Fabian Wallace-Stephens: Innovative initiatives are emerging to improve the quality of work across the globe. The recently launched Future Work Awards aims to recognise and champion them. What are we looking for? What do we expect to find? And how can you get involved?

A good starting point is the burgeoning WorkerTech scene in the UK. A partnership between The Resolution Trust and Bethnal Green Ventures has spawned initiatives such as Organise, the UK’s first workplace digital campaigning platform. Among their successes, Organise can count helping McDonald’s staff get their biggest pay rise in 10 years.

But traditional trade unions are innovating too. Through a partnership with IndyCube, a network of co-working spaces, Community Union are offering a range of services to self-employed people, including affordable invoice factoring. And the TUC has recently launched WorkSmart, an app to support younger workers who could benefit from union membership.

Even businesses such as Tesco are experimenting with technology to offer workers greater control and flexibility over shift scheduling. While Uber are piloting city-based engagement programs for their drivers.

Previous RSA research has highlighted how across Europe and North America, self-employed workers are banding together to address the challenges they face in the labour market. Based in San Francisco, Loconomics is a platform for booking local services (akin to TaskRabbit), which is cooperatively owned and governed by the service professionals that use it. And in Denver, Colorado, Green Taxi Co-operative has licensed an app which enables them to compete with other platforms.

In the Netherlands, self-employed people can join Breadfunds, a mutual sick pay fund, where members also offer each other practical support in times of ill health. While in France and Belgium, Business and Employment Cooperatives (BECs) such as Coopaname act as umbrella organisations for freelancers, enabling them to pool together business administration and other services such as training and workspace.

There is no one future of work

So far, we have only scratched the surface. Our search for the Future Work Awards is global. And our themes are diverse, spanning skills and training, worker voice and economic security (a full list can be found on our website).

However, we expect that in different countries, different innovations will be having the greatest impacts on workers because of the distinct challenges that they face. For example, many good work initiatives in the UK stem from trade union decline or growth in atypical forms of employment. But for parts of the world struggling with high levels of youth unemployment, the priority may be upskilling and/or job creation.

In our previous research we found that differences in economic and legal context can significantly affect the need for initiatives and their attractiveness to users. One of the reasons Breadfunds has over 12,000 members is because income protection insurance is excessively expensive in the Netherlands. But more reasonably priced services may be available in different markets. While BECs are essential in France because of differences in social security. Self-employed people don’t pay into the Government’s unemployment insurance fund but Coopaname enables them to become an ‘employee’ of the co-operative, meaning they are able to access these benefits.

Looking towards the future, trends can also appear more or less distressing in different places. Take the emergence of the gig economy. In the UK, this is often viewed as one whereby businesses are transferring additional risks onto workers. But in parts of the world such as South Asia, where so many are already independent workers, without employment protections to undermine, we should emphasise the opportunities. Economic activity will be better co-ordinated, with algorithms super efficiently matching supply and demand and creating more work in the process. And, as some commentators have pointed out, platforms can offer informal workers a degree of formalisation, by improving access to financial and digital services. Shifting from cash to e-payments, for instance, creates a transactional history that could help when applying for credit in the future.

How you can get involved

Through the awards, we hope to recognise and reward social innovators who are helping to bring about a better world of work. And by showcasing best practice from around the globe we want to encourage others to consider kick starting similar initiatives in their own communities and sectors.

If you run a good work initiative or know of one that deserves attention, you can submit a nomination through a short online form or find out more from our Future Work Awards site.

Nominations are open until mid-September, after which a panel of global judges will review the entries and announce the winners in November.

The Awards are hosted by the RSA Future of Work Centre and sponsored by Barclays. The RSA’s partners in the venture include the Canadian impact investor Social Capital Partners and systems design agency Alt Now Projects.

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The book will be reflective of quite a few people’s thinking – a real community effort, coordinated by a strong core team.

It will be mixture of short essays, personal reflections, collective thinking and really practical guides. It’s being written to be relevant for both entrepreneurs, founders and freelancers as well leaders and cultural influencers in larger organisations.

We’re aiming for this project to share our learnings, inspire action and help grow the global movement of people putting purpose at the heart of their work – so we hope has a wide appeal.

We would love your support.

Our crowdfunding campaign is live and you can be part of the special first edition release of the book here.

You can support our campaign here and pre-order your copy of the book here – and we would love all the help we could get to share the word as well!

