Building the group, establishing the co-op form

Fact sheet explaining Director's Liabilities in the role of a co-operative.

Excerpt:

Introduction 

FactSheets

The following factsheets provide a general overview and guide to selected topics in co-op development.  They are suitable for those people that need to answer a particular question quickly or need a fast overview of a particular topic.  These factsheets are also suitable to be distributed in hardcopy as part of a literature rack or as a resource to clients.

A Telelearning Session on empowering co-op groups.

Notes from session two below. 

Also attached, a paper by Peter Hough on starting a co-op.

The URL below will take you to a link with a downloadable copy of the recording of this tele-learning session, which last approximately 90 minutes. The attachment, also below, will take you to a summary transcript of the session.

A group process evaluation form.

Decision making document.

 Excerpt:

The most effective style of decision-making depends on the situation.  Small co-operatives often make major decisions (like working hours, pay rates, customer service policies, by-law changes, etc) using consensus.  Why?  Because properly facilitated consensus decisions allow everyone to express their point of view, listen to others, and come to the best decision for the group as a whole.  Consensus provides ample opportunity for respectful disagreement and when a decision is reached it’s usually the best solution and people are committed to making it happen.   Consensus decreases the chances that people will change their minds after the decision is made or feel left out of the decision and therefore unmotivated to contribute to its implementation.

CWCF group dynamics.

 Excerpt:

1. 1. Group dynamics and process is the most challenging aspect of co-op development.

• • much harder than the technical aspects – feasibility studies, business plans, financial forecasts, market research, incorporation, offering statements, etc.
• • Human brain has evolved over 2 million years to deal with interpersonal and group dynamics
• • Everything boils down to building mutual trust and mutual benefit – without trust there is nothing
• • For a co-op to work, there has to be mutual benefit and a feeling of fairness and equity – no free riders
• • Intuition, reading body and facial language, emotions, underlying motivations

Co-operative governence document.

 Excerpt:

1. What is governance?

Co-op governance means the processes and structures used to direct and manage the co-op’s operations and activities. Good governance helps organizations use their resources more effectively and ensures that they are managed in the best interests of their members and principal stakeholders. 

A telelearning call with aproaches and tools for assessing groups.

The URL below will take you to a link with a downloadable copy of the recording of this tele-learning session, which last approximately 90 minutes. The attachment, also below, will take you to a summary transcript of the session.

(2001) Brian M. Henehan & Bruce L. Anderson, Department of Applied Economics and Management, Cornell University.

This document has several sections devoted to achieving 'smooth' governance.

Co-ops By Design is a clearly written guidebook, with a focus on BC, designed to help you help yourself. It takes you through the process of developing your co-op, from forming your core group, to developing your business plan, to starting your co-op operations.