Wednesday, December 2, 2009

Drafting our mission and values - please read, reflect and respond.

At last night's meeting, the Steering Committee shared a rough draft of our values and iterations of a draft mission statement - this piece is an outcome of the Steering Committee's first meeting, and the intent now is to:

-gather input on it,
-refine it and add a little more content with respect to what we've done so far, to create a
-workable communication piece that we can all begin using -soon- to talk about what we're doing together.

The concepts behind the listed values arose from conversation at our first organizing meeting in November, and the mission evolved from these values and additional conversation around what the co-op is, what its purpose is and, in general terms, how it will carry out that purpose.

As we discussed at the meeting, the mission statement can't say everything on its own - it's just one piece of the story.

Please read below what we have thus far for values and mission - and, for comparison, review the mission and values of Seattle's Madison Market Co-op.

-what do you like?
-what do you think about structuring our values and mission in the same manner as Madison Market?

Post your comments here, or email them to Dan Beck - heloderma@fairpoint.net. Thanks!

Our values:
  • Local
  • Organic
  • Education/outreach to our community
  • Ecological and social responsibility
  • Sustainability (i.e. long term viability, which goes along with ecological and social responsibility)
  • “Incubating” providers/increasing demand
  • Connections/connectivity between producers and consumers

First draft of mission:
We are starting an Ellensburg food cooperative that would provide our community a place to buy healthy local food all year long, including organic and other natural choices. We will strive to provide locally-grown produce, fruit, meat, and dairy, but would also expand our sources beyond our region as the need arises, so long as our products arise from ecologically and socially responsible practices. Our co-op would build community and support local farms by linking consumers and local producers, creating demand for healthy locally-grown food, and by helping us to understand where our food comes from.


A second draft, built upon the first:
The Ellensburg food cooperative aims to provide our community a place to buy healthy local food all year long, including organic and other natural choices. We strive to provide locally-grown produce, fruit, meat, and dairy, but will also expand our sources beyond our region as the need arises, so long as our products arise from ecologically and socially responsible practices. At our core, the cooperative is about building a healthy community and supporting local producers.

A third, shorter version:
The Ellensburg food cooperative provides our community with a place to buy, learn about and enjoy sustainably-sourced products all year long, including local, organic and other natural items; at its core, our cooperative is about building a healthy community and supporting local producers.

Compare with Madison Market:

Mission and Values

Central Co-op's Madison Market is a business that belongs to the people who use it – people who have organized to provide themselves with the goods and services they need. Our mission and values statements reflect the values of our membership.

Our Mission

Central Co-op is a member-owned natural foods cooperative in the heart of Seattle dedicated to sustainable practices, community accountability, and the local food economy.

In support of our mission: We endeavor to operate our business within our stated values, while having the courage to uphold them, and the imagination to look beyond them.

Our Values

We value community empowerment, institutional accountability, and personal and environmental health.

The Cooperative Principles

  • Voluntary and open membership
  • Democratic member control
  • Member economic participation
  • Autonomy and independence
  • Education, training, and information
  • Cooperation among cooperatives
  • Concern for community
Operating our business holistically, recognizing our social responsibility and our commitment to the restoration and health of the environment;

Safeguarding our member-owners' trust by conducting our business in a financially sound manner;

Operating our business on a human scale by honoring the inherent value of the individual and maintaining an open and friendly atmosphere;

Conducting ourselves and our business with honesty and integrity;

Acting responsibly by providing a diverse selection of high-quality, healthful products, by serving as a resource for information, and by responding to the needs of our member-owners and the broader community;

Celebrating diversity by encouraging ourselves and others to act with acceptance and mutual respect

Next Meeting is NEXT WEEK - one more before the holidays!

Hi all,

Another great meeting is behind us - and we decided to go for one more before the holidays really hit.

Next co-op meeting: Tuesday, Dec 8, 6:00-8:00pm at the Ecumenical Church
400 N Anderson, 1/2 block behind Safeway.


What we'll aim to do:

-review a rough draft of the Community Survey, which is under construction and will be ready to share next week

-start populating a master timeline with activities for each working group. By using post-it notes which can be moved around, changed or removed from the timeline altogether, we'll be creating a malleable visual representation of upcoming processes. The intent is to give us some overall direction and uncover any major gaps, so we can address the gaps and brainstorm around action steps.

-Will you be talking with your friends about the co-op project over the holidays? The Steering Committee would like to draft a one-page communication piece, get your input and then finalize, so we can have consistent "talking points" and even something to pass around to start building awareness of the project.


