Why Have A Coop Handbook?

Decision Making

Having a clear agreement about how decisions are made has many benefits, including keeping the co-op running smoothly and helping to ensure that everyone feels good about the way the co-op makes decisions. Since this workbook requires decision making, this is a good place to start.

How are decisions made in this co-op?

• Major decisions require consensus of all members. Smaller, day to day decisions can be made by the co-op coordinator, or steering committee. Major decisions include: fees and surcharges, change of site, changes in schedule of order meetings, other:
• Decisions that can be made by the steering committee or coordinator include: reassignment of jobs, purchase of supplies and small equipment, scheduling meeting times, trial policies concerning ordering, payments, credits, membership, accepting new members, other:
• Anything that needs to be discussed and decided should be brought to the attention of the group at our regular meetings.
• Anything that needs discussion and decision will be included in the monthly order sheet, with 2 weeks notice of the meeting for discussion.
• All decisions are made by consensus, with majority rule if consensus cannot be reached
• The steering committee makes all decisions after notifying members and asking for feedback.
• other:

Who participates in major decision making?

• anyone who has ever been involved in the co-op.
• active members of the co-op (an active member is anyone who has ordered/worked __ times in the past year)
• active, working members only
• other:

Who’s in charge here?

• The co-op holds an annual meeting to select people in key positions (such as: coordinator, bookkeeper, jobs coordinator, steering committee, other: __________).
• A steering committee composed of (the coordinator, bookkeeper, jobs coordinator, other: ________) runs the co-op on a day to day basis. They keep the membership well informed.

When do we re-visit our decisions and renew our agreements?

• The annual meeting is a time for members to bring their concerns up for discussion.
• Members are encouraged to openly discuss their concerns with each other. Any member of the co-op can call a meeting to discuss any issue of concern to the co-op.
• When decisions on major issues (be specific), are needed, the coordinator’s job is to make sure all members have the opportunity to be involved. This can include mail and telephone announcements of the issue and meeting date, with plenty advance warning. Depending on the issue, a committee may have a proposal or alternative proposals for the group to consider.
• The annual meeting is a time when we choose a new coordinator -- or reaffirm the current coordinator for another year.

What if a decision is made that I feel is the wrong decision?

• We encourage open discussion of all decisions, and we acknowledge that everyone won’t always agree on everything.
• Write a short piece for the co-op newsletter to get the discussion going.
• This co-op values differences of opinion and constructive discussion

History of Our Coop

Goals & Purposes

Most likely, the first inspiration for your co-op came from the members’ desire to have access to good food at good prices. A co-op can also serve its members, and the community, in many other ways. If you have other goals for the co-op, its a good idea to bring them up for discussion, and even create co-op jobs to accomplish these goals.

What are our goals and purposes?

• to coordinate our food buying so as to be able to get the best food at the best prices
• to create a community of people with shared values
• to experience the pleasures and challenges of working together cooperatively
• to participate in the world-wide cooperative movement by working together cooperatively and educating ourselves and others about cooperatives
• to promote organic agriculture and environmentally responsible technology and products by informed buying
• to educate others in our community about (cooperatives, organic agriculture, environmentally responsible consumerism, other: _______)
• to educate ourselves by sharing our skills and knowledge with each other
• to strengthen our sense of community by organizing other activities such as: potluck dinners, field trips, community service projects
• other:

How do we accomplish our goals and purposes?

• by respecting the policies and procedures of our co-op
• by respecting the work each individual does for the co-op
• by creating committees to work on special projects (potluck & social events, community service projects, etc.)
• by charging ourselves a small surcharge on orders and using our combined financial strength to support (a food bank, a community organization)
• by publishing a newsletter with educational articles
• by actively sharing our skills with each other ; by having experienced people train and work new members; by having more than one person know how to do each co-op job
• by making connections with other co-ops in our area (or in other countries!)
• other:

Membership

Making clear decisions about the responsibilities of membership, and communicating these to new -- and old -- members is the first step towards a stable and smoothly functioning co-op.

Who is eligible for membership?

• anyone who agrees to fulfill the responsibilities of membership.
• If this co-op is organized as a sub-group of another group (a church, school, community group or workplace) membership might be limited to those belonging to the larger group.

What are the responsibilities of membership?

