The concept of energy communities is becoming increasingly prominent in discussions about a just energy transition—one that aims to include all segments of society. However, for a large portion of Serbia’s population, such concepts remain unfamiliar or are perceived as abstract. To build trust and ensure broader acceptance, it is essential to bring this concept closer to citizens in a way that clearly demonstrates that they themselves can be active participants in the transition process.

Marko Nedeljković, Project Manager at the Energy Transition Platform, spoke to our magazine about what energy communities actually are, why they matter, and how they can be developed in Serbia. We also placed special focus on the new Guide for Local Governments, designed as a practical tool for cities and municipalities that wish to support the development of citizen-led energy initiatives.

Q: Could you explain the concept of energy communities, why they are important, and how they can contribute to a sustainable and just energy transition in Serbia?

A: When we talk about energy communities, it is important to view them first as a social phenomenon, and only then as a technical one. They represent a form of collective action in which citizens and other local stakeholders come together around a shared energy project—one that is close to them not only in a geographical sense, but also in a symbolic one. What truly distinguishes energy communities is the transformation of citizens’ roles, from passive consumers who merely pay energy bills to active participants who jointly plan, make decisions, and share the benefits of energy projects within their community.

In this sense, energy communities also contribute to the democratization and decentralization of energy. This is reflected in the opportunity for citizens to participate in energy-related decisions previously reserved for large actors and centralized, closed processes, as some of these capacities and responsibilities are transferred to the local level. This creates space for the benefits of renewable energy sources to no longer remain solely on the balance sheets of large companies, but to be distributed among citizens and retained within the local community.

Beyond the economic and environmental benefits—which are perhaps the most evident—energy communities generate substantial social value. They bring people together around a common goal, strengthen trust within the community, and foster a culture of cooperation. Through joint planning and project management, citizens develop new knowledge and skills, local institutions learn to communicate and plan more openly, and the private and civil sectors discover new models of partnership. In this way, energy communities become platforms for learning, innovation, and greater citizen participation in decision-making, which is a key prerequisite for ensuring that Serbia’s energy transition is socially just and sustainable in the long term.

IN FOCUS:

• How the RS Fund Is Building the Green Transition: Plans, Results, and Challenges
• Brazil Between the Challenges and Opportunities of the Green Transition
• Prelog – A Small City With a Big Vision

Q: How did the idea for this guide come about, and what is its core message? What challenges did you face while preparing the guide, and why did you decide to structure it in this way?

A: The idea for the guide emerged from the need for citizens at the local level to have allies in the energy transition. The first allies are neighbors and fellow citizens, while the second—equally important—are local self-government units, which have the competences and resources to initiate and support citizen energy projects, but often lack a clear understanding of where to start and what role they can assume.

As the Energy Transition Platform, we worked with citizens on concrete projects and listened closely to their expectations and needs. Three meetings were particularly important—in Vranje, Pirot, and the Medijana municipality of Niš—where we brought together the perspectives of citizens and local authorities and discussed how each bears a share of responsibility for a just transition at the local level. Based on these discussions, it became clear that local governments do not need yet another theoretical document, but rather a practical tool.

The main challenge was to reconcile the diverse needs of cities and municipalities and to translate European experiences into our domestic legal and institutional framework. That is why the guide is structured as a portfolio of 22 support models, grouped into seven thematic areas and four roles of local self-government units. The core message is that there is no single universal solution, but rather a set of roles and steps that each local authority can adapt to its own capacities and ambitions.

Q: The Guide defines four roles of local self-government units (LSGUs): policymaker, promoter and educator, facilitator and coordinator, and partner and financial supporter. Could you explain the specific benefits each of these roles brings, and in which situations or for which types of local authorities certain roles might be the most suitable?

A: Although the Guide defines four roles of local self-government units, the key point is not which role delivers the greatest benefits, but rather that a city or municipality understands which role it is assuming at any given moment—and that this is clear both to citizens and to partners. Local self-government units are the level of governance closest to citizens, which is precisely why it is important for them to be able to “switch hats” depending on the project phase and the community’s needs.

Larger cities with more developed administrative capacities can more easily combine all four roles simultaneously. Smaller municipalities often begin with the roles of promoter and facilitator, gradually introducing the roles of partner and financial supporter as their capacities grow. The most important thing is for each local authority to clearly distinguish these functions within its administration, to set equal conditions for all initiatives, and to remain consistent. When this is the case, each role can be fully realized, and in this way, local authorities are also best positioned to build their long-term capacities for future projects.

Interview by Katarina Vuinac