The Training Needs of Cooperatives Report Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

The Training Needs of Cooperatives Report

Introduction

Educated Trainers Stronger Cooperatives Project is a project funded by the Turkish National Agency under the Erasmus+ Strategic Partnership for Adult Education (KA2). The project has been implemented between September 2016 and August 2018 under the coordination of Ankara Development Agency. The partners of the project are the Cooperative College from UK, Legacoop Puglia from Italy, and Deutscher Genossenschafts und Raiffeisen Verband (DGRV) from Germany along with Provincial Directorate of Agriculture, Provincial Directorate of Commerce as well as District Governorships of Beypazarı and Nallıhan in Turkey. The project aims at strengthening the capacity of the cooperatives according to the needs of their regions and global market. The main intellectual outputs of the project are:

1) The Project Website

2) The Training Needs of Cooperatives Report

3) The Education Plan

4) The Education Toolkit and Manual For Trainings

5) Good Practices Video

6) Best Practices Book

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Section 1: Introduction to Cooperatives

According to The International Co-operative Alliance (ICA) definition, ‘A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly owned and democratically controlled enterprise.’

Co-operatives are enterprises, active in every sector of economy, everywhere:

Cooperatives are businesses owned and run by and for their members. Whether the members are the customers, employees or residents they have an equal say in what the business does and a share in the profits. As businesses driven by values not just profit, cooperatives share internationally agreed principles and act together to build a better world through co-operation. Successful co-operatives around the world are allowing people to work together to create sustainable enterprises that generate jobs and prosperity and provide answers to poverty and short term business practices (ICA).

As businesses driven by values not just profit, co-operatives share internationally agreed principles and act together to build a better world through co-operation.

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Co-operative values

Co-operatives are based on values. Their economic activity is strictly driven by these values.

The co-operative values are:

Self-help The members of co-operatives help each other by working together for mutual benefit.

Self-responsibility In co-operatives, individuals are responsible for their actions and decisions.

Democracy In co-operatives, members can vote for their representatives and each member has the same right to vote – ‘one person, one vote’.

Equality Each member of the co-operative has equal rights and conditions.

Equity Members are treated justly and fairly.

Solidarity Members help each other and co-operatives support and help other co-operatives.

Cooperatives are also based on the ethical values of Honesty, openness, social responsibility and caring for others.

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Co-operative principles

Through co-operative principles, co-operators put values into practice.

The co-operative principles are:

1. Voluntary and Open Membership Co-operatives are voluntary organisations, open to all persons able to use their services and willing to accept the responsibilities of membership, without gender, social, racial, political or religious discrimination.

2. Democratic Member Control Co-operatives are democratic organisations 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 co-operatives members have equal voting rights (one member, one vote) and co-operatives at other levels are also organised in a democratic manner.

3. Member Economic Participation Members contribute equitably to, and democratically control, the capital of their co-operative. At least part of that capital is usually the common property of the co-operative. 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 their co-operative, possibly by setting up reserves, part of which at least would be indivisible; benefiting members in proportion to their transactions with the co-operative; and supporting other activities approved by the members.

4. Autonomy and Independence Co-operatives are autonomous, self-help organisations controlled by their members. If they enter into agreements with other organisations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their co-operative autonomy. Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

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

6. Co-operation among Co-operatives Co-operatives serve their members most effectively and strengthen the co-operative movement by working together through local, national, regional and international structures.

7. Concern for Community Co-operatives work for the sustainable development of their communities through policies approved by their members.

The members of a co-operative can be:

The employees: people who work in the co-operative. In worker co-operatives, members are both workers and owners and, each member, like in other co-operatives, contributes to the capital with their shares and participates on a ‘one member/one-vote’ basis and not in proportion to their equity contribution. A co-operative means working together to create value for the same members (following the mutual interest principle), as well as for customers/clients with the main objective of reinvesting a part of the profits to make the co-operative stronger and long lasting.

The customers: People who buy products from the co-operative.

The retailers: The owner of business commercial activities.

