WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 firstname.lastname@example.org Adam Schwartz, 202.383.5456 email@example.com Art Jaeger, 703.553.8000 firstname.lastname@example.org October 2, 2007 Big Business Is Suddenly Mimicking Co-op Values. But Are the Values the Same? Sustainability...empowerment…concern for community. These are among today’s most popular business values. But these values are nothing new to the nation’s 20,000-plus cooperatives. To co-ops, the big-business focus on ―corporate social responsibility‖ is the sincerest form of flattery. It’s what co-ops have been doing for 150 years. And the sudden interest in CSR is giving cooperatives an opportunity to identify co-ops as not just as an alternative business model, but as a better one. Cooperatives welcome the efforts of investor-owned companies to protect the environment and become more involved in their communities. But that doesn’t mean investor-owned companies have the long-term commitment to these concepts that characterize cooperatives. Stock companies’ focus on the bottom line and the next quarterly report simply won’t permit it. For cooperatives, concepts like sustainability, community involvement, and democratic control are more than just buzzwords. They are basic to how they do business, and how they will always do business. Cooperatives have multiple bottom lines, with social as well as economic goals. Credit unions make a special effort to serve those underserved by for-profit banks, agricultural co-ops help small farmers stay on their land, and electric and telephone cooperatives serve less-profitable rural areas ignored by investor-owned utilities. Cooperatives also exemplify the Ownership Society. Co-ops are not owned by Wall Street investors, but by rank-and-file Americans — the people and small businesses that buy co-op products and use co-op services. Surplus revenue is distributed to their grassroots owners, rather than to outside investors. And, while stock company governance is closed to all but the largest shareholders, cooperative governance is open and democratic. For all these reasons — their grassroots focus, their democratic governance, and their multiple bottom lines — cooperatives are truly a better way to do business. A conservative estimate of total co-op membership is 130 million, or more than a third of all Americans. Former congressman and co-op leader Glenn English calls that a ―force to be reckoned with when we decide to come together.‖ And cooperatives are coming together like never before. Co-ops have united recently around a series of joint marketing efforts being kicked off in October, traditionally celebrated as National Cooperative Month. Included is a 17-minute video, a ―Co-ops for Community‖ Girl Scout patch, a series of prominent sponsorships on National Public Radio, and a new website, www.go.coop, serving as a gateway to the entire co-op community. There’s also a new slogan in the air: ―Cooperatives Are a Better Way to Do Business… Cooperatives Change the World… Go Co-op!‖ The enclosed materials provide an updated picture of the cooperative business community today. For additional information, or to interview a co-op business leader, contact Art Jaeger (703.553.8000 or email@example.com), or Roberta MacDonald (802.839.0529 or firstname.lastname@example.org). WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 email@example.com Adam Schwartz, 202.383.5456 firstname.lastname@example.org Art Jaeger, 703.553.8000 email@example.com October 2, 2007 Cooperatives Are... A cooperative is a business. Co-ops range in size from small store-fronts to Fortune 500 companies. In many ways, they're like any other business; but in several important ways they're unique and different. Cooperatives… Are owned and democratically controlled by their members — the people who use the co-op's services or buy its goods — not by outside investors. Co-op members elect their board of directors from within the membership. Return surplus revenues — income over expenses and investment — to members proportionate to their use of the cooperative, not proportionate to their ―investment‖ or ownership share. Are motivated not just by profit, but also by service, to meet their members’ needs for affordable and high quality goods or services. Exist primarily to serve their members. Pay taxes on income kept within the co-op for investment and reserves. Surplus revenues from the co-op are returned to individual members who pay taxes on that income. Types of Cooperatives Cooperatives fall into four general categories: consumer, producer, worker and purchasing/shared services. Consumer — Consumer cooperatives are owned by the people who buy the goods or use the services of the cooperative. They sell consumer goods such as food and outdoors equipment. They provide housing, electricity and telecommunications. And they offer financial, healthcare, childcare, funeral and other services. Almost any consumer need can be met by a cooperative. Examples of consumer cooperatives include all credit unions, housing co-ops, and electric and telephone cooperatives. The largest U.S. consumer cooperative is Seattle- based REI Inc. Producer — Producer cooperatives are owned by people who produce similar types of products: farmers who