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					                                   ANNUAL GENERAL MEETING MINUTES
                              FOR THE MALENY CO-OPERATIVE CLUB LIMITED
                                        trading as The UpFront Club
                                 6:30 pm THURSDAY 26 NOVMEMBER 2009
                          AT THE UPFRONT CLUB, 31 MAPLE STREET, MALENY, QLD.


1.       Welcome
        Claire Booth paid respects to the local Elders acknowledging their ownership of the land and
         welcomed the members and friends. This meeting will address those issues on the agenda and
         any other issues that can be addressed in the time frame. Another time will be set for those
         issues that can not be addressed tonight
        Claire announced Paul Veit would be facilitating the meeting.
        The Chairman of the Board, Tony Woodhouse, addressed the meeting and remembered Ian
         Semmel who passed away during the year. Tony extended a special warm welcome to Jill Jordan.

2.       Opening of Meeting
        Meeting commenced: 7:00pm. The delay was due to the large turnout of members and friends
         signing in.
        Paul introduced each of the Board members.
        Paul asked if all members had signed the registers.
        Paul announced that only financial members are entitled to vote at this AGM. Joint members
         holding one share have a single vote. Voting will be by show of voting cards.
        Paul announced that under Rule 39 there are no proxy votes for this AGM. Rule 39 reads: “There
         is no entitlement to proxy voting. All voting at meetings must be done in person by members and
         by persons acting under power of attorney.”
        Paul read out the Code of Conduct.

3.       Apologies
        There were no apologies.

4.       Confirmation of minutes of AGM held 25th November 2008
        Paul explained there is only one set of minutes for both the Club and Coop from the 2008 AGM
         as it was treated as a combined meeting even though the Transfer of Engagement had not, and
         still has not, been finalised. This was an incorrect process which cannot be reversed and while we
         can’t change what happened last year we are holding 2 separate AGMs this year and each will
         need to confirm the combined minutes from 2008.
        The minutes of the AGM held 25th November 2008 were confirmed.
         moved:           Harry Whitehouse              seconded:      Ridley Kennedy

5.       Presentation of the Directors’ report for financial year 2008/2009
        Tony Woodhouse, Chairman of the Board presented the Directors report – Appendix A
        Paul thanked the staff who make the UpFront Club the special place it is; our volunteers who
         give so willingly so much of their time; Karen who has had a difficult and challenging year, but
         has resolutely stuck to the task of managing both businesses and driven a host of changes;

Minutes: The Maleny Co-operative Club                                                       Page 1 of 16
         board secretary, Jill Cutting who has spent many hours assisting in organising these AGMs
         alongside her other tasks; previous board secretaries Gay Liddington and Kaye McGarry and
         finally to the board of directors who have given much time in directing the UpFront Club.

6.       Presentation of the General Manager’s report for financial year 2008/2009
        Karen Syrmis. the General Manager, presented her report – Appendix B
        Karen thanked Michael Cole-King for helping her set up the database for volunteers.

7.       Consideration and Acceptance of the Financial Statements and Auditor’s report
         for year ending 30th June 2009
        Paul invited Dick Newman, Finance Manager, to speak to the financial statements and field
         questions from members.
        Dick explained the financial reports are a snap shot in time.
        Dick noted that both the Club and the Coop moved to an accrual accounting system. Why? It was
         necessary as the Australian Taxation Office (ATO) have ruled once a business reaches a turnover
         of $2m it must move to an accrual based accounting system. However the staff and the board
         also wanted to move to accrual accounting. The combined turnover for the Club and the Coop
         for the 09/10 financial year is estimated to be around $3m.
        It is difficult to compare the 08/09 year with past years as the past years were a cash based
         accounting system.
        The initial year the accrual based accounting system is introduced includes 12 months income
         and 13 months costs. This distorts the reported profit.
        Another important number is the closing stock figure. While it is reasonable for the Club, it was
         very difficult to accurately determine for the Coop. We were mindful of not over recording the
         stock.
        The loss on the balance sheet compared to last year - the main item to explain the loss is the
         creditors. While the creditors figure is high, it is reasonable by the industry standard which is
         approximately 4 weeks (30 days) purchases at any point in time.
        Club sales are now going up and expenses are being contained resulting in a modest year to
         date profit. In the Coop we are still implementing the Point Of Sale (POS) system so expenses
         have not yet flat lined.
        Dick offered to provide anyone interested with a breakdown of any of the figures in the financial
         statements if they requested it.

         moved:         Harry Whitehouse            seconded:     Michael Cole-King
         The financial statements and auditor’s report were accepted.

