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EAN’s 2016 Annual Report
Read our 2016 Annual Report.
Vermont–like the rest of the country–faces an enormous challenge in transitioning to a clean energy economy. Despite public support, progress toward this goal has been slow, stymied by a host of obstacles including: high start-up costs, limited capital, slow permitting, and fierce disagreement about energy siting decisions. To be successful, these obstacles must be addressed effectively and comprehensively.
Past experience tells us that this will require an unprecedented level of collaboration and coordination based on mutually-shared goals.
Changing large, complex social systems requires more than the capacity of individual organizations. EAN is dedicated to a network approach to harness the power of individual efforts into a leveraged whole. EAN makes this collaboration possible by providing a structure through which private, non-profit and public entities can work together to achieve both their individual organizational objectives and transformation of the larger energy system. While working to achieve this level of change in Vermont, EAN is also striving to provide a replicable model for other states in the northeast and elsewhere across the US.
To change something as complex as our energy system, it is first necessary to understand both the components and how they interact. To this end, EAN conducted an in-depth systems analysis to allow us to see the “whole” and understand the interactions of the many moving “parts.” The map below illustrates a summary of this systems analysis and the 4 Leverage Points that EAN identified as underpinning Vermont’s energy system.
In addressing our goals, EAN is committed to identifying high priority strategies that are transformative and capable of creating fundamental and enduring change.