grow crops or raise livestock, craftsmen, or artisans. By banding together, they increase their bargaining power with buyers. They also combine resources to better brand and market their products, improving the incomes of their members. Some of the best known producer cooperatives are Land O’Lakes, Florida’s Natural Growers, Ocean Spray, Welch’s, and Cabot Cheese. Worker — Worker cooperatives are owned by the employees of the business. They operate in all sectors of the economy and provide workers with both employment and ownership opportunities. Examples include employee-owned food stores, processing companies, restaurants, taxicab companies, sewing companies, and timber processors. Examples of worker cooperatives include Equal Exchange Fair Trade Coffee, Alvarado Street Bakery, and the upscale Manhattan restaurant René Pujol. Purchasing/Shared Services — Purchasing and shared services cooperatives are owned by independent business owners, small municipalities and, in some cases, state governments. They band together to enhance their purchasing power, lowering costs and improving competitiveness. They operate in all sectors of the economy. Well-known examples of purchasing cooperatives are True Value hardware and Carpet One. Why Co-ops Form Historically, co-ops were formed when the marketplace failed to provide needed goods or services at affordable prices and acceptable quality. Today, cooperatives offer a better business model that has social as well as economic goals, distributes capital more equitably, and is governed more democratically. Cooperatives allow people to improve their quality of life and enhance their economic opportunities. Throughout the world, cooperatives provide financial services, consumer goods, housing, and other services that would otherwise cost them more, be unavailable, or lack democratic involvement. Serving Many Needs... Cooperatives may be organized to provide just about any good or service such as: Childcare Credit and personal financial services Employment Equipment, hardware and farm supplies Electricity, telephone, Internet and satellite and cable T.V. services Food and food services Funeral and memorial service planning Group purchasing of goods and services Health care Health insurance Housing Insurance Legal and professional services Marketing of agricultural and other products Source: National Cooperative Business Association WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 firstname.lastname@example.org Adam Schwartz, 202.383.5456 email@example.com Art Jaeger, 703.553.8000 firstname.lastname@example.org October 2, 2007 Cooperatives by the Numbers There are more than 21,000 U.S. cooperatives in a wide variety of industries, according to the best current estimate. Cooperatives have approximately 130 million members, more than a third of all Americans. Cooperatives employ more than 600,000 people, with aggregate payrolls of more than $15.5 billion annually. Cooperatives generate annual revenues in excess of $273 billion. The top 100 cooperatives had total revenues of more than $150 billion in 2006. Among Individual Co-op Sectors… Agriculture — Three thousand cooperatives, with 2.8 million members, market approximately one-third of U.S. farm products. Credit unions — Approximately 8,500 credit unions have more than 90 million members and $750 billion in assets. Electric — Nearly 1,000 cooperatives own and maintain nearly half of the electric distribution lines in the United States. Their lines cover three-quarters of the U.S. land mass and provide electricity to 39 million Americans. Telecommunications — Some 260 cooperatives provide service to 1.9 million people. Housing — Approximately 7,500 cooperatives provide homes for 1.2 million families, or 3 million people. Grocery — More than 350 retail and wholesale cooperatives have annual revenues of $33.5 billion. Retail food cooperatives alone have 500,000 members. Purchasing — Some 300 cooperatives serve 50,000 independent small businesses. . Public Attitudes toward Co-ops A 2003 survey by the National Cooperative Business Association and the Consumer Federation of America found that two-thirds of consumers believe businesses owned and governed by their customers, with consumers on their boards, are more trustworthy than those that do not. A majority said that locally owned and controlled companies that allow customers to democratically elect the board of directors are more trustworthy. More than 75 percent of those surveyed agreed that co-ops run their businesses in a trustworthy manner, compared with just 53 percent for investor-owned companies. More than two-thirds agreed that consumer-owned co-ops are ethically governed, while just 45 percent said the same of investor-owned corporations. Co-ops also rated higher than investor-owned companies on questions of value, quality, price, and community commitment. Sources: National Cooperative Month Planning Committee, co-op trade associations, NCB’s Co-op 100, found at www.co-op100.coop WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 email@example.com Adam Schwartz, 202.383.5456 firstname.lastname@example.org Art Jaeger, 703.553.8000 email@example.com October 2, 2007 Cooperative Principles and Values Cooperatives worldwide operate under a set of values and principles adopted by the International Cooperative Alliance. Values Cooperatives are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In the tradition of their founders, cooperative members believe in the ethical values of honesty, openness, social responsibility and caring for others. Principles 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. 