Why go co-op? How do co-ops strengthen our regional food system and economy? Co-ops are an effective model for business succession, retaining jobs, and rooting businesses in communities. Learn about the process of start-up, conversion and operation, and share your ideas for a co-op in your community.
Presenters: Adam Trott, Valley Alliance of Worker Co-operatives and Erbin Crowell, Neighboring Food Co-op Association.
Meanings of Governance
Tests of Good Governance
Governance Common Issues and Problems
Good Governance Guiding Principles
Levels of Governance
Characteristics of Good Governance
Key Cooperative Actors
Functions of the Board of Directors
Board Good Practices
Board Relationships
Meanings of Governance
Tests of Good Governance
Governance Common Issues and Problems
Good Governance Guiding Principles
Levels of Governance
Characteristics of Good Governance
Key Cooperative Actors
Functions of the Board of Directors
Board Good Practices
Board Relationships
Nonprofit Leadership: How to Show the WayBloomerang
https://bloomerang.co/resources/webinars/
Larry C Johnson will explain how three hallmarks of effective leadership work together to put a nonprofit organization on top—and stay there.
Co-op Conversion for Business Success: Why Go Co-op?NFCACoops
Erbin Crowell, Executive Director, Neighboring Food Co-op Association and Adam Trott, Staff, Valley Alliance of Worker Co-ops; Worker/Member, Collective Copies share examples of co-op conversion for business success. Co-ops are a great model for business succession, retaining jobs, and rooting businesses in communities. Why go co-op? How do co-ops strengthen our regional food system and economy? Learn about the process of conversion, and hear from representatives from a variety of businesses that have converted to the co-operative model.
Co-ops in the Food System: Conversions, Start-ups and Supply ChainsNFCACoops
This presentation covers worker and food co-ops in the Northeast and internationally that foster economically and environmentally sustainable food systems. The presentation covers the process for cooperative business development, the advantages of the co-operative model, and steps for
launching a new co-op or converting an existing business.
Nonprofit Leadership: How to Show the WayBloomerang
https://bloomerang.co/resources/webinars/
Larry C Johnson will explain how three hallmarks of effective leadership work together to put a nonprofit organization on top—and stay there.
Co-op Conversion for Business Success: Why Go Co-op?NFCACoops
Erbin Crowell, Executive Director, Neighboring Food Co-op Association and Adam Trott, Staff, Valley Alliance of Worker Co-ops; Worker/Member, Collective Copies share examples of co-op conversion for business success. Co-ops are a great model for business succession, retaining jobs, and rooting businesses in communities. Why go co-op? How do co-ops strengthen our regional food system and economy? Learn about the process of conversion, and hear from representatives from a variety of businesses that have converted to the co-operative model.
Co-ops in the Food System: Conversions, Start-ups and Supply ChainsNFCACoops
This presentation covers worker and food co-ops in the Northeast and internationally that foster economically and environmentally sustainable food systems. The presentation covers the process for cooperative business development, the advantages of the co-operative model, and steps for
launching a new co-op or converting an existing business.
Start a Worker Co-op or Convert an Existing Business, NOFA SC, 8.8.13NFCACoops
Erbin Crowell, Executive Director of the Neighboring Food Co-op Association & Adam Trott, Staff Developer for the Valley Alliance of Worker Co-ops share the basics of the co-operative model, its relevance to local economies, and the process for business development. This presentation focuses on worker co-ops in the food system, multi-stakeholder models, which include producers and consumers, and shares guidance for people exploring a co-operative business start-up or conversion.
Cross sector Co-operation:You Know You Want To, But Why?NFCACoops
Co-operation among co-ops is a basic principle of our movement. Yet we rarely seem to get it right when it comes to working together across sectors. Why is this? How could it be different? What do co-ops have in common and how can we use the Year of Co-ops as an opportunity to launch the Co-operative Decade?
Farmer Co-ops for More Efficient Marketing NFCACoops
This presentation from the 2016 Northeast Organic Farming Association conference gives an overview of how the co-operative enterprise is a powerful tool for farmers seeking more efficient marketing and a more sustainable food system. It covers examples from our region, steps to establishing a co-op, advice for effective governance and collaboration, and opportunities to access grant resources to support your ideas.
Presenters: Roger Noonan of New England Farmers Union (NEFU) and Erbin Crowell, Neighboring Food Co-op Association (NFCA).
Economic Democracy: Building Co-operative PowerNFCACoops
This presentation from the Neighboring Food Co-op Association’s track of workshops “Co-operatives in the Food System” at the 44th Annual NOFA Summer Conference covers stories from the book "Building Co-operative Power" of the history and concept of worker co-operation including past and present examples of worker co-operatives, co-op collaboration in and across sectors, conversions, education and development in the Connecticut River Valley.
Presenters:
- Suzette Snow-Cobb: Sourcing Coordinator for the Neighboring Food Co-op Association stakeholder director for VAWC.
