We are convening one hundred fifty speakers from over thirty countries to meet each other, co-design, and learn about a wide range of topics: 

• worker power in the platform economy,
• antitrust,
• misogyny and racism in co-ops,
• ecological sustainability,
• best practices for cooperation including the allocation of startup funding,
• the potential of platform co-ops for data trusts,
• data co-ops,
• new models for distributed governance,
• and data sovereignty.

Highlights include Anand Giridharadas, author of Winners Take All in conversation with Wilma Liebman, former chair of the NLRB.

Policy facilitators 

Kirsten Gillibrand, United States Senator; John Martin McDonnell, Shadow Chancellor of the Exchequer (opposition Finance Minister) of the Labour Party, UK; Dieter Janecek, member of the German Bundestag;  New York Assemblymember Ron Kim,

Platform co-op founders

Mensakas, Equal Care Co-op, Up&Go, Salus Coop, Fairbnb, Smart, 

Fairmondo, NeedsMap, Stocksy United, Cataki, Cotabo, Resonate, Core Staffing Cooperative, 

Scholars 

Juliet Schor, Mark Graham, Joseph Blasi, Jack Qiu, Gar Alperovitz, Sandeep Vaheesan, Koray Caliskan, Jessica Gordon-Nemhard, 

platform co-op incubators and other organizations providing infrastructure support

Start.coop, Unfound, Sharetribe, IDRC

Tech co-ops 

Sassafras, CoLab, Startin’blox, Cooper Systems

Allied community groups 

Sixth Street Youth Program, Techo, Peer to Peer Foundation, Young Farmers of America, Data 4 Black Lives, The New School Hip Hop Collective, The Fairwork Foundation

Union and co-op leaders

United States, Japan, Indonesia, France, Sweden, and India.

Coming to us from Zambia, Hip Hop artist PilAto, a.k.a Zambia’s Voice of Inequality, will perform a remake of Childish Gambino’s This Is America. The New School Hip Hop Collective will stage a night of Liberation. Prof. Daniel Blake and his Music for Political Action Fall 2019 course at The New School selected and researched the history of songs that relate to our event. You’ll hear them in the breaks. Stefania de Kenessey and vocalists Lisa Daehlin (soprano) and Waundell Saavedra (bass) will perform their live rendition of the platform co-op anthem! 

Lastly, the artist Gabo Camnitzer will stage a children’s strike with Sixth Street Youth Project, and a film screening with Astra Taylor (in person). 

Convened by

Trebor Scholz with support from Michael McHugh

REGISTER NOW

Lead image: spinning lights by aaronisnotcool 

The post Who Owns The World? The 5th conference on Platform Cooperativism appeared first on P2P Foundation.

Usually one of two entirely predictable things happens as a result — and generally both. One is a tyranny of structurelessness in which there are leaders who claim not to be leaders and therefore can’t be held accountable. Another is that nobody takes serious responsibility for anything, because there is no incentive or recognition for doing so; as soon as the most par-for-the-course challenge arises, everyone throws up their hands and walks away.

I won’t name names, but we know who we are. I’ve been guilty of practicing both of these myself.

One of the things that I gradually have come to realize, especially while writing Everything for Everyone, is that the co-op tradition is full of amazing leaders. Their stories are too little-known, even among cooperators, perhaps because of the story we tell ourselves that leaders aren’t needed here. But you can’t get far in the history without encountering remarkable examples.

Founders must be leaders. Consider people like Mary and Lloyd Anderson, who founded REI, or Alfonse Desjardins, who built Quebec’s co-op banking system, or Michael Shadid, the Lebanese doctor who founded a pioneering cooperative hospital in Oklahoma, or Albert McKnight, a pan-Africanist Catholic priest who helped build infrastructure for Black-owned co-ops in the South, or Murray Lincoln, an architect of Nationwide Mutual and parts of the electric co-op system, or many more people you may have never heard of in the US Cooperative Hall of Fame. And of course I had the chance to meet many more leaders in our midst today, like Brianna Wettlaufer of Stocksy, Enric Duran of the Catalan Integral Cooperative and FairCoop, Felipe Witchger of Community Purchasing Alliance, and Irene Aguilar, a doctor and state senator who fought for a co-op health system in my home state of Colorado. There are so many more.

Creating anything new in the world, especially something that runs against the grain, requires courageous and visionary individuals, tied to resourceful communities. These people are frequently stubborn, demanding of those around them, and adept in conflict. We should not expect anything less, yet somehow cooperators too often assume that co-ops can transcend this basic reality of social life.

The necessity of strong leadership in new co-ops is a principal assumption behind Start.coop, the new equity accelerator for co-ops on whose inaugural board I serve. We’re very aware that unless we support the founders above all, their co-ops will never get founded.

Members must be leaders. Just as new co-ops often try to be leaderless, legacy co-op members can forget the leadership of their founding and neglect their own responsibility to support leaders among them. Not only do we need co-op members who know they are members and who can recite the cooperative principles, we need members with the vision and tenacity to challenge their co-ops to be ever better. Here, the stories are even harder to come by, but they are happening all the time — in cases like the transformation of Pedernales Electric Cooperative in Texas or the ongoing struggle for economic and racial justice in Mississippi’s co-op utilities.

Another organization whose board I have recently joined is We Own It, which supports co-op members across the United States who are organizing to revive the democracy in their co-ops. Here, again, the strategy is leadership development; our flagship program is a fellowship for members poised to be leaders in changing their co-ops for the better.

Leaders must be accountable. There are, of course, differences between leadership in co-ops and that in other kinds of organizations. Leaders in investor-owned firms must be chiefly accountable upward, to wealthy investors. Co-op leaders should have accountability that points downward, or horizontally, to members. Co-op leaders should recognize accountability as a strength; leaders depend on their communities in everything they do, just as Wall Street CEOs depend on the support of their profit-seeking backers. Being accountable is a way of being in solidarity and of making leadership work.

Accountability, however, cannot overwhelm leadership. When members recognize the need to have and support leaders among them, they also grant those leaders the space to lead — even to make mistakes. They choose leaders intentionally, rather than relying on the vagaries of charismatic authority and background privilege to choose for them, and they honor the responsibility those leaders have taken on. They root for their leaders, whoever they are. Then, they identify specific mechanisms of oversight and recall through which real accountability can happen.

