BEGINNING THE COOPERATIVE JOURNEY TOGETHER: A GUIDE TO INDIGENOUS COMMUNITY COOPERATIVE DEVELOPMENT Published by: The Minnesota Indigenous Business Alliance (MNIBA) ACKNOWLEDGEMENTS The Minnesota Indigenous Business Alliance (MNIBA) is honored and privileged to be on the traditional territories of the Dakota and Anishinaabe people. We acknowledge their respected Elders, community leaders, language speakers, entrepreneurs, businesses and the next seven generations. It is our hope that readers can visualize how their Indige- nous language, and Cultural Lifeways can be incorporated into the creation of a cooperative enterprise. MNIBA would like to extend our deep appreciation for the generosity extended by the Indigenous cooperatives we interviewed, by our fellow co-operators and developers, and by our organizational partner, Cooperative Development Services. Without their support this would not be possible. The purpose of this guide is to grow your understanding of cooperatives and the possibilities of cooperative business development through an Indigenous lens, and to assist you in deciding whether a cooperative is a good fit for your tribal community as you pursue economic diversification and development. DISCLAIMER The information in this guide is not a comprehensive overview of the legal and administrative aspects of cooperative development. The objective of this guide is to provide a pathway to cooperative development and to facilitate a gen- eral understanding of the suggested processes through a cultural lens. Readers are advised to seek legal and professional expertise prior to entering any legal agreements or pursuing any legal transactions. Design and printing by Front and back cover image by Nedahness Greene Photography Leech Lake Tribal College Design & Print ABOUT US The Minnesota Indigenous Business Alliance (MNIBA) was established in 2008 with a mission to ACT: Align Partners, Connect Businesses to Resources, and Transform Indigenous Economies. MNIBA is focused on building restorative and values-based economies, investment, and practices that create a path- way for community wealth building and promote well-being above the preservation and accumulation of capital. The Minnesota Indigenous Business Alliance (MNIBA) is guided by a holistic, strategic framework GATHERING TO FORMULATE focused on seven key areas: Native Trade & Commerce, Community, Partnerships, Governance, COLLABORATIVE STRATEGIES Infrastructure, Finance and Resources. MNIBA facilitates opportunities for partners, community members, native entrepreneurs and tribal leadership to develop strategies and NATIVE TRADE & COMMERCE: The practice of exchange and trade is deeply rooted in the history and solutions to address the opportunities and cultural practices of indigenous communities. Successful native driven trade and commerce contributes challenges impacting native entrepreneurs. to the diversity of a strong tribal economy. All of MNIBA’s events are open, and every- COMMUNITY: Community members are the most legitimate, informed, and reliable source of informa- one is welcome. Information on the dates and tion about their own priorities. Their support is central to the success of native trade and commerce. times of upcoming events can be found on the MNIBA website, Facebook, through our email PARTNERSHIPS: Collaborative partners play an important role in the development of native trade and announcements and newsletter. commerce and provide valuable services, programming, resources and expertise that intersect with each of the seven key areas. MONTHLY “BUY NATIVE FIRST” STATEWIDE WORKING GROUP: video GOVERNANCE: Effective governance is central to the success and sustainability of native trade and tele-conference and quarterly face-to- commerce. Tribal communities and native entrepreneurs thrive under supportive tribal policies focused face meetings serve as a chance to build on trade and commerce. out procurement policy, tribal supportive resolutions, educational materials, review new research and trends, and host Buy INFRASTRUCTURE: Builds upon governance and PS GO Native First events throughout the state. HI VE addresses the legal, physical and human capital S R needs so that trade and commerce grow. This ER N N A includes business, employment, zoning laws T N QUARTERLY MEETINGS: are hosted R C and regulations, the development of zoned A E throughout the state. They serve as a P trade and commerce districts, sound chance to network, exchange knowledge road systems, utilities, communication, and strengthen partnerships. Speakers broadband, and workforce develop- are invited to highlight new best practic- ment with industry-specific workforce es, introduce services, resources, new re- strategies. search and trends and to showcase native