In this guide
This is a hypothetical planning example. The group, building and decisions below are invented to demonstrate a method. They are not a completed project, customer story or evidence of financial performance. No generation output, household saving or investor return is projected.
Imagine a group of residents exploring solar panels on a community building. They want local participation and a useful community benefit, but have not decided the legal structure or secured a site agreement. Their immediate task is to determine whether further development is justified, rather than announce an installation date.
Write the purpose before the proposal
The hypothetical group begins with two questions: what problem are we trying to solve, and who should benefit? Some residents want the building’s running costs reduced; others want a wider community fund or opportunities to learn about energy. Those aims could require different arrangements and should not be treated as identical.
They write an initial purpose statement and list the disagreements beneath it. They also separate potential members, building users, neighbours and investors. A person may belong to more than one group, but that does not settle how control should be shared.
The FCA’s distinction between co-operative and community benefit societies helps frame the legal-structure conversation. The group will ask an adviser whether its intended beneficiaries and control arrangements suit a society or another structure. It has not chosen a form simply because another energy project used it.
Create an evidence register
The group opens a shared record with four columns: question; evidence needed; person responsible; decision affected. It separates an encouraging conversation from a signed agreement and a rough estimate from a professional assessment.
- Site rights: who can authorise use of the roof, and what lease or agreement would be needed?
- Building condition: what surveys and structural checks are required, and are major roof works expected?
- Energy use: what reliable information is available about the building’s demand and its timing?
- Technical feasibility: what design, connection, planning or other approvals need investigation by competent people?
- Continuing operation: who would monitor performance, arrange maintenance, maintain insurance and respond to failure?
- End of arrangement: what happens if the building changes use, the agreement ends or equipment needs removal?
Community Energy England’s tools and guidance provide a specialist starting point. The group uses support to identify the right investigations rather than asking volunteers to certify technical matters beyond their competence.
Compare options before committing
The hypothetical group keeps three options open: develop the rooftop proposal, work with an established community-energy organisation, or focus initially on advice and participation while the building’s future becomes clearer. It also includes an explicit pause option.
For each option it records the likely work, decisions, costs to investigate and evidence needed next. Working with an existing organisation may reduce some development tasks but introduces questions about local control and responsibilities. Developing independently gives the group more to design and maintain. Neither option is selected solely because it sounds more ambitious.
Suppose the site owner cannot yet confirm the roof’s refurbishment plan. In this invented scenario, the group postpones installation commitments and seeks a clear building decision. That is a rational planning outcome, not a failed promise to the community.
Separate development money from project finance
The group distinguishes paying for early advice from financing construction and ongoing operation. Its budget identifies which costs are estimates, which depend on a quote and which might be incurred even if the project stops. It does not assume an unawarded grant will cover the gap.
If it later considers community shares, it will need an appropriate structure, a credible business plan and specialist review of the offer. Community shares are at-risk capital, not insured savings; withdrawals and interest depend on the terms and circumstances. See Co-operatives UK’s guidance. This example does not recommend an investment or suggest a return.
Hold a go-or-pause meeting
The fictional group’s next meeting asks whether it has enough evidence to authorise the next development step. It checks that the purpose is understood, the site owner is engaged, unresolved technical issues have owners, development spending has a limit and someone can maintain the project records.
A decision record states what is authorised, what remains conditional, who will act and when the group will review progress. Public updates distinguish confirmed facts from proposals. Use the startup planner and decision-log guide to apply that discipline to your own project. The transferable result is a way to make the next decision responsibly, not a blueprint claiming that every roof should become an energy co-op.