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    • #7475
      Bev CochraneBev Cochrane

      As important as it is to have educated directors, MEC stepped away from its “Co-op” model the moment it changed it’s name.
      One challenge to the co-operative sector, and to MEC in particular, is the lack of co-operative brand. MEC was created as a tool to serve its member needs but MEC was not focused on marketing campaigns promoting its brand or recruiting customers. MEC also lacks a strong co-operative network to promote the co-operative brand and its advantages.
      With such a large membership, it’s certain that there would have been skill set required/needed, and the commitment to the Co-op Model. Skill set can be acquired over time and it is equally important that Co-operative takes the time to have training made available at each and every Board Meeting. Setting aside a an hour (or more) during a meeting to have a resident expert or outside facilitator oversee training is just as important as the strategic planning for a Co-operative.

    • #7565
      Jen BudneyJen Budney

      Thanks for this, Bev. It does seem that the conversations about large co-op governance often have an ‘either/or’ take on skills vs. values. I wonder at what point in an organization’s growth this comes to be a real tension, and if we have examples of large co-ops that were able to tackle this problem in a way that did not lead to member alienation or controversy?

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