What Is the Difference Between a Cooperative and an NPO?

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5 coop outings to add to your holiday schedule

Envie d’ajouter une touche d’originalité à votre temps des Fêtes ? Pourquoi ne pas découvrir des lieux uniques et des expériences enrichissantes, tout en soutenant des coopératives québécoises ? Spectacles, escapades, magasinage ou bières artisanales : voici quelques suggestions pour des sorties des Fêtes mémorables. 🎭 Voir un spectacle au Café culturel de la Chasse-Galerie Région : Lavaltrie, Lanaudière Installée dans la charmante église St-Antoine à Lavaltrie, cette coopérative de solidarité est un véritable joyau culturel. Avec sa programmation éclectique, elle accueille des artistes tels qu’Aliocha Schneider, Kaïn ou encore le groupe Zouz. Envie d’une soirée plus calme ? Les mardis sont consacrés au cinéma, parfait pour les cinéphiles. Que ce soit pour un film, un spectacle ou simplement un bon café, ce lieu intime et chaleureux est idéal pour multiplier les sorties des Fêtes. Astuce cadeau : réservez des billets à offrir pour un spectacle sous le sapin ! 👉 Découvrez la programmation ici. 🛍️ Magasiner dans le Quartier du Petit Champlain Région : Québec, Capitale-Nationale Saviez-vous que le célèbre Quartier du Petit Champlain est géré par une coopérative regroupant 27 immeubles historiques et 45 commerces ? Ce site enchanteur, décoré de mille lumières pour les Fêtes, est l’endroit rêvé pour une promenade romantique ou une séance de magasinage unique. Flânez dans ses ruelles féériques, découvrez des artisans locaux et profitez d’une ambiance magique qui plaira à toute la famille. Petit conseil : réservez plusieurs visites, il y a tant à voir et à acheter ! 🏨 Une escapade inoubliable avec le Réseau Ôrigine Artisans Hôteliers Région : Multiples Imaginez-vous dans une auberge pittoresque en pleine nature ou dans un hôtel charmant au cœur d’une ville animée, tous membres d’un réseau coopératif. Avec 35 établissements répartis dans 15 régions du Québec, Ôrigine artisans hôteliers propose des expériences variées, parfaites pour un moment de détente bien mérité. C’est peut-être les parfaites sorties des Fêtes que vous attendiez ? Idée cadeau : offrez une nuitée ou un forfait bien-être à vos proches, ou faites-vous plaisir ! 👉 Explorez les hébergements disponibles. ☕ Déguster dans un café coopératif Région : Multiples Les cafés et bistrots coopératifs du Québec sont des lieux où convivialité et délices vont de pair. Que vous souhaitiez déguster un bon café, partager une bouchée avec des ami·e·s ou simplement vous imprégner d’une ambiance chaleureuse, ces adresses sont à découvrir absolument. Quelques suggestions : Coop du Grand-Bois à St-Étienne-de-Bolton Café Cambio à Chicoutimi Mousse Café à Baie-Saint-Paul Et vous, connaissez-vous d’autres cafés coopératifs ? 🍺 Partager une bière artisanale dans une microbrasserie coopérative Région : Multiples Rien de tel qu’une bonne bière locale pour célébrer les Fêtes avec des ami·e·s. Et pourquoi ne pas opter pour une microbrasserie qui valorise le modèle coopératif ? Ces brasseries québécoises allient saveurs uniques et valeurs collectives : La Barberie (Québec) À La Fût (St-Tite) Flore Sauvage (Shawinigan) Pie Braque (Jonquière) La Chasse Pinte (Anse-St-Jean) La Grange Pardue (Ham-Nord) Les Sans-Taverne (Montréal) La Chope Angus (Montréal) Avez-vous un coup de cœur parmi ces brasseries ou d’autres à suggérer ? Offrez ou profitez des Fêtes autrement ! Que ce soit pour une sortie culturelle, un repas savoureux ou une escapade relaxante, les coopératives québécoises vous offrent des options originales et mémorables. En plus de vivre des expériences uniques, vous soutenez des initiatives locales et collectives. Prêt·e à explorer ? Bonnes découvertes et joyeuses Fêtes !

Solidarity Cooperatives: Definition, Operation and Advantages

Do you have a project with an economic and social vocation? The cooperative model marries democracy and efficiency, equity and competitiveness. The solidarity cooperative can be an appealing legal framework for a business venture that seeks to involve different types of members who want to take part in decision-making and become partners. What is a solidarity cooperative? Introduced to Quebec in 1997, the solidarity cooperative is a collective enterprise that unites different types of members: users, workers and support members. Their goal? To be active decision-makers and partners. A solidarity cooperative has the following categories of members:User members: Individuals or companies who use the cooperative’s services to obtain goods or servicesWorker members: Individuals employed by the cooperativeSupport members: Individuals or companies with an economic, social or cultural interest in the cooperative, but who do not directly use its services Did you know that there are now more than 500 solidarity cooperatives registered in Quebec? They can be found in a wide range of sectors, including home services, professional services, tourism, leisure, childcare, arts and culture, the environment and local services. For example, La Chope Angus was founded in 2019 as a solidarity cooperative. Since June 2022, it has operated a craft brewery of the same name in Montréal’s Technopôle Angus eco-district. Land management by a solidarity cooperative Overseen by a solidarity cooperative, participatory land management is a valuable tool for protecting land and fostering socioeconomic growth, particularly in remote areas. Two emblematic examples of this model are the Vallée Bras-du-Nord and the Arrière-Pays cooperatives. Located in Saint-Raymond-de-Portneuf, Vallée Bras-du-Nord is a solidarity cooperative in which employees, tourism service providers and landowners come together to develop sustainable and high-quality local tourism infrastructure. This pioneering cooperative in the Capitale-Nationale region has stood out for almost two decades thanks to its participative land management approach that involves a variety of players, such as tourism businesses, farmers and forestry workers. What’s more, the cooperative fosters social and professional integration by employing youth with troubled backgrounds for the annual maintenance of its 100 km of trails. Students in the outdoor education stream at Louis-Jobin school also benefit from the co-op’s facilities—an example of its positive impact on the local community. The Arrière-Pays cooperative in the Témiscamingue region adopted an ambition vision from its very first year of operations. This co-op gathers together players in adventure tourism, innovative organic farming and renewable energies to feed the vitality of this remote region. Its wide range of services include hiking, dogsledding, canoe-camping equipment rental and lodging. The cooperative also emphasizes the synergy between people and nature by offering safe, environmentally friendly and innovative experiences. How the solidarity cooperative works We have seen that there are three types of members in this type of cooperative: user members (who use the cooperative’s services or products), worker members (who are employed by the cooperative) and support members (who share the cooperative’s objectives and provide support without using the services or working directly in the cooperative). Each member category has a role and a voice in the governance of the cooperative and has a threefold participation:Participating economically Members contribute equitably to the cooperative’s capital. The amount required to become a member varies according to members’ needs and financial capacity, thus encouraging wide-reaching economic participation.Sharing of power Regardless of the number of shares held or the volume of business done with the cooperative, each member may cast one vote, in keeping with the democratic “one member, one vote” principle. All members may be elected to the board of directors, thus giving everyone a chance to participate meaningfully in governance.Benefiting from surpluses Surpluses are allocated to the reserve to strengthen the cooperative’s financial situation or to be used for development. Members (other than support members) may decide to share part of the surplus as dividends. In short, this model provides a participative and democratic framework to meet its members’ social, economic and cultural needs. Members are actively involved in management, reinforcing their sense of belonging and collective responsibility. The advantages of the solidarity cooperative Solidarity cooperatives offer their members many advantages:Democracy and a sense of belonging Members exercise democratic power and develop a sense of belonging, thanks to the principles of solidarity, sharing and equity. Each member has a voice in important decisions, and this strengthens cohesion and commitment to the cooperative’s common goals. Profitability and a social mission Combining economic profitability and a social mission, the structure has the flexibility to adapt to members’ needs. This model not only generates income, it also creates local jobs and provides the community with essential services, as the Vallée Bras-du-Nord and Arrière-Pays cooperatives have shown.Economic benefits Members of solidarity cooperatives benefit from tax measures that encourage capitalization, limit financial liability and offer the possibility of sharing surpluses among worker and user members. This redistribution of surplus earnings strengthens co-op members’ commitment and ensures profits are shared fairly. In doing so, it promotes the cooperative’s financial stability and longevity. Conclusion In short, solidarity cooperatives provide a framework that is conducive to projects with strong economic and social impacts. By combining democracy, equity and competitiveness, they help create sustainable, resilient businesses rooted in their communities. For those looking to get involved in a collective, participatory initiative, the solidarity cooperative is a highly attractive legal and operational option. In conclusion, this post is part of a series exploring the five types of cooperatives. Our aim is to explain the specific features and advantages of each cooperative model, be it solidarity cooperatives orWorker cooperativesConsumer cooperativesWorker shareholders cooperatives Producers cooperatives In exploring this series, you’ll discover the many facets of these organizations as well as their positive impact on communities and the economy as a whole. If you’d like to learn more about the other types of cooperatives, check out the corresponding posts!

