A Guide To Cooperative Employee Ownership

TOOLBOX S E R I E S Published by Northcountry Cooperative Foundation in partnership with Northcountry Cooperative Development Fund
WORKER COOPERATIVE TOOLBOX
In Good Company:
A Guide to Cooperative
Employee Ownership
Published by Northcountry Cooperative Foundation
in partnership with Northcountry Cooperative Development Fund
with special funding from the United States Department of Agriculture
Acknowledgments
This publication is one in a series of toolboxes published by the Northcountry Cooperative Foundation.
Funding for the development and production of this toolbox was provided by a grant from the United
States Department of Agriculture.
To purchase a copy of this toolbox, contact:

Northcountry Cooperative Foundation
219 Main Street Southeast – Suite 500
Minneapolis, MN 55414
612-331-9103
www.ncdf.coop
Thanks to:
Margaret Lund, Northcountry Cooperative Development Fund
Kerstin Larson, Volunteer in Service to America (VISTA)
Newell Lessell, ICA Group
Tom Pierson, consultant
John McNamara, Union Cab
Emily Anderson, consultant
Don Jamison, Vermont Employee Ownership Center
Kim Rice, Volunteer in Service to America (VISTA)
John Logue, Ohio Employee Ownership Center
The University of Wisconsin Center for Cooperatives
Rural Cooperatives Center at the University of California–Davis
Cover illustration by Ricardo Levin Morales.
About the Publisher

Northcountry Cooperative Foundation (NCF) is the nonprofit, educational affiliate of the Northcountry
Cooperative Development Fund (NCDF). NCDF was founded in 1978 by a group of natural foods
consumer and worker cooperatives whose members wanted to invest their capital in business activities
that supported their values. What began as a simple tool for self-preservation—a handful of co-ops
lending money to each other because no one else would—soon grew into one of the first community-
development loan funds in the country, and a model for community-based capital control.
Since its founding, NCDF has made millions of dollars in capital available to a range of small con-
sumer, worker, housing, and producer cooperatives and their members, playing an instrumental role in
the success of these enterprises. From its beginning as a collaboration of local cooperatives, NCDF has
grown into a regional network of more than one hundred community-based, democratically owned and
governed enterprises.
NCF, as the nonprofit arm of NCDF, was formed to more effectively carry out and expand the
educational and technical assistance activities with which NCDF has long been involved.
Copyright 2006. Northcountry Cooperative Foundation, in partnership with the Northcountry Cooperative
Development Fund. Information contained within may not be reproduced in whole or in part without permis-
sion of the Northcountry Cooperative Foundation.
ii Worker Cooperative Toolbox

TABLE OF CONTENTS
Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
About the Publisher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
CO-OP BASICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
What is a Co-op? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Joint Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Democratic Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Member Benefit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Cooperative Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The Cooperative Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Is there any relationship between worker co-ops and the labor movement? . . . . . . . . . . . 5
Co-ops Today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
The Mondragon Cooperatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
WHAT IS AN EMPLOYEE-OWNED OR WORKER-OWNED CO-OP? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

The Basics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Rights and Responsibilities of Worker-owners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Divisions of Power in a Worker-Owned Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Another form of employee ownership: Employee Stock Ownership Plans . . . . . . . . . . . 10
WHEN DOES AN EMPLOYEE CO-OP MAKE SENSE?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Co-op Case Study – Builder’s Commonwealth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
FUNDAMENTAL ELEMENTS OF AN EMPLOYEE COOPERATIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Legal Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Co-op Case Study – South Mountain Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Employee Ownership Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
MAKING MEMBERSHIP MEANINGFUL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Who Can Be a Member of a Worker Co-op? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Governance and Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Selecting the Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Six Traditional Areas of Responsibility of the Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Challenges in Co-op Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Board of Directors Code of Conduct. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Learning to Promote Sound, Fair Governance: Qualities of an Effective Board Member . . . . 24
Personal Characteristics of an Effective Board President . . . . . . . . . . . . . . . . . . . . . . . . . 25
PLANNING FOR PERPETUITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Stock Purchase, Allocation, Valuation, Transfer, and Dissolution . . . . . . . . . . . . . . . . . . . . . . 26
Initial Buy-In and Transfer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Allocation of net margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
The Importance of Retained Earnings and Equity Capital . . . . . . . . . . . . . . . . . . . . . . . . 29
Patronage Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Co-op Case Study – Collective Copies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Valuation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Dissolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
List of Key Decisions for a Worker Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Worker Cooperative Toolbox iii

TABLE OF CONTENTS
BUSINESS MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Governance vs. Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Co-op Case Study – Pelham Auto Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Basic Elements of a Personnel Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Standard Elements of a Job Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Co-op Case Study – Union Cab . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Hiring and Firing in an Employee-Owned Cooperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Co-op Case Study – Isthmus Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Expansion and Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
5 C’s of Credit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
A Last Word . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Lessons from Other Worker Owners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
APPENDIX A—Frequently Asked Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
APPENDIX B—Board Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Sample Agenda for Board Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
APPENDIX C—Business Plan Basics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
APPENDIX D—Effective Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Characteristics of Effective Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Key Meeting Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Role of Meeting Facilitator. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Participation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Positive Attitudes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Pull It All Together. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Board Meeting Facilitation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Using the Consensus Model for Decision Making. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Ground Rules for Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Roberts Rules of Order. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Troubleshooting a Problem Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Handling a Meeting Monopolizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
APPENDIX E—Adult Learners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
APPENDIX F—A Case Study of How Select Machine Became a Co-op . . . . . . . . . . . . . . . . . . . . . . 65
iv Worker Cooperative Toolbox

INTRODUCTION
THE PURPOSE OF THIS GUIDE

n today’s dynamic marketplace, employee-owned cooperatives can provide a wide variety of
I workers with business-ownership opportunities offering a range of benefits that are hard to find
in any other corporate structure: democratic governance, enhanced job security, and profit shar-
ing based on labor input. Employee-owned businesses can also provide unique economic benefits
to local communities by generating locally based economic activity and anchoring capital in a com-
munity. Because worker co-ops are owned by employees rather than investors, they create a situa-
tion where engaged, local ownership can flourish, rather than absentee ownership. Local ownership
keeps more dollars revolving in the local economy, creates jobs, provides a wide range of goods and
services, and offers a forum to strengthen civic society.
Worker cooperatives are easy to set up and run, allow for a great deal of flexibility, and are appli-
cable in almost any business sector. Home health-care workers, teachers, computer programmers,
machinists, bakers, ship builders, car-repair technicians, engineers, carpenters, cooks, taxi-cab driv-
ers, and retail salespeople have all organized their businesses as employee-owned cooperatives. An
existing business can be converted to an employee cooperative structure, or an interested group of
individuals can start an entirely new business as a co-op. The options are limited only by the cre-
ativity and needs of community leaders, residents, and entrepreneurs. This guide was created by
NCDF to assist potential co-op members and their partners in choosing, planning, organizing, and
supporting new and existing employee-owned cooperatives.
Throughout the guide, we will use the terms “employee cooperative” and “worker cooperative”
interchangeably.
Worker Cooperative Toolbox 1

2 Worker Cooperative Toolbox
CO-OP BASICS
WHAT IS A CO-OP?
The International Cooperative Alliance defines a cooperative as “an autonomous association of
persons united voluntarily to meet their common economic, social and cultural needs and aspira-
tions through a jointly-owned and democratically-controlled enterprise.” It is, essentially, an enter-
prise formed by a group of people who join forces and work together to solve a problem or reach a
goal that they all share. In a cooperative, only members are permitted to own common shares of
equity. All cooperatives are owned and governed democratically, applying the principle of “one
member, one vote.”
Cooperative members come from all walks of life, and they are all ages and belong to all income
groups. People form and join cooperatives to meet all sorts of needs, and they buy and sell all kinds
of products and services, ranging from child care to groceries to agricultural products to financial
services. There are cooperative day-care centers and cooperative burial societies. There is probably
a cooperative somewhere in the country to meet every kind of need imaginable.
Cooperatives are differentiated from other business entities in three ways: member ownership,
member control, and member benefit. A cooperative is an enterprise where ownership, control, and
benefit are all held by the same group of people: the cooperative members.
JOINT OWNERSHIP
Co-op members are not just customers, employees, or users of the business—they are also the
business owners. In an investor-owned business, owners are concerned mainly with making money.
In a cooperative enterprise, by contrast, member-owners are concerned not only about whether the
enterprise is making money, but whether the business is meeting the needs of its member-owners.
These needs may be economic (making a fair wage), non-economic (contributing to a healthy envi-
ronment, or setting an example of worker participation in business management), or some combi-
nation.
DEMOCRATIC CONTROL
Participation in the decision-making process is one of the primary ways business owners exer-
cise their rights as owners. In a typical investor-owned company, each investor casts votes in direct
proportion to the number of shares the investor owns—that is, more shares equals more votes
equals more control. In a cooperative ownership structure, by contrast, control is vested with each
member, not each share of stock. This means that each member casts one vote in any business deci-
sion that is put before the membership, regardless of the number of shares owned. Cooperatives are
operated according to the democratic principle of “one member, one vote.”
Co-ops are led by member-elected boards of directors. The co-op’s manager or other top staff
report directly to the board. Since the board members are the ones who will be leading the organi-
zation and making key decisions on behalf of the membership, the most important vote that any
co-op member makes is for the board of directors. In a worker co-op, all members engage in elect-
ing their top leadership. In an investor-owned business, by contrast, the board of directors is typi-
cally composed of top company management, plus some outsiders.

CO-OP BASICS
MEMBER BENEFIT
Cooperatives are operated for the benefit of their members. Like any business, a cooperative
must make at least as much money as it spends, but spending decisions are also based on delivering
the greatest value to members. In an investor-owned business, profits are distributed based on the
number of shares owned. In a cooperative, net income (income over and above expenses) is redis-
tributed back to the members based on some equitable system. This system is called “patronage”
and the redistributed profits are called “patronage rebates,” “patronage refunds,” or sometimes
“patronage dividends.” Members are “patrons” of the co-ops, and profits are redistributed back to
members based on how much business they do with the co-op (that is, how much they “patronize”
it). In a producer co-op, this might be how much grain, milk, or other product the farmer-member
markets through the cooperative. In a consumer co-op, patronage refunds would generally be based
on the total annual purchases from the co-op. In a worker co-op, patronage is measured based on
an equitable formula of labor input, either according to hours worked, pay level, seniority, or some
combination of all three (see p. 33). Thus, while a conventional investor-owned business provides
returns based on capital input, a worker cooperative provides returns based on labor input.
Because cooperatives are operated for the benefits of members and not as speculative investment
vehicles, they function essentially at cost. This fact means that cooperatives enjoy the attractive tax
benefit of single taxation. In an investor-owned corporation, profit is taxed at the corporate level
before it is distributed to members as dividends. Individual stock owners must then pay tax a sec-
ond time on this income at their individual level. In a co-op, by contrast, only profits that are kept
by the company as retained earnings are taxed at the corporate level. Earnings that are passed
through to members are only taxed once, at the individual level.
COOPERATIVE PRINCIPLES
Equity. Equality. Self-help. Self-responsibility. Democracy. Solidarity. These are the values on
which the modern cooperative movement was founded and the basis for the organization of every
cooperative enterprise in the world today.
The Cooperative Story Cooperatives are based

The origins of the modern cooperative movement can be traced upon the values of self-
to the city of Rochdale, England, at the beginning of the Industrial help, self-responsibility,
Revolution. In 1844, a group of industrial trade unionists, tired of
the poor quality and high prices of goods sold through the compa-
democracy, equality, equity
ny store, set out to make things right. The Rochdale Society of and solidarity. In the
Equitable Pioneers opened its first cooperative store on Toad Lane. tradition of their founders,
From the outset, the group’s purpose was more noble than sim-
cooperative members
ply selling quality, affordable provisions and clothing. It also pro-
posed the building of houses “in which those members desiring to believe in the ethical values
assist each other [in] improving their domestic and social condi- of honesty, openness, social
tions, may reside.” The group also recommended “the formation of responsibility and caring
worker cooperatives to help the unemployed; the purchase of land
for common cultivation; and the promotion of education and
for others.
sobriety.” While some of these early efforts were more successful — International
than others, the clarity, consistency, and breadth of these coopera- Cooperative Alliance
tive principles are striking. From the beginning, these co-op pio-
website
neers envisioned cooperatives as a way to give ordinary people

CO-OP BASICS
greater control over their lives, to improve their economic conditions, and to protect them during
hard times. These principles, developed more than 150 years ago, live on today in the thousands of
cooperative institutions that exist throughout the United States and the world.
Is there any relationship between worker co-ops

and the labor movement?
The original Rochdale Pioneers were trade unionists, of course. During the Industrial Revolution, worker cooper-
atives and trade unions were both organized to address radical changes in the workplace. Early worker cooper-
atives in the United States were often the product of parallel trade union organizing; by the 1880s, the Knights
of Labor, the leading national labor organization of the day, had established over one hundred cooperatives.
Cooperatives were an important part of that organization’s organizing strategy for bettering the lives of working
people. Links between the two movements also spread in Europe. With the end of World War II, the two major
U.S. trade union federations merged into the AFL-CIO, and the new organization stopped organizing efforts to
create cooperatives as a means of owning and controlling businesses and instead concentrated on improving
working conditions in privately owned companies. In the last twenty-five years, some U.S. unions, such as the
Steelworkers, have accepted and advocated worker cooperatives and ESOPs as strategies for creating and sav-
ing jobs, but the examples have been few. In Europe, however, formal connections between cooperatives and
trade unions remain, and in some areas of the world cooperatives are working together with trade unions to
form new worker cooperatives: COSATU in South Africa is one strong example of such a development.
Co-ops Today
Any type of business can be a cooperative. In the United States the largest co-ops are often agri-
cultural co-ops and credit unions. Indeed, since the beginning of our nation, farmers and ranchers
have joined together to pool the funds and manpower necessary to process or harvest their goods.
Credit unions are often developed by employees of large organizations to provide financial services
to their members. The largest worker co-op in the United States is Cooperative Home Care, a
worker-owned home health-care agency in the Bronx, New York, with 550 members.
Co-ops also abound internationally. In Quebec (Canada), Northern Italy, India, and Japan, for
example, cooperatives play a significant role in the national and regional economies. The most
famous worker co-ops in the world are the Mondragon cooperatives in the Basque region of Spain,
an association of over one hundred cooperative enterprises, forming an entire cooperative economy
in which factories, schools, banks, retail stores, and services operate on a cooperative basis.

CO-OP BASICS
The Mondragon Cooperatives

“The now extensive Mondragon Cooperative Corporation (MCC) was started in the late 1950’s, building on the
philosophies of José María Arizmendiarrieta in the Basque region of Spain. Now the eighth largest business cor-
poration in Spain, the MCC has grown from a loose organization of only a few industrial worker groups to an
association of over 100 grass roots cooperatives with more than 3,000 worker owners. It is by far the largest
worker cooperative system in the world and is often held up as an example of the great potential and flexibility
the worker cooperative model holds.”
—University of Wisconsin Center for Cooperatives Bulletin no. 5 “Worker Cooperatives”
People have certainly been initiating cooperative endeavors throughout the ages. The most
significant contribution of the Rochdale Pioneers is that they established a set of ethics, known as
the seven cooperative principles, that are still the root of co-op philosophy today. The current
articulation of these seven principles, approved by the International Cooperative Alliance (ICA) at
a 1995 meeting that celebrated the 150th anniversary of the modern cooperative movement, is as
follows:
1.Voluntary and Open Membership

Cooperatives are voluntary organizations, open to all persons able to use their services and will-
ing to accept the responsibilities of membership without gender, social, racial, political, or religious
discrimination.
2. Democratic Member Control

Cooperatives are democratic organizations 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 cooperatives, members have equal voting rights (one
member, one vote), and cooperatives at other levels are also organized in a democratic manner.
3. Member Economic Participation

Members contribute equitably to, and control democratically, the capital of their cooperative. At
least part of that capital is usually the common property of the cooperative. Members allocate sur-
pluses to any of the following purposes: developing their cooperative, possibly by setting up
reserves, part of which would be indivisible; benefiting members in proportion to their transactions
with the cooperative; and supporting other activities approved by the membership.
4. Autonomy and Independence

Cooperatives are autonomous, self-help organizations controlled by their members. If they enter
into agreements with other organizations, including governments, they do so on terms that ensure
democratic control by their members and maintain their cooperative autonomy.
5. Education, Training, and Information

Cooperatives provide education and training for their members, elected representatives, man-
agers, 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.

CO-OP BASICS
6. Cooperation among Cooperatives

Cooperatives provide the most effective service to their members and strengthen the cooperative
movement by working together through local, national, and international structures.\
7. Concern for Community

Cooperatives work for the sustainable development of their communities through policies
approved by their members.

WHAT IS AN EMPLOYEE-OWNED
OR WORKER-OWNED CO-OP?
THE BASICS
The key differences between a worker cooperative and a conventional business are the elements
of control and ownership. In a conventional corporation, the rights to elect the leadership of the
organization and share in its profits are based on capital. The number of shares owned determines
the amount of influence and control, as well as the amount of profit earned. In an employee-owned
cooperative, the employees both own and control the business. The rights to elect the board of direc-
tors and share in the company’s profits are based on being a member of the company’s workforce and
purchasing a member share. Each cooperative member has one vote
in the board election and shares in the profits on the basis of an equi- Democracy is a method for
table formula established in the company bylaws. Management con-
people to govern them-
trols the daily operations in both a worker cooperative and a conven-
tional company. In a worker cooperative, however, the members as selves, not a method for
owners have the right to select management, a task that is typically property owners to govern
(though not always) delegated to the board of directors.
their property.
Worker cooperatives are the only legal business structure that
guarantees workers an equitable share in company proceeds. It is David Ellerman
also the only business structure that consciously promotes and facil-
itates self-determination: in a worker cooperative, members really do control their own destiny.
It is important to note that a cooperative is an ownership and governance mechanism. The employ-
ee-owners share an objective and contribute equitably to and benefit equitably from the capital of their
cooperative. The employee-owners share the full range of risks and benefits that come with business
ownership, including deciding how the net income or net losses are allocated. They also share in gover-
nance and control of the enterprise, electing the board of directors democratically and making impor-
tant decisions about the future of the business. Ownership by employees does not dictate a particular
management style, however. Worker co-ops typically, although not always, have a more participatory
and less hierarchical management culture than conventional businesses do; they often solicit input and
grant workers key decision-making roles in the everyday operations of the business. Some worker co-
ops even manage the entire enterprise in a consensus-based collective manner. In any case, the manage-
ment structure is determined entirely by the board of directors and can also be adapted over time to
address changes in the business. The key is that the shared ownership and governance structure of a
cooperative allows its employee-members to dictate for themselves the benefits they seek to share and
enjoy.

