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OWNERSHIP TRANSITIONS
CONTENTS
Introduction.....................................................................4
Case Studies:
South Mountain Company.....................................8
Blue Scorcher Bakery Caf....................................17
Wisconsin Natural Heritage
Cooperative.........................................................28
The New Moon Caf...............................................35
A Yard and a Half Landscaping..............................43
Analysis and Conclusions..............................................54
About the Authors...........................................................61
Works Cited......................................................................63
Introduction
third generation.3
communities.
business.
exploring conversion.
ing businesses:
Astoria, OR
systems
Waltham, MA
in Marthas Vineyard, MA
worker ownership.
Introduction
Historical Overview
Conversion Structure
and Process
tional employees received any formal education or training during the conversion, nor
The valuation conducted by South Mountains accountant showed that there was
company.
practical decision.10
future.12
Governance
and Management
Current Status
of the Cooperative
about
in sales in 2013.
separating
management
decisions
10
need not be an owner, so the board structure could change in the future. The board
strives to make decisions through consensus
but can resort to a 75 percent supermajority
vote in the case of a stalemate. In the 27 years
South Mountain has been employee owned,
the co-op has used a supermajority vote three
times.
South Mountains day-to-day operations and
decision-making are fairly traditional. We
dont stand around and draw straws for who
builds a stairway. The best person to build the
stairway builds the stairway. And the construction foreman makes that decision. So in terms
of management, its much more traditional.13
John has maintained the title of CEO throughout the life of the business, but his role in the
We dont stand around and draw straws for who builds a stairway.
co-op.
11
Membership
12
work.
patronage dividends.
Ongoing Challenges
want to grow.15
tain Company to a worker-owned cooperative has truly been a success story. It is difficult
Analysis
13
dictated.21
to be the buck stops here all the time is a tremendous relief. It means that I get to do more
the business:
14
15
Conclusion
16
Introduction
Historical Overview
17
worker owner Peggy Bondurant, the business grew by $100,000 every year for at
18
Conversion
Structure and Process
transition:
structured?
3. The governance and management
19
their dream of creating a successful cooperatively owned enterprise. The $10,000 we got
that amount.
of future profits.
20
owners.36
or anybody could go to the GM with questions or concerns. I just think the flow of the
be done.
35
21
Governance
and Management
sociocratic
method
uses
interconnected
Current Status
of the Cooperative
bylaws):
22
discussion.
3. CirclesThe organization is
by the circle.
circle.
23
Membership
solved.
is enacted:
circle.
membership circle.
approval.
24
specific production duties, participate in circle meetings to which they are elected, and
Ongoing Challenges
25
sion-making.43
track of things.44
Analysis
26
Conclusion
recent incarnation of the cooperative structure is due in large part to the patience, per-
regular meetings.47
27
Introduction
Historical Overview
time between conducting fieldwork and working from their office, a state-owned building
28
11 employees.
remembers it:
29
Conversion
Structure and Process
30
employees.52
able with.
our business.55
their jobs.
31
Governance
and Management
President
Vice President
Secretary
Financial
Committees
Policy
Membership
Benefits
Membership
Program Manager
the Board.
affect change.
structure:
32
members
ing part.56
future.
Ongoing Challenges
worker cooperative.
cesses in their cooperative ownership transition was utilizing cooperative experts and
Analysis
33
cooperatives.
with cooperative experience early in the process. The attorneys support was valuable in
transition.
Conclusion
WNHCs story is compelling, and they have
experience.
34
Introduction
management.
Historical Overview
mented gradually.
plant are greatly influenced by their experience. This was especially true for a group of
cratic workplaces.
35
taurant downtown.58
36
Conversion
Structure and Process
They trained and educated all the workerowners in the New Moon Cafs day-to-day
mental changes:
owned businesses.61
37
receive.
learn the operations financial tasks, including how he did his books and his purchasing
Current Status
of the Cooperative
38
Governance
and Management
direction and challenges facing each committee. Twice a year, the worker-owners par-
and consistency
strategy retreats
outreach
the person will meet with two to three people on the operations committee to develop
processes.65
39
standard.
Ongoing Challenges
Membership
founding members. After the first year in business, everyone has either paid in or been paid
owners are looking for ways to fairly compensate themselves for the time they work. The
40
ing process.
Analysis
the future.70
69
41
possible.73
Conclusion
of the business
development plans
negotiation
in cooperatives
have created.
42
Introduction:
challenges include:
new cooperative
43
included:
pany.
women
and
Spanish-speaking
Historical Overview
44
company.
74
Conversion
Structure and Process
system:
opers to begin the conversion process. Finding these professionals was one of the most
specific jobs
45
saving time and money. Other aspects of participatory management had unexpected out-
46
47
ment as a barrier.76
48
Current Status
of the Cooperative
leader. The teams specialize in hard installations, soft installations, and maintenance.
49
Analysis
By all accounts, the transition to worker ownership at A Yard and A Half Landscaping has
positive way. 77
50
training, reports:
into Spanish.80
51
CEOs.
of A Yard and A Half Landscaping to cooperative ownership was a relatively smooth pro-
52
ownership transitions:
the process
management responsibilities
owner to a board
educational materials
communication
tive creation. There is a need for more standardized processes, better support in training,
Conclusion:
53
Critical Factors
During the Cooperative
Conversion Process
Involvement
and Personality
of Selling Owner
and professional advisors. This section summarizes how the cooperatives in our study
54
ever prior to the conversion she spent a numment culture and transferring management
Organizing
Timeline and Process
signed.
55
for ownership.
of worker ownership.
Table 1: Financing the Deal: How the Business Was Purchased from the Seller (x indicates that this
form of financing was used, but specific percentages were not provided. In the case of WHNC no
financing was used to create the business)
COOPERATIVE
Seller
financing
Member
equity
Loan from
financial
institution
Unsecured
loan from
personal
network
Donations/
Crowdfunding
12%
11%
58%
18%
1%
Blue Scorcher
New Moon
South Mountain
WI Natural Heritage
n/a
56
n/a
n/a
n/a
cooperative.
Management and
Governance Systems
structure. At a minimum, the existing manOf the cooperative conversions that pur-
57
Availability of Technical
Assistance and Peer Support
tral Wisconsin.
WNHC con-
58
59
Conclusions:
Building Better Systems
of Support for Worker
Cooperative Conversions
Technical assistance
experience levels
management system
conflict resolution
studied found support in the form of individual cooperative developers and other profes-
Resources
steps
resources.
worker cooperatives
60
61
programs.
economic development.
62
Works Cited
Introduction
1 Kessler, Glenn. Do 10,000 Baby Boomers Retire Every Day? Washington Post. The Washington
Post, 24 July 2014. Web. 15 Nov. 2014.
2 Messing, Roy. Succession Planning Workshop. University of Wisconsin Center for Cooperatives.
N.p., n.d. Web. 6 Jun. 2014.
3 Northwestern Mutual Voice Team. Surviving Transition: How to Keep the Family
Business.Forbes.Forbes Magazine, 22 Jan. 2014. Web. 10 Nov. 2014.
63
18
19
20
21
22
23
24
25
26
27
28
29
64
54
55
56
57
Guidelines. Roberts Rules Of Order. N.p., n.d. Web. 20 Aug. 2014. <http://www.robertsrules.org/>.
Grveles, Kim. Personal Interview. 23 June 2014.
Hinebaugh, Dawn. Personal interview. 26 June 2014.
Grveles, Kim. Hinebaugh, Dawn. OConnor, Ryan. Personal interviews. 2014.
65