Consumer Cooperatives: Definition, Operation and Advantages

Do you have a project with an economic and social vocation? The cooperative model marries democracy and efficiency, equity and competitiveness. As such, the consumer cooperative can be a beneficial legal framework for a network of customers who want a say in the services or products they buy. What is a consumer cooperative? A consumer cooperative can be defined as a business whose main purpose is to provide goods and services to its members for their personal use. This type of cooperative is also a solution for revitalizing communities that want to make services available locally. These co-ops can be found in a variety of sectors, including food, housing, school goods and services, cable TV and funeral services. Today, there are more than 1,500 consumer cooperatives in operation in Quebec. They act as a shield against inflation, since their commitment not to pursue profit at any cost means they guarantee competitive prices. Found across the province, these cooperatives are especially successful outside major cities to maintain essential local services. Let’s take the example of a village grocery or hardware store. Have you heard of Ici Coop? This network is a federation of over 75 consumer cooperatives that operate grocery stores under various banners or as independent businesses. COOPSCO: Snapshot of a consumer cooperative network A well-known consumer cooperative is the COOPSCO network of school-based cooperatives. They mainly sell school supplies, books, IT equipment and other products for students. COOPSCO members are generally the students enrolled in participating educational institutions, such as CEGEPs and universities. Not only do these cooperatives offer school products and services at competitive prices, they also play an active role in student life by organizing events and activities. In short, COOPSCO is an example of a consumer cooperative that meets the needs of a specific demographic group while implementing the cooperative principles of democratic participation and collective benefits. Housing cooperatives: A pillar of consumer cooperatives In Quebec, housing cooperatives are an interesting example of consumer cooperatives. These co-ops are crucial to protecting significant real estate assets from speculation, which is particularly important in the current housing shortage. Since the 1970s, over 1,000 housing cooperatives have been launched in Quebec, mainly in the form of continuing, non-ownership cooperatives. This structure fosters access to quality housing while also allowing members to be decision-makers in regard to their living environment. How the consumer cooperative works The members of this type of co-op are users who come together to acquire products or services at a lower cost or better quality. They share needs and interests. Since they are collective owners of the organization, they must have access to the services the cooperative offers. It should be noted that the legislation on cooperatives stipulates that a minimum of five people is required to form this type of collective enterprise. The consumer cooperative is also characterized by threefold member participation:Participating economically: Members contribute equitably to the cooperative’s capital. Membership fees vary according to individual needs and financial capacities.Sharing power: The “one member, one vote” rule specific to the cooperative model applies regardless of the number of shares held by a member or the volume of business they do with the cooperative. In addition, positions on the board of directors are open to all members, offering a meaningful and equal opportunity to take part in co-op governance.Benefiting from surpluses: Surpluses are allocated to the cooperative’s reserve, either to consolidate its financial situation or to be used for development. Members can also decide to redistribute some surplus earnings in the form of patronage dividends. So, what really distinguishes consumer cooperatives from private companies in the same business sector? Most important is the value received by the owners. A private business owner generally seeks to maximize the return on their capital investment. Members of a consumer co-op, however, contribute capital to benefit from goods and services that meet their needs at a better price-quality ratio. The advantages of the consumer cooperative Consumer cooperatives offer their members many advantages:Economies of scale By pooling purchases, consumer cooperatives allow their members to benefit from economies of scale. Through these bulk buys, they can obtain reduced prices on products and services, and that translates into savings for members.Quality and choice Consumer cooperatives offer their members a choice and a quality of products or services that is centred on members’ needs and preferences.Democratic participation Each member of a consumer cooperative has an equal voice in decision-making. Members also take part in general meetings and have the right to vote on important cooperative matters.Fair distribution of surplus earnings Consumer cooperatives redistribute surpluses to their members in the form of discounts, dividends or other economic benefits. This fair redistribution of profits strengthens the member–cooperative bond.Limited liability The liability of members is limited to the amount of their investment in the co-op. In other words, members are not personally liable for the cooperative’s debts or obligations beyond this amount.Social impact Consumer cooperatives often have a strong social impact in their communities by promoting the local economy, creating sustainable jobs and supporting ethical business practices. In short, consumer cooperatives offer an economic and social alternative focused on meeting members’ needs, democratic participation, financial responsibility and positive impact on the community. In conclusion, this post is part of a series exploring the five types of cooperatives. Our aim is to explain the specific features and advantages of each cooperative model, be it consumer cooperatives orWorker cooperativesSolidarity cooperativesWorker shareholder cooperatives Producers cooperatives In exploring this series, you’ll discover the many facets of these organizations as well as their positive impact on communities and the economy as a whole. If you’d like to learn more about the other types of cooperatives, check out the corresponding posts!