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 organized in a democratic manner. 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. They 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. 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. 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. Cooperation among Cooperatives — Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional and international structures. Concern for Community — While focusing on member needs, cooperatives work for the sustainable development of their communities through policies accepted by their members. Sources: National Cooperative Business Association, International Cooperative Alliance WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 firstname.lastname@example.org Adam Schwartz, 202.383.5456 email@example.com Art Jaeger, 703.553.8000 firstname.lastname@example.org October 2, 2007 Why Cooperatives Are a Better Business Model Cooperatives are not simply an alternative way of doing business, they are a better business model. Paul Hazen, president and chief executive of the National Cooperative Business Association, an umbrella group for all co-ops, offers six reasons why the cooperative model is better. 1. Cooperatives distribute capital widely among average Americans, while stock companies concentrate wealth. Surplus revenues earned by a cooperative are either reinvested in the business or returned to members in the form of lower prices or patronage refunds. Refunds, which cooperatives call patronage dividends, are based on how much business a member does with the cooperative. With more than 130 million cooperative members nationwide, this distributes co-op revenues broadly among average Americans. Investor-owned businesses, on the other hand, distribute profits based on how much stock each shareholder owns. Those with the most shares receive the most. This can further concentrate wealth; it is strictly a financial return. Shareholders often don’t even patronize the businesses they invest, while those who those who do buy the business’s products receive little. 2. Cooperatives keep capital in the community in which it was generated, while stock companies export capital elsewhere. Since cooperatives return surplus revenue to their members, they keep wealth in the communities in which they operate. An electric co-op in Montana, for example, gives its refunds overwhelmingly to middle-class people who live and work in the area in which it is located. A credit union does the same, although a credit union’s surplus typically is returned in the form of better interest rates on loans and savings, rather than as a refund. Stock companies do the reverse. By allocating profits to shareholders, they take capital out of the community and send it elsewhere. This is because the largest shareholders in a publicly traded company are often investors who live outside the community. Most of the stock in a bank, for example, is not owned by area residents. Rather, it is owned by investors who may live in New York, Philadelphia, Los Angeles or even overseas. 3. Cooperatives exemplify the Ownership Society, while stock companies concentrate ownership among the investor class. Cooperatives don’t merely distribute capital to 130 million members nationwide; they are owned by them as well. Cooperatives are owned by those who buy their goods or use their services. That’s more than 40 percent of all Americans. Ownership of stock companies, on the other hand, is concentrated among a small group of outside investors, who own the majority of the shares in the business. 4. Cooperative governance is open and democratic, while stock company governance is closed. Cooperatives are run democratically, on a one-member, one-vote basis. All members have an equal voice in running the business. Boards are selected by members in open, democratic elections and are accountable directly to members. Contested elections are the norm. Board members are usually volunteers and do not have a business relationship with the co-op, other than buying its products or services. The governance process is open and boards are free to act in the co-op’s best interest. Conversely, most stock company shareholders have little say in running the company. Shareholders must meet an ownership threshold — in other words, own a large amount of stock — to have any meaningful input. Boards include members of management and those with financial ties to the organization, such as major contractors. Management maintains careful control over who is nominated and CEOs often serve as board chairs. Hand-picked candidates are common and contested elections are rare. Control is in the hands of a few, many of whom have agendas other than what is in the best of the business. 