Don’t reinvent too many wheels at once. I am drawn, like many cooperators today, to the ideal of a world in which we are all equally leaders of our own lives, interacting through ever more radically direct forms of democracy. I still row in that direction through my research and activism. But when I’m advising co-op founders struggling for a foothold in an economy slanted steeply against them, I find myself more and more leaning toward conservatism — toward the examples of remarkable, accountable, not-necessarily-radical leaders of cooperatives past.

For our co-ops to survive and transform communities, we don’t need to reinvent every single wheel of organizational life at once. It’s powerful enough if you can flip a few critical levers — like who owns a company and how its most high-level policies are decided. When you do that, some of those old, widespread habits of old-fashioned organizational life can take on new meaning. Leadership, for instance. When people exhibit vision, talent, and tenacity for building the next generation of democratic enterprise, we should support them with all we have, rather than pretend we can do without them.

Cross-posted at the MEDLab website.

The post Co-ops Need Leaders, Too appeared first on P2P Foundation.

I’ve spent most of the past 2 years travelling with my partner Nati, trying to discover what is the most strategic & wise action to take in a world that seems to be accelerating towards collapse. After an enormous amount of consideration, I have a strategy that feels good enough to engage my will and commitment. This document is a statement of intention. All going well, it’s where I want to invest my productive energy for the next 7 years or so.

I’m developing this plan in three phases:

• Phase 1 is a lot of conversation and contemplation.
• Phase 2 is this writing and re-writing process. Writing in public forces me to fill in the gaps in the argument, and to make my assumptions explicit.
• Phase 3 is where you come in as a reader and collaborator. If you feel struck by this proposal, I’d love for you to improve my thinking with your feedback. The best possible response will be for other people to run related experiments in parallel.

The proposal is very simple. But this is, I hope, the simplicity on the far side of complexity. The design elements come from 7 years of thinking & doing in the Loomio Cooperative and Enspiral Network.

I intend to start a new community as a sibling or cousin of Enspiral: about 30 to 200 people supporting each other to do more meaningful work. Our method will focus on getting people into “crews”, small groups of 3-8 people that start with emotional intimacy and get to economic intimacy. There’s a sequence from psychological safety to shared ownership of productive assets. The larger community functions mostly as a dating pool for people to find their crew-mates. The crews support the personal development of their members while doing useful things like providing housing, establishing circular-economy startups, growing food, making revolutionary art, or whatever activity seems meaningful to their members.

That’s the short version: form small groups, share feelings, then share money. In the following few thousand words I spell out the long version. I think modular and open source strategy is much more valuable than charismatic leadership, so I’m documenting my strategy as thoroughly and accessibly as I can. Because it is open source, you can copy it, modify it, and help me to spot bugs.

This article is long, so let’s start with a map:

Part 1. I start by briefly setting context, giving a name to the metacrisis I believe is threatening society as we know it.

Part 2. Then there’s a chunky piece of theory to explain how I think about groups, and groups of groups.

Part 3. With that background established, I can spell out my “microsolidarity” proposal in more detail.

Part 4. Then we get to the counter-intuitive part. I’m intentionally contradicting a lot of received wisdom from progressive and radical politics, so I want to do that explicitly, in the hopes that we can learn from each other.

Okay, let’s go!

Part 1. Collapse

I won’t spend a lot of time on this point because it is a downer, but it deserves a mention: we are well into a major collapse of our biological life support systems. Oops!

Just one data point: the population of wild animals on Earth has halved in my lifetime (source). This is not new information, but we are mostly in denial. Extinction Rebellion, a new climate action movement from the UK, remind us that we’ve known this at least since 2006 when the United Nations (UN) warned us that “humans have provoked the worst spate of extinctions since the dinosaurs were wiped out 65 million years ago”. Yet our response is still piecemeal, uncoordinated and counter-productive.

While the biological substrate for life is disintegrating, so is our social fabric. Democratic populations are electing dictators and buffoons. Fascism is resurgent. Our ability to make meaning is dissolving. Across the political spectrum, people respond to this existential dread by retreating into anxious certainties. Political conversations feel brittle and explosive, one wrong word can trigger an artillery of shaming tactics to shut down the heresy.

This is how I set the design criteria: assuming we are in a major collapse, what is an appropriate action to take? How do we repair our damaged biological and social ecosystems? How do we plan for a future with much less peace, much less food, much less stable governance? What kind of action plan is fit for purpose in the last decade of the Anthropocene?

See, I told you this section would be a downer. But I promise from this point on it’s all optimistic and constructive.

Design criteria for action amid collapse

First criteria: we need enormous courage to persist without a guarantee of a positive outcome. Because I’m plugged into a renewable source of courage, I am a very hopeful optimistic confident person. So where does courage come from?

Second criteria: we need resilient methods for making meaning in the midst of chaos. The shortcomings of the old institutional media and the new networked media are collaborating to produce a freak wave of collective insanity. The popular votes for Brexit, Trump, Boaty McBoatface and Bolsonaro all illustrate the magnificent failures of our sense-making apparatus.

Third criteria: people with life-supporting values need to grow our power to influence the distribution of resources. Just 100 individual CEO’s are responsible for 70% of the world’s greenhouse gas emissions (source). The oligarchs are killing us. We need to get our hands on power of that magnitude, but it needs to be much more widely distributed and much more accountable.

So my humble proposal needs to produce limitless courage, make meaning from chaos, and grow enough power to counterbalance the suicidal oligarchs currently in charge. No big deal

Finally, I believe that the core of this bio/socio/psycho/spiritual collapse is a metacrisis of relationship, it’s about how I relate to the different parts of myself, to other people, and to all the other creatures, life, spirit, etc on this planet. If that’s true, then my response must be relational first. This article is written in the first person singular: it’s all I, I, I. That’s a stylistic choice for creative freedom. However, that language obscures the reality that all of this action is conducted in the first person plural: there is always a “we” acting together, me and others.

So that brings us to my theory of groups, which you can read in Microsolidarity Part 2: a Theory of Groups and Groups of Groups. //

Microsolidarity Part 2: a Theory of Groups and Groups of Groups

Definition of terms

For me to explain my theory, I need to invent some language. Unfortunately in English, we are missing words for different kinds of group. When I say “group of people” I could mean 3 people, or 300, or 3 million. These missing words are symptomatic of missing ideas.

So I’m going to propose some new words, to access new ideas. I’m not attached to the specific terms, and this is not a comprehensive map of all the different kinds of group, it’s just a subset of terms that will be useful for this argument.