WHAT IS AN EMPLOYEE-OWNED CO-OP?
Rights and Responsibilities of Worker-owners1

Financial participation rights Financial participation responsibilities
• Investment of labor • Investment of labor
• Share in profit • Productivity
• Membership fee/capital requirement
• Share in risk
Governance participation rights Governance participation responsibilities
• Vote for board of directors • Communicate, share information
(one member, one vote) • Learn about business and industry
• Serve on board of directors • Develop leadership, accountability, and mutual trust
• Participate in decision making • Balance individual needs/interests with business needs/
interests, and also often with community needs/interests
Divisions of Power in a Worker-Owned Cooperative

Worker-owner Members Board of Directors Chief Executive Officer (CEO)
Adopt and amend bylaws. Defines yearly goals as well as Prepares budgets, production
policies necessary to implement plans, marketing plans, and all
goals. other plans necessary for the
implementation of the goals and
policies approved by the board.
Elect Board of Directors. Selects CEO, defines duties, Defines duties of division and
and sets salaries. department heads.
Ratify annually and review Controls finances: Hires/fires within framework

semi-annually the goals of 1. Ratifies financing plans/budgets of personnel policies. This
the business plan. 2. Approves changes in above. power may be delegated.
3. Approves loans.
Ratify any drastic alteration Ratifies personnel policies Coordinates the implementation
of the business plan or with the exception of and administration of all
philosophy. hiring/firing. In the latter case, policies.
recommends policies to the
membership, who then make
the final decision.
Review any sale or purchase Evaluates performance of the Evaluates employees. This
of any major asset, such as CEO. power may be delegated.
a building.
1
From Frank T. Adams and Gary B. Hansen, “Putting Democracy to Worker: A Practical Guide for
Starting Worker-owned Businesses.”

WHAT IS AN EMPLOYEE-OWNED CO-OP?
Another forms of employee ownership:

Employee Stock Ownership Plans
Employee stock ownership plans (ESOPs) also provide employees with a successful ownership model that
allows them to own shares of stock in their company without having to pay taxes on the shares until they retire
or leave the company. The goal of an ESOP is not necessarily to provide employees with direct control over their
company. Instead, it is to broaden the ownership of wealth to motivate employees and increase productivity.
While sometimes simply added as an employee benefit, many ESOPs are instituted primarily as an owner-
ship succession strategy, as the ESOP allows certain tax benefits for an owner who sells at least 30 percent of
company stock to an ESOP.
In an ESOP, the company sets up a fund for the benefit of the employees. This fund, or ESOP, borrows money
from a bank and passes it to the company as capital. Annually, the company passes profits or wage conces-
sions from employees to an employee stock ownership trust (ESOT), which pays off the loan. As the loan is
repaid, the company deposits the value of the repaid loan in stock into individual employee accounts based on
wage levels or seniority. The company is provided substantial tax benefits, as an ESOP allows the company to
repay both principal and interest out of pretax earnings. Employees do not have access to the stock until they
leave the company or retire, at which time they are taxed on their earnings.
While ESOPs provide employees with stock ownership, it is rare that employees benefit from control of gover-
nance or operations. Most often, employees don’t have the ability to vote their shares of stock, elect directors, or
oversee management. Instead, the employee stock ownership trust owns and votes the stock. Voting rights,
when they exist, are based on shares of stock owned, rather than membership. ESOPs are most often employed
for large companies (more than twenty-five employees). Employee stock ownership plans are governed by com-
plex retirement plan laws. As such, they require annual stock appraisals, periodic legal revisions to stay current
with changing ESOP laws, a third-party administrator, and an ESOP trustee. These added administrative costs
make an ESOP structure cost-prohibitive for smaller businesses and new companies.
It is possible for ESOPs to be organized in a more democratic manner. Democratic ESOPs are financed in the
same way that non-democratic ESOPs are. However, employees also have the ability to appoint the trustees of
the employee stock ownership trust, and the trust is directed to vote its shares on any issue according to the
outcome of an employee vote. Employees in a democratic ESOP may also have a voice in major policy decisions
on a one-member, one-vote basis.

WHEN DOES AN EMPLOYEE CO-OP
MAKE SENSE?
A successful employee-owned cooperative doesn’t have to be big or small, or be in a certain sec-
tor of the economy. Employee ownership can be successful in virtually every line of business.
However, successful employee-owned cooperatives do have some things in common. If you are
aware of these characteristics, you can make a wise decision about whether or not this structure
makes sense for you. A key characteristic of successful cooperatives is the ability to find a balance
between entrepreneurial business acumen and an understanding and commitment to the principles
of shared ownership. The following are indications of this balance:
• Your members have a clear commitment to and understanding of worker-ownership and

cooperative principles.
• Your members provide a product or service that is in demonstrated demand by the market;
you have a viable business concept.
• Your co-op has access to adequate financing, including meaningful capital contributions from
members, in the form of cash, labor, or both.
• Your co-op selects and develops a quality management team, either by recruiting from out-
side the firm or by consciously developing from within. Quality managers do not have to
have MBAs, but they do need to have a firm understanding of the business and the environ-
ment in which it operates.
• Your co-op provides membership to individuals with the technical skills and knowledge to
make the business a success, and provides those individuals with the tools and environment
necessary to succeed.
• Your co-op places an emphasis on electing experienced directors with a clear commitment to
building a fiscally sound organization and working on behalf of the membership overall.
• Your co-op can aggressively position itself for changes in operations, markets, and member
needs.
This list represents an ideal set of circumstances that may or may not ever be present in full and
at the same time in real life. Don’t let it discourage you; let it inspire you. Hard work and persever-
ance can be powerful forces.
Because continuity is vital to effective governance, worker cooperatives typically do not work
well in industries where there is a high amount of turnover, or where almost all labor is seasonal.
That said, some worker co-ops have been started (particularly in the building trades) specifically to
counter industry-wide trends toward high seasonality and turnover, and have concentrated on pro-
viding their members with the benefits of year-round work.

WHEN DOES AN EMPLOYEE CO-OP MAKE SENSE?
CO-OP CASE STUDY
Builders’ Commonwealth
Builders’ Commonwealth is a design-build construction cooperative of 44 member owners who have
been serving Duluth, Minnesota, for over 30 years. At Builders’ Commonwealth, all members are own-
ers. There are no employees at the cooperative, and all owners take “draws” from the cooperative’s
monthly earnings instead of wages, a system the co-op feels reinforces the notion of “ownership”
instead of “employment.”
The cooperative distributes profits and losses to owners on an annual basis. This is based upon the
year’s financial performance. At the close of their fiscal year, the cooperative’s owners meet and vote on
that year’s profit disbursement. Owner advance rates are set and adjusted by an elected Personnel
Committee. This committee determines “advance rates” for hourly work by each member. The commit-
tee also coordinates the hiring of new members. Advance rates are set based upon skill and productiv-
ity. Seniority, inflation, and the results of annual peer reviews all factor into annual increases.
At Builders’ Commonwealth, every member-owner is a Board Member. The Board elects a four-member
Executive Committee whose responsibilities include setting policies and approving capital purchases.
A Management Committee is made up of department managers and they are responsible for the day-
to-day mechanics of operating the business. The Executive Committee conducts policy overview and
approves managers’ expenditures in excess of $1,000. All of Builders’ committee members are com-
pensated on an hourly basis. Sometimes this reimbursement is capped, such as a two-hour max for
meetings, etc. This strategy keeps the discussion moving forward.
Arno Kahn, a founder of the Cooperative, says that the principle difference between Builders’
Commonwealth and corresponding conventional business is that “we want everyone to feel like an
owner and behave like an owner. They’re self-supervising, and self-motivating. All members work to
the best of their ability to enhance the reputation and profitability of the organization.” The hardest
thing about the worker-ownership model for Builders’ Commonwealth is that new owners are unfamil-
iar with the lack of disciplinary tools at the co-op and the emphasis on peer review. New managers
also must acculturate to a different way of supervising member-owners.
Arno Kahn attributes the cooperative’s long-term success to the members. They like what they do, are
proud of doing a good job, and tend to stay with the job longer than the industry average.

WHEN DOES AN EMPLOYEE CO-OP MAKE SENSE?
Clarifying shared objectives and priorities is also important. Objectives may be to provide a
product or service in a marketplace, to develop a cooperatively owned workplace, or to fulfill a
community need. There may also be secondary objectives that are worth defining, such as provid-
ing the opportunity to own and control a business or creating a satisfactory workplace. All are
worthwhile goals. Being in basic agreement about goals will help your co-op start and stay on the
right track.
A cooperative may be a good structure in the following situations:
• A new start-up business. When there is a group of people with shared business ethics who
want to own and control a business democratically, an employee-owned cooperative may be
an appropriate business structure.
• A conversion from an existing conventional business when the current owner is retiring.
When a small business owner considers leaving the business for retirement or other reasons,
he or she may consider selling to the employees. A retiring owner may be able to realize sig-
nificant tax benefits by doing so (see Appendix F). A conversion from a conventional busi-
ness to an employee cooperative is most appropriate for a business has fewer than twenty-five
employees (for larger businesses, a democratic ESOP may be more advantageous); has
employees who have made a long-term commitment to the business; and is a place where the
relationship between owners and employees is strong.
• Saving a business from closing. Employee ownership may be a viable way to save a division
or site of an investor-owned business that is being closed due to insufficient (but not nega-
tive) profitability.
• Hybrid worker-community ownership: “Solidarity cooperative.” Though a fairly new concept

in the United States, several cooperatives in Quebec, Canada, have pursued a hybrid owner-
ship structure in which patrons, employees, and other interested parties share joint owner-
ship of a business. This is particularly relevant for co-ops where both employees and patrons
have a particularly high stake in the business, such as co-ops that provide early childhood
education or home health care, or rural businesses that may provide the only access to fuel,
groceries, or medical services in a region. In such a structure, patrons, employees, and
regional stakeholders sit on the board of directors according to a ratio set out in the coopera-
tive’s bylaws.
An employee cooperative is a business enterprise, and as such, it requires careful planning,

analysis, and market research to succeed. While basic business planning and feasibility analysis are
beyond the scope of this book, many good references exist that can help you with this part of your
work. A basic business plan outline is included in Appendix C.
Also keep in mind that the right advisors can make the difference between, if not success and
failure, at least ease and difficulty. Cooperatives are a specialized area of legal, accounting, and tax
practice. Make sure your advisors know the relevant law. For help finding advisors who are knowl-
edgeable about cooperative law and practice, contact your state association of cooperatives, the
National Cooperative Business Association, or cooperative advisory groups, like the Northcountry
Cooperative Development Fund. Given their uniquely democratic nature, cooperatives will also
often benefit from advice in the area of process and governance. A good consultant can save you a
lot of time getting where you want to go. Find one with particular expertise in the area of participa-
tory management and inclusive decision making if that is what you want for your co-op.

FUNDAMENTAL ELEMENTS
OF AN EMPLOYEE COOPERATIVE
A cooperative structure provides for democratic control of two interdependent, yet distinct,
aspects of the business: the financial ownership of the cooperative and its governance. A co-op
should have a well-articulated system of member participation in each of these two uniquely demo-
cratic aspects of the business. In addition, each co-op must make decisions on a range of other
issues that in turn affect both ownership and governance. Structuring a cooperative to allow for
perpetuity and growth requires key decisions in the following areas:
• Legal form
• Membership
• Governance
• Capital structure
• Allocation of profits
• Stock valuation and repurchase practices
• Dissolution
• Management
Some of these decisions may seem daunting, but they are important and even accessible if you
take them one by one. A co-op is an organization designed to operate in perpetuity; as such, it is
worth thinking about how the cooperative will look in ten, twenty, and even thirty years, after sev-
eral generations of leadership have come and gone. Co-ops are fluid organizations, designed at their
best to receive input from many quarters. You will need to think hard about what things about your
co-op could change over time, and what things are essential to the nature of the enterprise and
should remain the same. If you don’t decide these things at the beginning, you may be forced to
decide them later on when you don’t expect to, such as when there is a crisis, or after philosophical
changes occur with new worker-owners who have entered the business. It is worth the time and
trouble to proactively design your cooperative in the best way possible so you can deliver the bene-
fits your members desire.
A word about culture: every organization has one, whether it chooses it proactively or accepts it
passively. Culture is the institutional attitude toward organization, community, competition, and
authority. Two main factors determine the culture of a cooperative: the industry within which it
operates, and the people who make up the membership. Co-ops, unless they are very small, will
eventually hire people who care more about a stable paycheck than they do about the “movement.”
These folks will influence the culture. If one of the reasons for starting the co-op was to provide an
alternative to “business as usual” in a particular industry or in society in general, these values must
be codified both in word and practice. The time to have the maximum effect on creating the culture
you want in your cooperative is at the very beginning, when everyone coming in has a shared sense
of enterprise and belief. Similarly, the best time to formally introduce a new member into the values
and culture of the cooperative is during his or her first days.
A cooperative structure is not second nature to many people. In today’s business climate, working
collaboratively rather than hierarchically with a group of people sharing common interests is rela-
tively uncommon. To start shaping your group’s development into an employee-owned cooperative,
begin by modeling best practices from the start: set agendas, run business-like meetings, document
important decisions, divide up responsibilities, be accountable to each other, educate yourself, cele-
brate, be honest, be kind, keep an open mind, set priorities, and try for what you really want.

FUNDAMENTAL ELEMENTS OF AN EMPLOYEE COOPERATIVE
LEGAL STRUCTURE
A cooperative is governed by a set of legal documents that must be structured according to the
statutes governing cooperatives in the state where the business will be located. Each state has
slightly different requirements, so check with an attorney who is familiar with cooperative law in
your state. To incorporate, you will be required to name your cooperative and file articles of incor-
poration with the office of the secretary of state. Many states require that the word “cooperative” be
in a cooperative’s name. It is advisable to develop the cooperative’s bylaws at the same time.
Formal incorporation shields individual members from responsibility for the co-op’s debts. If a
legally incorporated co-op fails financially, the workers stand to lose their initial investment and
any profits accumulated in their internal capital accounts, just as any business owner would. But
personal assets are generally not at risk in a worker cooperative unless a worker has chosen to put
them at risk through a personal guarantee on a loan.
Articles of Incorporation. The articles of incorporation constitute the legal document that estab-
lishes the cooperative as a legal business entity, subject to the laws of the state in which the co-op is
chartered. The articles state the name under which the co-op will operate and the purpose of the
corporation. They are the backbone of the co-op and can be difficult to amend.
The articles also define the classes of stock that the cooperative is allowed to issue and how
many shares of each kind. Cooperatives can only issue one class of common stock (to members),
but may be able to issue other classes of stock, such as preferred shares.
Articles of incorporation should enable the corporation to function on a cooperative basis, allow
the project to operate at cost, and allow for patronage rebates to members. Properly constructed,
the articles allow the cooperative to operate, for tax purposes, under subchapter T of the Internal
Revenue Code, which provides for a single level of taxation, which minimizes tax cost.
The articles should state the purpose of the corporation, which should be articulated in general
terms. For example, as an employee-owned cooperative, you might state that the cooperative’s pur-
pose is “to engage in any lawful activity primarily for the benefit of the employee-members.”
The articles must also provide for their own amendment and for the operation of the corporation
through its board of directors. The following are sample sections of a co-op’s articles, based on
Minnesota law:
Articles of Incorporation
Article I Name
Article II Location of Principal Place of Business
Article III Location of Registered Office
Article IV Name and Address of Resident Agent
Article V Purpose
Article VI Number of Directors
Article VII Capital Stock
Article VIII Distribution of Dividends
Article IX Names of Incorporators and Initial Directors
Article X Membership Termination
Article XI Duration
Bylaws. The bylaws of the corporation state how the corporation will operate, how meetings will
be held, how many directors will serve on the board, the structure of membership meetings, and
other rules of the corporation. The bylaws are the basic blueprint for how the co-op will operate,
and the place where the members of the co-op really define for themselves the institution they are
creating. The bylaws generally can be amended by a majority vote of the membership, but given

the importance of the document and the elements it contains, many co-ops set the standard for
changing the bylaws much higher, at 75 percent or more. Amendment procedures are outlined in
the bylaws. Board members, in particular, should be familiar with the bylaws, which should be
reviewed on an annual basis.
The following are sample sections of a co-op’s bylaws:
Bylaws
Article I Name and Location of Corporation
Article II Purpose and Powers
Article III Membership and Membership Shares
Article IV Internal Capital Accounts
Article V Member Meetings
Article VI Directors
Article VII Officers
Article VIII Committees
Article IX Financial Regulations
Article X Seal
Article XI Waiver of Notice
Article XII Repeal or Amendment of Bylaws
Article XIII Dissolution and Property Interests of Members
Cooperative bylaws spell out the particulars of cooperative functioning. Bylaws should do the
following:
• Set voting rights.

• Allocate power between the general membership and the board of directors.
• Provide details of the cooperative’s operations.
• Provide guidelines for amending the bylaws.
• Define membership, including who is eligible and how much shares will cost.
• Set forth the relationship between the individual member and the corporation.
• Set forth the distribution of capital account funds at termination from the cooperative and at
dissolution of the cooperative.
• Provide for the establishment of operating rules, which may be more fluid and easier to
change than the text of the bylaws.
In addition to worker co-ops, employee stock ownership plans (ESOPs) are a common shared
ownership strategy (see pp. 10). Worker-owned companies can also create their own brand of
employee ownership through a conventional vehicle, such as a partnership or limited liability com-
pany. A relatively new innovation in cooperative law is the formation of cooperatives that allow for
membership based on invested assets, in addition to traditional patron members. In Minnesota, the
relevant statute is 308b, so these kinds of co-ops are sometimes called 308b co-ops.
The table on pages 18 and 19 outlines some of the differences in ownership structures.

CO-OP CASE STUDY
South Mountain Company

South Mountain Company is an environmentally conscious construction company in West Tisbury,
Mass., that can participate in every aspect of the development process from design to construction.
The company began in 1975 as South Mountain Woodwork, a custom cabinetry shop. In a fully
equipped woodworking shop they continue making cabinets, millwork, and built-ins. It became a sole
proprietorship owned by John Abrams in 1984. After two years he converted it into a cooperative with
three members.
Today with 15 owners and another 15 on track to become members, the company employs a manage-
ment structure familiar to for-profit enterprise: four departments managed by individuals or small
teams. A committee structure handles executive, production, design, and personnel matters.
Managers or teams are responsible for day-to-day management decisions that must be made quickly.
The board of directors makes the more deliberative policy/governance decisions—accepting new
owners, compensation, profit sharing, planning, expansions, new ventures, investments, donations,
and involvement in community projects. All worker-owners serve on the board.
Owners evaluate employees annually. After five years and 7,500 hours worked an employee becomes
membership-eligible. The process is transparent and clearly defined. If approved by the board of direc-
tors, they must invest equity of $11,000—enough to require a commitment. An employee may take up
to 36 months to pay in their equity. After 50 percent is paid, they become full members of the co-op
with voting rights and profit-sharing benefits. When a member decides to leave the co-op, their invest-
ment is paid out to them over a 10-year period (or a prorated amount for shorter periods) to preserve
the financial stability of the cooperative. Certain profits are held in an “Internal Capital Account” and
are, for the most part, only accessible to employees upon their departure from the company.
Cooperative member John Abrams has this advice for worker co-ops:
• Transition to cooperative ownership slowly with a long probationary period, to gauge commitment
and allow an employee to get used to worker ownership
• Employee ownership is not a panacea; a dysfunctional business will be a dysfunctional co-op.