- Adam Trott: Works at the Valley Alliance of Worker Co-operatives (VAWC) and Shared Capital Cooperative.
A small group of four people first met in February of 2012 to talk about their desire to have a place where people could get healthy food year round in Maynard, MA. The group knew they wanted to find a way to create access to healthy food, but didn’t know exactly how to make it happen. They started learning about food co-operatives, got very excited, and initiated the process of trying to make the dream a reality. Today, the vision of the group is to open up a storefront market in Maynard that will be owned and operated by co-operative members. The Assabet Village Food Co-Op is currently made up of a Steering Committee, and a group of several enthusiastic volunteers. Typically, to get a food co-op up and running takes about three to five years – with the help of the community, the Assabet Village Food Co-op should be right on track!
Farmer Co-ops For Efficient Production & MarketingNFCACoops
This presentation by Erbin Crowell, Executive Director, Neighboring Food Co-op Association and Roger Noonan, President, New England Farmers Union, covers how co-operatives benefit their member-owners, farmers, consumers, and the food system. Learn how your operation could benefit by being part of a producer/marketing co-operative, and discover the steps involved in setting one up.
How to Start or Convert to a Co-operative BusinessNFCACoops
This presentation from the 46th NOFA Summer Conference is for folks interested in establishing your food/farm business as a legacy and retaining jobs using the co-operative business structure. Co-ops root business in communities, strengthen buy-in, build a resilient & sustainable economy. Learn how co-ops work, the start-up process, benefits of conversion & track record. Hear from those who’ve converted their business to the co-op model, members from worker co-ops, and co-op developers.
Presenters:
Bonnie Hudspeth, Co-op Developer, Neighboring Food Co-op Association.
Adam Trott, Executive Director, Valley Alliance of Worker Co-ops & Shared Capital Co-operative, Member Relations Director.
How to Start or Convert to a Co-op BusinessNFCACoops
This presentation was part the Co-op Track at the 2019 NOFA Summer Conference. Looking to start a business or for a business succession plan that retains jobs and builds economic sustainability? Co-ops root business in communities, strengthen buy-in, and build resilient and sustainable economy and food systems. Learn how co-ops work, the startup process, benefits of conversion, financing, and history. Presenters will shares stories of the process of converting businesses to the co-op model, starting worker co-ops, food co-ops and producer co-ops.
Presenters:
-Larisa Demos, Worker/member-owner Green Mountain Spinnery, Board of Directors, Valley Alliance of Worker Co-operatives.
-Suzette Snow-Cobb, Has been involved with co-ops since the '80s, works for the Neighboring Food Co-op Association.
This presentation makes the case for healthy, community-based retail solutions to food access. Examples include the Dill Pickle Food and Sugar Beet co-ops in Illinois.
This presentation on Cross-Sector Collaboration for a Co-operative Economy was presented at the National Co-op Conference in Minneapolis, October 2011.
What is a Co-op? Our Co-op and the Wider Co-operative MovementNFCACoops
An orientation on the co-op model and the larger co-operative movement for food co-op staff, board members, member-owners, and organizers of food co-ops. Customize this presentation to share the story of your co-op and how it ties to the wider regional, national, and global social and economic impact of the co-operative movement.
This presentation from the 46th NOFA Summer Conference focuses on how our food co-ops make a priority of supporting local farmers and producers. We build sustainability through long-term relationships, transparency, and our sales channels complimenting direct marketing, offering volume, marketing, and stable, year-round markets. Explore what’s entailed in having your products in co-ops and innovative ways co-ops foster farmer sustainability.
Presenters:
-Suzette Snow-Cobb, Sourcing Coordinator, Neighboring Food Co-op Association.
-Jacob Vincent, Merchandising Manager, Hanover Co-op Food Stores
The Future is Co-operative: NFCA Food Co-op Impact PresentationNFCACoops
This customizable presentation was designed in 2020 by staff of the Neighboring Food Co-op Association to help our startup food co-op members tell the story of food co-op resilience and impact, backed up with impact statistics from last year's collective impact among NFCA food co-ops.
Building Our Co-ops: Community OrganizingNFCACoops
This presentation from NFCA's Fifth Annual Startup Day with Food Co-op Initiative covers tips for how to approach your startup food co-op development through a community organizing and movement building lens.
Food Co-ops: Democratizing Human Health & Food SecurityNFCACoops
This presentation was part the Co-op Track at the 2019 NOFA Summer Conference. What is the co-op model and how does it help make healthy, local food and community ownership more available to everyone? This presentation includes stories from co-op leaders about how they are working together to empower people to build more inclusive, healthy, and just food systems and economies.
- Bonnie Hudspeth, Co-operative Development, Neighboring Food Co-op Association.
- Ruth Garbus, Brattleboro Food Co-op
- Sarah Kanabay, Outreach and Communications Manager, Franklin Community Co-op.