Producers Cooperative: Definition, Operation and Advantages

Do you have a project with an economic and social vocation? The cooperative formula marries democracy and efficiency, equity and competitiveness. The producers cooperative may be an appealing legal framework if you want to build a strong and unified network. What is a producers cooperative? Producers cooperatives bring together individuals and/or legal entities who benefit by obtaining from their cooperative the goods and services they need to exercise their profession or operate their business. The aim of this kind of co-op is first and foremost to create a shared structure, to purchase equipment and to process, distribute or sell products. The members of this type of organization can therefore be service providers (e.g. cab drivers) and producers of goods (e.g. farmers). This business model is effective in areas as varied as agriculture, agri-food, group purchasing, taxi services, the use of agricultural equipment, professional services and more. Have you ever heard of Citadelle? This Quebec-based producers cooperative promotes and markets maple, honey and cranberry products. It carries out collection, storage, marketing and worldwide export activities. Examples of producers cooperatives Producers cooperatives play an essential role in various sectors in Quebec by pooling services and facilitating the marketing of their members’ products. For example, the Regard-Action cooperative brings together opticians and optometrists across Quebec. This producers co-op not only pools purchasing, it also offers its members a variety of services, thus reinforcing solidarity and efficiency in the profession. Another notable example is the Montréal-based craft cooperative L’Empreinte, which recently celebrated its fiftieth year of operation. This co-op provides craftspeople with a venue to sell their work. Its boutique in Old Montréal and an online catalogue facilitate its artist members’ access to a broader market. As a final example, La Guilde du jeu vidéo du Québec perfectly illustrates the advantages of this business model. This producers co-op brings together independent video-game studios, enabling them to share services and strengthen their competitiveness in a rapidly expanding market. In short, these examples demonstrate the scope and diversity of producers cooperatives that contribute to economic growth and innovation in their sectors. Agropur: Snapshot of a producers cooperative Agropur perfectly exemplifies the producers cooperative concept. Collectively owned by 3,000 dairy farmers who sought to add value to their operations, this cooperative is widely known for its success in Quebec. As North America’s leading dairy-processing cooperative, Agropur has garnered an enviable position in the food industry and has become one of the world’s leading players. This remarkable rise testifies to the strength and collective vision of producers cooperatives. Les Libraires: A producers cooperative Les Libraires is an exemplary model of collaboration in the bookselling industry. The Librairies indépendantes du Québec cooperative gathers together more than 120 independent bookstores in Quebec, the Maritimes, Ontario and Manitoba under the Les Libraires banner. The cooperative’s underlying mission draws its strength from proximity, diversity and service. As independent entities with no more than five outlets each, the member bookstores are free of the structures of commercial chains and therefore each able to cultivate their own identity. These members are committed to books, readers and a dynamic literary community. Furthermore, its members joined forces to overcome the challenges of the digital age. By sharing production resources, such as promotional efforts and marketing costs, they carved out a strategic position in the online market, notably through their common platform, leslibraires.ca. This initiative is much more than a website: it’s a collective response to competition from the online retail giants. By pooling the development and maintenance costs of a digital platform, members benefit from cutting-edge technology without incurring prohibitive costs for their individual businesses. By joining forces, Les Libraires members have demonstrated that cooperation is an effective weapon against the industry’s behemoths, while also preserving the very essence of independent bookshops. How a producers cooperative works In this type of organization, members share the production resources they require for their professional activities. Practically speaking, this can mean pooling or sharing rental space, promotional efforts, marketing expenses, supply agreements and much more. The Cooperatives Act stipulates that a minimum of five founders (individuals, corporations or other forms) is required to create and legally incorporate a cooperative. The producers cooperative is also characterized by threefold member participation:Participating economically: Members contribute equitably to the cooperative’s capital. Membership fees vary according to individual needs and financial capacities.Sharing power: The “one member, one vote” rule specific to the cooperative model applies regardless of the number of shares held by a member or the volume of business they do with the cooperative. In addition, positions on the board of directors are open to all members, offering a meaningful and equal opportunity to take part in co-op governance.Benefiting from surpluses: Surpluses are allocated to the cooperative’s reserve, either to consolidate its financial situation or to be used for development. Members can also decide to redistribute some surplus earnings in the form of patronage dividends. The advantages of the producers cooperative Producers cooperatives offer their members many advantages:Increasing profit margins By joining forces in a cooperative, producers can leverage greater negotiation power. This strengthened position can lead to market conditions that are more advantageous, often translating into increased profit margins for each member.Reducing costs By sharing resources and operating costs, such as facility rentals, marketing expenses and administrative fees, co-op members can reduce their individual operating expenses. Sharing expenses optimizes each member’s economic efficiency.Leveraging a structure that combines profitability with a social mission Producers cooperatives are often formed with a twofold aim. They are intended to generate profits and to foster collective well-being.Providing access to tax incentives that promote capitalization Cooperatives enjoy tax incentives intended to support their creation and development. Taking the form of federal and/or provincial tax deductions, these incentives strengthen cooperatives’ ability to capitalize and invest in their future growth. By choosing to join a producers cooperative, members maximize the impact of their own business. The cooperative thus becomes a natural extension of the individual company, offering an efficient, mutually supportive network to reach shared goals. In short, producers cooperatives are an organizational structure in which people and companies come together to reap common benefits. By purchasing the goods and services they need for their businesses from the cooperative, members can reduce their costs and increase their profit margins. These members also participate in a structure that combines economic profitability with a social mission. In conclusion, this post is part of a series exploring the five types of cooperatives. Our aim is to explain the specific features and advantages of each cooperative model, be it producers cooperatives orWorker cooperativesSolidarity cooperativesWorker shareholder cooperativesConsumer cooperatives In exploring this series, you’ll discover the many facets of these organizations as well as their positive impact on communities and the economy as a whole. If you’d like to learn more about the other types of cooperatives, check out the corresponding posts!

Evan Murray - The new General Manager of the CDRQ

The CDRQ is pleased to announce the appointment of Mr. Evan Murray to the position of General Manager. This choice is based on his deep commitment to cooperative values and his dedication, for more than 10 years, to the advancement of Quebec collective enterprises.Evan Murray The appointment of Mr. Evan Murray to the position of general director is the result of a commitment of more than 10 years at the heart of the CDRQ. Initially a cooperative development advisor, he quickly rose to the position of director of our offices in Abitibi-Témiscamingue, Nord-du-Québec and Lanaudière. With a master’s degree in management and governance of cooperatives and mutuals and a career entirely dedicated to the development of collective enterprises, Mr. Murray brings to the CDRQ and his team a wealth of experience and in-depth knowledge of the Quebec issues facing these organizations. “ We are proud to produce exceptional talents and see them develop at the heart of the organization. The appointment of Mr. Murray demonstrates the importance that the CDRQ places on the recognition and internal promotion of exceptional skills to ensure solid leadership over the long term. » Pascal Coutu – President of the CDRQ Board “ It is with pride that I accepted this mark of confidence from the Board. I can easily say that I have the CDRQ tattooed on my heart and even more so the team that supports me in our mission. The challenges ahead are numerous, mainly that of anchoring the CDRQ even more actively at the heart of the next Québec government action plan in social economy. » Evan Murray – General Manage – CDRQ

Engage in outdoor activities and support cooperatives? Here's where to go!

Skiing, walking… climbing walls? Several Quebec cooperative businesses and organizations offer just that. Here are 5 of them to discover:1. Carve down the slopes at Mont-Orignal (Lac-Etchemin, Chaudière-Appalaches) This 620-meter mountain set in a beautiful landscape at Lac-Etchemin offers, among other things, 25 ski trails, 11 of which are illuminated at night, as well as several kilometers of cross-country skiing and snowshoeing. Though it has been around since 1974, it wasn’t until 2012 that the ski resort became a solidarity cooperative.2. Climb walls at Riki Bloc (Rimouski, Bas-Saint-Laurent) Another great transformation of a church – the Saint-Yves church in Rimouski – turned into a bouldering cooperative. They offer courses and you can grab a coffee on-site. Additionally, Riki Bloc also organizes climbing outings in the Rimouski area. Definitely worth exploring!3. Hike in the Vallée du Bras-du-Nord (Saint-Raymond, Capitale-Nationale) This outdoor cooperative, established in 2002, is located in Saint-Raymond, close to Quebec City. Its 9 trails spread across roughly 80 km are just one of the attractions for winter activity enthusiasts. Skiing, snowshoeing, fat biking, Via Ferrata, and backcountry skiing are among the reasons to spend a day there. Or several! The Vallée du Bras-du-Nord also offers accommodation (yurts, shelters, cabins) for those who might not want to leave…4. Plan an outdoor getaway with Bonjour Nature (Lanaudière) A cooperative travel agency for the Lanaudière region, offering round-trip transportation to Montreal. Whether it’s for a day of skiing, a stay at Lac Taureau, or a dogsledding adventure, it’s a great gift idea to give or indulge in!5. Skating and sliding at Parc régional des Grèves (Contrecœur, Montérégie) Cross-country skiing, snow scootering, ice skating, sledding, hiking… This cooperative park is a small package of winter pleasures! Definitely a destination to mark in your calendar during the holidays. Or before! And after!

