Co-op Spotlight: Community Pharmacy

“Community pharmacy” is such a simple phrase. It evokes your short walk to the neighborhood pharmacy, good advice from people you trust, and a resource you can come back to throughout your whole life. For those of us who work at Commu­nity Pharmacy, it’s also a mission. We believe in providing person-to-person care and honest health infor­mation. We involve ourselves with grassroots health organizations that serve the different cultural, political, gender, economic and spiritual com­munities within our city. As a part of the Madison community health care system, Community Pharmacy is committed to providing resources for health and wellness in everyday life and a wide range of health care options. We offer access to health information from different medici­nal modalities to encourage educa­ted choices and offer a variety of health care products from which to choose.


Community Pharmacy’s storefront at 341 State Street. Photo by the authors.

Commmunity Pharmacy (CP) began in 1972 as a UW-Madison Wisconsin Student Association-sponsored store to provide afford­able prescription medicine and basic body-care products to students and community members. Shortly after­wards, CP became an autono­mous entity, run collectively by workers and pharmacists. After two decades of thriving in downtown Madison, we reincorporated as a worker cooperative and began to view CP as a comprehensive health care resource for our community. We expanded our selection of health care products to include pharma­ceutical; nutritional supplements; herbs in bulk, capsules and tinc­tures; Chinese patent remedies; homeopathic remedies; skin and hair care items; informational books; and greeting cards.


Doreen Kunert and Jackie Nikolauss at Community Pharmacy’s herb counter. Photo by the authors.

There is no owner or manager of Community Pharmacy. The man­age­ment responsibilities of the store are handled by the entire staff, along with daily customer service and store maintenance duties. We use a team structure for ongoing manage­ment, which currently includes eight teams that focus on our store’s adver­tis­ing, business & book­keep­ing, buying, prescrip­tion dis­pen­sary, mail order, mer­chan­dising, outreach & education and personnel tasks. We solve problems cooperatively with our com­bined expertise. We make decisions collective­ly, informed by our diverse opinions and are personally invested in the growth and care of our bus­iness. We believe CP is more vital and sustainable because of our worker cooperative structure.

Today, after more than 38 years as a local health resource, Community Pharmacy is regarded as a welcom­ing place where customers know the staff will always treat them with re­spect and take the time to offer them individualized advice. Our pharma­cists and staff strive to integrate the principals of evidence-based phar­ma­ceuti­cal medicine with know­ledge of nutritional supple­ments and traditional herbal reme­dies to create a balance of wellness between pre­ventative and curative care. Our cooperative believes that access to accurate, unbiased health care infor­mation and affordable medication should be available to everyone.

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MadWorC member visits the world’s largest worker cooperative


The sign outside the headquarters of Mondragon, in Spain’s Basque Country. Yes, the sign is in English. Photo by the author.

Most of you are familiar with the Mondragon organization because of your worker co-op backgrounds, but recently, there has been a noticeable increase in interest about Mondra­gon from a broader range of groups. This was evident during a visit to Mondragon this summer, where Mikel Lezamiz, Mondragon’s director of cooperative dissemi­nation, rushed from room to room hosting multiple groups of visitors from Columbia, South Korea, and the US, all on the same day.

Mondragon Corporation, located in the northern Basque region of Spain, is a federation of 125 worker coop­eratives, and 85,000 employees. One of its core objectives since its found­ing in 1956 has been the creation of jobs and the development of its workers. Much of the current interest in Mondragon is due to this ability to create and sustain jobs over the years.

Much of this success can be attri­buted to Mondragon’s unique struc­ture. Each co-op in the organ­iza­tion operates on a one-worker, one-vote principle. But as the organ­iza­tion has grown, it has needed to develop a more elaborate governing struc­ture, such as a governing council to oversee its global strategy.

Even as it has grown to such a large size, the democratic culture still can be seen on the shop floor, as evident at the “Fagor” co-op, an appliance manufacturer, where workers op­erate in teams with elected leaders.
There are differences between the Mondra­gon model and worker co-ops in the US besides just the sheer size of the organiza­tion. For one, the buy-in for a new member is much steeper in Mondragon, at $18,500, which is equal to the minimum salary for one year.

Profit distributions are also handled in a unique way. 10% of the yearly profits go toward community invest­ment, 20-60% go to a co-op reserve fund, and the remaining 30-70% are returns for members. However, all member returns are retained by the co-op, and only interest on those returns is paid out each year. The full returns are paid out upon retirement.
This directly contributes to Mondragon’s core objective of creating and sustaining jobs. By retaining 90% of the profits, funds are available for reinvestment, which allows for growth and job creation.