5. Cooperatives have both economic and social goals, while stock companies are motivated solely by the need to maximize shareholder returns. This has positive consequences for co- ops and negative ones for stock companies. Co-operatives have multiple bottom lines. In addition to meeting the economic needs of their members, they often have social objectives, such has widening participation in the economic system or promoting sustainable development. Credit unions, for example, have a goal of serving consumers often ignored or underserved by banks. Stock companies’ focus on shareholder returns often leads to negative outcomes, including exploitation of one economic group over another. In the underdeveloped world, for example, while co-ops are associated with higher wages and fair trade, publicly traded companies are notorious for condoning and encouraging slave and child labor to increase profits. 6. Cooperatives largely police themselves while government must provide extensive oversight and control over stock companies. Members provide oversight of cooperatives, generally assuring that the business adheres to good business practices and cooperative principles, such as open government and concern for community welfare. To protect their customers, stock companies must be highly regulated. Despite this, in recent years stock companies have been susceptible to scandals, while co-ops have been resistant to scandal. Source: National Cooperative Business Association WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 email@example.com Adam Schwartz, 202.383.5456 firstname.lastname@example.org Art Jaeger, 703.553.8000 email@example.com October 2, 2007 Cooperatives Are Working Together Like Never Before Cooperative businesses — often a loose-knit, independent group — have worked together recently on several efforts to better tell the co-op story. All are timed for an October launch, during what is traditionally National Cooperative Month. A new website, www.go.coop, will serve as a gateway to the entire co-op community. It includes links to the major co-op sector associations, including the National Cooperative Business Association, National Cooperative Grocers Association, National Association of Housing Cooperatives, Credit Union National Association, and U.S. Federation of Worker Cooperatives. Future enhancements are likely to include a directory of co-ops searchable by zip code. A new slogan will be unveiled on www.go.coop: ―Cooperatives are a Better Way to Do Business… Cooperatives Change the World. Go Co-op!‖ Cabot Creamery Cooperative in Vermont developed the slogan with help from representatives of various co-op sectors. The hope is the slogan will be adopted by co-ops nationwide. A month of high profile sponsorship announcements on National Public Radio will celebrate the co-op business model. Listeners will hear more than 50 announcements boosting the cooperative business model during October on programs including All Things Considered and Morning Edition. All announcements will encourage listeners to learn more about cooperatives at www.go.coop. Sponsors are Cabot Creamery Cooperative, the Credit Union National Association, NCB (the National Cooperative Bank), and the National Cooperative Business Association. A Girl Scout patch will promote cooperatives around the theme ―Co-ops for Community.‖ The activity booklet for earning the patch teaches participants what a co-op is, what the different types of co-ops are, how to govern a co-op, and how to find co-ops on the Internet. The patch was sponsored by Cabot Creamery Cooperative and the National Cooperative Business Association. A 17-mintue video, geared to educating people about co-ops, feature interviews with leaders of highly successful co-ops, including Equal Exchange in Boston, Ocean Beach People’s Organic Food Market in San Diego, Greenbelt Homes Cooperative in Greenbelt, Md., Basin Electric Power Cooperative in Bismarck, N.D., and Greater El Paso’s Credit Union, also known as GECU. The video, which was sponsored by the National Cooperative Business Association, will is available on www.go.coop, along with shorts featuring each of the individual co-op leaders interviewed in the video. A Day in the Life of Cooperative America, a booklet celebrating the diversity of the cooperative business sector, is being published by the National Cooperative Month Planning Committee. It will be available on the Co-op Month website, www.coopmonth.coop, during October. The work of the planning committee is supported by most of the major national cooperative organizations. WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 firstname.lastname@example.org Adam Schwartz, 202.383.5456 email@example.com Art Jaeger, 703.553.8000 firstname.lastname@example.org October 2, 2007 Big Business Is Mimicking Co-op Values, or Is It? Increasingly, investor-owned businesses are mimicking long-standing cooperative principles — in their actions, their products, and their marketing. Fortune 500 companies from Bank of America to General Electric are stressing concepts like sustainability and concern for community, and launching programs to address major national problems ranging from greenhouse gas emissions to lack of home ownership. Many of these Corporate Social Responsibility programs are sincere efforts to make the world a better place. But others are more public relations than a serious effort to attack a problem. Still others, like Toyota’s marketing of the energy-saving Prius, are so intertwined with business goals as to be indistinguishable from them. A recent Harvard Business Review article underscores this point, suggesting that the best CSR programs simultaneously address a social problem and benefit the corporation’s bottom line.