Presentation Transcript

1. Linda Purdy Dr. ChristinaClamp
2. Project Design Elements The planning stages of the Manchester Food Cooperative went very smoothly as we started with a group of like minded people. The first real obstacle we faced was the actual locations to be considered in the feasibility study.
3. Project Design Elements We have designed the project from the ground up with the efforts of a very active Board of Directors. We have used the guidance of the many others who have gone before us. The Manchester Food Cooperative from its inception has had its own “local” flavor.
4. The Seven Core Principles of The Cooperative Business 1. Voluntary and Open Membership — Cooperatives are voluntary organizations, 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.
5. The Seven Core Principles of The Cooperative Business 2. Democratic Member Control — Cooperatives are democratic organizations controlled by their members, who actively participate in setting policies and making decisions. The elected representatives are accountable to the membership. At The Manchester Food Cooperative, members have equal voting rights (one member, one vote).
6. The Seven Core Principles of The Cooperative Business 3. Members’ Economic Participation — Members contribute equitably to, and democratically control, the capital of their cooperative. At least part of that capital is usually the common property of the cooperative. Members allocate surpluses for any or all of the following purposes: developing the cooperative, possibly by setting up reserves, part of which at least would be indivisible; benefiting members in proportion to their transactions with the cooperative; and supporting other activities approved by the membership.
7. The Seven Core Principles of The Cooperative Business 4. Autonomy and Independence — Cooperatives are autonomous, self-help organizations controlled by their members. If they enter into agreements with other organizations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their cooperative autonomy.
8. The Seven Core Principles of The Cooperative Business 5. 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 cooperation.
9. The Seven Core Principles of The Cooperative Business 6. Cooperation Among Cooperatives — Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional and international structures.
10. The Seven Core Principles of The Cooperative Business 7. Concern for Community — While focusing on member needs, cooperatives work for the sustainable development of their communities through policies accepted by their members
11. The Problem Lack of access to locally grown foods means food dollars spent are not re-circulated locally. Low Access Area Local farmers do not have access to market.
12. The Problem Limited access to good quality fresh foods in the target market area. The inner city residents are at a higher risk to have diabetes and obesity. Target area residents are suffering from more chronic diseases related to poor nutrition. (Manchester Health Survey 2006)
13. Stakeholders Analysis
14. Stakeholders Analysis
15. Summary of the Community Needs Assessment Do you have problems buying good quality food in the local area? If we set up a food co-op do you think you would shop there? What sort of products would you be interested in buying from a food co-op? What factors are most important to you about where you buy your food (please check all that apply) Where do you currently shop for food? Which day(s) do you usually shop on? What time do you usually shop? Approximately, how much do you spend per week on food? How big is your household? If the co-op is staffed by volunteers - would you be prepared to spend some time volunteering on a regular basis? If you answered yes to question 10, how much time would you be able to volunteer per month?
16. Summary ofthe Community Needs Assessment Methodology: Multiple community meetings Total community members at meetings and events to date Approximately 5,000 !!!
17. Methodology: Continued 100% of respondents stated that they want more access to locally grown produce 81% of respondents stated that they want access to more locally produced products 24% of respondents stated that they would be willing to volunteer for 4-8 hours a month 11% Stated they would volunteer for more than 12 hours a month Only 15 % of the survey respondents thought the location should be on one side of the river or the other Surveys- Collected 83
18. Vision Meeting with Dr. Jim Freiburger Working together creates an energy charged environment that allows for individual participation and input. That the Coop be a fun, healthy and central HUB of the community and not just a grocery store. That the Coop be a place where food is done right. That the group envisions the Coop to be environmentally responsible, and economically sustainable. That the Coop be accessible to every member of the community, regardless of income or ability.
19. Target Population The Manchester Food Cooperatives’ target population is: People who want better access to healthy, locally produced foods. People who live, work or play in Manchester. People who want ownership over how their food dollars are spent. People who want more control over where their food comes from.
20. Feasibility study
21. Critique of Our Needs assessment planning The Manchester Food Cooperative has based its development on the sound practices of several other successful Cooperatives in New Hampshire. The Coop Food Stores- Starting out with The Hanover Consumer Coop this group is one of the oldest, 75 years, and is currently operating 4 stores and one Service Center, A Cooperative business dealing with automobiles. The Concord Cooperative Market- Grew from a local buyers club, has been operating successfully for 29 years and recently acquired a second store in New London, NH. Littleton Consumer Cooperative Society- The most recent food coop to open in the state, called The Littleton Food Coop. We have received guidance on :
22. Critique of Our Needs assessment planning We have been in regular contact with the experienced staff of these organizations. Their expertise has allowed the development stages of The Manchester Food Cooperative to move ahead rather quickly. There are also several other groups that have been invaluable from the beginning. CDS Consulting Co-op- A Consulting Cooperative dedicated to building and strengthening cooperative businesses. Food Coop Initiative- A group providing specialized technical support , resources, training and personal support to groups trying to form new food co-ops.
23. Critique of Our Needs assessment planning The Project has been well received by the community and as the Membership Drive kicks off more and more people in the community are visiting our blog spot, becoming members and just plain asking questions. We do have some technical needs but will continue to work with The Food Coop Initiative and CDS Consulting Coop to ensure that we are travelling down the right paths. One of the most eye opening things we have learned is the cost of the Point of Sale equipment, at $150,000 this was not an expense we had accounted for in our original financial pro-forma.
24. Implementation Activities We have done many things to this point. The most significant accomplishments that will lead to the opening of the store are: Community Meetings Articles of Incorporation/ TIN Number assigned Board Elections- Active Founding Board Fundraisers Business Plan Financials-Budget & Staffing Projections Development, Marketing and Health Sub- Committees Private volunteer legal task force Scheduled Member Get Together Feasibility Study
25. Reflections on the Project Been an amazing process so far as spending time with people who live healthy lifestyles has had a positive effect on my own life choices. I recommend to everyone that they go home and check out the Coops in their communities. Buy Local- You will create jobs Eat Less Meat, Move More & Drive Less Recycle
26. Recommendations I would of learned more about Coops before even beginning the process. Scheduled IMMEDIATE Training for the board members, specific to Coop Development.
27. Thank you