The Startup Forecast...with Bonnie & JacquelineNFCACoops
From NFCA's 2019 Northeast Startup Co-op Day: news you need! Jacqueline Hannah from Food Co-op Initiative gives a fast and informative look at 2018-2019 trends in funding, member- ownership growth, failures, and new paths to success for startups.
NFCA's 2019 Northeast Startup Co-op Day IntroNFCACoops
An intro to the Neighboring Food Co-op Association’s (NFCA) Fourth Northeast Startup Day, organized in collaboration with Food Co-op Initiative and hosted by Monadnock Food Co-op. Includes an overview of the day, collective impact and mission of Neighboring Food Co-ops, and sponsor appreciation.
Rocket Fuel: Building Your Startup’s Governance PowerNFCACoops
Healthy, co-operative governance is at the root of all successful startups; weak, un-co-operative governance is at the root of all closed ones. So what the heck does healthy co-operative governance look like in a startup co-op? How do we assess our current governing and identify where to apply our efforts to improve? Jacqueline Hannah (Food Co-op Initiative) and Bonnie Hudspeth (Neighboring Food Co-op Association) shared this presentation at NFCA's 2019 Northeast Startup Co-op Day, sharing key measures, ways to assess Board governance, and tools for moving forward.
Kaye Kirsch of Firebrand Cooperative brought her experience to share with Northeast startup organizers at NFCA's 2019 Northeast Startup Co-op Day. Serving as startup Membership Coordinator, Marketing, Capital Campaign Coordinator, and interim GM of Prairie Roots Food Co-op (opened in Fargo, ND in 2017), Kaye shared share tools for growing startup co-op membership base and engaging them for the long-haul.
Assessing & Demonstrating Your Start-up Co-op's Success NFCACoops
To be successful, your Start-Up needs to make a compelling case to prospective members, investors, grantors, and lenders. This workshop for start-up food co-ops at Neighboring Food Co-op Association's Eighth Annual Meeting & Celebration outlines Food Co-op Initiative (FCI)’s new Feasibility Assessment tool and how it can help your start-up analyze your plans and data so you can better understand what lies ahead and identify areas that need to be addressed. As part of the presentation, Siobain Mitchell (Assabet Village Co-op Market) shared how using a feasibility assessment has benefited their membership recruitment and their Co- op’s development.
Presenters:
• Stuart Reid, Executive Director,Food Co-op Initiative
• Siobain Mitchell, Board President, Assabet Village
Co-op Market
This presentation from the afternoon of Neighboring Food Co-op Association's Eighth Annual Meeting & Celebration includes the Neighboring Co-operator Awardee (Patrice Lockert Anthony), presentation on Addressing Climate Change:, and important upcoming event dates.
The "Addressing Climate Change: From Advocacy to Operations" workshop covers how co-ops and their members can work together to differentiate ourselves as more sustainable, community-based businesses?
Panelists include:
• Terry Bowling, NCG, Facilitator
• Cat Buxton, Board, Upper Valley Food Co-op
• Kari Bradley, GM, Hunger Mountain Co-op
• Ed Fox, GM, Co-op Food Stores
From Soil to Sovereignty—Good Food for AllNFCACoops
This keynote presentation was given by Ruth Tyson, Coalitions Coordinator for the Food & Environment program at Union of Concerned Scientists, from Neighboring Food Co-op Association's Eighth Annual Meeting & Celebration. Tyson facilitates the Good Food for All Coalition, which unites grassroots and national organizations around a vision for a just, equitable, and sustainable food system. Tyson asked NFCA's member food co-ops to consider: "How well does your Co-op’s Membership, Staff, and Board represent your community’s demographics? What are you doing to increase this representation and participation, and how can you, as an association of Co-ops, use your collective purchasing power and policy advocacy to support racial equity in the food system?”
Integrating Impact Into Co-op Planning: The Balanced Score CardNFCACoops
This presentation from NFCA’s Eighth Annual Meeting features methods our Food Co-ops can use to integrate our identity and impact into strategic planning and reporting. Professor Daniel Cote of Saint Mary’s University Co-operative Management Education program offered an introduction to the topics to be covered in the next Executive Education co-op business training planned for this October 24-25th in Greenfield, MA, and facilitated sharing of lessons learned from co-op leaders who participated in the training last fall.
• Erbin Crowell, NFCA, Facilitator
• Daniel Côté, Saint Mary’s University
• Lexa Juhre, GM, Fiddleheads Food Co-op
• Patty Smith, Operations Mgr, Willimantic Food Co-op
• Danny Spurr, Board President, Fiddleheads Food
Co-op
Jacqueline Hannah from Food Co-op Initiative shares examples of why some start-up food co-ops fail. This was presented at NFCA’s New England Start-up Workshop Day at Monadnock Food Co-op on May 7, 2016.
