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North American Students of Cooperation Annual Report May 01, 2013 - April 30, 2014 Table of Contents

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North American Students of Cooperation Annual Report May 01, 2013 - April 30, 2014 Table of Contents WW North American Students of Cooperation Annual Report May 01, 2013 - April 30, 2014 Table of Contents 2 President’s Letter 3 Letter from Staff 4 NASCO Family Overview 5 Strategic Goals 6-7 Membership 8-9 Financial Report 10-11 NASCO Properties Report 12 NASCO Development Services Report 13 Institute Report 14-15 Educational Programs 16-17 Cooperative Movement Connections 18 Board Members 19 Testimonials 1 President’s Letter 02 October 2014 Dear members and friends of NASCO, I would like to take this opportunity to introduce myself to you and share some of the major strides NASCO has made in the past year. My name is Mingwei Huang, and I have been involved with housing co-ops since I moved into the Audre Lorde Co-op within Madison Community Cooperative over eight years ago. I have been involved with NASCO in multiple capacities since 2008: Institute faculty, People of Color Caucus Chair, appointed and elected board member, Director of Education and Training, and currently as the board president. In our recent history, NASCO has experienced organizational fluxes oscillating between periods of major organizational change and turnover in leadership and also periods of stable rebuilding. While these changes have been challenging, our organization is proving to be dynamic and resilient, and this past year NASCO has made major progress in becoming more sustainable, primarily in the areas of governance, personnel, and membership. NASCO implemented a change in the election cycle this fiscal year (May 2013-April 2014) in order to streamline turnover of board members. Rather than holding elections in the spring and having two major board turnovers a year, the elections happen around the same time of Institute. As such, board members elected in the general election and appointed at Institute will be seated together, which creates a stronger cohort and mitigates the impact of the constant turnover within our board leadership. In this current fiscal year (May 2014-April 2015), NASCO is in the process of overhauling two fundamental organizational areas: election policies and the dues structure. The proposed election procedure potentially enhances democratic representation on the board and simplifies implementation. Moreover, the board is opening a conversation with NASCO members about proposed changes in dues rates and structures. Two years in the making, NASCO formally instituted the staff collective and a new set of personnel processes. NASCO experienced some staff turnover earlier this year, but is now fully staffed with staff members located in the Chicago main office, San Antonio, and New York City. This July, NASCO welcomed Rek Kwawer (Director of Operations), who joined Corrigan Nadon-Nichols (Director of Development), Morgan Crawford (Director of Educational Programs), and Daniel Miller (Director of Properties). Working at full capacity, NASCO staff are visiting and assisting members, building up education programs, developing new co-ops, and promoting NASCO within the co-op movement. To better engage with and serve members, NASCO has launched a newly designed, more user friendly website and shared resource library, including video resources, in addition to establishing a stronger social media presence and starting up Co-op Voices, NASCO’s monthly newsletter. This year NASCO’s flagship educational program, the Cooperative Education and Training Institute, “Co-ops for Life: Owning Our Future,” builds on the International Cooperative Alliance’s “Blueprint for a Cooperative Decade” (2013) and aims to inspire participants to think about co-op involvement in multifaceted, cross-sector, movement-level, long-term ways. In other words, this year’s Institute emphasizes being life-long students of cooperation toward realizing our dreams of collective liberation and alternative economic worlds. NASCO continues to grow and be responsive to the needs of its members and the larger cooperative movement. We always welcome member feedback in how we can best provide services and improve communication. Through your participation in NASCO governance and programs, you are helping us further our mission and movement. NASCO is not only “the board,” rather each and every one of us. Yours in cooperation, Mingwei Huang, NASCO President 2 Letter from NASCO Staff 21 October 2014 The 2014 Fiscal Year has been a challenging and productive year for the NASCO staff. Early in the year, NASCO held a well-received Staff and Managers Conference in Chicago. The conference planning started late because it was just a few months after NASCO was fully staffed for the first time in nearly a year. Despite lower attendance, participants felt positively about the content and the opportunity to connect with other co-op staff and managers. NASCO’s Cooperative Education and Training Institute was held in November, 2013, with the theme “A Fire In Our Bellies: Food Justice and Cooperatives,” and co-sponsored by CoFED. Nearly 400 co-op members attended workshops, intensives, and