January 7th Retreat Workshop notes PDF Print E-mail

Strengthening Our Communities

1/7/12

Notes

Attendees: Katherine Policy, Alphonse and Olive Knight, Tim Holcomb, Peggy Jedziniak, Erik Hoffner, Alicia Ralph, Lark Thwing, Sam King, Lynn Benander, Harry Spruyt, Michael Alterman, Pam Kelly, Tom Simon, Alice Maes, Michael Bosworth, Cyndee Fand

Agenda

10:00am - 10:30am Welcome!

10:30am – 11:00am Overview of Regional Structure: Goals & Structure

11:00am – 12:00pm Review Regional Structure:

What’s working? What’s not?

12:00pm – 12:30pm Potluck Lunch

12:30pm – 1:00pm What changes do we want to make in our regional

structure?

1:00pm – 2:00pm How might a vibrant council develop?

2:00pm – 2:15pm Break

2:15pm – 3:00pm How do we support the development of new and

existing councils? What revenue streams can fund this development?

3:00pm – 3:30pm Co-op Power Blog Launch: Please bring your laptop so we can start up key conversations with members online about regional structure and other important topics.

3:30pm – 4:00pm Next steps

Overview of Regional Structure: Goals & Structure

How does the staff, board, product & services, members, and LOC’s relate?

--Staff – supports the LOC’s, reports to Lynn who reports to the board, supports members by giving them info about programs and products and services.

--Board – gets reports from staff, members. A person from each regional LOC and a member of the products and services group will sit with the board each month.

--Members – LOC is their main conduit for engagement, the staff is there to provide programs, products and services to members, the products and services responds to the needs of the members and researches and recommends p & s to the members.

--Products and Services – reports to the board for approval to move ahead on an item in question, serves the needs of the members via the LOC’s, and the staff support the products and services by providing any info and/or admin service.

--LOC’s -- Is a group of members that are interested in working on the development of their community and approving items from the board, staff, and products and services

Review Regional Structure:

What’s working?

  • -A physical project helps in attracting and retain new members.
  • -Steering Committee-people have stayed with it.
  • -Community financing structures (fees, loans)
  • -New communication tools are making community happen and contact to office.
  • -Continuity
  • -When a passionate volunteers runs with an idea
  • -Ideas at Co-op Power are congruent with the world’s benefit
  • -Loan program and structure
  • -Political base for passing legislature
  • -Core volunteers who took the ball and run with it. Other organizations respond well to volunteer based efforts.
  • -De-centralized power structure with a sense of clear mission, purpose, and center with staff
  • -Building local business/economy
  • -Helping global issues along side common community issues
  • -Sincere, informative and effective
  • -Encompassing emotional and social issues
  • -Using business to create just societies
  • -A good organization for launching a good idea
  • -making the most of volunteer initiatives
  • -Raising member loan capital
  • -Mission of organization is positive on global level
  • -Access to products and services
  • -Connectivity between regions and within LOCs is important (like Skype)
  • -LOCs are a catalyst for community building
  • -LOCs are really helping communities build renewable energy businesses and assets

What’s not working?

· Support for member programs

· Communication with common office

· Getting LOC structure up and going with sustained interest – setting up steering committee

· Not enough support for implementing p&s ideas

· Access to info for members – why we’ve chosen p&s – how Co-op Power operates

· Not using social media enough yet

· Enthusiasm/understanding Co-op Power’s relevance is low – our members aren’t ambassadors and don’t have the tools/experience to spread the word – lack of visibility

· New ee business – overcoming licensing/experience

· Desire to have LOC’s have access to development support for projects/programs

· We need to be less sales pitchy for communication from energy coaches – sends wrong message – 100% commission basis may not be a good

· Don’t have a way to sustain volunteer initiatives when volunteers leave

· Need more money to expand programs and implement great ideas

Regional Structure Changes

Our Goals:

What are the strengths we want to enhance?

· Co-op Power is a complex flower – with LOC’s and other entities around the edge

· Decentralization – petals and spokes

· Democracy in Action

· Localization – people-based

· Core Value Proposition – We’re people – based. We put people first.

· Labor is an asset.

· Other businesses run at the expense of the environment, of employees.

· We’re a company of friends… building with heart.

· We offer opportunities for volunteers to do meaningful work.

· We have an organic structure for growth. We rely on the group mind/consciousness/heart to set direction.

· Co-op Power provides organizational support for small business development within the cooperative.

· We can help people create businesses.

· Small business development is a great gift from Co-op Power. We help prevent a young business from failing. We generate good ideas on the ground.

· LOC’s can help build community. We can tie in the local food initiative with an initiative that helps seniors get fuel for the winter – all the local self reliance issues serve communities and serve our mission.

· Volunteers interested in helping with projects and programs= ASSET.

What Changes do we want to make in our Regional Structure?

· There is more volunteer effort available to us than we know how to tap into.

