risks, and supports management reviews to provide full visibility and justification of budget requests. This enhanced transparency addresses prior Government Accountability Office findings about unknown total facility costs and unidentified stockpile services costs.
Public investment management (PIM) is needed to ensure projects are selected based on public benefit and implemented efficiently and effectively. PIM provides oversight of projects to make sure they align with national strategies and goals. It also requires thorough economic and financial studies of projects before selection to reduce risks and biases. The project implementation stage must be flexible to changes in plans while controlling costs and delays. A full project cycle includes idea development, pre-evaluation, evaluation, pre-execution, execution, and post-implementation evaluation to assess outcomes versus expectations and learn lessons to apply to future projects.
3_Logframe, problem and objectives, indicators, assumptionscsdialogue
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
This document discusses strengthening public investment management. It notes there are varying definitions of public investment across countries. There is renewed global attention on ensuring efficiency of public spending in light of fiscal stimulus plans and uncertain growth. However, increased government investment does not always translate to productive assets due to issues like project delays. Proper public investment management is complex due to factors such as localized benefits, multi-year timelines, and involvement of both public and private sectors. Reform requires a tailored strategy that strengthens key steps in the project cycle in a carefully sequenced manner, while balancing improved appraisal and implementation. The World Bank's agenda aims to provide analytics, tools, policy dialogue and operational assistance to support better public investment management.
This document provides a summary of the final report of an evaluation of the project "Capacity development at MoFTs at State and entity level for effective management of public investments PIP-DIP". The project aimed to improve public investment planning processes in Bosnia and Herzegovina by designing integrated planning and budgeting systems. The evaluation found that the project was well-designed and achieved many of its objectives. It strengthened links between planning and budgeting and trained stakeholders. However, fully aligning all public investments with development objectives was only partially achieved. More support is still needed, especially at lower government levels, to fully realize the goal of improved public finance management.
Best Practices for Capital Improvement ProgramsJon Barsanti Jr
This document provides an overview and analysis of Capital Improvement Programs (CIPs) from various organizations. It examines aspects of CIPs that promote internal consistency, including consistent formatting over time, alignment with comprehensive plans, and clear presentation of impacts. CIPs strive for consistency in their content and structure from year to year. They also aim to be internally comprehensive by balancing routine and non-routine expenditures as well as short and long-term costs. Effective CIPs clearly disseminate impact information through tables, graphs and maps to relay data to readers.
The PPBE process involves 4 concurrent and overlapping phases: Planning establishes long-term strategic priorities, Programming translates priorities into programs within budget constraints, Budgeting prices programs and develops the budget submission, and Execution monitors program spending. The process links strategic vision to resource allocation and ensures programs balance capabilities with available funds.
Framework for Analyzing Public Investment Managementicgfmconference
This document presents a framework for analyzing public investment management. It outlines eight core features that a well-functioning public investment system should have: 1) investment guidance and screening, 2) formal project appraisal, 3) independent review of appraisals, 4) project selection and budgeting, 5) project implementation, 6) project adjustment, 7) facility operation, and 8) ex-post evaluation. It then provides diagnostic indicators to assess where a country's actual public investment system performs well or poorly compared to the desirable features. The framework aims to inform reforms by identifying performance gaps between desired features and reality.
Presentation by Bikash Pandey, Deputy Chief of Party – USAID and the Director Clean Energy and Environment, Winrock International providing consultancy to Worldbank at a forum organized by Avanceon titled Financing Energy Optimization Projects with guaranteed IRR
This document outlines the Project Cycle Implementation Plan (PC-1) for the Southern Punjab Poverty Alleviation Project (SPPAP) funded by the International Fund for Agricultural Development (IFAD). The SPPAP aims to reduce poverty in four districts in Southern Punjab through vocational training, entrepreneurship programs, and other community initiatives. The PC-1 details the project location, objectives, implementation structure, management plan, budget, and metrics to monitor progress. Key aspects include job creation, skills development, increasing incomes, and mobilizing local communities and organizations to support poverty reduction efforts in the target regions.
