Business+Plan

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 * Updated business plan from John Sand's //small business entrepreneurship// class [[file:businessplanspring09.pdf]]

=Executive Summary=

The community of Bellingham and Western Washington University have demonstrated a commitment to sustainability. Great demand has emerged for alternatives to conventional food systems. We are creating a cooperatively-run food service, The Western Cooperative, that caters to this market. It will be a student-operated business which will strive to embody the highest level of sustainability.

The Western Co-op will be a non-profit corporation made up of the Western community. There is considerable demand for a student-run cooperative café on campus serving sustainable and affordable food. In meeting this demand, we will partner with the University to provide our services. We are committed to full collaboration with the University, ensuring that our collective interests and objectives are met.

The Co-op is exploring various locations. Beyond food service, the Co-op will create a unique atmosphere and serve as a hub for clubs, groups, and individuals to connect. The Co-op will promote social, environmental, and political education and awareness in accordance with its vision. It will provide a space where students can display or share their work by showcasing art, music, poetry, and other creative mediums.

The Co-op is committed to strengthening the Western community. We envision that it will become a gathering space on campus where students will share a sense of belonging. By supporting local farms and businesses we will create connections with the greater Bellingham community and more fully integrate Western into Whatcom County.

Staff will consist of paid employees, including managerial positions, student-servers/chefs, work-study educators, volunteers, and interns. Each will be selected based on their interest in the Co-op’s values, creating dedicated employees offering superior customer service. Because of the expected high turnover rate of student employees, mechanisms will be included in the Co-op’s bylaws and practices to ensure continuity. In addition, staff members will be hired on a rotating basis and each will receive extensive training. Three student managers will oversee daily operations, working directly with a professional advisory board. All policy and operations decisions will ultimately be subject to approval by the Board of Directors, which will consist of five students elected annually who will consult with faculty and members of local organizations and businesses to make knowledgeable, informed decisions. The Co-op seeks to appeal to a wide base of interest. Advertising will be conducted through many venues including extensive signage, promotional events, campus tabling, and word of mouth. = = = = =Mission Statement=

The primary mission of The Co-op is to create a student-run cooperative on the Western Washington University Campus that strives to embody the highest level of sustainability while serving as an educational model for the Western community. We envision the Co-op as a student-run food cooperative that will provide space on campus for students to gather and build community. The Co-op will encourage leadership by providing passionate and dedicated students an opportunity to run a business, incorporating internships from a range of departments and promoting member involvement in all decision-making. It will foster community by providing a place students can meet, share ideas, study, and get involved in programs and events. Students will be encouraged to share their opinions, art, talents, knowledge, and creativity to enhance the environment of the Co-op. The Co-op will have a positive impact on the food system by creating healthy relationships with local producers, guaranteeing that workers at every level are treated fairly, ensuring that our food has a beneficial impact on the environment, minimizing packaging and waste, and returning all compostable waste to the food cycle. By providing fresh, nutritious food, the Co-op will be a healthy dining option for those eating on campus.

= = =Goals=

• Create a business that provides the WWU campus and the greater community with sustainably produced goods and incorporates sustainable business practices; • Embody the highest level of sustainability by constantly working to increase the sustainability of the Co-op’s operations, taking both a leadership and experimental role in sustainability practices on campus from which the rest of the campus community and larger community can learn; • Provide alternative goods and services on a non-profit basis; • Promote environmental, social, and political education and provide a space to host related events that align with our values; • Involve additional departments and the Western and Bellingham community in a opportunity that is educational and beneficial to all. • Strengthen ties within our community by creating a community space to meet, share, educate, and organize; • Promote student expression and provide a venue where students can express themselves; • Give members the unique hands-on learning opportunity to run their own business;

= = = = =Objectives=

• Provide healthy food at a reasonable cost to our members; • Offer food products that are locally, seasonally, and organically produced; • Offer products that are socially and environmentally sustainable; • Serve unprocessed or site processed foods; • Provide a connection between Co-op customers and producers, including education on where, how, and by whom Co-op products are grown; • Provide space where students can share their opinions in a safe and welcoming environment; • Create a student voice, presence, and feeling of ownership in The Co-op, while involving students in the creation of a sustainable community; • Serve as a hub for activism and sustainability. The Co-op will strive to bring cohesion to our campus by emphasizing shared values and efforts and providing a space to build community.

=**General Timeline**= __November/December 2008__ Outreach to Community to seek input and provide information Formation of Non-Profit Finalize plan, determine location proposals, address weakness and University concerns, identify policies, and amend contracts

__January/Feburary 2009__ Plan for Feburary Conference on Food Presentation to Board of Trustees Food Conference Submit Health Department application

__March and April 2009__ Continue working with University to amend policies Amend Dining Contract Write and vote on initiative for ballot Send out RFP, Writing proposal for RFP

__May, June, July, August, e____arly September 2009__ Approval of RFP Build the Co-op

__2009-2010 academic school year__ Grand Opening of Initial Phase

=Commitments and Values=

__Sustainability__ Sustainability is the buzz word of the day, used by many different individuals, corporations, and organizations, and carrying just as many different definitions. Our definition of sustainable practice is one that can be continued indefinitely. We want to establish a business that comes as close to this definition of sustainability as possible, incorporating sustainability into every aspect of our business; the food that we sell, the services we provide, and our business practices. The definition of sustainability is constantly evolving as we become more aware of the impact of our actions. The word has quickly expanded beyond the environment to include social and political nature as well. Our commitment to sustainability is a commitment not just to the idea as it exists today, but what it will be tomorrow, and ten years from now. As the definition of sustainability evolves, so will our business, always attempting to embody the highest level of sustainability.

__Definition of Sustainability__ Incorporating the balance of the economics, the environment, and social equity; a practice can be called sustainable if and only if it can be continued indefinitely without degrading the systems and resources upon which it relies.

__Education__ The Co-op will be an educational opportunity and resource for the Western community. We educate people on the health, social, economic, and ecological aspects of eating and running a business. We will work with classes on campus to offer an interdisciplinary educational opportunity. Classes, clubs, and individuals will be able to use the space to educate the Western community.

__Community__ We envision a business that is fully invested in Western Washington’s community, where the community, not profit, is the bottom line. We want to establish a relationship in which what is good for business is good for our community and what is good for our community is good for business. This requires a close and personal relationship between our business and our patrons. We will foster this relationship by giving members a sense of ownership, responsibility, and investment in our business, by emphasizing shared values and shared efforts and by creating a space that embraces the existing community while simultaneously strengthening ties to further unite our campus. Our commitment to community expands beyond Western Washington University. We want our business to benefit local suppliers. We hope to establish connections that support the local economy and in doing so create relationships that transcend business to contribute to the greater community of which our campus is a small part. There are also many good organizations and individuals in Bellingham that could be valuable resources to our business.

__Innovation__ We aim to be innovative in regards to sustainability and to allow new ideas formulated on campus to be put into action at the co-op. We believe that there are alternatives to the conventional economic, social, political, and corporate systems. We will strive to challenge the current norms, the way we relate to ourselves, community, world, work, consumption, corporatism, and the exploitation of human and environmental resources. We envision a co-op that explores these alternatives and seeks to build new norms. These commitments will be reaffirmed everyday of operation.

__Activism and Change___ Activism is a means of achieving a specified goal. The co-op is a form of activism, as it puts our ideas into action. We want to encourage students to put their own ideas into action, creating the change they want to see. We will provide a central space in which students, as individuals and as groups can meet, share ideas, and organize. We recognize that an important aspect of activism is education. We will further support students by providing a space in which they can host educational events that align with our values. We believe our actions and business practices are our strongest educational tool. We will walk the walk, so to speak. All decisions will be transparent. Members will have the ability to partake in the decision-making and learn how to run a sustainable business in the process right alongside us.

__Waste__ A sustainable society is a waste-free society. Because of this we aim to create as little waste as possible. We will limit waste in our purchasing and try to sell waste free items to the customer. To do this we will use all reusable or compostable serving containers (a.k.a. dishes) and have compost bins available for students instead of trash bins.

__Diversity__ The co-op will strive to encourage students from all backgrounds to enjoy the food and comfort that the co-op will offer. While education on sustainability will be available for students to delve into, participation in the co-op does not require any particular political or social orientation. Clubs and organizations will be encouraged to use the co-op as a meeting place and venue for activities.

__Student expression__ Students will have the opportunity to display their art through all mediums at the co-op. We hope to display visual art as well as host performance art. We believe that Free Speech is a fundamental part of a democratic society, and as such we will create an open venue for students to express themselves so long as to not unfairly discriminate directly or indirectly against anyone on one or more grounds.

__Growth__ Long-term growth is something we are taking into consideration. While we envision expansion, growth is only worthwhile when it is done in a fully sustainable manner.

__Profits__ The goal of the co-op is to be a representative sustainable business. Profits will be sought only to keep the business financially sustainable. Distribution of profits: a. Increasing Co-op’s sustainability b. Lower food prices to the Customer c. Support sustainability-related education projects and activism on campus d. Increase worker benefits e. Support sustainable causes in our greater Bellingham Community

=Buying Principals=

The Co-op will make every effort to offer food products that are locally produced, seasonal, and organic. Products will be socially and environmentally sustainable, and as close to their natural state as possible. When buying products the Co-op will consider foods that are organic, chemical free, farmer-direct, fair-trade, irradiation free, minimally packed and bulk, as local as possible, available, etc. We press on purchasing meats from local farmers/butchers that raise their animals eco-consciously (grass-fed/finished, wild caught vs. farmed, free-range, etc.), do not use artificial steroids, antibiotics, and hormones, and have humane slaughtering practices.

=Products=

The Co-op will offer healthy food at a reasonable cost to its members. By incorporating internships, education, and volunteers into the Co-op we will be able to save on operating expenses. The Co-op is committed to buying in bulk when practical; this will help to cut costs associated with packing and shipping. An efficient ordering system is being created, enabling The Co-op to closely monitor the volume and items that are sold. The Co-op will follow their buying principals to assure that they align with all stated values and objectives, placing a strong focus on continual evaluation of products. They will also keep up-to-date with new products and issues regarding sustainability to ensure that they are offering their customers the best and most affordable products available.