Suggestions for ways to prep for the meeting:

-If you belong to one of the working groups or think you could have interest in a particular aspect of starting the food co-op, think about how the kinds of actions that need to be taken might look in a timeline. For additional ideas, you might review the relevant sections of How to Start a Food Co-op, a simple and helpful primer from the Cooperative Grocer's Information Network...bearing in mind that this primer and other similar resources are incredibly valuable as guidelines, but that our process will be unique - it's possible that some things outlined here may not quite pertain.

-Give the Steering Committee some feedback on the draft Mission and Values piece that was shared at the Dec 1 meeting...I'll put this piece in another blog post.

You can share your comments and ideas by either:
-posting them in a comment on the blog, at the end of this post
-posting them as a comment on Facebook, under this message
-emailing Dan Beck directly at heloderma@fairpoint.net

Thanks all - see you again soon!

Saturday, November 28, 2009

Top 10 reasons to Think Local, Buy Local, Be Local - from Sustainable Connections

Given the food co-op emphasis on local food systems, I thought I'd share this fantastic list from Sustainable Connections, a Bellingham organization with an innovative approach to developing vibrant local living economies.

Ellensburg's KEEN - Kittitas Environmental Education Network - is of course doing some amazing things to promote the same sorts of initiatives as Sustainable Connections. Our food co-op will be tabling at KEEN's upcoming e3 Winter Fair on January 30th.

Top Ten reasons to Think Local - Buy Local - Be Local

  1. Buy Local -- Support yourself: Several studies have shown that when you buy from an independent, locally owned business, rather than a nationally owned businesses, significantly more of your money is used to make purchases from other local businesses, service providers and farms -- continuing to strengthen the economic base of the community.(Click here to see summaries of a variety of economic impact studies; these include case studies showing that locally-owned businesses generate a premium in enhanced economic impact to the community and our tax base.)
  2. Support community groups: Non-profit organizations receive an average 250% more support from smaller business owners than they do from large businesses.
  3. Keep our community unique: Where we shop, where we eat and have fun -- all of it makes our community home. Our one-of-a-kind businesses are an integral part of the distinctive character of this place. Our tourism businesses also benefit. “When people go on vacation they generally seek out destinations that offer them the sense of being someplace, not just anyplace.” ~ Richard Moe, President, National Historic Preservation Trust
  4. Reduce environmental impact: Locally owned businesses can make more local purchases requiring less transportation and generally set up shop in town or city centers as opposed to developing on the fringe. This generally means contributing less to sprawl, congestion, habitat loss and pollution.
  5. Create more good jobs: Small local businesses are the largest employer nationally and in our community, provide the most jobs to residents.
  6. Get better service: Local businesses often hire people with a better understanding of the products they are selling and take more time to get to know customers.
  7. Invest in community: Local businesses are owned by people who live in this community, are less likely to leave, and are more invested in the community’s future.
  8. Put your taxes to good use: Local businesses in town centers require comparatively little infrastructure investment and make more efficient use of public services as compared to nationally owned stores entering the community.
  9. Buy what you want, not what someone wants you to buy: A marketplace of tens of thousands of small businesses is the best way to ensure innovation and low prices over the long-term. A multitude of small businesses, each selecting products based not on a national sales plan but on their own interests and the needs of their local customers, guarantees a much broader range of product choices.
  10. Encourage local prosperity: A growing body of economic research shows that in an increasingly homogenized world, entrepreneurs and skilled workers are more likely to invest and settle in communities that preserve their one-of-a-kind businesses and distinctive character.

Think local first + Buy local when you can = Being a local!

Co-op Meeting TUESDAY Dec 1, 6-8pm, Ecumenical Church

"As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them." -John Fitzgerald Kennedy

"Not what we say about our blessings, but how we use them, is the true measure of our thanksgiving." -W.T. Purkiser

Hi everyone,

Are you still in your stretchy pants? Hope your Thanksgiving was lovely and full of gratitude.

Time to have our 3rd food co-op organizing meeting!
Tuesday, Dec 1 6-8pm
Ecumenical Church, 400 N Anderson (1/2 block behind Safeway)

Agenda is forthcoming...need to check in with our newly formed Steering Committee for some direction (bad pun. Sorry.).

In the meantime, here's what I propose we all prepare for:

1) a 5 min (or so) update from each group - Steering Committee, Consumer Members, Producers & Sourcing, and The Business End.

Where you at? What's next? Need help with anything? Got burning questions?