Thanks so much!

betterworktogether.co

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Jonny Gordon-Farleigh: Stocksy United is a stock photography multistakeholder co-operative launched in 2013. This was a return to the sector after having been part of iStock, another stock photography provider. You initially considered setting up a trust, but opted for the co-operative model instead. Could you explain the decision to set up a co-operative?

Brianna Wettlaufer: After coming back into the sector, our goal was to put power back into the hands of artists. It was about giving people the control over their careers that had been lost at companies who were bullying them, where they had no rights over how their images were being sold, and were seeing their revenues clawed back. It was about the whole question of artistic integrity, which is an offshoot of the health of the community. Our goal was to bring that back into the fold, which existed in the early days of iStock but, as it scaled and was bought by Getty Images, was lost as priorities changed.

So knowing that we wanted to do that, we looked at nonprofits and a series of other business models. But at the end of the day, the co-operative model answered all of the questions. And with the legal background to ensure that we made these things happen, it wasn’t a long period of time for us to realise that it was the solution for our organisation. I think as Canadians we are more culturally aware of the model and Canadian laws are a bit easier to adapt for an online tech company.

JGF: Your co-operative has three membership classes: founders, staff and artists. What rights do these individual classes have within a multistakeholder co-op?

BW:  Class A is founders, and also our advisors. This class is a maximum of five people, and right now we have three people. Their purpose is high-level business operations. Class B is staff, capped at 20 presently, with all positions filled.

JGF: Why are they capped?

Nuno Silva: It was determined by the original by-laws. When we were deciding on how many shares to issue for each class, we had to put a number to it. So when we first started, 20 seemed like a reasonable number.

BW: Honestly, there is not much difference between the rights of each class, basically the class indicates the level at which they are giving guidance to the organisation. 90% of the dividends is awarded to Class C, and 5% goes to Class A and Class B. Currently, it is divided equally. It is pretty simple. Overall, it is pretty simple in terms of our governance.

Class A, currently, is Bruce Livingstone, a co-founder, Brent Nelson, another co-founder. Many of us have worked together as experts in our domain for a really long time. In terms of governance for the company, it is a very close collaboration. There are not many gaps or surprises, where people are having to do resolutions to correct the course that we’re on. We want to make sure everyone is being heard in the company, so everyone feels good about the decisions we’re making, having additional governance laws or different laws about participation, doesn’t make any sense as it just creates more bureaucracy, which we are working really hard to avoid as we scale.

JGF: Multistakeholder models are becoming more popular, but more stakeholders means more governance costs, potential delays, and difficulties. How do you manage stakeholder participation so that it is both meaningful and also allows you to remain competitive?

BW: It has definitely been a process, and we’re still trying to find the right balance. We take the ethos of being a co-operative very seriously—empowering everyone from the inside out and ensuring that we’re being transparent and collaborative. But when you take that to too much of an extreme, not only is not functional, it is not enjoyable for the people in the organisation. We’ve found that it is one thing to empower people in what they’re doing, and another thing to expect everyone to operate at an executive level and carry around the stress that comes with that position—to be expected to come up with ideas and solutions, when it is not what they are particularly interested in doing.

There is nothing wrong with people focusing on their jobs, or particular areas. So our goal is that those within the organisation can provide enough research and information to justify the decisions we make for the business, so we’re transparent as possible, identifying why and what we’re doing, and the reasons for the solutions we propose.

So moving forward that’s the platform we want, constantly asking the membership if there is anything we missed, then integrating their feedback. Our priority is maintaining an open conversation, but not so democratic that it is not functional across the different skillsets of how we lead the company, or being blocked by a vote-by-committee approach We keep everyone involved, and by doing that, if there is a difference of opinion, it builds this constant trust between those involved. As we scale, we’re trying to figure out how to make these conversations more meaningful again, trying to segment the groups we’re engaging, the process of how we bring out new features on our website, and how we bring people into the testing process to support its refinement and adaptation.

NS: One advantage of having artists as co-owners means we can be really transparent. We don’t have to hide information from our members, we can release financial data, we can talk about confidential contract negotiations, we can get them involved from very early stages, open the books to them so they can have educated and informed responses. Whereas, if were a private company we would be much more guarded about the information we share with the artists. Thankfully we don’t have to do this.

Illustration by Nick Taylor

JGF: A private company’s executives have the right to sell the company. Within your co-op, what control and rights does Class C have over a possible future sale?

BW: For us to move forward with a sale, it would have to go through a resolution process and be agreed on by the members. Full Stop.

You spoke about your background in the private sector. How much has it informed and enabled the business development of your co-op?

