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Common

Threads

What Makes it a Worker Cooperative?

  • Democratically member-owned

Own shares + distribute surplus

  • Democratically member-run

Elect a board Participate in management Daily operations

Cooperative Values

Cooperatives- are based on the values of:

self-help

self-responsibility

democracy

equality

equity

solidarity

In the tradition of their founders, cooperative members believe in the ethical values of:

honesty

openness

social responsibility

caring for others.

Q: What’s the difference between a value and a principle?

The Seven Cooperative Principles of the International Cooperative Alliance

Cooperative Fundamentals

A: The co-operative principles are guidelines by which co-operatives put their values into practice.

Voluntary and Open Membership

Democratic Member Control

Member Economic Participation

Autonomy and Independence

Education, Training and Information

Co-operation among Co-operatives

Concern for Community

A closer look at “member-run”

Many Hats

Lay out the group’s process (when are meetings, what is to be decided, etc)

Arizmendi Bakery

Determine the powers and role of the committees

Governance

Vision, Policy Board

Management

Strategy Manager

Operations

Tasks Members/workers

all members

Small group outlines project

COMMITTEES

  • Empowered to make operations decisions
  • Make recommendations to the Board (all group) about policy and management

BOARD OF DIRECTORS

Meets monthly

Makes decisions about hiring, firing, governance, and management

5

4

2

3

1

Presentation project outline to the group

Designate and/or elect transitions committees

Arizmendi Bakery Lakeshore

Arizmendi Management Committee

  • One of six Arizmendi Bakeries
  • 27 Full time worker owners
  • Committee Management

SITE & MAINTENANCE

COMMITTEE

Repairs, equipment

FINANCE COMMITTEE

Bookkeeping, reporting, financial oversight

BOARD OF DIRECTORS

all members

Arizmendi Bakeries

Keep in Mind

Visual Design for Structure + Process

PRODUCTION COMMITTEE

Work flow, recipes, standards

HIRING & EVALUATION COMMITTEE

Hiring, evaluation, discipline

COLLECTIVE EVALUATION COMMITTEE

Vision, conflicts, issues

  • What are you replacing?
  • Cultural considerations: autonomy, hierarchy, communication flow
  • Nature of the work: decentralized, in teams, desk vs. floor
  • Special operations management needs
  • How money flows through the business
  • Make a structure chart (“Org Chart”)
  • Identify on it: participation, decision-making, accountability
  • Make a “Who decides what?” chart (similar to EE's GLASS chart) and compare it to your visual aid

Next

Steps

Strengths and Weaknesses

501c3 Board Composed of Steering Committee, 4 parents, 2 alumni

Board offers financial oversight and loose check on governance and vision for the school

Staff meetings are twice per week. Once to discuss concerns about students and once to discuss governance and management issues.

Administrators

Key Points of Difference

Head Teacher, Financial, Academic Dean, Administrator. All most all teach at least one class

Maybeck High School

Educational Programs

General Meeting Composed

of All Staff

Oversees academic affairs and certification

Teachers

Finance

In charge of the financial health of the organization and includes the financial administrator as well as teachers

  • Structuring member power & responsibility
  • Participation vs decision-making vs accountability
  • Who is and can be a member?
  • Board elected?
  • GM or no GM?
  • Is the GM a member?
  • Who Hires and Fires?

Personnel Committee

Rules Committee

Reviews personnel tri-annually and handles complaints and performance issues. Recommends termination to the general meeting

Composed of 2 teachers and 2 students who oversee all student rules violations and decide on consequences (including suspension)

Steering Committee

  • Located in Berkeley, CA
  • 120 students grades 9-12
  • 12 students/class
  • 25 staff
  • 15 Full time teachers
  • 5 Full time administrators
  • 5 Part time teachers
  • Highly structured but very flat structure
  • Incorporated as a 501c3 with democratic governance

Composed of Head Teacher, Financial Administrator, Academic Dean

Academic Departments

English, History, Math, etc. Somewhat informal

Membership Details

Management Details

  • All full time staff are members
  • All full time staff have an equal say in decisions after two year probationary period
  • Pay is based on seniority but is flat between roles
  • Staff are voted in by the membership after two years.
  • Staff are fired by a majority vote of the post-probationary membership
  • There is no buy-in due to 501c3 status
  • All staff are directly responsible to the general meeting and to the personnel committee.
  • Administrators and teachers handle day to day operations
  • Administrators are empowered to handle day to day management decisions
  • Hiring and other occasional tasks are conducted by ad-hoc committees
  • Committees have limited decision making authority
  • Committee members hold fixed terms and roles rotate
  • Decision is by majority vote
  • Long term planning is limited

Cooperative

Governance and Management for

Small Organizations

Key

Differences

Maybeck

High School

Melissa Hoover, USFWC

Joe Rinehart, DAWN

Equal Exchange Basics

Coop Culture Committee

Audit Committee

Common Threads

Composed of Board members who oversee the creation of a strong cooperative culture

Board oversight of finances

Board of Directors

  • Elected by members
  • 6 worker owners
  • 3 outsiders from industry and key partners
  • Empowered to make governance and policy decisions
  • Hires/fires/review Executive Officers

Leadership and Training

Worker Owner Cabinet

Composed of Board members who facilitate educational activities for the cooperative

Elected body to speak to worker owner issues

  • HQ in West Bridgewater, MA
  • 110 Worker Owners
  • Coffee and Fair Trade Products Importer
  • 3 Offices and 3 Cafes
  • Hierarchical management and operations structure
  • "360 degree" peer review process
  • Structure participation into your daily job and into the larger governance of the cooperative

Office of the Executive Director

Governance Details

  • Committee involvement
  • Clear differentiation of powers between board, membership and management
  • High levels of participation and consultation in policy and major decisions (but not necessarily decision making)
  • Clear lines of authority for hiring, firing and personnel issues

Hiring Committee

Ad-hoc committee composed of position's supervisor, department member and one non-department member

Sales/

Customer

Service

Chief

Financial

Officer

Production/

Purchasing

Ownership Details

  • All full time, permanent employees over 1 year seniority are owners
  • Ownership is confirmed by a vote of the General Meeting
  • Buy-in is $4000 subtracted from paychecks over 2 years
  • Board meets bi-monthly
  • General Meetings are held 4 times per year
  • Ownership-wide decisions are made by majority vote

Equal

Exchange

Marketing Committee

Personnel Committee

R.N.

Training

Financial Committee

FINANCE COORDINATOR

Bookkeeping

Payroll

Board of Directors

  • 7 board members, all worker/owners
  • Elected by members

ADMIN COORDINATOR

Office/Reception

Recruitment

EXECUTIVE DIRECTOR

Management

Contracts

Client Relations

TEAM LEADERS & CAREGIVER TEAMS

Client care

Scheduling

Cooperative Care

Cooperative Care of Wisconsin

  • Home health care cooperative in rural Wisconsin
  • 55 Workers, almost all members
  • Hierarchical management structure
  • Most business is derived from government contracts
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