2) Collaboration on a timeline.

Ever made a timeline with post-it notes? I love doing it, and I think we could have fun working on this together if we're ready.

If you like, take a glance at this brief blog post from Creative Coaching about how and why a post-it timeline works:



Thanks all...see you soon!

Jess



Thursday, November 19, 2009

Critical updates, volunteer opportunities, and outcomes from Nov 17 meeting

Another successful organizing meeting for creation of a food co-op in Ellensburg!















20+ people joined us on Tuesday night. We had fun, we were productive - but next time you're an hour late, Greg Parker, you owe us some Iron Horse beer.

Critical highlights/updates
  • Our next meeting will be Tuesday, December 1, 6-8pm at the Ecumenical Church, 400 N Anderson (1/2 block behind Safeway). Everyone is welcome, so please come - and bring friends.

  • Please post comments, questions, and ideas to the blog. I just modified the settings, and we want to see your ideas and questions. (Thanks, Dan B)

  • We've broken out the work ahead into four different focus areas, and we have volunteers signed up to make it happen!
Read on to see where we're at with this - and if you want to help out with a particular project, inquire directly with the folks listed below.


Focus Areas for volunteer work



We spent about 30 minutes in a creative brainstorm - kind of a modified "world cafe". Everyone broke into 4 small groups, each with a different focus area to work on. We rotated once, so everyone had the chance to give input to 2 of the 4 focus areas. For each focus area, the questions we asked ourselves were: 1. What do we need to learn about for this, and how could we learn? 2. What resources do we already have, and what resources do we need to do this work? 3. What needs to happen in the next 3 months? By the end of the year? Before our next meeting on Dec 1?

Here are the results, in no particular order:

1. The Business End: incorporation and bylaws, fundraising/financing strategy


Volunteers:
Jim Baird (financing options)
**Jessie Alan, jessie.alan@gmail.com (articles of incorporation and bylaws, business plan outline)
Greg Parker (site selection and related budget/operational projections)
Zach Zink
Danny Arranaga (financing and startup budget)

Financing - member equity, member loans, business loans, corporate sponsorship, grants from foundations

Business plan

Jessie has experience; has a boilerplate outline

Membership structure

What data is needed to create the budget?

Find a pro-bono attorney for help with articles & bylaws.


2. Producers & Suppliers: local producers and additional sourcing options

Volunteers:
**Sam Albright, sam@quiltcut.com

Denise Horton
Dan Eldridge (farm lists)
Jenny Hansen (what questions do we need to ask our suppliers to judge if they're a good fit?)
Susi Lundquist (making contacts/relationship with Azure)

Who all is out there...survey, list, contact info

Who are our local producers?

farmer's market, current co-op (Susi and Matt, Wilson Creek), distributors, grower organizations, eat local directory

What do they have, when do they have it, how much, and current distribution method(s)

What is available locally, so that we know how regional we are

Can we get a consistent supply from the producer?

organic, fair trade

do we source from far away? Bananas, coffee, etc

food label ingredients - how "pure" are canned, processed foods

Need producer coordinator - responsible for calling growers and coordinating orders

Do we want to work with individual growers? Distributors?

Azure Standard (Matt and Susi Lundquist) - possible to get supply from them?

What is "local"? "regional"?

3. Consumer Members: learning who they are and what they need, outreach&recruitment

Volunteers:
**Gary Koch, garyocity@gmail.com
Joann Bennett
Stefanie Wickstrom (experience with survey design)
Dan Beck
Becky Pearson
Keyna Bugner
Sonja Wright (can help with the survey)
Jeff Hansen
Jen Zarnoch (can help "make things pretty" - design marketing/outreach pieces)

Goal: create survey participants. Online survey; hard-copy survey/canvassing; booth at farmers market

Newspapers: The Record, the Observer

Radio

Master Gardeners/Extension office

Farmers Market

Thursday @ Fair

Shrub Steppe Booth

Churches, church bulletins

Flyers - library, coffee shops, campus (Shape Up Kittitas County) (bi-lingual) (KCPH)

Generate a mailing list, starting with all the people at the co-op meeting

Create survey

CWU - check on class project potential. Grad student assistance?

Survey topics

Willingness to pay/join

"what would you pay for"...range of choices

what products would you want?...range of choices

Purchasing values

organic

local

vegan

gluten-free

bulk

vitamins?

animal food


4. Steering Committee: coordinating short-term activities, developing the 1-3 year strategy

Volunteers:
Dan Eldridge
**Dan Beck, heloderma@fairpoint.net
Danny Arranaga
Mike Williams
Jim Baird
Corey Wright
Gary Koch

Listening (is critical - listen to each other, the entire group, and all stakeholders.)