Collective takeover, a promising avenue

La reprise collective has often prevented the closure of a business or its transition to foreign ownership. While not a miraculous solution, this model certainly addresses some issues. One-third of Quebec’s 127,000 entrepreneurs are over 55 years old, and 12,500 are considering selling their businesses in the next 12 months. The drawback is that there are far fewer people ready to start businesses today than there were 10 or even 5 years ago. In short, succession is uncertain for many, and the aging population is certainly affecting the future of many companies. Why consider collective takeover? Firstly, what is a collective takeover? It’s a mode of transferring a business that allows employees or external actors to collectively take over a business, either entirely or partially. This takeover can happen through a cooperative or a non-profit organization created for the takeover or one already in existence. And why might takeover be considered a solution, both for the person selling (the seller) and those buying (the buyers)? In summary, the power of a group. For instance, when the Mont-Orignal ski resort was on the verge of closing, a strong community solidarity movement allowed a group of local residents to buy the resort. Another example: the owner of Au bout du rang farm in Saint-Félix-de-Valois, tired of managing the business alone, offered her employees the opportunity to create a cooperative. From these examples, the Centre for Social Responsibility and Citizenship Studies (CERSE) identified over 300 similar cases in Quebec in 2020. 3 reasons to consider collective takeover: 1. Takeover provides resources that one doesn’t have alone: shared responsibilities, management, finances, etc. 2. There are specific funding sources for collective entrepreneurship, along with a strong support network, including organizations like the Quebec Business Transfer Centre (CTEQ) and the CDRQ, as well as other cooperatives and non-profits, often sympathetic to each other. 3. Finally, the collective model aims to be sustainable and based on common values. It’s no coincidence that cooperatives have a survival rate twice as high as private businesses. Seeking guidance? Yes! According to the CTEQ, 50% of sellers don’t know the value of their business. To address such questions, as well as legal, management, or governance aspects, seeking the right advice can save time, unnecessary efforts, and even money. You can find specialists within CDRQ, CTEQ, and gather plenty of information on the Repreneuriatcollectif.ca website. Free training on collective takeover As the Collective Takeover Coordinator at CDRQ, Soda Diack hosts a webinar on collective takeover titled “Transfer or Acquire a Business Collectively.” Throughout the webinar, several topics will be covered: Collective models. Industries with high potential for collective takeover. The process of a collective business takeover. Presentations of some takeover cases. A simplified positioning guide for a collective business takeover. Financial structuring examples. Key factors for a successful succession! Wednesday, January 10th at 6:30 PM Wednesday, May 1st at 11:45 AM

Eric Simard - Recipient of the Quebec Cooperative and Mutualist Merit Award 2023.

Every year since 1948, the Quebec Council of Cooperation and Mutualism presents several Quebecois individuals with the Cooperative and Mutualist Merit Award. This year, Mr. Éric Simard is among the laureates. The Order of Merit is the recognition of the significant contribution of the 16 laureates. These are divided into four levels – the fourth being the highest – and Mr. Simard stands out in this category.Involved for several years with the Regional Development Cooperative of Quebec (CDRQ) as a board member and chairman of the board, Mr. Simard has numerous achievements worth highlighting.From local to international involvementFirstly, let’s mention his involvement with SOCODEVI in South and Central America, where he participated in three missions supporting local cooperatives.At the provincial level, Mr. Simard served as a board member and officer, particularly in a health and safety prevention mutual and at CDRQ. In Saguenay-Lac-Saint-Jean, he was a board member in a group of regional forest cooperatives, part of a northern agriculture excellence cluster, a Community Development Assistance Service (SADC), and prior to 2016, in the regional CDR.In his local area, specifically in the municipality of Ferland-Boileau, Mr. Simard was involved with a cooperative blueberry farm, the municipal council, and a tourist resort.Finally, Mr. Simard served as the administrative/general director for 25 years at the local forest cooperative.Remarkable AchievementsThroughout his career, Mr. Simard has accomplished a great deal and remains actively involved in the Quebec cooperative movement to this day.IN THE AMERICASOn the international stage, he participated in three missions in South and Central America (two in Honduras and one in Peru) during his tenure with SOCODEVI. During these missions, he collaborated with local collective managers in implementing financial management tools. This assistance enabled them, among other things, to preserve their capital in the long term, strategically plan their development, and adequately manage dividends to members without jeopardizing their finances.The financial management and governance advice provided to cooperatives in South and Central America significantly improved their long-term performance. In fact, during a mission in Peru, his swift action to restore the finances of a coffee/cocoa producer cooperative saved them from technical bankruptcy, ultimately safeguarding the work and incomes of the 400 member producer families.In the Forestry IndustryAt a time when the Quebec Federation of Forestry Cooperatives had fewer employees, he supported the human resources dedicated resource within the organization in some of its mandates with other cooperatives. This collaboration enabled them to find solutions to their human resource or governance issues. Moreover, his interest in the individuals comprising his industry led him to serve on the Sectoral Committee of Labor in Forestry Management to support skill development in this sector, benefiting the entire Quebec forestry ecosystem.His involvement of over 25 years in the Ferland-Boilleau Forest Cooperative undoubtedly had numerous impacts on the local population, considering that the cooperative is the main employer in the municipality. Additionally, his work on wood diversification and valourization with Groupe Boréaressources led him to collaborate, among others, with academic researchers from the La Sève laboratory at the University of Quebec in Chicoutimi. This resulted in the creation of numerous products based on essential oils used in cosmetics, as well as the valourization of certain by-products of the forestry industry, notably bark.At CDR…QAs the Chairman of the Board of the CDR Saguenay-Lac-Saint-Jean, he, along with some of his colleagues from other CDRs, initiated the discussions leading to the creation of CDRQ in 2016. Several years later, still as the chairman, but now of the CDRQ board, he actively supported the management when implementing significant internal changes to more actively meet the expectations of the Governmental Action Plan in social economy and the new realities of user members emerging from the pandemic. These changes are now fully integrated at all levels of the cooperative.Dans le domaine agricoleOver the past two years, he has developed the workforce aspect at Coop de solidarité Le Relait by actively recruiting substitutes to support agricultural producers benefiting from the cooperative’s services. It was a challenge that many stakeholders thought was nearly impossible to overcome when the cooperative was created.His management work with Coop le Relait generates impacts far beyond the cooperative itself. Indeed, studies and numerous articles highlight significant psychological distress among farmers. However, by accelerating the recruitment of new substitutes and producers likely to use the cooperative’s services, he gives farmers a unique chance to take time for themselves and their families. Some have even been able to take long vacations, a first for many of them.A Select GroupMr. Simard’s involvement stands out, but it is not unique. Indeed, the Order recognizes the work of several individuals that CDRQ also wishes to acknowledge and congratulate. Without them, collective values and cooperation would not be as vibrant and dynamic. Congratulations to all the laureates!