Breaking down walls and building participationNFCACoops
For more than 170 years, food co-ops have worked to achieve the ideals of democracy, empowerment and inclusion—ideals we continue to strive toward today. How can co-ops continue to work to ensure our doors are open to all people, "without gender, social, racial, political or religious discrimination," in keeping with the 7 Cooperative Principles? This starts by identifying who we’re excluding and then taking action to be more welcoming, recognizing that we are better—and more successful and relevant—when we are more inclusive, when we lift one another up, and when we work together to remove barriers to participation. Join us to explore how the Neighboring Food Co-op Association (NCFA) is working with its 35 member food co-ops, startups and partners across New England to address this question through our Food Co-ops & Healthy Food Access work.
During this interactive workshop, IMPACT participants will learn how NCFA’s structure as a federation of food co-ops is supporting innovation and learning among member food co-ops about sourcing, healthy food access, economic inclusion and peer collaboration. Participants will learn techniques and tools to evaluate and improve programs to engage and better serve low-income and marginalized community members and expand co-op membership and participation. You’ll leave with the tools necessary to help differentiate your co-ops in the marketplace and use community feedback to improve your co-op’s image and relevance—particularly among people who don’t see themselves reflected at your store.
Presenters: Erbin Crowell, Executive Director, Neighboring Food Co-op Association & Bonnie Hudspeth, Member Programs Manager, Neighboring Food Co-op Association
NFCA Board Director Peer Gathering Presentation NFCACoops
This presentation from Neighboring Food Co-op Association’s Board Peer Gathering includes tools for engaging members in our shared impact and ideas for integrating the Co-operative Difference into the work of the Board of Directors.
A Legacy of Food Security: A History of Food Co-ops in the NortheastNFCACoops
This presentation from the Neighboring Food Co-op Association’s track of workshops “Co-operatives in the Food System” at the 44th Annual NOFA Summer Conference covers how food co-ops foster and support farmers and food security. See examples of how food co-ops in the Northeast have used economic organizing for a lasting impact on our food system and economy, laying the groundwork for the organic, natural foods, and local movements.
Presenters:
- Bonnie Hudspeth: Membership Programs Manager, Neighboring Food Co-op Association.
- Suzette Snow-Cobb: Sourcing Coordinator, Neighboring Food Co-op Association.
Measuring and Communicating Our Impact for Shared SuccessNFCACoops
To compete effectively, our co-ops need to demonstrate what sets us apart. This presentation from the Consumer Co-op Management Association (CCMA) 2018 Conference in Portland, OR shares strategies from efforts to measure and communicate impact, both at the individual food co-op level and the regional level through a federation of co-ops. Last year, Central Co-op (WA) hired a firm to evaluate how it benefits its community. The resulting Local Impact Study revealed outcomes even greater than expected, enabling the co-op to communicate its impact for its members and the wider community through meetings, public events, publications, and social media. On a regional level, an informal network of food co-ops in New England commissioned a similar study ten years ago as part of its effort to understand their collective impact. This report was a revelation for participating co-ops, demonstrating impact far beyond expectations. This provided a foundation for shared visioning and incorporation as a formal secondary co-op of food co-ops focused on shared marketing and educational initiatives, peer collaboration, and sourcing projects to support mutual success. Today, the Neighboring Food Co-op Association collects impact data on an annual basis, working with interns from a local University to compile data and make the case for the contribution of food co-ops to a more inclusive economy.
Presenters:
- Erbin Crowell, Executive Director, Neighboring Food Co-op Association
- Bonnie Hudspeth, Membership & Outreach Manager, Neighboring Food Co-op Association
- Susanna Schultz, Marketing Director, Central Co-op
- Suzette Snow-Cobb, Sourcing Coordinator, Neighboring Food Co-op Association
This presentation from NFCA's 2018 Start-up Workshop Day features Jacqueline Hannah (Food Co-op Initiative) and Bonnie Hudspeth (Neighboring Food Co-op Association) tips for setting your co-op up to have a successful Capital Campaign and avoiding pitfalls learned from other start-up food co-ops.
Recruiting Talent & Retaining Good Board MembersNFCACoops
This presentation from NFCA's 2018 Start-up Workshop Day covers how to find, attract, and create a strong founding Board of Directors AND retain Board Members for the long haul.
Presenter: Siobain Mitchell, Board President, Assabet Village Co-op Market (Maynard, MA)
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Co-operative Enterprise & Sustainability: Why Go Co-op?
1. Co-‐opera(ve
Enterprise
&
Sustainability:
Why
Go
Co-‐op?
Erbin
Crowell,
Neighboring
Food
Co-‐op
Associa(on
(NFCA)
Adam
TroG,
Valley
Alliance
of
Worker
Co-‐opera(ves
(VAWC)
Northeast
Organic
Faming
Associa2on
(NOFA)
Summer
Conference,
13th
August
2016
University
of
MassachuseCs,
Amherst
2. Co-‐opera(ve
Enterprise
&
Sustainability
Why
go
co-‐op?
How
do
co-‐ops
strengthen
our
regional
food
system
and
economy?
Co-‐ops
are
an
effec2ve
model
for
business
succession,
retaining
jobs,
and
roo2ng
businesses
in
communi2es.