· We need to have a way to get to know our members and help them connect in where they want to.

· Hold more Volunteer Training Workshops.

o How can we build our volunteer network? Build relationships with each other so that we respond to volunteer opportunities and initiative them successfully?

o Figure out how to hire a staff person to manage/support each LOC to provide consistency as volunteers come in and out or find funding for one person to provide support for all LOC’s and organize our quarterly leader retreats. How might it change the dynamic for an LOC to have a paid staff person? Having a paid staff person might reduce the volunteer efforts because they think there is a paid person to do things. Could we have a paid staff person multiply volunteer efforts rather than reduce them? If an LOC generates enough projects, they’ll have the resources to hire a staff person to support those projects.

o Finding volunteers who are interested in making a multi-year commitment to provide consistency.

o Find ways to build LOC membership with those who believe in the mission/philosophy and those who believe in the mission but are looking at what Co-op Power has to benefit them.

· KEY ISSUES

o What’s the role for volunteers vs paid staff?

o Geographic differences in energy incentives and what people are interested in

o Two Way Communication between LOC’s and with the Common Office/Board/P&S Work Group

o Leader Training – create a common language, a group process, communication styles (non-violent communication), community building, building our base of volunteers

o Cooperative Ownership – understanding how it works

o Community Building

  • Fee Structure – Good to have ways for people to pay in

Brainstorm:

Questions for Joe Alvarez for the Feb 3-4 Retreat at the Roundhouse

· How did the AFL-CIO develop their approach?

· How did the organizing model develop? What did you all mean by the stage labels you used?

· Help us look at what stage we’re in?

· How can this model help us build local councils?

· Short vision – The goals and challenges for organized labor over the next 50 years here in the US particularly as it related to equity and justice and sustainability.

· How can organized labor help us level out – to give everyone an opportunity to earn a living? How can the cooperative model support organized labor?

· What is your perspective on cooperatives? What is your perspective when member owners and worker owners own a business together? What is your perspective on worker-ownership?

· What are your biggest lessons related to community organizing, labor organizing and social justice? What mistakes have you made? What would you do differently? What worked best?

· Race and Class? Social Justice? What are your perspectives? What have you learned?

· How do you balance work and family with a mission driven job?

· What’s your evaluation of Co-op Power?

· What are successful strategies for community based business development? What do you need to make it work? How can Co-op Power work with community members to help start community-based businesses?

· Consultation time with Joe for each LOC

· Small interest group meetings

Ideas for Feb. 3-4 Retreat Agenda

Out of 8.5 hours –

2 hrs presentation

6 hrs pairs and small group discussions

½ hour whole group discussions

At the end – review/summary on what we’ve covered

½ hr actionable steps

evaluation feedback time

Meeting Prep – each LOC develops a report on where they are to present to the other leaders at the retreat

Cyndee will include LOC contacts in the invitation email

Tim – Hampshire

Alphonse – Boston

Franklin - Erik

Tom – S VT

Hampden – Mark/Jane

Co-op Power Local Organizing Council

Stages of Development – DRAFT 5

Stage One: Responding

Stage Two: Mobilizing

Capacity

·         Demonstrated ability to respond  to requests from members and have a clear mechanism to refer requests to appropriate staff.

·         Demonstrated ability to build consensus and mobilize members and supporters to act

Outreach and Education

·         Speaks and tables at local events 3+ times a year.

·         Holds 3+ educational and social events a year with 10+ people attending with an increasing number of people each year.

·         Hold regularly scheduled open house tours, neighbor to neighbor event visits, and work site tours to help recruit and orient new members.

·         Consults with members about outreach and education goals.

·         Holds 5-6 outreach and education events a year that relate to the members' goals.

·         Organizes 3-4 weatherization and solar hot water barnraisings a year.

·         Participates in the regional Sustainable Energy Summit and Co-op Power Leader Training

Community Organizing  - Building Community

·         People gather together to commit to help each other with a common goal, such as     a) pay their energy bills, b) to reduce their bills, c) to transition to renewables, and d) build relationships across race and class

·         Works with members and supporters to identify the most critical  community energy transitions needed to build a more sustainable and just energy future.

·         LOC Meeting Notices go out from the common office

·         Develops a vision about how to support the transition to a more sustainable and just energy future.

Decision Making

·         People at informal Steering Committee meetings make decisions (before a Steering Committee membership is elected by its members)

·         Members make requests and share info about what's not working; Local Organizing Councils address issues locally.

Membership Development

·         New members find their way to Co-op Power through social media or word of mouth.

·         The Co-op responds primarily to vocal members.

·         LOC Leaders provide an orientation to the role of members at Co-op Power.

·         LOC Leaders interview the members to learn more about their skills, experience, interests and energy needs and to build a relationship with them.

·         New Members are actively recruited by LOC's

·         Exit interviews are held for any member canceling their membership; results are addressed

Community Alliances

·         Begin research on community leaders and other businesses and groups that share your interest in justice and sustainability and begin to build your network.