1: the Self

The first group has only one person, it’s Me (or You). In this article, when I say “Self” I’m thinking of a tight network of overlapping identities who share custody of this body we call Me. Viewing my Self this way invites me to treat all my parts as worthy of respect and compassion. We’re all lifetime members of the consciousness called Richard D. Bartlett, even the ones I try to disown and shut down.

For more on this, Emmi’s article on consent and autonomy is a good introduction to the idea of a “networked self” and it’s implication for your relationships.

2: the Dyad

A Dyad is a relationship of two. If you can forgive the tremendous oversimplification: let’s imaegine society is an enormous Lego structure, but the only building blocks we have are Dyads. And now let’s say a Dyad can only be in one of two states: Domination or Partnership. Domination is imbalance, coercion, abuse, colonialism, the most controlling parent of the most acquiescent child. Partnership is like the balanced and consenting intimacy of two interdependent adults. Could also be a best friend, sibling, therapist, mentor, imaginary friend, spirit guide, etc. Because we learn so much through mimicry, an intentional Partnership Dyad is the best method I know for growth, healing, and development of the Self.

If you want to follow this logic that domination relationships are the root of all injustice, and partnership relationships are the root of all freedom, here are some juicy links: check out ‘NO! Against Adult Supremacy’, an anthology of zines available online & in print; Transactional Analysis is a therapeutic method for understanding interpersonal behaviour as parent-, child- or adult-like; and Aphro-ism is a Black vegan feminist argument that all oppression can be understood through the human-subhuman divide.

I reckon if the old domination society is finally disintegrating, let’s grow the next one around partnerships. I’m talking adult-to-adult, not parent-child relationships, from home to school to work to community to government. Are! You! With! Me!

3: the Crew

A Crew is a group that is small enough to fit around a single dinner table, around 3-8 people. This is about the same size as a nuclear family, but without the parent-child power dynamics. This is a long-term set of relationships with singular purpose, like a co-op, shared house, or affinity group. The size is important, because it is small enough to stay highly coordinated with minimal explicit rules & roles, and large enough that your enhanced impact is worth the cost of collaborating. If you observe many interactions in a Crew, you get many opportunities to learn about different ways of being a Self and being in a Partnership.

4: the Congregation

There’s another crucial size somewhere between 30 and 200 people: small enough that most of the members can know each other’s name, big enough to support many Crews to coalesce. Coordinated impact at this scale requires some formal rules & roles, but mostly you can hold coherence just by putting a bit of extra effort into the relationships. In my experience the best way to find your Crew is to spend some time in a Congregation. Coordination gets a lot more complicated beyond this point.

If you use my language for a second, you can think of Enspiral as a Congregation of Crews. We fluctuate around 200 people, all supporting each other to do more meaningful work. We have a big annual gathering, a coworking space, a participatory budget, and many experiments in developing systems for mutual aid. Loomio is one of about 10 or 20 stable Crews in the network, each one focussed on a specific purpose, like fixing the diversity problem in the tech sector, or providing accounting services to social enterprises, or building an intergalactic communications network.

The Crews and Congregation are in reciprocal co-development. I can absolutely say Loomio wouldn’t exist without Enspiral, and Loomio’s success has made major contributions to the development of other Crews. So my proposal is to work at both of these scales simultaneously.

5: the Crowd

There’s probably a couple more useful distinctions beyond 200 people, but for the purpose of this map, all human groups bigger than Dunbar’s Number get lumped into this one category: the Crowd. This includes corporations, neighbourhoods, regions, nations, multitudes, swarms, and many different kinds of networks, conferences, festivals, etc. All of these groups share some important characteristics. Only a minority of people can expect to be recognised in a Crowd. To develop and maintain trust, peace, coordination & coherence over time requires a lot of infrastructure: formal articulation of rules and roles, enforcement of norms, and checks and balances to ensure the just application of that enforcement.

There’s an empty space between Self and Crowd

From where I’m standing, it looks like contemporary neoliberal urban westernised society is mostly designed for Selves and Crowds. There’s a little space for Dyads, and almost no room for Crews and Congregations.

Anywhere you look: government policy, media narratives, conferences, employee performance management, UX design, the healthcare system… in all these different fields you will usually hear people being treated as either individuals or anonymous mass populations. Check any story in today’s newspaper and you’ll see what I mean. Climate change will be fixed by “you recycling” or “government policy” or “a social movement”.

That’s what individualism looks like: the vast majority of our conversations are about individual people (you, me, a public figure, your boss or lover), or about very large groups (Americans, progressives, women, programmers), which are so populous that the individuals have lost their distinct identity. Individualism is a metaphysical virus that allows us to only see trees, never the forest. This virus leaves us poorly equipped to work in groups.

Over the past 7 years of working with people who are trying to make the world a safer, fairer, healthier place, I’ve concluded that membership in a good Crew is a critical success factor. People enmeshed in really great Crews are most resilient to the psychological cost of doing social change work, and therefore the most able to think and act strategically. It’s at this small scale that we decontaminate each other, recover from the individualist virus, and start to learn a new way of being together.

So this brings is the core of my experiment: can we create the conditions for many excellent Crews to coalesce?

Read all about it in Microsolidarity Part 3: The Reciprocity Game…

Microsolidarity Part 3: The Reciprocity Game

Crews: when they’re good they’re really very good

Around ~5-8 people is a sweet spot of high impact and low coordination cost. Our little Loomio co-op is one example: we’ve raised more than $1M in ethical financing and supported 1000s of groups to be more inclusive and more effective in their governance. This is a scale of impact that I cannot possibly have on my own.

A good Crew is not only super efficient. It can also be a potent site for personal development. In a Crew you can experience human difference as a resource, which is our best antidote to bigoted tribalism. It’s a place to practice multiple Partnerships simultaneously, a rich source of belonging, acceptance, recognition, and accountability, a place to start coming out of my traumatised patterns of behaviour. My Crew is where my values gain nuance and complexity. One example: I only learned the crucial distinction between fairness and sameness by practicing a tonne of collective decision making around money.

In my original design criteria I said I want to work in a way that produces courage and meaning. You begin to see how Crews play such an important role when you view courage and meaning as social phenomena.

Simply, I believe courage is developed when we encourage each other, with our enthusiastic listening, praising, challenging, cuddling, gazing, regarding, acknowledging and reminding. It’s a fucking discouraging world out there! I need almost constant deposits of encouragement to maintain a positive balance in the courage account.

Meaning, too. I make sense of a phenomenon by considering how my peers respond to it. If I know them very well, and I know myself well, I can interpolate the meaning of an event from the scattered data of my peers’ reactions. My stable membership in a few Crews gives me great confidence in my ability to make sense of this chaotic world.