CGIAR Site Integration: Site Integration Plans – next stepsCGIAR
This document provides an overview and suggested agenda for discussions on Site Integration plans at an upcoming Science Leaders meeting. Site Integration refers to coordinating CGIAR research activities at the country level. The document outlines progress made to date in developing Site Integration plans for 20 priority countries. It notes some challenges that have emerged, such as concerns about increased transaction costs and how to effectively engage partners. The suggested agenda includes sessions to collect experiences with challenges and opportunities, unpack the elements of site integration, and decide next steps. The background section provides context on the development of the Site Integration concept and process. Key messages from an assessment of the submitted Site Integration plans are also summarized.
Project Controls Technician Apprentice - Joining the puzzle together by "Shan...Project Controls Expo
Project Controls Technician Apprentice - Joining the puzzle together by Shane Forth - Director of PMO for Costain Natural Resources, UK
Anil Godhawale - Programme Director for Project Controls Institute, UK
Catherine Lambert - Product Development Manager for ECITB, UK at at Project Controls Expo 2017, Arsenal Stadium, London
Priority Based Budgeting - How to respond to Downturn and AusterityMalcolm Anthony
Priority Based Budgeting [PBB] is a robust, participative process that enables organisations to achieve a balanced financial plan, even in the most challenging environments.
PBB has been helping organisations achieve challenging financial and operational goals for over thirty years. Unsurprisingly it has seen a significant resurgence in interest and uptake since 2008 as organisations, around the world, have sought to manage the implications of downturn and fiscal austerity.
PBB teaches managers, at all levels in an organisation, to manage their own destiny and deliver change that they and their teams truly believe in. Change which also, collectively, results in the achievement of the organisations wider goals.
This document outlines the key components and objectives of a feasibility study for public-private partnership road and highway projects. It recommends that a "full" feasibility study be conducted for most PPP projects to identify and allocate risks, provide sufficient information for government and private partners, and minimize transaction costs. The key sections of a full PPP feasibility study include: a technical evaluation including demand forecasts and preliminary design; a socio-economic cost-benefit analysis; a financial analysis including financial modeling and identification of needed fiscal support; and a risk assessment and allocation. The feasibility study should culminate in a "PPP Business Case" that defines the project requirements and evaluates delivery options to identify the preferred public-private partnership structure.
The document discusses different types of meshes used in computational fluid dynamics (CFD) simulations. It explains that meshes are used to discretize spatial domains and store field variable values. Structured meshes include Cartesian, multi-block, and patched block grids, while unstructured meshes include Delaunay triangulations and advancing front methods. Various algorithms for generating meshes are also presented, such as inserting points sequentially or using grid-based, centroid-based, or advancing front approaches. Both benefits and challenges of different meshing methods are summarized.
This document provides an introduction to computational fluid dynamics (CFD). It discusses the history of fluid dynamics from antiquity to the modern development of CFD. Key figures who contributed to the field are highlighted, including Archimedes, Leonardo da Vinci, Isaac Newton, Daniel Bernoulli, and Osborne Reynolds. The document also describes how CFD works by setting up the mathematical model, creating the mesh, solving the equations numerically, and examining the results. Applications of CFD and its advantages are discussed.
Halloween was first celebrated in France in the 1980s only within English communities, but it didn't become widely known until the early 1990s. In 1992, a costume company marketed Halloween products in France, but 1997 was when major American companies used Halloween in their French advertising campaigns, helping popularize the holiday. While young people in France celebrate Halloween with costume parties, the traditions differ from other countries by featuring more scary costumes instead of princess or superhero costumes. However, Halloween remains controversial in France as it distracts from traditional November celebrations honoring the dead.
This document discusses introducing a new line of derivative street products including longboards, inliners, snakeboards, and wheelchairs. It considers longboards, inliners, snakeboards, and wheelchairs as potential products to include in a new derivative street product line. The document lists and separates longboards, inliners, snakeboards, and wheelchairs as potential products under consideration for the new derivative street product line.
The Pylon Design Competition shortlisted designs. An exhibition featuring models of the designs runs until the 5 October 2011 at the V&A museum, London.
This document lists 4 company names: Flower Tower, Gustafson Porter, Atelia One, and Pfisterer. No other context or details are provided about these companies in the short list.