8.       Appointment of Auditor for financial year 2009/2010
        Paul explained that David Bromet, of David Bromet and Assoicates, our auditor for many years,
         resigned as the practice is no longer offering audit services. David gave the Board ample notice
         of this and the Board interviewed 2 prospective auditors.
        Paul thanked David on behalf of the Board and members for his patience, solid advice and help
         over many years and presented him with a thank you gift.



Minutes: The Maleny Co-operative Club                                                      Page 2 of 16
         Paul announced that the Board has adopted David’s recommendation of Bentley Shrapnel &
          Stephens of 7 Arundell Avenue, Nambour to be appointed as auditors for the UpFront Club for
          the financial year 2009/2010.

          moved:        Ridley Kennedy                        seconded: Herman Schwabe
          carried.

9.        Election of Directors
         Paul explained that at the AGM of 2005 it was agreed by special resolutions put to the members
          to reduce the number of directors to 9 and to exclude staff members from nominating for the
          position of Director because of the conflict of interest that this would create. These resolutions
          should have been registered with the Office of Fair Trading. Even though the resolutions was not
          registered the Board, on advice from the Registrar of Cooperatives, agreed to respect the
          members vote and uphold the resolutions.
         Claire Booth and Errol Richardson who filled casual vacancies on the Board during 2009 stood
          down and both offered themselves for re-election. Francis Minneart nominated so as there are
          3 nominations to fill 2 vacancies an election was held by secret ballot.
         Paul put forward John Muir and Franklin Bruinstroop as Returning Officers for the election. This
          was accepted by the members with a show of cards.
         Paul read out the Director’s duties.
         Each candidate introduced themselves to the members.
         Jill Jordan commented that it is wonderful that we have people with good qualifications
          nominating for the board. She congratulated the candidates and says she remembers a time
          when it was a struggle to get people to nominate.
         Following a secret ballot, Paul declared Claire Booth and Errol Richardson elected.

10.       Director’s Remuneration
         There is no remuneration for Directors on the Board of the Maleny Co-Operative Club Limited.

11.       Special Business - Notice of which has been given to members
         There was no special business, notice of which has been given to members

12. Special Business - Notice of which has been given by members
         Members questions specifically relating to the Club where addressed. The questions and answers
          were provided as part of the AGM papers to members – Appendix C.
         Question 1. The progress of the amalgamation of the Maleny Co-Op Club and the Maple St Co-
          operative Society Ltd to date, be reported to the Co-op members.

We are continuing in the direction of amalgamation of the two Co-ops but it has been a long process.
The initial delay was caused by the need to change the liquor license at the Club from a Club license to
a Restaurant license, which was a huge job, taking over two years, and has recently been completed.

Our next challenge is to consider some complex taxation issues that may have large, unintended
financial consequences on our operation.


Minutes: The Maleny Co-operative Club                                                        Page 3 of 16
Depending on the response we receive from the queries we have lodged with the ATO we will
consider our next steps with consultation from membership. We will then be in a position to call a
Special General Meeting and vote on a proposed way forward.

   - Michael Cole-King advised the members that Directors are held liable if the business becomes
   insolvent.
   - A question put by member, Lindsay Kruger, on an unrelated topic was ruled out of order as the
   question was not submitted with the required 21 days notice prior to the AGM and it was a personal
   attack so against the code of conduct.
   - Paul put it to members that we continue with the questions that apply to both the Club and the
   Coop while waiting for the result of the election. It was agreed by a show of cards.

      Question 2. As an affirmation of the 30 yr celebrations of a successful co-operative, we create a
       working group with the stakeholders (members, staff, board, management and suppliers) to
       focus Maple St Co-op on becoming socially, environmentally and economically accountable by
       adopting the Triple Bottom Line model of accountability.

