Thirty students from thirteen countries around the world converged on the University of Saskatchewan for an intense week in early October for the Centre-sponsored and -organized Co-operative Governance School for Emerging Researchers. It was a truly remarkable event, with the kind of international pull that only a top global graduate school can exercise; it filled our classrooms and hallways with the excitement of intellectual exchange and an energy that was palpable. The Centre is indeed proud to have attracted this outstanding group of young scholars and to have established the U of S as a leading centre for governance studies.
Part two of this blog post looked at the three I’s of co-op/university partnerships — the Individual, Incentive, and Institutionalizing approaches. Part three examined the three F’s — Faculty, Fee, or Free. It is tempting to match up the I’s and the F’s to create some IF’s. The individual networking strategy for co-ops can link up with the faculty-position-based approach of particular academics. An incentivizing offer from co-ops can match a fee-for-service mentality on the part of an enterprising professor. And an institutionalized approach by co-ops can provide core funding to support the knowledge-for-free style of engagement where faculty are interested and able to follow this model. I suggest that there are at least three equilibria for co-op–university partnerships: Continue reading →
The credit union system in Canada is at a crossroads. The following quotations from Central 1’s October 2016 report If not now, when? illustrate the challenges nicely:
Canada’s Credit Union system is approaching a tipping point. As the small player in the national financial services sector, Credit Unions are being consistently outpaced by the scale and marketing strength of the major banks.… Continue reading →
People with disabilities face barriers to inclusion as full and autonomous members of society. Inclusion of a person with blindness on their commute, for example, requires tactile and audio signals on the bus, at crosswalks, on their cell phone, and to find the right building, the right floor, and the right room. It also requires special equipment and training on how to get around, as well as an employer, landlord, and bus driver who understands his or her needs and rights. Every element of this wide range of daily activities needs to be addressed for the person in the example and for all people with disabilities. Presently, we fall short. Continue reading →
Dionne Pohler.* Photo credit David Stobbe / stobbephoto.ca
I grew up in a small farming village in rural Saskatchewan, where we commonly referred to the credit union as “the bank.” It was the only deposit and lending institution available in my hometown.
The words “bank” and “banking” have clear meanings in common language: Canadians use “banking” as a gerund in the same general way that people use the term “google” to mean an Internet search, or “uber” to ride share. Few understand “banking” as a term reserved exclusively for a subset of federally regulated financial institutions.
On June 30, however, the Office of the Superintendent of Financial Institutions (OSFI), the national regulator of Canada’s federally incorporated banks, issued an advisory that clarifies their interpretation of the Bank Act. The advisory aims to discourage what OSFI claims is increased use of the words “bank,” “banker,” and “banking” by “non-bank financial service providers.” Continue reading →
“Twitter is under threat of being sold, and selling out its users,” reads the petition urging Twitter shareholders to say Yes to a co-op. What is the motivation for such a move? What might be the impact? Could this happen? Continue reading →
MEC — a large Canadian retail co-operative that specializes in outdoor activity equipment — implemented a number of controversial changes three years ago to strengthen the knowledge and skill sets at its board table and to ensure its governance structure could continue to guide the growing company.
Formerly known as Mountain Equipment Co-op, MEC was started by a small group of friends from the University of British Colombia who found they couldn’t buy good quality climbing gear in Canada. Since its inception in 1971, it has grown to twenty stores across the country, with 4.5 million members and $366 million in annual sales. With this growth and the expectation of further growth, the co-op felt it needed a more experienced board to navigate not only its scope, but also the increasingly competitive market for the goods it sells. Continue reading →
Across Canada and the United States, major banks are facing public scrutiny after media reports that employees feel intense pressure to mislead customers in order to meet unrealistic sales targets and avoid losing their jobs. Is this an opportunity for credit unions to show that they treat their members — their customers — differently? Continue reading →
As noted in the first post on this topic, Top Co-op Issues 2017 surveyed CEOs, board members, managers, and academics across Canada to obtain a snapshot of the most pressing concerns facing co-operative organizations today. This entry will discuss some of the many action items suggested by respondents. Although they provided clear advice on all twenty themes, the focus in this post is on the actions associated with the top six.