A young princess spends time with her favorite aunt in the year 2009. They enjoy each other's company and the aunt is clearly very special to the princess based on her being described as the princess's favorite relative. The short story seems to depict a heartwarming moment between the two characters.
Halloween was first celebrated in France in the 1980s only within English communities, but it didn't become widely known until the early 1990s. In 1992, a costume company marketed products to establish Halloween in France, but 1997 saw major marketing campaigns from American companies like Disney, Coca-Cola, and McDonald's that helped popularize the holiday. While young people in France celebrate Halloween with costume parties, the traditions remain more focused on "scary" costumes rather than themes popular in the US and UK. However, Halloween in France is also controversial as it distracts from traditional French observances in late October and early November that honor the dead in cemeteries and religious services.
Exergy Private Ltd is an energy consortium that provides solar infrastructure services including designing, installing, and maintaining solar rooftop systems. The company has a highly qualified team of IIT and IIM alumni working across 4 offices in India with expertise in technology, environment, finance, policy, and law. Exergy has a portfolio of solar projects totaling over 100 MW and provides turnkey engineering, procurement, and construction services for solar projects.
The economic dimension of the Olympic Games depends on factors like the host city's motivation and development level. Hosting the Games can be expensive if it requires significant infrastructure investment, but can also be cheap if costs are limited to organization. While initial costs are high, there are potential long-term benefits like enhanced international image, increased tourism, and economic growth. Recent Olympic Games have had large budgets in the billions but have also generated substantial revenues from sponsorships and television rights to help offset costs. The economic impacts of the Games can be felt both locally within the host city and globally through extensive media coverage.
The Government will publish the draft EMR Delivery Plan in July 2013. This sets out the Government’s proposed draft strike prices for renewable projects and the plans for a capacity market. Everyone with an interest will have the opportunity to respond to the consultation before final strike prices are set at the end of the year.
In preparation for this DECC has produced an explanation of the methodology underlying the analysis being undertaken to help inform Ministers’ decisions on strike prices.
The explanation is designed to help prepare stakeholders for the consultation in July 2013, enabling them to better understand and respond to the content.
The consultation events held during the summer 2013 will be interactive sessions, during which there will be ample opportunity to raise any queries which these slides may generate.
How sensory marketing in print can improve the effectiveness of off-line and ...Ulbe Jelluma
This presentation demonstrates the benefits of triggering multiple senses in advertising. It shows examples and a case proving the point that when triggering multiple senses effectiveness increases with 30+ %. The increased effectiveness of off-line also impacts the online effectiveness positively.
Totem is a new project by New Town Studios to design and build a structure workshop. New Town Studios will design and construct a building to be used as a workshop for creating structures. The workshop will provide space and tools for designing and building various structures.
This document provides information on three entities: Silhouette, Ian Ritchie Architects, and Jane Wernick Associates. Silhouette appears to be a design or product, while Ian Ritchie Architects and Jane Wernick Associates are architectural firms.
The presentation gives glances of the importance of CFD analysis in engineering design with an illustration/ case study. For more details, follow the webinar "Role of CFD in Engineering Design" on https://www.learncax.com/knowledge-base/blog/by-author/ganesh-visavale
This document summarizes CFD capabilities in Altair's HyperWorks suite. It discusses pre-processing tools like HyperMesh and AcuConsole for grid generation. It outlines CFD solvers like AcuSolve and Radioss. It also reviews post-processing tools like AcuFieldView and HyperView. Upcoming enhancements in the next release include surface remeshing within refinement boxes, defining separate solid and fluid volumes, and simplified boundary selection.
The document discusses the UK government's plans to replace Renewable Obligation Certificates (ROCs) with Contracts for Difference (CfDs) as the main policy mechanism for supporting renewable energy projects. CfDs are 15-year contracts that pay generators the difference between the market price of electricity and a guaranteed strike price. The document outlines eligibility requirements for CfDs and the allocation process, including indicative budgets, application deadlines, and obligations for projects before commissioning. CfDs are intended to provide long-term price stability for renewable projects while allowing generators flexibility in their power purchase agreements.
