Operational Efficiency of the UK Community Energy Ownership Models

The challenges posed by climate change, energy security and man’s endless demand and consumption of energy have become a serious threat to human existence.
Surmounting these challenges requires an extensive transformation of the current centrally concentrated energy system in most nations, into a people centred and
community oriented system. Community Renewable Energy Projects are emerging form of energy governance system that have contributed substantially to a reduction
in this global threat generally and in the UK in particular. This paper presents a critical review of literature which examines the different ownership models of
Community Renewable Energy Projects (CREPs) in the UK. In addition, the key aspects of these models that enhance their operational efficiency are reviewed in order
to establish the connections between a robust ownership model, its attractiveness to the community groups and individuals involved and the overall project outcomes.
Three theoretical concepts are employed in the development of a framework that connects groups of effective ownership model indicators to aspects of the model
improvement and their impacts on CREPs Outcome. The framework highlights the importance of competent internal management structures, availability of project
administration and management expertise and timely external supports for the UK community energy groups as a precursor to organising successful CREPs with
optimal performance in line with expected environmental, social and economic outcome.