However, worker ownership provides an avenue for fairness, transparency, and shared responsibility.
EMPLOYEE OWNERSHIP COMPARISON Source: The ICA Group
Issue Worker Cooperative Worker Cooperative 308b ESOP Custom Worker Ownership Plan
Ownership structure. One share per person common stock. Can have both member shares Very flexible. Ranges from equal Not regulated. Can be based
Can also have preferred stock and investor shares. distribution to a complex formula on any formula chosen.
(return on preferred stock is limited). based on salary, years of service,
and hours worked. Allocated according

to predetermined formula. Can be
full or partial ownership
Legal structure. Simple, but not familiar to all Recognized in Minnesota. Similar Relatively complex, but familiar Regular C corporation, S corporation,
attorneys. The ICA group has a set of forms exist in a handful of states. to many attorneys. or LLC
model bylaws available. Can be organized A new form, so will not be
as an LLC or a C corporation if articles familiar to many attorneys.
and bylaws are structured appropriately.
Regulation. Little except for tax issues. Little except for tax issues. Highly regulated. No additional regulation.
Voting rights. One person, one vote. One person, one vote if it is going One person, one vote or one share, One person, one vote or one share.
to be a true worker cooperative. Patrons one vote. One share, one vote one vote. One share, one vote
must retain at least 50 percent on supermajority issues. on supermajority issues.
voting control on board of directors.
Adding new members. Co-op sets probationary period. Co-op sets probationary period. Everyone over 21 with one year Not regulated. Requires careful planning to
of service becomes a member. ensure that model is dynamic and provides
ERISA requirements ensure that clear blueprint for how new members will be
allocation policy will be clear. added and how future stock allocations will
be handled.
Allocation of profits. Based on hours worked or wages earned. Profit allocation for patrons based Based on shares held. Based on shares held.
May take into account other factors, on patronage. Profit allocation
such as seniority. for investors based on shares held.
Investor members can receive no
more than 85 percent of profit,

regardless of ownership stake.
Tax implication to company Cooperative pays members a patronage Can elect to be taxed as partnership Tax deductible. Not tax deductible for C;
of paying dividends. refund, which is a return on patronage, under subchapter K and avoid taxation LLC taxed as partnership has only
not capital. These payments are at the association level. Alternatively, shareholder-level taxation.
deductible at the corporate level. if meeting test of operating on a
cooperative basis, could elect subchapter T.
Tax implication to individuals Can be paid out or into “internal capital For members, patronage dividend would Taxed as divided income with a In C, taxed as dividend income with a maximum
of paying dividends. account” of individual. Complex accounting be taxed as ordinary income. maximum rate of 15 percent. rate of 15 percent.
options. Patronage refunds are taxed as
ordinary income.
EMPLOYEE OWNERSHIP COMPARISON Source: The ICA Group
Issue Worker Cooperative Worker Cooperative 308b ESOP Custom Worker Ownership Plan
Need to withhold Social Security In dispute. Same as worker cooperative. No. No.
on dividends declared for
worker-owners.
Worker owner sale of stock. Not permitted. When members leave, they Same as worker cooperative. Investor Usually not permitted. When a May or may not be permitted.
must sell back to the company (or an stock sales controlled by Articles. member leaves the company, must
incoming member). offer them an opportunity to sell their
stock back to the company.
Valuation of individuals’ Book value. Book value. Fair market value based on Valuation method can be book value,
“ownership stake.” independent appraisal. Independent independent appraisal, or pre-agreed
appraisal must be performed annually. formula.
Valuation of company if sold Fair market value. Fair market value. Fair market value. Fair market value.
to a third party.
Costs:
-Set up. $5,000–$20,000. $5,000–$20,000. $20,000–$35,000 (more if complex) $5,000–$20,000
-Annual maintenance cost. None. None. $7,500–$15,000 None, unless chosen design requires annual
valuation
Potential tax benefits to seller. The law states that the seller can defer capital If meets cooperative test, would be Can defer capital gains tax on the None.
gains tax on the proceeds of the sale if they the same benefit as worker cooperative. proceeds of the sale if they are
are invested in “approved securities.” To date invested in “approved securities.”
(June 2006) this has only been done once. At least 30 percent of sale proceeds
to employees
Outside equity investors. Can only invest in preferred stock. May be Permitted, but cannot receive more than Permitted. The stock held by the ESOP Permitted with no restrictions.
difficult to attract investors because of limited 85 percent of profit regardless of trust must (in general) be voting
return and control. ownership stake. common stock with the greatest
dividend and voting rights of any
class of common stock or preferred
stock that is convertible into such
voting common stock.
Potential for seller to retain Seller can participate as preferred shareholder Yes. Yes, but seller’s holding must be Yes.
partial ownership after sale to and/or hold a single share of outside of the ESOP
workers. common/membership stock (like all other
members) if working in the cooperative.
Bank financing. Cooperatives are not well known to banks. Structure will likely be unfamiliar to Well understood by banks. In a C Well understood by banks.
Fewer options for bank financing. banks. corporation, ESOP, loan interest, and
principal are tax deductible, improving
cash flow, which is attractive to lenders.

MAKING MEMBERSHIP
MEANINGFUL
WHO CAN BE A MEMBER OF A WORKER CO-OP?
Upon incorporation, every co-op makes the crucial decision of who the “patrons” are that the
co-op is designed to serve, and therefore who is eligible to be a member of the cooperative. In a
worker- or employee-owned cooperative, it is obvious that the employees are the class of individu-
als from whom the membership is drawn, but there are some important decisions to be made
around membership. One decision is whether every employee be allowed to be a member. In gener-
al, the democratic nature of cooperatives argues for a broad approach to membership, one that
gives the opportunity for membership to the widest range of employees possible. That said, many
worker co-ops have good reason to choose a more restrictive membership policy. For example, a
co-op in a very seasonal industry that experiences a great shift in the demand for labor from season
to season may choose to offer membership only to those employees who work year-round, because
those employees are arguably the most committed, and understand the business best.
While some worker co-ops allow new employees to become members and thus enter into a deci-
sion-making role from their first day, many worker co-ops institute a probationary period of at least
six months to allow both the co-op and the employee to see if worker-ownership in the co-op is a
good fit. This approach allows prospective members to learn about the co-op and the duties and
obligations of membership before they sign on for the responsibilities of business ownership. Some
worker co-ops give every employee who makes it past the probationary period a chance to join,
while others leave that decision up to a vote of the membership. Some allow workers to vote as
members while in the process of purchasing the required membership share, while others make
employees wait until their shares are paid in full before they can vote.
Another important issue to decide is whether the CEO or other top management staff will be
allowed to become members of the co-op. Most worker co-ops feel that, as with any other employ-
ee, the loyalty and engagement of the CEO is key to the success of the business, and that ownership
is a way to facilitate that engagement. Some worker co-ops, however, feel that allowing the general
manager to also be a co-op member concentrates too much power in one set of hands. In other co-
ops, such as those that operate in the home health-care or home-cleaning industries, the general
manager or CEO really performs a fundamentally different function than that of the cooperative
membership at large—scheduling workers, ensuring contracts are followed, paying the bills, and so
forth, but not performing the fundamental work of the co-op in the same way that other members
do. In such cases, some co-ops treat the general manager as “hired expertise,” rather than as a full-
fledged member. For similar reasons, some worker co-ops decline to offer membership status to
marketing personnel; they see them as performing a vital function for the co-op, but not one that
defines its essential nature. Some co-ops allow management staff to be members, but not to serve
on the board.
Whatever your co-op decides about membership status, it is critical that membership policies
and the membership process be fair and transparent.
In a larger co-op, where not all members are on the board, co-op members will need to be edu-
cated about the co-op model, their co-op in particular, and how to participate effectively in a
democracy. Remember, few people—regardless of their education level—are taught these skills in
school. Exercising effective democracy for the benefit of themselves and their peers will likely be a
new experience for most of your members. Be sure to incorporate plenty of learning opportunities
for members into your co-op process.

MAKING MEMBERSHIP MEANINGFUL
GOVERNANCE AND DECISION MAKING
Selecting the Board

The greatest threat to the survival of a cooperative is a poorly performing board of directors.
Being a positive participant in effective cooperative governance is the most important job a co-op
member has. All cooperatives, whatever the kind, share the basic premise of one member, one vote.
All cooperative members share equally in voting for the board of directors, and also by law must be
allowed to vote on major decisions affecting the cooperative’s future, such as a sale, merger, or dis-
solution of the business, as well as any changes to the bylaws. Beyond that, however, cooperatives
enjoy wide latitude in structuring how other decisions affecting the business will be made.
Six Traditional Major Areas of Responsibility

of the Board of Directors
1. Mission: Determine the organization’s mission and set policies to ensure the fulfillment of the mission.
2. Fiscal: Establish fiscal policy and ensure the ongoing financial integrity and viability of the organization.
3. Leadership: Hire, evaluate, and if necessary, fire, the Executive Director.
4. Supervision: Provide ongoing supervision, direction and support for the Execution Director.
5. Strategic Planning: Provided the long rand vision and plans for the organization, and develop priorities
and policies to pursue and implement these plans.
6. Public Image: Represent the organization to the public and advocate for the organization.
The Board of Directors should not:

• Become involved in day to day operations;
• Hire or supervise staff other then Executive Director; or
• Micro-manage the Executive Director or the staff.
Directors of a cooperative business have the same legal responsibilities as directors of any other
corporation or business. The exact legal obligations of boards of directors vary from state to state,
but most state statutes encompass the basic dues of care, loyalty, and obedience. Because of the
unique nature of cooperative businesses, however, board members must attend to some additional
duties. Unlike investor-owned businesses, which are often focused solely on making a profit, co-ops
operate profitably to meet the needs of their members. Co-op directors must know what those
needs are. They also must ensure that the members are educated about cooperatives and about their
rights as members. The board has an official responsibility to communicate with member-owners
about the financial health of the organization and about the plans and vision of the board.
When a new cooperative is formed, the corporate bylaws will reserve certain decision-making
rights for the membership as a whole. Any other decisions, by definition, may be made by the
board of directors. In practice, certain other issues might be taken to the membership at large for
input. When setting up a co-op, it is important to outline how decisions will be made: When will
the group as a whole make decisions? What kinds of decisions can board officers or committees
make? How will such decisions be made? Will approved decisions require collective agreement or a
simple majority?

Challenges in Co-op Governance

It is worth the time and trouble to design a governance system carefully. The responsibilities of various groups
in the organization (such as the/membership, the board, management, and special committees and task
forces) should be specifically spelled out, and it should be clear to all which person or group is to deal with
which issues. Failure to clarify such matters early invites confusion and misunderstanding later on, when “hot”
issues come up. Indeed, in coops where there is no well-constructed and well-understood governance system, it
is common to observe:
• Managers making policy decisions on their own, because neither the board nor the membership has the
power and the means to direct management behavior.
• Managers who are hamstrung by boards of directors or members who overrule them (or rebel against their
decisions) rather than guide them with clear policies and objectives.
• Co-ops plagued with conflict in trying to decide a controversial matter because no clear decision-making pro-
cedures have been established.
Avoid the “Twin Trap of Powerlessness,” sometimes seen in democratic organizations:
So much structure and bureaucratic So little structure that there is

procedure that members cannot actually VS. no available means to make
use the power they formally have. a difference.
Source: Emily Anderson, independent consultant
Many people join worker cooperatives in search of a work practice that is more participatory
than a traditional hierarchical workplace. As such, many worker co-ops practice consensus decision
making exclusively, or at least strive for it. This process often means it takes longer to reach a deci-
sion, but it may take less time to implement the decision because members have already debated
and understood the reason for the action. Other co-ops look to different kinds of decision-making
models depending on the decision, delegating everyday decisions to staff teams, allowing majority
rule for most board or membership decisions, but reserving consensus decision making for those
things that could have a significant effect on the future of the co-op.
Directors of the co-op are legally responsible for careful, honest decision making. Timely and
accurate communication is key to building trust and avoiding misunderstanding. Clarifying roles,
meeting policies, and decision-making processes from the beginning will help create a situation
where everyone shares the same expectations. When in doubt, consult with others, and when dif-
ferences of opinion occur, use them as an opportunity to clarify your policies and strengthen your
board process. See Appendix D for a guide to the characteristics of effective meetings and Appendix
B for a board orientation outline.
Who sits on the board and how they are elected are also important considerations: the coopera-
tive model allows for several ways of structuring a cooperative. Smaller cooperatives often choose a
structure that allows for all co-op members to sit on the cooperative’s board of directors. Other co-
ops allow for a smaller number of representative directors, sometimes elected from different work
groups and sometimes from the membership at large. Some cooperatives allow for outside directors
or advisors who bring certain skills or experiences, such as financial or marketing expertise, that
are necessary for the success of the co-op. This is a common practice in ESOP companies, and—
while not common in cooperatives—it has much to recommend it. Some co-ops retain all board

Board of Directors Code of Conduct

As a co-op director, I pledge to do my best for the co-op and will:
• Devote the time needed to fulfill the responsibilities of the position.

• Attend all regular and special board and committee meetings.
• Be prompt, attentive, and prepared for all board and committee meetings.
• Contribute to and encourage open, respectful, and thorough discussions by the board.
• To enhance board understanding and cohesiveness, attend and actively participate in the board’s
training sessions and annual planning retreat.
• Consider the business of the co-op and its members to be confidential in nature.
• Disclose any personal or organizational conflict of interest in which I may be involved, and refrain
from discussing or voting on any issues related to that conflict.
• Be honest, helpful, diligent, and respectful in my dealings with the co-op, other directors, and the
co-op’s management, staff, and members.
• Refrain from becoming financially involved or associated with any business or agency that has inter-
ests that are, or could be perceived to be, in conflict with the co-op’s interests.
• Work for continued and increased effectiveness in the co-op’s ability to serve its member-owners.
• Be a team player and agree to abide by the majority action of the board, even if it is not my own per-
sonal opinion.
• Present the agreed-upon view of the board of directors, rather than my own, when I speak on behalf
of the co-op to employees, members, shoppers, and the general public.
• Refrain from asking for special privileges as a board member.
• Work to ensure that the co-op is controlled in a democratic fashion and that all elections are public,
fair, and open to the participation of all members.
• Strive at all times to keep members informed of the co-op’s status and plans and of the board’s
work.
• Continually seek opportunities to learn more about the co-op and its operations and about my
responsibilities as a board member.
As a co-op director, I agree to abide by this Statement of Agreement in both letter and spirit.
______________________________________ ______________________________
Signature Date

voting rights for members, but invite outside experts in as “advisors” to the board. Whether or not
non-members are allowed on the board is a function of state statutes as well as the bylaws.
Another key decision is how board members will be compensated. For some co-ops, meetings
are held during the workday and wages are paid accordingly. At other co-ops, meetings are consid-
ered volunteer time. Other co-ops decide to split the difference, starting the meeting late in the
afternoon or very early in the morning so it straddles the workday. Outside board members or advi-
sors generally receive some compensation for their time. Whatever you decide, consult your attor-
ney to make sure your meeting practice does not conflict with state labor law.
A board of directors may be structured as a powerful decision-making body or, alternatively, it
may be simply a body required for legal purposes, with all members making the policy decisions
relating to the cooperative’s operations. Keep in mind, however, that even if your board will serve
largely as a “figurehead” body, directors will nonetheless have legal responsibilities and obligations
relating to the fiscal health of the cooperative, as well as responsibility for the corporation’s compli-
ance with the law in terms of taxes, human resource decisions, and other areas of the law.
LEARNING TO PROMOTE SOUND, FAIR GOVERNANCE:

QUALITIES OF AN EFFECTIVE BOARD MEMBER
Good boards don’t just happen, they are made. An active, thoughtful, and directed nominations
process is a key element that differentiates effective boards from ineffective ones.
Before recruiting individuals for your board, think about what the board as a team is charged
with doing, and what will make the board as a team most able to fulfill its leadership responsibili-
ties in ways that will benefit the entire co-op. The board members must be able to work together to
fulfill the board’s responsibilities while representing the diverse interests of the co-op. It is impor-
tant to consider how leadership roles can be shared among people so that the skills and experiences
of each person complement those of the others.
First decide what skills and qualities you want this group to have, and then determine what
skills and qualities are lacking in the group. Target your recruitment so you can fill in these gaps.
Some members will stand out immediately as good candidates for the board. Others will have
more subtle qualities that make them potentially good candidates. Individual board members must
provide the pieces that fit together to form an effective group, but no individual board member is
required to have every skill or leadership quality necessary to the group as a whole. One board may
need a person with particular skills and experience, while another may need someone very differ-
ent. The goal is to build an effective group; each individual is only one piece of this equation.
The following types of people may be good board candidates:
• People who have participated actively at co-op meetings or events.
• People who have shown initiative, diplomacy, knowledge, and judgment in addressing issues
facing the co-op or another group.
• People who are demanding change and will take on responsibility for initiating it.
• People who help a meeting simply by being there—through their people skills, organizational
skills, sense of humor, or positive spirit.
• People who inspire trust or are seen as team builders.
• People who are good listeners.

People enjoy having their strengths recognized by their peers.

Keep in mind that all boards will need training to carry out their duties effectively—training in
financial management, group process, cooperative legal issues, and so forth—and that adults learn
differently than young people do. See Appendix E for tips on adult learning.
A final note on good governance in a worker-owned cooperative: the sidebar outlines some of
the personal characteristics of an effective board president, but the ideas listed are true for all board
members. Striving to create something really special for and with your fellow workers is what can
make serving on the board of a worker cooperative a uniquely rewarding experience.
Personal Characteristics of an Effective Board President

Commitment to Service — Above all, the president must be committed to his or her role as a servant of
members. An effective servant does not always do the leading, but implements the will of members.
Vision — The co-op looks to the president for inspiration. Members want to hear how good the cooperative can
be. A good president looks for the positives and talks about them. The president must visualize how the board,
committees, and volunteers function separately, and also how they work together to achieve the co-op’s goals.
Perspective — The president needs to be able to step back from the day-to-day activities and assess what is
happening, as if for the first time. That includes having a sense of humor.
Impartiality — An effective president is able to remain objective and open-minded in all discussions. He or
she must be willing to listen to intensely different points of view.
Caring — The president must care for the conduct of the co-op and for the well-being of its members. A
strong president has the ability to affect others positively and to generate enthusiasm in others.