The document summarizes key discussions from a climate change expert group meeting on developing common reporting tables for greenhouse gas inventories and ensuring a sustainable COVID-19 economic recovery. Some of the main points discussed include: using the existing reporting framework as a starting point but ensuring all countries can engage; developing the reporting tables and software together; allowing flexibility in reporting for developing countries; and monitoring economic recovery plans to support measures that meet both short-term economic and long-term climate and sustainability goals.
Refit rules guidelines license & Power Purchase AgreementJerry Sakala
The Energy Regulation Board (ERB), with the support of the USAID Trade Hub Southern Africa (SATH) has developed the draft Renewable Energy Feed in Tariffs (REFiT) Regulatory Framework. The REFiT Regulatory Framework was developed in line with REFiT Policy of 2015 developed by the Ministry of Mines Energy and Water Development. The REFiT regulatory framework was presented to stakeholders on Tuesday 22nd September 2015.
The REFiT Regulatory framework outlines the following:
REFiT Indicative Tariffs for solar projects;
Rules and Guidelines for RE projects to be implemented under the REFiT Policy of 2015; and
Guidelines for REFiT Power Purchase Agreements, and application procedures for project developers.
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This document provides a structured methodology for developing projects from initial idea through construction and commissioning. It outlines 7 phases: feasibility study, concept definition, funds & permits, tendering, construction, commissioning, and operations. For each phase it lists the key disciplines involved (e.g. engineering, permitting, finance), activities to be completed, and expected deliverables. The methodology is intended to help develop projects in the $25-250 million range, with a focus on industrial facilities like tank terminals. It aims to provide realistic plans, budgets, and accelerate decision making through a systematic multi-disciplinary approach.
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The Energy Regulation Board (ERB), with the support of the USAID Trade Hub Southern Africa (SATH) has developed the draft Renewable Energy Feed in Tariffs (REFiT) Regulatory Framework. The REFiT Regulatory Framework was developed in line with REFiT Policy of 2015 developed by the Ministry of Mines Energy and Water Development. The REFiT regulatory framework was presented to stakeholders on Tuesday 22nd September 2015.
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Common timeframes for Nationally Determined Contributions (NDCs) under the Paris Agreement are important to ensure its architecture functions properly and ambition is regularly ramped up. Two main options are 5-year and 10-year timeframes. While 10 years allows more time for consultation and adjustment, it risks locking in low ambition and widening the lag between communication and implementation. A 5-year timeframe aligned with the Agreement's periodic elements like the Global Stocktake is preferable as parties build capacity and reference long-term strategies to streamline the NDC process over time. The focus should be delivering the Agreement's goals rather than past practices.
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Similar to Decc discussion slides investor simulation workshop breakout_offshore_v 1 0 (20)
1. Mapping the developer and CfD
lifecycles
Breakout session:
Offshore wind
21 May 2013
DRAFT – This should not be taken to represent DECC Policy
2. Agenda for the breakout session
2
DRAFT – This should not be taken to represent DECC Policy
Time Topic
Indicative time
available
10:55am Introduction 10 minutes
Developer lifecycle by
technology
30 minutes
Pre-development 15 minutes
Development 15 minutes
Financing 15 minutes
Construction and
Commissioning
15 minutes
12:40pm Collate feedback 15 minutes
3. Agenda
3
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
4. Introduction
4
• Recap objectives for this session:
1. To understand the developer lifecycle for different low carbon technologies,
2. To explain the current CfD policy position across the developer lifecycle, as
well as present some additional options for discussion,
3. To take on board views on the degree to which the CfD policy logically
maps with the developer lifecycle for different low carbon technologies
• At the end of the session we will collate views and then feedback to
the wider group
DRAFT – This should not be taken to represent DECC Policy
5. Key CfD issues to be covered across the
developer lifecycle
5
Pre-
development
Development Financing
Construction
and
commissioning
• CfD strike price
visibility
• CfD allocation
budget
• Statement of how
much allocation
budget remains
• Conditions
Precedent for CfD
payment start
• TCW and LSD
• Force majeure and
other exceptions
• Substantial financial
commitment (SFC)
• Contractual
obligations, and
consequences
• CfD eligibility
process
• Allocation
mechanisms
• Constrained
allocation process
DRAFT – This should not be taken to represent DECC Policy
6. Agenda
6
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
7. Comparing DECC and Roadmap lifecycle assumptions
Offshore wind
DRAFT – This should not be taken to represent DECC Policy
5-6 years 3 years
Pre-development ConstructionSource: DECC (2012)
Source: Renewable Roadmap
8. Spend profile:
Offshore wind
8
DRAFT – This should not be taken to represent DECC Policy
Note: Grid and other infrastructure costs assumed to be part of pre-development
Pre-development Construction
Overall, does our
assumed spend
profile look accurate
for your technology?