= = = = =**Menu**=

Menu is dependant upon seasonal availability. Additional graphs indicating what is available within the Puget Sound area can be found at the sources below. By making the largest effort possible we can provide a diverse menu, while still supporting local agriculture. vegetables- http://www.pugetsoundfresh.org/vegetable_harvest_schedule.htm meat/eggs- http://www.pugetsoundfresh.org/meats_eggs_farm_schedule.htm fruit, Nut and Berries - http://www.pugetsoundfresh.org/fruits_nuts_berries_harvests.htm herbs- http://www.pugetsoundfresh.org/herb_harvest_schedule.htm


 * Drinks**

Drip Coffee Espresso Latte Cappuccino Americano Mocha Steamers Hot Chocolate Chai Hot Tea Iced Tea Mate Smoothies Apple Juice Carrot Juice Hot Apple Cider Iced Coffee Kombucha Milk Soy Milk Goat milk

All sandwiches served on your choice of bread Build Your Own Choose from the list of ingredients to suit your fancy Grilled Cheese Cheddar, gouda, pepper-jack on your choice of bread Greek Feta cheese, hummus, bell peppers, tomatoes, cucumbers, sprouts, olive oil, balsamic vinegar on rye bread Italian Gouda cheese, tomato, herbs, sun-dried tomato pesto, olive oil, balsamic vinegar, on whole wheat Grilled Portabella Tomato, Basil, Mozzarella Grilled mushrooms and onions, bell peppers, tomato, pesto, herbs Hummus & Veggie White bean hummus, onions, tomatos, cucumbers, sprouts, bell pepper, PB & J Pick your Butter (almond, cow's, peanut, etc...), pick your J (or honey) Roasted Garlic and Bread Seasonal Special Depending on what is in season
 * Sandwiches**

All salads served with your choice of dressing Greek Mixed greens, spinach, feta cheese, cucumbers, tomatoes, sprouts Rainbow Salad Mixed greens, grated carrots, tomatoes, onions, red cabbage, bell peppers, sprouts Carrot Apple Ginger Mixed greens, grated carrots, chopped apples, ginger, raisins, ground hazelnuts Fruit Salad Seasonal varieties of local fruits Veggie Plate Carrots, broccoli, cauliflower, celery, bell peppers Basic Green Mixed greens, sprouts Chicken Salad
 * Salads**

Ginger Tempeh Salad Tempeh, carrots, broccoli, onions, potatos stir fried in honey and ginger Bean Salad Bean mix, potato, celery, cabbage tossed with olive oil and balsamic vinegar Curried Potatoes Potatoes, onions, parsley, garlic fried in a light curry sauce Italian Pasta Salad Penne noodles, red beans, red onions, tossed with olive oil and balsamic vinegar Taboulioia Quinoia, cucumbers, tomatoes, parsley, garlic, green onions, red peppers, lemon juice, olive oil, mint Pesto Pasta Penne noodles, fresh basil, pesto, red peppers, sun-dried tomatoes, olive oil Thai Peanut Salad Cucumbers, carrots, bell peppers, broccoli, apples in a light peanut sauce Alu Gobi Potatoes, cauliflower, onions, ginger with Indian spices Seasonal Specials Depending on what is in season
 * Deli Salads**

Seasonal
 * Soups**

Grass-fed Beef Poultry Lamb Bison Flounder Sole Salmon
 * Meats (vary seasonally, available daily)**


 * Sides**

Toast Fresh Pastries Fruit Granola Dried Fruit Trail Mix Granola Bars Yogurt Parfait Jam Honey Peanut Butter Slice of Cheese Dressing Vegetables Rice

Granola Rice
 * Bulk**

Seasonal, local, organic produce
 * Fresh Produce**

Soaps Eco-conscious Cleaning Products/Aids Herbal Products Incense Paper Towels General Health Products
 * Goods**

=Services=

__Social Space__ The Co-op will be a place for students to gather. It will serve as a hub for clubs, groups, and individuals to connect. One of the Co-op's goals and objectives is to create a student voice and evoke a sense of ownership in the Co-op for all students. The Co-op will strive to involve students in the creation of a sustainable community. The space will provide an atmosphere that will promote social, environmental, and political education and awareness in accordance with the vision. This will include speakers, workshops, films, musical and dramatic performances, field trips, and other events as desired by the University community. The Co-op will provide a space in which students can display, sell, or share their work by showcasing art, music, poetry, and other creative mediums.

__Housing and Dining Benefits__ Western Washington has a very distinct personality, one created by the diversity of the student body. By giving students the opportunity to create their own space, our coffee shop will reflect this personality. Such a vibrant character will add originality to our campus. Many students come to Western, attracted to these qualities. This Co-op will enhance this image, consolidating it under one roof. Furthermore, we will provide a unique opportunity for hands-on learning through employment, volunteer, and internship opportunities. Students will have the ability to directly participate in running an environmentally and socially sustainable business. For these reasons and others, our Co-op will make campus more appealing to prospective students, drawing in new students, thereby benefiting the university as a whole and Housing and Dining. In the same way that our Co-op will help attract new students, our Co-op will make campus life more appealing to those who currently attend. By providing a space students can make their own we will empower the student body and give them a sense of ownership. We believe our space will strengthen the campus community. For those who live on campus, this will give them a greater sense of permanence and make campus feel more like home. For those who live off campus, the Co-op will become an intended destination to eat, to socialize, and to educate as opposed to seeking such services elsewhere. The representative survey found that 99% of the student body was more likely or just as likely to eat at the Underground if it were a student-run cooperative serving local, organic, seasonal food. We will cater to these desires and expect to see an increase in business and patrons. An increase in business could support Housing and Dining financially. We plan to continue operating with Munch Money. Currently, 7-15% of non-dining dollars goes to Housing and Dining system in the form of commissions paid by University Dining Services. With increased cash flow, both our Co-op and Housing and Dining will benefit. Finally, the Co-op will serve to educate consumers and develop a demand for sustainably produced food, which will partially facilitate Sodexo’s ongoing efforts to provide sustainable food for students. Western Washington University has long been at the forefront of many progressive campaigns. We are committed to environmental sustainability and social responsibility. We were the first university in the country to run entirely off of alternative energy and motivated Whatcom County to purchase alternative energy. This university has pushed norms before and we have the chance to do so again with the foundation of a student-run cooperative.

__Education__ The Co-op aims to serve as an educational forum to raise awareness on the importance of environmental sustainability and healthy dietary choices. This will be reached through services that the Co-op will offer such as education classes, and opportunities for applied learning for the student body through internships, jobs and volunteer opportunities. The Co-op will provide educational classes for the university community; these will be in the form of speeches, workshops, films, newsletters, etc. By hosting and providing educational services to the university community, the Co-op will be able to further expand their customer base, not only will this provide students with alternative learning opportunities, but it will also provide an outreach to the wider community increasing the Co-op’s resources and marketing.

__Health Benefits__ A growing number of consumers are becoming aware of the relationships between what they put in their bodies and their level of health and well-being. The Co-op aims to fulfill a rising demand for food that provides wholesome, nutritious satisfaction, utilizing organic and locally-grown foods. This rise in demand has paralleled an increase in the toxins present in our food supply – there has been a tenfold increase in the amount and toxicity in insecticides used in the U.S. alone since the 1940s 2. Now, traces of at least 6 different pesticides exit most of our bodies every day2. However, a recent University of Washington study showed that children fed a diet of at least 75% organic produce had just 1/6 the amount of pesticide byproducts in their urine compared to those fed 75% or more conventional produce3. In addition to lower levels of toxic substances, organic foods contain higher levels of essential nutrients and minerals, including calcium, iron, magnesium, potassium, selenium, and zinc5. Genetically engineered (GE) crops are now ubiquitous – most of us consume them daily without knowing it, yet almost no investigation of their possible health effects has been conducted. In addition to potential unknown dangers, some GE crops promote a huge increase in pesticide use, while others actually produce pesticides within each of their cells. U.S. government data show a 15-fold increase in pesticide use on soybean, corn, and cotton driven by use of Roundup Ready versions of these crops7, channeling still more toxins into our bodies. While many other countries have banned the production and sale of GE foods, the U.S. welcomes them with little oversight and no labeling, taking the ability to make informed choices away from consumers. This means that the only way to reliably avoid GE crops is to consume certified organic products or foods from growers who consumers know and trust. The farther a fresh food travels to reach consumers, the more time elapses before it is eaten, which causes vitamins and nutrients to be lost4. Conventionally grown foods are often processed and/or irradiated to extend shelf life, kill bacteria and other pathogens, and slow ripening4. When foods are produced locally and sustainably, there is no need for these practices since conditions leading to pathogen contamination are avoided and products can reach consumers quickly.

__Sources__ 1. http://www.kzoo.edu/farmstok/index.html 2. http://www.sectionz.info/ISSUE_3/content_1.html 3.http://query.nytimes.com/gst/fullpage.html?res=9E0CE0DF1530F936A15750C0A9659 C8B63 4. http://www.sustainabletable.org/issues/health/ 5.http://www.nutrition4health.org/nohanews/NNSp02NutQualOrganicVsConv.htm

__Community Economic Benefits__ Bellingham has been ranked the nation’s #2 “Best Place to Live,” and is a leader of the sustainability movement, due in large part to Western’s leadership role. The desire to live here is bolstered by Bellingham’s healthy economy, which is supported by a strong commitment to “Buy Local”. Whatcom County supports a large number of farmers who rely on this support, and who in turn spend money within the community. When buying from conventional industrial farms, only $0.21 of each $1 reaches the farmer. However, when $1 is spent at a local food business, $2.50 enters the community1. The success of our family farmers as well as our community is not guaranteed. Corporate growers are increasingly buying out small farms, and have doubled their profits since 1990, while independent farmers in 2002 earned the least they have since 1940 2.

__Sources__ 1. http://www.sectionz.info/ISSUE_3/content_1.html 2. http://www.kzoo.edu/farmstok/index.html

=Location= We're looking at the start-up costs of each location and for existing locations, the cost of essentially buying Sodexo and dining services out each location. We've requested information from dining services, and we plan on having a solid proposal of location together within the next couple months.


 * Options**


 * Already Existing Food Services Locations:**

There are many already existing food service locations of campus that could be replaced by a student run food co-op. Replacing an already existing food service would add more variety to the type of food offered on campus along with the many benefits outlined in the executive summary. Using an already existing food service location would be ideal because the space would already be established as a food service, require less new construction and already have an established customer base. Taking over an already existing food service area would require extensive communication with dining services and other businesses currently operating in the spaces. If the co-op were to move into an already existing location we would negotiate with current businesses in order to recover the money that they have already put into the location. Current revenues of each location would need to be examined and research would need to be put into assessing what needs current customers have for the space. We are currently in contact with dinning services and Kurt Willis in order to obtain this information.

__Miller Market__ Miller Market is located on Red Square. Students currently visit Miller Market to grab quick meals between classes. If the Co-op were to move into this location it would need to be able to provide quick and healthy snacks. Miller will be undergoing renovations in a year and would be a great place for the co-op to move into if it starts in a less permanent location. The renovation of Miller hall is set to be completed by spring 2012. The market space could be renovated to meet the needs of the Co-op by putting in more space for food preparation and seating. More seating area could also be incorporated outdoors on Red Square or in the small plaza behind the market. The current space currently has refrigerator cases and a small amount of food preparation space in what is now Starbuck's coffee.

__Carver Gym__ We are researching a potential space in Carver Gym that used to be food service space. If this space is currently unused it could be a very inexpensive and temporary location for the Co-op.

__The Haven__ The Haven is located on the bottom floor of the Fairhaven building on south campus. The current space that the market occupies is relatively small. It has an average amount of counter space for food preparation and a refrigerator case for items that need to be kept cold. It has a small amount of seating space that could potentially be expanded. This location is somewhat isolated from the rest of campus. It is important that the student run co-op be inclusive to all students on campus. If the co-op were located in the Haven there is a concern that the co-op would only mainly attract Fairhaven students.

__Tony’s Coffee__ Tony's is located in the east lobby of Haggard Hall and offers a walk-up window facing Red Square. This convenient location is not only accessible to all who walk through Red Square, but also to those studying within the Wilson Library. Although Tony’s is smaller than the other suggested locations, this characteristic may be a benefit in disguise since the acquisition, rent and maintenance fees would be less. Presently, Tony’s Coffee serves as a smaller, limited version of various other cafes already existing on campus. Exchanging this space with the co-op would not be a loss to the students who currently patronize Tony’s, as similar versions of this café already exist. On the other hand, the co-op would provide a new, unique and affordable eating option for the many people who are looking for a delicious, sustainable form of food.

