Cooperatives in Australian town of Maleny, Queensland illustrate the diversity of the cooperative movement

by Jake Karlyle

Examples of small-scale cooperative enterpriseMaleny, situated 100 kilometres north of Brisbane on Australia’s Sunshine Coast, is surrounded by lush tropical vegetation, has stunning views of the Glass House Mountains, and overlooks the Pacific Ocean. It has about 7,000 people. Maleny has a long history of cooperative enterprise, beginning on 3 May 1903, when settlers started the first dairy cooperative in the region.

By the 21st century, Maleny has around 17 cooperatives that work in all areas of community life including a consumer’s coop, a cooperative bank, a cooperative club, a worker’s coop, a cashless trading coop, a cooperative radio station, a cooperative film society, four environmental coops, and several community settlement coops.

What is a cooperative?

Cooperatives are formed when a group of like-minded individuals join together to accomplish something that each, acting alone, could not achieve. Successful coops cannot be imposed on a community; they have to grow from the energy and commitment of the local people.

Coops integrate economic and social objectives. Unlike the private sector, which tends to concentrate wealth and power in the hands of a few, coops spread wealth and power to each member equally. Unlike government, which tends to be remote and unresponsive to those it should serve, coops are driven by their members and reflect their needs.

Cooperatives have a competitive advantage over both private and public enterprises: the members own the coop, so they are more likely to buy the coop’s goods or use its services. They also decide how to spend the coop’s profits.

Maple Street Cooperative

Maple Street Cooperative opened its doors on January 14th 1980, nearly a year after a small group of people met to discuss how to satisfy their need for whole-foods. Today it operates an organic health food retail outlet in the main street of Maleny, is open 7 days a week, and has 450 active members. It is a consumers’ cooperative and sells to its members and to the public.

The coop’s policy is organic first, then local, then Australian. It does not stock products that contain genetically modified material, nor products from companies seen to exploit people or the environment. Any profits go back into the coop, to expand its services and develop its infrastructure, or into community activities.

At first labour in the coop was voluntary, but as the coop prospered, the number of paid workers increased. The coop employs around 11 part time staff and one full time manager.

During its 22 years, it has on occasion had no business plan, operated at a loss, made poor investment decisions, lacked experienced financial management, and had to spend a lot of time and energy resolving differences of opinion among the members.

However, it gradually evolved a formula for success. It now has a sound strategic and financial plan, regularly makes a profit, cultivates the support of both the members and the community at large, and ensures that the staff and management are honest, dedicated and competent.

Maleny Credit Union

The Maleny Credit Union started in 1984 when several local people had the idea of setting up an ethical financial institution to foster regional financial autonomy. Initially it was staffed by volunteers and worked from rented rooms. On the first day of operations, local people deposited more than Aus$50,000.

Today the Credit Union has more than 6000 members, 14 paid staff, and $15 million in assets, and owns its premises. It is one of only a handful of financial institutions in the country that operates on cooperative principles.

Over the years the Credit Union has given out many small loans to local people who would not be eligible for loans from major banks. In this and other ways, it contributes substantially to the local community and leads its development.

The Credit Union’s ethical activities include, among other things:

  • allocating 10% of its profits to its Community Grants Scheme,
  • establishing a tax-deductible Charitable Fund,
  • paying an ‘eco-tax’ to Barung Landcare based on every ream of paper used,
  • lending only to local people and projects to keep money circulating within the region,
  • providing loans for environmentally and socially beneficial projects.

Since it was established, it has reinvested over $50 million back into the local community.

Like the Maple Street Coop, in its early years the Credit Union had periods of difficulty. However, improved planning and financial management overcame these problems. Today it is successful, largely because it developed the right balance of financial expertise and cooperative spirit.

The Up Front Club

Late in 1993, a group of Maleny residents formed a cooperative club where they could eat, drink, relax and socialize. Today it is a place where the food is wholesome and inexpensive, the coffee is great, and local musicians and entertainers can gain exposure.