BW:  We are really lucky with the team that started Stocksy, bringing around 15 years experience in specialised areas. We had the developer who originally built iStock, we have marketing experience, and business development. All of us share the experience of knowing how to grow companies in the private sector into profitable companies, but all of us want to do that with about being horrible, or evil, and selling people out. I think that’s a big reason why we’ve been able to get traction so far, is that experience, but using it to support people.

JGF: You’ve said that being a co-op is a secondary, if not tertiary, reason why photographers apply to become members of Stocksy. This obviously means that Stocksy has developed a financially rewarding business model. But beyond better remuneration, what other advantages are there to being a member of the co-op for your photographers?

BW: I think as a whole, people want to work with companies that they can believe in, and feel good about working with. So that’s being able to trust the company we’re working with, its having access to ownership and opportunities for collaboration, knowing how the business runs. For artists it is knowing that they will also be treated as people, as individuals, that is really important. Second to that, the health of our community, and the inspiration and mentorship that follows from it. It is that we are always looking to create the best work we possibly can, which can sometimes be demotivating: ‘I can’t hit this bar, it is too high’, but when you hit it, you are really happy and you are doing it with a group of people who are likeminded and wanting to do great things. Basically, all the healthy things you look for in a career.

JGF: Do you think the quality of the community within the co-operative has enhanced the business?

BW: Definitely. I’ve been working with companies for the last 15 years where the underpinning of the product is the community. But 15 years ago, as Friendster and Facebook were just getting traction, there wasn’t value in communities, there was value in address books. But the approach or attitude towards communities was that they were just a lot to manage, an annoyance almost.

I came out of the community to work at iStock, so I’ve been on the other side. If you don’t have a healthy community working with you, you don’t have a product. And you have a PR nightmare!

JGF: Voting rights are an important part of workplace democracy, and you’ve developed your own platform for members to discuss and vote on proposals. With Loomio now being used by city governments and other institutions, tools that enable distributed group voting are obviously becoming more important. What is your experience of working with a distributed virtual membership and how might it inform others working on these scales?

BW: I don’t think we’ve nailed it yet, and there is still a long way to go. Our platform is still the same as the day we launched, it is very basic but following that, I wouldn’t worry too much about the quality of the tools you are using, as long as they do the things you need: a place for people to talk, a place for your co-op to distribute information, to participate and vote on the direction of the business. Overall, we’ve relied less on the resolution and voting features, despite taking the time to custom build one, because we spend a lot of time in the forums talking to people. Since we’re having a constant conversation with members and doing our best, any business move we suggest that affects them financially or the direction of the business, we ensure we educate members about why we’re proposing it. The resolution and voting tool doesn’t actually need to be there if you’re listening to members on a daily basis and integrating it into your decisions.

You can spend way too much time and money trying to make the perfect tool, when it is really about the quality of conversation on whatever platform you decide to use.

NS: We explored lots of third-party software, like Loomio, and while it is a great product, it had a lot of features that we just didn’t need. In our baked-in product, the product we developed, coupled with our forums, it was good enough for the immediate problems we were trying to solve. If we decide to make it more complicated, we might look elsewhere, but as Brianna said, having open conversations on a simple platform has been the most effective.

JGF: What have been the most challenging proposals?

BW: The membership cap. And we still don’t have a solution here. We proposed creating a non-membership class, but even though it had a majority vote, after going to many co-operative events, we were told it was a very frequent mistake being made by co-ops, as you’re introducing classes for how to treat people, and is the antithesis of being a co-operative. So we had to go back to the membership and say, we thought this might be the answer, but this is often what seems like an easy solution, it is not, and we don’t think we should move forward with this proposal. And it is not sure what we should do next.

NS It was hotly debated within the community, from both sides. And we did have a majority vote as Brianna says, but it wasn’t unanimous, and there were many people who were very vocal against the proposal, so it gave us pause to consider that there might be a better way to approach the issue and a new vote to be considered.

JGF: How many proposal come from each class? Is there a good mix?

BW: No! No resolutions have come out of Class A. With Class B there have been some exploratory things of crossover in multiple classes, that they’ve had to put to a proposal. But in terms of direction of the company, they’re coming from Class C. Last year, I think we had about 20 proposals.