In the coming year the board will consider implementing a professional style Triple Bottom Line
accounting system. We understand that without a professional system, we may not be able to
accurately assess our environmental and social impacts. However, we do have concerns about the
time and financial commitment that may be required for this process to be valid, so we will need to
examine our options carefully.

We are happy to accept expressions of interest from members, staff and experts interested in
contributing to this process.

   - People interested in getting involved with question 2 should contact the Board Secretary to
   arrange a meeting with the directors.

     Paul addressed Question 3 earlier during the Election of Directors.
    Question 3 - An announcement needs to be made to inform the membership that the following
    special resolutions that were passed at the 2004-2005 AGM of the Maple St Co-op Society Ltd and
    were not registered with the Co-op registrar are not binding and thus should remain as originally
    constituted: The Special Resolutions were:
• Section 44 (2) – Amend to read: “The board must have a minimum of five and maximum of nine
elected Directors, all of whom must be an individual, whether as a member of the Co-operative or as a
representative of a corporation member or otherwise, and be at least 18 years old”. (This change is a
reduction of the maximum number of Directors from twelve to nine)
• Section 45 (1) – Amend to read: “A person is not qualified to be a Director of the Co-operative unless
the person is:
(a) an active member of the Co-operative or a representative of a corporation that is an active member
of the Co-operative and is not currently employed by the Co-operative or
(b) a person qualified under section 46 of the Rules to be an independent Director” (This change is the
deletion of an employee being able to stand as a Director)

At the AGM of 2005 membership voted with a majority of more than 66% to reduce the maximum

Minutes: The Maleny Co-operative Club                                                      Page 4 of 16
number of directors to nine and to exclude staff members from nominating as board directors.
The reasons for both decisions were fully explained and debated by the membership at that time.

Advice that the resolutions would be put to the membership should have been put to the Office
of Fair Trading prior to the AGM and registration of the decision should have been completed
after the meeting. Neither of these technical matters were carried out. Even though this
resolution was not registered, the Board, on advice from the Registrar of Coops agreed to
respect the members’ vote and uphold the resolution.

We regret our technical error in not lodging the appropriate pre-approval forms with the Office of
Fair Trading, and have been in discussion with them. We will remedy the situation as soon as
possible.

         Paul announced the results of the election and resolved to address the remaining questions in
          the Maple St Cooperative AGM.

13.       Close
         Paul apologised for the time over run.
         Meeting closed:       8.30 pm

_____________________________________________________________________________________




Minutes: The Maleny Co-operative Club                                                      Page 5 of 16
                                                                                            APPENDIX A

       Directors’ Report for Maleny Cooperative Society (Upfront Club) for the Year 2008-2009

While the UpFront Club and Coop operate as separate cooperatives the Board has asked the General
Manager to implement a number of changes in both organisations. That is why much of the information
in the Maple Street Cooperative report is also relevant to the Upfront Club.
Some special points regarding the Club are important to mention. We are pleased that we have been
able to change our liquor licensing arrangements. We have moved from a club license to a restaurant
licence making it easier for our members and guests to drink and dine in the Up Front Club. Thanks to all
who volunteered their time to this huge administrative task.

The liquor licensing completion is a step towards amalgamation of the operations of the two
Cooperatives which the Board continues to investigate. We have made queries to the tax office about
questions relating to the amalgamation. We are waiting to hear back so that the proposed
amalgamation does not have any unintended financial consequences. The financial viability of both
organisations is very important so we want to make sure that this is foremost in all our minds in future
decision making about the amalgamation. Members will hear more about this as information comes to
hand.

The Board is keen to ensure that our staff an outcome, other than wages, from their employment with
the Club. Accordingly, Karen, our General Manager, has introduced an extensive training program which
has enabled staff members to access improved training opportunities and to obtain recognised
qualifications in various areas.

The Board is also keen to broaden our connection with the community. Karen suggested holding regular
events and meetings in the Club. These have been very successful. She has also introduced a catering
business which enables the Up Front Club to cater for outside events and community gatherings.
The Board is delighted with the success of the volunteer program in the Club giving opportunities to
those wishing to make a practical contribution.