* A few companies do everything but take the legal step to convert to a cooperative, and have profited handsomely as a result. Whole Foods Market acts and looks like a chain of retail food cooperatives, and Ben & Jerry’s Homemade Ice Cream takes up numerous environmental and small farmer causes. Cooperatives applaud efforts of big business to work on behalf of the environment or to become more involved in their communities. But embracing cooperative values doesn’t make these investor-owned businesses co-ops. For cooperatives, concepts like sustainability, community involvement, and democratic control are basic to how they operate. Cooperatives are owned and governed by those who use them, rather than Wall Street investors. Those member-owners, rather than outside investors, receive any surplus revenue based on how much business the member-owner does with the cooperative. That keeps revenues in the community in which the cooperative operatives and also tends to distribute them broadly among the middle class, rather than the investor class. Cooperatives also have multiple bottom lines, with social as well as economic goals. Credit unions, for example, make a special effort to serve those underserved by for-profit banks. Electric and telephone cooperatives serve less-profitable areas ignored by investor-owned utilities. For these reasons, cooperatives remain a distinct business form, that is not just different from the investor-owned model, but better. And no amount of embracing cooperative values by a stock company will change that. *Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility, by Michael E. Porter and Mark R. Kramer, Harvard Business Review, December 2006. Sources: Company websites, National Cooperative Business Association , Harvard Business Review WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 email@example.com Adam Schwartz, 202.383.5456 firstname.lastname@example.org Art Jaeger, 703.553.8000 email@example.com October 2, 2007 Cooperatives Are Tackling Problems and Making Life Better for Americans Co-ops are tackling some of our most intractable national problems, helping people of all income levels. Housing — Cooperatives are providing solutions to a variety of housing problems. Cooperative ownership is upgrading manufactured housing parks around the country, while an increasing number of housing cooperatives are catering to retirement-age residents. Limited-equity co-ops, which preserve moderately priced housing, make it possible for low- and middle-class families to stay in gentrified urban neighborhoods in cities like New York and Washington, D.C. A few housing cooperatives also provide services that allow seniors to ―age in place‖ near friends and relatives. Health Care — Cooperatives are bringing down the cost of prescription drugs and other health services, and improving patient care. Consumer-owned and governed HMOs like Group Health Cooperative in Seattle are improving care and lower costs by focusing on the needs of their member-owners, rather than on maximizing profits. A growing number of states, groups of states, and local governments are also lowing health care costs with volume pricing through drug and health care purchasing cooperatives. Finally, VHA, Inc., a Hospital purchasing cooperative based in Irving, Tex., , is keeping the doors open at small, community-owned hospitals across the nation by negotiating lower prices for equipment, supplies and other services. Financial Services — Credit unions, or member-owned financial institutions, help Americans of all income levels with their finances by offering lower interest rates on loans, higher interest on savings, and better service than for-profit banks. Consumer Reports recently said credit unions offer consumers ―the best … deals around‖ for financial services. Credit union-issued credit cards also scored high in a recent Consumer Reports survey. In addition, credit unions offer financial services to recent immigrants and others whom the investor-owned banking system ignores. Rural America — Cooperatives are helping rural America survive and thrive. Electric and telecommunications co-ops serve rural areas that investor-owned utilities often ignore. Telecommunications cooperatives are also helping to bridge the digital divide by offering reasonably priced high-speed Internet and satellite and cable television services. Farm co-ops are helping small farmers stay on their land, while many other co-ops are bringing jobs and income to rural areas. Saving Main Street — Small business purchasing cooperatives are helping local, independent businesses compete with the big boxes and mega-chains by negotiating group purchases of supplies, advertising, warehousing, and more. The savings and other services offered by these cooperative give their member-owners the ability to withstand intense competition from chains like Wal-Mart, Home Depot, Walgreens, and Rite Aid. Among others, purchasing cooperatives are serving