Big Picture (thinking - 40,000-ft view of how what we're doing now fits into the context of the whole)

Vision

Commitment (esp. of time)

Diversity/Flexibility (open to all points of view, able to make decisions to change course when necessary)

Prioritize 1,2,3 (know what's most important to focus on at the time)

Self-selecting members (totally voluntary; commitment, passion and resourcefulness are more important than experience)

Action Plan

Timelines

Delegate

Monday, November 16, 2009

REMINDER: Meeting tomorrow/Tuesday, 6-8 pm, Ecumenical Church

Hi everyone - are you ready? Our second meeting is tomorrow night!

Food Co-op meeting
Tue, Nov 17
6-8pm
400 N. Anderson (just a half-block behind Safeway store)

Rough agenda (still may be subject to a little tweaking/refining):
  • 6-6:30:
    Revisit our ideas for desired attributes of an Ellensburg food co-op - framing them more as "values" than as "vision".
    A co-op exists solely to serve its members - what might this mean for us?

  • 6:30 - 7:15:
    Creative brainstorm on focus areas/task forces - what goals and activities might we want to accomplish:
    -before our next meeting
    -by the end of the year
    -in time for other critical milestones?
  • 7:25 - 8:00:
    Plan our next meeting
    Volunteer assignments for those who elect to take them!
    -steering committee members (3-5 people?)
    -focus area/task force leaders (3-4 people?)
    -project or assignment-based volunteering (as many as we can get!)

Friday, November 13, 2009

So much excitement around the food co-op idea...

Quick shout out to Lene, Deborah and Marte - new food co-op enthusiasts to add to our growing ranks! Great to meet you at Cascade Land Conservancy celebration last night. Help us spread the word, and come to our meeting next Tue night if you can.

Wednesday, November 11, 2009

Next Tue meeting time: 6:00-8:00pm.

Sorry - forgot to include this detail in my last post. :)

Meeting is:
-next Tuesday, Nov 17
-Ecumenical Church, 400 N Anderson (behind Safeway)
-6:00-8:00pm

thanks!

J

VENUE CHANGE - next Tuesday's meeting at Ecumenical Church

Hi everyone,

Hope you marked your calendars and you're planning to attend our next co-op meeting. We've been putting together some ideas for what we'll do together...and
it involves markers and post-its. I know - exciting!!!!


It turns out Hal Holmes was not available to us next Tuesday - they're booked solid.

So, next Tuesday we'll be meeting at the Ecumenical Church of Ellensburg instead:
400 N Anderson, 1/2 block behind Safeway.


If I'm not mistaken, the Vegetarian Society will be having their fabulous potluck right down the hall...so we can't be too rowdy. Maybe some of them will join us at some point?

If you could, please RSVP to me real quick via email (jessie.alan@gmail.com)...and bring your friends!

See you next week,

Jess

Monday, November 9, 2009

Pendleton, OR community co-op

This co-op is just a few steps ahead of us in their process, and roughly share some characteristics with Ellensburg - check out their blog:

http://pendletoncommunitycoop.wordpress.com/

Look at the post titled "To Move Forward or Not to Move Forward" in particular.

They got a grant to do a feasibility study, and they're about to conduct a community survey - sounds like the results of this survey will give them the information they need to decide "go/no go"...

Saturday, November 7, 2009

Save the date: Next Meeting, Tue Nov 17, 6-8 pm, Hal Holmes Center

Agenda is forthcoming - if you have any ideas, please send them my way.

Initial thoughts:

First half
-I'd like to do some demographic/comparative market analysis between now and the next meeting. If I'm able to do it well, I'll share it in the first half of the meeting and we'll have some preliminary information about the market potential for a food co-op in Ellensburg.

We'll still want to talk directly to the community as well, of course, to get a feel for who will shop at the co-op and what they want.

I'm certain that this research is critical, both to the design of the co-op and to its financing, regardless of how small our store is or how minimal our startup costs.

-we can discuss/learn about another topic during the first half as well...any suggestions?

Second half
-As for the second half, what do you think about making it a working/brainstorming session? Small tables, each with a different topic/task area for starting the co-op...so we can really get the work rolling.

Ultimately, by the meetings' end, we should aim to have volunteer assignments for everyone who wants to help - tasks to complete before our next meeting.