The producers: If they sell their products to co-operative (as in agricultural co-operatives, where members are producers)

The residents: If they are the owners of property (the case of the housing co-operative). In this case the co-operative owns property, consisting of one or more residential buildings; it is one type of housing tenure. Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

The history of the co-operative movement

In 1844 the Rochdale Pioneers founded the modern co-operative movement in Lancashire, England, to provide an affordable alternative to poor-quality and adulterated food and provisions, using any surplus to benefit the community.

Since then, the co-operative movement has extended across the globe. Today co-operatives are active in all sectors of economy.

The earliest record of a co-operative comes from Scotland where, in 1761, in a barely furnished cottage, local weavers manhandled a sack of oatmeal into John Walker’s whitewashed front room and began selling the contents at a discount, forming the Fenwick Weavers’ Society.

The Rochdale Pioneers are generally regarded as the prototype of the modern co-operative society and the founders of the co-operative movement in 1844.

The Rochdale Pioneers The Rochdale Pioneers are regarded as the founders of the first modern cooperative business and Cooperative Movement. They were a group of 28 artisans working in the cotton mills in the town of Rochdale, in the north of England under miserable working conditions and for low wages. They established the Rochdale Equitable Pioneers Society in 1844 as an attempt to provide basic goods at a lower price for the weavers who could not afford the high prices of basic goods. For that purpose, they decided to pool their scarce resources and work together. They were selling only flour, oatmeal, sugar and butter initially in their shop which was open only two nights a week. As their business had grown, their working hours have been longer and product range has been extended. Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

The Pioneers decided it was time shoppers were treated with honesty, openness and respect, that they should be able to share in the profits that their custom contributed to and that they should have a democratic right to have a say in the business. Every customer of the shop became a member and so had a true stake in the business.1

The co-operative movement today The principles and values accepted by cooperatives today have evolved from these early ideas. Although they have been revised and updated, it is possible to say that they are essentially the same as those practiced by the Pioneers in 1844.

Today the cooperatives around the world are estimated to have around 1 billion members. They directly or indirectly employ 250 million people around the world. The world’s top 300 co-operatives have an estimated global turnover of 2.53 trillion USD (2533,1 Bn), as revealed by the 2016 World Co-operative Monitor.2

1 History of the Co-operative movement, International Cooperative Alliance, www.ica.coop 2 The World co-operative monitor - 2016 edition. Retrieved from https://ica.coop/en/media/library/the-world-co- operative-monitor-2016-edition Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Why should be foster cooperatives?

 Cooperatives increase the economic power of small and medium size companies  They encourage qualified service and production  They provide qualified and sustainable employment opportunities  They increase labor force participation of disadvantaged groups

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Important Factors to Foster Cooperatives

 Trust and social capital  Income equality

 Good governance  Good business environment  Tax advanteges

 Tailor designed education programmes  Access to market and capital

Types of co-operatives According to the type of members and their mutual exchange, there are different sorts of cooperatives:

 Worker co-operatives are businesses which are owned and democratically governed by the employees. Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

 Consumer co-operatives are owned by consumers who buy goods or services from their co- operative. Through consumer cooperatives, members usually buy better quality goods or services for cheaper prices.  Producer co-operatives are owned by people who produce the same type of goods. Producer cooperatives can provide a wide range of services for its members such as buying farm inputs and equipments for cheaper prices, marketing and advertising more efficiently, operating storage and processing facilities for members and supporting the transportation of the goods.  Retailer co-operatives employ economies of scale on behalf of their retailer members. Retailer co-operatives use their purchasing power to acquire discounts from manufacturers and often share marketing expenses. A retailer co-operative is essentially a group of independently owned businesses that engage in joint promotion efforts.  Housing co-operatives are owned by the residents. This can range from a single house to apartment complexes with thousands of units. It also includes co-housing projects, in which dozens of homes are co-operatively owned3.

Sometimes there are hybrid forms of co-operatives that are a combination of co-op types, where people with common interests band together. Multi-stakeholder co-operatives are co-operatives whose members represent more than one typical co-op ownership group, such as ‘producers’, ‘consumers’ or ‘workers’.

New forms of co-operative are spreading:

Community co-operatives generally operate in small villages or communities. Their members are the members of that community, like citizens. Co-operatives that are managed by the members/citizens offer essential services that are interesting for all members of the community, and not only for members (health care, transport, energy…). They are managed with the explicit aim to provide advantages to people other than members, and services of general interest. Community cooperatives should be able to interest and include (as members) citizens and the whole community.

