The Board of Directors represents the member-owners’ interests in the operation of the store and the broader vision of the Co-op.
The Weavers Way Board uses the Policy Governance model to structure their activities and dictate how they relate to the General Manager and the member-owners.
What Is the Work of the Board?
Our governing style emphasizes strategic leadership and a clear distinction between Board and General Manager duties. The Board focuses primarily on intended long-term impacts rather than the operational means of attaining them. To accomplish this, the Board directs, controls and inspires the organization through the establishment of the broadest organizational values and policies. When we receive input, questions or concerns that relate to Co-op operations, we ask that the General Manager respond. Honesty, openness, and member input — these are key cooperative values and principles that guide the Board.
What is Policy Governance?
Policy Governance is a model developed by John Carver, a writer who has published extensively on board governance. Many food co-ops have moved to this system, as it allows us to balance representing member-owner views with allowing the store professional staff to fulfill member-owner requirements without micromanagement.
Board leadership requires, above all, that the Board provide vision. To do so, the Board must first have an adequate vision of its own job. That role is best conceived neither as volunteer-helper nor as watchdog, but as trustee-owner. Policy Governance is an approach to the job of governing that emphasizes values, vision, empowerment of both Board and staff, and the strategic ability to lead.
Observing the principles of the Policy Governance model, the Board has crafted its values into policies contained in one central, brief, document. The Board is continually assessing the relevance of its policies and how effective they are at achieving the goals of the Co-op.
The Board of Directors represents the member-owners’ interests in the operation of the store and the broader vision of the Co-op.
The Weavers Way Board uses the Policy Governance model to structure their activities and dictate how they relate to the General Manager and the member-owners.
What Is the Work of the Board?
Our governing style emphasizes strategic leadership and a clear distinction between Board and General Manager duties. The Board focuses primarily on intended long-term impacts rather than the operational means of attaining them. To accomplish this, the Board directs, controls and inspires the organization through the establishment of the broadest organizational values and policies. When we receive input, questions or concerns that relate to Co-op operations, we ask that the General Manager respond. Honesty, openness, and member input — these are key cooperative values and principles that guide the Board.
What is Policy Governance?
Policy Governance is a model developed by John Carver, a writer who has published extensively on board governance. Many food co-ops have moved to this system, as it allows us to balance representing member-owner views with allowing the store professional staff to fulfill member-owner requirements without micromanagement.
Board leadership requires, above all, that the Board provide vision. To do so, the Board must first have an adequate vision of its own job. That role is best conceived neither as volunteer-helper nor as watchdog, but as trustee-owner. Policy Governance is an approach to the job of governing that emphasizes values, vision, empowerment of both Board and staff, and the strategic ability to lead.
Observing the principles of the Policy Governance model, the Board has crafted its values into policies contained in one central, brief, document. The Board is continually assessing the relevance of its policies and how effective they are at achieving the goals of the Co-op.
The Board of Directors represents the member-owners’ interests in the operation of the store and the broader vision of the Co-op.
The Weavers Way Board uses the Policy Governance model to structure their activities and dictate how they relate to the General Manager and the member-owners.
What Is the Work of the Board?
Our governing style emphasizes strategic leadership and a clear distinction between Board and General Manager duties. The Board focuses primarily on intended long-term impacts rather than the operational means of attaining them. To accomplish this, the Board directs, controls and inspires the organization through the establishment of the broadest organizational values and policies. When we receive input, questions or concerns that relate to Co-op operations, we ask that the General Manager respond. Honesty, openness, and member input — these are key cooperative values and principles that guide the Board.
What is Policy Governance?
Policy Governance is a model developed by John Carver, a writer who has published extensively on board governance. Many food co-ops have moved to this system, as it allows us to balance representing member-owner views with allowing the store professional staff to fulfill member-owner requirements without micromanagement.
Board leadership requires, above all, that the Board provide vision. To do so, the Board must first have an adequate vision of its own job. That role is best conceived neither as volunteer-helper nor as watchdog, but as trustee-owner. Policy Governance is an approach to the job of governing that emphasizes values, vision, empowerment of both Board and staff, and the strategic ability to lead.