Learn
about
the
process
of
start-‐up,
conversion
and
opera2on,
and
share
your
ideas
for
a
co-‐op
in
your
community.
2
3. Your
Presenters
Erbin
Crowell
• Execu2ve
Director,
NFCA
• Equal
Exchange,
Co-‐op
Fund
of
New
England,
Co-‐opera2ve
Development
Ins2tute,
VAWC
• Vice
President,
New
England
Farmers
Union
• Board
of
Directors,
Na2onal
Co-‐opera2ve
Business
Associa2on
• Master
of
Management,
Co-‐
opera2ves
&
Credit
Unions
Adam
TroG
• Execu2ve
Director,
VAWC
• Worker/Member,
Collec2ve
Copies
• Board
of
Directors,
Valley
Co-‐
opera2ve
Business
Associa2on
• Vice
President,
Co-‐opera2ve
Capital
Fund
(CFNE
sister
fund)
• Former
Community
and
Poli2cal
Organizer
3
4. Outline
1. Our
Context
2. What
is
a
Co-‐op?
3. Co-‐ops
&
Sustainability
4. Case
Studies
5. Suggested
Guidelines
6. Discussion,
Ques(ons,
Ideas
4
5. 1.
Our
Context
• A
Broken
(Unaccountable)
Food
System
• Crisis
of
Global
Economy
• Unemployment
• Drama2c
Inequality
in
Wealth
• Diminished
Democracy
in
Poli2cal
Systems
• Hunger
for
Alterna2ves
• Corporate
consolida2on
of
food
system
• Relocaliza2on
&
Regional
Economies
5
6. The
Challenge
of
Succession
• Sole
proprietorships
rarely
pass
to
the
next
genera2on
• Winding
down
of
a
business
represents
lost
community
social
and
financial
capital
• Closures
impacts
the
wider
community
(workers,
producers,
local
government,
etc.)
• Conven2onal
path
for
successful
business
is
selling
off
to
a
larger
business
or
to
investors
• Community
investment
in
the
success
of
these
local
enterprises
is
unrecognized
6
7. What
If…?
• There
was
a
business
model
that...
• …was
democra2c?
• …was
accountable
to
the
people
it
served?
• …was
rooted
in
our
local
communi2es?
• …was
part
of
a
values
based
movement?
• …put
common
good
before
private
gain?
• …was
flexible
and
innova2ve?
• …was
successful
and
more
sustainable?
7
8. England
in
the
1800s
• Disloca2on
of
local
economies
• Drama2c
shifs
in
wealth
• Concentra2on
of
economic
control
• Poor
working
condi2ons
• Contaminated,
low
quality
food
• Birth
of
the
Co-‐opera2ve
Movement
8
9. Rochdale
Society
of
Equitable
Pioneers
• Founded
1844,
Rochdale,
England
• Weavers,
Unionists,
Community
Ac2vists
• Member-‐Owned
Store
• Pure,
Affordable
Food
• Basic
Co-‐op
Principles
9
10. 2.
What
is
a
Co-‐opera(ve?
A
co-‐opera2ve
is
an
autonomous
associa2on
of
persons
united
voluntarily
to
meet
their
common
economic,
social,
and
cultural
needs
and
aspira2ons
through
a
jointly-‐owned
and
democra2cally-‐controlled
enterprise.
10
11. In
Other
Words…
A
co-‐op
is
a
legal
business
that
is
equitably
owned
and
democra(cally
controlled
by
its
members
for
their
common
good,
the
good
of
the
community
and
to
accomplish
a
shared
goal
or
purpose.
Any
surplus
(usually
called
profit
in
private
firms)
is
distributed
among
members
in
propor2on
to
their
use
of
the
business
(purchases,
labor,
or
supply),
as
a
discount
on
purchases,
or
is
reinvested
in
the
enterprise
for
the
mutual
benefit
of
members.
11
12. Co-‐opera(ve
Business
Principles
1. Voluntary
&
Open
Membership
2. Democra2c
Member
Control
3. Member
Economic
Par2cipa2on
4. Autonomy
&
Independence
5. Educa2on,
Training
&
Informa2on
6. Co-‐opera2on
among
Co-‐opera2ves
7. Concern
for
Community
12
13. “Concern
for
Community”
• Co-‐opera2ves
work
for
the
sustainable
development
of
their
communi2es
through
policies
approved
by
their
members.
13
14. Values
Based
Business
“Co-‐opera2ves
are
based
on
the
values
of
self-‐
help,
self-‐responsibility,
democracy,
equality,
equity
and
solidarity.
In
the
tradi2on
of
their
founders,
co-‐opera2ve
members
believe
in
the
ethical
values
of
honesty,
openness,
social
responsibility
and
caring
for
others.”
14
15. A
Flexible
Business
Model:
Purpose
• Provide
Employment
and
a
livelihood.
