Table 3 Categories and codes considered
Category | Codes included | Explanation |
|---|---|---|
A. Low-risk business models | •Return on investment | The CECOs are successful, if the political/legal framework is designed in favour of low-risk business models. This means that the business model(s) of the CECOs can be designed to be easy to master. The financial flow must be predictable and only economically safe investments are considered |
•Financial flows | ||
•Conservative (cautious, not impulsive and rather not speculative) | ||
•Legal–political framework | ||
B. Productive exchange with relevant stakeholders | •Municipal support | The CECOs are successful if they collaborate with other stakeholders. This requires support from communities and individual ‘speakers’. A social fabric within and around the CECOs is also beneficial. In addition, it is important that a CECO is offered reasonable investment opportunities at regular intervals |
•Multipliers | ||
•Constant good investment opportunities | ||
C. Social cohesion | •Creation of sustainable networks | Regarding successful CECOs sustainable local social networks are necessary for establishing and running energy communities. Successful CECOs operate in a clearly defined geographical area. As the CECOs become part of the social environment, they also provide services outside the energy sector |
•Demarcated geographically | ||
•Niches (presence vs. digital) | ||
•Social spirit for the organization | ||
D. Principles for the organizational model | • ‘Cooperative’ creates trust | The values associated with CECOs are one element of the success. Certain values are conveyed through the concepts of civic energy and cooperativism. Thus, it seems that trust and environmental awareness are associated with CECOs. However, many CECOs have recruitment problems. Therefore, a connection with the climate change movement may be required for success |
•Enlargement of value creation | ||
•Connection to the community of climate protection | ||
E. Commitment of individuals | • “Levers of Power” | One success factor for a CECO is a shared common ‘vision by its members. The commitment of individuals with different skills is a must have for a successful CECOs. Motivation is based on the desire to actively participate in the transformation of the energy system. The board members have the power to influence the community but also carry the burden of the honorary work |
•Community normative goals | ||
•Board and member interaction | ||
•Objectives in the bylaws | ||
•Professionalization |