If not, why not?
Assumed incremental spend 0.5% 0.9% 1.4% 1.8% 2.3% 2.3% 13.7% 31.9% 45.5%
Assumed cumulative spend 0.5% 1.4% 2.7% 4.5% 6.8% 9.0% 22.7% 54.5% 100.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Assumed incremental spend
Assumed cumulative spend
9. Agenda
9
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
10. CfD strike price visibility
10
CfD strike price visibility
• NG will provide analysis to inform the Government’s CfD strike price decisions in the Delivery Plan
• At the time of CfD allocation, strike prices are locked in for the year of commissioning
• Strike price setting for the second Delivery Plan may involve some competitive elements
DRAFT – This should not be taken to represent DECC Policy
11. CfD budget allocation
11
CfD budget availability by technology
• The LCF will increase to £7.6b in 2020 (real 2012 terms)
• This covers the costs of the CfD as well as existing policies (including the RO, small-scale FiT and the
Warm Home Discount)
• Ahead of allocation commencing, developers can expect to know the annual CfD budget as well as any
constraints applying to their technology
• Set by DECC, managed by NG
• Single budget ‘pot’ for all renewable
technologies
• Potential minimum/maximum
constraints for individual
technologies (e.g. maximum for
technologies deemed capable of
ramping up deployment
quickly, such as solar and biomass
conversions)
• Strike prices remain the main driver
of investment by technology
CfD allocation
budget for
renewables
(non-FID)
DRAFT – This should not be taken to represent DECC Policy
CfD allocation budget by technology
Wider LCF
(managed by
DECC)
12. Forecasting budget headroom
12
CfD budget headroom forecast
• The CfD allocation budget constraint will apply on an annual basis, subject to the total period budget
• The SO will be responsible for publishing CfD budget updates throughout the year:
Taking into account the changing value of existing contracts
Could be real-time available data if CfDs are allocated on a First Come First served (FCFS) basis
• Any underspends in a given year will be available in the following year’s CfD budget
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2020/212019/20
CfD Budget by
year between
2014/15 and
2020/21
CfD budget will be allocated
on a forward-looking basis for
the anticipated
commissioning year
DRAFT – This should not be taken to represent DECC Policy
13. Questions for consideration
13
• How often should NG provide information on CfD budget availability?
How should the information be provided and how often should the assumptions be
consulted on?
How should progress against any technology-specific CfD budget constraints be
communicated?
• Is there sufficient visibility of CfD strike prices?
When do developers need to know DECC’s decision on whether administrative pricing will
continue beyond 2020?
How will developers deal with a situation in which later phases are forecast to occur
outside the window of CfD strike price visibility (e.g. offshore wind)?
DRAFT – This should not be taken to represent DECC Policy
14. Agenda
14
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
15. Applying for a CfD
15
Eligibility criteria Requirement
Eligible technology? Detail of the type of generation intended to be built (with appropriate
confirmation that it will be a form of generation eligible for the CfD).
Eligible company? Company registration and VAT number.
Planning permission? Copy of the planning permission decision note, as given by a competent authority
(SoS or Council Planning). Can be subject to conditions.
Grid connection? Copy of a grid connection acceptance letter which has been signed by both
National Grid (or DNO if applicable) and the developer.