3 www.cultivate.coop, Types of cooperatives Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

The community become a collective entrepreneur. Community co-operatives could be an example of multi-stakeholder co-operatives.

Freelancers co-operatives are special worker co-operatives owned by freelance workers. Freelancers make up a large part of the workforce, and that number is expected to grow in the coming years. Freelancers consider the co-operative model a way for coming together, harness their collective power, create economies of scale, and ensure reliable livelihoods. Such co-operatives can serve as platforms to help freelancers find clients, to provide insurance and other services to freelancers, and to advocate for policies that stabilise the freelancer economy4.

Social co-operatives are specialised in the provision of services of general interest or in the reintegration, through work, of disadvantaged and marginalised workers (disabled, long-term unemployed, former detainees, addicts, etc.). A large number of such cooperatives have been set up in Italy but also in other EU countries. Most of them are owned by their workers while offering the possibility or providing for the obligation (according to the national laws) to involve other types of members (users, voluntary workers, etc.).5

4 www.co-oplaw.org A collaborative legal resource library created by the Sustainable Economies Law Center (SELC) and the Green-Collar Communities Clinic (GC3). 5 CECOP Definition Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Section 2 Cooperatives in Turkey

There are about 53.000 cooperatives with 7.422.000 members in Turkey. The cooperatives are under three ministries. These are Customs and Trade; Food, Agriculture and Husbandry and Environment and Urban Development. The most common types of cooperatives are housing, agricultural development and transportation cooperatives

Types of Cooperatives

 Agricultural Sales Cooperatives  Women’s cooperatives  Agricultural development cooperatives  Transportation cooperatives  Tourism development cooperatives

Turkey has a strategy document named Development of Cooperatives Strategy and Action Plan: 6

1-) Reorganization of the Public Agencies and Procurement of Services to the Cooperatives

2-) Development of the Activities on Training, Consultancy, Information and Research:

3-) Increasing the Organizational Capacity and the Cooperation among Cooperatives:

4-) Strengthening of the Capital Structure and Access to Loans and Financing

5-) The Total Revision of the Internal and External Audit Systems:

6 https://english.gtb.gov.tr/commerce/cooperatives/cooperative-development-strategy-and-action-plan-of-turkey- 20122016 Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

6-) Increasing Institutional and Professional Management Capacity:

Cooperatives in Ankara

There are 438 active cooperatives in Ankara with more than 68.000 members. The most common type of cooperatives under the Ministry of Customs and Trade are management cooperatives, tradesmen and artisans credit cooperatives.

Cooperatives under Ministry of Customs and Trade

287; 21%

Active Inactive

1057; 79%

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

When we look at the types of the cooperatives, we see that the business cooperatives have the biggest with 62 cooperatives. After business cooperatives, there are 46 tradesmen and credit cooperatives and 44 motorized vehicles cooperatives in Ankara. Also, consumption and tourism development cooperatives have a high number in Ankara. On the other hand, cooperatives such as women’s cooperatives, production and marketing cooperatives and agricultural sales cooperatives are on the rise.

Cooperatives in Districts

Çankaya district of Ankara has the highest number of cooperatives with 114 cooperatives. Yenimahalle follows Çankaya with 37 cooperatives and Altındağ with 29 cooperatives. In terms of number of members again Çankaya has the highest number with 27.975 members, Altındağ follows with 15.382 and Yenimahalle with 6.543 members.

District Number of Number of % of Population Cooperatives Members Akyurt 5 116 0,4 Altındağ 29 15.382 4,2 Ayaş 2 677 5,3 Bala 3 551 2,5 Beypazarı 9 1.623 3,4 Çamlıdere 1 196 3,0 Çankaya 114 27.975 3,0 Çubuk 10 1.716 2,0 Elmadağ 6 412 0,9 Etimesgut 6 777 0,1 Evren 0 0 0,0 Gölbaşı 8 2.170 1,8 Güdül 3 428 5,1 Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Haymana 1 513 1,8 Kalecik 2 191 1,4 Kazan 4 1.600 3,1 Keçiören 5 582 0,1 Kızılcahamam 5 576 2,3 Mamak 6 3.851 0,6 Nallıhan 9 1.447 5,0 Polatlı 9 4.157 3,4 Pursaklar 1 245 0,2 Sincan 8 1.723 0,3 Şereflikoçhisar 4 965 2,9 Yenimahalle 37 6.543 1,0