• Purchase
needed
products
or
services
as
a
group.
• Produce
a
product
or
service
together.
• Process
and
add
value
to
raw
materials
produced
by
members.
• Market
products
produced
by
members
or
by
the
co-‐op.
15
16. A
Flexible
Business
Model:
Industry
• Agricultural
Co-‐ops
• Fishing
Co-‐ops
• Worker
Co-‐ops
• Food
Co-‐ops
• Ar2san
Co-‐ops
• Housing
Co-‐ops
• Credit
Unions
• Communica2ons
• U2li2es
Co-‐ops
• Health
&
Insurance
16
17. A
Flexible
Business
Model:
Stakeholders
• Worker
Co-‐ops:
Owned
and
operated
by
the
people
who
contribute
their
labor
to
the
business.
• Consumer
Co-‐ops:
Owned
by
the
people
who
purchase
goods
or
services.
• Producer
Co-‐ops:
Owned
by
producers
who
purchase
inputs,
process
and
market
their
products.
• Community
Co-‐ops:
Owned
and
governed
by
members
of
community.
• Mul(stakeholder
Co-‐ops:
Owned
and
controlled
by
combina2on
of
member
types.
17
18. Basic
Co-‐op
Structure
18
MEMBERS
BOARD OF DIRECTORS
EMPLOYEES
Elect
Hire
Hire
MANAGEMENT
Worker
Co-‐op
CONSUMERS OR
PRODUCERS
Consumer
or
Producer
Co-‐op
Product or Service
A
Mul(stakeholder
Co-‐op
includes
a
combina2on
of
member
types
in
ownership
and
governance.
Collec(ves
flaCen
organiza2onal
layers,
emphasizing
consensus
and
group
decision-‐making.
19. 3.
Co-‐ops
&
Sustainability
…are
more
common
than
we
think
•
1
billion
members
worldwide
(1
in
3
in
the
US)
•
More
people
than
own
stock
in
mul2na2onals
•
Majority
of
US
farmers
are
co-‐op
members
…are
innova(ve
•
Healthy
food,
organic
agriculture,
Fair
Trade,
relocaliza2on,
regional
aggrega2on
and
distribu2on
…are
successful
•
30,000
co-‐ops
in
all
sectors
of
US
economy
19
20. 2012:
UN
Interna(onal
Year
of
Co-‐ops
Co-‐ops
“in
their
various
forms,
promote
the
fullest
possible
par2cipa2on
in
the
economic
and
social
development
of
all
people,
including
women,
youth,
older
persons,
persons
with
disabili2es
and
indigenous
peoples,
are
becoming
a
major
factor
of
economic
and
social
development
and
contribute
to
the
eradica2on
of
poverty.”
20
21. UN
Sustainable
Development
Goals
for
2030
1. No
Poverty
2. Zero
Hunger
3. Good
Health
&
Well
Being
4. Quality
Educa2on
5. Gender
Equality
6. Clean
Water
&
Sanita2on
7. Affordable
&
Clean
Energy
8. Decent
Work
&
Economic
Growth
9. Industry,
Innova2on,
Infrastructure
10. Reduced
Inequali2es
11. Sustainable
Ci2es
&
Communi2es
12. Responsible
Consump2on
&
Produc2on
13. Climate
Ac2on
14. Life
Below
Water
15. Life
on
Land
16. Peace,
Jus2ce
&
Strong
Ins2tu2ons
17. Partnerships
for
the
Goals
21
22. Co-‐opera(ves
&
the
Sustainable
Development
Goals
“Co-‐opera2ves
can
be
seen
as
an
inherently
sustainable
business
model,
with
their
‘triple
boCom
line’
of
social,
economic
and
environmental
sustainability…”
Interna2onal
Labour
Organiza2on
(2016)
22
23. Why
Co-‐ops
&
Sustainability?
• Community
ownership
&
control
• Focus
on
service,
mee2ng
needs
before
profit
• Develop
local
skills
&
assets
• Ability
to
pool
limited
resources
• Build
regional
economic
efficiencies
• Difficult
to
move
or
buy-‐out
• Root
wealth
in
community,
not
markets
• Member,
customer
loyalty
• Low
business
failure
rate
&
are
long-‐lived…
23
24. Co-‐opera(ves
&
Resilience
• Because
they
are
community
owned,
co-‐
ops
root
jobs,
wealth
and
infrastructure
locally.
• Because
they
are
more
resilient,
co-‐ops
contribute
to
more
stable
local
food
systems,
infrastructure,
employment,
services,
and
economy
over
2me.
24
25. 4.
Case
Studies
Co-‐ops
in
New
England:
•
1,400
businesses
• Food
co-‐ops,
farmer
co-‐ops,
worker
co-‐ops,
credit
unions,
etc.