We’ve tried to make the resolution process work for us, too. At one point we brought in some external advisors who were trained in Italy. They reviewed all of the resolutions and rejected them all—these aren’t resolutions. That was horrible for the community. So if all of our resolutions are not meeting a resolution expectation, then we need to adapt how we’re receiving this feedback, so we’ve created three classes of resolutions. One is site suggestions and improvements to what we’re doing—this doesn’t require a resolution, just consultation with our product owner.  Two is an idea for discussion. One thing we observed with many resolutions were that they mainly solutions without identifying what they were trying to solve. Great idea, but we need to know why we’re doing it. Three is an actual resolution, the biggest one coming from the membership is video and that being approved.

JGF: Stocksy is one of the success stories of the Platform Co-op movement—you’ve been able to raise significant finance, and are now profitable. What do you think is needed within the sector for co-operatives to increase their market presence in the digital economy?

NS: A great product! One thing I took away from Open 2017 is that most organisations were co-ops first, and products or businesses second. I think we are fortunate for having a very strong product vision from the very beginning, and that the co-op structure worked for our business model. So someone looking to start a co-op needs to have a really good product or business plan first, then make sure that the co-operative model fits that secondarily. If you have no product, then it just becomes ideological and you lack a viable product.

Speaking to Nathan Schneider or Trebor Scholz, you learn that there are companies doing some amazing things, like Green Taxis in Denver, Colorado, who found a need and a business model that fit.

JGF: There are many well-known artist co-operatives, such as Magnum Photos and Pentagram, though they are not actively part of the movement. Is supporting new creative digital agencies to set up as co-operatives part of Stocky’s strategy for the future? And supporting the broader platform co-op movement?

BW: I don’t think our goal is to support competitors! We definitely get a lot of reach outs from other organisations about how to do profit sharing with people they are working with. Anything we can do to share knowledge, tell people about the stumbles and mistakes we’ve made, exploring the assumptions of being a platform co-op, since there are not many examples out there, it’s an incredibly important part of what we’re doing, supporting the platform community. At the end of the day, coming back to the previous question, I think it is about making it more easily understandable and accessible, I think there are many false assumptions that make people think co-ops are more complex and challenging than they actually are, when really it is only a way to approach business. It is not like it is some crazy, different way of doing business, it is just a commitment to investing in your people upfront, instead of having lots of resources to respond to an angry community that is misaligned with your product—which is what private business end up doing.

Brianna Wettlaufer is the co-founder and CEO and Nuno Silva is Vice President of Product at Stocksy United, an artist-owned, multistakeholder co-operative in Victoria, BC (Canada). With its stable of hand-picked photographers, Stocksy produces high-end and beautiful imagery.

Reposted from STIR Magazine

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 To help transform our economy over the last few years, Stir to Action has organised national workshop programmes to support communities. Now, we are now planning to launch a year-long programme of practical workshops, 3-day residentials, mentoring, and live crowdfunding to build a new economy that works for everyone.

For this to be successful — and with your support — we are hoping to raise the £12,500 we need to cover programme costs. Pledges on our campaign over the next five weeks will support subsidised workshop places, local workshop venues, programme design, our mentoring network, and provide the resources to engage new communities with these ideas. This is our first programme at this scale, but we aim for it to be an annual programme!

We’re continuing to build our inspiring mentoring network during the campaign — would you like to join?!
Get in touch via [email protected]

Click here to support our crowdfund

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MJ Kaplan: The future of jobs, work, and workplaces is facing rampant transformation. One of the most visible changes has been the rising number of contract workers, who, according to the Freelancers’ Union, number 57.3 million people in the US. That’s 36 percent of all workers! If current trends continue, by 2027, contract workers will outnumber wage workers nationally.

These 57 million freelancers benefit from some aspects of on-demand arrangements, such as flexible schedules. But the negative consequences of the gig economy often overshadow the positives. Contract workers face fewer protections, low pay, lack of job security, and no benefits. For example, the Freelancers’ Union notes that 63 percent of contract workers have to dip into their savings at least once a month, compared to 20 percent of wage workers.

Amid this upheaval, platform cooperatives are emerging as a new type of enterprise. These startups build on the positive heritage of more than 100 years of cooperatives, with a deeply human-centered ethos, and leverage platform technology for scale and sustainability. Stakeholders—users, employees, and other members—govern the company and share in the success.

Platform co-ops are forming in response to formidable platform monopolies. In the West, Google controls search, Facebook and Twitter rule social media, and Amazon leads in e-commerce. You’re probably also familiar with ridesharing services, which are dominated by Uber and Lyft. As Nick Srnicek writes in the Guardian , “Data is quickly becoming the 21st-century version of oil—a resource essential to the entire global economy, and the focus of intense struggle to control it. Platforms, as spaces in which two or more groups interact, provide what is in effect an oilrig for data.”