We have addressed a number of improvements to meet our workplace health and safety obligations at
the Club. This relate to noise levels and disability access. Government regulations in many areas
continue to affect our business operations and require a continual improvement in our compliance. We
continue to familiarise ourselves with our legislative requirements and respond in an appropriate and
cost effective way.
Our entertainment program continues to be the “jewel in the crown” of the Club. We thank all those
involved in coordinating and preparing this innovative program.
While this has been a challenging financial year globally, we are pleased that the Upfront Club has been
able to continue to be a social hub, cultural centre and fine eating place for our members and other
customers. We are also pleased that in recent months the Club has improved its performance
financially. It has registered a modest profit in the year to date.
The Board is grateful for the hard work and optimism of our General Manager, Karen Syrmis who has
worked closely with the Board to make the necessary improvements in the Club and implement changes
including upgrading the POS (Point of Sales System). She has made an extraordinary commitment this
year.

Minutes: The Maleny Co-operative Club                                                     Page 6 of 16
We are would also like to thank the staff and volunteers who, seven days a week continue to create a
wonderful meeting place for the Maleny community. We are extremely grateful for their hard work and
commitment.
Lastly the Board would like to thank our members who continue to be passionate about the Club and
draw important issues to our attention. We appreciate this contribution and look forward to a
continuing contribution in the coming year.




Minutes: The Maleny Co-operative Club                                                 Page 7 of 16
                                                                                               APPENDIX B

                             GENERAL MANAGERS REPORT FOR
                           ANNUAL GENERAL MEETING 26TH Nov 2009

Looking back over last years goals – We have achieved most of what we set out to do as well as
implementing new initiatives-

While it has been very challenging running 2 very different businesses it has been extremely
rewarding.

When I first became manager 16 months ago – I identified 3 priorities.
   1. My first step was to learn Co-Operative Governance Policies, Procedures, regulations and the
       ACT.
   2. Learn every aspect of the Businesses – I am still learning
   3. Engage and ascertain needs of all 38 staff – Human resources in a business as big as ours is
       enormous.

Up-Front Club

This year we have
    Approved Green Table Accreditation
    Purchased a Cold Cabinet
    Launched Up-Front Catering
    Run a successful volunteer program linked to a data base
    Staff Induction Book and Process
    Smokers area in the back garden is nearly completed, we are awaiting Raina’s mural.
    Run a successful staff Training Program
    Carried out surveys and acted on them
    Completed Responsible Management of a Licensed Venue Qualifications for Tony and I
    Trained all staff in Responsible Service of Alcohol
    Trained staff in Food Safety
    Connected Point Of Sale software to central control system
    Installed a Bulk Gas container

There are a few goals I have not achieved – The community Garden (it now might become a Bush Food
Garden / Walk)

It is always a challenge to operate a viable restaurant- Rising food costs. Staff wages and turnover,
Insurances, Compliance fees, Work cover, Land tax and Rent erode bottom lines rapidly.
 Every staff member is paid Full Award Wages – reading past reports it is evident this has not always
been the case. Past minutes certainly show an interesting journey of struggle and survival within the
club.

 Flexibility and Support for staff members is important, many of our staff are studying, which makes
organising the roster a challenge. Hospitality is a high turnover industry, Key staff members tend to stay.
      Back Of House is supervised by Sharon Milburn
      Catering is organised by Anthony Greenwood
Minutes: The Maleny Co-operative Club                                                        Page 8 of 16
       Front of House Supervisor is Dianna Hollett and the night team is lead by Craig and Suzee

We value our staff and appreciate how hard they work. The Club is open 7 days and 4 nights a week.

We have introduced a Fair Trade Coffee, and look for green alternatives
Food miles are important; we are looking to link closer to the organic Growers Group. If they can
guarantee continuity of Organic produce supply at an affordable price – then we can have more organic
choice on the menu. Green Table Accreditation acknowledges that the Up-front Club is trying to reduce
its impact on the environment by
      Recycling paper, glass, plastic, and metal
      Sending Food Waste to Compost / Farms
      Using stock management techniques to reduce waste in general
      Use natural Gas
      Using energy efficient light globes
      Using biodegradable and non-toxic cleaning products wherever possible.
      Using products that are made from recycled materials wherever possible.