Unfortunately, Crews are often dysfunctional

Because we’re infected with individualism, we lack the techniques, behaviours, language, beliefs, ideas, tools, and nuanced values required to thrive in multiplicity. As a result, many small groups suffer common ailments: mini dictatorship, hidden hierarchy, too much consensus, not enough consensus, toxic culture, unresolved conflict, repetitive trauma, equal power dogma… We can easily get stuck in the triangular domination patterns, or the circular design-by-committee patterns.

Nati and I have spent the past 2 years helping groups to recover from some of these dysfunctions. I’m writing a book of practical solutions for the common failure patterns of collaborative groups. Hopefully these ideas can help a little, but what’s needed most of all is practice.

I’m curious what happens when we start new groups, already inoculated against the most common strains of the individualism virus. So in 2019 I plan to start a bunch more Crews so I can learn how to start them well. Here’s the first draft of the experiment I intend to run. I’m already looking forward to coming back here in a year to discover which ideas were totally misguided. Yay, practice!

A Sequence to Crystallise new Crews

The first step is to start a Congregation localised to one geographic region (I’m starting in Western Europe). Nati and I will invite about 20 or 30 trusted people to a first gathering where we can co-design the minimum viable structure to govern our community.

As a starting point I suggest our purpose could be something like “people supporting each other to do more meaningful work”. That is, peers mobilising our diverse strengths to look after our peers, not institutional, paternalistic, or condescending support. “Meaningful work” is intentionally subjective, inviting a complicated amalgam of different purposes: planting trees, raising kids, writing software; if it is truly meaningful to you, it’s probably worth doing. And “more” is ambiguous in a good way: maybe you need more meaning in your work, or you’ve already found your meaningful work but you want to do more of it, or maybe you want to shift the whole global system of work to be more meaningful. All the options are good!

If the 20-30 people subsequently invite 1 or 2 more, we’ll have a first cohort of up to 90 people, which should be a big enough dating pool for complementary Crew-mates to find each other. Hopefully we can immediately launch a handful of new Crews and run many micro-experiments in parallel.

I suspect the first thing to do within a Crew is to establish psychological safety, a space where all the parts of your networked Self are welcome to show up. From there, the job is just to respond to the needs in the group.

Most of the people we plan to invite have already got a sense of what work is most meaningful to them, but almost all of us are financially precarious. So I’m interested in moving quite rapidly from emotional intimacy to economics. An easy place to start would be to disrupt the money taboo and expose our financial parts to each other: how much income do you earn? Where does it come from? What lifestyle would support you to be at your best? How much does that cost? If you need to earn more, are there some creative new tactics you can try? If you already earn enough, are there opportunities for you to get the same money with less compromise in your values, or more freedom in your time, or with more social impact? If you have a surplus, what needs to be true for you to want to share it with your crewmates?

Personally I’m interested in building economic solidarity, because I think we can do more good when we’re in a position to be generous. But maybe the rest of the Congregation will have different priorities. Mostly I’m interested in experiments that produce deep deep trust.

The Reciprocity Game

Building trust is not rocket science. It’s mostly about reciprocity i.e. building a track record of doing each other favours. Here are some versions of the reciprocity game I’ve tried. If you know some more, please share ‘em!

Level 1: Listening

Sit in a circle. One at a time, someone says something that is true for them right now, e.g. “I’m excited about x” or “I feel sad because Y”. All you have to do is pay attention, listen to each person in turn, then eventually you say something that is true for you. If everyone listens to everyone, congratulations, you all just earned 1 reciprocity point.

Level 2: Money

One person talks about (A) the work they do for money, and (B) the work that is most meaningful to them. Discuss together how they might bring A and B into closer alignment. Now, anyone can make a small gesture to help make this happen, e.g. share a new perspective, offer a design process or productivity improvement, make an introduction, encourage them to keep trying even though it is hard. If you offer something: hooray, 5 points for you. If you asked for something you need, hey! 5 points for you too! And BONUS! you both get an extra point for talking and listening with mutual respect and positive regard.

Level 3: Consistency

It’s pretty easy to do something nice one time and have a momentary surge of good feelings. If you really want to excel at the reciprocity game though, focus on consistency.

Either in a Partnership (2 people) or in a Crew (up to 8), practice meeting once a month (virtually or in person). Reflect on where you’ve been and envision where you might go next. (You can do this during or before the meeting.) Take turns to share your reflections.

Everyone gets 1 point for the first meeting, 3 for the second, and 5 points for every meeting after that. 5 points deducted for missing a meeting.

If you want a little more structure, here are some documented processes you can try:

• Feelz Circle (3 processes for sharing emotional care between friends/ comrades/ lovers)
• Care Pod (personal-and-professional development in small groups, a new practice in development at Enspiral, based on Intentional Change Theory)
• Stewardship (peer support system for Partnerships)
• The Elephants (long term personal development for Crews)

Level 4: Conflict

Now we’re getting into the harder levels. Conflict is a great way to strengthen ties. It goes like this: you do something thoughtless, or miscommunicate in a way that upsets somebody you care about. They get hurt. Then you apologise, take responsibility, and attempt to make amends. They listen and forgive. Woohoo! You transformed your conflict into greater connection: 10 reciprocity points each! Careful with this one though, because you lose 20 points each if you don’t find a mutually agreeable resolution.

Level 5: Co-owners

After you’ve played a few rounds of the earlier levels, you might be ready to play Co-owners. Start with an idea, maybe it’s a new tech platform or a community project or a commune. Maybe it’s a savings pool or lending circle or livelihood pod for sharing credit, income or savings with your trusted peers. Whatever the idea, find some people who want to work on it with you. Now, when you formally incorporate as a company or an association or co-op, whatever, share the legal ownership with a few people. Congratulations, 100 reciprocity points! Whatever happens, this relationship is going to form a part of your life story.

Okay that is all fun and cool and optimistic, but if you’re reading with a critical eye you’ll notice that there are some parts of this proposal that run against the grain of a lot of progressive and radical thinking about social change. In the next part of this article, I’ll name some of the ways this recipe is unorthodox. Then y’all can help me discover if I’m the good kind of heretic, or the very very bad kind.

On to Part 4. An Unorthodox Recipe For Social Change…

Microsolidarity Part 4. An Unorthodox Recipe For Social Change

There are many components of the microsolidarity proposal that are out of step with the prevailing currents of progressive and radical thought. I’ll name five of those attributes here. I intend to acknowledge the risk of travelling off piste, and start the process of building accountability. This is a very exposing piece of writing, so please assume positive intent and check in with me if something triggers you.

