In our April newsletter we shared the four core goals of our developing Business Plan for the next 5 years to 2030 and asked for any questions and feedback on these. Our Managing Director Pete Capener responds to what you’ve sent to us.
How does the way BWCE deliver its projects differ from how the private sector deliver theirs?
Ultimately, renewable energy projects and home energy efficiency improvements will reduce the same amount of carbon emissions, whoever delivers them. However, our not for profit community delivery model prioritises community benefit rather than profits to shareholders, whilst still offering a fair, capped interest rate on investment to members.
This delivery model offers some distinct advantages:
- By owning renewable energy assets through a not for profit Community Benefit Society with an asset lock which ‘bakes in’ community benefit, including the recycling of surplus funds to community action on carbon reduction and fuel poverty (111 projects to date), we can generate higher levels of support for local renewable energy projects than would otherwise be the case
- Significant community engagement and consultation, together with improvements in biodiversity, community amenities and access for local residents are at the core of how we develop renewable projects, and not just a ‘box ticking exercise’. Building good relations and trust helps build a sense community ownership, equally as important as formal ownership structures.
- And if we can find a way to sell local power to local people at reduced cost, as we are currently trialling, then we can offer a whole end to end service embedded in local communities that could increase support even further. As well as bolstering our ability to contribute to a just transition away from fossil fuels.
- By building collective approaches to delivering home energy assessments and support for home energy efficiency improvements, and by offering a local service delivered by local people, alongside supplying local renewable energy, we believe we can reach more people and build greater confidence in, and commitment to reducing home energy demand.
- Membership surveys suggest that becoming a member of BWCE and investing in renewable energy projects significantly increases the likelihood that people then talk to friends. family, neighbours and colleagues about community energy and climate change, as well as taking more steps to reduce carbon emissions in other parts of their lives.
- As a Community Benefit Society with democratic governance, based around one member one vote regardless of levels of shareholding, all members have an equal say in the running of the Society, fostering a sense of fairness and equality and increasing participation.
Who are the key partners for BWCE over the next five years and how should partnerships be structured to deliver the best outcomes?
Whilst the community energy delivery model offers many distinct benefits, we cannot operate without the support and active participation of partners across public, private and voluntary sectors.
Our partners in the public sector, including Bath & North East Somerset Council, Wiltshire Council and the West of England Mayoral Combined Authority are playing a crucial delivery role through leadership, funding, support, awareness raising and the ability to bring together key stakeholders. Bath & North East Somerset Council in particular have been core to our success since signing a cooperation agreement back in 2011 by providing direct support and assistance to help us set up our first projects, through to more recent partnerships around Green Open Homes, Green Heritage Homes and the BANES Community Energy Network.
Private sector partners have been essential, with close working relationships with finance providers, installers, contractors, consultants, service and equipment suppliers and commercial renewable energy developers bringing specialist skills and experience, capacity, market insight and deep knowledge that we could not replicate.
Of course, the golden thread running through everything we do, underpinning all our work is our partnership with local communities and the network of community and voluntary sector organisations and networks that support them.
Partnerships that have been most effective have been structured around openness and transparency, with aligned objectives around community ownership and/or control underpinning everything. So, for example, when we consider sharing ownership with commercial renewable energy projects we look to own 100% of a share of the project rather than a revenue sharing arrangement with no control. Or where we explore joint ventures we only consider doing so with partners where we have aligned principles and objectives.
How can members influence the development of BWCE’s business plan and then participate in its delivery?
Members are always involved in key strategic decisions and policy development, to the level that they wish to be. We carry out surveys and run member meetings to discuss key issues and look to ensure the direction in which the organisation is growing and developing is in line with the majority of our members views. As part of the development of the upcoming business plan we discussed goals for 2030 at our member forum last year and again at our AGM. And as well as seeking feedback through our newsletter, we are running another member forum on the evening of the 25th June for a more detailed discussion on the business plan. Finally, the business plan will be presented to members at our AGM in September.
There are lots of opportunities to participate in delivery, not just by investing in BWCE and helping us to build more renewables, but by talking to people about BWCE and what we are trying to do, acting as a champion for community energy, supporting our projects if we are doing anything in your community, flagging up ideas for projects that might work in your community, volunteering and offering your skills, experience and time to support our work, offering your services on our board, engaging with our member discussions, or even coming and working for us when we have opportunities for paid work.
