une coop vise l'équité
- problématique - 2 personnes ne sont pas prêts à investir quelques heures par mois pour le développement de la coopréative sans garantie de rémunération.
Page pour explorer des détails de la transition vers une propriété collective. http://www.p-ced.com/1/about/background Note - prochaine conversation coopérative - le lundi 29 février de 13h30 à 15h30 avec Annie prof UQAM et spécialiste de coops de travailleurs. À explorer :
- How equal exchange aligns with our mission - a coop whose mission is to be a model for the future. 
- Social capitalism - The culture of community. To truly develop a culture of participation and cooperation requires time, in two important senses. First, we need the patience and commitment to do such work on a timescale measured in decades. Second we need economic arrangements that allow people the free time necessary to perform the work of teaching themselves a new way of living together as neighbours and citizens. we need to build systems that value human life. As Karl Polanyi put it: “The running of society as an adjunct to the market [where] instead of economy being embedded in social relations, social relations are embedded in the economic system.”
- large scale coop tells its vision and story[]
- Funding your business without funds v3 http://www.slicingpie.com/wp-content/uploads/2013/08/Slicing-Pie-v2.3FREE-SAMPLE-August-10_2013.pdf
2. The Open Guide to Equity Compensation https://github.com/jlevy/og-equity-compensation (github) Valuation (appraisal)
3) Les principes d'un commun au centre de notre Coop
8 Principles for Managing a Commons from Elinor Ostrom
1. Define clear group boundaries. 2. Match rules governing use of common goods to local needs and conditions. 3. Ensure that those affected by the rules can participate in modifying the rules. 4. Make sure the rule-making rights of community members are respected by outside authorities. 5. Develop a system, carried out by community members, for monitoring members’ behavior. 6. Use graduated sanctions for rule violators. 7. Provide accessible, low-cost means for dispute resolution. 8. Build responsibility for governing the common resource in nested tiers from the lowest level up to the entire interconnected system.
Commons Declarations Policies (From the Barcola group) [] law - collaborative contributors - technological infrastructures -
Ressources de Stéphanie Guici
- Continuation d'une société régie par la Loi sur des sociétés par actions en coopérative - Continuation d'une personne morale régie par la partie III de la Loi sur les compagnies en coopérative 1. The Law : a. Reserves and dividends You can read through the coop law here. Basic rules of cooperation list the following in relation to the reserve (Chapter 1). Pieces pertaining to distribution of surplus at year end and the reserve are in Chapter XX (Article 143 onward), and describes in precise order how to calculate surplus (aka profit) and how to allocate it.
You'll notice that long term planning is prioritized over member's individual benefits, as the General Assembly of the members is meant to attribute money to the reserve before they consider their own dividend (called a rebate in this translation). In addition, 10% of any surplus should go to the reserve, in addition to 10% of surplus in shares - basically, add equity until it represents at least 40% of the coop's debts. Yay squirreling! Finally, indivisibility is alluded to in article 147.
This being said: worker coops are allowed to create a secondary reserve, an "enhancement reserve", which can be drawn from to provide dividends to members who have left the coop over the course of a year, or upon dissolution.
b. Membership & Board affairs - Chapter IX. so. detailed. Note that section 3 of this chapter is where you'll find details about board elections in the case of a cooperative that is, 25 members. More details on board affairs in Chapter 11.
The purpose of a board is to oversee the strategy and affairs of the cooperative and hold coordinators accountable. They are the final authority on how things go, as you can tell from the law. A lot has been written on the topic but I found this article to be really good and concise.
c. Bookkeeping, coop style Count on the government to have rules about how it likes to see coop financial docs at the end of the year - here, an outline of the elements, in case you feel particularly $ nerdy in your free time.
d. Special provision for worker cooperatives - Title 2, Chapter V (article 222 onwards). Have a look at it given that it contains exceptions to rules in the main body of the law. This chapter is where, among other things, you'll find details regarding the trial period for new employees, casual workers, and how to calculate the dividend.
2. Writing your by-laws - the RESEAU provides a really good by-law writing service. They have a by-law template and walk through it to adapt it to the group's priorities and ambitions for the coop. The core staff (unfortunately) only speak French. And yes, I do have a copy of that most complete of docs in my computer ;).
3. Founding members : The issue of backpay to acknowledge founding members' work is addressed through an interpretation of article 224.7 of the coop law, and a clear article on that matter in your coop's by laws. Article 224.7 mentions that dividends, which are allocated based on the intensity of a member's use fo the coop / their hours worked, can be calculated up to 4 years in the past. This was largely meant for founders, in order for them to be recognized and compensated for their work appropriately once the coop was in a $ place that allowed for a dividend to be paid out.
4. Upcoming events : Canadian Worker Coop Federation - October 29-31, Lord Berri Hotel (info here). Drop in, i'm sure they can accommodate last minute folks.
5. Grants -For business plan, marketing plan, etc. RISQ provides loans (up to $5,000) that are interest free until the project comes to fruition. I think they tie their funding to a specific group of consultants CDECs used to have grants for start up. They generally requested a marketing or business plan as a deliverable, but groups can choose their consultant, which opens up the possibility of crafting a consultancy that better suits your group's needs. This is how the NDG Art Hive got us to do co-creation labs with them that fed into their business plan AND built team spirit & ownership. bliss.