•
Locally
owned
by
5
million
members
•
Earn
$9
billion
in
annual
revenue
•
Employ
22,000
people
•
Pay
$1
billion
in
wages
Source:
hCp://reic.uwcc.wisc.edu/
(2008)
25
26. The
Mondragón
Co-‐opera(ves
• Located
in
Basque
region,
Spain
• First
co-‐op
in
1956
(Started
with
5
employees,
now
has
8,000)
• $22
Billion
in
Sales
(2009)
• 103,700
Employees
(2009)
• Premised
on
Import
subs2tu2on
and
social
entrepreneurship
• System
includes
agricultural
and
retail
grocery
co-‐ops
26
27. Case
Study:
BraGleboro
Holis(c
Health
Co-‐op
• Holis2c
health
business
owner
moving
on
• Six
current
tenants
organize
to
form
a
co-‐op
and
take
on
business
• VAWC
support
includes
assembling
financial
resources;
facilita2ng
loan
applica2on;
mee2ng
support;
Member
rights
and
responsibili2es;
benefits
development;
Ar2cles
of
Incorpora2on
and
Bylaws.
• Massage,
chiroprac2c,
acupuncture
and
herbalist
services
along
with
an
apothecary.
• 6
worker
members
• Currently
entertaining
expansion
27
28. Case
Study:
Broadfork
Permaculture
Co-‐op
• Two
poten2al
worker/member
joined
current
sole
proprietor
in
conver2ng
to
worker
co-‐opera2ve.
• Structure
and
governance;
formula2on
of
marke2ng
and
adver2sing
programming;
co-‐op
movement
history
and
connec2on;
facilita2ng
purchase
from
sole
proprietor.
• Seeks
to
assemble
permaculturists
in
collec2ve
over
individual
compe22on
in
their
industry.
• Long
term
support
for
business
co-‐ownership
and
financial
literacy
are
important
aspects
to
assert
in
the
establishment
of
the
co-‐op.
• 3
worker/members
28
29. Case
Study:
Real
Pickles
Co-‐op
• Founded
as
sole
proprietorship
in
2001
• Naturally
fermented
foods
(pickles,
sauerkraut,
etc.)
• Incorporated
as
a
worker
co-‐op
in
2014,
with
5
founding
members,
including
original
owners
• $500,000
outside
investment
raised
to
fund
transi2on
• $700,000
revenue
annually
• Core
goals:
Preserva2on
of
mission,
local
ownership
and
control,
reten2on
of
staff
over
2me
29
30. Valley
Alliance
of
Worker
Co-‐ops
• 8
member
worker
co-‐ops
in
Western
MA
&
Southern
VT
• 70+
worker
members
• $10+
million
revenue
(2015)
• Member
Supported
&
Owned
Loan
Fund
• Supported
six
conversions
in
seven
years
• Collabora2on
with
other
sectors
–
co-‐founded
VCBA.
• UMass
Co-‐op
Enterprise
Collabora2ve
30
31. Co-‐op
Food
Stores
/
Hanover
Consumer
Co-‐op
• Founded
1936
– Wholesale
buying
co-‐op
• 30,000
members
• 400
employees
• 4
loca2ons
in
NH
&
VT,
including
buyout
of
closing
supermarket
• $70
million
revenue
• $14
million
local
purchases
(2015)
31
32. Conversion
Case
Study:
Old
Creamery
Co-‐op
• Founded
as
dairy
co-‐op,
1886;
Rural
grocery
since
1930s
• Recent
owners
operated
for
12
yrs
• Converted
to
co-‐op
in
2010,
NFCA
food
co-‐ops
provide
peer
support
• 670
members
• 40
employees
• $1.5
mill
revenue
• $150,000
in
local
purchases
(2015)
32
33. Monadnock
Food
Co-‐op
• Keene,
NH
• Opened
2013
• 2,370
members
• 67
employees
• $8.5
million
in
revenue
• $1
million
in
local
purchases
• Sustainability
ini2a2ves:
Green
Team,
green
building,
solar
panels,
compos2ng,
reuse
and
recycling
(2015)
33
34. Neighboring
Food
Co-‐op
Associa(on
• 25
Co-‐ops
– Majority
in
opera2on
30+
yrs
• 11
Start-‐Ups
– New
jobs,
infrastructure
for
local
suppliers
• Locally
owned
by
107,000+
members
• Employing
1,800+
people
• $42+
million
in
wages
• $260+
million
revenue
• $50+
million
in
local
purchases
34
36. Conver(ng
an
Exis(ng
Business
Basic
Ques(ons:
• Is
there
a
willing
seller?
• Who
are
the
poten2al
member
owners?
• Will
current
owner(s)
stay
on
as
member(s)?
• Is
the
business
viable
and
sustainable?
• What
does
the
transac2on
look
like?
• Is
there
a
plan
for
ongoing
investment
in
educa2on
and
training?
• Is
there
a
support
system
among
exis2ng
co-‐op
networks?
36
37. Poten(al
Challenges
• Financing
and
capital:
Is
business
sustainable
over
2me?
What
will
the
transac2on
look
like?
• Is
the
current
owner
suppor2ve?