Initially it was under-capitalized, so although it had over 1,000 members, each year it sustained a loss. In the year 2000, three directors took over the voluntary management of the Club, enabling it to remain in existence.

At about that time, the Club turned a corner when some 100 members attended a special general meeting, talked of what the Club meant to them, and committed to regular voluntary work so that it could stay open. Soon after that, for the first time the Club posted an operating profit.

Over the years the Club has showcased a wide range of local talent, hosting everything from classical evenings to CD nights for teenagers. For many, it is the cultural centre of the Maleny community.

Local Energy Transfer System

Maleny has one of Australia’s most successful LETS schemes. LETS began in Canada in 1982, and was launched in Maleny in 1987. There are now over 200 LETS schemes in Australia.

LETS functions as a cashless trading coop. Members trade their skills and provide services to each other without the use of money. In Maleny members trade their products and services in the local currency, the Bunya, named after the native pine nut, and people with little or no cash can participate in the economy.

Environmental cooperatives

Maleny has 3 environmental coops.  They are:

  • Maleny Wastebusters, a recycling coop, encourages people to reduce, reuse and recycle; to sort their rubbish; and to avoid buying poor quality and over packaged items. It employs 20 local people, and its slogan is: “Waste not, want not”.
  • Barung Landcare is dedicated to empowering landholders in the local area to take ownership of environmental problems and their solutions. It provides a range of environmental services and hosts the annual ‘From Chainsaw to Fine Furniture Wood’ Expo, which promotes the sustainable harvesting of native timber. It also runs a successful nursery that propagates local native plant species.
  • Booroobin Bush Magic runs a rainforest nursery, while the Green Hills Fund works to re-forest the Maleny hinterland.

Community settlement cooperatives

These include:

  • Crystal Waters, the first Permaculture village in Australia, which incorporates 83 private residential lots, a village commercial centre, visitor’s accommodation area, and over 500 acres of common land.
  • Manduka which is situated on over 150 acres of land outside Maleny. Its 18 adults and 6 children believe in living simply, sharing resources, reaching agreement through consensus, and managing their land in an ecologically sustainable way.
  • Prout Community which is situated on over 50 acres of land, and is home to 5 families and the Ananda Marga River School, which has over 100 students, from Kindergarten to grade seven. The curriculum emphasizes experiential and whole brain learning, creativity, ecology, arts and music, all with a child centred approach.
  • Cedarton Foresters is situated on 200 acres of land outside Maleny. It contains 22 private residential lots and is home to 40 people. The community’s main aim is the rehabilitation of the land.

Other cooperatives in Maleny

Other cooperatives in Maleny include:

  • Maleny Film Society (MFS);
  • Family and Community Empowerment (FACE);
  • Maleny Neighbourhood Centre;
  • Local Economic and Enterprise Development Cooperative; and
  • Hinterland Community Radio, a cooperative radio station.

Building successful cooperatives

The experience of the Maleny cooperatives shows that building successful cooperative enterprises involves several steps.

  • Fulfil a need. No matter how good the idea, if there is not a community need, the enterprise will not succeed.
  • Establish a founding group. Usually a few committed people develop the initial idea. A small team tends to provide the leadership.
  • Commit to a vision. Commit to the ideals and values implicit in cooperative enterprises, and try to ensure that both the members and the management are honest, dedicated and competent.
  • Conduct a feasibility study. To evaluate whether or not the perceived need is feasible, conduct a feasibility study.
  • Set out clear aims and objectives. This will help direct everything from the founding group’s initial focus to promotional strategies and budgetary processes.
  • Develop a sound business plan. The enterprise will require capital, have to manage its finances efficiently, and have to make decisions about loan repayments and profit allocation.
  • Ensure the support and involvement of the members. The members own the enterprise; at every step, their support and involvement is essential.
  • Establish a location. Establish a physical location for the operation of the enterprise, preferably in the centre of the community.
  • Get skilled management. Bring in to the enterprise people who have the necessary management, business, financial, legal and accounting skills.
  • Continue education and training. Ideally, the members will have the skills, particularly the communication and interpersonal skills, to run the enterprise. If not, they will either have to develop such skills themselves or bring in new members who have them.