Platform co-ops offer a mechanism by which users co-own and govern these companies, providing a means for users to protect their data judiciously rather than exploit it through algorithms to maximize profits. Not every algorithm is problematic, of course; most of us, for example, prefer to have private data extracted in order to be informed of traffic tie-ups. But, a platform co-op makes it possible to subject the decisions that are made about when and how to use private data to democratic control.

Platform co-ops also provide a way to share the wealth generated by the data. For example, Uber drivers in Great Britain barely earn more than the minimum wage , yet Uber itself has a market capitalization of close to $70 billion . Presumably, because the profits generated in a driver-owned Uber would accrue to the drivers themselves, a driver-owned Uber would share the wealth far more equitably than an Uber controlled by venture capital investors.

Cooperatives are largely misunderstood, even though they contribute substantially to the economy and to communities. A 2009 study estimated that 30,000 US cooperatives account for nearly $654 billion in revenue. More than 120 million Americans are also member-owners of a co-op, most commonly of a credit union or electric co-op. Yet only 11 percent of respondents could define basic elements of a co-op, according to a 2015 survey .

Fundamentally, cooperatives are businesses owned and run by and for their members. Whether customers, employees, or residents, members have an equal say in what the business does and a share in the profits. Cooperatives work in a variety of sectors and range from neighborhood-based, such as a children’s preschool or grocery store, to multinational.

Many co-ops are major players in their industries. For instance, roughly 900 electric cooperatives in 47 states provide service to over 42 million people. Because electric co-ops are concentrated in rural areas, electric co-op distribution lines provide power to regions that cover almost three-quarters of the nation’s landmass. These companies actively support their communities in addition to providing safe, affordable and reliable power.

Another sector where US co-ops are highly prominent is credit unions, where over 5,000 not-for-profit credit unions serve 112 million member-owners, with assets totaling $1.38 trillion. Cooperatives are often more resilient than traditional businesses in part because of strong relationships with their users. Ace Hardware , the world’s largest hardware retail cooperative, grew to 5,000 locations in 60 countries this year at a time when most brick-and-mortar retailers are facing stalling sales, declining stores, and layoffs.

The founders of platform co-ops are designing alternatives to firms like Uber, Airbnb, and TaskRabbit (purchased recently by Ikea). Uber may be the poster child for digital market disrupters that are swirling in controversy. These controversies include toxic cultures marked by rampant sexual harassment, as well as additional harmful and illegal practices , such as skirting labor regulations and insurance requirements. Uber has been criticized for its poor treatment of contract labor, employees, and customers, along with its negative impact on local communities.

Infused with massive venture capital, these firms seem to pursue skyrocketing growth at all cost. In contrast, platform co-ops aim to reinvest in their users, employees, and communities, and value positive workplace practices in tandem with profitability. Getting platform cooperatives to scale will not be easy, however. Deep-pocketed firms like Uber have raised billions of dollars and have a first-mover advantage. Moreover, one of the biggest challenges with platforms is that name recognition is highly powerful and there is a tendency toward monopoly.

That said, a growing number of grassroots efforts around the globe are challenging this dynamic. For example, Modo is a car-sharing platform cooperative in Vancouver, British Columbia, with 19,000 members. According to board member William Azaroff, Modo is transforming communities by connecting people with places in a way that is affordable, convenient, inclusive and sustainable. Azaroff spoke at The Platform Cooperativism Consortium’s 3rd annual conference at The New School in New York City in November. Approximately 350 participants from more than 15 countries gathered to share and amplify the value of platform co-ops for workers and sustainable communities.

Homecare workers and cleaners are some of the lowest paid workers, with few rights or protections. Up & Go is a site that promotes and schedules on-demand quality cleaning services for several women-owned cooperative businesses. Workers earn $4–5 more dollars per hour than other cleaning-industry workers in the area and retain 95 percent of the income they generate. The workers can build equity as owners, in addition to earning a fair wage. The software platform amplifies the network’s marketing and streamlines customer support.

According to Nithin Coca, writing in Sharable , Up and Go got off the ground with the assistance of multiple grants, including “one from the Robin Hood Foundation, a nonprofit based in New York City that focuses on fighting poverty, and another from the citizenship initiatives program of the multinational British bank Barclays .” According to Sylvia Morse, Up & Go’s project coordinator, “The impetus for launching Up & Go came from our understanding of the marketing challenges facing worker co-ops—along with the Robin Hood Foundation’s research and focus on the impact of the digital gig economy on low-income workers.”