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

120 27.975 30.000

100 25.000

80 20.000 15.382 60 15.000

40 10.000 6.543 4.157 20 3.851 5.000 2170 1723 1716 1623 1600 1447 0 0

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Survey on Cooperatives in Ankara

 Questionnaire has been done with 23 cooperatives  Questionnaire and interview has been done with 8 cooperatives in Beypazarı and Nallıhan districts

The findings are as following:

Distribution of cooperatives participated to the survey can be seen follow:

3 3

1 1 Production and Marketing Irrigation Business Management Agricultural Development Women

It can be seen that this distribution is in line with overall distribution of cooperatives in Ankara. Also, particularly cooperatives which can benefit from the education programme have been selected since they are the primary target group.

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

When the establishment reasons of the cooperative investigated it is seen that the primary reason is to sell the products they produce for better prices. Moreover, benefiting from state grants and increasing the local potential are other aims when establishing new cooperatives.

The most common reasons for establishing cooperatives are;

. Selling products for higher prices . Benefiting from state supports . Increasing the local potential

20 18 18

12 11

10 9 8 8

6 5 4 4 3

0 Sell the Buy cheaper Benefit from Easy access to Increase the receive Other products at inputs state grants finance local potential technical beter prices assistance

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Together with these reasons, among women’s cooperatives, encouraging women to participate into the labour force, supporting formal production process by registering women and products produced at home or informally by women, promoting decent work are other relevant aims.

Half of the cooperatives were established after 2007.

50,0

40,0

30,0

20,0 48,4 32,3 10,0 19,4 0,0

1996 and before 1997-2006 2007-2017

Average member number is 73. And half of the cooperatives has between 50-99 members.

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

3,2 12,9

32,3 1-49 50-99 100-199 200 and above

51,6

Women member number is very low. As can be from the following graphic about 55 percent of the cooperatives has between 0-4 members. This situation is parallel with the general trends in Turkey. We see that only women’s cooperatives which is by law required to have most of its members women are the only exceptions of this situation.

32,3 0-4 5-9 54,8 10 and above

12,9

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

The educational status of members is low, 35 % are primary school graduates, 16 % are middle school graduates. This situation is related with the fact that most of the cooperatives are situated in rural areas and in rural areas of Turkey the educational status is low. This situation can create some disadvantages for cooperatives. Cooperative in cities is getting more popular with the rise of social cooperative movement, on the other hand.

6,5 3,2

35,5 Primary School Elemantary School High School 38,7 Tertiary School University

16,1

Average age of members is between 45-64 ages. This can be regarded as a high age average and inferred that young people do not have a strong presence within the cooperatives.

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

9,7

25,8 35-44 45-54 32,3 55-64 65 and above

32,3

Participation to general assemblies is high on average. This is considered good since general assembly is one of the important tools of the participative democracy. Other than the general assembly meetings, on the other hand, there are no periodic meetings done between the members. This is also one of the areas that needs improvement.

70,0

60,0

50,0

40,0

30,0 58,1

20,0 29,0 10,0 12,9 0,0 Low Medium High

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

The main sources of income in cooperatives are member fees, business profits and donations. In general cooperatives complain from not having enough financial resources to realize their missions. But it can be seen that cooperatives are depending on classical sources of income and try not innovative means to generate income.

2,5 Member fees 15 30 Business profits Renting income 15 Sales Grants 5 Donation 7,5 25 Bank credits

On the other hand, access to technology among cooperatives is very low. In addition to following routine business transactions, access to computers and internet is important for following development in related fields, making national and international connections and using e-commerce channels. However, only 3 of the cooperatives participated to the survey stated that they have computers and use these computers only for using some accounting programmes.

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Needs for Education and Training Programmes

12 cooperatives stated that they have participated to various training programmes, whereas 16 people have never participated to training programmes before.

