| Resource Type | Tip Sheet |
| Author / Source | BoardSource |
| Publication Date | 2023 |
| Location | Framework applicable nationally |
| Initiative Type | Program, Policy |
| Project Complexity | Beginner |
| Recommended For | Board, Staff |
Estimated reading time: 5 minutes
Why This Matters for Rural Electric Co-ops
Many co-ops use member advisory councils to hear from members, test new programs, and build a bench of future board candidates. This short BoardSource guide lays out what makes those councils work and the common reason they fail, which is an unclear purpose.
Although it is written for nonprofits generally, the checklist translates directly to co-ops. A board or management team can use it to draft a council charter, define how the council reports to the board, and decide when a council has run its course.
Key Takeaways
| › | A written statement of purpose should cover the council's goals, its relationship to the board and staff, membership criteria, terms, and meeting frequency. |
| › | Councils need real staff time and resources. If those are thin, working with a few individuals may serve the co-op better than forming a group. |
| › | Inviting the council chair to report at board meetings or sit as a nonvoting board member keeps advice flowing to decision makers. |
| › | Councils should be assessed periodically and disbanded with thanks when their goals are met or support runs out. |
Implementation Considerations
- Regulatory or Governance Considerations: The board should be clear that the council advises and does not govern. Defining its reporting line and authority up front helps avoid confusion with the elected board's role.
- Staffing or Technology Requirements: Orientation, agendas, advance materials, and facilitation all take staff time. Smaller co-ops may want to start with a short-term, single-purpose council rather than an ongoing council.
Estimated reading time: 5 minutes
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