Unions are also playing an important role to support platform cooperatives. Abby Solomon, a union organizer, spoke at the conference about Carina , a nonprofit online platform that connects low-income seniors and people with disabilities with union represented caregivers in Washington state. The project is a partnership between SEIU 775 and the State of Washington. In California, United Health Workers West helped nurses launch the NursesCan Cooperative , a platform for licensed vocational nurses to provide on-demand care options for health care providers.

Another health care startup is Savvy Cooperative, created by two founders who live with chronic illness. This marketplace connects healthcare innovators and researchers with patients so they can work collaboratively to co-create meaningful patient-centered solutions. Jen Horonjeff, Savvy founder, explains why they chose a co-op structure:

Savvy’s mission is to elevate the patient voice and ensure that patients are fairly valued for their contributions to new innovations. We practice this ourselves as a co-op. By allowing patients to become co-owners, it gives them a vote and share of our profits. We believe this encourages a larger and stronger network of motivated patients, which will better amplify the patient voice in the healthcare industry.

Stocksy United is a stock photo platform cooperative founded in 2012 and based in Victoria, British Columbia. Photographers may seem like they have little in common with homecare workers, but they too face challenges getting work and fair prices. Quality is a hallmark of Stocksy’s success; according to Nuno Silva, its Vice President of Product, Stocksy has nearly 1,000 contributing artists who earned $4.9 million in royalties based on revenues of $10.7 million in 2016. A substantial startup loan was instrumental to jump-start this growth. The cooperative structure provides the foundation to run an ethical, sustainable business that is made stronger by its member-shareholders, according to Silva.

Access to capital is another major challenge facing platform cooperatives. The novelty requires a great deal of education among investors, attorneys and other key players. I experienced this challenge personally in my work with the social enterprise Loomio , a worker-owned cooperative that is a platform for collaborative decision-making. Impact investors were enthusiastic about our mission, values, and prospects for growth. But they were unfamiliar with cooperative structure. So, we needed to educate prospective investors. This cultivation resulted in $460,000 investment in 2016. Loomio’s progress benefitted from the maturing social enterprise sector that has nurtured enabling systems such as policies, legal options and investment. The ecosystem for platform co-ops is nascent, so pioneer founders must overcome many barriers.

Do these startups have a chance for breakout success? If Mara Zepeda has her say, they will. Zepeda, co-founder and CEO of Switchboard, instigated Zebras Unite , a grassroots cooperative movement to change the narrative by funding an ecosystem for purpose-driven startups like platform cooperatives. “Zebra” companies differ fundamentally from Silicon Valley “unicorns”—private startups valued at $1 billion or more. Zebras, mostly founded by women and people of color, favor quality over quantity, reward creation over consumption, and seek sustainable growth over quick exits. Zebras are about repair, not disruption.

Zepeda and her allies aim to remedy the astonishing reality that a mere three percent of venture funding goes to women and less than one percent to people of color. The Zebra network gathered recently at DazzleCon in Portland, Oregon to galvanize the movement to create alternative business models that will balance profit and purpose, champion democracy, and put a premium on sharing power and resources. The Zebra network is committed to create a more just and responsible society. These companies will hear, help, and heal the customers and communities they serve.

Trebor Scholz, a New School associate professor and host of the November conference, writes that, “[Platform Cooperatives] can be a reminder that work can be dignified rather than diminishing for the human experience. Cooperatives are not a panacea for all the wrongs of platform capitalism. But they could help to weave some ethical threads into the fabric of 21st-century work.”

This article was originally published by Nonprofit Quarterly.

Editor’s note: This article was originally published with edits to style and grammar. It was updated on January 8, 2018 to reflect how it originally appeared on nonprofitquarterly.org.

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Who are the freelancers of Europe? How do they live and work in the different countries of the European Union? How many of them choose to be freelancers and how many simply have no alternative? What are their needs and expectations? How do they deal with the uncertain, precarious nature of freelance work?

These are some of the questions that i-WIRE, the first European-wide survey of freelancers, is meant to answer.

Our colleague Sarah de Heusch, a project officer and advocate at SMart has recently forwarded us this survey for autonomous workers. If you’re a freelancer working in Europe, please take the survey here. We also encourage everyone to share the links in their networks.

