Aboriginal Co-operatives in Canada - Centre for the Study of Co ...

~ C O - O P E R A T I V E S A N D C O M M U N I T I E Sultimately, some financial resources. This should become evident in early meetings,and people wishing to establish a co-operative should recognize these demands. Cooperativesare not “done for” or “done to” people; they are “done by” them.5. There is a supportive network—organizations, government officials, other cooperatives—preparedto provide further advice and information in an appropriatemanner. There is a mythology in the Canadian co-operative movement generallythat the existing large network of co-operatives in Canada was created and developedby groups of individuals who spontaneously discovered co-operatives andmade them work. That mythology is a half-truth. All the major co-operativemovements in the country developed with the assistance of supportive networks—other co-operatives, farm organizations, churches, government officials andprogrammes, trades unions, ethnic organizations, and political parties that thenremained (or were forced to become) aloof from them.6. A champion (person, organization, group) has been identified. It is naive—andunfounded in past experience—to expect co-operatives to emerge as some kind ofcommunal outpouring. There must be widespread acceptance, but leadership mustbe exerted by an individual or a group. Moreover, the role of leadership must beclearly understood and given sufficient scope to conduct its work in a reasonablemanner, albeit with continuing communications and consultations.7. The group and the co-operative remain distant from politics, religion, and familycompetition. This point is vitally important. Politics, religion, and family loyaltiesare basic to all societies but, as much as possible, they must be put aside in theinterest of the common good. Fortunately, if the issues are confronted in an openmanner, anticipated problems can often be avoided.8. The group focusses on creating an effective organization based on prudenteconomic calculations and achievable goals. Once a co-operative has beenorganized effectively and is operating profitably, it can and should undertakeprojects for the benefit of the community that are acceptable to the membership.There is no limit on what such projects might be—cultural, educational, charitable,social, encouraging further economic development—as long as they are carefullyconsidered and the full costs are understood and accepted.9. The group recognizes the need for education and training. Successful co-operativedevelopment projects in Canada and around the world have demonstrated a strongcommitment to educational and training activities, particularly in their formativestages. Members and directors have to learn their commitments and responsibilities;employees have to learn not only what they must do to perform their jobseffectively—they have to learn their special responsibilities in a co-operative.Fortunately, the spin-offs from these learning situations are immensely importantin building the economic and social capacity of their communities—in adding to~ 255