Missoula Community Co-Op (MCC)

Missoula Community Food Co-op Board of Directors Candidate Packet

Thanks for your interest in running for the Missoula Community Food Co-op Board of Directors. We have compiled this packet to give you the information you’ll need to decide if you want to become a candidate, and how to proceed if you do. It contains information about:

 The Missoula Community Food Co-op and the Cooperative Principles that guide it.

 Responsibilities and benefits of the Board of Directors and qualifications for successful Board participation.

 A timeline for the nomination and election process, which culminates in the announcement of election results at the Annual Meeting.

We are embarking into exciting times as we expand inventory and get members more involved in day-to-day operations. There is much work to be done and many excellent lessons to share. The Board of Directors of the Missoula Community Food Co-op leads the way in membership involvement and outreach critical to our organization’s success.

History In connection with a much larger community effort to secure Missoula’s local food system and create greater food access for people of all income levels, the Missoula Community Food Co-op emerged from the needs expressed by neighborhood and county-wide surveys and plans with multi-agency collaboration.

The Co-op’s parent organization in this endeavor has been the North-Missoula Community Development Corporation, a holistic development organization working on all aspects of livability on the North and Westside neighborhoods of Missoula. Over the course of more than five years, the project evolved from the idea of a cooperatively managed commercial kitchen to a coop-kitchen combo. While the retail grocery cooperative has become an autonomous business entity, education, outreach, and child nutrition programs will be a shared interest of the Co-op and the NMCDC. The Co-op now resides at 1500 Burns, a property purchased by the NMCDC in 2006 to develop the food co-op, community commercial kitchen and cafe and 17 units of affordable homes adjacent to the building where we lease our wonderful space.

In 2005 and 2006, the NMCDC received $90,000 from a two-year USDA grant in partnership with the Missoula Food Bank, and the School of Social Work and the Environmental Studies Program at the University of Montana, from which the Community Food and Agriculture Coalition was formed. $20,000 of USDA monies was used to waive the membership fees of people with limited income. Another $20,000 went toward the building purchase, and additional funds purchased supplies. A $37,000 grant from the Montana Department of Agriculture funded the Co-op’s business plan, and the architectural plans for the Co-op site. The North-Missoula Community Development Corporation has invested over $230,000 in the Co- op’s start-up, not including the purchase of the site.

1 In September of 2006, the Homestead Buying Club moved into the west-side office spaces of the still active truck depot located at 1500 Burns St. At that point, clean-up and remodeling began on our small storefront. In late October of 2006, the Missoula Community Food Co-op held its first all-member meeting and elected its first official Board of Directors. Begun as a member only buying club, in January of 2007, the Co-op was legally incorporated in the State of Montana and in December of that year the store officially opened as a state-recognized and city-licensed consumer buying cooperatives.

The course of the next few years, the Co-op operated out of it’s 800 sq. ft retail space, until in 2010 and 2011, the NMCDC employed $950,000 in a federal HUD grant appropriation to remodel the old freight terminal building to its current state. The Co-op now occupies 4,600 square feet of space in the building with a future option to add another 2,000 square feet to the store.

The MCFC is committed to providing access to affordable food that is healthy, and local whenever possible.

As such, the MCFC has chosen to use the Park Slope Co-op’s model as studies have demonstrated its ability to provide food to members at a very low, if not the lowest, markup compared to other food co-op’s in the U.S. Briefly, this model varies from most other co-op’s in that: it only serves members; requires that members donate three hours of labor per month towards store operations, or other related duties; and relies on the members to fulfill the majority of the labor required to run the store, rather than paid staff. In effect, the Park Slope model eliminates 75% of the cost of doing business through member labor. For 35 years Park Slope has maintained high volume sales, low markup (21%), access to the freshest, nutritious foods, and member’s commitment to ensure continued success through their labor.

A couple of the significant decisions made by the board so far that support our commitment to provide access to affordable food that is healthy, and local whenever possible:

 The MCFC will offer student and part-time resident memberships at $25/year, which after five years would constitute a lifetime membership.  The MCFC has adopted a flat inventory mark-up of 25% with the exception of dairy products which are marked-up 20%.

The International Cooperative Alliance Statement of Cooperative Identity Adopted September 1995 (From Challenges to Cooperative Board of Directors: Gutknecht and Zimbleman)

Definition : A cooperative is an autonomous association of persons united voluntarily to meet their common economic, social and cultural needs and aspirations through a jointly and democratically-controlled enterprise.

Values : Cooperatives are based on values of self-help, self-responsibility, democracy equality equity, and solidarity. In the tradition of their founders, cooperative members believe in the ethical values of honesty, openness, social responsibility and caring for others.

2 Principles: The cooperative principles are guidelines by which cooperatives put their values into practice. The 7 cooperative principles are listed here:

Voluntary and Open Membership Cooperatives are open to everyone wanting to use their services and willing to accept the responsibility of membership, without gender, social, racial, political, or religious discrimination.

Democratic Member Control Cooperatives are democratic organizations controlled by their members, who actively participate in setting their policies and making decisions. Men and women serving as elected representatives are accountable to the membership. In primary cooperatives, members have equal voting rights (one member, one vote) and cooperatives at other levels are organized in a democratic manner.

