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The Young Lambeth cooperative (YLC) is pleased to be submitting this business case to the London borough of Lambeth as the first model of young people’s and community ownership and commissioning of youth services in the country. This business plan outlines an alternative way to commission youth services using both commissioning budgets and the resources currently spent on the existing commissioning function in a more efficient and inclusive way.

Although a plethora of tools is available, most of our informants are familiar with only a very short list. The Core Capacity Assessment Tool (CCAT) and Organizational Capacity Assessment Tool (OCAT), developed by TCC Group and McKinsey, respectively, are widely known, even if people have not used them. The iCAT, a new online tool produced by consulting firm Algorythm, is also becoming more widely known. Other specific tools that were named by informants are the Marguerite Casey Foundation adaptation of the McKinsey OCAT, Social Venture Partners’ Organizational Capacity Assessment Tool, and a United Way tool for renewing grantees. However, the tools that were most highly regarded by funders, consultants, and nonprofits are ones that were adapted or custom-designed to the particular organization and its situation. This adaptation helps to ensure that people completing the tool understand the questions and that the questions fit well with the organization’s purpose for doing the assessment.

In an effort to combat dwindling budgets and vanishing resources while demand for services continues to increase, many nonprofits seek out opportunities to work together in new ways – leveraging resources, sharing strengths, increasing efficiencies and/or reducing overlap of services. Nonprofits recognize that when two or more organizations come together for a common purpose, the organizations and the clients they serve benefit. As a sector, we know that we are stronger together.

The survey was administered online via Qualtrics survey software. In late March, 2014 and early April, 2014 invitations were sent to the members of the Economic Development Association of Minnesota (EDAM), members of the Wisconsin Economic Development Association (WEDA), members of the Metropolitan (Twin Cities, MN) Consortium of Community Developers (MCCD), the University of Minnesota-Extension regional community economics educators, and University of Wisconsin-Extension county educators in the Community, Natural Resource, and Economic Development program area. The initial invitation was followed by a reminder one week later. The SRC received 149 replies, which represents a 13 percent response rate. The results provided in this report are expected to be accurate to within plus/minus 7.5 percent with 95 percent confidence.

This handbook presents a method for facilitating the strategic planning process. Facilities, personnel, and equipment associated with the process are described. A description of “brainstorming” is given along with rules for conducting such sessions. The five phases of strategic planning are described in detail-agreeing to plan, gathering facts, evaluating facts, defining the plan, and evaluating results. Hints for success are provided throughout.

The guide contains information on whether or not a group should conduct a feasibility study, the steps involved, how to evaluate a study, and how to implement one once completed. Tips on selecting and working with consultants are also provided

This report contains nine papers on cooperative theory relating to operations, market behavior, decisionmaking, finance, and other aspects of farmer cooperation. These papers were written as part of an ACS project intended to stimulate research and thinking on practical aspects of cooperative theory. This report does not represent an exhaustive theory of cooperatives, but presents new approaches to thinking on several topics. In addition to answering some questions, these papers ask others in an attempt to encourage more thought.

if life were a baseball game homeownership would be like sliding into home base. Just as players reach for the plate with their outreached fingers aspiring homeowners reach for their home base

This document details our plan to create around 20 new small farms – ecological smallholdings – between 2015-2020. These holdings will be protected for ecological use, they will provide rural employment, local food, and crucially, affordable access to land. However, the impacts of our work are wider than this; our creation of ecological holdings also:

Building the Inclusive Economy series: Through three groundbreaking reports funded by Citi Community Development, Building the Inclusive Economy series sets out new, cutting-edge economic development models for city leaders and community development practitioners interested in embedding equity, community wealth, and sustainability into their local economic growth plan. This series, authored by The Democracy Collaborative, The Democracy at Work Institute, and Project Equity, lays out key tools and building blocks for equitable local economic growth where all residents are able to maximize opportunities, thereby expanding urban economies where all can meaningfully participate and benefit.

In order to enhance the inherent potential of cooperatives to support society’s move towards global socio-ecological sustainability, they need to plan strategically. Strategic planning with this goal in mind requires organisations to describe and identify steps towards a desired future. The research team set out to provide practical and context-appropriate guidance to cooperatives, describing opportunities to use strategic planning in the starting-up phase in support of their long-term success. The team deployed a qualitative and iterative approach based on grounded theory and conducted a total of twenty-four interviews with cooperative practitioners and experts as well as strategic planning experts. The outcome of the interviews are thematic areas recommended to cover in the starting-up phase of a cooperative. The thematic areas are presented in an ABCD Strategic Planning process which aims to build a shared mental model among all stakeholders, using a participatory approach. The process may be useful for newcomers to the cooperative world; future research in support of cooperatives may want to implement the above mentioned strategic planning process while capturing lessons for its improvement

In addition, there will be presentations included that describe the financing process in detail and describes the information that will be required for the application process to help streamline the process

As the population of our society ages, the need for housing alternatives for senior citizens is becoming more important than ever. Most people want to stay in their own homes as long as possible. While nursing homes and assisted living facili­ties provide important care for some, these costly alternatives are not economi­cally viable or desirable for most seniors. Apartments and condominiums may not be available, and they each have positive and negative aspects. This manual describes another housing alternative, one that is especially appropriate for Wisconsin's rural communities: coopera­tively owned homes.

At the present time in the second half of 2012, following five years of financial turbulence the more developed economies of the world remain in a state of crisis from which there is still no apparent exit, and the developing economies are being impeded in their pursuit of the Millennium Development Goals. In many nations, governments are in retreat, cutting their social and public spending, leaving citizens even more vulnerable to economic turmoil. In others, inequality continues to increase as economic power is shifting dramatically with consequential social impacts.

Starting a Co-operative: Business Plan Template - The following document serves as a guide document only. It is an example of the questions and thought process that the Irish Co-operative Organisation Society (ICOS) expects prospective co-operatives to discuss prior to submitting an application for registration of a new co-operative.

Our cooperative principles promote quality housing and services. As individuals we are empowered through democratic participation to create a community equally accessible to all. As an organization we are committed to expand the Cooperative movement

What is Strategic Planning? •A strategy is an overall approach and plan •Strategic Planning is the overall planning that facilitates the good management of a process. •Strategic Planning takes you outside the day to day activities of the organization or project.

It’s no secret that community associations are becoming increasingly popular in the United States. Believe it or not, in 1970, there were only 10,000 associations—and according to the Community Associations Institute (CAI), that number has jumped to more than 350,000 associations with 73.5 million residents! While these numbers continue to grow, the landscape and demands of community associations also shift. As a board member, it’s your responsibility to adapt to these changes and prepare your community for a stronger, better future

Before diving into a lengthy explanation about how to organize a housing cooperative, it would be useful to discuss the broader issues that inspire students, citizens, and activists to take action. This discussion is especially important for people not yet involved with cooperatives, but whom we seek to work with: aspiring coop organizers and participants in other movements