__Underground Coffee House__ Centrally located in the third floor of the Viking Union in what is now the Underground Co-op, an already popular location. Beyond the established consumer base, we will draw in those students whose needs are not met by the current dining services. The Underground Coffeehouse is a unique environment not found anywhere else on campus. The current space is filled with comfortable furniture, subtle lighting, and a pool table. This provides a lounge space where students can relax, eat, drink, study and more, the perfect atmosphere for the Co-op. Another benefit of taking over this space will be that it is the property of Associated Students so there will be very low start up and overhead cost. This will help the Co-op to meet their objectives of providing highly valued products at a reasonable price to the university community. The space is equipped with most of the furniture and kitchen equipment that will be needed to run the Co-op, because of this, our estimated start up costs will be a conservative $19,000. The underground space will create a unique atmosphere and serve as a hub for clubs, groups, and individuals to connect. This will help the Co-op reach its goals and objectives to create a student voice, and feeling of ownership of the Co-op. The Co-op will serve as a hub for activism and sustainability and work to involve students in the creation of a sustainable community. The space will provide an atmosphere that will promote social, environmental, and political education and awareness in accordance with the vision. This will include speakers, workshops, films, musical and dramatic performances, fieldtrips, and other events as desired by the University community. The Co-op will provide a space in which students can display, sell, or share their work by showcasing art, music, poetry, and other creative mediums.

__VU Market__ The VU Market is located on the sixth floor of the Viking Union. The amount and organization of space that already exists in VU Market would be ideal for converting into a student run co-op. The refrigerator cases could be used for produce and other quick and easy snacks. Having these refrigerator cases in addition to kitchen space would allow the Co-op to serve both the needs of students who want food to go and students who want a place to study or take a break and can wait longer for their food. The kitchen space that is already occupied by the Mediterranean Grill and Chic-Fil-A could be renovated slightly, replacing deep fryers with an oven etc., to meet the needs of the Co-op. The market space also has a large amount of space in the seating area behind it. Part of this space could be used to put in a small stage or a house a variety of other projects that students may want to pursue. The VU is essentially a place for students. Having food services that represent the student body in this space would ultimately help the University's image and build a stronger student community. While this space would be an ideal space for the Co-op there are a number of obstacles that might make it difficult for the Co-op to take over this location. One concern is its proximity to the Underground Coffeehouse which provides similar services to those that the Co-op would provide. Also, Given that Chic-Fil-A and the Mediterranian grill have just opened, it would not be fiancially feasable for us to take over this location. Last year dining services put over $400,000 into the location.

__The Atrium__ Located in a heavily trafficked area and in the first floor of Arntzen Hall the environmental science building. The space The Atrium occupies would likely provide the largest and most prepared space that we could hope for. Already in this location are: Starbucks, Pizza Hut, Sub Connection, Pasta Plus and Freshens smoothie bar that could be unified into one sustainably minded and supplied food cooperative. The Atrium has a very large table/seating area for people to hang out and create in. The proximity to the Huxley college of the environment will provide a steady base of sustainably minded students and staff. The drink areas would change very little except the providers of the ingredients would be sustainable and local whenever possible. Ultimately the space that Pizza Hut, Sub Connection and Pasta Plus occupy would be great because they are already a legal operation and are in compliance with state health codes. We simply want to provide healthier options for students and staff while at the same time creating a friendly space for diversity where everyone feels welcome.


 * Mobile Food Service Units:**

The student run co-op could be housed in one or multiple mobile Service units on campus. Each unit would serve as distribution centers of co-op goods and services with a central certified kitchen located either on or off campus (please see certified kitchen space). Goods would be transported from the certified kitchen to the carts as needed. Minimal amounts of preparation, such as sandwich preparation, would be done in the unit according to health code requirements. Covered seating areas would accompany mobile food carts for customers and students. It should be considered that while a mobile food service unit could be an ideal option for obtaining space on campus within a relatively short time frame it would ultimately not provide enough space to serve our long term vision for having the co-op be a hub for student projects and activities. Because of its outdoor location the units would not be able to be open as many hours and would not be an ideal location for studying, club meetings or events. A Mobile food service unit would still be an ideal additional location if the co-op gained the resources to expand into building space on campus. If mobile food service units were paired with a central café space on campus the Co-op would be accessible to students on both north and south campus. To be consistent with the vision of the Co-op it is essential that the co-op be as accessible as possible to students.


 * Potential Locations for Mobile Food Service Units:**

__Red square mobile café__ //Advantages:// Red square is a popular gathering place for students in between classes. If the Co-op were to be located in Red Square it would be highly accessible to students. The Red Square is a space on campus where students can express their voice. The Co-op’s presence in Red Square would encourage student expression and be able to participate in student led gatherings and events in Red Square //Concerns:// Most students who pass through Red Square are usually in a hurry to get to class. The Co-op would need to be able to meet students’ needs to have food prepared quickly. Sodexo will have a mobile market in Red Square during the 2009-2010 school year.

__Academic Instructional Center Quad mobile/cart/stand__ //Advantages:// The square in front of the new Academic Instructional could be an ideal location for the student run Co-op. There are currently no food services in this area for students. As the new building are filled with classes there will be an increasing demand for food services in this part of campus. Potential locations are under the covered backside of the environmental studies building, near the flag pole

Bronze Triangle Area

Side of Art Building

__Vendor’s row cart__ //Advantages:// Vendor’s row and the Viking Union is already a high traffic area for students. Many students depend on vendor’s s row for meals or snacks between classes. Having the Co-op on Vendor’s Row would provide Because of the covered space we would not need to have a bus or a cart. There is also already an established eating area. //Disadvantages:// If the Co-op were located on Vendor’s row it would compete with the already established local businesses. We do want to negatively affect their business. The Coffee Lady already serves many items that are on the Co-ops menu.

__The Co-op will need a certified kitchen space in order to provide its full menu. Ideally the Co-op’s location would be able to accommodate both a café and a certified kitchen. If the Co-op is located in a space that cannot accommodate a certified kitchen it will need to have kitchen space in a separate location. Some potential options for kitchen space include partnering with the Canada House, Fairhaven Stack 3 or 5 kitchens, which has a certified kitchen, converting space on campus into kitchen space, or renting kitchen space from various community centers or churches that have certified kitchens. Food would be transported from the kitchen to café or mobile food units on campus.__
 * Certified Kitchens Space:**


 * Fairhaven Stacks 3 and 5 lounge
 * In 1974 a "Housing Co-op was formed in these stacks. Their info can be found at www.coop5.org. Specific contact info can be found at http://www.coop5.org/box/list.php.
 * Canada House
 * Dining Services kitchen facilities.

=Market Analysis Summary=

The community of Bellingham and Western Washington University in particular, has demonstrated a commitment to sustainability. A great demand has emerged for alternatives to conventional food systems, and the Co-op will cater to this market. Over the past couple years Washington State has been a strong leader and supporter for sustainable farming and food distribution. In Bellingham, there are a growing number of supporters that are creating a sustainable food and farming network. A recent petition conducted on WWU’s campus by the Students for Sustainable Foods club demonstrated an overwhelming demand for a student-operated sustainable food service on Western’s campus. The contagious interest for sustainable alternative foods on and off campus will provide a strong market base for the Co-op.

Currently, there are few options on campus for students seeking healthy foods produced using sustainable practices and no options for student's seeking a student-run food service. The Co-op will draw in those students whose needs are not met by the current dining services. We strongly believe that the Co-op will provide an ideal venue for students seeking sustainable nutritious food.

A survey was conducted to evaluate how a student run coop would affect the eating habits of students who do and don’t currently eat at the Underground Coffee House. The Underground is no longer high on our list of locations. This likely would inflate our numbers as the Underground is already very popular, while the Co-op taking over an less popular would likely be more highly received. Students were asked if they currently eat at the Underground, yes or no (yes = more than once a month). They were also asked if they would be more, less or just as likely to eat at the Underground if it were student-run and sold local and/or organic foods. The survey conducted asked 172 randomly selected students in Red Square and other places on Western Washington’s campus. The result found showed that only one person who did not currently eat at the Underground would be less likely to eat at the Underground if it were changed to a student run café.

__Results__ These results show that if the Co-op were to replace an already existing food service establishment on campus such as the Underground, it is likely that the patronage of these services would only increase if it were changed to a Student Co-op.
 * 64% of students who currently eat at the Underground would be more likely to eat there if it were student run.
 * 36% of students who currently eat at the Underground would be as likely to eat there if it were student run.
 * 52% of the students who do not currently eat at the Underground said they would be more likely to eat at the Underground if it were student run.
 * 47% of the students who do not currently eat at the Underground said they would be just as likely to eat there if it were student run.
 * 1% of the students who do not currently eat at the Underground said they would be less likely to eat there if it were student run.

=Growth Strategy=

For the Co-op growth plan to be successful, careful planning along with the values stated in the mission and vision will have to be used. The first method of growth will involve products. As the store thrives and makes more money, new products will have to be added to the menu. This will give customers more options with the potential to draw in new clientele. However, developing new products will need to be in line with the mission, and will be decided by the managers under the approval of the board.

A second growth strategy that is integral to the mission and vision of the Co-op is the implementation of educational programs. It will be necessary that the operational structure focuses on providing opportunities to educate students about sustainable and healthy foods. As the organization becomes more established, more programs will need to be implemented. This can be addressed in developing an on campus learning space when the store decides to move or develop another storefront on campus. Additional internal growth, such as a need for more staff, will need to be addressed by the store managers and the board of directors.

As the Co-op succeeds and demand increases, there is the potential to expand to a more locations on campus. In addition to having one central location on campus the Co-op could expand to be present both on north and south campus. For example, if the central Co-op location was the Viking Market, than we could have an additional food cart located closer to south campus near the new Academic Instructional Building. The Co-op could also provide bike delivery services from its main location to students on other parts of campus. With careful efforts,expansion can be successful for the Co-op by getting the necessary funding and approval for renovations. This will have to be meticulously planned in accordance with university and government standards. The success of this expansion can be measured by increased profitability and traffic flow as it is in a more competitive and flourishing part of campus.

=Competitive Edge=

The Co-op will be the only community owned and student-operated source of food on campus. It will meet the bourgeoning demand for sustainable and affordable alternatives to the current options. It will be a creation by and representation of the existing student body, drawing directly on the creativity of the current students. It will fluently adapt to the continuously changing campus community. By hosting regular events by and for the Western community, the Co-op will develop into a hub of social networking. The sense of ownership created by the co-operative structure will bring in students willing and eager to contribute to this business, setting it apart from often impersonal current dining environments.

=Management Summary=

The Co-op was founded through the vision of the Students for Sustainable food to create an alternative dining service on campus. The mission of the Students for Sustainable Food is to facilitate a campus wide movement towards getting more nutritious choices, local food and organic foods into all dining areas of the WWU campus. Provide students with an integrated, passionate education about the opportunities in sustainable food systems, agriculture and food security in the Whatcom County area and Washington State.

=Organizational Structure=

The Co-op will be a non-profit corporation. The Co-op will have an executive board of 5 members. An Advisory Board will consist of WWU Faculty and community members. The Advisory Board will collaborate only as an advisory board and council for The Co-op Board of Directors. The executive board will oversee the Co-op’ manager and make all of the final decisions for daily operation and event planning. The Co-op manager positions will be a full time position that oversees the event coordination, staff and volunteers. The staff will competent and capable individuals who are trained to handle all aspects of day to day operations.


 * Co-op Executive Board**

The Board will consist of five members elected by the membership.

__Powers and Responsibilities__ The business and affairs of the co-op shall be directed and controlled in the interests of members by the Board of Directors. Directors serving on the board represent members and are responsible for the performance and conduct of the cooperative. Their three major responsibilities are to set policies, employ and evaluate the general manager's ability to carry them out, and secure adequate financing for the cooperative. The board also has some specific management responsibilities such as setting goals, objectives, and general policies; adopting long-term strategic plans; employing a competent manager and evaluating performance; preserving the cooperative character of the organization; establishing an accurate accounting system; adopting an annual operating budget; controlling the total operation; and authorizing distribution of cooperative net earnings. The board delegates responsibility for daily operations to a hired general manager or chief executive officer.