The golden rules for beginning a community economic strategy are clear:

  • start small, with the skills and resources available within the community;
  • make use of role models, those with experience in community development, wherever possible; and
  • make sure the enterprise involves as many people as possible.

Community benefits

Cooperatives bring people together, encourage them to use their diverse skills and talents, and often provide them with the opportunity to develop new capabilities. They create a sense of belonging, build close relationships among different types of people, and empower them to make decisions to develop their community.

Working together, a community is able to accomplish much more than if the various individuals go their separate ways. This is because economically, cooperatives produce various types of goods locally, provide a range of local services, create employment, circulate money within the community, and make the community economically self-reliant.

In essence, successful cooperative enterprises transform a community by establishing economic democracy. Thus, cooperative enterprise is the socio-economic system of the future. In Maleny, that future is unfolding before us right now.

Published by Prout Community Settlement Cooperative, PO Box 177, Maleny, 4552, Australia.

 

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4 thoughts on “Cooperatives in Australian town of Maleny, Queensland illustrate the diversity of the cooperative movement

  1. Requirements of Economic Democracy:
    1 Minimum requirements must be guaranteed to all.
    2 Increasing purchasing capacity must be guaranteed to all.
    3 Economic decisions by the local people.
    4 Outsiders* must not interfere in the local economy.
    *Those who have not identified their own socio-economic interests with the interests of the local area.
    See slide show on economic democracy for download at: http://www.proutglobal.info/slideshows/economics/Economic%20Democracy%20-%204%20requirements.pdf

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  2. COOPERATIVE ECONOMY – What Might It Look Like?

    Jake Karlyle

    Paper given at the Hobart conference ‘Community, Economy and the Environment: Exploring Tasmania’s Future’, 15 October 2005

    Contents

    Introduction
    Examples of Successful Cooperative Models
    International Cooperative Principles
    What Might a Cooperative Economy Look Like?
    Conclusion
    References

    Introduction

    The topic for discussion is: “A Cooperative Economy – What Might It Look Like?”

    Over the last 150 years or so, two socio-economic systems have dominated the world: capitalism and communism. Capitalism is synonymous with individual ownership and private enterprise, and communism is synonymous with state ownership and public enterprise. All of us are familiar with both systems. However, there is a third model, sometimes called ‘the third way’ or the cooperative economy, which offers an alternative future, one that, potentially, should avoid the excesses and disasters of both capitalism and communism.

    To begin, let us briefly look at some examples of successful cooperative models. Next, we outline some well-known cooperative principles. Finally, we discuss what a cooperative economy might look like.

    Examples of Successful Cooperative Models

    Robert Owen:

    The start of the cooperative movement is generally dated to the first half of the nineteenth century, to the time of Robert Owen. Owen was a successful British cotton spinner and industrialist, who demonstrated at New Lanark that a model factory and town based on cooperative principles could run profitably. All of Owen’s New Lanark workers, including many women, received company education and company housing. Owen wanted factory reform, urban reform and educational reform implemented throughout all of England. However, although Owen’s model was well-known and often admired, it was not supported by the British government or adopted by other firms, and so it had little impact on economic development in Britain during the nineteenth century.

    Muto Sanji:

    A century later, at the beginning of the twentieth century, a vision similar to that of Owen’s emerged in Japan. Muto Sanji, who was born in 1867, was a young managing director of a cotton-spinning business. He developed a solution to the twin problems of training and retaining the workers he needed and restraining the cost of their wages. He organised in-house training programs in his factories, and offered good workers a range of benefits, including lifetime employment, promotion by seniority, consultation with managers about their work, and some beginnings of ‘company welfare’ for themselves and their families.

    The principal difference between the two models was that Owen advocated cooperative ownership, while Muto advocated simply a cooperative approach to industrial relations.