entrepreneuers. NATIVE TRADE FINANCE: Equitable and strategic E access to financial products that best & COMMERCE R WORKSHOPS & WEBINARS: are hosted R address the unique needs and chal- U E throughout the state and online to engage T lenges of native entrepreneurs in- S native entrepreneurs, communities, tribal O C crease when strong governance and U decision makers and partners on various U infrastructure are in place. R R topics. C T E S COMMUNITY A RESOURCES: Access and connection to S US R ENO BUS networks, mentors, personal, professional IG IN F D E P.O. Box 40354 S IN N and business management tools are critical S St. Paul, MN 55104 A I A T L O to the success and expansion of native trade L S I 651-646-1033 A E N N and commerce. C [email protected] N I E M www.mniba.org FINANCE INTRODUCTION 1 ABOUT COOPERATIVES 2 SHARED VALUES: INDIGENOUS PEOPLES AND COOPERATIVES 3 TYPES OF COOPERATIVES 4 CONTENTS OF TABLE COOPERATIVE IMPACT 6 DEVELOPING AN INDIGENOUS COOPERATIVE: BENEFITS AND CHALLENGES 8 BEGINNING THE COOPERATIVE JOURNEY TOGETHER: A DAKOTA PERSPECTIVE 10 DEFINING AN INDIGENOUS NARRATIVE: A HISTORY OF COOPERATIVE DEVELOPEMENT 12 Narrative One: Artic Co-operatives Limited 12 Narrative Two: Alaska Native Industries Cooperative Association 15 INDIGENOUS COOPERATIVES IN THE U.S. 17 THE COOPERATIVE JOURNEY: STORIES FROM TURTLE ISLAND 19 Story One: Qualla Arts and Crafts Cooperative 19 Story Two: Umpqua Indian Utility Cooperative 22 Story Three: Oomingmak Musk Ox Producers’ Cooperative 24 Story Four: Northern Eagle Federal Credit Union 27 LEAKAGE ON TURTLE ISLAND: AN ANISHINAABE PERSPECTIVE 29 RECOMMENDED PROTOCOLS: FOR COOPERATIVE DEVELOPERS WORKING WITH INDIGENOUS COMMUNITIES 30 BUILDING MOMENTUM: START-UP CHECKLIST 34 POLICY CONSIDERATIONS: FOR TRIBAL GOVERNMENTS, TRIBAL COLLEGES AND FOUNDATIONS 37 SOURCES CONSULTED 39 APPENDIX A: Cooperative Development Resources 40 APPENDIX B: Cooperative Technical Assistance 41 APPENDIX C: Cooperative Myths 42 APPENDIX D: New Indigenous Terminology 44 WORDS FROM THE ELDERS 45 INTRODUCTION As we seek new ideas that are innovative and address indigenous ownership, entrepreneurship, and equitable access to finances to combat widespread economic inequality, we continually overlook our own history. We overlook our own collective capacity and genius, how we practice reciprocity, how our people created and established complex and intricate trade routes and waterway networks before contact, and the principles deeply rooted in the cultural-based business practices of trade and commerce engraved in our tribal languages, as well as the long history of cooperative and collective ownership and shared economic participation practiced in our tribal communities. Working and walking in two worlds and combining the best of Indigenous and Western styles of cooperative develop- ment, require a spirit of collaboration and co-learning. Mi’kmaw Elder Albert Marshall calls this “two-eyed seeing” as “it refers to learning to see from one eye with the strengths of Indigenous knowledges and ways of knowing, and from the other eye with the strengths of Western knowledges and ways of knowing ... and learning to use both these eyes together, for the benefit of all.” - Albert Marshall, Moose Clan of the Mi’kmaw Nation We began our journey with a list of one hundred fifty Indigenous-led cooperatives. Many had closed over the years and others had been privatized or had been absorbed into tribal programs. In many of the closures we learned that communities lacked access to good technical assistance, cooperative developers, legal and accounting advisors, or equitable access to finances or cooperative training grounded in Cultural Lifeways. Cooperatives that had closed are now reopening, reorganizing, and restructuring under new leadership. MNIBA is witnessing a cooperative resurgence and a “new cooperativism” model emerging where cooperative struc- tures are being utilized by communities as agents of decolonization, self-determination, and revitalization of Cultural Lifeways. This is an exciting time to be involved in cooperative business development. So much is happening across all business sectors, and many new businesses are being launched into the marketplace. At MNIBA we are inspired by this collec- tive genius and indigenuity. We are honored to have the opportunity to support entrepreneurs, artisans, organizations and tribal nations working to see their communities grow and thrive. Our communities have a long history of cooperation and collective ownership. Building an Indigenous-led cooperative is a fundamental investment in relationship-building among its leadership, and between the community and its neigh- bors. When the time comes, and a community believes that a cooperative might be the right tool