1. Exclusivity

One of the most striking counter-intuitive parts about the microsolidarity proposal is that, if you’re reading this and we don’t know each other personally, you’re not invited. I invite you to start your own Congregation, but you’re not invited to join mine. That’s a bit shocking, eh!

Most progressive social change actions start with inclusion as one of the top priorities. For this action though, we’re prioritising trust far ahead of inclusion. Actually there could be two barriers to inclusion: first to join the Congregation, then an even higher threshold to join a Crew.

I want to look around the circle at our first gathering and see 20 or 30 people with a specific set of traits. I’m thinking of people I can count on to contribute to the psychological safety of others, people with high emotional intelligence and good boundaries. We’re going into experimental and challenging territory, so folks need to be extra-tolerant, open to different ways of knowing, being and doing. My people know how to DIY (Do It Yourself) and DIWO (Do It With Others). We call each other to develop the highest parts of our Selves and to embrace our incomplete parts.

All of this exclusion is necessarily going to select for people with specific privileges, so it’s not a comprehensive plan to erase oppression and injustice in the world. Our collective has many responsibilities to the commons, beyond our own artificial borders. It’s critical that we use our increased resilience, resources, and opportunities to serve the needs of people outside of our tight circle. As a minimal gesture, I commit to continue doing the work of documentation, translating everything I learn into terms that make sense for people outside of my context.

But I’ve learned from long exhausting experience that there is no such thing as complete inclusion: the more permissive your entry criteria, the more you include people whose behaviour excludes others. So the question is not “should we exclude people?” but “which people should we exclude?”

2. Not for profit but with profit

Here’s another zinger: we’re going to deal with money, so that means we’re going to have to deal with people’s money traumas. I’m hoping Tom Nixon can join us at least in the early days, to help us renegotiate our relationships with money.

Most of us are clenched when it comes to money, because of the stories and experiences attached to it. This seems to be especially true of people who are committed to making positive social impact with their work (me, for instance). We see the harm done by wealth inequality and corruption, so we conflate the wealth with the inequality. Anticapitalists conflate the marketplace with capitalism. We treat money as if it were dirty: I handle cash with my left hand while my right hand pinches my nose shut against the dreadful smell. It’s as if money is a pernicious acid that is just waiting to dissolve my values. Taboos prevent us talking about it, asking for what we need, and offering to help when we can.

I’ve tried being broke, and I’ve tried having enough to be generous, and I know which one is better for the planet.

When I was 21, after reading Small Is Beautiful, E.F. Schumacher’s powerful short book on meaningful work, I immediately wrote a blog post publicly declaring my rejection of bullshit jobs (if you follow that link, pls don’t read anything else on that blog because it’s super embarrassing ). I didn’t grow up with easy access to capital, so it took another 7 or 8 years before I started to earn a minimal wage on my own terms. (Note: this is not a “bootstraps” story though, as I certainly did enjoy the privilege of New Zealand’s social welfare system to pay my rent when I couldn’t.) Now I’ve co-founded two small worker-owned businesses which pay me to do my most meaningful work (Loomio & The Hum), and pay to taxes so the state can do things like running the social welfare system.

These companies are not built for profit, but with profit. Generating our own income means we have the freedom to chart our own course. I think it takes money to do something ambitious, and it takes freedom to do something radical. So I want to be in community with people who are growing their financial resilience and co-investing in each others’ commons-building companies. I know the marketplace can be distasteful, but the situation is urgent, we need to be super effective.

3. Do Better Than Good

A lot of political strategy aims to change people’s behaviour because it is the right thing to do. If you want to be a “good” person, you’ll recycle, give to charity, and stop saying sexist things.

I’m more interested in strategies that can outcompete the “bad” option. I’m a feminist not because it’s the “good” thing to do, but because my quality of life improves as my relationships come out of patriarchal patterns. I absolutely believe we’ll all be better off without patriarchy, it’s not a tradeoff between winners and losers.

So I propose to outcompete individualistic consumerism with microsolidarity. I mean, how hard can it be to do a better job of meeting people’s psychological and material needs than this shitty 21st century gig economy? How many people have I met in the past few years who lack meaning and stability in their work, or who lack a sense of belonging? That’s our opportunity! Belonging is not a binary, like “yes” you’re connected or “no” you’re isolated. Belonging is a fractal: I have distinct needs for connection at each scale, from my Self, to my Partnerships, up to my Crew, Congregation and beyond. So do like the Emotional Anarchists do, and find freedom in the interpersonal.

4. Decentralised governance with not a blockchain in sight.

‘Nuff said.

5. Design for smallness.

In a world obsessed with big and fast, I’m designing for small and slow.

If our Congregation gets much bigger than 100 people, it’ll be time to start thinking about how to split in two. I’m starting “an independent sibling” of Enspiral rather than growing Enspiral to include more people, because I think the size is a critical success factor. I expect to be in this project for years before we see great returns.

In the past few years I’ve learned another important reason why “small is beautiful”, beyond what Schumacher wrote: our intimate peer-to-peer relationships have an extraordinary capacity for ambiguity and complexity. A high trust group can be very coherent and effective even with very low levels of explicit agreement about our state, direction and norms. It’s impossible to maintain this level of trust and connection beyond one or two hundred people. As organisations grow in size, they are governed less by interpersonal relationships and more by formal written policies, procedures, and explicit agreements. The written word is intolerant of ambiguity, and can only ever capture a tiny subset of reality, so groups that are governed by text are much less able to cope with complexity.

If you want to be agile and adaptive in a complex and rapidly changing environment, you must move as much decision-making power as possible into groups that are small enough to be governed by spoken dialogue, not written policy.

(For more on this theme, see my article The Vibes Theory of Organisational Design. If you want to go deep into the difference between written and spoken records see also Walter Ong’s Orality and Literacy. For case studies demonstrating the relationship between performance and small-scale autonomy across many different industries, see Reinventing Organisations by Frederic Laloux and Team of Teams by General Stanley McChrystal.)

Ok, there are a bunch of other reasons why the microsolidarity proposal could cause alarm, but I’m feeling sufficiently exposed now so I’m ready to see what I learn from pressing “publish”. One last thought before I do:

The Assembly of Congregations: A Decentralised Autonomous U.N.?