Thursday, November 5, 2009

Summary of our first meeting - plans for our next!

There were about 26 people at Hal Holmes last night for our first meeting - more, if you count all the incredibly patient and well-behaved kids that came with their parents!

Thanks, everyone - we did a great job. There was good conversation, everyone shared ideas and perspectives, and ultimately we made the commitment to have a next meeting on Tuesday, Nov 17 (same time and place, Hal Holmes Center from 6-8pm).

At the next meeting, our objectives will be to:
  • have even more people in the room, including people who couldn't make the first meeting due to schedule conflicts.
  • assemble a steering committee and get down to work!
More on this to follow.

Highlights from the first meeting
(by all means comment if I missed something or misinterpreted):

Ideas and desires for an Ellensburg food co-op:
Everyone was asked to share their "vision" for a food co-op. What's important? What might the co-op offer? No bad ideas, just brainstorming, putting everything out there.

-it should be a place that fosters community. A welcoming atmosphere, maybe a cafe. The location and its offerings should invite people to stay a while, relax, enjoy.

-Greg Parker shared that the deli at the Bozeman co-op (where he worked once upon a time) was wildly popular, one of the main profit centers for the store. Something to keep in mind for our co-op.

-support of local producers is paramount. The co-op should emphasize locally-sourced food, as well as organic/sustainably sourced...

-...but not to the detriment of sufficient selection. If the co-op doesn't provide enough of what customers want, it will lose business. Source from outside the region as well to supplement, and just choose carefully. Organic oranges from California are closer than oranges from Argentina!

-retail space: not too big (we don't need a PCC) but not too small (Matt and Suzi's garage won't do).

-quality food at a reasonable price, not cheap food

-unique items that will draw people in (will someone please make Dan Beck a decent bagel?)

-the energy and atmosphere of a farmer's market, available every day at the co-op.

-member-worker opportunities. volunteer labor in exchange for discounts on food - this might be especially appealing to college students.

-community outreach - actively teaching the community about good food, our local food system, and health

-classes - interesting and fun educational opportunities, workshops, presentations, how-to

-engage the Latino community

How we'll move forward
In the second half of the meeting, we reviewed a Food Co-op 500 framework for getting organized, and started talking a bit about what our steering committee could do when it forms and starts work.

We will be forming a steering committee at the next meeting, and getting down to work!

Some ideas for work to be done included:

-find a mentor co-op that had a startup process similar to what we think ours might be: starting simple and small. This could involve a field trip to visit food co-ops, or bringing someone to Ellensburg to meet with us.

-host events to create more awareness of the co-op and recruit future members

-"field recruit" on campus, at related events like the farmer's market, etc with a petition or a pledge to buy membership when the co-op becomes incorporated

-conducting an informal survey/scanning the community to determine who our customers are and how many there might be, what they might want, and willingness to pay

-research incorporation and decide how we want to incorporate

-research the best practices and potential pitfalls of having member-workers

-research site selection - pros and cons of different locations, building types, leasing v. buying, etc

Many thanks to all who pitched in with treats, information and meeting moderation...and many thanks again to all for coming. See you again soon.






Who can "represent our co-op" at the Tilth Producers 2009 Conference in Yakima?

Organic and Sustainable: the 2009 Tilth Producers Conference

Sat-Sun Nov 14-15 at the Yakima Valley Convention Center

Is anybody going? It would be great to have someone there who can talk about the co-op, gather information, network and report back.

The $140 registration is a little steep for me personally; not sure what to do about that. I really want to go and might try to work something out...

There are some interesting items on the agenda, and more importantly I bet there will be some very interesting people in attendance!

A couple sessions of interest (to me, anyway):

B5 What do Produce Retailers Want?

-C5 Merchandising and Marketing for Farmers Markets and Farm Stands

D5 Innovative Marketing Cooperatives (presented by Eric Bowman of the Northwest Co-op Development Center)

Wednesday, November 4, 2009

AGENDA for tonight's meeting

A Food Co-op for Ellensburg
Wednesday, Nov 4 6-8pm
Hal Holmes Center
-agenda-


Sign in

(20 min) Welcome and introductions

(5 min) Purpose of meeting

(5 min) Seven Co-operative Principles

(10 min) a few examples of food co-op startups and evolutions

(30 min) vision for a food co-op in Ellensburg

7:10 -break-

(10 min) organizing a food co-op - the Food Co-op 500 model as an example

(30 min) determine our next steps

Should we plan a next meeting, to organize a steering committee/founding team?