    Farmers’ Cooperatives:

    In the first half of the twentieth century in Australia, farmers and rural producers began establishing many farmers’ and farmers’-cum-producers’ cooperatives in order to produce and distribute their produce cheaply and efficiently. Such cooperatives reduced inequalities by removing the need for other, more inequitable, kinds of business, and they captured economies of scale for small producers. The farmers relied on their own initiative and on mutual cooperation to build efficient businesses in the absence of any kind of government support.

    Mondragon:

    In recent times, since the Second World War, thousands of successful cooperative models have been developed all over the world. The Mondragon group of cooperatives in the Basque region of northern Spain is often cited as one of the world’s most developed cooperative models .

    In 1956, Jose Maria Arizmendiarrieta, a Catholic priest, inspired several of his graduate students to establish a small industrial cooperative. It quickly grew to produce domestic appliances and machine tools. From the beginning, the Basque people wholeheartedly supported this initiative. By the 1970’s, over 100 new cooperatives had been established, and the Mondragon Corporacion Cooperativa had become one of Spain’s top ten industrial conglomerates, and the greatest cooperative success story in the world.

    After Spain joined the European Union, the Mondragon Corporacion Cooperativa expanded internationally, and now it employs more than 60,000 people and has annual sales of nearly US$8 billion. However, none of its factories outside Spain are run as cooperatives, and today more than one third of the cooperative’s employees are non-members .

    Other Recent Examples: Recent examples of successful cooperative models include the following:

    1. Farmers’ cooperatives: Cooperatives manage 99% of Sweden’s dairy production, 95% of Japan’s rice harvest, 75% of western Canada’s grain and oilseed output, and 60% of Italy’s wine production. Also, 99% of Japan’s fish production is run cooperatively.

    2. Banking cooperatives: Some of Europe’s major commercial banks are or were cooperatively owned or organised, including Germany’s DG Bank, Holland’s Rabobank, and France’s Credit Agricole .

    3. Housing cooperatives: In Europe, there are 10,614,000 housing coops. Percentage wise, 15% of Norway’s and 2% of the United Kingdom’s housing stock is cooperative. The Czech Republic has 10,000 housing cooperatives. As well, 25% of housing development in Turkey in the last 25 years has been through the cooperative system.

    4. National Cooperative Business Association: In the USA, the National Cooperative Business Association includes 47,000 cooperatives serving as many as 100 million people, or 37% of the population .

    5. Maleny: Australia’s best-known example of a cooperative community area is Maleny, on the Sunshine Coast hinterland of Queensland. Maleny is a small rural town of 4,000 people, which supports 17 cooperatives, including a cooperative bank, a food cooperative, a cooperative club, a workers’ cooperative, a cashless trading cooperative, four environmental cooperatives, and several community settlement cooperatives. The Maleny Credit Union was started in 1984, and today has more than 6,000 members and more than $15 million in assets .

    6. International Cooperative Alliance: Finally, today more than 760 million people throughout the world are members of cooperatives. They are members of the world’s largest non-government organisation, the International Cooperative Alliance, which represents more than 250 national and international organisations .

    International Cooperative Principles

    The International Cooperative Alliance defines a cooperative as follows: “A cooperative is an autonomous association of persons united voluntarily to meet their common economic, social and cultural needs and aspirations through a jointly owned and democratically controlled enterprise.”

    There are seven internationally recognized principles of cooperatives:

    1. Voluntary and open membership: Cooperatives are voluntary organisations, open to all persons able to use their services and willing to accept the responsibilities of membership, without gender, social, racial, political or religious discrimination.

    2. Democratic control by members: Cooperatives are democratic organisations controlled by their members, who actively participate in setting their policies and making decisions. Men and women serving as elected representatives have equal voting rights, based on one member one vote.

    3. Member economic participation: Members contribute equitably to, and democratically control, the capital of their cooperative. At least part of that capital is the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing the cooperative, benefiting the members in proportion to their transactions with the cooperative, and supporting other activities approved by the members.

    4. Autonomy and independence: Although cooperatives may deal with other organisations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their cooperative autonomy.

    5. Education, training and information: Cooperatives provide education and training for their members, elected representatives, managers and employees, so that they can contribute effectively to the development of their cooperatives. They also inform the general public about the nature and benefits of cooperation.