For now I’m going to stay focussed on starting this 2nd Congregation, but it’s fun to imagine what might happen at the next order of magnitude. Here’s a fun metaphor, which I gratefully borrow from my Enspiral-mate Ants Cabraal, after he shared it on Douglas Rushkoff’s Team Human podcast:

The United Nations (U.N.) is currently our best effort at global governance. There’s 190-something nation states chipping in to fund a staff of about 40,000 people trying to make the world safer and fairer. Imagine if we mobilised another 40,000 people to work on global challenges, but instead of the traditional centralised organisational structure of the U.N., with its hierarchies, department and managers, imagine if we were organised in small, decentralised, self-managing, commons-oriented, future-proof, complexity-capable networks. After all, 40,000 people is just 200 Congregations of 200…

Are! You! With! Me!

Postscript

It’s been a couple days since I finished this major writing effort. For a moment I felt ecstatic: one part of my Self enthusiastically congratulating the other parts of my Self for being so confident, articulate and clever. But before I got a chance to publish, some of my other parts started speaking up. My confidence disintegrated as I listened to the voices of my uncertain, disoriented and timid Selves. They’re quick to point out that this essay is far too X or it’s not nearly Y enough. I think I’ve reached the limit of how long I can hold a monologue before I reconnect with my crewmates, check in, and add their sensemaking to mine. So I’m looking forward to improving this proposal with the thoughtful consideration and spirited dissent of my peers. Time to leap and trust the net will appear.

I’ll keep documenting what I learn along the way. Follow the #microsolidarity hashtag if you want to stay up to date, and support my Patreon if you want to free up more of my time for writing like this.

The post Courage Before Hope: A Proposal to Weave Emotional and Economic Microsolidarity appeared first on P2P Foundation.

See the shared notes from this session too.

Photo by richard winchell

The post Open 2018: Global Mutual Credit: Is it time for a Co-op coin? appeared first on P2P Foundation.

There are also some great shared notes which were made during this session. The mapping project is one of our key projects at The Open Co-op so please get in touch if you want more information, or to collaborate.

Photo by glennshootspeople

The post Open 2018: Mapping the Coop Economy appeared first on P2P Foundation.

The co-op cloud project is one of our key projects at The Open Co-op so please get in touch if you want more information, or to collaborate.

The Commons Cloud. Click on the image for more.

The post Open 2018: Building the cooperative cloud appeared first on P2P Foundation.

A new feudalism is on the rise. From the internet to service and care, more and more industries expect people to live gig to gig, while monopolistic corporations feed their spoils to the rich. But as Nathan Schneider shows through years of in-depth reporting, there is an alternative to the robber-baron economy hiding in plain sight; we just need to know where to look.

Cooperatives are jointly owned, democratically controlled enterprises that advance the economic, social, and cultural interests of their members. They often emerge during moments of crisis not unlike our own, putting people in charge of the workplaces, credit unions, grocery stores, healthcare, and utilities they depend on. Co-ops have helped to set the rules, and raise the bar, for the wider society.

Since the financial crash of 2008, the cooperative movement has been coming back with renewed vigor. Everything for Everyone chronicles this economic and social revolution—from taxi cooperatives that are keeping Uber and Lyft at bay, to an outspoken mayor transforming his city in the Deep South, to a fugitive building a fairer version of Bitcoin, to the rural electric co-op members who are propelling an aging system into the future. As these pioneers show, cooperative enterprise is poised to help us reclaim faith in our capacity for creative, powerful democracy.

Endorsements

“Everything for Everyone lives up to its title. As Nathan Schneider documents, cooperative movements are everywhere—from Barcelona to Bologna, Nairobi to New York, Jackson, Oakland, Boulder, Detroit, and points in between. And they are struggling to bring everything in common—electricity, healthcare, tech, transportation, banks, land, food, knowledge, even whole cities. Spoiler alert: this is no paean to the neoliberal ‘gig economy’ but rather an historical and contemporary tour of the radical potential of cooperative economics to disrupt capitalism as we know it. It is a book for everyone and a book for our times: read it, share it, but don’t just talk about it. Commons for all!”

—Robin D. G. Kelley, author of Freedom Dreams: The Black Radical Imagination

“People have always fought to forge economies based on cooperation and creativity, rather than domination and exclusion. But that work has never looked so urgent as it does today. Charting a wealth of renewable ideas, tools, and commitments that are poised to reinvent democracy, Schneider tackles an immense subject with precision and grace.”

—Naomi Klein, author of No Is Not Enough and This Changes Everything

“The time has never been better for cooperative enterprise to change how we do business. This is a guide to how a new generation is starting to make that promise into a reality.”

—Jeremy Rifkin, author of The Zero Marginal Cost Society and lecturer at the Wharton School

“Everything for Everyone proves how our vested interests are best served by addressing our common ones. In Schneider’s compelling take on the origins and future of cooperativism, working together isn’t just something we do in hard times, but the key to a future characterized by abundance and distributed prosperity. We owe ourselves, and one another, this practical wisdom.”

—Douglas Rushkoff, author of Throwing Rocks at the Google Bus, professor at Queens College

“Nathan Schneider is one of our era’s foremost chroniclers of social movements. Always engaging and analytically insightful, there’s simply no one I’d trust more to guide me through the latest iteration of the longstanding, international, and utterly urgent struggle to build a more cooperative world and reclaim our common wealth.”

—Astra Taylor, author of The People’s Platform

“A gifted writer, chronicling the world he and his compatriots are helping to make—spiritual, technological, and communal.”

—Krista Tippett, host of On Being

Photo by HeatherKaiser

The post Book of the Day: Everything for Everyone: The Radical Tradition that Is Shaping the Next Economy appeared first on P2P Foundation.

Robert Raymond: We are witnessing the rise of a solidarity economy movement, stretching from the Atlantic to the Pacific, including organizations like Cooperation Worcester in Massachusetts, Cooperation Humboldt and Cooperation Richmond in California, and Cooperation Jackson in Mississippi, among others. One of the leaders of this movement is Kali Akuno, co-founder and co-director of Cooperation Jackson, who recently wrote a book titled “Jackson Rising: The Struggle for Economic Democracy and Black Self-Determination in Jackson, Mississippi.” Akuno was born in Los Angeles, California, and grew up in a working-class community where he watched the devastation brought by deindustrialization and the gang wars that hit L.A. in the 1970s, 80s, and 90s. His family was deeply involved in various social movements, particularly the Afrikan People’s Party. Akuno was raised in a world marked by violent poverty, as well as radical activism. Akuno moved around in California and eventually wound up in Jackson, Mississippi. We spoke with Akuno about his work with Cooperation Jackson, the broader solidarity economy in general, and what particular challenges working-class African American communities are experiencing in the deep south.