18 16 16

14 12 12

0 Participated to Trainings Not Participated to Trainings

 Most Needed Training Topics are;

. Marketing . Production Development . Resources and Funding . Publicity and Promotion

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Marketing 6 13 7 Promotion and Communication Administration and Legal Procedures 10 10 Accounting

HR 10 7 2 6 Production Development

 Some points regarding the organization of training are as follows;

. Trainers should have field knowledge and have experience working with cooperatives . Examples and applications should be used more widely . Field visits should be included . Trainings should be differentiated according to the age and education status of trainees

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

Recommendations for Trainings

The trainings for cooperatives should aim to make difference in 4 problem area:

Environment Management Laws and Regulations Vision Audit Strategy Cooperation Colloboration Awareness Raising

Finance Specialization Operating Human Resources Income Mmuhasearketing Fundraising and Branding

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

It can be seen that cooperative members should enhance their knowledge on governance and good governance. Corporate governance is as important in co-operatives as it is for any other business. So it’s vital that co-ops ensure their governing bodies are working effectively for the benefit of their members. This learning resource is designed to teach you more about what this means in practice, and how to manage the challenges effectively.

Other important aspect is pre-feasibility studies for the sector. Cooperatives are established without analyzing the market, trends in sector and taking into account demand-supply in the sector. Business planning is very important in that aspect. The business plan provides an insight into risks and opportunities, and whether the business idea is realistic and promising. Moreover, it indicates, what, how long and how much money is needed to develop the Business Model idea and turn it into reality. A useful business design tool is the Business Model Canvas (BMC). This tool uses visual language with the purpose of creating and developing successful business strategies. In fact, the BMC is based on the idea that a business model can be represented on a ‘canvas’. It is formed by nine basic building blocks that show how a co-operative plans to create, to distribute and to capture value for customers.

Another important missing point is strategic planning. Strategic planning in co-operatives is a process where the organisations assess where there are and where they want to go as an organisation in respect of their goals, objectives as well as abilities and resources. By strategic planning, you try to envision what your co-operative will be like in 3 or 5 years and determine your roadmap for your envisioned future. The plan will reflect the values and principles of the organisation, inspire change towards the desired outcomes and define the steps for achieving success.

In addition to planning, team work is very important to have effectively functioning cooperatives. Though participation to general assemblies is high in many cooperatives, it can be observed that active participation among the members is low. Co-operatives governance is a democratic form of governance and allows members to participate directly to decisions and to the life of the enterprise. This means that co-operatives have to protect interest of members and of the whole community, and assure the maintenance of members’ control. Corporate governance is as important in co-operatives as it is for any other business. So it’s vital that co-ops ensure their governing bodies are working Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

effectively for the benefit of their members. This learning resource is designed to teach you more about what this means in practice, and how to manage the challenges effectively.

In reality we see that the chairs of the cooperatives have a strong say in taking major decisions. This makes the success of the cooperatives dependant on certain individuals and creates resistance towards change. To avoid these negativities, subjects like team work, leadership, and self- assessment should be included to the training programmes. However, it is important to note that these trainings on these subjects should go beyond theoretical trainings and include applied methodologies.

On the other hand, legislation and cooperatives’ main contracts constitute the foundations of cooperatives. However, details of the contracts and legislations are not known by members or the administrations. Ministry of Agriculture and Ministry of Trade give some training on the subject.

The most widely training programme for cooperatives are being implemented by the Vocational Training Centres. The Cooperatives Development Educational Programme has been developed by the support of Ministry of Customs and Trade. However, the number of qualified trainers is very low and this significantly affects the quality of the trainings.

 On the basis of this framework the trainings should include;

 Cooperative principles  Laws and regulations regarding the cooperatives  Strategic plan preparation principles and methods  Business model generation workshops and guidance  Marketing and branding  Communication and Promotion  Resources, Finance and Fundraising

 Trainings should employ applied exercises and group studies should be made Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)

 The training should not exceed 3 consecutive days  Trainers should have the experience of working together with cooperatives  New training materials should be prepared  Best practice stories and videos should be showed to people

Güçlü Eğiticiler Güçlü Kooperatifler Projesi/Educated Trainers, Stronger Cooperatives (2016-1-TR01- KA204-034770)