Published every Thursday at Palmer, Alaska, for the Matanuska Valley Fanners*
Cooperating Association for the purpose of giving news of the Associations Work,
Problems and Accomplishmsntp,
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' * ■ MT ABE THE IMPORTANT ESSENTIALS IN A SUCCESSFUL CO-OP?.
Q
In checking through our ooperative literaturewe'find about the most concise out^ *■
.line and discussion on this subject given by'Mr, L. E, Raper, Director of Membership
Relations of the Southern States Cooperative, Richmond, Virginia. It will be noted
that in.practically all articles concerning successful co-ops that the membership is
largely responsible for either the success or the failure of'a Co-op. No matter what
cause you might point out as a reason for the success or failure of any cooperative,
it all finally reverts back to the members. After all--who elects the Board? The ,
members. And the Board hires the manager and a few of the key personnel. The manager
in turn hires the Department heads and the department heads hire their respective
help. The members actually indicated their policies in the selection of'thp Board of
Directors and their selection-is reflected in the employees of the Co-op.
Mr. Raper points out a number of essentials in a successful type of Cooperative,
First Tho employees and agencies of the co-op must know where they fit into the pro
gram. Employees in order to do a long-time satisfactory job for members, must be
conscious that they are tho members hirod mon.
Second The members must know whoro thoy fit into the program:and be conscious of
their membership,
1, Thoy must know what makes them members.
2. .They- must know how to exercise control.
Members often expect too much of their cooperatives. It must be remembered that a
Cooperative subject to the samo aijfaont3 a3 private business. It must pay tho
same for freight, the some for bags, raw materials, labor, money,etc, as any other
business.
The'Coope rative SAVINOS dome through*-’
1. Lower salaries in the top bracket. Voluntary use by members.
2; Less incentive to make profit. ' Advanco orders by members
Z. Spreading costs over many supplies. 7, More rapid turn over.
4. Operating plants to capacity;
Third A Cooperative should maintain good relations with other agricultural agencies.
Fourth Cooperatives have been most successful when they have adhered to the Cooper
utivd principles which dro:
i; One man—one vote.
2i Limited interest On Capital '
Fatronago refunds, basOd on use, after safe reserves arc provided.
4i Neutrality in politics, religion and race.
5. The handling of specifications supplios.
V fth The Cooperative must have quality personnel as tho employees will be thought
• t as the Cooperative they represent.
Capital is on important essential, The farmers themselves should finance their
eoaperativo, but the investment should be spread widely among the members,
Seventh The last and most important of all is loyalty. Mr. Raper points out that ■
mombors arc not born with this quality, but acquire it slowly. Tie policies of the
Association and attitudes of tho personnel will to a great extent determine the mem
bers reactions. But it is the members finally—who either moke or brood thoir organ
isation. How?^i4h •
By 'not trading'or patronizing their co-op, they decrease its volume, and increaso its
costs. It dios.
or -
The-mors mom her 3,'who U30 thoir c6-op and encourage their neighbors to uso it, the more
-relume increases, costs decrease, services’ improve and moro and more faimors aro
attracted to it3 sorvicos and its benefits. It thrives.
Cooperation'is not a religion. There is in it nothing of tho supernatural, or othcr
woridlinodfc, of a "power not of ourselves." After all is said, the Cooperative Way
is only a human way for tho attainment of human ends. Janos‘C. Walker, Editor
__ Farmers Elevator Guido,