| Resource Type | Research Report |
| Author / Source | Gabe Chan (University of Minnesota), Kristine Chan-Lizardo (RMI), with additional U of M and RMI contributors |
| Publication Date | June 2025 |
| Location | United States |
| Initiative Type | Program, Partnership |
| Project Complexity | Intermediate |
| Recommended For | Board, Staff, Community Organizations |
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Estimated reading time: 30+ minutes
Why This Matters for Rural Electric Co-ops
Community engagement has become a critical factor in successfully deploying renewable energy projects. For rural electric cooperatives, strong engagement practices can reduce project delays, build trust with members, and ensure energy investments deliver meaningful benefits to local communities. According to the report, local opposition has contributed to the cancellation or delay of nearly 30% of clean energy projects where community input was not adequately sought.
This report analyzes how utilities and developers are designing community benefits plans and outlines practices that improve collaboration and accountability with communities. Co-op leaders can use it as a practical guide to structure member engagement, build accountability into project planning, and reduce the risk that new infrastructure investments face community pushback.
Key Takeaways
| › | Local community input was absent in nearly 30% of delayed or cancelled clean energy projects, underscoring why early two-way engagement is one of the most effective ways to reduce opposition. |
| › | Community benefits plans can deliver resilience, workforce development, and local economic outcomes tied directly to project investment. |
| › | Utilities that incorporate community input into project design are more likely to build lasting trust and long-term partnerships. |
| › | Structured accountability tools, such as advisory boards, public reporting, and formal agreements, help ensure commitments to communities are fulfilled. |
Implementation Considerations
- Member Buy-In: Communities are more likely to support projects when benefits are determined with their input, not just delivered to them. Starting engagement early, before project designs are set, is key.
- Staffing or Technology Requirements: Effective engagement requires staff capacity and training for community outreach and partnership development. Smaller co-ops may need to rely on third-party facilitators or partner organizations to build this capacity.
Notable Examples
- Tri-County Electric Cooperative: Used AI-enabled mapping to identify medically vulnerable members dependent on power and designed reliability improvements around their needs.
- Sumter Electric Cooperative (SECO): Explored forming a member advisory committee to review strategy plans and provide community feedback to the board.
- Confederated Tribes of Warm Springs and Portland General Electric: Co-developed a transmission project enabling tribal ownership of new capacity, generating revenue for community reinvestment.
View Full Document Requires name and email to access
Estimated reading time: 30+ minutes
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