There has been a Point of Sale register in the club for some time, however it did not link to anything. We
can now stock take and order our alcohol through the Point of Sale System, packaging goods coffee and
suppliers are now linked to the system. The screen has been simplified and it all links to the Central
Control System.

Volunteer Hours = Recorded from January 09 = 908 hours

Training Program

We have a vast staff training program it includes
    Cert IV Commercial cookery
    RPL Process for Apprenticeship Commercial cookery
    Business Development Diploma
    Cert111 Hospitality practices
    School Based Traineeship
    Customer service
    Fire safety
    New staff are sent to RSA Training
    Food Safety
Total expected incentives $21,500.00

Monday night is LETS Trading night.

Karen Syrmis
GM
26/11/2009




Minutes: The Maleny Co-operative Club                                                      Page 9 of 16
                                                                                            APPENDIX C

            QUESTIONS & ANSWERS FOR MAPLE STREET COOP AGM 26 NOVEMBER 2009
                            prepared by the Board of Directors

The following questions were submitted by a group of members for inclusion at the upcoming AGM for
the Maple Street Coop and the Upfront Club. To facilitate discussion at the AGM the Board has prepared
some responses in advance so members can have a chance to look them over. We welcome further
discussion at the AGM.

1. The progress of the amalgamation of the Maleny Co-Op Club and the Maple St Co-operative Society
Ltd to date, be reported to the Co-op members.

We are continuing in the direction of amalgamation of the two Co-ops but it has been a long process.
The initial delay was caused by the need to change the liquor license at the Club from a Club license to
a Restaurant license, which was a huge job, taking over two years, and has recently been completed.

Our next challenge is to consider some complex taxation issues that may have large, unintended
financial consequences on our operation.

Depending on the response we receive from the queries we have lodged with the ATO we will
consider our next steps with consultation from membership. We will then be in a position to call a
Special General Meeting and vote on a proposed way forward.

2. As an affirmation of the 30 yr celebrations of a successful co-operative, we create a working group
with the stakeholders (members, staff, board, management and suppliers) to focus Maple St Co-op on
becoming socially, environmentally and economically accountable by adopting the Triple Bottom Line
model of accountability.

In the coming year the board will consider implementing a professional style Triple Bottom Line
accounting system. We understand that without a professional system, we may not be able to
accurately assess our environmental and social impacts. However, we do have concerns about the
time and financial commitment that may be required for this process to be valid, so we will need to
examine our options carefully.

We are happy to accept expressions of interest from members, staff and experts interested in
contributing to this process.

3. An announcement needs to be made to inform the membership that the following special resolutions
that were passed at the 2004-2005 AGM of the Maple St Co-op Society Ltd and were not registered with
the Co-op registrar are not
binding and thus should remain as originally constituted: The Special Resolutions were:
• Section 44 (2) – Amend to read: “The board must have a minimum of five and maximum of nine
elected Directors, all of whom must be an individual, whether as a member of the Co-operative or as a
representative of a corporation member or otherwise, and be at least 18 years old”. (This change is a
reduction of the maximum number of Directors from twelve to nine)

Minutes: The Maleny Co-operative Club                                                    Page 10 of 16
• Section 45 (1) – Amend to read: “A person is not qualified to be a Director of the Co-operative unless
the person is:
(a) an active member of the Co-operative or a representative of a corporation that is an active member
of the Co-operative and is not currently employed by the Co-operative or
(b) a person qualified under section 46 of the Rules to be an independent Director” (This change is the
deletion of an employee being able to stand as a Director)

At the AGM of 2005 membership voted with a majority of more than 66% to reduce the maximum
number of directors to nine and to exclude staff members from nominating as board directors.
The reasons for both decisions were fully explained and debated by the membership at that time.

Advice that the resolutions would be put to the membership should have been put to the Office
of Fair Trading prior to the AGM and registration of the decision should have been completed
after the meeting. Neither of these technical matters were carried out. Even though this
resolution was not registered, the Board, on advice from the Registrar of Coops agreed to
respect the members’ vote and uphold the resolution.

We regret our technical error in not lodging the appropriate pre-approval forms with the Office of
Fair Trading, and have been in discussion with them. We will remedy the situation as soon as
possible.