PLANNING FOR PERPETUITY
STOCK PURCHASE, ALLOCATION, VALUATION,

TRANSFER, AND DISSOLUTION
Initial Buy-In and Transfer

Cooperatives are enterprises defined by their democratic ownership and governance structure.
One of the most important decisions cooperative members make is how ownership in the co-op
will be passed from one generation of members to the next.
Terminology
Equity: the money invested in a cooperative by its member/owners. Equity, or net worth, represents the mem-
ber/owners claim against the assets of the cooperative.
equity = net worth = total assets – liabilities
(total worth of co-op) (claims of outsiders)
Equity assumes the most risk and is subordinated to other forms of financing provided to a company; the own-
ers stand to lose it if the co-op fails.
Member Shares: Members may purchase shares of common or preferred stock; or in coops incorporated as
non-stock associations, certificates of membership or of equity may be sold. Member Shares are the most com-
mon form of equity capital.
Retained Earnings: Surplus earnings from the current year and previous years which members agree to leave
in the co-op as a form of permanent capital. When patronage rebates are allocated to members, retained earn-
ings are the portion of the net margin which remains mafter the allocation. Retained earnings are generally
subject to taxation. Dividends paid on the basis of equity shares are made from retained earnings. Retained
earnings are another form of equity, representing surplus earnings accumulated over time. Although unallocat-
ed to specific members, they are part of the member/owners claim against the assets.
equity = net worth = member shares + retained earnings
Net Margins: Revenue less costs; net profit.
Allocate: To assign to the members of a coop a portion of the net margins. This allocation is the patronage
rebate or refund. To allocate is not the same as to distribute. Allocation refers to the entire patronage refund.
Distribution refers to the cash portion of the patronage refund.
Patronage Rebate: The portion of net margin returned to the members of co-op in proportion to their use of
the co-op. Also called patronage refund or patronage dividend.

In a cooperative, as in a conventional investor-owned firm, ownership of the corporation is rep-

resented by ownership of shares of stock.2 In a cooperative corporation, common shares may only
be held by members of the co-op. (Although preferred shares may be held by nonmembers, they do
not ordinarily include voting rights.) Practices vary widely among different worker co-ops regard-
ing how shares of stock are purchased, valued, and transferred, and what would happen to compa-
ny assets in the event of dissolution.
Most worker co-ops require an initial share purchase to become a co-op member. The price of
this share can range from less than fifty dollars to thousands of dollars. Some co-ops set the entry
price at a fairly nominal level to make ownership accessible to all workers. This is particularly true
in industries where profit margins are slim and where business ownership and the self-determina-
tion it allows—typically unavailable to the everyday workforce—are in themselves compelling rea-
sons for members to join and stay with the co-op. Home care and taxi services are examples of
industries where co-op members have decided to set the initial share price quite low to facilitate
widespread membership. Other co-ops set the initial share purchase requirement much higher—the
cost of a good used car, for example, or the equivalent of a dollar an hour for the first year of
employment—arguing that the co-op needs to set share values at a level that will ensure employee
commitment.
Many co-ops also allow new members to buy their shares over time through payroll deduction.
Some co-ops allow members to buy in through “sweat equity” or working for free to build the co-
op. This has the attraction of opening up membership widely, but makes it difficult to raise the cash
needed to make start-up purchases. It has the added disadvantage of being difficult to accurately
record for accounting purposes. Other co-ops create their own unique systems for maintaining a
constant flow of member equity, such as Union Cab in Madision, Wisconsin, which assesses mem-
bers a “shift charge” of three dollars in new member equity for every shift they drive. These funds
are used for capital projects or to retire old equity.
Allocation of net margin

While some co-ops limit share requirements to this initial purchase of stock, most worker-
owned co-ops also define in their organizational documents how the returns of the business will be
divided among the members. A word about the following sections: setting a formula for the alloca-
tion of net margin, making a determination of stock value, and facilitating the distribution of com-
pany gains to members in an equitable fashion can be complex topics. In some industries—particu-
larly high-growth and high-profit ones—these will be key decisions affecting the entire future of the
cooperative. In other industries, however, where there is typically not a lot of net margin to distrib-
ute, creating a complicated system for the distribution of gains may not ultimately be of much ben-
efit to members. A co-op is not a better co-op because it has a more complex system of value distri-
bution. A co-op is a better co-op because it effectively meets the needs of its members. Cooperatives
are a beneficial ownership mechanism in part because of their unique flexibility. A co-op does not
have to be complicated to meet the needs of its membership, but the ability to tailor important
elements of the ownership structure for the good of the membership is one of the things that helps
co-ops to serve their members well. All co-ops, however, whatever the stock buy-in system, must
decide what would happen to the common assets if the co-op were to go out of business. Dealing
with this issue in a fair and straightforward manner is a real way of signaling respect for the value
of the members’ labor input over time.
2
Co-ops can also be organized on a non-stock basis with patronage returns allocated directly into
capital accounts rather than directed toward the purchase of shares of stock.

Co-ops typically divide their net margins or profits between two accounts: a collective account
of retained earnings that belong to the cooperative as a whole, and a second set of funds that are
allocated to each member’s ownership account. The member capital accounts in turn are divided
between a cash portion (generally required to be at least 20 percent to allow members cash to pay
the tax liability on their returns from the business) and an allocation made in the form of company
stock or shares into an “internal capital account” held by the cooperative in the name of the mem-
ber. When a co-op is started, one of the key decisions that members must make is the process for
revolving, repatriating, or returning the funds in these internal capital accounts to members. Many
worker co-ops revolve member equity out according to a set schedule (after five years, for example,
so in the sixth year of work a member might receive back their share of the profits of the first year),
while others require members to keep their entire capital account in the company until they retire
or otherwise leave. Because tax is generally paid at the time of allocation into a particular member’s
account, when members do receive the value of their capital account, the funds come to them
tax-free.
These two kinds of accounts are sometimes referred to as “divisible” and “indivisible” equity
because one portion is divisible among the individual members (the capital accounts), while the
other portion (the retained earnings) is not divided, but used instead as a whole for the benefit of
all members. Each is considered equity for the business, but the one acts as more or less permanent
capital for the business, while the other represents the value of each member’s contribution to the
business, which at some point they will expect to take with them. The benefit of collective reserve
accounts is that they allow the co-op to invest in assets and strategies that will be to the long-term
benefit of all members, without having to worry about future obligations to repurchase members’
shares. The disadvantage is that collective reserves don’t necessarily contribute to member engage-
ment. The existence of large collective reserves also leaves the cooperative open to the threat of
purchase by a competitor if current worker-members are persuaded to sell the business because it is
the only way they can access the financial success of the business they have built (as represented by
the collective earnings).
One advantage of individual capital accounts is lower tax liability; the taxes on allocations made
to an individual’s account are paid by the individual, whose tax rate is generally lower than the cor-
porate tax rate paid on collective reserve accounts. Another advantage is that such accounts create
the opportunity for higher member engagement as members see their contributions to the business
translate directly into higher capital account balances. The disadvantage of member capital
accounts is that member stock must eventually be repurchased and revolved, meaning that the co-
op has a continuing repurchase liability that it must plan for financially. In high-growth businesses,
this repurchase liability can create a tremendous financial strain on the cash flow of the cooperative
if cash is needed to fund the working capital needs of the business. Of course, each co-op can
determine the rate at which member shares are revolved, and some require members to keep their
shares in the business for a long time. However, if the co-op allocates patronage returns to individ-
ual accounts in one year but does not revolve that equity out for, say, ten or twenty years, it creates
a situation where members have a tax liability in the year that the allocation is made, but they do
not see the financial benefit of that ownership for decades, setting up the cooperative for a strain of
a different kind.
It is important to note that any financial losses must also be allocated. Typically losses are first
allocated to collective reserve accounts. Then, if the losses exceed the collective reserve, the addi-
tional loss will be deducted on some proportional basis from each individual member’s account. It
is also important that the board of directors makes any proposition to revolve member equity on a
regular basis contingent on the financial health of the co-op; if the co-op has losses, or other large

financial obligations, it cannot afford to endanger the financial health of the entire co-op to cash
out individual members’ shares.
Some co-ops deal with their cash flow and repurchase liability issues through the use of “non-
qualified” versus “qualified” allocations. Qualified allocations are patronage returns that are allocat-
ed to individual member accounts, creating a tax liability for the member in the year the allocation
is made. Nonqualified allocations are patronage returns that are allocated to members’ accounts as a
whole (not kept as permanent retained earnings for the co-op), but upon which the co-op has
opted to pay tax at the corporate level. The co-op can then set a longer timeline for redemptions of
these shares, and allocate them to individual members only when it has the cash flow to handle the
repurchase liability. Because members have not had to pay tax on the allocation in the meantime
the way they would with qualified distributions (and therefore were able to retain more of the cash
portion of the distribution for themselves), they may be willing to be more patient about redeeming
these shares. Another strategy for dealing with repurchase liability is, after five years or whatever
the equity revolving period has passed, to offer members the option of converting their redeemed
shares to preferred shares instead of getting the money in cash. The co-op would then pay a quar-
terly or annual dividend on the preferred shares going forward. This would cost the co-op money of
course, but it would also enable the co-op to keep the funds as equity on its balance sheet. The
issuance of preferred shares depends on each co-ops bylaws, so of course, as in all matters with
financial and tax implications, make sure you get sound advice from a profession who is familiar
with cooperative law in your state.
Keeping Your Cooperative Alive:

The Importance of Retained Earnings and Equity Capital
The best way to ensure your co-ops continued existence is to have extra money available to meet long term
capital needs and crises. Member Equity is important to your cooperative business for several reasons:
1. It provides a cushion against emergencies.
2. It is a source of funding for future capital needs.
3. It can be used to obtain bank financing. It represents the dollar amount of commitment of members to the
cooperative.
4. It is a source of capital that isn’t borrowed from outsiders; it is a more “permanent” (stable) capital and
doesn’t need to be repaid in regular installments.
5. It allows the cooperative more operational flexibility; it can allow the cooperative to behave in a more entre-
preneurial (taking advantage of opportunities) way.
6. It ensures adequate cash flow for inventory, investment in and maintenance of equipment, investment in and
maintenance of physical plant (building), reasonable markups and reasonable wages.
7. It prevents overdependence on debt financing.

PATRONAGE DIVIDENDS
Total Gross Sales
Minus Cost of Goods
Gross Margin
Minus Expenses
Net Income
Patronage Net Income Collective Net Income
Retained Earnings:
Patronage Dividend Corporate Taxes
Collective Reserves
Qualified Advances to
Cash Payout
Individual Capital
(Minimum 20%)
Accounts
Individual pays taxes on these

How this division between collective and individual assets is made depends a great deal on the
industry, size, philosophy, and stage in life of the individual business. Cooperatives that are just
starting out will need to make heavy allocations to a collective reserve account in the early years to
build up capital and ensure there is enough money to cover early losses and other unexpected start-
up expenses. Cooperatives in heavily capital-intensive industries will also have to invest funds in
equipment and other collective assets to do their work. Any cooperative anticipating the need to
borrow money will have to prove that it has savings of its own, either through collective retained
earnings accounts or through member capital accounts that are committed to staying in the busi-
ness for at least the duration of the loan. Similarly, co-ops that are growing at a fast pace will need
internal capital to fund this growth.
A final consideration is the fundamental reason that the co-op was started to begin with. The
Mondragon cooperatives in Spain, for example, were started in the 1950s as a way to create
employment for a very depressed community. They have been extremely successful in this objective
and members place a high value on ensuring the future health of the cooperatives so they will be
around to provide employment for future generations. To this end, the Mondragon co-ops typically
allocate 50 to 70 percent of profits to collective retained earnings (higher than most U.S. coopera-
tives), and also require that members keep their individual funds in internal capital accounts until
they retire. This strategy ensures that the cooperative has plenty of capital for growth. Members
agree with this system because the value they see in the co-op has as much or more to do with the
continuing existence of the business (providing job opportunities for their children and grandchil-
dren) as it does with individual gain from cooperative ownership.
Other cooperatives, however, particularly ones that employ relatively low-wage workers in a
labor-intensive industry such as cleaning or home health care, may opt to return the majority of
profits to members in the form of cash or capital accounts that are revolved on a much more fre-
quent basis because their key objective as a cooperative is to enhance the income of member-own-
ers. Each co-op will choose between collective and individual accounts for itself, and a different
allocation may be made each year, depending on the co-op’s circumstances. Most attorneys suggest
that some kind of allocation parameters be set out in the co-op’s bylaws, however, so be sure to
consult an attorney on this and other financial matters. As you can see, these issues can get com-
plex. It is absolutely vital to get proper legal and tax advice on these matters, as there are differ-
ences in co-op statutes from state to state.
A final thought is that some co-ops also decide to allocate funds annually to the community at
large, either to help build other co-ops or to contribute to their community in general. This is in
following with the sixth and seventh cooperative principles of “cooperation among cooperatives”
and “concern for the community.” Organic Valley, a producer-owned organic dairy cooperative, for
example, typically allocates 45 percent of earnings to members, 45 percent to the co-op, and 10
percent to other cooperative or community ventures. Collective Copies of Amherst, Massachusetts,
also gives regularly to the community.

CO-OP CASE STUDY
Collective Copies
Collective Copies was founded in 1983 during the long and slow death of Gnomon Copies, an investor-
owned business in Amherst, Massachusetts. After working conditions led employees to unionize and
strike (and win!), Gnomon Copies was evicted and forced to close. Former employees opened Collective
Copies and the shop has been a worker-owned collective ever since, now with a second shop in the
nearby town of Florence.
The cooperative has written bylaws and policies that the collective approved as a body. They believe
that cooperatives can avoid a great deal of conflict by creating an atmosphere where each member
believes that the policies are clear and fairly enforced.
During a new employee’s three-month apprenticeship, co-op members decide whether to offer him or
her full membership. An employee may participate in profit sharing during the apprenticeship but does
not have voting rights. Currently, all 13 workers are also owners and serve on the board, which meets
once a month. Collective Copies functions as a true collective, with committees handling day-to-day
administrative activities as well as areas such as copyright clearance. Most decisions are by consen-
sus, although a majority vote may be used when necessary. A conflict-resolution committee or hired
meditor mediates disputes over contentious issues such as starting the second shop.
Collective Copies was able to raise enough capital at start up to buy equipment, rent space, and pay
wages without initial assistance from a financial institution; instead, workers and community mem-
bers financed the collective by providing loans. Members also raised capital with marketing strategies
like a prepaid copy program, in which customers would receive 10 percent off their order when
prepaying.
A membership in the collective costs $250, which is taken out of a member’s paycheck five dollars at a
time—enough to give the owner a share without being a barrier to membership. When a member
leaves the co-op, their share investment is returned, but does not accrue interest.
Benefits include paid vacation, health and dental coverage, long and short term disability and sharing
in annual dividends by hours. In addition, the co-op distributes 10% of their net profits throughout the
local community and invests 15 percent of profits as retained earnings in a reserve account.

Another important decision that all worker co-ops must make when they start out is the method
by which earnings will be divided among individual employees’ accounts. The allocation among
different members’ accounts follows a formula that is typically laid out in the co-op’s bylaws.
Return in all cooperatives is based on patronage, not on capital. Patronage in a worker cooperative
is defined as labor input, but the way that labor input is calculated can vary between co-ops. Some
use hours worked, others use W-2 earnings, and some use a combination of the two. Some co-ops
also use a seniority measure (up to a cap) in cases where the co-op is the result of a conversion
from a conventionally owned company, in recognition of the value that past labor had in creating
the value of the current company. Whatever the formula, each member’s allocation will be made up
of an amount proportionate to the amount of each member’s labor input (however measured) rela-
tive to total labor input:
Member A’s labor input Total $ to be Member A’s

_____________________ allocated among all allocation for
X ==
Total member labor input Number of members the year
Valuation
For companies whose stock trades in a public stock market, valuing shares is easy. Valuing stock
in a privately held company, however, is notoriously difficult because there is no established market
for it. Companies converting from conventional corporate status (sole proprietorship, partnership,
or a limited liability company, for example) have the additional complication of needing to set a
value on the stock of the departing owners. Companies where employees own stock through an
employee stock ownership plan or ESOP (see p. 10) are required by law to have an annual outside
evaluation of stock value made by a competent expert. These analysts typically take into account
such factors as earnings before taxes of the previous several years, typical price/earnings ratios for
the industry, and other factors such as changes in management and market, which might typically
affect stock value. This is an effective, but expensive method for determining the value of employ-
ees’ ownership stake. Occasionally, employee-owned companies will set up their own formulas for
setting a numerical value on company stock.
Cooperatives typically do not try to mimic the determination of a market rate of value for their
internally held member stock (though they could), but instead simply value funds in internal
employee accounts based on the actual dollar value at the time the allocation was made; for exam-
ple, $575 in patronage allocated in 2000 is still worth $575 in 2005, regardless of the financial per-
formance and other value factors of the business. Sometimes co-ops will add an inflation or interest
factor of 1 to 3 percent per year. This system is widely used and has the not-insignificant value of
simplicity on its side. It has the additional value of controlling the cost of shares, and thus keeping
ownership accessible to regular workers. It is not a perfect system, however.
For a fast growing or highly successful business, this literal allocation of profit dollars does noth-
ing to capture the ongoing value of the business, and therefore tends to severely underestimate the
value of a successful business over time. Large, very successful cooperatives have often eventually
made the decision to sell to a competitor at market value and cease to be a co-op because the total
dollar value of the stock in members’ accounts was so clearly and substantially below the market
value of the assets that made up the cooperative and selling the business was the only way to realize
the present value of those future earnings.
For some co-ops, this may never be an issue, either because the value of the business may never
attract a sales offer, or because what the cooperative has to offer in terms of a more participative,
rewarding, and value-based work environment may far outweigh any financial benefit to ownership.
For others, however, it is worth putting some thought into a system that would allow the business to
grow and succeed over time as a cooperative enterprise. Different dissolution rules as well as differ-
INTRODUCTION
ent valuation rules can make it less tempting for future members to dissolve the co-op, by, for exam-
ple, requiring that past as well as present members share in the residual value (see below).
Dissolution
In its bylaws, a co-op must decide what would happen to its assets if it were to go out of busi-
ness. Most co-ops are structured so that the assets would be divided among the existing equity
holders at the time of dissolution. Other options exist, however. The organizing documents of
Nature’s Bakery in Madison, Wisconsin, for example, require that assets be divided not only among
current employees, but among any and all past employees as well, under the supposition that all
workers contributed to creating the present value of the company being sold. Other co-ops that
were started for some kind of social purpose require that any assets remaining after the bills have
been paid and capital accounts have been redeemed be given to a nonprofit or to another coopera-
tive. In Italy, when a worker co-op is dissolved all indivisible equity, by law, must be passed to
another cooperative or to a cooperative support organization.
List of Key Decisions for a Worker Cooperative

• Who is on the board?
• How long is their term?
• Who are the officers, and how are they chosen?
• How are board members elected?
• What kinds of decisions does the board make?
• Will we have outsiders or advisors on our board?
• What kinds of decisions are reserved for the membership as a whole?
• What is the share requirement for ownership?
• Are there other requirements for membership, such as a probationary period?
• What should be the amount of the initial membership fee?
• What are the options for paying the initial membership fee (cash, loans, payroll deduction, etc.)?
• Will we allow for nonmember employees?
• How are new members chosen and oriented?
• How is compensation set?
• How is performance reviewed?
• How is patronage determined?
• How much is retained versus paid out per year?
• How are shares transferred? How is patronage paid out? Over what period?
• How will our business be managed?
• Will the general manager, if we have one, be permitted to be a member?
• Will board members be compensated for their time spent performing board functions?
• How often will the membership at-large meet (must be at least annually?)
• Can members call all-member meetings?
• In the case of the conversion of an existing business, how will financial compensation and/or
protection be provided for the selling owners?