__Qualifications__ Any person who is a member of the Co-op may be elected to the Board of Directors.

__Elections__ The board will be determined yearly by an election.

__Chair of the Board of Directors__ The first time the Board of Directors meets in a new year, they will elect someone to serve as the Head of the Board of Directors. This person must be elected through consensus minus one. They will serve as the main contact between the managers and the University, though all board members will play some role.

__Facilitator__ At each board meeting there will be a facilitator. All board members will act as facilitators on a rotating basis. The responsibility of the facilitator is to ensure everyone is heard, that the discussion stays on track, that it is completed in a timely manner, and to determine when a vote can take place.

__Secretary__ Secretary will take notes and minutes of the meeting and record the results of votes. All board members will act as the secretary on a rotating basis. This week’s secretary will be next week’s facilitator.

__Decisions__ All decisions will be made by consensus minus one.

__Voting__ Any issue brought up before the board will first be discussed. Once the facilitator has closed the discussion the board will vote. It is an open vote. To vote each director will do a thumbs-up if in favor, a thumbs-down if in opposition, or cross their arms against their chest if they wish to abstain from voting. Results will be recorded by the secretary. For any decision to pass there must be consensus minus one with no more than one person abstaining. If consensus minus one is not reached, discussion will continue. Those who opposed and abstained will explain why, with those in favor responding. The Board will then revote. If consensus minus one is still not reached, and there are other matters to discuss, then the decision will be put on the table and come back to either later in the meeting or at the next meeting. If a decision needs to be made immediately (such cases will be identified by the Board), then a decision can pass by majority rule.

__Action by Consent__ Decisions of the Board of Directors may be made without a meeting if a consent in writing, stating the action to be taken, is signed by all directors and filed with the minutes of meetings.

__Transparency__ Decisions made by the Board, minutes from the meeting, and any other pertinent information will be posted in the store to report to members. Financial information will be easily available at the Co-op to educate customers on what their money is being used for and where profits are going.


 * Associated Students Board**

The Co-op’s board of directors will collaborate with the Associated Students board to make sure student's needs are being met.


 * Advisory Board**

The advisory board will be made up of community members, such as faculty members, farmers, business owners and other members of the community that have an interest in the sustainability efforts of the Co-op. The advisory board collaborates only as a council to the Co-op’s board of directors. They can assist with planning and building community connections that will be essential to the success and future of the co-op.

__Current Advisers__ Nicole Brown (English Department/Farmer) John Tuxill (Ethnobotanist) Gigi Berardi (Agroecologist/Former Chair of Environmental Studies)

=**Student-Operated Food Services**= Brown University Evergreen State College - The Flaming Eggplant HampshireCollege – Mixed Nuts Food Co-op Georgetown - The Corp Oberlin College – Good Food Co-op Portland State – Food For Thought Suny - Binghamtom University University of British Columbia – Food Co-op University of California Davis – Food Co-op University of California San Diego – Che Café University of California San Diego – Food Co-op Univesity of California Santa Cruz – Kresge Food Co-op University of Maryland – Food Co-op University of Massachusetts Amherst University of Minnesota (Morris) – Pomme de Terre Food Co-op University of New Hampshire – Food Co-op University of Sydney - Food Co-op University of Toronto University of Washington - Parnaffus Cafe and Design Cafe Warren Wilson College – Harvest Food Cooperative Westminster College – Food Co-op Whitman College - Daily Market Cooperative


 * Portfolios**

//Name//: Flaming Eggplant Cafe //Type of Institution//: Public //Food Service//: Exclusive Contract through Aramark. Food Service Notables: 40% local and/or organic. CSA Program. Campus farm to Plate program. //How it started//: Student support. $2 per credit one-time fee passed by 87% of the student body. Amended contract with Aramark. Opened October 10th, 2008. //Insurance//: No insurance required for suppliers. Evergreen has insurance for all operations and the Eggplant is covered under the part that covers student activities. It was "very easy" for the Eggplant to be added onto these policies. //Model//: Membership Co-op. All students are members but plans are in the works to make all people who use the University members. //Income//: $986.50 per day. with a 28.6% profit or $282.56 per day. //Web//: http://academic.evergreen.edu/groups/flamingeggplant/memo.htm Memorandum of Understanding (Appendix A)
 * Evergreen State College**

//Name//: The Corp. //Type of Institution//: Public //How it works//: The Corp. operates eight services. Six food services, Vital Vittles, Uncommon Grounds, Corp Catering, More Uncommon Grounds, Hoya Snaxa, The Midnight Mug, and two general services, the Book Co-op and Student Storage. The Corp. also maintains Human Resources, IT +Marketing, and the Accounting Departments. //Relationship with University//: Completely Independent Non-Profit Corporation. Food services accept dining dollars. //Income//: The Corp. has yearly revenues of over $4 million. Vital Vittles, the largest of their food services, has expected 08' revenues of $2,226,645.09 annually. More Uncommon Grounds, their smallest food service, is a coffee shop and has expected revenues of $319,428 in 2008. //Web//: http://thecorp.org/
 * Georgetown University**

//Name//: Oberlin Student Cooperative Association //Type of Institution//: Private //Food Service//: Bon Appetit Management Company //How its works//: Membership based, non-profit entity. Completely student-run. Run by board of two reps from each of the ten co-ops. //What it does//: Feeds over 630 students a day all their meals. Houses 175 students. Gets food from local farmers as well as farmers from all parts of the country. //Relationship with University//: Rents buildings from the university. //Income//: 2.2 million dollars per year. //Web//: http://www.oberlin.edu/stuorg/gfc/index.html
 * Oberlin College**

//Name//: Food For Thought //Type of Institution//: Public //How it works//: Student-Run workers Co-op. Model: Student-board and advisory board //How it started//: Gains support from student senate. Partners with Western Culinary Institute. Secures start up and education funds from PSU Student Fee Committee. //Web//: http://www.fftcafe.pdx.edu/about/news/
 * Portland State University**

//Name//: UC Davis Coffee House //Type of Institution//: Public //Food Service//: Exclusive Contract through Sodexo. Exemption to allow UC Davis Coffee House. //How it works//: Entirely student run. "Currently a $3,200,000 retail operation staffed by 4 full-time and career employees and over 240 student employees." //What it does//: Serves nutritious and inexpensive food to over 7000 students daily. Purchases from small, local businesses and farms. //Relationship with University//: Manager reports to the business manager of the ASUCD. They are not really a co-op. //Liability//: Covered under the University's umbrella plan. Managers ServSafe certified to better understand food safety. //Continuity//: Train, Train, Train. Replaces about 50% of employees each fall, goes through 2 week training session. //Income//: $4 million in sales per year. //Web//: http://coffeehouse.ucdavis.edu/
 * University of California Davis**

//Name//: Kresge Food Co-op //Type of Institution//: Public //How it started//: In the 1970's in a tent in a meadow. //How it works//: Non-profit, completely student-run independant entity. Model: Members Co-op. //Relationship with University//: Completely independent. Uses University property and a market on campus free of charge. Students can pay for food with Flex Bucks. //Products//: Bulk-foods, drinks (coffee, tea, etc), bagels, natural beauty products, toiletries, produce from the school's student farm, and local farmers.
 * University of California Santa Cruz**

//Name//: Maryland Food Collective //Type of Institution//: Public Food Service: Self-op. //How it Started//: The Maryland Food Co-op has been in operation since 1975, when student started a “Guerrilla Sandwich Line” selling home-made sandwiches outside of the Student Union. They operate independent of the University and the Department of Dining Services. //Income//: “During the 2004-2005 academic year, the Co-op experienced sales of $3,000-$4,500 a day during the regular semester and $2,000-$3,000 a day during the summer and winter sessions.” (Maryland Food Collective Archives) Insurance: $2 million of Liability and $600,000 in Motor Vehicle Insurance. //Model//: Workers Co-op. All decisions are made by the workers with an equal vote. They hold weekly meetings which is open to everyone, " Anyone attending the meeting can introduce a motion, which is then voted on by paid workers." (Maryland Food Collective) A volunteer for food program allows people to purchase items in the store if they do not have money. //Relationship with University//: Independent Non-Profit. Able to accept Terrapin Express Plan at its location. //Web//: http://www.studentorg.umd.edu/ffc/
 * University of Maryland**

//Names//: Greeno Sub Shop, The People's Market, Earth Foods, Sylvan Snack Bar, Sweets & More //Type of Institution//: Public //How it started//: In the 70's a luggage storage area turned into a snack shop. Shortly there after a vegetarian cafe and bulk purchasing food market opened. Insurance: The University has liability insurance. All students are required to get Serv Safe certification and have Environmental and Health Safety sign offs at the beginning and end of each semester. //Model//: Depends upon food service. The People's Market has "participatory management." Each business is completely student-run. A center for student-business provides workshops, guidance, and supervision. Relationship with the University: Incorporated within the University. Completely self-funding. Part of the Center for Student Business. //Today//: There are 8 student businesses, 5 related to food. Students are able to start a student business by applying through the Student Government Association. //Web//: http://www.umass.edu/rso/csb/info/info.html
 * University of Massachusetts - Amherst**

=Operations Management=


 * Managers**

__Job Descriptions__ There will be two Student Managers who will be working 19 hours per week. The managers will work together to manage the Co-op, serve as the communication between the Co-op and administration, facilitate student energy and projects, educate the western community, order food, and develop relationships with farmers.

__Qualifications__ The managers are required to be current Western students and commit to being at the Co-op for a minimum of three quarters. Managers after the first year must have volunteered or worked previously at the Co-op.

__Salary__
 * $12.50

__Duties__
 * Ensure smooth daily operations and provide resources, assistance, and guidance to employees, and volunteers
 * Represent Co-op to University
 * Coordinate insurance coverage and risk-management
 * Provide hiring, appraisal, and termination recommendations to the Board of Directors (BOD) as necessary
 * Organize and coordinate internal activities, employees, volunteers, and interns
 * Work with other student managers and school accountants to maintain an accurate bookkeeping/accounting system
 * Prepare and present accurate financial and operational reports to the administration
 * Attend BOD meetings as requested

__Examples of Specific Duties

Public Relations and Staff Management__
 * Direct daily business activities
 * Ensure Co-op mission, vision, and by-laws are implemented in daily operations
 * Create employee and volunteer work schedules, working with Events Coordinator(s) to maintain appropriate staff levels
 * Mediate employee and volunteer disputes and concerns when appropriate
 * Maintain records of supplies used, waste generated, and customer and employee recommendations
 * Represent Co-op to public
 * Solicit member input through personal interaction, comment card responses, surveys, etc., encouraging participation from all members
 * Coordinate advertising (signage, print, radio, tabling, etc) placement/timing
 * Provide hiring, evaluation, and termination recommendations to the BOD as necessary
 * Financial and Supply Chain Management
 * Maintain records of current budgets and cash flow
 * Set goals and develop short- and long-term strategic plans including budgets and cash flow statement as requested by the BOD
 * Assess and reduce liabilities and risks in all levels of operation
 * Prepare and present accurate financial and operational reports to the BOD
 * Coordinate and manage supply chain, ensuring use of products and suppliers aligned with Co-op vision and mission
 * Represent Co-op to suppliers, maintaining good relations and encouraging participation where appropriate
 * Notify BOD of significant supply chain changes and get board approval for supply chain changes.

__Advising Board__ The Student Managers will have a board that will advise them on the running of the Co-op. Each manager will have two advisers who will meet with the student at least once a month and respond to questions posed by the student. The advisers will tell the board if they have any concerns regarding the management or state of the Co-op. Potential people we could talk to about being part of the advisory board include senior managers at the local businesses, restaurants, and food markets, professors in the business, economics, accounting, and environmental studies departments, and esteemed Western graduates.

