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Coop Organization Reports
ORGANIZATION AND MANAGEMENT OF COOPERATIVE HOUSING ASSOCIATIONS
Not all o f the housing associations in the United States are following standard cooperative practice in every respect. In order to be truly cooperative there should be genuine democracy. Membership should be voluntary and should consist of a group of persons with common interests. Each member should have one vote and no more, regardless o f how much stock he owns in the association. I f interest is paid on share capital, such capital should draw no more than the current legal rate.
ASSOCIATION BOARD WORKBOOK
An association or chamber is a group of persons working together to advance a cause or mission. Nonprofit organizations have served the USA for more than 150 years. With 1.5 million nonprofit, exempt organizations, the common traits are a 1) mission statement and 2) a volunteer board of directors. Good governance requires a vision, strategy and team efforts.
BOARD ORIENTATION WORKBOOK
Yearly orientation or a “refresh and blend” session of about two-hours will improve comfort and confidence with governance responsibilities. All board members should attend. Familiarize them with the organization, including finances, programs, staff, authority, lines of communication, subsidiary organizations, strategic plan, and the governing documents. Have directors sign a commitment form to protect themselves and the organization
AN ORIENTATION ON THE COOPERATIVE BUSINESS MODEL TRAINING GUIDE
Think.COOP has been developed as a low-cost, easy to use training tool for those interested in establishing or joining a cooperative. It draws on technical content from existing materials in different ILO cooperative training tools and peer-to-peer, activity based learning methodology from the ILO’s Community-Based Enterprise Development (C-BED) programme, Think.COOP provides simple information on the basics of cooperatives.
Cooperative Organization and structure
From early in the development of commercial agriculture in the United States, farmers have used cooperatives to market their commodities and buy farm inputs. This report presents an overview of cooperatives performing these activities. More detailed reports are available on cooperatives handling each of the major farm products and farm supplies
What They Are and the Role of Members, Directors, Managers, and Employees
Five chapters make up this guide. Chapter 1—What Are Cooperatives?, is the most extensive chapter and generally describes where and how cooperatives fit into the American system of business, their unique principles and practices, and their defining structural characteristics, and it introduces the roles of the major cooperative participants— members, directors, manager, and employees. Chapters 2-5 go into further detail about the participants. Chapter 2 gives an overview of cooperative members, Chapter 3 describes directors, Chapter 4 discusses the cooperative manager, and Chapter 5 explains employees.
Equity Investments in New Cooperatives
WHY COOPERATIVES SHOULD BE ATTRACTIVE TO DEVELOPERS AND INVESTORS
Guidance Notes to the Co-operative Principle
Co-operatives are active in every sector of the global economy. A key distinguishing feature is that co-operatives create wealth for the many members of co-operatives who engage in co-operative businesses as service users, producers, independent business owners, consumers, and workers1, not solely for the few who are rich enough to invest capital in investor-owned enterprises. Co-operatives help counterbalance the massive growth of inequality between the world’s rich and poor; an issue that, if not addressed, has major economic, social, cultural, environmental, and political consequences.
Managing, Cooperative Antitrust Risk
This report explains the essentials of antitrust law and why limited antitrust protection granted in the Capper- Volstead Act is critical to cooperative marketing by agricultural producers. It outlines who is covered by Capper- Volstead, how a cooperative must be organized to qualify for limited antitrust protection, and what types of activity are protected. It also discusses several areas that pose special antitrust risks for farmer cooperatives and other points of law cooperative leaders must be aware of to successfully manage their antitrust risk.
A Toolkit for Partnership, Collaboration, and Action
This Toolkit is intended to assist organizations in the adolescent pregnancy prevention and parenting field with cultivating strategic partnerships, implementing innovative outreach strategies, and developing robust communications that target the diverse organizations and populations in their communities. The Toolkit offers guidance for performing self-assessments of current partnership and outreach strategies that organizations are using to collaborate with and engage agencies and individuals in their communities. The Toolkit also offers tools for building on these strategies to boost organizational capacity. Such strategies are vital in order for adolescent pregnancy prevention and parenting organizations to improve the health and social outcomes for vulnerable adolescents, build support and capacity within their local communities for these adolescents, and foster increased awareness of the important services these organizations provide to vulnerable youths. Although many of the examples provided throughout the Toolkit focus on adolescent pregnancy prevention and parenting organizations, the concepts in the Toolkit are applicable to a wide range of organizations that provide services to vulnerable adolescents.
Plan for Recovery – Association Strong
Associations are experienced at organizing. They are skilled at harnessing the expertise of volunteers. They know the power of coalitions and collaboration. They are proficient at creating action plans and driving results. Innovation and strategy are their nature.
Plans programs and policies of the cooperative
The Board of Directors shall be responsible for strategic planning, direction, setting and policy formulation (Art 37, RA 9520)
Strengthening Association: The Key To Cooperative Success
Cooperative principles play an integral role in the development of co-ops and give clear guidance as to how cooperatives should operate. These principles ensure the replication of this promising model to garner social and economic bene
There are essentially two keys to understanding the basic meaning of the Capper-Volstead Act and its special implications for agricultural producers, associations of producers, and the general public.
The Twin Cities Cooperative A Case Study and Commentary
This paper is a case study of a thriving cooperative local food system centered around the Minneapolis/Saint Paul metropolitan area. This paper is not an academic study but rather combines research and comment to provide a system-wide profile that highlights the web of enterprises, relationships, and values-based practices that result in significant flow of local food from producers to consumers. The authors have identified what we believe are key success factors at each level. We hope our study will benefit participants in this system by revealing some of its complexity as well as strengths and challenges, and that it also will add to the understanding of advocates, educators, and business developers in local food enterprises elsewhere.