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Farmer Co-ops For Efficient Production & Marketing
The document discusses the benefits of farmer cooperatives for enhancing production and marketing within the agricultural sector, particularly emphasizing their role in supporting local economies and sustainable food systems. It outlines the structure, principles, and successful case studies of co-ops, while providing guidance on launching and developing new cooperatives in New England. Additionally, it highlights ongoing challenges and opportunities within the cooperative model, advocating for member engagement and active participation.
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Farmer Co-ops For Efficient Production & Marketing
- 1. Farmer Co-ops for EfficientProduction & Marketing Northeast Organic Farming Association (NOFA) Summer Conference // 15 Aug 2015 UMASS Amherst // Amherst, MA
- 2. Presenters Roger Noonan • President,New England Farmers Union • Organic Farmer, Middle Branch Farm • Member, Local Harvest CSA Co-op Erbin Crowell • Vice President, New England Farmers Union • Executive Director, Neighboring Food Co-op Association • Board Member, National Cooperative Business Association 2
- 3. Workshop Description Co-operatives benefittheir member-owners, farmers, consumers, and the food system. Learn about how your operation could benefit by being part of a producer or marketing co-operative, and discover the steps involved in setting one up. 3
- 4. New England FarmersUnion NEFU is a six-state membership organization that advocates for federal policy that benefits family farmers. We are a chapter of National Farmers Union, the second-largest agriculture organization in the country. Co-operative development has been a priority for Farmers Union since its founding in 1902. www.newenglandfarmersunion.org 4
- 5. NEFU Co-operative Heritage • Officially known as the “Farmers' Educational and Cooperative Union of America” (1902) • Key role in passage of Capper Volstead Act in 1922 & Cooperative Marketing Act of 1926 • Founded Farmers Union Central Exchange in 1931; merged with Harvest States Co-operative to form CHS: – Largest US-based co-op by revenue (2012) – 69th on Fortune 500 list by revenue (2012) – 25th largest convenience store chain in US 5
- 6. Neighboring Food Co-op Association NFCAis a network of 35 food co-ops and start-ups in New England that are working together toward a shared vision of a thriving regional economy, rooted in a healthy, sustainable food system, and a vibrant community of co-operative enterprise. As an affiliate member of NEFU, the NFCA partners with our region’s family farmers and fishermen to support a more sustainable food system, grow the co-operative economy and influence food policy. www.nfca.coop 6
- 7. What is aCo-operative? “A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically-controlled enterprise.” International Co-operative Alliance www.ica.coop 7
- 8. What is aCo-operative? “Co-ops are producer- and user-owned businesses that are controlled by — and operate for the benefit of — their members, rather than outside investors.” United States Department of Agriculture www.usda.gov 8
- 9. In Other Words… Aco-op is a business that is equitably owned and democratically controlled by its members for their common good, the good of the community or to accomplish a shared goal or purpose. Any surplus (profit) after expenses is distributed among members in proportion 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. 9
- 10. Co-operatives… …are more commonthan we think • Majority of US farmers are co-op members • 1 billion members worldwide (1 in 3 in the US) • More people are members than directly own stock in corporations …are innovative • Co-operatives are pioneers in organic agriculture, healthy food, Fair Trade, relocalization, regional aggregation and distribution …are successful • 30,000 co-ops in all sectors of US economy 10
- 11. Co-operative Business Principles • Voluntary& Open Membership • Democratic Member Control • Member Economic Participation • Autonomy & Independence • Education, Training & Information • Co-operation among Co-operatives • Concern for Community 11
- 12. A Basic Co-opStructure 12 MEMBERS BOARD OF DIRECTORS EMPLOYEES Elect Hire Hire MANAGEMENT Worker Co-op PRODUCERS OR CONSUMERS Producer or Consumer Co-op Product or Service A Multistakeholder Co-op includes a combination of member types in ownership and governance. Collectives Flatten layers, and emphasize consensus decision-making.
