Forum Replies Created

Viewing 8 posts - 1 through 8 (of 8 total)
  • Author
    Posts
  • in reply to: Co-op Atlantic Legitimacy #8272
    Kathy LittleKathy Little
    Participant

    Hi Carol I agree that Co-op Atlantic failed to consider the future of the other co-ops in the system. Along with continuing to operate the 28 co-ops under the CCC as deep discount stores, which was a model that had already proven unsuccessful, was a recipe for disaster.

    in reply to: An Unavoidable End to SWP #8165
    Kathy LittleKathy Little
    Participant

    These are all really good points. Like many co-operatives the board is challenged with making changes based on the bottom line, age of assets, current market conditions, etc. For SWP the wooden elevators serving small areas were no longer viable due to age and ongoing maintenance requirements. The decision to replace them with inland terminals was probably correct. How they decided to do it was probably wrong. If they had a plan to make the changes over time there would have been an opportunity to communicate with the membership. This would have also allowed for the members to adapt to the additional trucking that would be required. This is just one small decision in what appears to have been multiple poor decisions on the part of management and the board. It is difficult to say if they had made every decision correctly if SWP would still exist or if it would have still been bought out by a larger multinational.

    in reply to: Your Organization / Best practices discussion here #8116
    Kathy LittleKathy Little
    Participant

    Hi Jen when there there is disagreement, we do engage in a discussion. Part of this discussion would include looking to see if the project or plan align with our values of integrity, excellence, responsibility and community. We would ask the question if we make this decision does it fit with these values? If we can say yes, then we would agree; if there was a no, we would discuss and see if there was a way we could change or amend the project, if there wasn’t then we wouldn’t go ahead.

    in reply to: Your Organization / Best practices discussion here #8036
    Kathy LittleKathy Little
    Participant

    Our local co-op focuses on delivering a common following our mission, vision and goals. When a decision is made whether at the board level or operationally it is made with a view to alignment with these values.

    Communication of strategic interdependencies starts with recruitment, and continues through training, meetings, newsletters, strategic planning sessions.

    in reply to: Case study-FCL (1982-80s) #8035
    Kathy LittleKathy Little
    Participant

    The message that needs to be developed and communicated with the local retails and FCL is of a shared vision and goals. Focusing on strategic interdependencies of the organizations.

    in reply to: Module 1 Survey results discussion #7460
    Kathy LittleKathy Little
    Participant

    I would also be interested in hearing if any other co-ops use member groups to stay connected. As retails grow so does our geographical area and it becomes more difficult to stay connected with members. This may also be a source for board recruitment?

    in reply to: MODULE 2 DISCUSSION THREAD ON ARTHUR ANDERSON #7454
    Kathy LittleKathy Little
    Participant

    I agree with the comments made above. I found it interesting that the board had made a recommendation of dividing the auditing and consulting division into separate entities but under influence by the owners(partners) it was defeated. Although in hindsight this was a poor decision isn’t this how the governance model should work?

    in reply to: Let’s try to share a discussion in a single thread! #7111
    Kathy LittleKathy Little
    Participant

    I am employed by our local Chamber of Commerce which is governed by a 12 person board. To sit on the board you must be a member of the Chamber the exception is one seat which is available for a representative of the town. Outside of the board the staff consists of the Executive Director (ED), two department managers, a membership coordinator and a bookkeeper. The ED reports directly to the board. The board is not involved in day to day operations. The two department managers do participate in the strategic planning session.

    I feel that the “model for good governance” does reflect governance in most organizations.

    The governance structure for the Diefenbaker clinic appears to follow the model for good governance. However there are imbalances within the accountability and empowerment. The main challenge it faces is not being able to fulfill its mission of providing health care to its members (lack of accountability by directors). Directors not requiring accountability from the manager for this inability to serve the members. I think a strategic review by the board is required.

Viewing 8 posts - 1 through 8 (of 8 total)

“I thoroughly enjoyed the Good Governance Matters course offered by Co-operatives First. The course provided a solid background on governance generally and specific examples of good governance practices in co-operatives. It is uncommon to find governance training specific to co-operatives so this was refreshing.”

Janet Taylor (Corporate Secretary)

Libro Credit Union

“The Good Governance Matters Course was a valuable course. I shared it with the [Arctic Co-operatives Limited] Senior Leadership Team. If it ever comes up again, I highly recommend others to take it.”

Mary Nirlungayuk (Corporate Secretary and Vice-President, Corporate Services)

Arctic Co-operatives Limited

“The online course, Good Governance Matters was very informative, easy to navigate and discussed issues relevant to our needs as a Board of Directors. This course is a great tool for boards to build their knowledge to become strong, strategic boards.”

Lori Sanders (President)

Sherwood Co-op

“This course has greatly increased my understanding of what good governance could/should look like and how each part (boards, management, members) plays a vital role in the co-operative’s success.”

2017 PARTICIPANT

“This course was highly enjoyable, and relevant to working in not only the co-op space, but with any group that needs to make decisions.”

2017 PARTICIPANT