independent hardware stores, pharmacies, grocery stores, bicycle shops, and wholesale distributors of construction supplies. Employment — Some worker-owned cooperatives offer both jobs and ownership opportunities for those with few or no job skills. One such cooperative, Cooperative Janitorial Services, launched in 1995 by Interfaith Business Builders in Cincinnati, now does $14,000 in business per month. The worker-own co-op model has also been adapted for taxi drivers, restaurant workers, and home health care workers. Community Assistance — Cooperatives offer a hand up to the disadvantaged in their communities through programs that help children, the elderly, the poor, and the homeless. Across the country, co-ops raise money for college scholarships, conduct community cleanups, and help low-income workers with their taxes. Others encourage energy conservation and lead recycling programs. Still others — especially electric and telephone cooperatives —breathe life into ailing communities through economic development programs that attract new businesses and create jobs. Education — Cooperatively structured preschools are part of the good news in education, requiring parent-members to participate in every aspect of the school’s operation, including governance, finances, curriculum, administration, and maintenance. Purchasing cooperatives of public school systems across the country are also saving taxpayer dollars though joint purchasing of services and supplies. These cooperatives also provide much-needed professional development opportunities for teachers and school administrators. International Development — Co-ops’ helping hands even extend overseas. Eight international cooperative development organizations representing various co-op sectors manage projects in more than 70 countries. These projects do everything from creating credit unions to bringing electricity to remote areas. The involvement of cooperative organizations overseas began more than 40 years ago. It grew from co - ops’ conviction that their business model, which has helped millions in this country, could be adapted to help people in developing countries achieve a better life. Cooperatives are Innovators In the 1970s, retail food cooperatives pioneered the natural and organic food market. Food co-ops also were the first to offer nutrition labeling. In the 1980s, Equal Exchange, a worker-owned cooperative, pioneered the Fair Trade coffee movement. In 2000, cooperatives won approval for .coop, one of the first restricted top level domains on the Internet. Cooperatives have been in the forefront of the ethanol movement since its earliest days. Today, the majority of ethanol is still produced by cooperatives. Now cooperatives are playing an equally prominent role in the biodiesel revolution and in advancing other renewable energy sources, including wind and solar energy. Sources: National Cooperative Business Association, Cooperative Development Foundation, National Cooperative Month Planning Committee, organization websites WWW.GO.COOP Contacts: Roberta MacDonald, 802.839.0529 firstname.lastname@example.org Adam Schwartz, 202.383.5456 email@example.com Art Jaeger, 703.553.8000 firstname.lastname@example.org October 2, 2007 CONTACTS FOR COOPERATIVES Paul Hazen Floyd Robb Housing Cooperatives President and CEO Vice President, Communications National Cooperative Business Basin Electric Power Mary Ann Rothman Association Cooperative Executive Director Washington, DC Bismarck, North Dakota Council of NY Cooperatives & 202.638-6222 701.223.0441 Condominiums email@example.com firstname.lastname@example.org New York, New York 212.496.7400 Charles Snyder Credit Unions email@example.com President and CEO NCB Mark Wolff Gretchen Overdurff Washington, DC Senior Vice President General Manager 800.955.9622 Credit Union National Assoc. Greenbelt Homes, Inc. firstname.lastname@example.org Washington, DC Greenbelt, Maryland 202.508.6764 301.474.4161 Agricultural Cooperatives email@example.com firstname.lastname@example.org Roberta MacDonald Harriet May Health Care Cooperatives Senior Vice President President and CEO Cabot Creamery Cooperative GECU – Greater El Paso Credit Mike Foley Montpelier, Vermont Union Media Relations Manager 802.839.0529 El Paso, Texas Group Health Cooperative email@example.com 915.774.1702 Seattle, Washington firstname.lastname@example.org 206.448.4148 Justin Darisse email@example.com Communications Director RETAIL F OOD C OOPERATIVES National Council of Farmer Purchasing Cooperatives Cooperatives Kelly Smith Washington, D.C. Marketing Director Kevin Coggins 202.626.8700 National Cooperative Grocers Board Member, Yaya! Bike firstname.lastname@example.org Association Owner, The Spin Cycle Iowa City, Iowa Gary, North Carolina Electric Cooperatives 319.466.9029 919.460.9373 email@example.com firstname.lastname@example.org Glenn English CEO Nancy Casady Worker-Owned Cooperatives National Rural Electric General Manager Cooperative Association Ocean Beach People’s Organic Erbin C rowell Arlington, Virginia Food Market Equal Exchange & Co-operative 703.907.5500 San Diego Fund of New England 619.224.1387 West Bridgewater, Mass. email@example.com 401.419.0381 firstname.lastname@example.org
"Setting Up a Cooperative Business in Florida"