Robert Raymond, Shareable: So how did you end up in Jackson, Mississippi, as director of Cooperation Jackson, having been born and raised in California?

Kali Akuno, co-founder of Cooperation Jackson: So, I have a kind of varied background, particularly leading up to Cooperation Jackson. it really started in the early 2000s when I was the director of the School of Social Justice and Community Development in Oakland, California. During the second year of that project, I just woke up one night with a terrible nightmare. The nightmare was about, what were we really doing to prepare the kids we had recruited, in terms of a job, in terms of opportunity? Just kind of recognizing that given the shift of the economy that much of what we were preparing for was going to be rapidly becoming obsolete and that this was a population that was going to become increasingly more and more disposable.

I just woke up feeling like I kind of set these kids and their parents up with false hopes and false expectations. I just couldn’t live with that. So I started on a journey trying to figure out what could be done. What could working-class people — particularly black working-class people — what could we do to put more direct control and power in our own hands, toward shaping the economy, creating the economy that would serve us and serve our needs. That led me back to a road of really looking at and analyzing worker cooperatives and other types of solidarity economy institutions.

So then from that, I was a member of the Malcolm X Grassroots Movement and the New Afrikan People’s Organization, and it was in the course of mid-2000s where we developed what became known as the Jackson-Kush Plan [a vision, starting in 2007, put together by a number of different organizations, including the Jackson’s People Assembly, to create jobs with rights, dignity, and justice that generate wealth and distribute it equitably based on the principles of cooperation, sharing, solidarity, and democracy].

One of my major contributions to that plan was really incorporating the Solidarity Economy framework within it and contributing what I had studied from a deep, deep dive into a study of the Mondragon and Emilia Romangna cooperatives — as well as some of the work that was being done by that Zapatistas. So, I just really brought that to the fore and tried to incorporate that within the Jackson-Kush Plan, which eventually wound up becoming a core component of debate and study within that organization. As we launched a major phase of that plan’s execution in 2013 with the with the election of Chokwe Lamumba to Mayor of Jackson, one of the main things that we were trying to move and shift as a result of pursuing that office was changing some of the municipal policies to make it so that it would be easier for a grassroots communities, working-class communities, to actually develop cooperatives to make a contribution towards the local economy, but also to put more direct control in worker hands. Unfortunately, Chokwe died shortly after, too soon before we could really execute what we all had in mind in terms of those policies. But the plan to move forward and to try to execute that vision, that moved forward and that became Cooperation Jackson. So that’s kind of how I got involved, and that’s part of the core genesis of how Cooperation Jackson got started.

So how would you describe Cooperation Jackson today?

Cooperation Jackson is an emerging network of cooperatives supporting solidarity economy institutions that are working to transform Jackson, its economy, and the social relationships. It’s starting with the establishment of more equity in the community but overall it’s trying to end some of the old school, longstanding differentials in the power that exists in the economy here locally. But to also be a model of the transformation of a more ecologically and regenerative way of doing production and putting the means of production directly in the hands of members of the community. So that’s just a short bit of what we’re trying to do, what we’re aiming to do, and what we’re on the on the road to do.

What do we need to know about Jackson, Mississippi, to understand why this project is so important?

Some key things I think to understand about Jackson, Mississippi. Number one: it’s the capital of the state of Mississippi, it’s a city roughly about 200,000 people. It’s over 80 percent black. If you follow the federal regulations, it’s overwhelmingly poor with more than twenty percent officially below the federal poverty line. We would argue that the real unemployment rate is between forty and fifty percent.

And then we exist in the larger context. This is the largest city in Mississippi, but it exists as a progressive bubble in a very red and ultra-reactionary state. … I think to understand Jackson and what’s been going on here, and some of the success that we’ve had, is that we’ve been living with the politics that everyone else is now also experiencing with the Trump regime — the kind of virulent racism, the outright misogyny, you know the viciousness, we’ve been living with that for quite some time. That has been the norm and order of the day here in Mississippi for well over 50 years. Not much has really changed in that regard into the politics.

It produces a certain level of clarity that you have in the community’s minds about what their interests are, and who’s opposed to those interests, that I think has made some of the different aspects of the work that we’ve been trying to do somewhat simple. That clarity enables our work to really move in a way that may be a bit harder in other communities. That’s a critical thing to understand. That doesn’t mean that there’s still not a great deal of organizing work that has to happen, but for us, trying to convince people that there are problems is the easy part — that you don’t really have to sell to anybody. The challenging part is what is your solution and is it viable? That is where there’s a lot of organizing work that has to be done to convince people that doing economics in a different way is a viable alternative that can challenge the stranglehold of the powers that be. So, first and foremost, we’re putting forward as solid a vision as we can to get people to see a different future as possible, and then to work our way towards building the models and the institutions that we need — to actually live, breathe, practice, and embody the vision that we want to see.

What is the connection between cooperatives and economic democracy in Jackson? And what other new economics interventions are you exploring?

A core element that cooperatives speak to are questions of self-reliance and self-sufficiency, particularly regarding historically oppressed, exploited, and marginalized communities. In order to change that situation it has to start from within, and with the resources and the talents that you yourself possess. We’ve got to be very clear that there are no external saviors coming to save the day. And that our liberation is in our own hands ultimately. So just starting with the clear foundation which I think Mississippi brings to bear every day, that the search for solidarity really starts within, within your own community and folks who are sharing similar experiences. So that kind of foundation runs through the black community particularly here given the circumstances I just described.

Another key thing that I will say is that the solidarity economy is not something that we have to invent or parachute or convince people of. Given the vast majority of people’s economic situation, if there wasn’t some level of solidarity that people were practicing — particularly with their families and their extended loved ones — many people just wouldn’t make it through the day or the month. You know, paying bills, eating, providing child care support to each other. There’s a great deal of solidarity that already exists as an informal solidarity economy, and what we’re just trying to do in many respects is to build on that foundation and move it from an informal set of practices and relationships to a more formal set of practices and relationships, and create a dynamic wherein, you know, people can exchange, trade, and barter, and still share with each other across familial relationships or just basic communal relationships. And trying to scale that up so that we can do time-banking, perhaps throughout the city in the next couple of years. We’re also working on an alternative currency. You know, so this organic composition already exists in that community and our challenge is how to connect it much more explicitly to the formal piece.