If so:
-what tasks might this team focus on during the next ~6 months
-what time and resource commitments might be needed from team members, ex. frequency of meetings, #volunteer hours, specific skills
-what might we do next to recruit more potential founding team members




Monday, November 2, 2009

Who's coming to Wed's meeting... you should come, too!

Here's who we have on board thus far:

Dan Beck
Gary Koch
Stefanie Wickstrom
Rex Wirth
Colleen Donovan
Mollie Edson
Robin Read-Ochoa
Dean DeCrease
Denise Horton
Jim Baird
Cynthia Murray
Paula MacKay
Rob Long
Daniel Arranaga
Jessie Alan
Tony Peters
Richard Gallagher
Howard Lyman

Looks like a great group! The more the merrier, so if someone is missing from this list - including yourself - by all means get them on it.

Again, the details:
Exploratory meeting - a food co-op for Ellensburg
Wednesday, Nov 4
6:00 - 8:00pm
Hal Holmes Center


We'll use this time together to explore some different food co-op models that may serve as options for Ellensburg, discuss what needs to happen next if we're going to move forward, and then pin down our next steps.

See you soon!

Thursday, October 29, 2009

Is a new food co-op feasible?

Feasibility studies are critical for determining the likelihood of success for a new co-op; they take stock of available resources, attempt to measure the size and strength of community interest and support, and crunch the numbers.

The great news is, we can learn a lot by starting small and simple. A preliminary study could give us all the information we need to comfortably move forward into more committed activities.

The following is excerpted from a Feasibility FAQ published by Food Co-op 500 (notice how the process is organized using the organization's Four Cornerstones and Three Stages framework - outlined in a previous post).

It could help us think about how we might want to conduct our own study!

How soon should a start-up organizing team conduct a feasibility study?
A full feasibility study can be relatively expensive and most co-op organizing groups struggle to build up funds during the early stages of development.

Because of this, a less formal, Organizing Stage feasibility study is recommended as a first step.
This should be conducted as early as possible after you begin the organization process.

What is involved in an Organizing Stage feasibility study?
The early feasibility study is undertaken to justify the effort and expense of pursuing further
development and to assure early supporters that there is a good chance of future success.

This informal study will attempt to answer these questions:
  1. Do we have a vision that resonates in our community?
  2. Is there enough potential demand for the co-op’s goods and services to be profitable?
  3. Do we have the people with time, skills and talent to see this project through to completion?
  4. Will we be able to raise enough capital through members and lenders to finance our co-op?
  5. Are there appropriate vendors, growers and distributors who are willing to sell to us?
  6. Are there suitable locations for a retail grocery store available at affordable costs?
How can we get the information for the Organizing Stage feasibility assessment?
Much of the information can be collected by surveying the community and taking an impartial look at the local market:
  1. Conduct a community survey
  2. Talk to established co-ops about what made them successful
  3. Research community, regional and state business development support options
  4. Meet with commercial lenders to discuss your ideas and get feedback
  5. Identify people and organizations with compatible missions that could become key supporters
  6. Talk to local realtors about business property availability and costs
  7. Tour all the local grocery stores and potential competitors, noting their strengths and
  8. weaknesses
  9. Consider hiring a professional consultant to guide you through early organizing, planning and feasibility assessment. The expense may seem high, but the time and effort you will save and knowledge gained will give you a huge head start.
Once you have collected as much information as possible, summarize it in a clear, concise report that you can share with organizers and supporters. Get feedback on your conclusions and do not be afraid to admit it when you are not able to make a clear assessment of one or more factors.

Organizing Stage Feasibility Checklist (organized by the Four Cornerstones)