Sarah de Heusch: The i-wire project is currently disseminating a survey addressed to freelancers and broadly autonomous workers (that is self-employed or salaried through coops or other) that are skilled and that work in the service sector, in traditional professions governed by professional orders and rolls, but also for those active in new professions that lack such established structures.

The project analyses trends on new autonomous workers and prospects best practices of Unions, Quasi-unions and Labour Market Intermediaries regarding representation of autonomous workers across Europe. More info here: http://www.i-wire.eu/.

I-wire stands for “Independent Workers and Industrial relations in Europe” it is an European-wide project, co-financed by the European Commission and lead by Università degli Studi di Milano & Université de Liège (LENTIC lab), together with partner universities (check here to see them all), and in partnership with ACTA, SMart and UPTA.

Link to the questionnaire is here http://www.i-wire.eu/survey/. There is one questionnaire per country, make sure you pick the right one.

Thank you for supporting the project by answering the questionnaire!

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Christopher D. Cook: In 2008, Alanna Krause hit a wall. Just 25 years old and already rising through the corporate ranks as a global technical support team leader at Bloomberg in London, Krause began to feel that her work was “meaningless.”

“No matter how well I did my job or how much I improved things, ultimately what I was doing was moving numbers from one column to another column,” Krause said.

A year later, amid a rousing protest against the G-20 Summit near her office, Krause had a deeper epiphany. “I was climbing this ladder, but I looked ahead of myself and I saw that no matter how far up it I climbed, there was nowhere up there I wanted to go,” Krause recalled in a speech at the New Frontiers 2016 conference in New Zealand.

Embarking on a journey many might dream of, Krause quit her job and traveled through Spain, India, and the U.S., looking for meaning and fulfillment. She eventually landed in Wellington, New Zealand, where she joined the decentralized, entrepreneurial collective Enspiral.

Functioning as a supportive umbrella for freelancers and social enterprises, Enspiral offers its members creative independence and a strong sense of community. Members pool and invest a portion of the profits from their work into new social-impact projects.

Alanna Krause shows how collective funds can be used at Enspiral.

Enspiral is “a bubble within which we can make our own economy, where we get to set the rules,” Krause says. “We don’t have to wait for the world out there to change for us to start living in the transition economy, right now.”

While Enspiral may operate in a bit of a bubble because its core members are highly paid independent software programmers, it is part of a growing movement forging new paths for freelancers in an increasingly unstable work world.

An emerging collectivist movement

Like an extended smashing of atoms, the 9-to-5 job market has shattered and splintered over the past 25 years in ways that have both liberated and trapped millions of workers.

Uber drivers, ditch-digging day laborers, adjunct professors, freelance software designers, temp attorneys, domestic workers, and often woefully underpaid “task rabbits” hired online at a moment’s notice, wouldn’t appear to have much in common. Their pay and working conditions vary wildly, and some push paper while others handle steering wheels, mops, diapers, or sledge hammers — but what unites them is a gig economy marked by flexibility, instability, innovation, and legal and financial uncertainty.

As the gig economy proliferates, growing numbers are breaking away and creating their own work communities, based on a mix of autonomy and interdependence. Combating precarious economics and social isolation, freelancers are using new open-source technology and old-fashioned shoe leather organizing to create new ways to work and to work together.

Enspiral, for instance, uses a mix of physical meeting spaces, open-source technology, and digital organizing to help workers build creative and economic independence as well as community. The collective is just one piece of a burgeoning global freelancers’ movement that is helping independent workers to reposition power and ownership in a platform-driven age.

Scanning the freelancing terrain, Steve King, a partner at Emergent Research, says he finds loose-knit “guild-like groups informally banding together to help each other” who are sharing their networks and resources for mutual gain. From coworking spaces to platform-based support groups, these freelancers’ networks have cropped up organically, King says.

The constellation of freelancer organizing ranges from Enspiral-type freelancer collectives to newfangled unions for gig workers such as Uber drivers. Whether fighting for living wages and basic rights, or collaborating on projects with fellow freelancers, these initiatives share the larger aim of creating meaning, dignity, and power in their work together.

The gig economy’s roots

As more goods and services are sold via the web and mobile apps on an as-needed (or wanted) basis, the freelance and gig workforce has exploded. In the U.S. alone, 55 million people — about 35 percent of the total labor force — worked on a freelance basis in 2016, according to a newly released study by the New York City-based Freelancers Union and digital freelancing platform Upwork. The ranks of freelancers jumped by 700,000 in just one year, from 2014-2015. Roughly two-thirds of freelancers, 63 percent, are working independently by choice rather than sheer necessity, the study found.