__Hiring__
 * Student Managers
 * Hiring decision by BOD based upon application, interview, and recommendations
 * Staggered hiring of student managers – hired Fall → begin Winter; hired Winter → begin Spring
 * One month training period (shadowing manager currently filling position)
 * Must have volunteered or worked in co-op to be eligible
 * Must sign yearly contract committing to three quarters of work

__Training and Transference__
 * Managers will need to volunteer with the previous years managers a minimum of four hours a week in the month of may preceding their job.
 * A book will be kept and maintained by the managers which details the operation of the co-op and grows from experience.
 * For at least the first year the managers will come in 4 weeks before school starts. They will start to bond, learn, ready the co-op, and get prepared for the school year. We will develop a training program where they will work with a professor, local businesses, and each other to learn how best to run the co-op. Funding will be needed to pay a professor for their time.

When hiring a manager it will be essential that they have the qualifications of running the day-to-day operations of a business like the Co-op. Skills that will be important when hiring a manager include; • Step-by-step planning approach to problems; • Ability to focus on opportunities and priority areas and the future; • Ability to acknowledge weaknesses and strengths, and build on the strengths in both themselves and others; • Willingness and trust to delegate tasks and organize their own time; • Orientation to evaluating any action by its results; and • Willingness to change if the results are inappropriate • Planning and monitoring members' collective action; • Organizing and providing leadership for members working together; and • Coordinating every aspect of the undertaking. It will be very important that the manager monitors the progress of the Co-op especially in the start up stages. In the planning and start up stages of the Co-op the board will create key indicators that can be monitored to ensure that the progress of the Co-op is on track. The Co-op will use indicators from their income statement, such as net profits, to monitor the success of the Co-op. It will also be essential that the Co-op monitors the objectives, goals and commitments as stated in the plan above. Monitoring will help to assure that; • Everyone knows what kind of progress is being made toward accomplishing the planned objectives, and provides the kind of information needed to adjust the line of action if there is a divergence from the plan. • Everyone in the Co-op will abide by agreements. This implies that everyone involved in carrying out the plan will be involved to an appropriate degree with formulating it. • It will be possible to predict trends and to provide information needed to improve planning in the future. Lastly the manager will be responsible for delegating tasks and responsibilities to workers and volunteers. It will be important that the manager of the Co-op is skilled in the art of delegating. Effective delegating requires that the manager has the ability to; • To define precisely what has been delegated; • To define a whole task and the steps needed to complete that task; • To choose appropriate people and work with them to mutually set objectives; • To give honest and accurate feedback to those people and support them in their work; and • Above all, to have the trust in employees and self-confidence to really let go of the work to be done.


 * Personnel Plan**

The Co-op will have paid staff and strong volunteer base.

• All staff will be trained for daily operation. • For start up we have estimated that we will need a minimum of 4-8 paid staff members. • Volunteers will be selected by the board, staff and operations manager. Volunteers will be chosen based on their values and alignment with the company’s mission and commitments. The Co-op will accept all volunteers that they feel could enhance the operations of the Co-op. There will be mandatory training available on a monthly basis for students wishing to be involved as volunteers. • Daily operation consists of: food preparation, cashier, clean up, assistance with tracking volunteer hours, food inventory, event planning and coordination. • All staff will be paid at a starting rate of $9.00 and will receive additional pay if they are eventually promoted. • Volunteers will get an $9.00 store credit for every 4 hours worked. They will work closely with the staff and Co-op manager to account for hours worked. To receive credit, the staff and Co-op manger will need to approve and sign off on all volunteer hours worked.


 * Staff**

Staff is the backbone of the Co-op. Workers will be given complete respect and their voices must be heard and valued, this will be done through open membership meetings where all stakeholders can voice their opinions and concerns regarding the future of the Co-op. Staff will receive $9 per hour and quarter raise per quarter worked. Staff will perform general and routine duties in accordance with the day to day operations of the Co-op.

Staff will be required to have food handlers permits. Staff will be trained to self-manage. The staff working will be in charge of running the Co-op at all times. A manager will always be on call in case of an emergency. Jobs/responsibilities of workers include things such as moving patrons through the checkout lines, taking orders, making food and general up-keep of the appearance and cleanliness of the space. Workers will be delegated tasks as they are seen fit by the operations manager. These will include, but are not limited to event planning, advertising and marketing opportunities, and building and improving community connections. Staff must also be educated about sustainable practices, and be able to communicate the benefits and importance of these sustainable practices to the customer.


 * Classes/Internships/Enhanced Student Learning**

The Co-op will work with students, faculty, departments, and the University to create collaboration, growth, and educational opportunities. This upcoming winter quarter, students will be able to get their education and create a student-operated food service through a Group ISP in Fairhaven, ESTU - 471 - Campus Planning Studio, and MKTG - 488 - Strategies for Sustainabilty. This list will continue growing throughout fall quarter. We'll work with the Business school to incorporate opportunities for student learning. Some possibilities for this will be student consultants from Small Business Entrepreneurship classes, such as MGMT 492 and MGMT 413. We will also look for student involvement through internships that focus on management, financing and marketing of the Co-op. Interns will need to submit an application to the board, which includes their history as it relates to sustainability and a recommendation from the business department.


 * Volunteers**

Volunteers will be strongly encouraged, and will be chosen based on their values and alignment with the company’s mission and commitments. The Co-op will accept all volunteers that they feel could enhance the operations of the Co-op. Each volunteer will be required to have the same health training required of each employee. All volunteers will receive free food up to $8.50 for every 4-hour shift.

Jobs/responsibilities of volunteers include things such as stocking shelves, unloading shipments, taking orders, advertising to university community, making food and general up-keep of the appearance and cleanliness of the space. These will include, but are not limited to event planning, advertising and marketing opportunities, and building and improving community connections. Volunteers must also be educated about sustainable practices, and be able to communicate the benefits and importance of these sustainable practices to the customer.


 * Work-Study**

The Co-op will be a location where AS work study students can educate the community on issues ranging from environmental education to social issues.

No student or manager will work more than 19 payed hours a week. After 19 hours all work will be on a volunteer basis. After 100 volunteer hours, an employee will receive a $1 per hour raise. For every quarter of complete employment the employee will receive a 25 cent per hour raise. We value trained employees. Training takes time and a experienced employee will be more efficient then a new one. We will pay minimum wage to our employees during training hours. We will also reinburse employees for the cost of their food handlers permit and one health and safety related training per quarter. One of the top priorities of the Co-op is to provide every employee with a living wage. The Co-op will not fullfill this goal initially. Long-term this is a priority.
 * Taking care of our employees**

=By-laws=

Our by-laws will state how the Co-op will conduct business. By-laws will cover membership requirements and lists rights and responsibilities of members; grounds and procedures for member expulsion; how to call and conduct membership meetings, methods of voting, how directors and officers are elected or removed, and their number, duties, terms of office, and compensation; time and place of director meetings; dates of the fiscal year; requirement to conduct business on a cooperative basis; how net margins will be distributed; process for redemption of members' equity; a consent provision that members will include the face value of written notices of allocation and per-unit retain certificates as income in the year they are received; distribution of non patronage income; handling of losses; treating nonmember business; dissolution of the cooperative; indemnification of directors; and the process for amending the bylaws. Our by-laws are part of a living document that can be amended at any time. We expect to amend them frequently throughout the first year as we learn how best to accomplish our mission and serve the Western community.

ARTICLE 1 ORGANIZATION

1.1 NAME The name of the organization is The (herein referred to as “the Co-op”). 1.2 PURPOSES The purpose of the Co-op is to promote to health, education, sustainability of the Western Washington community by providing socially and environmentally responsible goods and services, accessible to all, through a locally-oriented, collectively managed, not-for-profit cooperative organization that principally relies on consensus decision making. Our goals are to: 1. Create a successful student-run business that will serve as a functioning model of sustainability 2. Provide sustainable goods and services at a reasonable cost to our members 3. Offer products made with locally-produced, organic ingredients as available by season. 4. Offer products that are socially and environmentally sustainable 5. Offer natural products with minimal processing 6. Encourage informed choices by educating ourselves and our community on issues of food, healthy lifestyles, environment, and human rights 7.Give students a voice, create a feeling of ownership, and involve our members in the creation of a sustainable community 8.Provide a safe and welcoming space where students meet, share ideas, and express themselves creatively 9.Support education and activism in our community 10.Strengthen our community by emphasizing shared values and efforts 11.Model an ethical business by acting with honesty, transparency, integrity, and respect at all times 12.Promote a sustainable economy by supporting sustainable production and environmentally and socially responsible businesses 13. Provide an opportunity for hands-on learning to students through employment, volunteer, and intern opportunities.

ARTICLE 2 MEMBERSHIP

2.1 ELIGIBILITY Membership in the Co-op is open to any person who attends or is employed by Western Washington University.

2.3 NON-DISCRIMINATION The Co-op shall not discriminate against individuals or groups on the basis of race, creed, age, gender, class, disability, sexual preference, marital status or other arbitrary basis. The Co-op works to serve a diverse population by incorporating policies and procedures that make our goods and services as accessible as possible and by encouraging participation.

2.3 MEMBERSHIP RIGHTS Members of the Co-op shall have the right: 1. to receive a copy of the bylaws and to receive information of the organizational and financial affairs of the Co-op, including review of the minutes of Board of Directors' meetings and the Co-op's finan¬cial statements and records. The information shall be on posted in the Co-op but is also available upon request. 2. to participate in the democratic management of the Co-op by participating in Board of Director elections, voting on any issues submitted to members, proposing member initiatives, running for elected positions, attending Board and Member meetings, and voicing questions and concerns.

2.4 MEMBERSHIP MEETINGS Member meetings will be held twice a year. Board members will present reports on the state of the Co-op. It is an opportunity for members to voice concerns and requests and discuss the activities of the Co-op. 2.5 MEMBER VOTING Members will have the opportunity to elect representatives to serve on the Board of Directors and to vote on certain initiatives. The Board shall take steps to encourage maximum participation. 2.5 MEMBER-INITIATED BALLOT Any member may initiate a ballot for vote by the general membership. All petitions for initiating a ballot must be signed by 100 members or 1/2 of the average number of voting members from the previous elections. A 60% majority is required for a member-initiated ballot to pass. Once passed the initiative is submitted to the Board for final approval. 2.6 QUORUM An election must meet a quorum of 50 active members to be considered valid. The established quorum can be adjusted as needed, in accordance with growth in active membership. 2.7 COMMUNICATION There shall be free-flowing communication with the Board, Staff, and members. 2.8 TERMINATION OF MEMBERSHIP Membership will be terminated when the individual no longer attends or works for Western Washington University.

ARTICLE 3 BOARD OF DIRECTORS

3.1 RESPONSIBILITIES The business and affairs of the Co-op shall be directed by the Board of Directors. The major duties of the Board are to: 1. employ staff, approve the job descriptions and a hiring policy; 2. approve an operating budget annually; 3. monitor the financial health of the Co-op; 4. coordinate with departmental resources on campus; 5. appoint standing and special committees as needed; 7. adopt, review, and revise Co-op plans; 8. approve major capital projects; 9. adopt major policy changes; 10. adopt policies to foster member involvement; 11. ensure compliance with all corporate obligations, including keeping corporate records and filing all necessary documents; 12. ensure adequate audits of Co-op finances; 13. maintain free-flowing communication between the Board, Staff, committees, and the membership; 14. adopt policies which promote achievement of the mission statement and goals of the Co-op; 15. resolve organizational conflicts after all other avenues of resolution have been exhausted; 16. establish and review the Co-op’s goals and objectives; 17. act in the best interests of members and represent their concerns at board meetings and when adopting policy changes; 18. preserve the cooperative character of the organization; 19. initiate a referendum on any matter that is likely to affect the basic survival of the Co-op or change its purposes; 20. provide an annual report to the members to include a financial report, committee reports, and a summary of other significant events held and actions taken by the Cooperative during the year 21. conduct annual assessments of management and employee performance. 3.2 NUMBER AND TERM The Board shall consist of five directors, with four directors elected by members and one director elected by staff and volunteers. The Board can elect to increase the size of the Board if deemed necessary. Directors will serve a one-year term. Each term will begin in May.