Target commissioning date? Grid connection acceptance letter must include a connection date no later than
Target Commissioning Date (TCD)
Intended generation capacity? Details on the intended MW size of the of the project
CfD application process
• Developers will be assessed by the SO against eligibility criteria at the time of applying for a CfD
• Two key requirements: signed grid connection offer, and planning permission
• Although there may be additional requirements for certain technologies such as biomass conversion
• Period between CfD allocation and Target Commissioning Date (TCD) will be left to developers, but is
constrained by visibility of strike prices or competitive process
DRAFT – This should not be taken to represent DECC Policy
16. CfD allocation mechanisms
16
CfD allocation
• We have committed to a period of First-Come-First Served (FCFS), to avoid unnecessary costs
and constraints on development timings
• Once a pre-defined threshold is passed, allocation rounds will commence and then remain in
place (on either an unconstrained or constrained basis)
First-Come-First-Served
Applications submitted when
developer chooses, and considered
in order of receipt
Unconstrained Allocation Rounds
Application window, within which
all applications are assessed
equally, but no expectation of
rationing
Constrained Allocation Rounds
Application window, within which
all applications are assessed
equally, but with an expectation of
rationing
DRAFT – This should not be taken to represent DECC Policy
17. Application of triggers
17
Application of triggers to move from FCFS to allocation rounds
What level should the trigger be set at?
Our current working assumption is that the trigger will be set at a conservative level
This would imply circa 40% - 60% allocated through FCFS
An additional trigger may apply for the move to constrained allocation rounds (see next slide)
How should progress towards the trigger be calculated?
Our current working assumption is that the trigger would be met when actual applications
show a specified percentage of the CfD Budget has been allocated
Can allocation return to FCFS once a trigger has been activated (e.g. if electricity prices increase)?
No, moving through the various allocation mechanisms will be a ‘one-way street’
DRAFT – This should not be taken to represent DECC Policy
18. Constrained allocation
18
Constrained allocation windows
• Once a significant portion of the CfD allocation budget has been committed and DECC is a long way
towards achieving its targets, more projects may come forward in a particular round than can be
supported
• In such situations CfDs may need to be rationed through constrained allocation windows
• The rules for rationing must be defined upfront to enable visibility for developers
• Developers will need to submit additional information ahead of a constrained allocation window
• Two rationing options are currently being considered: price-based and discount-based
Rationing option Description Advantages Disadvantages
Price-based Stack projects by the price they
would be willing to accept
Least cost overall
deployment
Reduced diversity
of generation
Discount-based Stack projects by the % discount
on the relevant strike price that
they would be prepared to offer
Allows for least cost
projects by
technology,
enabling diversity
May result in
greater cost of
deployment
overall
DRAFT – This should not be taken to represent DECC Policy
19. Questions for consideration
19
• Are the suggested eligibility criteria appropriate? Are there any additional criteria you would
recommend?
• What conditions could be applied alongside ‘planning permission’?
For example, how to determine whether the condition detracts from readiness (i.e. radar / MOD)?
Should environmental consents also be required at this stage?
What flexibility could be applied in cases where permission is classed as ‘pre-approval’?
Are separate planning consents required for generation and grid?
• What type of contingencies may be contained in the grid offer?
Does the grid offer need to be firm for all phases of the project?
How should interdependencies and conditionality in offers be taken into account in the CfD application
process?
• How often should allocation windows take place? Is twice annually often enough?
• In the context of allocation under constraint, would you prefer projects to offer the price they would
be prepared to accept via sealed bid process or via a descending clock auction process?
DRAFT – This should not be taken to represent DECC Policy
20. Agenda
20
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
21. Substantial Financial
Commitment [1]
21
Reaching the SFC milestone
• Within 1 year of signing the CfD, the developer must demonstrate to the Counterparty Body
(CpB) that it has made a Substantial Financial Commitment (SFC)
• Failure to meet the SFC within the prescribed timeframe after CfD allocation will constitute an
early termination event in favour of the CpB
No termination payment shall be due by either party
The generator can reapply for a later CfD
• The evidence required to demonstrate SFC may differ according to the financing structure of the
project in question, for example:
Project
Finance
• ‘Financial Close’
• Evidence required: Firm contractual commitment to undertake
expenditure (i.e. with equivalent milestone or termination
payments if the commitment is breached)
Balance
Sheet
• Actual or approved Board expenditure
• Evidence required: Invoices or Directors’ certificate for
expenditure
DRAFT – This should not be taken to represent DECC Policy
22. Substantial Financial
Commitment [2]
22
Minimum spend threshold
• SFC will be defined according to a minimum spend threshold, which is yet to be
determined
• The SFC milestone is intended to represent ‘the point of no return’ for a project
After this point, either construction proceeds or the developer will have incurred significant
unrecouped costs
• We recognise that the minimum spend threshold may differ by technology, for
example depending on:
Capex profile pre-commissioning
Extent of development costs as a proportion of total spend
DRAFT – This should not be taken to represent DECC Policy
23. Questions for consideration
• What does Substantial Financial Commitment (SFC) mean for different investors?