Vision
  • The co-op has written a clear and inspiring vision statement
  • The vision has been shared with potential supporters and they are aligned with it
  • The planned co-op will address unmet needs in the community/market area
    -There is a strong demand for the co-op’s planned offerings
    -Consumers do not currently have convenient access the co-op’s planned offerings
    -Existing stores do not represent significant competition to the co-op
Talent
  • There is a group of at least 10 people (“core team”) willing to lead the effort to open a retail food co-op
  • There are significantly more people willing to volunteer time on committees and special events
  • The core team members are willing and able to spend several hours a week (or more) on behalf of the co-op
  • High profile members of the community have expressed support for the co-op
  • The co-op is willing to pay for the specialized expertise it will need
    -Legal review for incorporation
    -Community survey implementation/tabulation
    -Guidance for organizing and planning
  • The co-op has the potential to attract and pay a skilled general manager and staff
Capital
  • The co-op organizers have researched start-up costs and understand the financial requirements
  • for a new retail food co-op
  • A community survey indicates substantial interest in shopping at a new food co-op
  • A community survey indicates significant willingness to invest in ownership
  • The co-op is potentially eligible for business development grant or loan funds.
  • Local lenders have expressed interest and/or support for the co-op.
Systems
  • The core team has set up systems of accountability and reporting
  • A contact and/or member database has been created and is maintained
  • A business account has been set up and financial controls and records established
  • There are distributors, vendors and local farms willing and able to supply the co-op with the
  • types of products and services you intend to offer
  • There are affordable sites available that are suitable for a retail grocery store
To learn what's involved in a full feasibility study -which comes further down the line - you can start by reading the entire Feasibility FAQ from Food Co-op 500.

Tuesday, October 27, 2009

Co-op Meeting - next Wed, Nov 4. RSVP!

Hi there-

Please check out the invitation to a small exploratory meeting we're having at Hal Holmes next Wednesday, November 4, 6-8 pm.

If you're interested in sharing your ideas and resources around what a food co-op could bring to Ellensburg, what might it look like, and how we could get started, you should come!

The posting is here, on our Facebook Page:
Exploratory Meeting: a food co-op for Ellensburg

If you have questions, contact Jessie Alan jessie.alan@gmail.com 360-303-5634.

Thx!

Monday, October 26, 2009

Profile on Kootenay Co-op

Excerpted from a 2002 Cooperative Grocer article on Kootenay Co-op, a highly successful co-op in Nelson, BC.

Highlights are mine.

What might be learned/modeled from them?

Kootenay Thrives on Local and Organic
By Lyn Cayo

Kootenay Country Store Cooperative is the heart of Nelson, British Columbia. What began more than thirty years ago as a buying club with a few member families has turned into the community's member-owned one-stop shopping experience, now grown to over $4,700,000 in annual sales... Located in a heritage building on Nelson's main street, Kootenay Co-op has 4,800 square feet of retail space, which includes a full service deli and 400 square feet dedicated to supplements. But the most striking feature of the store, and a probable reason for its success, is the produce section.

Featuring a 40' cooler and about 1,000 square feet of floor space, the produce section accounts for approximately 21% of the store's sales. The section staff take great pride in the quality of their produce and work closely with local growers to ensure premium local product is always available... with ongoing support from the staff, local growers have responded by growing diverse crops and additional quantities.

During the fall, 75% of the high quality produce in the store is local, with another 20% from elsewhere in British Columbia. A study done by Horizon Distributors shows that about 8% of the local market regularly spends its food dollars on organic foods, about four times the national average. This is certainly attributable to the excellent education and product selection at Kootenay Co-op.

Co-op staff have also worked with value-added producers to develop, package and promote new products. In the deli and on the shelves are products from more than thirty small businesses that have developed in the region with the co-op's support. Many of these businesses provide a livelihood for people who would otherwise be unable to remain in the area due to a lack of employment opportunities. With almost forty employees and the large number of small businesses it supports, Kootenay Co-op is a vital part of the local economy.

Kootenay Co-op grew out of the union of several multi-family buying clubs in the early 1970s. In 1975, the co-op was incorporated and shortly thereafter opened its first storefront in South Slocan, about 15 minutes west of Nelson.

In the fall of 1985, the co-op moved into Nelson and took over the Pantry House, occupying about 2,000 square feet total. With the move to Nelson, the store was opened to non-members and attracted a large number of customers who were used to shopping at the Pantry House.

In the spring of 1989 a major renovation increased the retail space to 1,400 square feet. After the co-op turned the plain, mismatched store into a cohesive unit, its customer base widened and sales increased dramatically. By 1991, the store had outgrown that location entirely, and made a five-block move to the other end of Baker Street. Some 1,200 square feet were leased to an organic bakery, but in 2000 the bakery was given notice that it would have to move, and the co-op expanded to fill the vacant space.

What does it mean to be a co-op?

Kootenay Co-op is incorporated as a cooperative in the Province of British Columbia. Kootenay Co-op is owned by its members, who are each required to purchase ten $5.00 shares. These shares are a "no interest investment" in the co-op; if members decide to, they may withdraw their shares at face value. In return for their shares, which give the co-op its capital base, members receive many benefits:

  • on a monthly member appreciation day -- chosen by the members -- they receive 10% off most purchases;
  • two annual bulk sales are offered for members only;
  • volume discounts on several supplement lines are passed on to members;
  • members are eligible for several in-store promotions;
  • for the last four years there has been a patronage rebate of some significant portion of profit.