4. That the management and directors respond to the many written concerns by members regarding the
lack of due process in the dismissal of Lori Sturtz.

This is of course a sensitive issue and we understand some members’ concerns. There are
confidentiality issues around the Board’s response to the question but we will provide the most
comprehensive answer that we can. A confidentiality clause as part of the Workplace Australia
agreement signed between the MSC and Lori has to be recognized when answering this question.

The Board has responsibility for Governance issues which include making sure that appropriate
human resource management practices are in place. These practices which are to ensure a safe
and equitable workplace for all staff members, are developed in line with cooperative principles
and quality people management practices.

The management of staff is the responsibility of the General Manager in whom the Board has full
confidence.

The Coop has processes in place for dealing with various people management issues such as
termination of employment. These practices/processes must also be considered in conjunction
with Federal Government legislation. In this case, there is relevant and significant industrial
relations legislation around dismissal procedures. Both internal and Federal Government
processes were implemented on this occasion.

Due to the sensitivity and significance of the situation the Board had some involvement in some
stages of the process. Following Lori’s termination there was a conciliation process in which a
Federal Government officer was involved, along with two Co-op representatives (the General
Manager and one Board member) and the involved staff representative and a support person of
her choice.

During the conciliation process all issues from both parties’ perspectives were raised. The
session ran over several hours. Following the conciliation both parties considered and agreed to

Minutes: The Maleny Co-operative Club                                                    Page 11 of 16
a settlement which respected both each of their positions and also provided an appropriate
recognition of that particular staff member’s years of service.

This was formalised through the signing of a binding agreement –signed by both parties and
registered with the Federal Government. The agreement stated that the matter was now final and
that the contents of the agreement and the process itself would remain confidential.

5. What policies, procedures and educational opportunities are in place (and where can these be
accessed by members and staff) to ensure that co-operative principles - specific actions and attitudes
that are different from any ordinary
business - are being implemented with regard to Staff Procedures, i.e.: - dispute resolution – for
members and staff; internal staffing complaints process; employer dismissal procedures. Plus what
policies, procedures and educational
opportunities are in place to ensure that the cooperative principles that the Maple St Cooperative
adheres to are fully understood and ongoing, throughout changes in management and board?

The below answer responds to the first part of the question.

The Co-op’s overall policies, procedures and practices have been developed and documented some
time ago and are available to staff and members.

At the September Board meeting, it was recognised that there is a need for improvements to various
policies, practices and procedures. At this same meeting the Board requested that this and a number
of other critical internal operational issues in both the UpFront Club and the Co-op be reviewed by the
General Manager as matter of priority. A document outlining the areas under review was prepared for
the General Manager.

One of the identified areas under review is the Co-op’s human resource system, processes and
practices e.g. in areas such as dispute resolution, grievance procedure, performance management,
code of conduct, workplace health and safety etc. A small Board sub-committee is working with the
General Manager on the review on an as needs basis.

The Board recognises that it will take time to review and develop these practices. It is however
envisaged that a draft of the revised policies will be developed, distributed to staff for consultation,
input and discussion as soon as possible - likely to be early in the New Year. Following that process,
the General Manager will bring these policies to the Board for discussion and final approval.

It is the responsibility of the General Manager to inform all staff members of these policies (providing
copies of them or access to reading them when they are appointed). In this case all current staff
members will be made aware of changes or new procedures throughout the consultative process.

It is also the responsibility of the General Manager to ensure all policies, practices and processes are
implemented fairly and equitably for the good of all staff. Staff members have a responsibility to
work within these policies, practices and procedures. These issues are addressed with the General
Manager during her annual performance appraisal.

The policies along with any relevant documentation will form part of the induction package already
Minutes: The Maleny Co-operative Club                                                     Page 12 of 16
made available to all Board members following their appointment/election.

Further the Board will ensure that these policies, principles and practices remain relevant and
effective by reviewing them at agreed times.

This answer responds to the second half of the question.
All Board members receive a comprehensive induction package on appointment or election to the
Board. The package provides substantial information about cooperative principles, the rules for both
organisations and any other key relevant documents, which provide important background and
understanding of our cooperatives. Key issues on a variety of topics are regularly and vigorously
discussed at Board meetings.

