Exciting: Description of Monday Food Co-op Meeting

[yonatan landau]

Hello Everyone,

 

I have spent the last few days meeting with folks, looking through your organizational documents, and reading the recent email discussions.  It's invigorating seeing everyone's passions for this movement, however, it is also clear that not everyone is on the same page.  Personally, I don't think it's an issue of name and terminology as much as an indication that there is a current lack of organizational clarity and identity.  In the exciting momentum of opening a storefront, the order of operations has been affected.  I have a few suggestions coming from my week of observation.  These are simply things to think about and consider, and in itself require further discussion.

 

I suggest that the only agenda item for Monday's meeting is to establish our Terms of Reference with the objective of creating an official TOR document.  We are thinking in pieces (separating decision making process from membership from vision, etc) versus the whole (an agreement of how we will work together).  TOR is in essence a charter through which an organization or project works and provides a framework for structure and guidelines - a guideline through which to evaluate our process and measure our progress; also to give clarity of purpose.  The typical structure for Terms of Reference are as follows:

 

1.  Philosophical Context (how did we come to our vision and mission? the situation in the world, background for our interest, who we are, what inspired us...)

2.  A statement of our Unique Viewpoint

3.  Vision (in broad terms, what we seek to happen through our mission)  this can be flowery, sexy

4.  Mission (concretely, in 1 sentence, how will we realize our vision?)

5.  Stakeholders (people with whom we seek to work in solidarity)

6.  Members (determined by level of involvement: e.g. general/network affiliates, committee members, steering committee, advisory board, paid staff...)

7.  Process (how to make decisions, how to run meetings and how often, etc) this should also include certain benchmarks, dates, etc.

8.  Leadership, Staff and Personnel Functions (work breakdown as well as expectations) - this section can also include success factors and risks

9.  A brief note as to how and when to ammend the TOR (e.g. when we open a storefront, etc)

 

Some of the information from this has already been developed and can be taken from pre-existing documents.  The purpose of this document is primarily clarity.  Unless we establish our shared goals and process through which to meet them, we will consistently face hurdles.  The discussion of the name change is one example.  All arguments are entirely valid, however it's bringing up issues that highlight the lack of an internal structure.  Once we develop this charter and agree to it, we will have a more efficient system and will not have to feel like we're returning to square 1 or 2 or 3 with every decision that is made.

 

This is a visionary document, and one that is essential for the progression of our organization.  It requires the participation of paid staff and elected leaders, and should also be open to general membership for those who are most involved and passionate with the history and activities of this group.  This is a great opportunity for folks to be empowered to be a part of this process and feel ownership over it. That said, however, it is a very serious document as well and facing the intricately varying opinions of 100 members would bring us to this same place.  It is not unreasonable, and rather normal practice, for TORs to be drafted by a small core group and then presented for general comments, BUT if it's not something that the leadership believes in, than it cannot be an effective basis for organizational structure.

 

This is not simple, nor quick.  If people agree to draft up a TOR we should be realistic about how much time it'll take and schedule a meeting accordingly.  I know that everyone is really busy right now, and time commitments vary - we should be sensitive to everyone's schedule so to prevent burnout.  Also understanding that once we establish this, it'll provide a foundation from which to grow from, a clear effective way of making decision, and a structure for realistic meeting lenths/work loads, etc.  Basically, the more time we spend on this now, the less we'll spend later.  AND - it should be inspiring and fun...involve pizza or Michael's mead, a sleepover party with vegan smores? One more time to emphasize - this is essential, not as a document but as a common understanding of where we're coming from and where we're going.  This long line of emails regarding a name is NOT about the name...it's about identifying with our objectives, and we're not on the same page. 

 

MY PROPOSAL: we meet in a comfortable, cozy place with food and beverages at 5:30pm on monday and create a framework for our Terms of Reference with an open invitation to SERIOUS general membership.  This seems like a less stressful time than after school starts, but we should be sensitive to everyone's schedule.  Please send me your thoughts and feedback and realistic time-frame for Monday so we can prioritize.

 

PLEASE send me your feedback, I'm new to all this and supposed to be supporting/helping your process, not forcing on things that are not aligned with, so please give your honest feedback. 

 

Best,

Bree

 

--
Yoni
510 207 3850

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[Adam Wight]

What a beautiful moment for the food coop! I can't wait to see
the creative responses to the impossible problem of fusing one
hundred live wires into one lunch box.

You are all totally crazy! Speaking of having visions let's
paint a mural all over the walls of the coop. Stars on the
ceiling? The ark in which we will ship veggies once the sea
level rises to swallow the chancellor's haus?
I can bring extra paints and brushes.

Love,
Adam