Faces of the Cooperative: Julie Gonthier-Brazeau

Proud of its team, the Quebec Regional Development Cooperative aims to showcase the individuals who make it up.In this article, a meeting with Julie Gonthier-Brazeau, Head of Legal Services and Governance Practice.What does your professional journey look like?I was a notary in private practice for 10 years in Tadoussac. I was the village notary, and I absolutely loved it! I chose the profession of notary to be able to live in this absolutely beautiful place. But at some point, I decided to come back to live in Montreal and, little by little, I started working in the cooperative environment. That’s when I really got into collective projects.Before becoming a notary, I worked for 5 years at the National Film Board (NFB) in the field of copyright, which I also loved. So, my career path isn’t linear because I enjoy change and novelty.What projects or challenges do you enjoy taking on?Since I got into it, I’m completely passionate about collective projects. All collective projects present human challenges in group dynamics. It’s not easy to build a project together; it takes longer.What I enjoy is helping the group find and bring out its collective intelligence, overcoming all the little challenges or conflicts that may arise along the way, and maintaining the direction and balance within the group so that the project materializes.What would you like to tell a new colleague?I would tell them to be open. In collective projects, that’s an essential quality. Sometimes, we have a certain vision of things, and we don’t really have a reason to question it. But it’s rare for everyone to share exactly the same vision in a collective, and that’s perfectly normal. So, it’s important to be open to listening to others, whether they are colleagues or clients, who have as much to teach us as we have to teach them.Your colleagues say about you that you are…Thorough and even a bit meticulous at times, but not too much (I hope). I also believe that my colleagues appreciate my ability to listen and my honesty in all circumstances.How would you explain your role in our organization?As the head of the governance and legal services practice, I support our team on the legal aspects of collective enterprises and social economy.I’m often called upon when there are more sensitive or complex issues in certain collective business projects, or for compliance-related matters. I also provide training on governance and cooperative law.Why do you enjoy working at CDRQ?I feel that I’m contributing to the transformation of society by taking part in the development of new business models that aim for greater equity among all stakeholders.The world of work and businesses is undergoing significant change currently, as we can see. We are contributing to building the society of tomorrow.What would be your hidden talent?I have a great talent for asking unanswered questions and philosophizing about the ideal world for entire nights!

2022 Review – Gaspésie et Îles-de-la-Madeleine

Though few projects concluded this year, a lot of groundwork was covered.In terms of the number of cooperatives started, the year 2022-2023 may not be representative of what truly transpired. The pandemic indeed slowed down collective promoters’ enthusiasm and the progress of ongoing initiatives.Therefore, despite CDRQ overseeing the establishment of only 2 cooperative projects, the team’s fieldwork was intensive. These two cases were accomplished in the Îles-de-la-Madeleine: the Flotille solidarity cooperative for artisan booksellers and the Foëne solidarity cooperative for artists.A Fishermen’s CooperativeRegarding the Îles-de-la-Madeleine territory, CDRQ was specifically mandated in February 2023 to intervene following the bankruptcy announcement of the seafood processing company ‘La Relève’. The challenge was immense, and the goal was highly ambitious.The aim was to establish a cooperative of Fishermen from the Îles to submit an offer to the bankrupt company’s creditors. CDRQ’s resources were prioritized on this case for nearly four weeks. Kudos to the excellent work by Jacynthe Beauregard, Martin Noel, Charlie Plante, and Caroline Martineau. While the fishermen’s cooperative successfully set sail, unfortunately, the bidding was ultimately won by a third party.Note: As of August 25, 2023, the Fishermen’s Cooperative of the Îles still exists and is very active.Deeper Regional IntegrationOnce again this year, the most beneficial aspect of territorial integration was the networking conducted by Patrice Blais, the regional director. A tour of SADC-MRC-CLD partners was conducted in November 2022, resulting in the final cooperation agreement with an MRC, namely that of Côte-de-Gaspé.This initiative also successfully filled several vacant seats on the regional cooperative committee (CCR). Currently, all MRCs are represented, with at least one local economic partner and a cooperative representative. With these partnerships, the future looks promising for the development and promotion of collective entrepreneurship in the region.From a communications perspective, during the cooperative succession week in February 2023, the regional director was invited as a panelist to present the innovative model of cooperatives for foreign worker housing. This 5-to-7 event was organized by the Côte-de-Gaspé MRC in collaboration with the Social Economy Pole of Gaspésie-Les Îles. About forty people learned more about collectively governed housing.A Promising FutureThe upcoming year is already very promising, with several startup agreements already signed. Collective business transfer files are increasingly prevalent, indicating the success of our communication efforts on this subject!Lastly, the year 2023-2024 will focus on cooperatives and NPOs established in response to territorial occupation issues. As known, the labor and housing crisis affects all regions, particularly critical in Gaspésie and the Îles-de-la-Madeleine. CDRQ collaborates closely with its MRC partners to find sustainable collective solutions.

2022 Review – Abitibi-Témiscamingue/Nord-du-Québec

The year 2022-2023 brought together several remarkable collective entrepreneurship projects in the region, along with promising collaborations.Another year has passed with the privilege of supporting cooperatives and collective projects in the regions of Abitibi-Témiscamingue and Northern Quebec. The previous report mentioned the prospect of creating an additional position within CDRQ to support projects in Northern Quebec and the northern part of Abitibi-Témiscamingue more closely; unfortunately, this project did not materialize.The project isn’t entirely scrapped; we will see if better opportunities arise in the future. In the meantime, you all know where to reach me for your cooperative needs!Truly Interesting ProjectsWe had the opportunity to support a total of 7 cooperatives with personalized assistance, particularly for startups, strategic planning, capitalization planning, and governance support. Additionally, we had the chance to welcome and guide 11 cooperative projects across various sectors, including agriculture, dental health, education, housing, and more.Finally, we conducted 14 proactive development activities in the area. These included fruitful collaborations with regional teams, participation in a social economy event specifically organized for Indigenous peoples, involvement in activities of the Jamésien Social Economy Pole, among others. We also had the privilege of attending the Défi Osentreprendre Gala in the region to present an award to the winner.Working with the Inuit CommunityThe year was marked by the establishment of a cooperative involving members of Inuit communities and non-Inuit members. This is the Ikajurtigiit Cooperative de solidarité. We are proud of the support we provided to them, entirely in English, both virtually and in person.All this was made possible through close collaboration with the Kativik Regional Government. The construction company received exceptional media coverage in metropolitan media and made a significant difference for worker members and supporting members.Finally, the end of the year was focused on preparing a joint event with Espace Entrepreneurship Collectif for Abitibi-Témiscamingue. A hybrid event for participants from the region and across Quebec. The theme centered on business continuity in a risk management context. A collaboration of which I am very proud!Evan Murray, Regional Director, Abitibi-Témiscamingue/Northern Quebec