The Board ensures that all senior Management are made aware of key information including policies,
practices and procedures prior to and following their appointment to roles.


6. How is the Board of Directors co-operating with members/staff? How can the Co-op develop and
implement a systematic method of co-operative communication and education for members, employees,
directors and paid
management.

The board recognises the need to improve communications and to ensure that members are properly
informed. We are implementing a policy to ensure that employees have educational opportunities.
We would really value more member participation in building consensus about the way forward for
the Co-op.

We are planning some informal gatherings with members with a facilitated discussion about how co-
operative communication and education of members, staff, management and directors might best be
improved. Key aims of the gatherings will be:

              a.    Ensure that everyone has opportunities to participate, have a voice, and act co-
                   operatively to improve the situation.

              b.   Work together and communicate effectively to build a consensus about future
                   directions

              c.    Become more informed about how the two organisations work 
 and then

              d.   Work together to develop some systematic strategies that will assist in better
                   methods of communication, consensus building and conflict resolution.



The board has formed a working party to explore how we can use new technologies to facilitate
better and more frequent communication with members. This will involve updating the website,
ensuring our member data base is correct and up to date and also exploring possibilities for other
ways to interact to gain feedback and to ensure that people are informed of developments. We will of

Minutes: The Maleny Co-operative Club                                                  Page 13 of 16
course ensure that important information is also available in the newsletter for those who do not use
the Internet.


7. The membership is given a breakdown of the remuneration paid to staff and management.

Individual staff remuneration in any business, including cooperatives, is strictly confidential.

We are pleased to say, however, that for the first time in the Coop’s history, all staff are paid in
accordance with the applicable award.

If you are interested in obtaining details of the rates of pay under the applicable awards the
General Manager can provide this or point you to a website where it is available.

Management and staff are currently in the final stages of negotiating a new Workplace
Agreement under the Fair Work Act 2009. The staff has played an active role in developing the
agreement. When the agreement has been finalized, staff will be paid under the appropriate
federal award.

Although the rates of pay may be slightly different under the federal award, staff have been
assured that, if the hourly rate is lower under the federal award as compared to the state award,
then they will be paid at the same rate as they are currently receiving. No staff member will be
disadvantaged by the change.

The only comment we would make about remuneration of management is that it is very modest and
well below industry standards especially considering that our manager is running two very
different businesses with a combined staff level approaching forty. The ratio from the highest paid
to the lowest paid employee is approximately 1.9 which is extremely low. This is also way below the
ration used by cooperatives worldwide when determining rates of pay.

As a general comment we would like to assure members that both management and the Board are
very conscious of the need to constantly monitor the cost of salaries and wages especially in respect
to the Club. Work rosters in the Club have been carefully monitored. Some rosters have been altered
and as a result wages are now more contained.

8. a) The question of EMFs (electromagnetic fields) in the building to be assessed through a qualified
assessment procedure to determine if staff are operating under sufficiently high standards of health – a
Health and Safety Issue.
b) The effects of EMFs on the energy medicines that we sell through the co-op. These are to include
homeopathic and such electrically-sensitive items as colloidal silver. Are EMF standards/levels within the
co-op building affecting the
quality of medicines we sell?

POS System
Research was carried out before we purchased the POS System –The Jupiter ULV System purchased
carries FCC (Federal communications) compliance, with symbols that guarantee equipment meets
regulations for safe operation in respect of health. These symbols are regulated by ROHS
(Enforcement of the Restriction of Certain Hazardous Substances in Electrical and Electrical Equipment
Regulations 2009) the system is a basic computer with a laser light
Minutes: The Maleny Co-operative Club                                                     Page 14 of 16
We have had an assessment by a qualified Field Officer from Australian Communications and Media
Authority– who conducted the testing with a Calibrated Spectrum Analyser. The test was carried out
when the counter was busy with both tills working. The results show a very low level EMF; the
Spectrum Analyser could not detect any abnormal EMF reading. The testing was comparative to
Australian Standards. The standards could be challenged due to scientific uncertainty. ARPANSA
(Aust. Radiation Protection and Nuclear Safety Agency) are formulating a draft of new standards that
include precautionary statements.