Project finance?
Balance sheet financed?
• What do you regard as the best means of providing evidence of SFC?
• What minimum spend threshold is appropriate by technology?
How can we relate this to the spend profiles by technology?
• How should phased projects be treated?
For example, if separate CfDs are allocated to individual phases, but financing of the
whole project is completed upfront
23
DRAFT – This should not be taken to represent DECC Policy
24. Agenda
24
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
25. Payment start date
25
Conditions Precedent
• Eligibility for CfD payment can commence once the Conditions Precedent are satisfied
• Actual payments then commence on the basis of eligible metered output (MWh)
Condition Requirement
Passed eligibility test? Evidence of compliance with the published eligibility criteria at the time of CfD
allocation
Planning permission
remains valid?
Copy of the detailed planning permission and confirmation that it has not lapsed,
expired or been terminated, revoked or withdrawn and any conditions have been so
satisfied
Authorisations obtained? Copies of all required licenses, accreditations, permits, consents etc required to
operate the facility
Grid Code compliant? Confirmation from SO that Grid Code Compliance process has been satisfied (or from
DNO – Distribution Code) – includes commissioning acceptance tests
Settlement ready? Confirmation from the Settlement Agent that it has received information it requires to
undertake settlement (includes metering) – includes collateral
Installed generation
capacity?
Confirmation from generator that installed capacity is not less than a pre-specified
[85%] of the adjusted contracted quantity
DRAFT – This should not be taken to represent DECC Policy
26. Building to schedule [1]
26
Target Commissioning Window (TCW) and Long-Stop Date (LSD)
• Generator will receive full duration of CfD support if the Conditions Precedent are met within the TCW
• Clock starts ticking once outside the TCW
• CfD is terminated if the Conditions Precedent are not met by the Long-Stop Date
CfD
grant
Evidence of Substantive
Financial Commitment:
Obligation to demonstrate
financial commitment by reaching
financial investment decision, or
reaching a minimum spend
Target Commissioning
Window:
Window within which the developer
must commission the generator to
secure full support of the CfD.
Long-Stop
Date
Target Commissioning
Date
The CfD is terminated
if construction
surpasses a specified
long-stop date
15 year right to payment
automatically begins at
end of TCW
DRAFT – This should not be taken to represent DECC Policy
27. Building to schedule [2]
27
Indicative TCW and LSD, by technology
• We would like to explore some indicative timeframes by technology:
Technology TCD TCW
LSD
(following end
of TCW)
Biomass conversion
Specified by
developer
1-2 years 6-18 months
Onshore wind 6-12 months 6-18 months
Offshore wind 1-3 years 1-3 years
Solar PV 6-12 months 6-18 months
DRAFT – This should not be taken to represent DECC Policy
28. Capacity delivered
28
• As explained, we are currently exploring the potential to allow a limited
degree of flexibility on the contract quantity
• We would like to test this thinking for different technologies
DRAFT – This should not be taken to represent DECC Policy
CfD
grant
Evidence
of SFC TCW
CfD may be terminated if capacity
delivered is below a pre-defined
threshold (e.g. 85%).
