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Community-based Networks and Innovative Technologies: New ...

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<strong>New</strong> models to serve <strong>and</strong> empower the poor■■■■or firms within the community served. Such shareholders may include only a smallminority of the total catchment community, <strong>and</strong> the voting power of individualshareholders may vary greatly;User cooperatives, in which the users are also shareholders, in general each havingthe same level of voting power;<strong>Community</strong> cooperatives, in which all members of for instance a village, irrespectiveof whether they are actual or potential users, may be members, <strong>and</strong> in which allhave equal voting rights; 1Worker cooperatives, in which the workers are also the enterprise’s owners <strong>and</strong>managers;A community owned element in the context of a larger consortium that might includepublic <strong>and</strong> private interests, <strong>and</strong> non-profit <strong>and</strong> for-profit components.In terms of management <strong>and</strong> member participation, a number of approaches are alsoadopted. While these all involve a certain degree of community control, formal ownershipmay not be required:■■■■■Management can be similar to that of conventional firms, for instance with a boardof directors appointed by elected officials, <strong>and</strong> hired professional staff;Advisory committees <strong>and</strong> mechanisms can be in place to ensure that the voice of thecommunity is at least acknowledged <strong>and</strong> heard;Effective community control can be exerted without ownership per se, through a legalm<strong>and</strong>ate to decide with the owners (public or private) on key parameters of the initiative,such as tariffs, services, reach, etc.Management can be elected, by means of direct <strong>and</strong> equal participation of all the communitymembers;<strong>Community</strong> members can directly participate in the activities of the enterprise,through voluntary or non-voluntary work.<strong>Community</strong>-driven initiatives <strong>and</strong> cooperatives have emerged in all sectors <strong>and</strong> in allregions of the world. The formal cooperative model <strong>and</strong> the empowerment model ofownership suggest a spread of capabilities, though in practice they often coexist as componentsof a single model.The Cooperative Model of OwnershipThe cooperative model has seen great success. Agricultural cooperatives have proliferatedin many rural societies, evolving into major industries in many developed countries. 2 Inless developed countries, notably in Latin America, cooperatives have been one of the mainvehicles for building <strong>and</strong> maintaining local water <strong>and</strong> electricity infrastructures <strong>and</strong> servicesin rural areas.Different phases in cooperative development are identified in a recent ILO report (Birchall2003: Chapter 1). The most recent emerged during the 1970s, at which time a hierarchicallyorganised cooperative movement enjoyed significant, but top-down, government sup-20

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