    6. Cooperation among cooperatives: Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, regional, national and international structures.

    7. Concern for the community: While focusing on member’s needs, cooperatives also work for the development of their communities through policies acceptable to their members.

    Former United Nations Secretary-General Boutros Boutros-Ghali, in his 1994 Report to the General Assembly, said: “Cooperative enterprises provide the organisational means whereby a significant proportion of humanity is able to take into its own hands the tasks of creating productive employment, overcoming poverty and achieving social integration.”
    What Might a Cooperative Economy Look Like?

    Finally, let us briefly discuss what a cooperative economy might look like if cooperative enterprise became the dominant mode of production and distribution. A dozen or so important points readily come to mind.

    Sectors of the economy:

    As suggested at the outset, there are three fundamental ways to organise a modern economy: it can be based on private enterprise, as in capitalism; it can be based on state enterprise, as in communism; or it can be based on cooperative enterprise, as in the ‘third way’ or the cooperative economy. These are the three basic modes of ownership and production that have been invented by human beings to date. The type of enterprise we choose, meaning the type of ownership and the corresponding mode of production we adopt, to a large extent determines the type of economy we build.

    The mixed economies that exist in most developed capitalist countries in the world today are primarily a combination of public and private enterprises. Other types of ownership, such as independent non-profit ownership and forms of collective ownership such as mutual societies, in a cooperative economy would be considered to be part of the cooperative sector. More on the cooperative sector shortly.

    Principles of demarcation:

    In a cooperative economy, the principle that governs ownership is the following one: as far as possible, industry, agriculture, trade and commerce – almost everything – needs to be managed through cooperative organisations.

    The corollaries are:
    a) Only those enterprises that are difficult to manage on a cooperative basis because they are either too small, or simultaneously small and complex, should be left to private enterprises; and
    b) Only those enterprises that are difficult to manage on a cooperative basis because they are either too large, or simultaneously large and complex, should be left to public enterprises.

    In other words, in a cooperative economy cooperative enterprise is the norm, and public and private enterprise only occurs where cooperative enterprise is not suitable. In line with this principle, cooperative enterprises would produce and distribute all types of goods – essential, semi-essential, and non-essential or luxuries – and provide all types of services.

    Public sector:

    The public sector in a cooperative economy would include large-scale essential industries, i.e. key industries, and infrastructure such as back-bone telecommunications, public water supplies, roads, railway tracks, allocation of airspace and airline routes, allocation of radiofrequency spectrum, civil defence, some research and development. As well, public hospitals, public education and universities should be considered within the public sector. The role of the public sector would be clearly defined and public sector enterprises would be regulated by the local, state or federal/national government. Such enterprises would function as statutory authorities, independent of direct government involvement. Workers in a public sector enterprise should have the right to elect their own representatives on to their board of directors.

    Generally large-scale public sector enterprises should operate on a no-profit no-loss basis. Of course, they will require some surplus funds for reinvestment, replacement of infrastructure, research, and so on, and this will have to be factored into the price of goods and services they provide. Large-scale key industries, such as those that supply raw materials, would supply those raw materials to producers’ cooperatives.

    Private sector:

    The private sector in a cooperative economy would be limited to small-scale businesses. It can produce and distribute non-essential goods and provide non-essential services. Many small professional, trade and service firms can also be operated as private businesses. Those private enterprises that grow too large would be required to transform themselves into cooperatives.

    In a cooperative economy, the exact line of demarcation between public and cooperative enterprises, and between private and cooperative enterprises, would be a policy and legislative issue, and would include room for flexibility.