caucuses, as well as a keynote by Malik Yakini. Thanks to generous donations from a variety of community organizations and individuals, 81 people received funding through NASCO’s Low Income Scholarship Fund. All member cooperatives had the opportunity to attend NASCO’s Annual General Meeting. The NASCO Properties Board announced a Request for Proposals for a new NASCO Properties cooperative. This project may expand an existing NP cooperative or may bring a new cooperative into the NP family. NASCO Development Services had a dedicated staff person for the full year, which enabled it to consult with a number of organizations interested in expansion or new development, and to negotiate the closing on the Horizontal Housing Collective in Baltimore, MD. NASCO staff did a lot of hard work on the internal operations of NASCO this year, putting in a lot of effort to increase efficiency and transparency, and ensure a strong organization for years to come. As part of NASCO’s commitment to anti-oppression work, all staff participated in a training on creating an anti-oppressive workplace. Staff also overhauled and updated NASCO’s staff policies, which will bring clarity to the role of staff and improve operations. In order to better serve our members, staff have integrated more reporting into our database, allowing us to track communications and stay connected. And, staff have implemented a new consistent time reporting method which allows the NASCO board to see where staff time is being spent. In Cooperation, Corrigan Nadon-Nichols, Director of Development Rek Kwawer, Director of Operations [email protected] or 630-890-3165 [email protected] or 734-678-1821 Morgan Crawford, Director of Education Daniel Miller, Director of Properties [email protected] or 630-340-2446 [email protected] or 734-945-2424 3 NASCO Family Overview Mission: The North American Students of Cooperation (NASCO) Family organizes and educates affordable group equity co-ops and their members for the purpose of promoting a community oriented cooperative movement. NASCO Development NASCO Education Services NASCO Properties Since 1968, NASCO and its NASCO Development Services NASCO Properties offers a stable affiliates have been working with (formerly known as Campus foundation for local co-ops to build students, worker-owners, activists, Cooperative Development on by providing funding, planning, and and community members who are Corporation, or CCDC) is the arm technical support for local co-ops. interested in applying cooperative of the NASCO family set up to help Each NP co-op has its own mission, principles to meet their needs and with the development of co-ops. board, and market, and each co-op fulfill their mission. NASCO provides NASCO Development Services creates tools and policies to meet education and technical assistance was created in the 1980s with the local needs. NP connects these co- to its members and co-op organizing goal of creating resident-controlled, ops into one coop-of-coops to share groups. NASCO also assists its affordable housing cooperatives - best practices. Co-op members are members in communicating with usually student, youth, or campus- directly involved in operations, so that each other and acts to educate the oriented. NDS works to help co- NP functions with about 1/3 of the public on cooperative principles and ops get financing, and also provides staff levels of a similarly sized co-op. practices. technical training for people in the co-op development process. NASCO Education, NASCO Properties, & NASCO Development Services make up the NASCO Family 4 Strategic Goals Every part of the NASCO Family agreed to several important goals to make us more responsive to our members, and to be leaders within the co-op movement. Here are some notable points of progress NASCO has made on each of these goals. Broaden access to cooperatives, develop Advance the cooperative movement by new cooperatives, and expand existing fostering leadership through education, ones training, and engagement Complete development of La Reunion Co-op Shared Resource Library - We’ve completely - This new apartment co-op is providing affordable overhauled and updated our Library to make it housing to 20 low income households in Austin. easier than ever to find technical resources. Closing on Horizontal Housing - This co- Webinars - NASCO was awarded a grant to create op was able to expand into an additional house webinar trainings, and the first of several have been after receiving technical assistance from NASCO created for future release. Development Services. Core trainings - To help our members get the most NASCO Properties Request For Proposals - NP out of training visits, NASCO has created a menu of created an RFP process in order to help small and core trainings to help members plan for their local new co-ops expand by bringing new properties into co-op’s needs. the NP system. Improved member visit planning and followup Improve technical resources - New and improved - Every training visit is being tracked for planning resources for development budgets, sample policies purposes, and each co-op gets follow-up contact and leases, and other specialized co-op needs have that includes additional resources.
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