Observing the principles of the Policy Governance model, the Board has crafted its values into policies contained in one central, brief, document. The Board is continually assessing the relevance of its policies and how effective they are at achieving the goals of the Co-op.
Ever wonder why Weavers Way is called Weavers Way? The Co-op's founders named it after a collective of 28 weavers and other artisans in England who, in 1844, joined together to cooperatively purchase food they could not otherwise afford. The Rochdale Pioneers weren’t the first group to try forming a co-op, but they were the first to make their co-op succeed and endure. To avoid the mistakes made by earlier co-op societies and to help others, they developed a list of operating principles governing their organization. This list formed the basis for what are now known as the cooperative principles. Rochdale is considered the birthplace of the modern cooperative movement.
The Rochdale Principles are based on values not unlike those we subscribe to individually, including self-responsibility, democracy, equality, honesty and social responsibility.
Co-ops worldwide still adhere to the spirit of the Rochdale Principles. Those principles are outlined by the International Cooperative Alliance.
1. Voluntary and Open Membership
Cooperatives are voluntary organizations, open to all persons able to use their services and willing 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 policies and making decisions. The 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 organized in a democratic manner.
3. Member Economic Participation
Members contribute equitably to, and democratically control, the capital of their cooperative. At least part of that capital is usually the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing the cooperative, possibly by setting up reserves, part of which at least 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, or raise capital from external sources, 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, managers, 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.
6. Cooperation Among Cooperatives
Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional, and international structures.
7. Concern for Community
Cooperatives work for the sustainable development of their communities through policies approved by their members.
Ever wonder why Weavers Way is called Weavers Way? The Co-op's founders named it after a collective of 28 weavers and other artisans in England who, in 1844, joined together to cooperatively purchase food they could not otherwise afford. The Rochdale Pioneers weren’t the first group to try forming a co-op, but they were the first to make their co-op succeed and endure. To avoid the mistakes made by earlier co-op societies and to help others, they developed a list of operating principles governing their organization. This list formed the basis for what are now known as the cooperative principles. Rochdale is considered the birthplace of the modern cooperative movement.
The Rochdale Principles are based on values not unlike those we subscribe to individually, including self-responsibility, democracy, equality, honesty and social responsibility.
Co-ops worldwide still adhere to the spirit of the Rochdale Principles. Those principles are outlined by the International Cooperative Alliance.
1. Voluntary and Open Membership
Cooperatives are voluntary organizations, open to all persons able to use their services and willing 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 policies and making decisions. The 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 organized in a democratic manner.
3. Member Economic Participation
Members contribute equitably to, and democratically control, the capital of their cooperative. At least part of that capital is usually the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing the cooperative, possibly by setting up reserves, part of which at least 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, or raise capital from external sources, 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, managers, 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.
6. Cooperation Among Cooperatives
Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional, and international structures.
7. Concern for Community
Cooperatives work for the sustainable development of their communities through policies approved by their members.
Ever wonder why Weavers Way is called Weavers Way? The Co-op's founders named it after a collective of 28 weavers and other artisans in England who, in 1844, joined together to cooperatively purchase food they could not otherwise afford. The Rochdale Pioneers weren’t the first group to try forming a co-op, but they were the first to make their co-op succeed and endure. To avoid the mistakes made by earlier co-op societies and to help others, they developed a list of operating principles governing their organization. This list formed the basis for what are now known as the cooperative principles. Rochdale is considered the birthplace of the modern cooperative movement.
The Rochdale Principles are based on values not unlike those we subscribe to individually, including self-responsibility, democracy, equality, honesty and social responsibility.
Co-ops worldwide still adhere to the spirit of the Rochdale Principles. Those principles are outlined by the International Cooperative Alliance.
1. Voluntary and Open Membership
Cooperatives are voluntary organizations, open to all persons able to use their services and willing 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 policies and making decisions. The 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 organized in a democratic manner.
3. Member Economic Participation
Members contribute equitably to, and democratically control, the capital of their cooperative. At least part of that capital is usually the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing the cooperative, possibly by setting up reserves, part of which at least 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, or raise capital from external sources, 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, managers, 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.
6. Cooperation Among Cooperatives
Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional, and international structures.
7. Concern for Community
Cooperatives work for the sustainable development of their communities through policies approved by their members.
