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From Brown Rice to Bi<strong>of</strong>uels 175<br />

are “have nots,” as the Wisconsin governor suggests, is the intent to<br />

make us all “have nots?” Is Walmart really the new gold standard?<br />

Clearly we are in need <strong>of</strong> some fresh thinking. And we could do<br />

worse than to give the cooperative model some serious consideration.<br />

“ Co- ops are ready for the mainstream,” says Neil. Pointing<br />

to another set <strong>of</strong> protests—by members <strong>of</strong> the unionized Detroit<br />

Symphony Orchestra, which cancelled its 2011 season after contract<br />

negotiations failed—Neil, who is an accomplished composer<br />

and pianist in addition to a fi nancial planner, says the<br />

cooperative model could provide a solution. Why not structure<br />

an entity where musicians, management, subscribers and donors<br />

are all working together toward a common goal, he muses. “Let’s<br />

develop a method <strong>of</strong> cooperation that would allow the organization<br />

to fl oat freely amid the turbulent markets.”<br />

The Un- Casino<br />

Cooperatives are also fi lling a need among investors for sustainable<br />

investment options and alternatives to the Wall Street casino.<br />

As with all small businesses, access to adequate capital is the most<br />

pressing challenge for new and established co- ops. Their main<br />

sources <strong>of</strong> capital are membership fees— usually small sums paid<br />

once in return for lifetime memberships—and retained earnings.<br />

But neither method is very effi cient for amassing large amounts<br />

<strong>of</strong> capital necessary for growth. That’s why more and more co- ops<br />

are turning to their members to raise additional capital in the<br />

form <strong>of</strong> preferred shares or long- term loans.<br />

Black Star Co- op Pub & Brewery, for example, raised the<br />

$600,000 it needed to build its brewery from a special class <strong>of</strong><br />

member- investors. In return for the nonvoting shares, priced at<br />

$100 apiece, Black Star intends to pay a 6 percent dividend each<br />

year once it begins operating in the black, which it is on track to<br />

do very quickly. The board may elect to pay a higher dividend on<br />

a good year, and reduce or even eliminate the dividend if the co- op<br />

experiences a diffi cult year.<br />

Cooperatives have an advantage here: They are <strong>of</strong>ten (but not<br />

always) exempt from federal securities regulations, as long as they

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