Potential strike price reduction for
under-delivery (e.g. between 95 and
85% of adjusted capacity), s.t. FM
Initial
Application:
100%
Obligation to deliver:
100-95% (of adjusted
capacity)
Can
Adjust:
100-95%
Delivered
capacity
(before strike
price reductions)
29. Force majeure and other
exceptions
29
Exceptional circumstances affecting build timeframes
• The Long Stop Date may only be extended in limited circumstances:
1) The generator is affected by a Force Majeure event, or
2) Grid connection works are not delivered on time (except if due to the fault or negligence of
the generator)
• Force Majeure: “any event or circumstance that is beyond the reasonable control of
the generator which could not reasonably have been avoided or overcome and which
is not due to the fault or negligence of the generator or its contractors, sub-
contractors or agents.”
• Is bad weather covered?
Current thinking is that extreme one-off weather events would be covered (e.g. a
hurricane), but a rainy summer would not be covered (i.e. this would be picked up by the
TCW)
DRAFT – This should not be taken to represent DECC Policy
30. Questions for consideration
30
• Do the suggested TCWs and LSDs look acceptable for each technology?
• Do you agree with our proposed approach to enabling flexibility in the delivered capacity at the
time of SFC as well as commissioning?
• What feasible scenarios could be envisaged in which delivered capacity is less than contracted?
• Force majeure and other exceptions:
How should weather-related risks to commissioning be captured?
Are there any other events that should be considered as exceptional warranting an extension to the
LSD?
• As a whole, does the suggested approach mitigate developer / investor risk?
• If there are other risks you feel should be covered in this approach, please explain why would
Government or the consumer be best placed to bear or manage them?
DRAFT – This should not be taken to represent DECC Policy
31. Agenda
31
1. Introduction and session organisation
2. Development lifecycle by technology
3. Pre-development
4. Development
5. Financing
6. Construction and Commissioning
7. Collate feedback
DRAFT – This should not be taken to represent DECC Policy
33. Timing assumptions
33
DRAFT – This should not be taken to represent DECC Policy
Technology Pre-development
Period (years)
Construction
Period (years)
Biomass Conversion 2 1
Offshore wind (~1000 MW) 5-6 3
Onshore wind and solar (10-15 MW) 4 2
Onshore >5 MW 4 2
Marine (~20 MW)* 5-6 3
Pre-development and construction timings per technology
(Annex 1, DECC , Electricity Generation Cost, Oct 2012)
*In the absence of specific information, we have assumed that marine and tidal will have similar timelines to offshore wind
34. Capital cost breakdown across Pre-development
and Construction phases
34
Capital cost item Onshore
wind >5MW
Offshore
wind
Dedicated
Biomass
Biomass
Conversion
Marine*
Pre-development 3% 2% 1% 3% 2%
Construction 87% 91% 95% 68% 91%
Grid costs 5% 2% 2% 0% 2%
Other infrastructure 5% 5% 2% 29% 5%
Source: DECC/ARUP, Review of the generation costs and deployment potential of renewable electricity technologies in the UK, Oct 2011)
DRAFT – This should not be taken to represent DECC Policy
• Pre-development costs include: public enquiries, licensing, radar mitigation, design
consultancy and habitat enforcement measures
• We have assumed that ‘Grid Costs’ includes the cost of use commitment payments –
securities and liabilities
*In the absence of specific information, we have assumed that marine and tidal will have similar timelines to offshore wind
35. Drawn-down profile assumptions
35
# of Pre-
development
years
Yr1 Yr2 Yr3 Yr4 Yr5 Yr6
1 100.00%
2 50.00% 50.00%
3 15.00% 35.00% 50.00%
4 5.00% 10.00% 35.00% 50.00%
5 5.00% 10.00% 20.00% 30.00% 35.00%
6 5.00% 10.00% 15.00% 20.00% 25.00% 25.00%
Draw-down profile – Pre-development
(Baringa starting assumptions – to be discussed)
# of
Construction
years
Yr1 Yr2 Yr3 Yr4 Yr5 Yr6
1 100.00%
2 50.00% 50.00%
3 15.00% 35.00% 50.00%
4 5.00% 10.00% 35.00% 50.00%
5 5.00% 10.00% 20.00% 30.00% 35.00%
6 5.00% 10.00% 15.00% 20.00% 25.00% 25.00%
Draw-down profile - Construction
(Baringa starting assumptions – to be discussed)
We recognise that
these profiles may
vary significantly
by technology.
DRAFT – This should not be taken to represent DECC Policy