Established in 2007, the Innovative Energy Alliance Cooperative was formed by neighboring cooperatives Mor-Gran-Sou, Roughrider, and Slope Electric Cooperatives, with KEM Electric Cooperative joining later in 2012. The primary goal was to share management services, leading to reduced costs and empowering local boards of directors to retain control over their operations.
Our cooperative spirit drives us to work together for the greater good, promoting the concept of resource-sharing to streamline processes and enhance efficiency. As the alliance expanded, we added key positions that were essential for each cooperative, allowing us to pool resources and share talented employees, including co-general managers who dedicate their time to all four cooperatives.
Evolution and Progress
Back in 2007, rural electric cooperatives faced challenges with declining memberships and rising operational costs. To secure a brighter future, a bold step was taken when Slope Electric's general manager resigned, and the idea of a temporary management alliance was proposed to Mor-Gran-Sou and Roughrider. This innovative approach allowed each cooperative to maintain its individual identity and authority while sharing certain responsibilities.
Seeing the success of the 20-month trial period, the alliance took root, leading to the formation of Innovative Energy Alliance, LLC. The cooperative employed Co-General Managers/CEOs Don Franklund and Clayton Hoffman, along with a dedicated alliance board. This structure allowed for seamless decision-making and discussion between the alliance and respective cooperatives.
Over time, the alliance continued to grow and adapt. KEM Electric Cooperative joined on a temporary basis in 2012 before becoming a permanent member. Leadership transitions occurred, and Innovative Energy Alliance, LLC evolved into Innovative Energy Alliance Cooperative in November 2016, further solidifying its commitment to cooperation and shared progress.
With an eye on cost savings, the cooperative model proved its worth. By working together, the four cooperatives estimate an annual savings of at least $1.5 million. Moreover, the synergy achieved through joint projects, like transmission line initiatives, enables quick mobilization of resources, reducing potential outage times for our valued member-owners.
Today, we continue to expand and embrace the cooperative principles that have been the foundation of our success. As the alliance evolves, we are dedicated to making decisions that benefit all members and enhance the overall well-being of the communities we serve.