By Marilyn Scholl, Carolee Colter 088 May - June - 2000 What we love most about co-ops is the emphasis on people. Food co-ops are businesses that operate on a human scale, valuing individual voices--whether it be the democratic aspect of choosing leaders, the ongoing dialogue with customers through comment boards, or staff involvement in key decisions. In cooperatives, people are valued. What drives [...]
Planning and implementing a successful expansion or relocation for your natural foods cooperative is a major undertaking that always involves risk. As the natural foods marketplace is experiencing rapid change and growth, retail natural food co-ops are being challenged to serve their members and their communities better than ever before. Long-term survival, maintaining and building market share and cooperative growth are critical issues for [...]
By Bill Gessner 086 January - February - 2000 Cooperatives need to pursue debt capital from members through the creation of member loan programs and member loan drives. The purpose of this article is to suggest some of the basic principles and organizing strategies that underlie a successful cooperative member loan program. However, this article is in no way an offering of or a [...]
By Marilyn Scholl 084 September - October - 1999 The relationship between the board and the general manager is probably the most important relationship in a co-op. To be successful, a cooperative needs a strong manager AND a strong board AND a strong, effective relationship between the two. In 22 years of working for and with food co-ops, I have seen too many examples [...]
By David Fowle, Marilyn Scholl 083 July - August - 1999 Do the following statements or situations sound familiar in our cooperatives? "The co-op shouldn't carry (X), because these products are not natural." "This is a co-op, so all the members should have a voice in operational decisions -- otherwise I may as well shop down the block." "This decision is too controversial, so [...]
By Karen Zimbelman, Marilyn Scholl 080 January - February - 1999 Members are the lifeblood of a co-op: a truism of cooperatives. Without members, a co-ops wouldn't be a co-op; it would be just another local grocery store. A co-op exists to serve the needs of its members. But members provide more than a co-op's reason for being. They provide the capital, the patronage, [...]
By Marilyn Scholl 078 September - October - 1998 Food cooperatives around the country are talking about Policy Governance -- a system of board leadership developed by John Carver. While people are drawn to the simple logic behind Policy Governance, it is quite different from previous board experiences. Governance is an important job and should be done well. As the Food Front Cooperative board [...]
Edited by Dave Gutknecht and Karen Zimbleman
By Bill Gessner 063 March - April - 1996 Our cooperatives are truly empowering organizations, in origin and in practice, in vision and in mission, in theory and in action. Empowerment can be a simple and clarifying concept. Yet often we find ourselves misguided and muddled in the empowerment process within cooperatives. I believe this confusion serves as a primary obstacle to the healthy [...]
By Carolee Colter 051 March - April - 1994 Is it inevitable that all "new wave" co-ops founded in the 1970s will end up with general managers? While only a few have had a general manager from the beginning, many co-ops have followed a path from management by volunteers, to management by collectives of paid staff, to some form of co-management or management team, [...]
