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Anne power the cooperative instinct
- 1. How does the co-operative instinct emerge in low-income communities? Anne Power
- 2. A little personal history Tanzania, US, Holloway Defining co-operation Pooling resources to maximise shared gains Solidarity and reciprocity
- 4. We have moved far into complex, competitive, unequal groups
- 8. Advanced fast changing urban communities
- 9. Sophisticated private and public services
- 10. Industrial, agricultural service systems
- 16. Individuals at bottom group together
- 18. social protection, distribution of benefits, solidarity.
- 23. Mutual aid and self-help groups
- 24. Co-operative producers, builders, retail
- 25. Proliferation of co-operative experiments
- 26. Rochdale Pioneers galvanised movement
- 27. Leading to ‘bottom-up’ ideas and bodies
- 31. Local government
- 33. Trade unions
- 34. ‘One man one vote’
- 35. Women’s suffrage
- 36. Civil rights
- 38. Co-operation advances human condition along many lines Pure ‘survival goods’ through collective savings e.g. food Sanitary homes at reduced cost through collective building organisations (Spain, Scandinavia) Health, unemployment, death insurance (Italy) Education, learning (Denmark) Democracy, participation, voice (US Civil Rights) Savings investment for individuals and common good
- 40. Martin Luther King, Jr. and the US Civil Rights Movement
- 41. Powerful ‘niche organisations’ work alongside government Health and social care – Italy, Belgium Housing – Spain, Scandinavia Retail – Britain, France, Spain Industrial production – Spain (Basque) Architecture and engineering – UK (Arup) Fisheries (Japan, West Africa) Savings and insurance – worldwide
- 44. Core principles of co-operation Open membership Democratic control – one member one vote Distribution of surplus value Limited interest on capital Political and religious neutrality Promotion of education (no credit – cash trading only)
- 45. Open Membership One man One vote
- 46. Shared surplus The ‘divi’
- 47. Pure good No debt
- 48. Education
- 50. Common cause and unifying idea
- 51. Clear targets for action
- 53. Trust – clear mutual benefits
- 54. Elements of self-interest, reciprocity
- 56. Conditions of success - organisation Leadership from within Organising skills and business development Ideas and access brokers Ideas and action planning Financial controls and probity Ground rules – mediating, resolving conflict Transparency
- 57. Organisation
- 61. Employee owned services - Locke Fyne Oyster Co & John Lewis
- 62. Rapid expansion of Co-op Group since financial crisis
- 64. Steady revenue stream in rents
- 66. Local knowledge and commitment prevails
- 67. Local management and local budgets
- 68. Local management saves money and creates jobs
- 70. Outcomes Higher tenant satisfaction Higher quality service Managing within budget Conserving resource Better environments Higher rewards for effort Mutual gains
- 71. Community Fund
- 72. Lessons for government Complex public framework of support systems More essential - remote, complex systems Community instincts useful and strong But need to BROKER community self interest Therefore supporting framework Distribution of resources Training and ‘hand-holding’
- 74. Profit sharing
- 75. Front line v. bureaucratic jobs
- 76. New ways of creating social progress
- 81. Social care-taking in Torino
- 82. Saving birds’ nests King Penguins