It really sounds like Jackson is up against a lot, with the far right in political power and having been entrenched in a kind of structural racism for decades — centuries. Do you think that things like alternative currencies, or even cooperatives alone, can transform the economy of a place like Jackson?

So, that is where the politics have to come in very clearly, and where we try to interject them very clearly. It’s to say that we’re not just trying to build cooperatives for cooperatives’ sake. We’re trying to build vehicles, very explicitly and very intentionally, of social transformation. What we’re trying to do is fundamentally change the relations of production in our community. If people can create their own livelihood, I won’t say business, because it’s more than just business — but if we can create and control own livelihoods, it eliminates the long legacy of exploitation, of abuse, that people — particularly black people — have suffered in this community.

We believe that you have to have very explicit and intentional politics that goes along with the development of cooperative businesses and enterprises, so people are very clear on why they are trying to build a certain level of equity and what we hope that will lead to. You know, if we change the social relationships, we change the balance of power in this society and remove people from being in positions of dependency — particularly economic dependency — and move them to places of being able to exercise real strength because, say, they control their own resources and they’re not afraid of somebody kicking them out of their house, or they’re not afraid of somebody firing them from a job. That control gives you far more power to say what you want, and to do what you want, and to exercise your own will when you control those fundamental basics.

This Q&A has been edited for length and clarity.

Hear more from Kali Akuno in Upstream’s latest episode — part two of their worker coop series. Listen to the episode here.

Header image of Kali Akuno courtesy of Cooperation Jackson. 

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Aaron Fernando: On July 3, the Co-operative Party in the U.K. launched a report at parliament outlining a strategy to double the size of the U.K.’s cooperative sector by 2030. The report, written by the think tank New Economics Foundation (NEF), was commissioned by the Co-operative Party and comprises a vision of the party’s goals. The report, titled “Co-Operatives Unleashed” reviews the current state of the co-op sector in the U.K., features case studies from other European nations, provides a snapshot of existing hurdles for the co-op sector, and offers policy recommendations for advancing this sector.

The report outlines the economic benefits of economies with healthy co-operative sectors. It cites statistics showing that co-ops have a 25 percent higher chance of surviving their first three years of operation than conventional businesses. They also have lower staff turnover and  lower pay inequality. The report notes that “the five largest co-operatives paid 50 percent more corporate tax than Amazon, Facebook, Apple, eBay and Starbucks combined.” In 2017, the U.K. had approximately 6,000 co-ops with 13.6 million members — lagging well behind most other OECD countries, according to the report. Meanwhile, workers in the U.K. have seen wages stagnate for 150 years and any economic growth has mainly benefitted a very small portion of the population, the report notes.

Yet “Co-Operatives Unleashed” stops short of advocating for co-ops as a total replacement for traditional businesses, and acknowledges that co-ops can face issues regarding scaling and may not be suited for “sectors involving high capital intensity… due to the higher cost and risks that members would bear.” Rather, the report advocates that co-ops should function as complement to traditional businesses. “When you look at the UK economy in light of Brexit and the challenges faced in the U.K. economy, a lot of those problems are symptoms for the fact that in the U.K. there isn’t a strong enough mix of different types of ownership,” says Ben West, communications officer with the UK Co-operative Party.

The UK Co-operative Party was founded a little over a century ago in 1917. A decade later it entered into an electoral pact with the Labour Party, agreeing not to run candidates against each other and sometimes running joint candidates under the Labour and Co-operative banner, says West.

Under this alliance, the 2017 Labour Party Manifesto contained the express commitment “to double the size of the co-operative sector in the UK,” the detailed strategy of which is laid out in this report. Though Labour Party, led by Jeremy Corbyn, is currently the opposition, “this piece of work is saying that if a future government of whatever party wanted to take on that commitment and make it happen, [these] would the steps be in order to actually deliver that,” West says.

It is noted in the report that the governments of counties with highly-developed cooperative sectors are obligated to recognize and promote co-operative businesses just as they would traditional enterprises — and that the same practices should be adopted in the U.K.

“When you look at other European countries, within their economies, a lot of their success is that there’s a really broad mix of different ownership types,” West says, citing the German energy and banking sectors specifically, where there is a mix of municipal entities, private firms, and socially-owned cooperatives.

The report puts forth a specific strategy of five interlocking steps for achieving this goal in the given timeframe:

1. A new legal framework for co-operatives

2. Finance that serves the co-operative agenda

3. Deepening co-operative capabilities through a Co‐operative Development Agency

4. Transforming business ownership

5. Accelerating community wealth building initiatives

These steps include the development of a legal framework which supports the development of future cooperatives and removes disincentives for cooperative growth. Specifically, this would involve the creation of legal structures, financial instruments, and mechanisms that co-ops can choose to use which would allow them to do things like lock in assets and wealth earned in the co-operative economy so that it stays in the cooperative economy.

Another strategy involves legally formalizing the ability for employees to buy existing businesses and transform them into co-ops. According to figures in the report, there are approximately 120,000 family-run small and medium enterprises that will undergo an ownership transfer in the next three years. If only 5 percent of those businesses transition into some form of co-operative model, the U.K.’s cooperative sector would double in size. As such, one of the strategies involves streamlining this type of transition.

Other policy recommendations in the report include technical support and information sharing for the sector, tax advantages for cooperative businesses, and the establishment of a National Investment Bank with “a mandate to supply patient risk capital specifically to the co-operative mutual and social enterprise sector.”

The strategy is multifaceted and ambitious, but the goal is for it to take place gradually over the next twelve years. “The mission now is as it was in the beginning: to stand up for the interests of the co-operatives that exist in the U.K., where there are laws that are holding back their expansion,” West says. “We want to create a favorable environment for cooperatives.”

The full report is available here.

Header image is screenshot from the report.

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What would students in debt, worker coops, and entrepreneurs stand to gain from a public bank in the financial capital of the world? This week, putting communities over commodities with leading figures in the fight for a new economy for working people.

Is a Public Bank in the financial capital of the world possible? And how will that public bank help worker co-ops, students, entrepreneurs, and more? Deyanira del Río from the New Economy Project, Linda Levy of the Lower East Side People’s Federal Credit Union and Enlace’s Cindy Martinez on why it’s more needed than ever – and what they’re doing to make it happen. Then, a look at the Public Bank NYC’s recent launch action with New York City organizations, including New York Public Interest Research Group; NY Communities for Change; and The Working World.

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