Mondragon has also created additional organiza­tions to support the co-ops. Early on, Mondragon created its own bank to help raise capital to invest in new co-ops. There are now four arms supporting the co-ops in education, social security, research, and finance.

The unique structure, long history, and proven success certainly make Mondragon worthy of the recent interest, and definitely worth a visit.

Worker benefit options for cooperatives

I’m presenting options to allow small coopera­tives to provide benefits pack­ages to their workers. Larger co-ops likely already provide benefits pack­ages for their workers, so these may not be relevant for them.

Cash is tight for small businesses and many business owners must go without benefits until their business has the revenue to obtain them. My advice is to focus on making your cooperative efficient and profitable to be able to afford to offer benefits for your members.

Cooperatives may have employees, independent contractors, or a mixture of both. Offering benefits for contractors is more challenging, since a worker must be an employee to qualify for many group benefit plans. Cooperatives may offer to reimburse contractors for benefits they purchase individually.

Group Health Cooperative of South Central Wisconsin offers health insurance plans rated in the top ten in the country by US News & World Report. They also seem to be com­mitted to helping cooperatives. Since all workers in our coopera­tive are independent contractors, DuWayne Benzine, in Marketing, offered to make an exception to the traditional employer/employee relationship requirement to allow us to purchase a group plan.
https://ghcscw.com
Contact: DuWayne Benzine
Phone: (608) 828-4828

The United Steelworkers Union allows individual cooperative members to buy into their member benefit plans after joining the USW. The USW Steelworkers Health & Welfare Fund offers health insurance plans provided through Blue Cross Blue Shield in Western Pennsylvania.
http://www.usw.org/resources/hwf

The USW Steelworkers Pension Trust offers a retirement income plan.
http://www.steelworkerspension.com
Contact: Rob Witherell
Phone: (412) 562-4333

Insurance companies offer a retire­ment income plan called an Annuity.
https://secure.wikimedia.org/wikipedia/en/wiki/Annuity_%28US_financial_p…

We’ve had great experiences working with State Farm agent Katie Guenther.
http://www.statefarm.com/insurance/life_annuity/annuity/fwb-dfa-flex-spi…
Contact: Katie Guenther
Phone: (608) 274-7120

UW Credit Union offers IRAs (Tra­di­tion­al and Roth) and Education­al Savings Accounts. All our accounts are at UWCU due to their web access and fantastic customer service.
http://www.uwcu.org/Products/SaveInvest/Retirement/Default.aspx
Contact: Customer Service
Phone: (608) 232-5000

I’m happy to provide details. Feel free to give me a call!
Contact: Dennis McKernan
Phone: (608) 301-5187

Co-op spotlight: Interpreters’ Cooperative of Madison

It isn’t hard to guess what the Interpreters’ Cooperative of Madison does: we provide interpretation for individuals and groups. However, we also do written translations of all descriptions and lengths, from half-page meeting minutes to 300-page books. And you might not guess that we also have experience with things like subtitling, voiceovers, website translation, and more.

Our co-op started off as a list. The Workers’ Rights Center found itself in need of interpreters on a regular basis, so it kept a list handy to call down. Over time, the list become a group in its own right, and eventually decided to form itself into a worker co-op. It took considerably longer than expected, but in October of last year, we were formally incorporated. Now we have a clear identity, with business cards, a website, and even a Facebook page!


Adam Trott of Equal Exchange (left) announces an award at the recent conference of the US Federation of Worker Cooperatives (see other article), as ICM member Martin Alvarado interprets into Spanish. Photo by the author.

As far as we can tell, we’re currently the only interpreters’ cooperative in the US, and possibly in the world. Organizations with similar purposes exist in several places, but as volunteer collectives and/or projects of non-profits. However, we’ve had contact with a number of people in different parts of the country who have asked us for advice on starting a co-op like ours.

Locally, a number of things set us apart from other interpreters and translators. First is our price range. We aren’t the very cheapest option available, because a lot of volunteer interpreters exist. But interpreting tends to be the sort of thing where you get what you pay for… up to a point. That point is where the big, corporate interpreting companies come in. They outsource all jobs to contractors, who do roughly as good a job as we do and end up taking home about what we do. The big, corporate interpreting companies, however, are charging their clients outlandish prices, and pocketing the difference. As worker-owners, we cut out the middleman, which means we’re affordable to organizations that operate on a shoestring. We also have a scholarship fund to support people who can’t afford even our lowest rate.