3.3 ELECTIONS Board member elections will be held annually. All members are eligible candidates and voters. Approval voting will be used. Each voter will rank the candidates according to approval. These votes will be tallied as points. The candidates with the most points will win the election. Each election will take place over a week to give ample opportunity for members to vote conducted on site. To avoid double-voting, members will write their W numbers on their ballots.

3.4 NOMINATIONS Nominations for the five directors elected by members shall be made by the Board of Directors or by petition of members. A member petition must be signed by at least twenty-five members. All nominees must be members of the Co-op.

3.5 ELIGIBILITY Board positions are open to active student members only.

3.6 HEAD OF THE BOARD OF DIRECTORS The first time the Board of Directors meets in a new year they will elect someone to serve as the Head of the Board of Directors. This person must be elected through consensus minus one. They will serve as the main contact between the managers and the administration, though all board members will play some role.

ARTICLE 4 MEETINGS OF THE BOARD

4.1 REGULAR MEETINGS The Board of Directors shall determine the times and places of regular meetings, held at least once a month.

4.2 SPECIAL MEETINGS Special meetings may be called at any point upon the request by any three directors. Special meetings may also be called by members of the co-op. If a petition of twenty persons from the membership is presented to the Board, a time and place for a special meeting shall be posted within a week.

ARTICLE 5 DECISION MAKING PROCESS OF BOARD

5.1 DECISIONS BY CONSENSUS All decisions will be made by consensus minus one.

5.2 ACTION BY CONSENT: Decisions of the Board of Directors may be made without a meeting if consent, in writing, stating the action to be taken, is signed by all directors and filed with the minutes of meetings.

5.3 REFERENDA The Board of Directors may call a referendum on any issue, and shall call a referendum on an issue when petitioned by at least fifty members. A decision of the Board which is referred to members will stand until annulled or modi¬fied by members.

5.4 VOTING Any issue brought up before the board will first be discussed. It is an open vote. To vote each director will do a thumbs-up if in favor and a thumbs-down if in opposition. For any decision to pass there must be consensus minus one with no more than one person abstaining. If consensus minus one is not reached, discussion will continue. Those who opposed and abstained will explain why, with those in favor responding. The Board will then revote. If consensus minus one is still not reached, and there are other matters to discuss, the decision may be put on the table and come back to either later in the meeting or at the next meeting. If a decision needs to be made immediately (such cases will be identified by the Board), then a decision can pass by majority rule.

ARTICLE BY-LAWS

AMENDMENT OF BY-LAWS These by-laws may be amended by members at a meeting called in part for that purpose by 60% approval of quorum. Amendments by the Board shall be presented for ratification at the next scheduled meeting of members, and shall take effect, if passed, on the date so ratified.

=Contacts= We are in the process of building connections with individual farmers and suppliers in the area. Those whom we’ve contacted have been extremely supportive and helpful. Many local farmers and suppliers have worked for a long time to forge a partnership with Western Washington in the past and have not been successful. This co-op has given them a valuable opportunity and they are jumping on it.


 * General**

__The Community Food Co-op__ 1220 North Forest St. Bellingham, WA 98225 360-734-8158

__Growing Washington – Produce, Eggs & Dairy, etc.__ One of our most valuable contacts is Growing Washington, a community-based non-profit group. They have identified programs and projects they see as vital to the future of Washington, but acknowledge that often it’s the community that knows what it itself needs.. They value and encourage community input and respond accordingly, one reason they have been so eager to help us with our project. Sustainable agriculture is one focus of Growing Washington. They operate their own farms, one located right outside of Bellingham, but also collect produce from other farms in the area. They act as a central distributor, connecting farmers with people, restaurants, businesses, and schools. Working with Growing Washington addresses a number of foreseen barriers in starting up our co-op: 1. They make ordering produce easy. Customers can order directly from their website, which is updated weekly with produce currently available from farms. 2. They deliver for free any purchase above $50, which makes getting our supplies from the producer to campus more convenient. 3. In working with so many different farmers, Growing Washington gives their customers access to a wide variety of products over a long period, with fresh produce available through the end of January. 4. They have established Farm to School Programs throughout Whatcom County. They supply many schools within Bellingham and Mt. Baker school districts, including Sehome High School and Kendal Elementary. 5. because they supply to schools they have a hefty insurance plan (up to $5 million dollars), and probably one that meets Western Washington’s demands. 6. With sustainability as an organization dedicated to sustainability, all the farms they receive produce from have passed strict sustainability standards. 7. Though there is a small mark up in price, the cost is very reasonable. Through their program they sell all produce grown in Whatcom County. They are partners with many farmers in the area and supply produce to local businesses. They work with F.A. Farm, Double Rainbow Farm, Alm Hill Gardens, Nooksake Nine, Rabbit Fields Farm, Wake Robbin Farm, BelleWood Acres, Hauck’s Orchard and Produce, DEVine Gardens,Hopewell Farm, Common Threads Farm, Roberto Bermudez Produce, and Nandaño Farm. 8. They own Alm's Hill. 9. As a downside they are not farmer direct.

Growing Washington P.O. Box 30282 Bellingham, WA 98228 Clayton Burrows - Director Phone: (206) 719-0056 Info@growingwashington.org

__Puget Sound Fresh__ http://www.pugetsoundfresh.org/index.htm supplier for Puget Sounda area, similar program to Growing Washington. For future need...


 * Corporate Suppliers**

__UNFI (United Natural Foods)__

__Organically Grown Company__

__Glory Bee__


 * Spices/Herbs/Teas**

__Living Earth Herbs__ Living Earth Herbs is a local herb shop that has recently reopened under new ownership. They are dedicated to sustainably grown herbs and spices, most of which is grown regionally and organically. Their goal is to provide ethically grown and harvested herbs in a supportive, educational environment. They have a strict wildcrafting policy, carry only non-irradiated culinary herbs and spices, never spray products with sterilizers, and work directly with farmers whenever possible. They have thirty different kinds of bulk teas available at their store including black tea, green tea, red tea, and herbal teas. They also carry 284 bulk herbs.

Living Earth Herbs Phone: 360-734-3207 info@LivingEarthHerbs.com 1230 Bay Street Bellingham, Washington 98225


 * Coffee**

__Moka Joe__ Trudy started Moka Joe Coffee from her garage, roasting and selling one bag of coffee at a time. When they moved into a store they were one of half a dozen coffee shops in the country that sold strictly fair trade organic shade grown coffee. Since then their morals have not strayed. They remain one of the only distributors of coffee that roast only fair trade organic shade grown coffee beans. The co-owners, Joe and Trudy have taken multiple trips to Latin America to meet the growers of the coffee they sell. They support a coffee cooperative called Café Femenino, in which women do the bulk of the labor and receive the bulk of the profit. For each pound of coffee sold they receive an additional $0.04, on top of the fair trade price. They too have been looking to sell their coffee on Western’s campus. They are very excited about working with us and thrown their support behind us, but have offered to donate the entire set up to store, grind, and brew coffee on site. Moka Joe sells to the Bellingham Food Co-op.

Moka Joe Trudy and Joe Scherting 2118 James Street Bellingham WA 98225 http://shop.mokajoe.com/ info@mokajoe.com (360) 714-1953


 * Dairy**

__Appel Farms__ John & Ruth Appel, Rich & Ann Appel: (360) 384-4996 info@appel-farms.com www.appel-farms.com 6605 Northwest Road Ferndale, WA 98248

__Fresh Breeze Organic Dairy__ Clarissa Langley: (360) 354-6812 clarissa@freshbreezeorganic.com 9412 Jackman Road Lynden, Washington 98264

__Golden Glen Creamery__ Konni: (360) 766-6455 http://www.goldenglencreamery.com/ beedjensen@aol.com 15098 Field Road Bow, WA 98232

__Osprey Hill Farm – Eggs__ Osprey Hill Farm raises eggs according to standards set out by the National Organic Program, but are Certified Naturally Grown, which is a grassroots organic label. All their birds are pastured all of the time. They have access to a movable chicken house where they can seek shelter, lay eggs, and roost in the evening. All our feed is certified organic and can provide documentation for that. Their production is year round, but naturally slows in the winter as they do not have regimented light schedules or force-molt. They sell at the Bellingham Farmers Market May - Dec, The Everybody's Store in VanZandt, and Slough Food in Edison. They could provide weekly delivery to WWU.

Osprey Hill Farm Geoff & Anna Martin 5800 Saxon Road Acme, WA 98220 United States 360-595-9134

__Pleasant Valley Dairy__ Pleasant Valley is a licensed raw milk cheese producer and have adequate insurance for that business. They “treat they cows like their children” and implement open door policies and use antibiotics only in life-threatening situations. They would be able to deliver to campus. They currently supply to Great Harvest and other local stores.

__Pleasant Valley Dairy__ 6804 Kickerville Road, Ferndale, WA 98248 360-366-5398 cheese98248@yahoo.com

__Twin Brook Creamery__ Larry Stap: (360) 354-4105 http://www.twinbrookcreamery.com/about.php twinbrook@earthlink.net Lynden, WA


 * Produce**

__21 Acres__ WSU Outreach Farm

__Alm Hill Gardens – Vegetables, Herbs, Spices, Salad Greens__ Alm Hill Gardens is a small 47 acre farm located 15 miles away in Everson, WA. It was started in 1974, founded by Ben and Gretchen who still own and run the farm today. They are committed to sustainable soil building agricultural methods. They grow a wide variety of produce available throughout the year. They have been very responsive and receptive to the idea of establishing a relationship and are eager to sell their products on Western’s campus. They sell cauliflower, asparagus, salad mixes, turnips, radishes, an extensive variety of beans, many different types of squash, various berries, onions, garlic, cucumbers, carrots, broccoli, beets, tomatoes, herbs and spices, edamame, among other things. They are partners with Sustainable Connection and owned by Growing Washington. Alm Hill Gardens currently supplies to many local businesses and restaurants.

Gretchen Hoyt & Ben Craft 3550 Alm Road Everson, WA 98247 (360) 966-4157 alm_hill_gardens@msn.com www.almhillgardens.com

__BelleWood Acres Farms – Apples, Apple Products, Peanut Butter__ BelleWood Acres produces very popular apples and apple products. They grow 15 varieties of apples available throughout the season, ripening at different time. They are committed to community and have partnerships with businesses in the community including the Co-op, Haggen, and Western Washington. They are also committed to the environment and use Integrated Pest Management, an information-based system that identifies the least toxic way to treat pests and reduce environmental degradation. They are certified by Food Alliance, a non-profit organization that certifies growers and producers that act in environmentally and socially responsible ways. They are partners with Sustainable Connections, the Tenmile Creek Watershed Project that promotes riparian restoration, and Whatcom Farm Friends, among others. Their products are currently available in both the dining halls and markets on campus.