• The responsibilities of membership might include:
• pay a membership fee or dues (to support the expenses of the co-op)
• attend meetings
• contribute to the work of the co-op by performing a particular job
• contribute to the work of the co-op by working a set number of hours
• serve on a committee
• educate new members
• support the stated goals and principles of the co-op
• submit food orders and payments on or before the deadline
• pick up orders after breakdown on time
• support positive means for resolving conflict
• other:

Does this co-op accept non-working members?

• No. Everyone who benefits by being in the co-op must share in the work of the co-op in some way.
• This co-op will accommodate non-working members under the following guidelines (some or all):

non-working members are limited to one for every 10 working member

to be a non-working member, you must have been a working member for at least 1 year

non-working members pay [an additional __% with minimum $___;] as their contribution non-working members pay [a flat fee $___] as their contribution

to be a non-working member, you must have a clear reason for not working

other:

Is there a membership fee or dues?

• No. This co-op operates without extra cash. (When members are due a credit they must wait for it until the co-op receives the credit from our supplier.)
• Yes. Members pay a one-time membership fee of $__ to give the co-op operating cash. This fee is returned when the member leaves the co-op. (Note: the advantage of a small membership fee, besides improving cash flow, is that it signifies a commitment when a member joins, and provides closure when a member leaves.)
• Yes. Members pay an additional __% (OR $__ flat fee) with every order to cover the expenses of the co-op which include: [rent, supplies, postage, equity, equipment, cash flow].
• Yes. Members pay a one-time membership fee of $__ and a co-op fee of __% or $__ per order to cover co-op expenses.
• No. This co-op receives a volume discount on purchases from our supplier which is not passed on to the members, but retained to cover expenses.

Is there a limit to the number of members the co-op can have?

• No, membership is open to anyone who fulfills the responsibilities of membership. When the membership reaches certain stages (for example: 10 families, 20 families, 30 families) we will re-evaluate the distribution of jobs and the open membership policy to be sure the increased membership does not adversely effect the operation of the co-op.
• Yes, for the time being we will limit the number of member families to ____, because of limited distribution space, because we are a new co-op and inexperienced, other reasons:

Does the co-op offer a leave of absence status?

• Yes, under (some or all of) the following guidelines:
  • for anyone who has been an active working member for (six months, at least one year, etc)
  • for a minimum period of (one year, six months, other: ___________)
  • submit the request in writing to the coordinator
  • members on leave will not be sent mailings, or be on the phone tree
  • notify the coordinator in writing when you’re ready to come back
• No
  • experience has shown us that it gets too complicated
  • we have a limit on membership and a large waiting list of people who want to join
  • other:

Is there any reason we might ask a member to leave the co-op?

• repeatedly not doing their job; bouncing checks; late orders or payments
• non-cooperative behavior (such as: ______)
• actions that threaten the safety of other members
• other:

Who has the responsibility/authority of asking a member to leave the co-op for the reasons listed above?

• the coordinator
• the membership committee
• should a problem arise, a committee composed of:
• consensus of the whole group
• other

Jobs -- Getting the Work Done

When making decisions about jobs in your co-op, remember that the reason your co-op can buy at wholesale prices is because the co-op does work equal to that which a retail store operator does -- order collating, product distribution, bookkeeping, clean-up, paying rent, etc. -- so don’t be hesitant to create firm policies around job responsibilities. Without members who work, the co-op won’t work.

Does everyone contribute an equal amount of time to the co-op?

• Yes. We estimate that everyone will need to contribute ___ hours per year for the co-op to function.
• Well, yes and no. Some jobs naturally take longer than others, but everyone is expected to contribute something. We believe that over time, and as jobs rotate, everyone’s contribution will be equal.
• Yes. The jobs that take longer have more people assigned to them. The jobs coordinator keeps track of everyone’s hours and once in a while you get a vacation. The jobs coordinator also makes sure that there are enough people in each job.
• other:

How are jobs assigned?

• The coordinator finds people to fill all the jobs; if someone needs or wants to change their job, the coordinator works it out. If the coordinator wants to change jobs, we have a meeting of everyone to choose a new coordinator.
• The jobs coordinator assigns jobs to new members based on the needs of the co-op.
• New members must be able to fill a job that needs to be filled.
• Once a year we meet to rotate jobs.
• We try to have more than one person trained to do certain jobs (like the computer work) that require special skills. We share our skills with each other.New members have to work at breakdown at least __ time(s) because it helps them understand the workings of the co-op.

