Pre-Development

Converting Conventional Businesses to Co-operatives

See also: http://www.coopzone.coop/lfi   

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 PRESENTATION ONE: QUINTIN FOX:

Starting a co-op within a host organisation.

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 A Sponsoring Organization, or Parent Organization gets involved in developing co-ops: think about whether or not this is a good idea; when to get involved or step back.

OnCoop FactSheet on childcare co-operatives.

Using the 7 International Principles of Co-operation in Practical Ways

For-profit vs. not-for-profit co-operatives

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 Introduction 

The concept of not-for-profit vs. for-profit is one that can often be challenging for groups and organizations when considering a corporate structure for their group.  Not-for-profit status can often be  confusing because it has a particular connotation related to   income tax, which requires filing information with different government departments or agencies than those that apply to for-profit business and the operations of a for-profit business.  With co-ops, not-for-profit status is less closely tied to corporate form than for typical not-for-profit corporations, which has   practical impacts for groups to consider. 

Share capital vs. non-share capital co-ops.

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Introduction 

Under the Ontario Co-operative Corporations Act, co-operatives have two different forms to choose from when incorporating: with share capital and without share capital. Each structure offers different options and benefits for raising money or carrying on operations. For the most part, this decision will be made based on the purpose of the co-operative and what types of financing are required. 

What is the difference between a co-op and a not-for-profit corporation?

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Introduction 

Co-operatives are a unique type of business model that share some commonalities with both private corporations and not-for-profit organizations but there are some key differences between the three types of organizations in how they are organized and carry on activities.  In the case of co-ops and not-for-profit organizations (also called NFP organizations or NFPs), there are some similarities in their structures and in some cases, their tax status, but there are also differences in their organizational setup and how members benefit and are involved. 

FactSheets

The following factsheets provide a general overview and guide to selected topics in co-op development.  They are suitable for those people that need to answer a particular question quickly or need a fast overview of a particular topic.  These factsheets are also suitable to be distributed in hardcopy as part of a literature rack or as a resource to clients.

Developing a co-op.

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Introduction

Co-operatives are a well-proven model for doing business and providing for people’s needs.  They have a very successful track record in Canada, with nearly fifteen million members of co-ops, credit unions and caisses populaires.  

A self assessment procedure for co-ops.

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This is a self-assessment in the truest sense.  You won’t be asked to score a number of questions, total your score and then be told where you fit on an arbitrary scale that purports to measure temperament, attitudes or motivations.  Rather, it’s an opportunity to reflect, talk to friends and family and potential members of your co-op.

A co-op business plan template.

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INTRODUCTION

A business plan is a vital document for any successful co-op.  Ideas are simply that until they can be effectively communicated and implemented in a systematic manner.  A comprehensive, written document that expresses ideas and assigns specific responsibility to individuals and\or teams within your co-op provides the map for the whole organization to follow.  Without a written plan, people go in their own directions, their destinations always moving before they arrive.  A co-ordinated effort in a co-operative organization depends upon a written plan that everyone can follow and use as a basis of evaluation for their performance.

A comparison of two business models.

A telelearning call with aproaches and tools for assessing groups.

The URL below will take you to a link with a downloadable copy of the recording of this tele-learning session, which last approximately 90 minutes. The attachment, also below, will take you to a summary transcript of the session.

A Co-operative Feasibility Study Guide published by the United States Department of Agriculture.

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A How-to guide for starting a co-op in Ontario under various conditions

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• WHAT CO-OPERATIVES CAN DO FOR YOU AND YOUR COMMUNITY 
• For many years, Ontarians have used co-operatives as a way of combining their energy, skills, and resources to reach shared goals and fulfil common needs. People form co-ops to: 
• ! Lower the cost of business supplies and consumer goods. Because business service co-ops and consumer supply co-ops buy in bulk, members benefit from lower costs on everything from food to fertilizers. 
• ! Start their own businesses and create their own jobs. Worker co-ops are enterprises owned and operated by their employees. Worker co-ops can be formed for any business purpose, from carpentry to film production. 
• ! Get better prices for products and services. By forming marketing or producer co-ops, people can earn more from their products and services by selling directly to the public. These co-ops also help producers lower their marketing and distribution costs. 
• ! Obtain convenient, reasonably priced child care. Child care co-ops give parents an important role in shaping the care of their children. 
• ! Find affordable housing and have a chance to help make the decisions about the upkeep of their homes. 
• The co-operative way of doing business and providing services is guided by some basic principles: • ! Open, Voluntary Membership: Anyone who can use a co-op's services and is willing to accept the responsibilities of membership may apply to become a member. 
• ! Democratic Control: Members have an equal voice in running their co-op. Each member has one vote, no matter how much he or she has invested, and only members may vote. 
• ! Limited Return on Capital: Since the main purpose of co-ops is to provide goods, services or jobs for their members, people do not generally invest in co-ops for speculative purposes. By law, co-op shares may appreciate in value only to a limited extent.
• ! Co-operative Education: Co-ops are committed to educating their members and the general public about the co-operative way of delivering services and doing business. 
• ! Co-operation among Co-operatives: To encourage the growth of co-ops, co-operatives and co-op organizations actively develop local, provincial, national, and international networks. 

A list of services and programs offered by the Government of Saskatchewan regarding co-operatives.

Business plan guide for the agri-food sector

Co-ops By Design is a clearly written guidebook, with a focus on BC, designed to help you help yourself. It takes you through the process of developing your co-op, from forming your core group, to developing your business plan, to starting your co-op operations.

This assessment tool will help you review the readiness of your project for starting the co-op development process.