BUSINESS MANAGEMENT
GOVERNANCE VS. MANAGEMENT

It is vital that all co-op members understand and be able to articulate the difference between gov-
ernance and management. Governing bodies dictate the strategic direction, spearhead resource
development, maintain financial accountability, and develop leadership potential within the mem-
bership. Managing bodies implement the governing body’s strategic direction and fulfill the cooper-
ative’s administrative tasks. Both are skills that can be learned, but they are very different.
Governance and management can be done by distinct entities, such as in a cooperative with an
elected board of directors and a management structure, or by the same body, such as in a collective
where all members sit on the board of directors and committees of those directors take care of daily
operations.
A cooperative may decide to pair its cooperative governance structure with a more conventional,
tiered management structure, including a general manager or CEO, department supervisors, and
nonsupervisory member-employees. It may hire outside management, or it may promote managers
from within the existing membership. However, all members of the cooperative are typically eligi-
ble to run for the board of directors, which in turn oversees the manager.
A cooperative that uses a collective governance and management structure includes all members
in policy and operational decisions. Most management structures in collectives are flat, and they
implement consensus-based decision making rather than majority-based or position-based decision
making. Committees of members may run specific areas of the business, such as accounts receiv-
able and payable, benefits administration, finance, or specific committees related to doing the busi-
ness of the cooperative, such as supply ordering and accounts development. Employee accountabil-
ity is achieved through peer example. Some collectives also promote an equal pay rate for all
positions.
The size of the business and the industry also play a role in the type of management system that
will work best. Workforces of more than two or three dozen workers will typically find the need for
some kind of central organizational management structure, even if not a typical one. Also, business-
es that run on twenty-four-hour shifts would find it difficult to institute a collective management
structure, as members would never be all together at the same time.
Democracy is direct in a collective management structure as workers typically have direct influ-
ence over a wide range of decisions. The creativity and flexibility possible in a nontraditional man-
agement arrangement, however, must be weighed against the co-op’s need for continuity.
Cooperatives, however they are managed, are business enterprises designed to meet the needs of
their membership. As such, they must be self-perpetuating by both design and practice, which
means that even a nontraditionally structured workplace must have some structure or practice for
passing along policies and practices from one generation of workers to the next. There is much to
be learned from more formal management skills and approaches, simply applied.
An employee who sits on the board of directors does so not to represent his or her particular
work team against all others, but to make decisions and offer input that is valuable to the enterprise
as a whole. The board, after all, is made up of business owners. Because of the sometimes confusing
or competing roles of employees as directors versus employees as supervisors or supervisees, it is
highly advisable to have a well-thought-out employee compensation and performance review struc-
ture in a worker cooperative. Clear outputs, expectations, and standards of conduct can go a long
way toward heading off potential problems.

BUSINESS MANAGEMENT
CO-OP CASE STUDY
Pelham Auto Service

Pelham Auto Service began as a partnership in 1972. In 1977, after other employees indicated interest
in the possibility of ownership, the company converted to a worker cooperative in order to retain
employees and create an equitable work space. They have 11 co-owners and three employees. The last
founding member retired in 2000, but the co-op continues to operate smoothly, and business is better
than ever.
All eleven members meet as the board of directors biweekly or monthly, with decisions made by majori-
ty vote (each member has one vote).
An employee becomes eligible for membership after one year, when the co-op holds a full membership
meeting; a simple majority decides whether the employee becomes a member (with voting rights only).
After three years, a member is eligible for profit-sharing: net profits disbursed by hours worked and
distributed monthly or bimonthly during the next year, typically $1,500 per year.
Profit-sharing is an attractive part of ownership at Pelham Auto. Each year they disburse a certain
amount of their net profit, according to what other improvements the shop might need as well as any
savings the company may need to accrue. The shop also provides 100 percent of all employees’ health
coverage. The cooperative is able to create family wage jobs that provide a superior level of compensa-
tion, flexibility, health care coverage and ownership than equivalent positions in conventional auto
repair shops. This, in turn, helps reduce turnover to levels far below industry average. Owners stay
longer and work harder because they have a vote in the way that the business is run, and they appreci-
ate the flexible schedule: they can come and go when they want as long as they get their work done.
The next challenge for the co-op is their aging workforce. They hadn’t been doing any long term or
strategic planning, but as many members near retirement, they’ve begun to address issues of sustain-
ability at their monthly board meetings.

BUSINESS MANAGEMENT
Some elements of such a system would include the following:

Personnel policies approved by the Board of Directors. Personnel policies are what the manage-
ment or membership uses to hold each other accountable. This document, which outlines how per-
sonnel issues will be handled, must be approved by the board of directors and should have been at
least reviewed by the entire membership. Each member should have a copy of the policy. As the
policy is amended or updated, copies should be easily available to members.
Basic Elements of a Personnel Policy

The organization’s structure (including an organizational chart)
• Equal employment opportunity policy
• Hiring procedures
• Evaluation process
• Discipline procedures
• Grievance procedures
• Termination procedures
• Equity pay-out policy in the case of departing employee (termination and otherwise)
• Length of commitment expected
• Business hours
• Holidays
• Definition of full-time and part-time employment
• Compensation, including pay dates, pay scales, periodic raises, cost-of-living increases, bonuses, policy on
advances
• Overtime policy
• Vacations
• Sick leave
• Other types of leave
• Fringe benefits
• Standards of employee conduct, including conflict of interest; confidentiality; alcohol, smoking and drug use;
intellectual property; contact with the media, and so forth
Job descriptions for every position. Making sure that all employees have job descriptions will
help everyone to do their best work and enable employee-members and their supervisors to have
shared expectations for the work they do.
Standard Elements of a Job Description

Overview of the business seeking employee-members
Summary and purpose of the position, including to whom that position will report
Responsibilities of the position, followed by corresponding duties
Knowledge, skills, and abilities required to fulfill duties of the position

BUSINESS MANAGEMENT
CO-OP CASE STUDY
Union Cab
Union Cab grew out of a bitter fight between taxi drivers, unions, and the taxi cab companies in
Madison, Wisconsin. When the companies closed their doors rather than unionize, the displaced work-
ers decided they had the expertise required to make a worker-owned taxi cab company work.
That cooperative became Union Cab, now one of the biggest cab companies in Madison with 200 mem-
ber-owners. All non-probationary employees are members paying $25 to join. At the end of the year, the
cooperative typically returns 50 – 60% of profits to members based upon wage level and hours worked.
Union Cab has a nine-member board of directors with three alternates. Any member is eligible to run
for the board of directors except those in management positions. Board members are paid hourly for
their time. Union Cab uses its board of directors to determine wages and pay scales. They currently
have three pay scales and provide a commission for their salespeople. Managers are on salary, but all
other member-owners are paid hourly.
The cooperative has a traditional management structure. A workers’ council (on which every non-man-
agement member-owner must serve on a random, rotating basis) deals with workplace grievances and
other management-related issues.
The equitable structure of the cooperative model makes Union Cab stand out from its conventional
business competitors. The highest paid Union Cab employees earn only 2.5 times as much as their
lowest paid members and employees have access to a health insurance plan, a rarity in the industry.
This equity and transparency makes owners committed to the business. Additionally, the financial sur-
plus that is shared between members makes them a better, more sustainable source of employment
than competing cab companies without making them any more expensive to customers.
The most difficult aspect of the cooperative model is educating new members about their ownership in
the company, and changing their mindset from one of an employee, to one of an owner.
John McNamara, a longtime co-op member attributes its long-term success to owners’ willingness to
make sacrifices, including a pay cut when necessary, to keep the company afloat. This commitment
has helped the co-op succeed, so that recently they’ve been able to “claim [their] rightful place at the
top of the market.
“We kind of grew up, I guess,” he says.

BUSINESS MANAGEMENT
A well-articulated and impartial avenue for resolving conflict. To balance the sometimes compet-
ing interests of directors, employee-owners, and supervisor-owners, many cooperatives establish a
social or grievance committee. These committees are often made up of members at large who serve
rotating terms. When a conflict arises, they are the body that attempts to resolve the conflict or
make recommendations to the management (or board if necessary) regarding the conflict.
Methods to ensure accountability. The cooperative may decide that managers and employee-
owners must bring all grievances, including requests for disciplinary action, to a committee created
for that purpose. Other cooperatives may give managers the right to provide discipline, which
worker-owners may be able to appeal to the grievance committee.
As two noted co-op experts (Greene and Berhtoud) put it, “Co-ops reflect the triumph and
struggle of democracy.” Disagreement and conflict are as much a part of democracy as the power of
collective action. Managing disagreement and resolving conflict in a productive fashion are part of
crafting an effective democracy. While everyone knows the consequences of destructive conflict,
the advantages of constructively managed conflict include greater understanding, enlightenment,
and consensus.
HIRING AND FIRING IN AN EMPLOYEE-OWNED COOPERATIVE

The hiring process in worker cooperatives varies greatly, but in every case it is vitally important.
Worker-members in a cooperative are hiring their future business partners. Some cooperatives
choose to involve all members throughout the hiring process, while others delegate the process to
the board of directors or a hiring committee. Still others create a hiring committee that presents
each candidate to the general membership, who makes the final decision. What you decide may
depend on your size, the kind of position you’re hiring for, and the philosophy of your cooperative.
Federal laws prohibit discrimination based on race, color, religion, sex, or national origin. State
laws may also prohibit discrimination based on other factors. Consult with an attorney about how
best to make sure you are in compliance with both state and federal law.
Once a person is hired, it is important to ensure performance and accountability among mem-
bers of the co-op. Everyone needs to be able to depend on everyone else. When performance is not
as expected and cannot be corrected, worker co-ops need to be prepared to document poor per-
formance and ask unproductive members to move along, if necessary. Terminations are always a
delicate matter, and are probably more so for worker cooperatives. It is absolutely necessary that a
worker co-op has a clear policy regarding how an individual’s membership may be terminated,
including policies on how funds in individual capital accounts will be paid out. Consult a lawyer
when crafting your policies.
COMPENSATION
A few worker cooperatives still structure their enterprises as nonwage co-ops, where all workers
are self-employed and any compensation received is, in fact, an advance on his or her portion of the
patronage return of the business. This system, which is in some sense a more “pure” workers coop-
erative (all workers are owners, simply sharing in the profit of the business), has come under
increasing scrutiny by the government. It is difficult to offer benefits under this scenario and it can
be disadvantageous to workers for other reasons. Before embarking on this path, it is best to con-
sult with an experienced attorney and make sure that you understand all the implications of this
choice.
While few worker cooperatives require that all workers be paid the same wages, many, including
the Mondragon cooperatives, institute a limit on the range of pay offered. Typically this limit is

BUSINESS MANAGEMENT
CO-OP CASE STUDY
Isthmus Engineering
Isthmus Engineering, a 23-year-old firm in Madison, Wisconsin, began as a partnership focused on
engineering and converted into a worker co-op as a way to spread ownership more widely.
The cooperative currently has 25 member-owners and 24 non-member employees. Owners must work
at the cooperative for at least two years before applying for membership. The Co-op requires a 90 per-
cent vote to take in a new member, and if approved they must buy a share in the cooperative at
$10,000 for which the member must provide their own financing.
All worker members are on the board of directors. They elect an executive committee who works with
the general manager on policy decisions and strategic planning. Day to day operations are facilitated
by the general manager. All other company-wide decisions are made at biweekly membership meet-
ings. Executive committee members are not compensated for their time.
Isthmus Engineering operates on a wage-based system. Non-members are paid according to industry
standard. Member-owners’ salaries are set by a ballot vote with every member voting on every other
member’s salary. One hundred percent of year-end surplus is returned to members. Patronage dis-
bursement is based on a combination of hours worked and W-2 earnings.
Personnel issues are resolved largely in membership meetings— “Talk about rough,” comments mem-
ber John Kessler. They’ve tried many methods; most years, everybody reviews everybody, but they may
try a peer group review system since the company is big enough that not everybody knows each mem-
ber’s performance. Firing members takes a simple majority. Member owners hold a secret ballot annu-
ally to determine whether or not there are owners that need to be singled out for special review. This
mitigates surprise needs to remove owners.
The biggest difference between Isthmus Engineering’s cooperative structure versus a conventional
structure, according to Kessler, is “one member, one vote—that’s what it all boils down to.” Many
owners are frustrated that decision-making takes so much time. However, he counters, they usually
come up with a decision that works in the best interests of the business and its’ owners.
The cooperative’s biggest strength comes from its ability to find and maintain a highly talented group
of engineers. Despite the industry increasingly being outsourced overseas, they’ve maintained a strong
client base, which Kessler attributes to the high skill and commitment of the member owners.

BUSINESS MANAGEMENT
expressed as a ratio between the wages of the highest-paid workers and the lowest-paid workers. If
the maximum ratio were 3:1 for example, and the lowest paid worker made $25,000 per year, the
highest paid worker could not make more than $75,000 per year.
Benefits are another area where worker cooperatives have had great effect in countering the
trends in an industry. In typically high-turnover, low-wage industries, worker co-ops have led the
way in offering health insurance and other benefits to workers who traditionally would not have
access to these benefits.
EXPANSION AND GROWTH

At some point in their lives, most businesses will see an opportunity to grow strategically. To do
this, most will require extra capital, which will mean a loan from a bank or other lender. Many
worker co-op members are reluctant to approach conventional lenders, nervous that banks may not
understand the worker co-op structure. Luckily, there are many community development loan
funds around,3 as well as a new national loan fund for worker co-ops that are just getting started
(contact NCDF for details).
In general, when working with a lender, you want to make it easy to say yes to your loan request
and difficult to say no. You do this by trying to put yourself in the lender’s shoes, understanding his
or her perspective and the constraints under which he or she works. Remember the following when
communicating with your lender:
• Be honest and straightforward about your business and its financial past and prospects.
• Be open to input from your lender, who often has had a lot of experience working with differ-
ent businesses.
• Ask for what you need. Don’t be afraid to advocate for yourselves and your business.
Here’s what you should expect from your lender:
• Attention. Lenders should recognize the value of your accounts and the relationship you
bring to them.
• Engagement. Lenders should ask you good questions about your business, show interest in
you and your industry, and come down to your shop and see how you work.
• Flexibility. Worker co-ops are unusual. Your lender should recognize this and help you fit
your business into their parameters. They should not expect you to change core elements of
your business to fit into their “box.”
See the next page for the 5 C’s of credit
3
See www.communitycapital.org for a list of community development loan funds and credit unions.

BUSINESS MANAGEMENT
5 C’s of Credit
Many lenders are taught “the 5 C’s of Credit” in banking school, and they still provide the core analytical
framework for most small-business lending decisions:
• CHARACTER – Since your loan will be to a cooperative entity and not to an individual person, you will need
to convince your lender that your co-op itself has sufficient “character.” You can demonstrate this through
the credit relationships you have built, but more convincing will be the structure and practice of your cooper-
ative—your well-thought-out policies, procedures, minutes, and other documents that will convince your
lender that your co-op is a place where everyone takes responsibility, and will show that your co-op is perpet-
uating itself by design and practice so that your lender can be assured that the co-op will still be around
years from now, when the loan is due.
• CAPITAL – It is often true that you have to have money to borrow money. A lender always wants to know what
resources a borrower is putting into the deal. If you want to borrow money, it helps a lot if the co-op can
demonstrate a history of earnings retained for the good of the cooperative .
• CAPACITY – To a lender, even more important than your having money is your ability to make money. When
applying for a loan, you must demonstrate that your cooperative has the ability to pay it back. Knowing your
industry, business, ratios, sales figures, and what products or department you make money on all demon-
strate to the lender that your management staff has a handle on your business and knows what makes it go.
• COLLATERAL – Having a strong balance sheet with lots of available collateral helps a lender feel secure in
making the loan. Some lenders will also ask for personal guarantees from co-op members; to avoid this, you
will have to make extra sure the other factors in the credit analysis are strong.
• CONDITIONS – Being smart about local market conditions, as well as industry trends, will convince your
lender that you have the ability to manage risk and deal with changing market variables.
A LAST WORD
This toolbox offers information and examples to help worker-owners build the best co-op they
can. The key element of a worker cooperative, however, is the worker. A dedicated crew of workers
can overcome shortcomings in other areas. Creating a worker co-op is not just creating a business;
it is creating a community. It is a rewarding, but difficult job for which you will find very little
precedent. The outside business world is not necessarily going to understand or support your
enterprise, and people may frown on some of your decisions. However, if you can keep your busi-
ness sound (pay the bills and replace the equipment) and your vision intact, you will be doing just
fine. Don’t lose the joy and fun of running your own business.
We will leave the last word for Peter Barnes, a cooperator from the 1970s who offered this advice
to fellow worker-owners:

BUSINESS MANAGEMENT
W H AT M A K E S W O R K E R O W N E R S H I P A S U C C E S S
Lessons from Other Worker Owners

One worker owner, Peter Barnes, who helped found the Solar Center in 1976, offers these five lessons
from his experience:
1. Your company will grow if it is successful. Plan for growth- do not try to avoid it.
2. All organizations, particularly a business that wants to be democratic, need leaders. Support
and reward the leaders in your company—it is a tough job.
3. Give those with responsibility the authority they need to do the job.
“As a matter of practice, managers given authority to perform or supervise a task will, within a demo-
cratic environment, consult others who are affected by their decisions. But they can and should be
responsible for making the decisions. The test of democratic structure is not how many decisions are
collectively voted on, or how many committees and meetings there are, but whether the policies that
managers carry out are approved by representatives of the employee owners....”
4. Be creative and adaptable, not tired or cynical.

“Things are not always the way we would like them to be. Compromises have to be made. People have
conflicts when we wish they wouldn’t. Utopia is not around the corner...”
5. Never forget to make the organization—and its values—self-renewing.

“One crucial mechanism involves risk-sharing. Though the risk of any enterprise is greatest at the
beginning, and is therefore borne more by founders than by others, risk never disappears - and must
be continuously shared if power and responsibility are also to be continuously shared…”
“For a cooperative to remain cooperative, its leaders must consciously welcome new generations into
positions of ownership and responsibility. This involves developing new leadership, and learning when
and how to yield power…”
“A third aspect of self-renewal is education. New employees in contemporary America will rarely have
experience in cooperative business practice… It is important that they be…brought up to speed in
systematic ways, including seminars on the company’s history, finances and structure.”