ICM members Graciela Laguna (in the black shirt) and Patrick Hickey (red shirt) serve patrons at a scholarship fundraiser thrown for us by Willy Street Cooperative at their not-even-open-yet store in Middleton. Photo by the author.

The next difference is our experience. Every one of us has been interpreting and/or translating for more than a decade, and we are all comfortable with simultaneous interpretation (in which the speaker does not pause, and the interpreter listens and speaks at the same time). Most of us have lived for years in Latin America. Most importantly, we all know firsthand what it’s like to work for the kinds of clients our co-op works with: community organizations, non-profits, small businesses, schools and government agencies, unions, other co-ops, and individuals.

As important as experience is, there’s always more to learn about a second language. We have three native Spanish speakers and five native English speakers, and we are constantly comparing notes on the best way to handle words and phrases. When we translate written documents, no matter how small, the final draft is always proofread by a native speaker of the target language. That’s because the best translation is one that doesn’t sound like a translation.

It bears mentioning that we do not interpret in court or in hospitals. Those needs are being pretty well met in our area. But that doesn’t do much for people who are healthy and not appearing in court. Note that we are still available for legal consultations outside of a courtroom setting, and to translate medical documents.

You might be wondering what languages we work in. Good question! Spanish is our biggest, by far. All the worker-owners of the co-op work primarily or exclusively between Spanish and English, and one also works in Italian. We also have associates who speak Hmong and Russian, and we have contacts who speak Portuguese, Croatian, and American Sign Language. Other languages have been more challenging for us to track down, such as Mandarin, Japanese, and Haitian Creole, so if you are an experienced interpreter of those languages, we’d be interested in talking to you.

You can find us on the web at interpreters.coop, or email us atinfo@interpreters.coop. We’d love to hear from you — in any language.

MadWorC goes to California to move with the movement!


Don’t be fooled — the last thing these folks are doing is sitting still. These are the movers and shakers of the worker cooperative movement. Photo by GEO.

Jim Hightower complimented the worker cooperative movement for being a “movement that actually moves.” Over the first weekend of August, hundreds of worker co-op activists met in Berkeley to discuss our co-ops and how to move our economic model from being an “alternative” to the standard in the United States.

The theme of the conference was “The Work We Do Is The Solution.” We learned a lot solutions being developed across the nation:

* The Cleveland Model (the Evergreen Cooperative Initiative), which is using the worker co-op model to revitalize an economically devastated neighborhood in Cleveland, OH.

* Toxic Soil Busters, who use plants to manage lead remediation in their Worcester, Mass., neighborhood. This worker co-op consists entirely of 14 to 18-year-olds who make all of the decisions.

* EdVisions, in Minnesota, which is a worker-coop charter school that has created a dynamic democratic educational plan to go with their democratic workplace.


The author (John McNamara) gives a presentation at the conference on “Market­ing the Co-op Advantage.” Photo by GEO.

The workshops focused on a lot of “nuts and bolts” lessons from “How to talk to a lender” to “strategic planning” to “marketing the cooperative.” The energy, however, was about building infrastructure to improve accountability and responsibility, measure our co-ops against ideals, and manage conflict in our organizations.

The Regional Caucus met. We had no nominations for the Regional Director, so that seat remains vacant. If someone is interested in serving, please let me know and I will forward your name to the board— although we already have two seats on the board. We discussed holding a Midwest conference next year and how to build closer ties between Madison and the Twin Cities, as well as working with co-ops outside of major metropolitan areas.


The northern regional caucus meeting. The three people on the right side of the photo are Steve Herrick of the ICM and John Kessler and Ole Olson of Isthmus Engineering. Photo by GEO.

Kristin Forde was awarded the Local Hero Award for the Northern Region for her work in getting MadWorC up and running. Other winners included Erbin Crowell and Adam Trott from the Valley Alliance of Worker Cooperatives (VAWC), Dan Thomaseses for his work with NoBAWC, and Frank Adams for his lifetime of work in worker cooperatives. The Cooperative of the Year went to the youth movement Toxic Soil Busters, while the first Cooperator of the Year was granted posthumously to John Logue of the Ohio Employee Ownership Center for his lifetime of work and the creation of the Evergreen Initiative.

A special thanks to the Madison Interpreters Cooperative for provided what many described as excellent interpreting services.