·         Personal and common interest relationships

·         Organizational alliances

Policy Advocacy

·         Begin research on political leaders that share your interest in justice and sustainability and begin to build your network.

·         Candidate and legislative endorsements based on requests

·         Lobbying defensive battles

·         Candidate and legislation endorsement process involves key members and supporters;

·         Regular legislative meetings are held with members and supporters;

·         Coordinates grassroots lobbying efforts

·         Engages in regionally  coordinated  legislative campaigns

Steering Committee

·         Volunteers who show up at the Steering Committee Meetings are on the Steering Committee

·         Volunteers agree to serve on the LOC Steering Committee for a specified term

Staffing/

Volunteers

·         Volunteers come in for short term projects

·         Volunteers are dedicated to core LOC activities

·         An Energy Coach provides member services

Capacity

Stage Three: Power- Building

Stage Four: Mission-Driving
Outreach and Education

·    Demonstrated ability to build consensus,  take action, to build  membership, and support local products and services

·    Demonstrated ability to build consensus, take action, build  membership, support local products and services, and build community-owned businesses

Community Organizing  - Building Community

·    Creates and implements an education and outreach plan for each year including 10-12 events a year focused on achieving strategic goals set by members and helping to build a just and sustainable future.

·   Implements a collaborative process supported by multiple community partners investigating the historical origin of injustice and unsustainable practices and the continued legacy of harm; analyzes the current issues; supports the dev. of increasing mutual understanding; supporting parties to transform their perception of themselves, others and the conflicts arising from the transition to a more sustainable and just energy future; and identifies and implements action steps.

·   Holds 1-2 high energy weatherization and solar hot water barnraisings a month.

·    Support the development of Green Jobs and Green Businesses producing products and services of priority to members.

·   Participates in the regional Sustainable Energy Summit and Co-op Power Leader Training

·   Creates and implements a dynamis education and outreach plan for each year that drives our restorative economic, socual and environmental justice and sustainability agenda including 1-2 events a month focused on achieving goals set by members and helping to build a just and sustainable future.

·   Holds 3 or more high energy weatherization and solar hot water barnraisings a month.

·  Works with other Organizing Councils to create and implement a regional education and outreach plan that includes Co-op Power Leader Training, and a dynamic annual meeting and Summit.

Decision Making

·   Invites a diverse group of invested parties to participate in the further development of the work plan to build a more sustainable and just energy future.

·   Designs and initiates a collaborative process for change and reconciliation that builds a more sustainable and just energy future.

·  From transformed perspectives, the Local Organizing Council facilitates an expanding coalition of community members to implement the action plans.

·  The LOC provides ongoing community education about justice, sustainability and the transition and the conflicts naturally emerging from the changes we are being required to make today.

Membership Development

·  Members debate proposals at their  Local Organizing Councils; and  bring them to the Board and Annual Member meeting

·  Key decisions are made in an open decision making process with easy ways for a large group of members to participate.

Community Alliances

·    Leadership development programs give members an opportunity to become more involved in Justice and Sustainability Transition work, Product and Service Dev, Green Biz Dev, Green Job training, and Co-op Governance.

·         New member campaigns bring in a significant numbers of new members each year.

·    Members meaningfully own and control the Co-op; there are easy ways for them to participate in decision making and in achieving the Co-op's mission.

Policy Advocacy

·         Coordinates campaigns and programs with faith-based and community organizations

·         Local policy agenda driven in collaboration with community

Steering Committee

·         Members and supporters engage in setting political agenda tied into strategic goals

·         Candidate education prerequisite to endorsement;

·         Targets and wins races;

·         Coordinated political program with other LOC's

·         Works with members and other LOC's to maintain rapid response network year-round

·         LOC's engaged in drafting legislative agenda;

·         Pre-session briefings on Co-op Power's political agenda with friendly legislators; produces and distributes issue fact sheets

·         Legislative program linked to organizing

·         Targets races and successfully runs own candidates;

·         Engages in political planning with clearly defined roles;

·         Coordinates candidate education with other LOC's;

·         Monitors and intercedes in governing body appointments.

·         Drives statewide electoral and legislative political agenda in coordination with friendly legislators;

·         Engages with other LOC's  in driving policy agenda

Staffing/

Volunteers

·         LOC Steering Committee members are elected by LOC members;

·         Members provide ongoing guidance for Steering Committee actions/agendas

·         LOC's actively support member and community participation

·         LOC Steering Committee members bring valuable connections to other community enterprises;

·         The LOC Steering Committee is actively involved in planning, implementing and evaluating LOC programs

Capacity

·         1 or more program staff working to a plan;

·         Energy Coach provides member services

·         Staff diversity key in hiring decisions;

·         Staff provided training, job descriptions;

·         2-3 program staff function as a team to pursue multiple, ongoing initiatives; member benefits expanded; workplans regularly monitored.