    Cooperative sector:

    The cooperative sector would be the largest sector in a cooperative economy. The cooperative sector would be divided into three main sub-sectors:
    a) cooperatively-run businesses,
    b) a range of community-based organisations, and
    c) households.

    a) Cooperative businesses include farmers’ cooperatives, farmers’-cum-producers’ cooperatives, producers’ cooperatives, workers’ cooperatives, industrial cooperatives, cooperative banks, financial cooperatives, and cooperatives that provide a range of other services, such as health care and legal services. Such cooperatives would be designed to be successful business enterprises and to make a profit. Many small, medium and large businesses that we see in the world today would be transformed into cooperative enterprises in a cooperative economy.

    b) The second branch of the cooperative sector includes a range of community-based organisations. It includes charities, community groups, sporting clubs, cultural and religious organisations, environmental groups, non-profit organisations, non-government organisations (NGOs), mutual societies, and other similar types of organisations. This branch of the cooperative sector is important because it reflects the ideals and values of a community, and is a rich source of social capital. It includes the organisations and networks that make up civil society, and which perform many beneficial works not done by businesses or governments. These generally operate in a participative and cooperative way because of their community involvement.

    c) The third branch includes household economies and activities. Household economies are good examples of cooperative principles at work, and they can give us some useful insights into how a cooperative economy might function. For example, the members of a household or extended family, tribe or indigenous network generally share resources, cooperate together for their mutual benefit, and enjoy a shared sense of belonging. Household production, household work, child rearing, and the role of mothers and carers, which are generally not included in the formal economy today, all would be recognized in a cooperative economy.

    Economic democracy:

    Economic democracy means that as far as possible people should have the right to make all the economic decisions that directly affect their lives. This right extends to many of the decisions that are currently being made by governments and large corporations. In practice, this means that people would have the right to make economic decisions within the cooperative enterprises in which they work and within their local communities. Local communities can solve local economic problems more easily than either national governments or large businesses because they are closer to the source of the problem and by definition the problems are on a smaller scale .

    The implementation of economic democracy would see competition policy align with a policy of cooperation in the economy. Economic democracy would be achieved through:
    a) strengthening the cooperative sector,
    b) economic independence for women, and
    c) economic decentralisation.

    Economic decentralisation:

    In a cooperative economy, five principles would guide the process of economic decentralisation:
    a) local people would have control over local resources;
    b) production would be guided by requirements of local consumption and not by profit;
    c) as far as possible, production and distribution would be organised through cooperative enterprises;
    d) local people would have priority of employment in local industries; and
    e) products that can be manufactured locally should not be imported.

    Economic decentralisation is the practical means by which local communities would take control of their local economies .

    Decentralised planning:

    Both economic democracy and economic decentralisation require decentralised planning. Local communities and local governments need to have the authority necessary to make the decisions that directly affect their local economies. Economic decision making would start at the grass roots level and devolve upwards. Only local people would sit on local boards.

    Decentralised planning would also mean that production and distribution would be done through local cooperative networks, and that local communities would work together for their mutual benefit. There should be no net capital outflows from any local area. In addition, both economic decentralisation and decentralised planning would need to be consistent with the principles of economic efficiency and economies of scale.

    Cooperative entrepreneurship:

    The entrepreneurial drive generally associated with successful business men and women in a capitalist economy would be largely transformed into cooperative entrepreneurship in a cooperative economy. In a cooperative economy, good innovation, quality research and development, and the ability to bring new goods and services to market in a timely manner at reasonable prices, is a role that would be done by cutting-edge cooperatives. Harnessing the cooperative entrepreneurial capacity of a group of capable, community-minded people is generally considered to be one of the greatest potential strengths of a cooperative economy.

    New measures of progress:

    Different measures of progress would be adopted in a cooperative economy, in conjunction with reliable established measures, to evaluate the economic, social, cultural and environment impacts of development and economic activity. Such indicators would include: education and literacy levels; health and infant mortality; availability of basic services such as water, sanitation, electricity and telecommunications; suitable accommodation; air and water quality and environmental pollution levels; the levels of depletion of natural resources; effects on biodiversity and species; and access to cultural and recreational resources .

    Additional indicators would include: monitoring income distribution; increasing purchasing capacity; deductions for social and environmental costs; accounting for the depletion of non-renewable resources; and capital asset accounts for building infrastructure and public resources. Such indicators are much broader than the indicators used widely today, such as corporate profitability, Gross Domestic Product (GDP) growth, and wealth accumulation.