BUSINESS MANAGEMENT
KEYS TO SUCCESS
From Steps to Starting a Worker Cooperative, University of California Center for Cooperatives
Each cooperative has unique aspects and faces different start-up challenges. However, there are common areas criti-
cal to the future success of the enterprise. Studies show the main reasons that new businesses fail are insufficient
financing and lack of business expertise. In addition, worker co-ops that fail do so most often because they lack:
• shared objectives;
• an effective system for worker participation in decision making; or
• suitable ownership and equity structures.
By paying careful attention to these areas you can avoid many of the problems that shut down new businesses. The
following are some key areas, learned from past worker-cooperative successes and failures, hat help to ensure the
success of a new worker cooperative.
1. Clearly Defined Purpose and Focus. If you don’t know where you’re going, any old place will do.
When a co-op’s purpose is clear and understood by everyone involved, it is much easier to define the path
(business plan) and achieve stated goals.
To succeed, the co-op must begin with a viable business idea and a specific focus, such as producing a particu-
lar product or service. Equally important, members must share the same objectives.
2. Feasible Business Idea and Thorough Business Plan. The business plan is a road map that details
where your worker co-op is going and how to get there.
All new businesses involve risk. The purpose of the business plan is to minimize the risk and maximize the
chances of success through careful research and planning.
The business plan of a worker co-op should be so accurate and comprehensive that people feel secure investing
large amounts of their own money. If the members do not have enough confidence in the plan to invest their own
money, no banker will.
3. Suitable Ownership and Equity Structures. Having a financial stake in a business, receiving a
meaningful share of the profits, and actively participating in decision making are powerful incentives to succeed.
There are several ownership and equity structures that can be used in the organization of a worker cooperative.
Select ownership and equity structures that help to build a strong capital base for the enterprise and a positive
financial incentive system for the cooperative members.
4. Adequate Financing. Success is more a function of consistent common sense than of genius (An Wang:
Boston Magazine, 1986).
Co-op members are the key source of initial financing for the worker cooperative. Money is collected from the
members through the sale of membership shares—the ownership certificates of the cooperative. Equity capital
supplied by the members must be sufficient to provide enough collateral to leverage additional debt financing from
banks or other lending institutions, or economic-development agencies.

BUSINESS MANAGEMENT
5. Business Advisors and Consultants Knowledgeable about Worker Cooperatives. Many failed work-
er cooperatives neglected to take advantage of business and worker cooperative consulting expertise.
Advisors and consultants can save you time and money while helping your co-op avoid predictable pitfalls.
Most workers are not business experts, and worker cooperatives are complex businesses. Utilize competent legal,
accounting, lending, and business-development advisors—check references and get referrals from other worker
cooperatives and businesses. Someone familiar with worker co-ops should review work completed for your group.
6. Clearly Defined Roles and Procedures for Decision Making. Although the specific decision-making
structures of worker co-ops vary, they share in common the need for clear roles and procedures.
When the worker co-op operates as a collective and does not have managers, clear procedures for decision
making are important. Clearly define what types of decisions can be made by individual workers, which can be
made by specified work groups, and what kinds of issues should be addressed at meetings that include all worker-
members. For legal purposes, each worker-owner of cooperative corporations that are operated collectively is auto-
matically a board member.
When the worker co-op uses a management structure, workers and managers must clearly understand their
respective roles and responsibilities. Appropriate structures must be established to promote and maintain worker
participation and involvement in shop-floor and boardroom decision making. Many problems associated with work-
er cooperatives can be avoided by ensuring that all entities—the board of directors, management, and worker-
owners—clearly understand their respective roles and responsibilities.
7. Sound Business Practices. Don’t reinvent the wheel—use proven methods!

Sound business practices include attention to finances and product quality, and recognition of the importance
of the clients or customers. Develop quality-control standards to maintain consistency for products and services.
Use established systems of record keeping, accounting procedures, and financial controls to prevent financial
problems down the road.
8. Ongoing Education and Training for Worker-Members, Directors, and Management. While we live
in a society that emphasizes individual achievement, worker cooperatives demand working and making decisions
cooperatively.
Education and training are critical to the long- term stability and strength of a worker co-op and to its success
as a business. Our society does not teach groups of people how to own and operate a business cooperatively. This
deficit must be overcome if the cooperative is to succeed.
Training in how to interpret a financial statement and to comprehend all aspects of business finance is essen-
tial for worker-owners to fully understand the financial side of their business. Worker-owners and management
have important leadership roles. Owners set policy and vision, and managers use their expertise to implement poli-
cies and visions with the best possible results.
Because of the unique ownership and governance structures of worker co-ops, managers have to learn how to
effectively work with the workers and involve them in decision making, and worker-owners have to learn how to
effectively work with managers who have been selected to supervise their work and lead their enterprise. Making
this process work requires a commitment to education and training.
Source: Steps to Starting a Worker Cooperative, University of California Center for Cooperatives

APPENDIX A

APPENDIX A
WORKER COOPERATIVES: FREQUENTLY ASKED QUESTIONS
What is a worker cooperative?

A worker cooperative is a business owned and controlled by the people who work in it.
Typically, all workers are eligible to become owners (called “members”) after working for a speci-
fied period of time. To become a member, a worker must apply for membership and, if accepted,
purchase a member share. Members govern the cooperative on the basis of “one person, one vote.”
At a minimum, members elect the board of directors and vote on major company issues.
In a worker cooperative, ownership and control of the business derive from working in the com-
pany, rather than from simply investing capital. Nonworkers are prohibited from holding member-
ship shares, thus keeping control of the firm within the workforce. Profits and losses from the busi-
ness are allocated to member-workers according to either the hours worked or gross pay. Often a
portion of profits is distributed in the form of cash and the remaining portion is held in internal
capital accounts. Upon leaving, a member’s share is repurchased by the cooperative and accumulat-
ed profits in his or her internal account are paid out over a defined period of time.
Is there a difference between a worker cooperative and a collective?

Yes. The term “collective” usually suggests that the organization not only has a democratic own-
ership structure, but also has consensus decision making and very little hierarchy. The structure is
very “flat.” Some worker co-ops are collectives and therefore highly democratic, while others are
less so. In larger and older worker co-ops, operations tend to be more hierarchical and democracy
less direct. Still, at a minimum, managers of a worker cooperative are indirectly accountable to the
workers through each member’s vote for the board of directors. Most worker co-ops have a clearly
articulated decision-making process in which workers are involved in at least those decisions that
directly affect their job or the company as a whole.
What are the advantages of a worker cooperative?

The worker cooperative structure has many advantages, especially for a relatively small business.
It is simple to create, relatively inexpensive to establish, and offers significant tax benefits. It is easy
to understand. Worker cooperatives also build local assets and increase economic stability for
worker-owners and their communities. Participatory decision making, featured in most worker co-
ops, can enhance productivity, improve product and service quality, and promote the development
of workers’ skills.
How do you form a worker cooperative?

Whatever its social goals, a worker cooperative must first be a successful business. Just like any
other business, it must serve a viable market. There must be a clear demand for the goods or servic-
es produced and the cooperative must be able to deliver them at a reasonable cost. The workforce
must possess the necessary skills to manufacture the products or deliver the service. In addition,
the company will need competent leadership and sufficient capital to finance its development costs,
start-up, and growth.
For a start-up, a three-phase process is usually advisable. First, a feasibility study should be
undertaken to determine if the initial business concept can become a viable worker cooperative. If
the answer is yes, then a business plan showing how the cooperative will function, make a profit,
and repay its lenders must be prepared and bylaws written. In the final phase, the business plan is
used to raise the necessary financing, a manager is hired (if needed), and the cooperative opens its
doors for business.

APPENDIX B
Existing businesses can be sold to, or restructured as, a worker cooperative. The value of the
business needs to be determined and a means for paying the owner decided on. To help make a
smooth transition, the original owner can become a member of the cooperative or provide consult-
ing services for a time.
Adapted from the website of the ICA Group and the Vermont Employee Ownership Center.

APPENDIX A
BOARD ORIENTATION
The best way to become familiar with a co-op when joining the board as a new director is
through an orientation session. Generally the board president conducts the orientation, but you
may choose to hire an outside trainer to work under the board’s guidance. The orientation should
not be restricted to new members; it should be open to all board members.
Below is a sample outline of topics to include in an orientation. Providing board manuals for the
new members will make it easy for them to follow the orientation and will bring them up to speed
quickly. The orientation agenda and the board manual layout are similar. You can use the board
manual as an outline for the orientation, since it contains current working documents.
Participating in an orientation requires a commitment, but it’s time well spent. Have some fun
with it. An orientation will increase the overall comfort level for both new and old board members
and it can greatly decrease the amount of time you spend on orientation topics at your regular
board meetings.
Consider implementing a mentor system for the first few months after an election, pairing each
new board member with a seasoned director.
Sample Agenda for Board Orientation

1. Introductions
2. Cooperative principles, including what co-ops are and how they function
3. Vision/mission statement
4. Organizational responsibilities
• Organization chart
• Board job description
• Committee structure and responsibility
• Manager job description
5. Articles of incorporation and bylaws
• Brief explanation of governing system
• Legal duties
6. Policies
• Current adopted policies
• Drafts of proposed policies

APPENDIX C
7. Budget/financial
• Fiscal calendar
• Quarterly reports
• Balance sheet
• Income statements
• Operations budget and capital budget
• Budget assumptions
8. Planning and publications
• Board planning calendar
• Long-range planning
• Regular report to membership
• Membership and benefits of membership and board responsibility
9. Board operational procedures
• Dynamics of the decision-making process
• Good meeting management
• Conflict resolution and problem-solving
• Training opportunities
• Member selection and approval process

APPENDIX D
BUSINESS PLAN BASICS

I. Executive Summary
II. Market Analysis
A. Industry Description and Outlook
B. Target Markets
C. Market Test Results
D. Lead Times
E. Competition
F. Regulatory Restrictions
III. Company Description
A. Nature of Your Business
B. Your Distinctive Competencies
IV. Marketing and Sales Activities
A. Overall Marketing Strategy
B. Sales Strategies
V. Products and Services
A. Detailed Product/Service Description
B. Product Life Cycle
C. Copyrights, Patents, and Trade Secrets
D. Research and Development Activities
VI. Operations
A. Production and Service Delivery Procedures
B. Production and Service Delivery Capability
C. Operating Competitive Advantages
D Suppliers
VII. Management and Ownership
A. Management Staff Structure
B. Key Managers
C. Planned Additions to the Current Management Team
VIII. Funds Required and Their Uses
A. Current Funding Requirements
B. Funding Requirements Over the Next Five Years
C. Use of Funds
IX. Financial Data
A. Historical Financial Data
B. Prospective Financial Data
C. Historical Financial Statements
D. Prospective Financial Statements
Appendices or Exhibits
Source: University of Wisconsin Center for Cooperatives, 2005
For a fuller outline, see www.uwcc.wisc.edu/manual/chap_6.html

APPENDIX D
APPENDIX D
CHARACTERISTICS OF EFFECTIVE MEETINGS
• The atmosphere is informal, relaxed, and comfortable. People are involved and interested.
There are no signs of boredom or tension.
• There is a great deal of discussion in which everyone participates. The discussion stays rele-
vant to the topic(s) at hand. If the discussion gets off the subject, someone quickly brings it
back.
• The task or objective of the team is well understood and accepted by participants.
Participants are committed to achieving it.
• Participants really listen to each other.
• Disagreement is expressed openly and without fear of conflict. Differences of opinion are
honored and thoroughly explored before decisions are made. If differences cannot be
resolved, participants agree to live with them and move on.
• Decisions are reached by consensus. Formal majority voting is not used.
• Criticism of ideas is frequent, frank, and phrased constructively. Participants avoid personal
attacks.
• People are encouraged to express their feelings as well as their thoughts. There are no hidden
agendas and few surprises, since participants are open about sharing their feelings.
• When action is agreed upon, clear assignments are made and participants accept individual
accountability.
• The facilitator does not dominate interaction. Participants do not defer unduly to the facilita-
tor. All participants exercise leadership responsibilities.
• The group is highly conscious of its own internal processes. Frequently, it will stop to exam-
ine how well it is doing and take a look at things that may be interfering with its functioning.
Problems are discussed openly until a solution is found.
KEY MEETING ROLES
Meeting Facilitator
Responsibilities: To begin and end the meeting on time; to keep the meeting focused on results;
to keep the meeting moving; to model and use facilitative behaviors; to keep discussion on track; to
keep the discussion balanced; to summarize; to encourage all participants to contribute; and to lis-
ten, look for, and point out areas of agreement. See “Role of Meeting Facilitator,” below, for more
details.
Recorder/Minute Taker
Responsibilities: To record ideas and suggestions made by participants, to record agreements and
decisions reached, to seek out clarification when necessary.
Timekeeper
Responsibilities: To keep track of time spent on agenda items, to warn leader or facilitator when
time is running out.

APPENDIX D
Participant
Responsibilities: To contribute to the meeting in a constructive way; to share information that is
useful; to listen carefully to other points of view; and to pay attention to both task and process
functions.
ROLE OF MEETING FACILITATOR

Co-op meetings don’t have “someone in charge”; they have facilitators. The board president is
usually the meeting facilitator, but the board can assign the facilitator role to anyone. A facilitator is
a member who steps out of the decision making to focus on the meeting process, how the discus-
sion runs. Skilled facilitating keeps a meeting focused, moving, and productive.
Small meetings are generally easy to facilitate; large meetings are tougher. Start small and gain
experience. With practice and attention, anyone can become a great facilitator.
Here’s a quick checklist of the facilitator’s role:
• Make the meeting space comfortable.
• Provide meeting supplies (extra handouts, newsprint, tape, etc.)
• Start and keep the meeting on time.
• Move the group from one agenda item to the next.
• Recognize people and give them their opportunity to speak.
• Keep issues clear and manageable.
• Make sure that people stick to the issue.
• Encourage positive attitudes.
• Make sure that everyone participates.
• Sum up discussion points.
• End discussion if a decision cannot be made.
The following outlines a facilitator’s job in detail. All of the listed goals are necessary, but the
tools are suggestions. Experiment and learn as you go.
FOCUS
It’s the facilitator’s job to stay out of the debate and keep discussions on track. An unfocused
meeting quickly becomes inefficient and frustrating.
1. Separate yourself (as facilitator) from the discussion. Try not to add content to the discussion.
As facilitator, your role is to focus on the process.
• If you know that you have a strong personal stake in a proposal, ask someone else to facilitate
the meeting.
• If you give any personal input, start by saying, “Stepping out of my facilitator role. . . . “ It is
important that people do not give your opinion more weight because you are acting as facili-
tator.
2. Keep the issue clear and manageable.

APPENDIX D
• Start the discussion with a time for “clarifying questions.” This is a time for people to make
sure they understand the issues or proposals, not to discuss them.
• Break large, complicated issues or proposals into smaller parts.
• Post the agenda or steps needed to reach a decision where everyone can see them.
3. Make sure people stick to the issue.
• Keep a “parallel agenda” or “parking lot” if unrelated issues come up. Jot down notes of con-
cern. Later, you can address these issues quickly, or pass them to a committee, or table them
for a future meeting.
4. Keep speakers from repeating points that have already been made.
• Write points on a large pad of newsprint or a whiteboard.
5. Keep the meeting moving. Be aware of time.
• Set time limits for each agenda item.
• Choose a timekeeper.
• Remind people how much time remains. If you run out of time, have members either extend
the time limit or set another time to continue the discussion. If you extend the time, have the
members decide if the meeting will go longer or what will be tabled for another time.
PARTICIPATION
It’s the facilitator’s job to recognize speakers and get everyone involved. The more points of view
that are expressed and then addressed, the stronger final decisions can be. Everyone has valid opin-
ions. Everyone can have creative solutions.
1. Recognize speakers; call on people to speak in turn.
• Keep a “stack.” Write down people’s names as they raise their hands and use that list to call
on people in turn. People may not get to speak at the exact moment they want, but they will
understand that the system is fair.
2. Make sure everyone gets a chance to speak.
• Go around the circle, giving each person a brief, uninterrupted chance to speak.
• Ask questions to prompt quiet members to speak.
• Break the discussion group into smaller groups so it’s less intimidating.
• Try to have everyone speak once before anyone speaks a second time.
• Clarify the issue under discussion as needed.
3. Encourage everyone to speak his or her mind.
• If someone seems to be holding back, try to engage them in the discussion.
• Give people easy ways to participate. Ask the group a question and have people show
thumbs: thumbs up means agree, in favor, and thumbs down means disagree, against.
Thumbs to the side means unsure, neutral.
4. Encourage creativity, especially when discussions get stuck.

APPENDIX D
• Hold brainstorms where everyone adds to a list of ideas without any evaluation. The group
can discuss specific ideas after the brainstorm.
POSITIVE ATTITUDES
It’s the facilitator’s role to set the tone of the meeting. Good meetings are relaxed, organized,
friendly, and fun.
• Keep discussions from getting too heated by scheduling breaks.
• Give positive feedback.
• Discourage nonconstructive feedback and criticism.
• Refer to points and proposals by titles, not the names of the person who presented them.
• Make the space comfortable.
PULL IT ALL TOGETHER

It’s the facilitator’s role to achieve clarity before the group makes a decision. This is one of the
most important parts of facilitating—and often the hardest.
1. Sum up what’s been said; in voting, review points of opposing proposals; in consensus, repeat
points to be addressed and solutions.
• Use a whiteboard or flipchart to list points of the proposal(s).
• Review important points of the discussion (on paper or orally). This way the group can see
how the decision has been reached.
• Know if or when a decision cannot be made. The people may need more facts, opinions from
others, or time to think,.
• Ask members what they need or want to feel comfortable making a decision.
2. Make sure everyone understands the decision.
• Restate the decision. Ask for group approval. Make sure the recorder writes it down exactly.
BOARD MEETING FACILITATION TIPS

Good facilitation makes all the difference between feeling energized or drained by a meeting.
Strong facilitation helps all members participate equally. Although leading a board discussion is
usually the president’s job, facilitation may be assigned to any person who has a knack for watching
the clock and the agenda, and for encouraging everyone to participate in discussions.
Running meetings and managing them well is not something that anyone is born knowing how
to do; it is an acquired skill that takes talent and experience. With time, each facilitator discovers
his or her own strengths and style. Don’t be hesitant to secure (and be willing to pay for) outside
help if you need it.
The basic job of the facilitator is threefold: Begin the meeting on time, keep the meeting moving,
and end the meeting on time.
Begin the meeting on time.

• Allow some time for small talk and settling in.
APPENDIX D
• Create an impromptu agenda, if necessary.
• Walk through the agenda, emphasizing desired outcomes (decision, review, or discussion) for
each item.
• If agenda topics have appeared in prior meetings, establish continuity by giving a brief review
of actions taken since their last consideration.
Keep the meeting moving.

• Don’t move too fast or push too hard.
• Stick to the allotted times for agenda items.
• Summarize frequently to avoid confusion or misunderstanding, and bridge from one topic to
the next.
• If a discussion becomes complicated or lengthy, propose a way of addressing the topic in

another way or at another time.
• Keep the discussion balanced.
• Encourage all participants to contribute. The facilitator should be sensitive to everyone’s

needs to digest or articulate information, especially when discussing complex topics or mak-
ing difficult decisions, while keeping the discussion moving and tactfully cutting short repeti-
tive arguments.
• Listen, look for, and point out areas of agreement.
Bring the meeting to a conclusion.