John & Dorie Belisle 231 Ten Mile Road Lynden, WA 98264 (360) 398-9187 doriebelisle@yahoo.com jdbelisle@hotmail.com www.bellewoodapples.com

__Bellingham Country Gardens__ We are a family farm offering fresh picked and U-pick vegetables,flowers, and everbearing strawberries, natural and without chemicals.All of your vegetable needs are here; salad greens, tomatoes, carrots,peas, beans, beets, onions, peppers, leeks, bok choy, and more. Corzis a delight for your Summer and Fall meals. The Pumpkin Patch isready for Halloween.

__The Grubbs Family__ 2838 Kelly Rd, Bellingham 98226 | (360) 223-3724 | 592-5987 Cascadia Mushrooms- mushrooms An artisan mushroom farm growing the best in gourmet & medicinal mushrooms. All of our mushrooms are naturally grown on wood-based substrates without the use of manure, pesticides or fertilizers. Fresh mushrooms and grow-your-own mushroom kits are available at the Sat Farmers Market, Apr-Dec and at the Food Coop & Terra Organica. Alex already teaches a mushroom workshop in partnership with our Outback farm!! They also produce a 6-month Mushroom Enthusiast CSA!

Alex Winstead PO Box 824, Deming 98244 | (360) 714-8859

__Cedarville Farm__ We are Whatcom County’s oldest and largest CSA (subscription) farm, providingover 160 families with a great variety of startlingly fresh vegetables,herbs and flowers, organically grown adjacent to the Nooksack River. Signup for a share, visit us at the Saturday Bellingham Farmers Market, or findour good food at the Bellingham Community Food Coop and in the scrumptiousdishes of Ciao Thyme Catering and the Swan Cafe. Mike & Kim Finger 3081 Goshen Rd, Bellingham 98226 | (360) 592-5594

__Common Threads Farm -vegetables, eggs and poultry__ Common Threads Farm offers on-farm sales of mixed vegetables, fresheggs, and pastured poultry. Call to schedule a visit, or check out ourwebsite, www.commonthreadsfarm.org, for information on upcoming afterschool,weekend, and summertime educational workshops and programsfor youth, adults and families. EBT payments accepted.

Laura Plaut 4050 Sunny Hill Ln, Lummi Island 98262 | (360) 927-1590

__Central Bean Company, Inc. - Beans__ The Central Bean Company is a family-owned company in Quincy, Washington. They contract with bean growers in central Washington. They support farmers who “achieve high production and quality while implementing good integrated pest management practices and stewarding the soil for future generations.” All bean suppliers have been certified for sustainable agricultural practices, including soil and water conservation, use of integrated pest management, and protection of wildlife habitat. In addition they practice safe and fair working conditions and conservation of energy and water. They sell navy beans, pinto beans, black beans, light red kidney beans, dark red kidney beans, great northern beans, pink beans, dry bean flour, and seven bean soup mix.

Central Bean Company, Inc. P.O. Box 215 Quincy WA 98848 Ph.: (509) 787-1544 Fax: (509) 787-4040 e-mail: info@centralbean.com

__Cooperativa Jacal -vegetables and flowers__ A farm worker owned organic farming cooperative bringing our 30 plusyears of experience farming and respecting the land to grow fresh vegetablesand flowers for you. Specializing in peppers including jalapeños andAnaheim, several types of squash including squash blossoms, tomatoes,eggplant, onions and potatoes plus many more! Also herbs - basil, cilantro,parsley, fresh oregano. Se Habla Español.

Maria Guzman, Roberto Bermudez PO Box 781, Everson 98247 | (360) 752-3344

__DeVine Gardens – Vegetables, Salad Greens, Herbs__ Located 18 miles away in Custer, WA, DeVine Gardens is “family owned and run business with deep roots in the local community and a firm commitment to environmental responsibility.” They strive to “provide fresh, high-quality produce to customers, set a good example for the next generation, and educate the public about the importance and relevance of sustainable agriculture.” They use biofuels as the primary energy source on their farm, produced on site. They specialize in salad mixes and micro-greens, but grow a large variety of produce as well. This includes cole crops ( broccoli, cauliflower, and four types of cabbage), root crops (turnips, parsnips, carrots, rutabagas, and two kinds of beets), and bell peppers, green zucchini, golden zucchini, and leeks. They grow fresh herbs as well; basil, oregano, thyme, rosemary, sage, parsley, fennel, and sweet cicily. DeVine Gardens is partners with Growing Washington. They currently supply produce to La Fiamma Burgers and Nimbus. They are able to provide restaurants with produce year round.

Kirk & Jerilyn Hayes 7916 Stein Rd. Custer, WA 98240 (360) 961-1373 devinegardens@yahoo.com www.devinegardens.com

__Double Rainbow Farms__ A community supported farm focusing on naturally-grown produce forCSA members, restaurants and fresh produce markets. Please visit usat the market stand, 1315 Railroad Ave or call for CSA and purchasinginformation.

David Peterson 3225 Bennet Dr, Bellingham 98225 | (360) 303-1391

__F.A. Farms – Vegetables__ Walter at F.A. Farms, located ten miles away in Ferndale, was one of the first farmers who responded to our initial contact. We have communicating without the quarter; he’s given great advice and has responded quickly to our questions. They produce artichokes, salad greens, beets, garlic, kale, peppers, a variety of potatoes, a variety of beans, basil, borage, onions, broccoli, a variety of cabbage, chard, carrots, cardoon, shell, snow, and snap peas, spinach, cucumbers, a variety of squash, corn, a variety of tomatoes, and turnips. As partners with Growing Washington and currently sell to many local restaurants and businesses including the Co-op, among others.

Walter Haugen 5890 Barr Road Ferndale, WA 98248 (360) 312-0335 wvhaugen@hotmail.com

__Holistic Homestead__

“Organic agriculture restores the health of the soil and furthersustains the health of the plants, animals, and humans.” Experiencevitality through open-pollinated and heirloom varieties of tomatoes,peppers, salad greens, strawberries and more. Gretchen grows a variety of vegetables, and is a recent Fairhaven graduate.

Gretchen Norman 409 Robinson St, Everson 98247 | (360) 966-4939 holistichomestead@yahoo.com

__Hopewell Farm__ At Hopewell Farm, we grow a variety of certified organic vegetables pickedfresh daily, as well as berries, culinary herbs and cut flowers. The farmstand is open July-Nov 11-6, Thurs-Sat. The Farm is located at 3072Massey Rd in Everson. Call 927-8433 for more information.

Pete & Dorene Dykstra 7433 Nooksack Rd, Everson 98247 | (360) 961-7044 hopewellfarm@verizon.net

__Moondance Farm – Produce__ Moondance Farm grows most seasonal vegetables and fruits. They make regular delivery trips to Bellingham several times a week and are really interested in helping you get good local food. We currently offer CSA subscriptions, supply restaurants, work with local food banks, and do a farmer’s market. They are insured through Country Financial and Insurance. We have a million dollar liability policy to protect us and you. We currently supply restaurants in Bellingham and Anacortes, CSA subscriptions with a few local families, we work with one of the county Food Banks, and do the a Farmer’s Market in Anacortes. We are also currently working with the co-op and the Public Market for a 2008 wholesale opportunity. Fall Quarter - They could offer Turnips, Radishes, Parsnips, Leek, Potatos, Onion, Winter Squash, Peppers, Chard, Brussel Sprouts, Kale, Scallions, Carrots, Pee Vine, Sprouts, and Salad mix (also devine gardens) during Winter Quarter. Winter quarter –Winter squash, potatoes, Sun Flower Greens, Salad Mix.

Billy Tate & Nicole Brown 460 Innis Creek Road Acme, WA 98220 (360) 595-0155 billyandnicole@moondancefarm.net

__The Outback__ To whom it may concern, The Outback Farm supports the proposal of the student run co-op to partner with the us in the future. The Outback would love to increase food production and become a reliable veggie source for the co-op. Crops that we grow now include; strawberries, raspberries, rhubarb, chard, kale, spinach, arugula, lettuce, parsley, rosemary, basil, chives, fennel, lovage, sage, mustard greens, ground cherries, pumpkins, summer and winter squashes, cucumbers, artichokes, leeks, garlic, onions, parsnips, beets, turnips, radishes, potatoes, the list goes on. And we can grow more quantity and variety the more people get involved. We would love to raise awareness of local food on campus. Thank you for supporting the student's co-op.

Matia Jones Outback Co-ordinator

__Rabbit Fields Farm - vegetables, herbs and flowers__ Rabbit Fields is an organic farm situated on the fertile soil of the Nooksackriver. We are dedicated to providing quality produce to the Whatcom community,while sustainably maintaining and preserving the land. Our productsare available at the local Famers Market, the Food Coop, restaurantsand through our seaonal CSA program. Fresh local and organic...RabbitFields is a hop in the right direction! Rolsyn is also a recent fairhaven graduate.

Roslyn McNicholl PO Box 821, Everson 98247 | (360) 393-8747 rabbitfieldsfarm@yahoo.com


 * Meats**

__Keith Johnson Fish__ Keith Johnson “F/V Golden North” Squalicum Harbor Gate 7, Bellingham 98225 (360) 319-3899 kjofi@netzero.com Dock-Side We offer fresh locally-harvested flounder and sole. Whole or headed and gutted fish are layer iced in totes and sold from the “F/V Golden North” at Squalicum Harbor. Please call for availability or check www.portofbelling- ham.com.

__Lone Boot Buffalo Ranch__ John & Sue Muggy 2170 Brown Rd, Ferndale 98248 (360) 384-4161 in2buffalo@earthlink.net www.lonebootbuffaloranch.com We are committed to raising our Bison naturally without artificial growth stimulants or hormones. We are dedicated to keeping a healthy herd. Products include: steaks, roasts, jerky, breakfast and summer sausage, pepperoni, burger, stew meat, Buff dogs and more.

__Third Thyme Farm__ Les & Ginny Wagner 9231 Kendall Rd, Sumas 98295 (360) 988-5805 Farm Stand; Phone Orders Small family farm raising grass-fed and finished beef, lamb and goat. All packaged meat is USDA inspected.

__Twisted S Ranch__ Jim & Robin Sanford 2530 Douglas Rd, Ferndale 98248 (360) 312-1464 twistedsranch@verizon.net www.twistedsbison.com Twisted S Ranch specializes in natural bison meat products: steaks, roasts, jerky, burger, sausage and more. Our bison are raised on native grasses and without harmful steroids, hormones or antibiotics. Bison meat is low in fat, calories & cholesterol, high in iron, B-12 & essential fatty acids.


 * Baked Goods**

__Avenue Bread__ Avenue Bread is committed to being sustainable and engage in several sustainable practices such as using SCC's FoodPlus program and eliminating plastic cups and styrofoam by using GreenWare cold cups, paper bags and paper cups. They purchase locally when possible supporting local businesses such as the Fairhaven Flour Mill, Edaleen Dairy, Holmoquist Hazelnut Farms, and Hempler's Meat and Sausage. They deliver seven days a week for a minimum order of $15. Orders can also be picked up directly from the bakery. They have a wholsale price list.

Located downtown at 1313 Railroad Ave. Wholesale info contact: (360) 715-3354 Ext. 4

__The Bagelry__

__Bread Farm__

=Health and Safety Requirements= Health and Safety has become a standardized thing. The Washington State Health Code (working document) defines the current standard. The Co-op plans on going above and beyond the standard of the Washington Sate Health Department. Co-op employees must have a copy of a valid Washington State Food Worker’s card at the Co-op. This is the same standard to which every Dining Services employee on Western’s campus is held. Above and beyond current campus policies, every Co-op employee of the Co-op will be paid to attend a mandatory health and safety training each quarter and must have safeserv certification. A top priority of our Co-op managers will be to ensure excellent health and safety. We will encourage frequent unscheduled visits from the Whatcom County Health Department.