 Maple Street Co-Op will take a “Precautionary approach” to address concerns - health of our staff,
members and customers is our prime concern.
The field officers comments were “A mobile Phone emits more EMF than the LED Light” and a LED
light scan over product is equivalent to a torch light.”

Workplace Health and Safety - Department of Justice and Attorney General was contacted to
ascertain compliance under WH&S regulations. They referred us back to Australian Standards -
www.standards.org.au told us inspectors generally do not visit worksites and recommended we
contact NATA National Association of Testing Authorities. A full reading with them would cost approx
$5,000.00

Meeting Ingrid Johansson / Universal health
Ingrid owns a business that sells Radi -Tech Stress neutralizers. Her advice was to purchase 2 x E9001
Devices to allow full coverage of the co-op. The E9001 neutralizers - Electro pollution and works on
universal energies for a cost of $2,400.00
Ingrid was of the opinion that the homeopathic medicines were far enough distance to not be
affected. She also advised that pot plants around the shop “would do just as well”.

Meeting Donna Fisher / Health activist and Author
We attended a meeting with Donna and Richard Giles, Donna has extensive knowledge and
experience in the field of “Health impacts of Dirty Electricity”. We found this very interesting as it
focused on the transit voltage or Spikes in Electricity and radio frequency (RFI) we experience in our
environments – work, school, hospitals and homes.
Donna and Richard carried out testing through a transit volt meter in the counter area, the office, and
in front of the row of refrigerators.
     The area in front of the refrigerators tested the highest -
     The office tested a much lower level the same as the counter area
     Donna and Richard said the co-op had low emission levels, but suggested we purchase filters
     A nearby busy office in another building tested Double that of the co-op
     A filter was then installed in each area in the co-op
     All areas reduced to the acceptable level of EMF’s and RFI

Outcome: Maple Street Co-Op would research the possibility to become a supplier of the filters which
cost approx $50.00 and Meters, so that our members can purchase them. We will also carry Donnas
Book “Dirty Electricity in the 21st Century”



Minutes: The Maleny Co-operative Club                                                  Page 15 of 16
      The effects of EMF’s on the energy medicines that we sell through the co-op. These are to
       include Homeopathic medicines and such electrically sensitive as colloidal silver – Are EMF
       standards/levels within the co-op building affecting the quality of the medicine we sell?

We contacted Complete Health, supplier for Bach Remedies and Martin and Pleasance Homeopathic
products- Their products are printed with a barcode on the label. Martin and Pleasance confirmed
that LED Scanners have no effect on their product.

The local Homeopathic product does not have a barcode and therefore is manually priced.

(thanks to Karen Syrmis and Tony Woodhouse for this research and report.)

9. The cost effectiveness of the completed renovations - can members have an assessment prepared of
the recent renovations and the efficiencies they have improved in the building. This assessment to be
done through direct interviews with staff and growers as well as management. A suggested timetable
for these assessments is to have them completed by December 2009.

We are currently assessing this and we will develop a report early in the new year. If members would
like the report to include a large number of interviews, we kindly request their assistance as such an
extensive job such as is requested here may prove too time intensive for us to complete. However, we
understand there is an interest in making sure the money spent on renovations has been financially
effective and we will do our best to comply with the request.

10. What has happened to the Co-op’s share money and the Co-p membership money?

As of 30th, 2009 our share capital was 1,744 shares at $25 each for a total of $43,600. This money has
been banked and is used for operations, but is reflected on our balance sheet. Yearly subscription
income in 2009 was $15,022 and has also been banked and accounted for in financial reports.

Its not clear if this question may be referring to the Maleny Credit Union Member Investment Shares
the Coop bough several years ago. But since this is also important, we will also include these. We had
$40,000 worth of MIS shares. These were sold this year. $27,000 was spent to purchase extra stock for
the enlarged shop area after renovations. An additional $13,000 was spent to purchase the Point Of
Sale (POS) system for the Shop and Club that has long been recommended by our auditor and has
greatly improved our financial accountability.




Minutes: The Maleny Co-operative Club                                                  Page 16 of 16

				
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