In a very general terms, when one gets involved in planning it is strongly recommended to consult the theoretical background to the topic and its integration with strategic evaluation. As an initial and philosophical reading one may choose Nigel Taylor’s article Planning theory and the philosophy of planning (Taylor, 1980) where the author provides an overview and explanation of the relationship between values and facts and the logical distinction that can be made (and thus between ethics and knowledge). The sections on Ethics and Planning, and Knowledge and Planning, clearly explain the reasoning necessary when making strategic choices related to development plans.

2.1.1 Key parties involved

The evolution towards a more comprehensive approach to electricity system planning emerged from a broader recognition of the need to identify the broad social responsibility of the power sector. The concept of social responsibility covers a number of issues ranging from local employment to rational exploitation of national resources. It implies a comprehensive analysis of natural resource requirements and social, health and environmental impacts arising at all steps of the energy chains constituting the electricity generation system (IAEA, 2000).

Integration of the power system analysis and planning process within the social and economic context can be considered as a shift from minimising costs (i. e. direct cost of electricity production) to maximising effectiveness. The concept of maximising effectiveness should be understood, in a broad sense, as an attempt to find solutions optimised from the view point of society as a whole. In this context, the planning process is aimed at seeking the preferred supply and demand side options and the strategies for solving present problems in the power sector (e. g. supply shortages, high costs with unclear externalities, non-compliance with environmental policy goals and regulations). This, at the same time as addressing various objectives of the electricity utilities, integrates the various actors in the energy and other economic sectors and, more generally, all interested and affected parties (IAPs) (IAEA, 1999; IAEA, 2000).

This shift in emphasis requires a comprehensive consideration of the overall objectives underlying the development of the power sector and of the parameters (attributes), data and assumptions that have to be taken into account in analysing alternative technologies for electricity production, and the electricity system as a whole. In particular, the power sector has to be analysed as one part within the overall economic and social context (URS, 2010).

In recent years, the traditional utility oriented decision making process has changed to involve a larger number of actors. Figure 1 shows a schematic diagram of the respective roles and responsibilities of the three main groups of actors involved in the overall planning, assessment and decision-making process. Decision makers have the key responsibility for identifying the problems needing solution and for choosing from among the possible solutions derived by decision support studies, according to their own values and priorities, as well as the political and social context. Interested and affected parties have an important
role to play in the overall process, and their viewpoints and concerns have to be recognised and taken into account, insofar as is feasible, at each step, starting at the very beginning. The role of electricity analysts/planners is to formulate the decision maker’s problems in an analytical framework and to derive alternative possible solutions, taking into account relevant constraints (e. g. emission limits, public health goals, land-use interests) imposed by regulators and concerns expressed by IAPs (IAEA, 2000).

DECISION MAKERS

Take decisions based on analysts’ results, IAPs views and other criteria

ANALYSTS/PLANNERS

Evaluate alternatives and provide
factual basis for decisions

Fig. 1. Schematic diagram of interactions in the decision making process (IAEA, 2000)