• Be committed to ending meetings on time.
• Get clear agreement on action items, including who will be responsible, time frames, how
progress will be checked, and how progress will be evaluated.
• Some boards routinely set aside a block of time at the end of each meeting to give members a
chance to air questions or concerns. To prevent the meeting from becoming a gripe session, it
helps to have ground rules for this sort of exchange.
• Time should be allowed at the end of each meeting for a meeting evaluation process.
Encouraging board members to give feedback can improve teamwork and make the job of
being a board member fun. All board members are responsible for helping make meetings
effective.
• Set the tentative date and time of the next meeting, if appropriate.
USING THE CONSENSUS MODEL FOR DECISION MAKING

Making decisions as a group can be difficult. Voting sometimes leaves a group deadlocked, frus-
trated, or resentful. Often, an answer is not a simple “yes” or “no.” One way a group can reach a
decision that unites participants instead of dividing them is through consensus. Consensus is
defined as reaching general agreement. An effective meeting facilitator will attempt to guide the
group to consensus on decisions using the following techniques:
• Encourage the presentation of viewpoints, especially when they are conflicting. Real consen-
APPENDIX D
sus comes only after open discussion and acknowledging differences.
• Listen carefully for agreements and hesitations within the group. When a decision can’t be
made, state points of agreement and hesitation. Stating points of agreement helps group
morale, may lead to agreement “in principle” on the issue, and may make it possible to agree
on new ideas. Stating points of hesitation can make them clearer and allow for resolution.
Many times, hesitations are based on misunderstanding and restating can end those misun-
derstandings.
• Test for agreement as soon as a decision seems to be emerging. State the tentative consensus
in a question and be specific. For example: “Do we all agree that we’ll meet on Tuesday nights
for the next two months, and that a facilitator will be chosen at each meeting for the next
one?” rather than “Do we all agree to do this the way it was just suggested?” If you are
unclear about how to phrase the decision, ask for help.
• Insist on a response from the group. Don’t accept silence or grunting for consent.
Participants need to be conscious of making a contract with each other.
• Sometimes stating the perceived agreement in the negative helps to clarify the group feel-
ing: “Is there anyone who does not agree that…?” This method is especially helpful for
groups under time pressure or with a tendency for nit-picking, but it is also important
for group members to be fully supportive of the decision. If you have doubts about their
commitment, ask them.
• Be suspicious of agreements reached too easily. Test to make sure members really do
agree on essential points.
• Offer alternatives when there is no agreement.
• Ask those who disagree to offer alternative proposals for discussion and decision.
• If an agreement still cannot be reached, people may need time to reflect on the feelings
behind their opinions. Propose a break or a period of silence, or postpone the discussion.
• If postponing the decision, try to reach an agreement on a process for what will happen
before an item is brought up again. It is often productive for representatives of opposing fac-
tions to draft a compromise proposal together.
There are many models of consensus-based decision making, and the one described below is just
one of them. The idea behind this model is to avoid having anyone leave the table feeling disgrun-
tled, excluded, or dismissed. This model isn’t appropriate for every decision you make, but it can be
helpful for times where you’re dealing with potentially divisive issues.

APPENDIX D
When making a decision, instead of voting “yes” or “no,” have everyone express support for the
decision in terms of a number between 1 and 5:
5 = I feel strongly about this and will take the lead to make sure it happens.
4 = I feel strongly about this, and will work to make sure it happens.
3 = I am okay with this.
2 = I am not okay with this, but will not stop it.
1 = I am opposed to this, and will work to prevent it from happening.
After everyone has voted, tally and share the responses with the group. Begin by asking the 1s
and 2s to share their concerns. Ask them to relate their opinion directly to the values, goals, and
objectives of the cooperative. Then ask the 4s and 5s to share their viewpoints and do the same
thing. The goal is to share viewpoints until everyone in the group is comfortable with the decision.
Even in a consensus decision-making process, the group may opt to overrule a single member or
small group that stands in the way of where the others feel strongly the organization should go.
Also, if there are no 5s, you may ask if the proposal is a good idea to begin with.
GROUND RULES FOR MEETINGS

It’s a good idea to set some formal meeting ground rules that everyone agrees to abide by. Like
the code of ethics, ground rules describe the highest level of behavior that meeting participants
should practice at all times, but that may be forgotten in the heat of discussion.
• Arrive on time. Stay until the end.
• Begin all meetings on time.
• Start the meeting with introductions and an explanation of the meeting process.
• Come prepared, having read all relevant materials beforehand.
• Recognize and state when you have a conflict of interest. Do not vote on any motion in
which you have a stated conflict of interest.
• Make no judgmental statements.
• Seek to understand before being understood.
• Speak respectfully. Never raise your voice above a normal speaking tone.
• Talk to the issue, not to the person.
• Don’t criticize those who are absent.
• Ask questions when you do not understand. There are no stupid questions.
• Take turns speaking. Try not to speak again until everyone else has had a chance to speak.
• Don’t speak at the same time. Don’t interrupt.
• State your motions positively. Try to pair a solution with every problem.
• People can disagree without being disrespectful. Everyone needs to be heard and respected,
but that does not mean everyone gets his or her own way.
• Talk about meeting issues at the meeting, not in the parking lot after the meeting.
• End all meetings on time.
• Thank all attendees for their support and dedication.

APPENDIX D
ROBERTS RULES OF ORDER

Robert’s Rules of Order is a time-proven tool for meeting process. You don’t have to be a parlia-
mentary whiz to use basic concepts that help you stick to an agenda and finish the meeting in an
hour or two. The table shown below summarizes the most commonly used parliamentary proce-
dures. Adopting these, even informally, can often help at times when discussions stray from the
business at hand, or when conflict becomes stressful.
Following
parliamentary Need a Is it Can it be What vote
Process procedure, one says: second? debatable? amended? is needed?
Introduce business “I move that . . . Yes Yes Yes Majority
Motion by committee “Finance committee
moves . . . “ No Yes Yes Majority
Suspend further
consideration of “I move to table
an issue the motion.” Yes No No Majority
Postpone discussion “I move to postpone
for a certain time the discussion until . . . “ Yes Yes Yes Majority
Amend a motion “I move to amend Only if motion
on the table the motion by . . . “ Yes is debatable Yes Majority
End a debate and
amendments “I call the question.” Yes No No 2/3
Give closer study to “I move to refer the
something matter to the_________
committee.” Yes Yes Yes Majority
Adjourn a meeting “I move that we adjourn.” Yes No No Majority
Motions that occur occasionally

Following
parliamentary Need a Is it Can it be What vote
Process procedure, one says: second? debatable? amended? is needed?
Protest breach of “I rise to a
conduct point of order.” No No No No vote
Vote on a ruling “I appeal the
of the chair chair’s decision.” Yes Yes No Majority
Suspend rules “I move to suspend
temporarily the rules so that . . . “ Yes No No 2/3
Avoid considering an “I object to consideration
improper matter of this motion.” No No No 2/3
Request information “Point of information.” No No No No vote
Take up a previously “I move to take
tabled matter from the table . . . “ Yes No No Majority
Reconsider an action “I move to reconsider
the vote on . . . “ Yes Yes No Majority

APPENDIX D
TROUBLESHOOTING A PROBLEM MEETING

Problem Solution
Lack of agenda Send a written agenda in advance to all meeting participants, increasing the
odds that people will come to the meeting prepared.
Poor attendance Were you clear about the meeting date, time, and location? Did you invite the
correct people to the meeting? Did you poll participants to choose a conven-
ient time and location?
Distractions Be sure to choose a meeting time and location that is free from distracting
sights and sounds. Make sure the seating and the room temperature are com-
fortable.
Late arrivals Start the meeting on time. If you don’t start the meeting on time, you’re penal-
izing the people who were on time and rewarding the latecomers.
Socializing Get down to business at hand and follow the agenda. Do not try to talk over
the people talking on the side, but be silent until the disruption ceases.
Wandering from Make sure discussion sticks to the agenda. Bring back the strays.
agenda Use parliamentary procedure.
Meetings run late Follow the agenda. Table items to be discussed at the next meeting or assign
the work to a committee. Interrupt lengthy speakers, if necessary, and ask
them to summarize. End the meeting on time.
HANDLING A MEETING MONOPOLIZER

A “monopolizer” is a person who attempts to take charge of a group, monopolizing its discus-
sion and trying to determine its direction. Many cooperatives have a monopolizer or two. Left
unchecked, a monopolizer can ruin a committee, split a board, or even destroy a co-op’s sense of
community.
Handling a monopolizer is a delicate matter because the co-op does not want to arbitrarily
silence a member. That would be a violation of the member’s right to voice a minority opinion
within the democratic organization. The solution for the co-op is twofold:
• Proper use of the majority-rule democratic process.
• Effective meeting management by the meeting facilitator.
Responsibility for ensuring the success of the democratic process falls to the board, which is
elected and empowered to run the meetings of the cooperative. Committee chairs have the same
power delegated to them from the board.
Encourage the Democratic Process

The democratic process is designed so that organizations can get business done fairly and effec-
tively. This includes preventing one person from taking over the agenda or making decisions with-
out a vote. Anyone in the group can move that time limits be imposed, or that each person gets to
make their point succinctly and only once. The group can adopt the process by majority vote. This
not only puts clear limits on the monopolizer, but shows him or her that the group has heard
enough from them.

APPENDIX E
Manage the Person and the Meeting

If someone has previously demonstrated a tendency to monopolize, a board member could speak
privately with the individual before the next meeting. Ask the monopolizer what he or she wants to
accomplish. Tell them that speaking too much doesn’t help their case, but rather turns people off.
Help them formulate a simple request they can make at the next meeting and suggest that they then
stop talking unless the president calls on them again.
In a meeting, it is the facilitator’s responsibility to protect everyone’s right to be heard. Set the
ground rules, then stick to them firmly and consistently. Make raising your hand essential. Only
allow someone to speak after being properly recognized. If anyone speaks before being called on,
interrupt him or her. A gavel is useful in these instances.
Even a positively inclined monopolizer can create a difficult situation. Such a person may volun-
teer lots of their time to the co-op and may be well liked by everyone, but feel a need to be in
charge of everything. But if the situation continues, other people stop trying to get involved.
Another danger is that if the monopolizer should disappear, there could be a sudden leadership
vacuum. Consequently, even a positive monopolizer should be encouraged to move over a bit and
let others assume important roles.

INTRODUCTION
ADULT LEARNERS
BY KIM RICE
Adult Learning Styles:

Adults learn in different ways and process information according to their individual learning
styles. To be effective, try to include a variety of delivery techniques based on learning styles.
Visual Learners: Prefer to see information rather than listen to instruction. To process content,
they will sometimes form mental pictures of what is being said. To help visual learners, include a
few of the following teaching aids:
• Diagrams
• Pictures
• Drawings
• Graphs
• Videotapes
Auditory Learners: Prefer the spoken word. Researchers include reading as an auditory process
because these learners focus on hearing the words in order to learn. There are two types of auditory
learners: talkers and interactive. Both need to hear the words, but an interactive auditory learner
prefers to hear his or her own voice to process information. If possible, include a few of the follow-
ing auditory aids:
• Story telling
• Recordings
• Reading important information aloud
• Small discussion groups
Kinesthetic Learners: Prefer to move and interact. They learn best by doing, rather than listening
or watching, and will sometimes have a hard time sitting still for too long. They need to move and
touch things in order to understand and process information. These aids may appeal to kinesthetic
learners:
• Moving around to different tables for activities
• Role playing
• Interactive games
Tactile Learners: Learn best by writing down or drawing what is being presented. They process
information by participating in interactive activities. Although there are some similarities to kines-
thetic learners, these activities should focus on writing information:
• Writing on charts/graphs while listening to instruction
• Projects with written activities
• Journaling
Motivating Adult Learners

Adults bring years of life experience to the classroom, and have different reasons for taking a
class. An instructor should identify these motivations and include activities that engage, interact

APPENDIX E
with, and relate to the audience.
Adult learners are self-directed and goal-oriented.

Instructors should actively involve adult participants in the learning process and serve as facili-
tators. Establish a friendly atmosphere and demonstrate how the course will help them in their
lives.
• Establish clear goals and refer back to these goals to monitor how the class is progressing
through the course.
• Show how the course objectives will help them reach their goals.
•Include opportunities to solve problems through discussions or brainstorming sessions.
• Allow each participants to be a leader of a group discussion.
Adult learners bring life experience.

Adults have accumulated years of work and life experiences. They need to connect the material
to these experiences, and they want respect for what they bring to the course.
• Ask for participation from the group. Allow the audience to give examples of how a specific
point applies to their life experience.
• Treat participants as equals by asking for their participation and suggestions.
• Show appreciation for comments and participation.
Adults are relevancy-oriented and practical learners.

They must see a reason for learning the material in order to apply it. Learning has to be applica-
ble to their work or other responsibilities to be of value to them.
• Ask participants why they are taking the course and engage them in a discussion.
• Tell participants how the lesson will be useful to them in their work.
• Include a variety of activities and let participants choose projects that reflect their own
interests
Retention Tips
Increasing retention is an important aspect of an adult learning program.
Research (Pike 1994) suggests that adults can listen with understanding for about 90 minutes
and listen with retention for about 20 minutes. Depending on the length of your course, apply
the 90/20/8 rule: a course should not run more than 90 minutes, should change the pace every
20 minutes, and involve the audience every 8 minutes. Alter these ratios to fit the length of shorter
courses.
Other Considerations
Try to include the following in order to connect the material to the participants and keep the
pace on track”
• Include a motivational statement to introduce the material.
• Repeat major points three times if possible.
• Move the content from the easiest material to the most difficult.
• Allow for breaks.

APPENDIX F
• Ask for participation and review often.
• Thank participants for their thoughts and comments.
Sources
Marcia L. Conner, with Ed Wright, Kent Curry, Lynn Learning DeVries, Carmen Zeider, Doug
Wilmsmeyer, and David Forman. 1996. Learning, the critical technology, 2d ed., info@wavetech.com
and http://www.wavetech.com/abt/abttmwp.htm.
Kowalski, K. M., and C. Vaught. 2002. “Principles of adult learning: Application for mine train-
ers.” NIOSH Information Circular 9463, 3–8.
Knowles, M. 1980. The modern practice of adult education: From pedagogy to andragogy, 2d ed.
Englewood Cliffs: Prentice Hall/Cambridge.
Knowles, Malcom, 1990. The adult learner, the neglected species. Houston: Gulf Publishing Co.,
292 pp.
Pike, Robert W., 1994. Creative training techniques handbook: Tips, tactics, and how-to’s for deliver-
ing effective training. Minneapolis: Lakewood Books, 197 pp.

APPENDIX F
The 1042 roll-over cooperative in practice:
A case study of how Select Machine became a co-op
By John Logue
Ohio Employee Ownership Center
Kent State University, Kent, Ohio
Phone: 330-672-3028 Email: jlogue@kent.edu
website: www.kent.edu/oeoc
Prepared for the Northcountry Cooperative Development Fund

www.ncdf.coop
Revised January, 2006

APPENDIX F
On September 30, the seven employees of Select Machine, in Brimfield, Ohio, began to purchase
their company from the two retiring owners, Doug Beavers and Bill Sagaser, using an employee-
owned cooperative. This purchase used a precedent-setting structure that (1) permits the sellers to
take advantage of the “1042 rollover” of their capital gains while (2) structuring the sale over a
period of several years, making it easy to finance and enabling the owners to transfer their manage-
rial expertise to the other co-op members over time.
In 1984, changes in the tax law concerning Employee Stock Ownership Plans (ESOPs) created
the so-called “1042 rollover” which permits owners of closely held businesses who sell 30% or
more of the stock in their company to their employees through an Employee Stock Ownership Plan
(ESOP) or a co-operative to shelter the capital gains from taxes by rolling the proceeds of the sale
over into other qualified domestic securities within 12 months of the sale.
Today that is the number one reason for establishing ESOPs, but not one employee co-op had
been established using this provision—prior to Select Machine.
Why not? The primary reason is that ESOPs’ stock structure enables owners to sell part of their
companies to employees, while retaining enough equity to make financing easy. The typical 1042
rollover ESOP is done as a 2 or 3 stage transaction over a 5-10 year period. By contrast, co-ops are
conventionally structured as 100% employee owned. Financing a 100% leveraged transaction is
extraordinarily difficult, especially if the owners are leaving and taking their management skills
with them.
COMPARING ESOPS AND CO-OPS

ESOPs have tax advantages that make them the employee ownership structure of preference in
companies that are profitable, capital intensive, and employ more than 20-25 employees. Because
ESOPs are Federally regulated qualified employee benefit plans, the costs of establishing them —
$50,000 and up — and maintaining them — $10-15,000 annually — makes them unduly expen-
sive in smaller, less profitable companies. Furthermore, small ESOPs have great difficulty staying in
compliance with the law because they try to save money on professional advice. That eventually
catches up with them in expensive Department of Labor fines and Plan corrections.
By contrast, employee co-ops are membership associations similar to agricultural co-ops and
consumer co-ops. Co-ops distribute their profits to members on the basis of labor input measured
by W-2 earnings, hours worked, or other measures, not unlike the way ESOP stock is distributed.
Unlike ESOPs, however, members elect a majority of the board on a one-person, one-vote basis.
Co-ops have fewer tax advantages than ESOPs, but they are less expensive to set up and even
cheaper to maintain. They would seem an ideal employee ownership solution in smaller compa-
nies, if a multi-stage transaction model could be established.
STRUCTURING THE CO-OP BUSINESS SUCCESSION MODEL

What is needed for a multi-stage co-op purchase? With the financial support of the George and
Gladys Dunlap Cooperative Leadership Program of the Nationwide Foundation, the Ohio
Employee Ownership Center and the Ohio Council of Cooperatives (now part of the Mid-America
Cooperative Council) sought to develop a practical model for ownership succession in small busi-
nesses using the employee cooperative as an ownership structure.
We teamed with Mark Stewart, one of the nation’s leading co-op attorneys, and ESOP-specialist
Eric Britton at the Toledo, Ohio, law firm of Shumaker, Loop and Kendrick, to develop the legal
framework for the conversion of the company to a cooperative and for the purchase transaction to
take place over time.

APPENDIX F
The model that Stewart and Britton designed calls for converting the company into a co-op
which then redeems the retiring owners’ stock in several steps with a valuation at each step. The
owners qualify for a tax free rollover of the proceeds provided the co-op redeems at least 30% of the
owner’s stock. The owners’ remaining equity makes the deal easy to finance, and the owners’ con-
tinuing involvement for several years enables them to transfer their management skills to the other
co-op members.
This model has two distinct financial advantages for the selling owners. First, they obtain the
control premium on the first stock redemption, because a co-op by definition must be controlled by
its members. Second, the retiring owners can be members of the co-op as long as they are working
and can also receive internal capital allocations annually.
On the other hand, the selling owners have to be comfortable with a board elected on a one-
member, one-vote basis and with the inherently democratic nature of the co-op.
WHY SELL SELECT MACHINE TO THE EMPLOYEES?