2022 Review – Lanaudière

We can fairly assert that this year has been the return of projects, both for startups and those driven by already active cooperatives.The year in Lanaudière was marked by the launch of Lanaudière Collective. A project resulting from close collaboration with Social Economy Lanaudière, SADC Matawinie, and MRC Matawinie, the reception was immediate. Many of you have testified to the quality of the content and its utility. A true business card to reconnect with multiple socioeconomic partners, we were able to reaffirm each other’s complementary service offerings.Enhancing services for social economy businessesUnder the umbrella of Lanaudière Collective, CDRQ and Social Economy Lanaudière were selected as part of a project call to enhance the continuum of services for social economy businesses, particularly non-profit organizations in collective entrepreneurship. This was launched during the Economy Month in November 2022. Fourteen projects entered this continuum, and two benefited from structured support from CDRQ.Significant involvementThroughout the year, 10 cooperatives received our support. Among these 7 startups, we find cooperatives in healthcare, employee participation in shareholding, food or event offerings, as well as public infrastructure management. The other 3 cooperatives sought our services in digital transformation and capitalization planning. In addition to these cooperatives, 15 projects were welcomed or directed. They span various domains, such as food offerings, gardening, infrastructure maintenance, packaging, accommodation, etc.Finally, 21 proactive activities were conducted, particularly in the circular economy and community development. I am proud to participate in several structuring activities within Lanaudière’s economic landscape.I would like to conclude my annual message by thanking once again all the individuals comprising the business support ecosystem in the region because we manage to collaborate relevantly and efficiently. It’s a privilege to work with all of you!Evan Murray, Regional Director, Lanaudière

2022 Review – Montreal/Laval

The past year has been marked by the deployment of the pilot project for supporting the startup of for-profit non-profit organizations (NPOs) in the two territories covered by our regional office.Funded by the Ministry of Economy, Innovation, and Energy, this project enables us to support project promoters in partnership with the Regional Social Economy Pole of Laval (PRÉSL) and the Social Economy Council of the Island of Montreal (CÉSÎM).Renewed Service OfferingAt the beginning of the fiscal year, we toured the Montreal and Laval entrepreneurial support ecosystem to present CDRQ’s renewed service offering and the new support for collective enterprises in the form of NPOs. We presented the legal structure and governance of a social economy enterprise during information sessions organized by PRESL.This partnership tour has already borne fruit, as of March 31, 2023, where we individually met with representatives from 20 NPO projects to discuss their projects and evaluate their support needs. From these meetings, service agreements were signed with three projects, two in circular economy and the third in information technology.A CDRQ advisor was assigned to each project to work with the groups on their business model, assist them in establishing their enterprise, help in drafting their general regulations, and in setting up their governance.Real NeedsThe assessment of the first year of the pilot project confirms that our new support offering has addressed real needs. The collaboration between CDRQ and the two social economy poles, in complementarity with the existing entrepreneurial ecosystem, has created a continuum of services for the benefit of promoter groups of for-profit NPO projects.We are confident that the excellent collaboration between our regional office and the two poles will result in a significant increase in the number of projects that will be supported in the second year.Support ActivitiesWe were able to support 30 cooperatives and projects, including 8 newly established cooperatives. Our team completed 12 assignments in support of established cooperatives, not counting the 10 ongoing projects that will be able to start their operations in the coming fiscal years. Thus, our territory contributed to the creation of 36 new jobs and the maintenance of 186 others.Our members benefited from a wide range of services offered by the CDRQ advisory team, which completed a variety of assignments related, among others, to capitalization, modification of statutes and regulations, development of marketing plans, and strategic planning. I take this opportunity to thank all my colleagues who contributed to the completion of these assignments, as well as my colleagues at the headquarters who support the operations and activities of our organization.Inter-cooperation ActivitiesThe past year saw the return of in-person activities. On October 18, 2022, we organized an inter-cooperation activity as part of the Cooperatives Week under the theme “Innovation and resilience to adapt to the challenges of the century.” The activity, held at the Montreal Metropolitan Co-op House, was successful as over 30 people from our members and partners attended the panel featuring three innovative cooperatives and participated in the networking activity that followed.The year started with the remote holding of our territory’s regional assembly on June 2, with around fifteen members and partners present. We also held three meetings of the regional cooperative committee (CCR) where we welcomed two new members: Margot Pasquier from La Coop de solidarité 25e heure and Patrick Préville from the Quebec Federation of Cooperative Housing, who joined the existing members.I take this opportunity to thank them all for their involvement. We changed our regional representative on the CDRQ’s board of directors during the fiscal year. Regarding this, I thank Jean Soublière, the outgoing representative, for his significant contribution since the transfer of activities to the CDRQ. Finally, I would like to welcome Pierre-Alain Cotnoir as the new regional representative, also a member of the CCR from the very beginning.Nada Elkouri, Regional Director, Montreal / Laval

2022 Review – Centre-du-Québec/Mauricie

Here is the 2022-2023 report from the Central Quebec / Mauricie regional office of the CDRQ. The past year has been one of transition for the regional office.Change in Regional LeadershipAfter 10 years at CDRQ, Mr. Donald Goudreault handed over the reins of the Central Quebec / Mauricie regional direction in December 2022. In the initial months of my mandate, I observed a desire among our members for our team to be more active on the ground, particularly in Central Quebec and the Maskinongé RCM in Mauricie.The change in leadership also meant taking stock of the past years and, most importantly, taking the time to introduce myself to economic partners. Initial discussions have already taken place, and further meetings are scheduled. I am enthusiastic about traversing our extensive territory and meeting with existing cooperatives and those yet to be established.Developing Strategic SectorsAlready, I can see the importance of focusing on sectors such as local agriculture, tourism, and leisure in the region. Several cooperatives in the area stand out nationally in these sectors. Consider Citadelle Cooperative, Coop Charrette, the Origine hotel group, as well as the numerous cooperative breweries and distilleries in the region. It will be crucial to highlight them during events and thereby stimulate inter-cooperation and knowledge sharing.While the circular economy is a prevalent topic, we believe that interest in cooperatives should gain importance in the entrepreneurial environment. Many cooperative practices have long been part of the circular economy. Indeed, cooperatives have long been interested in resource sharing and reducing the environmental and social costs of their businesses.Stronger TogetherWith the arrival of Ms. Diack, responsible for collective takeover, the already active CDRQ will be better equipped to respond to the wave of businesses seeking succession. This will also enable better coordination with our partners, including the Quebec Business Transfer Center. We will also collaborate with other strategic partners, including Social Economy Poles, in promoting collective succession within the entrepreneurial community.In conclusion, we look ahead to the coming year with optimism. We commit to leveraging the strengths of the cooperative model to bring meaning and value to the economic activities in our territory.Alex Dorval, Regional Director, Central Quebec / Mauricie