Permits are required for all food establishments and are non-transferable. We’ll need to complete a permit application, supply a menu and food preparation chart with a $60 fee, and supply a current floor plan. Under the permit we will classify as a ‘class R’ establishment, as defined by the Whatcom County Health Department as a “restaurant, caterer, espresso, snack bar, smokehouse, etc…prepar[ing] ready-to-eat, potentially hazardous foods.” Under this classification all owners, managers, and employees are required to have current food service permits, costing $10 each. The Co-op will have the required hand-washing sink, three sinks for dish-washing, and a mop closet. We will obtain adequate refrigeration and freezer space for perishable foods. If take over an existing operation, it will currently be meeting all codes and regulations, re-certification, if necessary, should be easy, and only minor alterations will be needed to meet our service needs. Opening a new location and possibly with an existing location we will have to submit a proposal to health department.

The Plan Meeting Scheduled with the Health Department in the first week of November to outline our steps and better understand policies (add any additional items to the plan) Identify Location and Certified Kitchen Submit a health department application. Get our location and facilties certified. Train managers, staff, and volunteers. Have them all get Food Permits.

=Income Statement Year 1=

Employee costs are based on each location's current employee numbers and hour of operations. Food and miscellaneous costs are based on Evergreen’s student co-op model which has 25% of cost from employment, 40% from food, and 35% from miscellaneous. Using this model and our estimate of employment cost, we gave rough estimates for the food and miscellaneous cost. These will be updated to reflect more accurate predictions once we have more information on the cost of food and miscellaneous items. Miscellaneous costs include rent, insurance, utilities, non-food products, advertising, maintenance, etc.



=Startup Costs=

The startup costs are based on current market values and quotes. Revision of startup costs will be made dependent on location. Cash on hand will be used for ordering first shipment of goods and cash purchases.

Work on the Living Document which is working to compile current equipment specifics and costs.



=Pricing Sheets=

The pricing sheet will be revised as we further complete our menu and products





=Equipment Suppliers=

__Encore Used & New Restaurant Equipment – Seattle, Washington__ One of the biggest selections of new and used restaurant equipment around. Open to the public. All their equipment has been thoroughly tested, cleaned and comes with a guarantee to deliver many years of quality performance.

__The Re-Store__ The Re-Store has offered to partner with us. They could give us free or very discounted goods.

=Insurance= As an independent entity, we will carry insurance. We have been quoted a cost of $2,220 for $7 million of liability insurance. Our budget can handle us carrying a much higher insurance policy. We are happy to work with the University to we carry an insurance policy that ensures everyone is comfortable.


 * Insurance Providers**

__Duane Sammons Insurance Center__ Liz Carson is our agent http://www.duanesammons.com/**  Based on the current numbers in the business plan the Liability Insurance premium is $1,102.00 per year with a $2,000,000 Limit of Liability. Umbrella with a $5,000,000 limit results in an additional annual premium of $1,100. That will give a total Liability Limit of $7,000,000. costing $2,202.00 per year. We will be able to supply the campus with the suppliers who don't carry insurance. We'll do this by creating an overhead umbrella similar to Growing Washington.

=Capital=

Local Businesses We will be drawing support from Whatcom County businesses in terms of both finance and knowledge. Possible partners include the Terra Organica, Sustainable Connections, the Co-op, Nimbus, Village Books, WECU, etc...

Grants The Howard Bowers Fund gives grants to fund co-op development projects. We plan to apply for this grant for $3,000 by the 15th of January. The Patagonia Company funds non-profit organizations doing environmental work. We may apply for a Patagonia grant in the spring. Several other organizations (such as the Organic Farming Research Foundation) fund specific projects in sustainable food efforts. We'll also be in touch with the Co-op about receiving capital through their farm fund in the spring. We hope to work with the Institute for Global and Community Resilience of Western to find grant money. One of our advisers, Nicole Brown, teaches grant writing at Western. She will offer grant writing internships in the spring and be a great resource for our grant writing team. We will also be working with Rebekah Green, a grantwriter for the Institute, to write these grants.

Alumni/ donations We will ask for donations from alumni of Western Washington University.

T-shirt sales We plan on paying $1,000 in expenses for the t-shirts, and expect $2,000 income from t-shirt sales. We aim to partner with a minimum of 25 groups to have their names on our tee-shirts. We are requesting a minimum contribution of $50 each partner, for a total of $1,250. All together we expect raise a minimum of $2,250 through the tee-shirts.

Membership There are a number of ways to raise capital and structure membership in the Co-op.


 * The Co-op could be a place of voluntary member. All people who use Western's campus are welcome to be members for a life-time payment of $20. All people would be accepted and encouraged to come to the Co-op. The benefits of membership are that one could vote for the board, have a greater say in day to day operations, and receive either a 5% discount, routine discounts, or a annual rebate.
 * We could pass an initiative through the AS. The initiative could be for the option of a voluntary membership fee. This could happen the same way the Educational Lobbyist fee works.

=Legal=

The Co-op is in the process of forming a non-profit corporation called the WWU Co-op. With the AS and University we will be exploring the current laws and contracts in place at the school and exploring options of how we can amend these to meet all of our needs and serve our interests.

__Legal Representative__ Philip Buri Buri Funston Mumford, PLLC Philip@BuriFunston.com 360-752-1500

__Legal Advisers__ Robert Simeone - J.D. Maureen Laflin - University of Idaho Lee Dillion - University of Idaho

=Continuity= Ensuring continuity is a difficult task. We have started to develop a program to ensure continued quality. Other Co-ops has sucessfully passed on the business for 40 years. We will build a patchwork model based what has worked for others and our own creativity.

We have two goals, maintain a world-class food service, and have consistent recruiting of incredible employees. //Operation Plan// //and Employee Handbook//: To pass vital information, operation structure, and memorable experiences to future managers. New material will be compiled each quarter, and both managers and employees will be encouraged to read through the archives during training and orientation. The employee handbook will include training material for potentially difficult situations, a clear list of values and ethics, and an employee contract. //Recruitment//: Training of operation plan, bringing freshman/potential interests into the fold. The Co-op will emphasize the importance of its values to prospective employees. Hiring will be taken seriously, and follow a predetermined format to promote transparency, fairness and nondiscrimination.

=Addressing Potential Risks=

__Support__ We are not short on motivation or dedication, though we are not experienced in starting business. But we have many resources to help us learn what we need to know. As resources we have university departments, businesses in town, and members of the community, and we will work to pull together a support network that will guide us throughout the first year and into the future. We foresee using the support of business and cooperative specialists and legal and financial advisors. Throughout this process we have been shown overwhelming support from the Bellingham Food Coop. We’ve been working with Jean Rogers, who has served as the Board Administrator for many years. She has proven to be a valuable resource and has given great advice. She and her colleges at the Co-op, will advise us, when needed, on cooperative business matters. She put us in contact with Philip Buri, an attorney at Buri Funston Mumford Law Offices. He serves on the Board of Directors at the Co-op and has been involved in co-op communities in various cities for decades. He offered to give us legal advice, when needed, pro bono. We also have been working closely with the business department. A team of students in an upper level class drafted a business proposal winter quarter. Brian Burton, dean of the College of Business and Economics, and John Sands at the Department of Management Small Business Entrepreneurship, has shown interest in forging a more permanent relationship. Students and faculty from their department will advise us on business and financial matters. We are working on establishing a partnership in which students from their college will keep track of our finances as a regular position. Jean Rogers: jeanr@communityfood.coop Philip Buri: 360-725-1500, Philip@BuriFunston.com Dean Burton: 360-650-3389, brian.burton@wwu.edu John Sands 360-650-4844, john.sands@wwu.edu

__By-laws__ Our by-laws will state how the cooperative will conduct business. By-laws will cover membership requirements and lists rights and responsibilities of members; grounds and procedures for member expulsion; how to call and conduct membership meetings, methods of voting, how directors and officers are elected or removed, and their number, duties, terms of office, and compensation; time and place of director meetings; dates of the fiscal year; requirement to conduct business on a cooperative basis; how net margins will be distributed; process for redemption of members' equity; a consent provision that members will include the face value of written notices of allocation and per-unit retain certificates as income in the year they are received; distribution of nonpatronage income; handling of losses; treating nonmember business; dissolution of the cooperative; indemnification of directors; and the process for amending the bylaws. We are currently drafting our by-laws. Our by-laws are part of a living document that can be amended at any time. We expect to amend them frequently throughout the first year as we learn how best to accomplish our mission and serve the Western community. Foundation of Sound Business Practices We realize that major challenges in forming this coop will arise after business operations have begun. Many of the startup responsibilities continue after the cooperative begins operating. The first year is critical. We want our business to be financially sound and will take adequate measures to do so. We will develop and install a double-entry accounting system, prepare financial reports including operating and capital improvement budgets, report to the membership in a clear and timely manner, and conduct long-term planning. Our relationship with the business college will be very important in this respect. The management staff will prepare periodic operating statements and balance sheets to inform the board and members on how the cooperative is performing and its financial condition. A full report will be issued annually, with abbreviated monthly or quarterly reports for board use. Reports will come often enough for the board to satisfactorily monitor business activities, take appropriate actions, and to keep members informed on how their cooperative is progressing. Once the cooperative is organized and operating, we will need to consider how we want it to grow, both in the long term and the short term. This involves appraising the future, assessing the external and internal business environment, defining desired goals with stated objectives, and developing a course of action to reach them.

__Avoiding Potential Pitfalls__ New organizations are most vulnerable in their early formative years. Here we identify potential pitfalls and how we’re addressing them: 1. Lack of clearly identified mission We’ve identified a clear mission statement with definite goals and objectives. 2. Inadequate Planning We’ve drawn detailed plans for reaching defined goals and the mission. We’ve conducted surveys of the potential member-user needs. We’ve conducted feasibility studies. We know there is sufficient interest in the cooperative by potential member-users and that it is a sound business venture. 3. Failure to use experienced advisors and consultants Those of us at the core of this project have not had cooperative business development experience. We have established networked of resources on campus and the in the Bellingham community to use the knowledge and insight of experienced individuals in order to ensure success. 4. Lack of member leadership Though these individuals have been very valuable, calling on the services of experienced resource persons can't replace leadership from the organizing group. Professional resource persons will remain resources only. All decisions regarding the co-op will come from the members and the selected leadership. 5. Lack of member commitment To be successful, our cooperative needs the broad-based support of campus and the potential users. We have this support. 6. Lack of competent management Our student members will be busy with their studies, thus is the life of a college student. It is important that we hire and train talented, committed, and passionate management. We are prepared to do so. The Board of Directors will hire three part time managers with clearly defined responsibilities and provide them with adequate training. As their year comes to a close, the new incoming managers will receive training and shadow the outgoing manager for a few weeks. 7. Failure to identify and minimize risks The risk in starting a new business can be reduced if identified early in the organizational process. We have done so. 8. Poor assumptions We have been very careful when estimating volume of business and the cost of operations. All estimates have been very conservative in order to provide a safety margin. 9. Lack of financing Our costs will be relatively marginal. We will not have to pay overhead since the university owns the space and is allowing us to use it for free. We will need to cover startup, and the cost of food, labor, and insurance. Volunteers will make up a good portion of our work force, reducing cost there. We are relying on the university to help fund our project. 10. Inadequate communications Keeping the membership, suppliers, and financiers informed is critical during the organization and life of the cooperative. Lack of or incorrect information can create apathy or suspicion among members. We have a strict transparency policy. Members can be, and are encouraged to be, involved at all levels of business. The Board of Directors and management will decide to whom and how communications are to be directed.