A lot of folks were talking about replicating their models (WAGES, Toxic Soil Busters), and even more were talking about the importance of regional organizing to build capacity for education programs and other mutual benefits. The other theme was building the capacity of our organizations to offer a true difference by creating systems for accountability, education, and humanity.

Grassroots Economic Organizing (GEO) organized a team to blog on the proceedings. These posts are at www.geo.coop.

Co-op Spotlight: Union Technology Cooperative

MadWorC is pleased to announce the arrival of Union Technology Cooperative to the Madison area!

Union Technology Cooperative (UTC) is a worker-owned and operated IT services cooperative. UTC was founded on September 23rd, 2008, by five member-owners to create sustainable, compassionate jobs for IT professionals who serve the greater good. Union Technology Cooperative is a not-for-profit entity; an organization designed with the heart of the community in mind, allowing UTC to provide its clients with a more ethical, uniquely efficient, and personalized service experience.

UTC has a diverse menu of technological services it offers to the community. Each technician has the experience and confidence to assist with even the most difficult crisis situations. Whether the problem is with Windows, Mac, or Linux, Union Technology Cooperative is ready to serve every type of market sector, including community, education, business and residential.

UTC is in business to help the entire community. Therefore, they offer reduced rate services to those in need. A discounted service rate is available to cooperatives, 501(c)(3) non-profits, as well as K-12 public schools, public education employees, seniors 65 and over, and clients with disabilities requiring a nursing home level of care. Union Technology Cooperative is also passionate about helping its clients reduce power consumption through a variety of methods; reducing utility bills and reducing your carbon footprint go hand in hand!

Union Technology Cooperative begins work relationships by documenting and diagramming the client’s network in an initial assessment, creating a document to assist with planning and future decision making. UTC believes if a network is owned by their client, their client has every right to all of the information related to it. UTC feels that going above and beyond is essential to providing the best service possible.

UTC technicians don’t just work with computers; in addition, they design, install, add on to, rebuild, and reinvent some of the most simple and most complex networks. Feel free to give them a call at 1-608-616-9925 with any question no matter how small or large. Operating hours are Monday through Friday: 9AM-5PM. UTC technicians are also on call outside normal hours for emergencies. You can visit them on the web at http://utcwisconsin.com.

Where did we come from? Where are we going?


Workers during the Industrial Revolution in an unknown city. Taken from blogspot.com. No credits or copyright information given.

My mission: to research and write a history piece on Worker Cooperatives. To complete this task, I was hoping to find juicy stories of worker strikes, political upheaval, or something flashy enough to interest my drama-starved mind. What I found was the English town of Rochdale, England.

Rochdale of Lancashire, England holds the title of the birthplace of the modern cooperative structure. The Rochdale Principles, a group of rules written in Rochdale in 1844 by the Rochdale Equitable Pioneers Society have served as the moral and structural basis for the cooperative movement ever since.

The Rochdale Principles, as they have since become known, were a compilation of principles tested since the cooperatives movement’s birth in the mid 19th century. The birth of the movement was a direct result of pressures imposed on society by the Industrial Revolution.


A “spinning mule.” Taken from boltonmuseums.org.uk. No credits or copyright information given.

Two main contributors led to these imposed pressures: the invention of the “spinning mule” and the steam engine. These technologies created a huge boom in textile production in cities across England. Increased production coupled with a reduced need for skilled labor led to population increases in cities and a reduced standard of living. As a means to increase their standard of living, the concentrated populations of laborers working in the factories began to organize. This led to the development of cooperative societies, which would turn into what is known today as the cooperative movement.

What the Rochdale Pioneers formed, though, would not be easily recogniz­able in today’s cooperative movement. What they formed was called a Cooperative Society. Their overall goal was “as soon as practicable, this society shall proceed to arrange the powers of production, distribution, education and government, or in other words, to establish a self-supporting home colony of limited interests, or assist other societies in establishing such colonies.”


James Watts’ steam engine, from 1769. Taken from deutsches-museum.de. No credits or copyright information given.

The Rochdale Pioneers were never successful in their attempt to create a self-sustaining colony, although their initial retail store was a great success. Since Rochdale, the movement has seen similar achievements; cooperatives serving many segments of society have found great success in many forms — consumer, housing, producer and worker cooperatives. But has the move­ment yet succeeded in producing a Cooperative Society? What role do I play in this process? What do I add or take away from the gains achieved since 1844? What can I do to create unity?

It seems my homework to research and write about Worker Cooperative history has created more questions than I started with. I will leave now to ponder them.