How does the co-op ensure that people meet their job commitments?

• We use an honor system. Everyone records on the order form how many hours were worked (last month? this month?) and what job was done. If you missed your job last month, you are charged ($__ or __%).
• We use an honor system. When you pick up your order, you sign the jobs record with what job you did and how many hours you worked. The jobs coordinator keeps track to be sure no one is over worked. If you missed your job, you are charged ($__ or __%).
• We use an honor system, and assume that everyone does what they’ve said they’ll do.
• The jobs coordinator keeps track of who’s doing what each month, and will speak to people who don’t fulfill their commitment. If people don’t show up to do their job the consequence is (additional charges, other: ___________).
• People who repeatedly (twice? thrice? four times? in a year) miss their job are asked to leave the co-op OR put on non-working status and charged an extra __%.
• other:

Jobs List

Many skills are needed to keep the co-op running. Try to have members trained in more than one job, and have each job filled by more than one person, so that you can cope with sickness and emergencies without difficulty. It’s also more fun to share a job, and work together. Experiencing a variety of jobs helps members understand how all the jobs fit together.

Co-op jobs can give people the opportunity to learn new skills and stretch themselves in new directions (buying produce, computer skills, writing skills, organizational skills, taking on leadership roles).

Balancing the needs of the co-op and the needs of the members can be tricky.

Co-op Jobs List

Here’s a list of possible jobs. Include your co-op’s job list and job descriptions in your handbook.

• Coordinator or Coordinators: primary responsibility is co-op communication; primary contact person for your supplier; general troubleshooting
• Membership/Jobs Coordinator: keeps handbook up-to-date, makes sure jobs are filled, keeps track of job participation, assigns jobs to new members
• New Member Contact: orients new members, trains new members in co-op jobs, checks in on new members for a couple months to make sure everything’s working
• Collator: uses computer to collate members orders into one order for the warehouse
• Bookkeeper: collects payments, issues credits, handles the co-op checking account
• Treasurer: works with the bookkeeper on co-op finances
• Distribution Coordinator: organizer and troubleshooter at distribution
• Distribution Team: distributes product into individual member orders
• Pre-Invoicer: tracks down and solves all problems left over from distribution; calls in credits
• Newsletter Producer: writes, publishes and mails co-op newsletter to members; collects articles and information from members for the newsletter; keeps track of printing and mailing expenses; maintains the mailing list
• Case Sharing Coordinator: creates a special order sheet for case sharing for each delivery
• Order Meeting Facilitator: establishes agenda, keeps discussions on track, chooses person to take notes.
• Outreach & Publicity: encourages public interest; helps coordinators contact members when needed; maintains the phone tree

Coop Basics

Include in your handbook information about the nuts and bolts of the workings of the co-op. This is important to new members, and can help you get back on track if there seem to be a lot of exceptional situations that are disruptive to the co-op's operations.

Ordering Information

Include an explanation of the ordering, delivery, pick up, invoicing, etc. cycle of your co-op. Explain about sales taxes and bottle/can returns and other deposits. Include ‘How to Read the Price list’ information. Explain what happens with misordered items and credits. Explain about getting a subscription to the Buying Club Pricelist and give new members a subscription form and price list.

Can members include in their order items for people who are not members?

• Yes, within reason.
• No, since more items ordered mean more work that has to be done, it’s only fair that people who are not members should not order through the co-op.

What does the co-op do with problems such as late orders, late payments, bounced checks, etc.

• Members can try to submit late orders, but the collator can say no.
• Members can try to submit late orders with a $5 late order fee, but the collator can say no.
• No orders are accepted after the deadline.
• No orders are accepted without payments.
• If you bounce a check more than once, you have to pay cash.
• other:

Does everyone need to have a subscription to the price list?

• It’s up to each member to make their own arrangements.
• Yes, experience has shown us this is the best way.
• The co-op buys one subscription for a price list that is (sent to the local library, kept at a central location); if you don’t want to get your own subscription, you can use that one

Order schedule:

Sample Order Sheet:

Membership List