Select Machine was founded in 1994 by Doug Beavers and Bill Sagaser and today employs 9 peo-
ple full-time, including the two owners. The company manufactures, sells and distributes machined
products and equipment for installation on construction and demolition equipment.
“Bill and I set up this company to be the kind of company that we would like to work for if we
were working for someone else,” is the way Beavers describes the owners’ philosophy. Symptomatic
of the workplace practices at Select Machine is that Bill and Doug serve everyone lunch on Friday
at 2 and send everyone home to have Friday afternoon with their kids. “Best place I have ever
worked!” was the opinion freely offered by several of the machinists when we started talking about
an employee buyout.
“What impressed me most about this group is their spirit of community within the business,”
says Attorney Mark Stewart who did the legal work on the buyout. “In a co-op, you need a concern
for each other’s welfare, just like partners have. That attitude is infectious. That’s the kind of atti-
tude they have at Select Machine.”
Beavers and Sagaser had sought to sell their profitable business for months before offering it to
the employees. Several interested potential buyers surfaced, but all of them wanted to buy the busi-
ness for its customer list, cherry-pick the equipment, and consolidate production into underutilized
facilities elsewhere. Shutting the plant and leaving their employees out of work was not why
Beavers and Sagaser had built the business. Why not sell to their employees instead? They turned
to the Ohio Employee Ownership Center (OEOC) for advice.
From the initial telephone discussion on 3/22/05 to completion, the deal took 6 months. See the
time line attached as Addendum 1.
The OEOC staff conducted several meetings with the owners, reviewed the financials, and
toured the facility to get an understanding of the business and what the transaction would entail.
The owners broached the idea of ownership to the employees, and got a favorable response. We
then met with the employees to explain the basics of employee ownership, what an employee coop-
erative is, and how the deal could be done. (Our roadmap, prepared for a meeting with the owners
on 3/25/05 and then expanded for the initial meeting with the employees on 4/8/05 in provided as
Addendum 2.) The employees voted to investigate the possibility of setting up a co-op, and elected
a buyout committee to undertake that task.
Given the threat to the jobs if the employees didn’t buy the plant, a preliminary feasibility assess-
ment of an employee purchase was funded by a grant from the Ohio Department of Job & Family
Services’ Prefeasibility Study Grant Program administered by the OEOC. The study was performed
by Brott Mardis, a local accounting firm, and included a valuation.

APPENDIX F
Funds for preliminary feasibility assessments of employee purchases to avert job loss are avail-
able in every state through the Federally funded Workforce Investment Act, but are only regularly
used in half a dozen states.
DOING THE DEAL

With a favorable feasibility study in hand and expressed willingness from a local bank and from
a revolving loan fund to finance the redemption of 40% of the owners’ stock, Attorney Mark
Stewart prepared an offering statement for the employees.
Unlike ESOPs, which are trusteed pension plans and whose trustee acts on behalf of the employ-
ees to buy the stock, in co-ops the members act on their own behalf. Thus members buy the com-
pany much as individuals buy used cars: it’s buyer beware. ESOP participants have recourse against
a trustee who pays too much. In a similar situation, co-op members’ recourse is against the seller
for fraudulent conveyance. So it is in the interest of both the buyer and the seller that the co-op
members are fully informed in writing about the risks of the transaction.
The tool to do that is the offering statement. It describes the company, the proposed transaction,
the intent of the owners to sell their remaining stock to the co-op, how the co-op will redeem the
owners’ stock, how the company will be managed, the various legal documents necessary to estab-
lish the co-op and complete the transaction, and the risks involved. It is not a Securities and
Exchange Commission disclosure statement, but it performs the same role in informing the poten-
tial co-op members about what they may buy and the risks involved in doing so.
After reviewing the offering statement, the feasibility study and valuation, and the financial
statements of the company, Select Machine employees voted to set up an employee-owned coopera-
tive. They discussed and made key decisions about the structure of the cooperative including quali-
fications for membership, membership fees, and how to allocate patronage.
They set the co-op membership fee at $1000. Patronage allocations are distributed on the basis
of a formula that assigns 50% to W-2 earnings (rewarding current market value of their skills), 25%
to hours worked (rewarding diligence and equality), and 25% to seniority capped at 120 months
(long-term contribution to the business).
With the decision to proceed, preparing the documents swung into high gear because essentially
everything else has to happen virtually simultaneously: converting the company into a co-op;
selecting a board and holding an initial board meeting to authorize the redemption and borrowing
to fund it; executing the various legal documents related to co-op membership, members’ stock
subscription and the stock redemption; formalizing employment agreements; and borrowing the
money to redeem the first 40% of the owners’ stock.
So what exactly happened?
• The articles of incorporation of Select Machine were amended and restated to establish the
firm as a cooperative under Ohio Cooperative Law. New bylaws appropriate for the coopera-
tive were written to replace existing bylaws of the company.
• Select Machine cooperative members elected a board of five including the two selling owners
—who joined the co-op as members—and three employee members.
• The board voted to authorize the stock redemption and borrowing the money to fund it.
• The documents for the transaction were prepared: the stock redemption agreement which
establishes the terms and conditions for redeeming the stock from the original owners; mem-
bership and stock subscription agreements for the new co-op members; the business plan;
employment agreements for the co-op members; and the owners’ employment agreement

APPENDIX F
which provides them certain reserved rights as “protected shareholders” until their stock is
redeemed.
Because of the fact that the 1042 rollover assumes the conveyance of the seller’s stock to the
employees, the stock redeemed from the owners is distributed to the other members of the co-op as
membership stock in return for limited recourse notes by which the members pledge to pay for the
stock with their patronage allocations and stock pledge agreements that put up the stock as collat-
eral against the loan. Consequently, the redeemed stock is allocated among the members just as ini-
tial patronage allocations will be made.
Over time, as newer employees acquire more seniority, the weighting of the allocation formula
will give them larger patronage allocations, and the stock accounts will ultimately have to be rebal-
anced.
Beavers and Sagaser sold 40% of their shares in this transaction and became themselves members
of the co-op. To do so, they put up a portion of their unredeemed stock holdings as membership
stock, equivalent to the average membership stock the other members hold.
While the patronage capital allocations for all members except the owners will go to pay down
the note used to acquire their stock, the owners will simply receive their patronage allocations.
After all, they already own their membership stock. So they will build their capital accounts within
the co-op, but will not acquire additional stock in the process.
Beavers and Sagaser intend to sell the remaining 60% of their shares as soon as the debt to pur-
chase the 40% has been repaid. They then intend to retire from the business. In the intervening
period, they need to train other co-op members to run the business successfully. A first step in this
process was writing a business plan for the transition period that spells out what functions the
owners have performed for the firm and who will be trained to take over which tasks. This docu-
ment, which was drafted by the OEOC’s Bill McIntyre on the basis of the owners’ input, creates a
formal transition plan that specifies the skills and knowledge which Beavers and Sagaser will need
to transfer to the other co-op members over the next few years.
National implications
“The structure of an employee co-op and its tax advantages under Section 1042 of the tax code
are relatively obscure for business owners,” says Stewart, “but once we have viable models of how
this can be achieved, we will have a lot more co-ops set up for business succession.”
The model pioneered at Select Machine should be transferable to many other small companies
with under 25 employees. The employee-owned cooperative offers an attractive alternative to those
owners of companies that are too small for the ESOP option and do not have family members avail-
able, willing and capable of taking over the business. The stock redemption model permits selling
owners to shelter their capital gains, get a better price than they otherwise would, and see their
business legacy continue.
HOW HAS IT WORKED SO FAR?

I called Dave Baird, a machinist who has been with the company for 6 years and is the co-op
vice-chairman, a month after the co-op was established to get an update on where things stand.
“It’s all good, John. Everyone is real excited to make this thing happen. You know that we felt
good about working here before, but everyone is more enthusiastic now. I was talking to one of the
younger guys yesterday on this. ‘I just see the company differently now,’ is what he told me.”
“This co-op’s an honor,” Baird continued. “It’s a challenge that I look forward to every day.”
“We did not set out to establish a precedent or develop a model,” said seller and new co-op
member Beavers. “We just wanted to do what was best for the employees of our company and for
ourselves. We chose the employee-owned cooperative because it made sense.”

APPENDIX F
The OEOC is a non-profit program based at Kent State University providing information and techni-
cal assistance to people interested in exploring employee ownership as well as developing and delivering
training material and sponsoring conferences and programs for employee-owned companies. Visit our
website at www.kent.edu/oeoc/ Since it was established in 1987, the OEOC has assisted 73 companies
employing over 14,100 employee-owners to become employee owned; these firms have created over
$300,000,000 in equity for their employee-owners. For more information on the 1042 rollover co-opera-
tive, read our coverage of the Select Machine case and Mark Stewart and Eric Britton’s articles on the
subject at www.kent.edu/oeoc/OEOCLibrary/
For additional information on the 1042 rollover co-op, contact: Steve Clem, OEOC, 330-672-0335,
cclem@kent.edu or Bill McIntyre, OEOC, 330-672-0332, bmcinty2@kent.edu
Mark Stewart can be reached at Shumaker, Loop & Kendrick, LLP, 1000 Jackson, Toledo, OH 43624
Phone: 419-321-1456, email: mstewart@slk-law.com
For assistance on cooperative conversions in Minnesota, contact Kerstin Larson at Northcountry
Cooperative Development Fund at 612-767-2123 or kerstin@ncdf.coop.
ADDENDUM 1:
TIMELINE ON THE SELECT MACHINE TRANSACTION
DATE EVENT
3-22-2005 Owners contact OEOC; followed by meetings with OEOC staff, discussion
of choices, & review of financials
Owners like co-op idea & broach it with employees
4-8-2005 OEOC staff meet with employees, explain co-op and how to do the deal
4-8-2005 Employees vote to explore co-op and elect a buyout committee
April Equipment appraisal updated
Mid-May Feasibility study/valuation consultant hired
6-16-2005 Feasibility study and valuation completed
Late June Extensive discussion with OEOC staff of feasibility study and implications
July 2005 Owners decide to proceed with sale to employees
7-29-2005 Initial meeting between owners and employees and co-op attorney Mark
Stewart
8-9-2005 Attorney retained; offering statement prepared
August Employees review feasibility study, offering statement, and financial state-
ments; they vote to establish co-op and set membership criteria, fee, and
allocation formula
8-15-2005 Lenders agree to loan enough for a 40% stock redemption
August-September Documents are drawn up
9-14-2005 Amended incorporation documents and bylaws are filed with state
Mid September Co-op board elected, meets, authorizes stock redemption and borrowing
9-30-2005 New co-op members sign memberships, stock subscription agreements,
limited recourse notes, stock pledge agreements, employment agreements,
and receive stock certificates
9-30-2005 Owners and co-op officer sign stock redemption agreement and owners’
employee agreement
10-3-2005 Loan documents are signed and owners receive cash for stock redeemed.
Select Machine begins functioning as a cooperative with 40% held as mem-
bership shares by the new co-op members and 60% held by the owners

APPENDIX F
Between 2005 and 2010, the owners will transfer their management skills and knowledge to the
other co-op members. In 2010 or before, the remaining shares held by the owners will be
redeemed, and they will retire
During the period between April 8 and September 30, 2005, OEOC staff met with the employees
and owners at least biweekly and generally weekly.
ADDENDUM 2:
STEPS IN A 1042 CO-OP BUYOUT AT SELECT MACHINE
This memo was originally prepared for the owners and then expanded for the employees.
Date: 3-25-05 and 4-8-05

To: Doug Beavers & Bill Sagaser, Select Machine Inc. & Select Machine employees
From: John Logue, OEOC
Subject: Steps in an employee buyout through an employee cooperative for getting the 1042
rollover in a multistage sale
Employee Stock Ownership Plans (ESOPs) have been the usual tool for selling businesses to
employees in the US by retiring owners. However, ESOPs are expensive to put in place, generally
costing a minimum of $40-60,000 to put in place and $5-10,000 annually to maintain. Worse, our
experience is that small ESOPs in practice are hard to keep in compliance with the law.
Selling to employees through an ESOP or through a co-operative provides the same tax break for
the seller. Co-ops are less expensive to set up and essentially free to maintain.
Here’s a short road map for how to do a multi-stage sale to the employees through a co-op.
STEP ACTIVITY
1 Discussion with and decision by owner(s) that a sale to the employees is a good idea.
2 Discussion with and decision by employees that purchasing the business from the owners
over a period of years is a good idea. Determine procedures by which employees will satisfy
themselves that they are knowledgeable buyers. Establish a small committee of employees to
represent the employees as buyer.
3 Obtain a current equipment appraisal. We won’t be able to borrow the money to buy the first
chunk of Bill’s and Doug’s stock without an appraisal.
4 Obtain a valuation for the business to set the value of the shares to be redeemed.
5 Prepare a lease for the building at market rates. (Doug and Bill currently own the real estate
separately from Select Machine, a very common way thing in small businesses. Once Select
Machine becomes a co-op, there will need to be an arms-length relationship between Doug
and Bill as landlords and the co-op, even though the co-op includes Doug and Bill.)
6 Prepare a description of the business that you are buying, of how you are buying it, how you
are going to run it going forward (that is, your plans for the business) and what the risks are.
The guys you elect and Doug and Bill will be hiring someone to prepare this with the com-
mittee. This is essentially the disclosure document on the sale (so it’s similar to an offering
prospectus for public company stock—but much shorter and written in English).
APPENDIX F
You should read this carefully and ask your questions. You are going to become owners of
the company, and you should understand what makes the company tick and how you all and
Bill and Doug will work together for some years to run the company successfully and how
you will run it successfully when Doug and Bill retire.
This document becomes the basis for writing a formal business plan about how you will run
the business going forward: markets, customers, suppliers, management, equipment needs,
etc. This business plan should pay particular attention to establish procedures and a time
line for transferring Bill’s and Doug’s management knowledge and skills to the other co-op
members.
7 Prepare new bylaws of the company (and incorporation papers, as necessary) to reflect that it
will be doing business as a co-operative. This requires two things: (a) distribution of future
retained earnings annually on the basis of labor input into the company, and (b) election of a
majority of the members of the board by co-op members. From the point of view of the sell-
er(s), this also means (c) building in veto power for the selling owners as long as they have a
majority financial interest in the company.
8 Establish the co-op as a membership organization. Do membership agreements. Each mem-

ber gets one voting share.
Note: the sellers can be members of the cooperative and can participate in the annual alloca-
tions of retained earnings—provided you use a non-share-based system for allocating
retained earnings.
9 Decision by you as a group on whether you want to buy the company from Doug & Bill and
by you individually whether you want to be members of the co-op.
10 Elect the board for the co-op.
11 The board will authorize management to redeem at least 30% of the shares of the company
(30% is the threshold to get the favorable tax treatment for the sellers). Presumably you will
borrow money for this or will lay aside money from current revenues as employee bonuses
for investment in the co-op.
Bill and Doug have a banking relationship with Huntington. The OEOC also runs a small
revolving loan fund. It looks to me that it should be possible to finance redeeming a third of
the stock in the company.
To get the favorable capital tax treatment, the sellers need to reinvest the proceeds in “quali-
fied replacement property” which means stocks and bonds of American companies which
produce goods and services.
12 Pay down debt taken on for first stock redemption over several years and then borrow more
to redeem some additional stock or all the remainder of the stock. Repeat until all the stock
has been redeemed. It is probably necessary to do another valuation at each sale.
During the three to seven years that this process is underway, Doug and Bill need to transfer
their management expertise to the other members of the co-op. You’ve got to learn how to run all
aspects of the business successfully before Doug and Bill really retire. Even when they do, the co-op
may want to keep them on the board for a while as senior statesmen so you have their advice and
knowledge at the co-op’s disposal.

APPENDIX F
Before the last portion of Doug’s and Bill’s stock is redeemed, they should consider rolling the
building into the company as a final step in the transaction—assuming they want to sell the build-
ing at that time instead of being landlords to a business they no longer own part of. That would let
them shelter their capital gain in the building. That would give them some additional stock (reflect-
ing the market value of the real estate that they contribute to the business) and then that stock
would be redeemed and the co-op would own the real estate too. This doesn’t have to happen,
though. Plenty of businesses lease the property they occupy.
*********
It’s hard for owners of small businesses to sell them for what they are worth, because part of the
value of the business is the skill and knowledge of the owners working there every day. Too often
the owners keep hoping that someone will show up to pay them a lot for the business—and then
find when they really need to retire that the only real buyers want to buy the customer list, to cher-
ry pick the equipment, and move production to some other place.
The goal of the transactions is that everyone will benefit: Doug and Bill benefit as sellers because
they get a tax break (and as co-op members while they continue to work in the co-op) and the
employee co-op members benefit from jointly owning and running a successful business right here
at Select Machine.

Northcountry
Cooperative
Development Fund
219 Main Street SE, Suite 500

Minneapolis, MN 55414
612-331-9103 phone • 612-331-9145 fax
www.ncdf.coop

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TOOLBOX S E R I E S Published by Northcountry Cooperative Foundation in partnership with Northcountry Cooperative Development Fund

WORKER COOPERATIVE TOOLBOX

To purchase a copy of this toolbox, contact:

Cover illustration by Ricardo Levin Morales.

About the Publisher

ii Worker Cooperative Toolbox

WHAT IS AN EMPLOYEE-OWNED OR WORKER-OWNED CO-OP? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

WHEN DOES AN EMPLOYEE CO-OP MAKE SENSE?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

FUNDAMENTAL ELEMENTS OF AN EMPLOYEE COOPERATIVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

MAKING MEMBERSHIP MEANINGFUL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

PLANNING FOR PERPETUITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

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APPENDIX A—Frequently Asked Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

APPENDIX B—Board Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

APPENDIX C—Business Plan Basics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

APPENDIX D—Effective Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

APPENDIX E—Adult Learners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

APPENDIX F—A Case Study of How Select Machine Became a Co-op . . . . . . . . . . . . . . . . . . . . . . 65

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THE PURPOSE OF THIS GUIDE

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The Cooperative Story Cooperatives are based

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Is there any relationship between worker co-ops

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The Mondragon Cooperatives

1.Voluntary and Open Membership

2. Democratic Member Control

3. Member Economic Participation

4. Autonomy and Independence

5. Education, Training, and Information

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6. Cooperation among Cooperatives

7. Concern for Community

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Rights and Responsibilities of Worker-owners1

Divisions of Power in a Worker-Owned Cooperative

Ratify annually and review Controls finances: Hires/fires within framework

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Another forms of employee ownership:

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• Your members have a clear commitment to and understanding of worker-ownership and

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CO-OP CASE STUDY

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• Hybrid worker-community ownership: “Solidarity cooperative.” Though a fairly new concept

An employee cooperative is a business enterprise, and as such, it requires careful planning,

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The following are sample sections of a co-op’s bylaws:

• Set voting rights.

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CO-OP CASE STUDY

South Mountain Company

• Employee ownership is not a panacea; a dysfunctional business will be a dysfunctional co-op.

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