2022 Review - Estrie and Montérégie

During the year 2022-2023, we were fortunate to have a dedicated, skilled, and diverse team. Thanks to them, we supported promising projects for the communities in Estrie and Montérégie. We will present these achievements a little later in this report.Over the past year, we implemented a pilot project to support profit-oriented nonprofit organizations with the Collective Entrepreneurship Hub of Estrie and the Collective Entrepreneurship Hub of Eastern Montérégie. This project is funded by the Ministry of Economy, Innovation, and Energy for a duration of approximately three years. During the 2022-2023 period, we conducted a tour of economic development departments in various RCMs (Regional County Municipalities) and SADC/CAEs (Community Economic Development Corporations). In total, we met with 16 RCMs. We took advantage of these meetings to present the service continuum between the Hubs and the CDRQ, as well as the renewed service offerings of the CDRQ. Additionally, we had several meetings with the Hubs to guide pre-startup project developers.Several ongoing projectsAll these meetings have been beneficial, as we started nine (9) engagements or were on the verge of starting them as of March 31, 2023. These projects are diverse and cover sectors such as agriculture, food, education, daycare services, and professional and technical services. All these projects are accompanied by one of our advisors to support them in their business plans, governance, and preparation for starting their activities.We are confident that the nonprofit organization support project meets a need in the community and that our service offering is well-suited for it. The relationships developed with the Hubs strengthen our presence in the regions and position us as essential players in supporting collective projects in the area. Our specialized service offerings complement the work of emergence carried out by the Hubs and local organizations. We are actively working to develop our complementarities, ultimately benefiting the collective businesses in the community.Results 2022-2023 – EstrieThe regional office in Estrie supported six projects, including the establishment of two new cooperatives. The business transfer of Taxi de Sherbrooke occurred smoothly, ensuring services to its 70 member-producers (drivers). Additionally, the creation of the Coopérative de solidarité de St-Isidore de Clifton resumed the operations of the convenience store, gas station, and hardware store in the municipality. The latter not only maintained essential local services vital to the region’s vitality but also generated 10 jobs in a town of 700 people. We also provided specialized interventions in finance, marketing, and governance to member cooperatives.Results 2022-2023 – MontérégieThe regional office in Montérégie, on the other hand, supported 10 startup projects. Two of these projects resulted in constitution and operational commencement. The cooperative Transport-coop created two jobs and contracts for 40 member-producers (school adapted transport drivers) in the Longueuil region, generating $1,200,000 in revenue for this cooperative that began operations in September 2022. The cooperative Bœuf Québec markets Quebec beef from Quebec producers within the province. With 30 member-producers, it employs eight individuals and has an $8,000,000 turnover.In addition to startup support, we provided assistance to five companies for advisory services involving governance, finance, feasibility studies for implementing a worker-shareholder cooperative, or executive training on directors’ roles and responsibilities.”Radiance and Promotion of CooperationThe year 2022 was marked by the resumption of events. On September 22, 2022, we held the Eastern Townships Cooperative Merit Gala under the honorary presidency of Marie-Ève Rocheleau, CEO of Cooptel, a communication cooperative.More than 150 cooperators gathered to highlight the work accomplished by the region’s cooperatives and congratulate the winners in various categories. Let’s highlight the worker cooperative Niska, which won the Grand Distinction award. This collective development consultancy firm, founded in 2005, has expanded its interventions internationally as well as locally, making it an essential enterprise in supporting collective initiatives. Also, let’s mention Chrystine Lavoie, who received the 2022 Cooperative Personality award for her significant involvement and resulting achievements in the Estrie cooperative community, including her tenure as president of Accorderie, the housing cooperative of the Eastern Townships, and the Federation of Housing Cooperatives in Estrie.We also engaged in promotional activities to maintain contact with our valuable local collaborators. We met with our partners – 30 meetings in Estrie and 8 in Montérégie. We welcomed developers and held 32 orientation meetings in Estrie and 15 in Montérégie. Finally, these representations led us to sign a cooperation agreement with the SADC of the Mégantic region, sealing the numerous collaborations we have together to support collective enterprises in the Granit MRC.In conclusion, we’d like to thank the members of the regional advisory committees who support the regional direction in its activities, inform us of regional issues, and help us remain rooted in our regions. Moreover, there’s always room for engaged individuals if you wish to get involved! Reach out to us. A special thank you to Jean Hogue, outgoing director representing the Estrie region on behalf of Alentour cooperative, and to Bianka Dupaul, director representing the Montérégie region for coop CSUR.Thank you for your commitment and belief in CDRQ. Finally, we’re very grateful that our user members choose us to assist them in their various challenges.

The CDRQ is committed to supporting Anglophone collective enterprises

In an effort to support English-speaking entrepreneurs and to raise awareness about the colletive model as broadly as possible, the CDRQ has dedicated a resource person to meeting these objectives. It was with this in mind that, four years ago, the CDRQ signed a collaboration agreement with the Secrétariat aux relations avec les Québécois d’expression anglaise, known as the “SRQEA Mandate.” The SRQEA Mandate has accelerated the CDRQ’s ability to offer services in English to social economy entrepreneurs across Quebec. An additional agreement with the Regional Development Network (RDN) through its SeeNet initiative has made public services more accessible to Anglophone social economy enterprises, which were otherwise restricted to French by provincial language law.Reaching everyone, everywhere The CDRQ worked on several occasions in remote areas of the province. This has meant job opportunities, training for young people, access to business support services, and more. Through the SRQEA Mandate, the CDRQ brings its values of democracy, openness and inclusion to life for English-speaking businesses, including the 11 Indigenous nations among Quebec’s English-speaking communities. The CDRQ has provided this service while, of course, continuing to serve the French-speaking population.Conclusive results A number of social economy and English-language businesses have benefited from socioeconomic support, either through the CDRQ’s regional offices or through its partners in the social economy. Concretely, this is illustrated by:Only this year, 30 social-enterprises within the English-speaking community had benefited from the CDRQ’s socio-economic support ecosystems of their region and sector of activity.24 promotional and training activitiesThe development and adaptation of educational and awareness-raising toolsDocument translation to facilitate access to government programs or entrepreneurial support services In short, the CDRQ is aware of the importance of maintaining its support and services to English-speaking communities, and it wishes to continue doing so as well as possible.Any questions? You are an anglophone collective enterpreneur, and you would like to have some information about our services? Please contact our cooperative development advisor, Viviana Fernandez.