In addition, each member has one vote at general meetings and may sit on the board of directors. Most of the staff are members of the co-op, though this is not required.

The board of directors is elected by the membership; one director is a staff person and is elected by the staff. The co-op operates with a system of coordinators or department heads, who are overseen by a general manager. Although the GM reports to the board, she is basically part of the management team rather than holding a more typical executive position, which allows for a lot of flexibility and feedback.

Saturday, October 24, 2009

Food Co-op 500's Startup Model: Four Cornerstones in Three Stages


I just listened to another of Food Co-op 500's recorded seminars on starting a food co-op - this one on the Four Cornerstones in Three Stages model, presented by Bill Gessner. Getting a co-op off the ground is very complicated; this model outlines the process simply and concretely. A good thing to anchor ourselves to, perhaps?

Ellensburg, we're just about to embark on Cornerstone 1, Stage 1. Can't wait to see what happens.

The Four Cornerstones:

1. Vision

  • “The articulation of hopes and dreams of a founding group”
  • Broad, Long-term, Inspiring
  • Specific and Local
  • Refined as the emerging co-op moves through the development stages
  • Includes the co-op as a solution to a common problem or need
  • Core values and purpose
  • A vision of the process of developing a food coop
  • Building a shared vision over time

2. Talent
  • “Those invested in the co-op’s success”
  • Champion(s)
  • Steering Committee or Task Force or Founding Team
  • Board of Directors
  • Developer(s) (Usually external to the co-op)
  • Management (Development Project Manager, Facility Project Manager, General Manager) and Staff

3. Capital

  • “Financial resources necessary for all stages of development”
  • Organizing
  • Feasibility
  • Business Planning
  • Implementation
  • Sustaining (recover and reinvest)
  • Internal resources are used to leverage external resources
  • Education: members responsibility to capitalize co-op

4. Systems
  • “Organized, integrated, coordinated, and interdependent methods”
  • Legal
  • Governing
  • Management & Human Resources
  • Planning & Assessment
  • Communication and Marketing
  • Finance & Accounting
  • Operations
  • Membership
  • Commitment to continuous improvement
  • Systems become more complex through the stages

The 3 Stages

Stage 1: Organizing

Emerging Co-op: Brings about the organization
One or more people start with an idea
Recognition of a common problem or need that a food co-op could meet
Includes:
– Convening a core group
– Assessing common interest and needs
– Designating, supporting, and developing leadership
– Building a shared vision
– Committing time and money
– Possible Preliminary (informal) Feasibility Assessment

*Timeframe: typically 6-12 months
*Recommended member recruitment milestone**:300 (yes, we need member buy-in this early on in the process!)

**all member recruitment milestones assume a food co-op of 6,000 square feet. This may be larger or smaller than what Ellensburg envisions for itself, so we may want more or fewer members at each milestone.


Stage 2: Feasibility and Planning
Emerging Co-op: Brings about the operation
An organized group with commitment, interest and capacity
Assesses feasibility: market potential, financial feasibility,
internal readiness and design feasibility

Includes

– 2A = Feasibility - deeper assessments of financial, market and organizational capacity

*Timeframe: typically 3-6 months
*Recommended member recruitment milestone:450

– 2B = Planning – a business plan for financing and operations, preparing to hire general management, preliminary store design

*Timeframe: typically 3-6 months
*Recommended member recruitment milestone:600

Builds commitment and capacity (both leadership and management)

Brings about a secured site for the operation


Stage 3: Implementation
Emerging Co-op: Brings satisfaction of member needs

Demonstrated capacity in all the cornerstones

Includes

– 3A = Preconstruction

*Timeframe: typically 3-6 months

The end of 3A is the POINT OF NO RETURN
Paid management staff typically come online at this time
.
Site is finalized, as is all financing related to construction and opening


– 3B = Construction & Renovation

*Timeframe: typically 3-6 months


– 3C = Preparation for Opening

*Timeframe: typically 1 month
*Recommended member recruitment milestone:1,000

– 3D = Sustaining - First Year and Beyond (and now the work begins!)


Wednesday, October 21, 2009

Co-ops Rock

Check out this "brief, edgy, and visual introduction to the cooperative movement" - and maybe share it with your friends when you ask them to join us!

http://coopsrock.coop/