- 13. A Flexible BusinessModel • Purchase needed inputs, equipment, 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. • Provide employment and a livelihood. 13
- 14. Co-op Sectors Benefitthe Regional Food System • Farmer-owned co-ops help members market and process their crops and livestock, and secure needed supplies and services. • Rural utility co-ops provide electrical power and telecommunications services. • Financial co-ops and credit unions provide credit and financial services. • Food co-ops provide community owned retail outlets for producers, etc. 14
- 15. United Nations Yearof Co-ops Co-ops “in their various forms, promote the fullest possible participation in the economic and social development of all people, including women, youth, older persons, persons with disabilities and indigenous peoples, are becoming a major factor of economic and social development and contribute to the eradication of poverty. 15
- 16. UN Year ofFamily Farming “The importance of agricultural co- operatives in improving the lives of millions of smallholder farmers and their families cannot be overstated.” 16
- 17. Co-ops in NewEngland • 1,400 businesses • Farmer co-ops, food 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: http:// reic.uwcc.wisc.edu/ 17
- 18. Case Study: OrganicValley / CROPP Co-operative 18 • Founded 1985 • 1,800 members in US, Canada & Australia • Dairy, eggs, soy, produce, feed, and meat • Avg dairy herd is 80 • 13% of US organic farmers are members
- 19. Dairy Pool Beef Pool Egg Pool Produce Pool Grower Pool 493 Northeast farm families 13 4 2 34 11 1 1 1 3 4 9 23 135 30 1 1 2 3 121 154 3 1 NEW YORK PENNSYLVANIA WEST VIRGINIA VIRGINIA MARYLAND NEW JERSEY MAINE VERMONT NEW HAMPSHIRE
- 20. 26 Years of Sustainable Farmer Pay Midwest Mailbox Dairy Pay Price CONVENTIONAL DAIRY PAY PRICE Graphic thanks to Organic Valley
- 21. Case Study: Deep RootOrganic Co-op • Founded 1986 • 22 members in VT & Québec • 85-100,000 cases of produce annually • ±$2.5 million ann rev • Distribution across Eastern US • Support specialization, reduce competition, access markets 21
- 22. Case Study: North CountryFarmers Co-op 22 • Began organizing 2008 • Over 20 members in northern NH • Direct distribution to 15 restaurants, schools, individuals, and a hospital • Reduce competition among members, increase collaboration in reaching markets, support specialization
- 23. Case Study: Local HarvestCSA Co-op 23 • Established 2002 • Six NH member organic farms • Three season CSA • Members coordinate production, enabling specialization while offering broad range of produce to customers
- 24. Challenges for Co-operative Enterprise • Democracy can both an asset and challenge to the business • Limited business, legal and technical support for co-ops • Lenders may be unfamiliar with model • Balancing individual and mutual interests of members 24
- 25. Opportunities for Co-operative Enterprise • Strengthen bargaining power of small producers in the marketplace • Achieve scale while and efficiency while supporting small family operations • Enable producers to specialize and increase efficiency • Farmer members can focus on core business and delegate services without giving up control • Root food system infrastructure in our region • Increased recognition of social, economic and environmental benefits of co-ops 25
- 26. Some Suggestions • Beforelaunching a new co-op, explore whether an existing co-op can meet your needs. • Is there an existing business that could be converted to a co-operative? For example, a farmer interested in sharing infrastructure or an owner interested in retiring? • If a new co-operative is the answer, collaborate with existing co-ops and learn from their experiences. 26
- 27. Launching a Co-operative Activities: • Define overall purpose or goal • Create steering committee • Raise pre-development funds • Hire a coordinator, if possible • Conduct feasibility study • Establish the founding board • Incorporate using appropriate co-op statute • Adopt by-laws 27
- 28. Launching a Co-operative Activities,continued: • Develop a business plan • Create membership agreements • Recruit members and equity investment • Access necessary debt financing • Hire appropriate management • Open for business 28
- 29. Basic Development Process Timeline • Allow for 12-18 months to incorporate (varies widely!) • Open doors – 2 to 10 years • Existing facility or business can be faster Resources Needed • Committed, visionary leadership • Co-op business, legal, and financial support • Member equity investment • Start-up financing • Support & guidance from other co-ops 29
- 30. Co-operative Statutes CT: Conn.Gen. Stat. 33-183 • Co-operative Associations • Co-operative Marketing Associations • Workers Co-operatives ME: 13 M.R.S. 1501 • Consumer co-op • Agricultural Marketing & Bargaining Co-operative • Employee Co-operative Corporations 30 Growing a Food System for the Future: a manual for co-operative enterprise development Six States with One Voice at the National Table
- 31. Co-operative Statutes MA: ALMGL Ch. 157 • Co-operative Corporations • Co-operatives without Stock • Employee Co-operative Corporations (157-A) NH: RSA Title XXVII, Ch. 301 • Co-operative Marketing & Rural Electrification Associations • Consumers Co-operative (Ch. 301-A) 31 RI: R.I. Gen Laws 7-7-1 • Producers Co-operative • Consumers Co-operative VT: 8 V.S.A. 31101 • Marketing Co-operative • Consumers Co-operative • Worker Co-operative (Title 11, Ch. 8) Other Options • Incorporate in a neighboring state using appropriate co- operative statute
- 32. Concerns for Co-operators • Engagement of members • Encourage and develop broad leadership • Ongoing training in: – Co-operative values & principles – Board leadership & accountability to members – Fiscal oversight – Project & strategic planning – Communication, facilitation, conflict resolution 32
- 33. Some Guidelines forSuccess • Support strong, committed member leadership • Set realistic goals and focus on them • Base decisions on concrete market research and business planning • Invest in member education and keep members informed, engaged and involved • Use technical assistance from co-op networks and reputable co-op developers • Join regional networks (such as NEFU) and seek out peer support from other co-operatives 33
- 34. Why Co-operatives? Co-operative enterprises… • …put service to members before profit, • …enable small producers to achieve scale, • …root infrastructure in our region, • …are accountable to their communities, • …are successful businesses, • …strengthen local economies, • …are more sustainable and resilient, • …are democratic, • …build a more sustainable food system. 34
- 35. Discussion • Questions • Feedback • Ideas for Future Workshops 35
- 36. Resources & ContactInfo Roger Noonan president@newenglandfarmersunion.org Erbin Crowell erbin@nfca.coop New England Farmers Union www.newenglandfarmersunion.org Neighboring Food Co-op Association www.nfca.coop 36