Member Economic Participation Members contribute equitably, and democratically control, the capital of cooperatives. At least part of that capital is usually the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing the cooperative (possibly by setting up reserves, part of which would be indivisible); distributing to members in proportion to their transactions with the cooperative; and supporting other activities approved by the membership.

Autonomy and Independence Cooperatives are autonomous organizations controlled by their members. If they enter into agreements with or raise capital from other organizations including governments or external sources, they do so on terms that ensure democratic control by their members and maintain their cooperative autonomy.

Education, Training, and Information Cooperatives provide education and training for their members, elected representatives, managers and employees so they can contribute effectively to the development of their cooperatives. They inform the general public- particularly young people and opinion leaders- about the nature and benefits of cooperatives.

Cooperation Among Cooperatives Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, regional, national and international structures.

Concern for the Community While focusing on member needs, cooperatives work for the sustainable development of their communities, through policies accepted by their members.

3 Job Description – Missoula Community Food Co-op Board of Directors

A Board Director of the Missoula Community Food Co-op:

 Provides leadership and guidance that supports the Co-op’s mission, vision, and goals on behalf of the member-ownership through personal responsibility and effective governance. Works to improve member education and participation in the Co-op through outreach, in-store communication, development of systems and infrastructure, and facilitation of meetings.  Is responsible for financial oversight of the Co-op's operations.  Is responsible for the decisions regarding Co-op policies, with the full input of membership.  Seeks out connections and collaboration in the community with other organizations.  Builds strategies for the Co-op’s partnerships and Outreach.  Helps to develop the "face" of the Co-op in the community, both hands-on and through member coordination.

Responsibilities 1) Minimum Director Requirements  Attend and participate in monthly Member Meetings.  Attend and participate in the Annual Membership Meeting and other meetings of members.  Attend and participate in the annual board retreat.  Participate regularly in at least one Board Committee.  Attend at least one staff meeting per year.  Commit at least 10 hours per month, outside of board meetings  Regularly meet expectations of job description.

2) Attendance and Schedule  Arrive on time to all scheduled meetings.  Fulfill any rotating duties, such as tabling or meeting officer duties.

3) General  Govern the cooperative by establishing policies that reflect the needs of the cooperative ownership and the mission of the cooperative.  Ensure the financial solvency of the Co-op by reviewing financial reports, approving intermediate or long-term loans, and approving purchase and disposal of large capital items.  Support the mission, goals, and objectives of the co-op.  Support Co-op policies.  Support the agreements of the Board of Directors.  Perform tasks conveyed by Board of Directors.  Follow through on commitments.  Understand and participate in Board decision-making processes.  Prepare for meetings and review agenda documents prior to board meetings and be prepared for discussion.

4  Understand cooperative/democratic organizations.

4) Linkage to Member-Owners  Act as a Linkage to the member-ownership. Consider at all times Member-Owner input in decision making.  Keep Member-Owners informed about the affairs of the Co-op.

5) Communication  Listen openly and share opinions respectfully.  Check and participate in/respond to Co-op related e-mail no less than twice a week.  Use communications systems to convey relevant information.  Set clear and reasonable boundaries.  Respect the clear and reasonable boundaries of others.

Qualifications  Current Member-Owner of the Cooperative, full and in good standing for more than one year.  Commitment to the 7 Cooperative Principles.  Commitment to the mission of the Co-op.  Understanding of the different purposes of Board and Staff.  Willingness to follow through on tasks and assignments.  Willingness and ability to learn to meet the changing requirements of the job.  Basic computer skills, including e-mail and word processing.

Desired Qualifications  Understanding of financial benchmarks/documents.  Experience serving on other Boards.  Knowledge of the qualities of effective boards.  Experience drafting policy and understanding policy ramifications.  Ability to see big-picture questions facing the Board.  Leadership skills in facilitating problem solving and providing constructive direction.

Election Process for the Missoula Community Food Co-op Board of Directors

The Board of Director is comprised of not less than 5 and not more than 9 active Directors, with one Staff Director, elected by a majority vote in the staff. Each Director serves a three-year term, staggered so that four of the eight are elected each year.

The board election ballots are available at the Co-op the week before the Annual Member Meeting and during the meeting. The election results are tabulated after the Annual Member Meeting and effective at the first Board meeting following the annual meeting.

All members, including prospective candidates are always welcome to attend Board meetings.

5 Other Considerations

If a Director fails to attend two consecutive meetings without prior excuse, or fails to substantially fulfill the requirement outlined in the job description they will be asked to reevaluate their position on the board.

Directors shall not have any overriding conflict of interest with the Co-op. There is legal liability involved in the actions of a Board Member and they are responsible for Missoula Community Food Co-op’s welfare in the sense that they cannot be negligent or abusive of it.

Application Questions

Please answer the following questions and email to the [email protected] or submit to one of the Co-op coordinators by October 1, 2013.

1. Why are you a member of the Co-op and how have you been involved?

2. Describe your vision of Co-op in the next 3 years.

3. What skills and experiences would you bring to the Co-op’s Board of Directors?

4. Why would you be a great board member?