    New indicators would also need to be devised to evaluate the full range of resources: physical, mental and spiritual. Triple bottom line accounting methods would quantify financial, social and environmental values, and multiple bottom line accounting would also quantify ethical and cultural values.

    Balanced economic development:

    Balanced economic development would ensure that a cooperative economy would not be either under-developed or over-developed. A balanced economy is one in which the agricultural sector, agrico- and agro- industries (‘pre-harvest’ and ‘post-harvest’ industries respectively), manufacturing and the service sector all develop in balanced proportion. A balanced cooperative economy would place great importance on agrico- and agro- industries as a means of developing a sustainable economy . It would also halt the decline of the agricultural and manufacturing sectors, and encourage the development of the not-for-profit sector in order to develop social capital. As part of its tax policies, a cooperative economy would gradually phase out income tax and introduce a rational system of resource, production and supply taxes, as well as ceilings on the accumulation of wealth.

    Socio-economic units:

    A socio-economic unit in a cooperative economy may be defined as a natural community which has the potential to be self-sufficient and sustainable. Here self-sufficient has two components. First it requires that the socio-economic unit can produce its own minimum necessities of life so as to sustain the local inhabitants. Second it requires that the socio-economic unit can sustain a balance of trade, that is, manufacture sufficient exports to exchange for the additional commodities it needs so that the local inhabitants can enjoy a good standard of living and not just the minimum standard. Clearly, the requirement of sustainability is best met if the socio-economic unit can meet these objectives efficiently.

    Since socio-economic units are meant to be natural communities, their boundaries are defined by economic, cultural and environmental factors. These factors include: similar economic problems and uniform economic potentialities, a common history and culture, and similar environmental features. As socio-economic units develop, we would expect to see two or more adjoining units merge together, based on factors such as economic parity, cultural mixing and administrative integration .

    Cooperative market economy:

    A cooperative economy should not be confused with a command economy. A cooperative economy is a market economy, but it is not a capitalist market economy. Consumer preferences, reflected through purchase of goods and services from consumer cooperatives, would govern the production of goods and the provision of services, so production would be determined by the needs of consumption and not by profit taking as in a capitalist economy. Producers and consumers would more directly interact with each other, and various levels of intermediaries would be unnecessary. Trade would be done mostly through cooperatives, but wealth and resources would not be drained from one socio-economic unit to another.

    Political reform:

    For a cooperative economy to work efficiently, political reform is also necessary. Good policies, just laws and a fair regulatory environment are necessary to ensure that a cooperative economy benefits all. The role of government should be separate from managing economic activity.

    However, capable leaders are also essential. Requiring politicians to sign their election campaign manifestos so that they enter into legally-binding election promises with voters, and empowering voters to sue politicians who breached their electoral contracts based on their public statements compared to post-election policies and actions, would very quickly elevate the standard of political leadership.

    In addition, having a compartment of government that would be responsible for auditing public spending, including performance audits is essential for public confidence. This would require audit of financial statements and performance, gathering statistics and evaluating management of government agencies. This audit function would be independent of the legislative and executive arms of government. Such a separation would ensure there is no political interference structurally and practically.

    Globalisation:

    As far as possible, a cooperative economy would adopt the principle of political centralisation and economic decentralisation. When local communities around the world have economic security, and socio-economic units provide people with the basic necessities and an increasing standard of living, people will naturally see the advantages of a world administration. A common philosophy of life, a world-wide penal code, and a global constitution that protects local communities and contains a strong bill of rights, can make globalisation work for all.

    Conclusion

    So we can see that a well-developed cooperative economy would contain a range of features that, potentially, can offer a new direction for humanity. The challenge of integrating communities, economies and natural environments into sustainable and nurturing systems could well be mastered, if we choose to develop a cooperative economic model .

    Finally, I would suggest that the choice we face today is clear cut. It is between, on the one hand, the status quo, meaning business as usual, and, on the other, actively engaging ourselves in building a sustainable and nurturing future for our children and our grandchildren. The choice that we make today may well determine the future course of life as we know it on our planet.

    Thank you.

    References

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