Will
they
stay
involved
or
will
the
business
lose
their
experience
and
exper2se?
• Shif
from
sole
proprietor
governance
to
a
co-‐
opera2ve
culture.
• Lack
of
member
financial
literacy,
governance
experience
and
management
experience.
• Expensive,
irregular
and
ofen
bad
advice
from
professionals
unfamiliar
with
co-‐opera2ve
model.
37
38. Launching
a
Co-‐opera(ve
Ac(vi(es:
• Define
overall
purpose
or
goal
• Create
steering
commiCee
• Raise
pre-‐development
funds
• Hire
a
coordinator,
if
possible/desired
• Conduct
feasibility
study
and
create
marke2ng
plan
• Establish
the
founding
board
• Incorporate
and
adopt
by-‐laws
38
39. Launching
a
Co-‐opera(ve
Ac(vi(es:
• Define
overall
purpose
or
goal
• Create
steering
commiCee
• Raise
pre-‐development
funds
• Hire
a
coordinator,
if
possible/desired
• Conduct
feasibility
study
&
create
marke2ng
plan
• Establish
the
founding
board
• Incorporate
and
adopt
by-‐laws
39
40. Launching
a
Co-‐opera(ve
Ac(vi(es,
con(nued:
• Develop
a
business
plan
• Create
membership
agreements
• Recruit
members
and
equity
investment
• Access
necessary
debt
financing
• Hire
appropriate
management
• Open
for
business
40
41. Basic
Development
Process
Timeline
• 12-‐18
months
to
incorporate
(varies
widely)
• Open
doors
–
2
yrs,
4
yrs,
12
yrs
• Exis2ng
business
can
be
faster!
Resources
needed
• CommiCed,
visionary
leadership
• Co-‐op
specific
business,
legal,
and
financial
support
• Member
equity
investment
• Start-‐up
financing
• Peer
support
&
guidance
41
42. Concerns
for
Co-‐operators
• Understanding
group
dynamics
• Facilita2on
of
process,
shared
vision
• Defining
roles
and
responsibili2es
early
• Professional
standards
• Par2cipatory
but
focused
environment
• Recognizing
strengths
and
weaknesses
42
43. Concerns
for
Co-‐operators
• Engagement
of
members
• Encourage
and
develop
broad
leadership
• Ongoing
training
in:
– Co-‐opera2ve
values
&
principles
– Board
leadership
and
accountability
to
members
– Fiscal
oversight
– Project
&
strategic
planning
– Communica2on,
facilita2on,
conflict
resolu2on
43
44. Some
Guidelines
for
Success
• Strong,
commiCed
member
leadership
• Set
realis2c
goals
and
focus
on
them
• Base
decisions
on
concrete
market
research
and
business
planning
• Invest
in
member
educa2on
and
keep
members
informed
and
involved
• Use
technical
assistance
from
co-‐op
networks
and
reputable
co-‐op
developers
• Join
regional
co-‐op
networks
and
seek
out
peer
support
from
other
co-‐ops
44
45. Co-‐opera(ve
Statutes
CT:
Conn.
Gen.
Stat.
33-‐183
• Co-‐opera2ve
Associa2ons
• Co-‐opera2ve
Marke2ng
Associa2ons
• Workers
Co-‐opera2ves
ME:
13
M.R.S.
1501
• Consumer
co-‐op
• Agricultural
Marke2ng
&
Bargaining
Co-‐opera2ve
• Employee
Co-‐opera2ve
Corpora2ons
45
Growing a Food System
for the Future:
a manual for co-operative
enterprise development
Six States with One Voice at the National Table
46. Co-‐opera(ve
Statutes
MA:
ALM
GL
Ch.
157
• Co-‐opera2ve
Corpora2ons
• Co-‐opera2ves
without
Stock
• Employee
Co-‐opera2ve
Corpora2ons
(157-‐A)
NH:
RSA
Title
XXVII,
Ch.
301
• Co-‐opera2ve
Marke2ng
&
Rural
Electrifica2on
Associa2ons
• Consumers
Co-‐opera2ve
(Ch.
301-‐A)
46
RI:
R.I.
Gen
Laws
7-‐7-‐1
• Producers
Co-‐opera2ve
• Consumers
Co-‐opera2ve
VT:
8
V.S.A.
31101
• Marke2ng
Co-‐opera2ve
• Consumers
Co-‐opera2ve
• Worker
Co-‐opera2ve
(Title
11,
Ch.
8)
Other
Op(ons
• Incorporate
in
a
neighboring
state
using
appropriate
co-‐
opera2ve
statute
47. Why
Go
Co-‐op?
Co-‐opera(ve
Enterprises…
• …put
people
before
profit,
• …are
accountable
to
their
members
and
communi2es
• …retain
local
economic
infrastructure,
• …are
successful
and
resilient,
• …strengthen
local
economies,
• …build
a
beCer,
more
sustainable
food
system
and
economy.
47