Demystifying How Cooperatives Work

The inner workings of cooperatives are simpler than you might think! The co-op is essentially a business model that lets you build a company aligned with your values while sharing both the wealth and risks among its members. It empowers members to make decisions, stay involved and participate democratically in the enterprise’s growth. In short, it is a chance to achieve something greater than yourself. In this article, we demystify how cooperatives work. What is a cooperative? A cooperative is: A group of individuals or companies who jointly decide to meet various shared needs by operating an enterprise in accordance with the Rules of Cooperative Action. These rules, which are recognized by the International Cooperative Alliance, are the following:  Voluntary and open membership Cooperatives are voluntary organizations, open to anyone able to use their services and willing to accept the responsibilities of membership, without any form of discrimination. Democratic member control Cooperatives are democratic organizations controlled by their members, who actively participate in determining policies and making decisions. Economic member participation Members contribute equitably to, and democratically control, the capital of their cooperative. Autonomy and independence Cooperatives are autonomous organizations. Education, training and information Cooperatives provide training for their members, managers and employees so these latter can contribute effectively to the development of the business. Cooperation among cooperatives (“intercooperation”) Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional, and international structures. Concern for community Cooperatives work for the sustainable development of their communities through policies approved by their members.A business model that serves its members How does the cooperative stand out from other business models? It is a distinct legal status. In Quebec, cooperatives are established under the Cooperatives Act. Power is exercised democratically. Likewise, members join a cooperative to access various services or products at the best possible cost or so their community benefits. In addition to meeting common needs, members also have shared values. For example, democracy, equality and support for community development are at the heart of all cooperative enterprises. Curious to learn more about the legal side of things? The Ministère de l’Économie et de l’Innovation has posted frequently asked questions on the subject [French only]. 10 advantages of the cooperative model Cooperatives offer an array of advantages. Thanks to the pooling of their members’ resources and expertise, cooperatives have a higher survival rate than other business models! For example, in Quebec, after 10 years of operation, 44% of cooperatives are still in business, compared to just 20% of other models. This statistic speaks volumes to the strength of this business model.   Here are 10 additional advantages of the cooperative model: Pooling resources Managing the business democratically Facilitating the takeover of an existing business Bringing together entrepreneurs to maximize their results Building and maintaining collective wealth over time Qualifying for certain tax advantages (CIP and Co-op RRSP). Distributing patronage dividends based on each member’s use of the coop’s services Limiting members’ financial responsibility to the capital they invested Combining economic profitability with social success Holding principles of solidarity, sharing and equity How to structure a cooperative business Remember that, in addition to being an association of individuals or companies, a cooperative is also a business. To ensure optimum performance, it therefore has different components, which include: ASSOCIATIVE STRUCTURE An associative structure is what ensures that the company operates democratically. A cooperative typically consists of a general meeting and a board of directors. The board can have between 3 and 15 members. During the general meeting, members determine the direction of the business based on the principle of “one member, one vote.” ORGANIZATIONAL STRUCTURE The organizational structure of a co-op is similar to that of private companies, including its general management, administrative teams, staff and so on. This ensures operations meet the needs of the members and therefore varies according to the size and nature of economic activities. The cooperative’s management and staff may also be members and participate in decision-making. FINANCIAL STRUCTURE The financial structure of a co-op is unique to this model, as surpluses belong to member-owners, who can determine how profits will be distributed or allocate them to the general reserve for future investments. Are you familiar with patronage dividends? Indeed, the board may also choose to distribute profits to members in the form of patronage dividends, proportional to each member’s use of the cooperative over the past year. In short, these structures enable the cooperative to be run on behalf of its members. They also ensure that the company combines economic profitability and the fulfilment of its social mission! To find out more about the structure of a cooperative, visit the website of the Quebec Ministère de l’Économie, de l’Innovation et de l’Énergie. Types of cooperatives Over the last century, cooperatives have played a key role in Quebec’s economy and operate in a wide range of sectors. The cooperative business model can be adapted to suit different groups, settings and economic spheres. Most importantly, it is conducive to developing businesses capable of meeting a variety of needs, including: Obtaining a service (housing, local or neighbourhood services, funeral services, etc.) through the consumer cooperative or the solidarity cooperative Creating jobs or business successions through work cooperatives or worker shareholder cooperative Processing and marketing products through producers cooperatives In Quebec, for example, there are five main categories of cooperatives, though co-ops may have different economic activities and goals.   Interested to learn more about the different types of co-ops? Check out our article! Interested in the cooperative business model? Our free webinar Going into Business with a Cooperative is the perfect opportunity to ask our experts your questions! In this training session, you’ll see how strength in numbers sets the cooperative business model apart!

Understanding the Different Types of Cooperatives

The cooperative model is flexible. It can be adapted to group size, business ecosystem and economic sector, among other criteria. Most importantly, it is conducive to developing businesses able to meet a variety of needs. Here is a brief description that will help you understand the different types of cooperatives, depending on their economic objectives. The five types of cooperatives In Quebec, cooperative businesses can take five distinct forms, regardless of their field of activity or the sector in which they operate. The type of co-op typically depends on the needs of its core members. They include: Consumer cooperative Producers cooperative Worker cooperative Worker shareholders cooperative Solidarity cooperative Are you thinking of going into business as a cooperative? Great! Now, you just have to figure out which type suits you best. CONSUMER COOPERATIVE The aim of this type of cooperative is to provide members with goods and services for their personal use. You can find these cooperatives in a wide range of sectors, including food, housing, education, cable distribution, funeral services and leisure. This type is appealing to customers who want to have their say in defining services or products. Since members are involved in decision-making, they can be assured that the business will be attentive to their needs. The benefits of a consumer cooperative include: Providing access to and savings on locally sourced products or services Limiting members’ financial responsibility to the capital contributed to the cooperative Offering collective ownership, which often ensures the business’ longevity Redistributing surpluses to members in proportion to their use of the cooperative’s services Have you heard of Ici Coop? This network brings together more than 75 consumer cooperatives that operate grocery stores under different banners or as independent stores. The same goes for Coopsco, which unites nearly 60 cooperatives operating nearly 200 retail stores in schools across Quebec and Ontario. PRODUCERS COOPERATIVE The aim of a producers cooperative is to provide its members with the goods and services for the exercise of their profession or the operation of their business. Members benefit economically by obtaining what they need from the cooperative. This type of co-op can be found in industries such as taxi services, agriculture or business services. This model is particularly advantageous for organizations or selfemployed workers who want to build a network where unity is strength. The cooperative becomes an extension of the individual company, which is maximized through the collective of producers. Its other benefits include: Increasing profit margin Reducing costs Leveraging a structure that combines profitability and a social mission Providing access to tax incentives that promote capitalization Have you ever heard of  Citadelle? This Quebec-based producers cooperative promotes and markets maple, honey and cranberry products. The cooperative offers services such as collection, storage, marketing and global export services. WORK COOPERATIVE Providing employment to its members lies at the heart of this type of cooperative. Members control all activities as both owners and employees. This model is found in the forestry and wood processing sectors, as well as in business services, IT, microbreweries or ambulance services. Since they are involved in the management of the company, workers have the opportunity to enhance their business acumen. Research shows that work cooperatives are as productive as their capitalist counterparts and that members enjoy a high quality of work life. The other benefits of this type of co-op include: Reducing sources of cultural, political and economic inequalities in the workplace Finding or maintaining decent employment Being considered on equal footing within the enterprise Prioritizing people, not capital, in making business decisions Reducing inequality in wages and surplus distribution For example,  La Barberie became Quebec’s first worker cooperative microbrewery in 1997. WORKER SHAREHOLDER COOPERATIVE In this type of cooperative, worker shareholders hold shares in the business that provides work for its members. This investment allows employees to take an active part in the development of the business. Sectors that often adopt this type of cooperative include business succession planning, manufacturing, IT, transportation, new technologies or multimedia. Given the opportunity to become shareholders, workers have a natural incentive to enhance and sustain the business. Other benefits of this type of cooperative include: Closely collaborating with management Getting people involved in achieving business objectives and proposing new ideas Ensuring a pathway for business succession Boosting workforce retention Improving organization capitalization For instance, take Robotiq, a global network of robotics experts based in Saint-Nicolas, Quebec. This co-op fosters collective success by inviting all employees to join the cooperative, which holds shares in the business capital. SOLIDARITY COOPERATIVE In a solidarity cooperative, various members join forces to achieve their shared goals. This type of cooperative can include up to three distinct types of members: Users of products or services Workers employed by the cooperative Individuals or companies interested in supporting the cooperative’s mission, known as support members In a solidarity cooperative, workers, users and any other individual or company interested in the business’ goals can collaborate to fulfil their needs and aspirations. These cooperatives are commonly found in sectors like home services, the environment, sustainable development, tourism, catering, childcare and local or neighbourood services.   Its advantages include: Efficiently uniting people with a shared cause Getting people involved in achieving business objectives and proposing new ideas Ensuring a pathway for business succession Boosting workforce retention Improving organization capitalization For example, Vallée Bras-du-Nord is a solidarity cooperative that brings together employees (worker members), tourism service providers (user members) and landowners (support members) to collectively ensure the sound management and quality development of local tourism infrastructure. Interested in a particular type of cooperative? In short, approximately 3,000 cooperatives and mutuals are active in Quebec, bringing together 8.8 million producers, consumers and workers. Thanks to the pooling of their members’ resources and expertise, cooperatives have a 44% higher survival rate than other business models. Did you know that the CDRQ can help you with your start-up? Click here to find out more!