What’s the difference between an excellent board president and a so-so one? Being an effective president requires a host of proficiencies, attributes and knowledge—it’s no easy job! A mix of people skills, the talent to manage and a curiosity and willingness to develop a keen understanding of your co-op’s business are key traits of any good board president. From facilitation savvy, the ability to [...]
An individual member-owner or customer or vendor could probably describe how the co-op impacts their life: This is where I get the food that feeds my family. Or, I see all my friends here. Or, this is the center of my community. Or, I make my living by selling my products here. But how can the co-op describe the collective impact it has on [...]
By Carolee Colter March-April 2017 View data by downloading attached PDF. Data from 104 co-ops with annual sales ranging from $1M to $74M In 2006 and 2011, this magazine published studies on general manager (GM) compensation. Continuing that tradition, here’s a look at the state of management compensation in food co-ops today. The 104 general managers in this study serve co-ops ranging in size [...]
As director of Food Systems Initiatives for the Self-Help Credit Union, Steve Saltzman has a unique perspective on the work that is being done by food co-op sin communities throughout the region. And from where Steve sits, food co-ops are on the leading edge! When it comes to transparency, social change, and social justice, Steve sees food co-ops as the local engines driving progress.
An historic proposal was floated among members of 3 Twin Cities food co-ops to merge their 3 distinct organizations into one co-op. Two of those co-ops chose to merge, in this video we get to hear from the one that chose NOT to merge. Eastside Food Co-ops John Lacaria and Carolyn Buzza share about their next steps in deciding how their co-op can create [...]
There’s commonly a remarkable diversity among how the members of a co-op’s board of directors and how co-op staff see and understand the co-op. And the perception of the myriad owner members are as distinct and individual as the members themselves. And yet each group is holding a unique piece of wisdom about the cooperative. This field guide offers boards tools and resources to [...]
The CBLD template Financial Conditions policy and sample report suggest that boards and managers regularly monitor a number of key indicators of financial health. Here are definitions and/or formulas for many of those indicators as they are typically used by food co-ops. Using common definitions makes it easier to compare your co-op’s performance to others. Many of these metrics are expressed as a % [...]
How is your board spending its time? It’s easy to get caught up in the delegation and accountability portion of a board’s job. Yet there’s a whole other side to the work that is equally important, and the ultimate endeavor of the board: spending time thinking about the co-op’s desired outcomes, members and member needs. A board is accountable for results produced, but ends [...]
Co-op boards that use Policy Governance® write policies as a way to codify their agreements for how they will work together, how they will delegate responsibility to management, and what authority they will then actually delegate. Our CBLD team of consultants created this set of template policies based on what we saw does or doesn’t work for most food co-op boards, and we periodically [...]
Good leaders often ask this question: what would set us up for success? Most of the time the answer is simple. Master the fundamentals. By being good at the basics—like being committed to consistent governance systems and applying respectful, inclusive communication to discussions and decisions—success as a board member is most-likely assured. Yet, it’s harder than it looks in practice. That’s exactly why fundamentals [...]