Just in time for the elections, the study also concluded that 67 percent of freelancers “are more likely to vote for candidates who say they support them having ‘a strong voice in deciding issues about their work’ or ‘having access to health and retirement benefits regardless of their employment status.’”

Now that everything else is scalable, modular, liquid and temporary, shouldn’t your benefits be portable? Photo: Freelancers Union, Flickr.

“Independent professionals are an increasingly integral part of the U.S. workforce,” Upwork CEO Stephane Kasriel says. “We should be addressing their interests or America will fall behind countries that are better equipping their evolving workforces.”

Sara Horwitz, founder and executive director of the Freelancers Union, echoes that sentiment.

Freelancers “are a diverse but vital part of the U.S. economy, contributing over $1 trillion in freelance earnings to the economy,” Horowitz says. “Now’s the time for business leaders, policy makers and candidates alike to stand up and take notice of their potential influence and to start developing ways to help them overcome the most pressing issues impacting their lives.”

Beyond the coffee shop: freelancers go from “working alone together” to working collectively. Photo by Tim Gouw, Unsplash.

The complex and evolving landscape of freelancing includes compelling success stories but also deep disparities, just as in the larger labor market. “Because contingent work can be unstable or afford fewer worker protections, it tends to lead to lower earnings, fewer benefits, and a greater reliance on public assistance than standard work,” a 2015 report by the U.S. Government Accountability Office stated.

Despite vast ranges in worker empowerment and income, this is a precarious group, the GAO found. Contingent workers are more likely than full-time employees to be people of color, women, low-income, and with less education and class mobility.

Meanwhile, across the pond, the ranks of Britain’s self-employed workers have risen by 732,000 since 2008, while permanent conventional jobs rose by 339,000, according to an in-depth report published by Co-operatives UK and partners titled “Not Alone.” But while this may seem a sign of spirited entrepreneurialism, the report found that low-income workers in the self-employed sector are now the norm.

This upheaval has its roots in a deeper power struggle over the terms and conditions of labor. “There is a long-term shift of power from workers to employers since the 1970s,” says Juliet Schor, professor of sociology at Boston University.

Schor says plunging rates of unionization, increased corporate power, anti-labor policies since the Reagan era in the U.S., and a move to producing goods on an as-needed basis globally, have led to a “weakening of workers” — a key reason behind today’s precarious labor. This steady diminishing of workers’ rights has placed even more power in the hands of corporations.

Amid a more volatile global market, “companies don’t want to be locked into providing income security for their workers,” says Gerald Friedman, professor of economics at University of Massachusetts, Amherst.

This volatility is one of the driving factors behind the freelancers’ collectives cropping up today. But it’s not a new phenomenon. “In the nineteenth century, working class self-help organisations included craftsmen’s guilds, co-operatives, friendly societies and the first unions,” the authors of the “Not Alone” report noted.

In today’s “age of economic insecurity and rapid changes in technology there is now the opportunity to reinvent democratic self-help for the twenty-first century in order to widen participation on a fair basis for all in work,” the report added.

Freelancers get collective

Today’s freelancer collectives are driven not just by fancy technology and well-remunerated innovation — they’re sometimes driven by a passion for social change at community and societal levels.

In Spain’s Catalonia region, the Cooperativa Integral Catalana (CIC) offers everything from common meeting places and community dialogues on economic alternatives, to income tax benefits and community pantries where people share local food.

The cooperative strives to be an autonomous community and is building its own kind of political-cultural-economic commons. Once every two weeks, the cooperative hosts open assemblies to discuss ongoing and new projects, ranging from reports and documentaries on capitalism, to developing independent currencies to conduct trade outside of the larger economic system.

The CIC has set its sights on a wider transformation of society — a vision that spans personal autonomy, community sovereignty, and creative exploration of new ways of living and working.

Cooperativa Integral Catalana members with a co-op produced energy drink, which can also be purchased using social currency. Photo by Luis Camargo, CiC, Flickr.

“It is one of our tasks, empowering us to explore other forms of reciprocity, use of so­­­­­­­­cial currencies, fair coins, direct barter and exchange, un-monetized economies, and gift economies,” CIC member Raquel Benedicto says.

Other collectives may not be as explicitly political, yet are forging new collaborative communities that are slowly but surely democratizing the economics of creativity.

In Berlin, the Agora Collective provides artists and other creative workers with a shared space and collaborative formats for developing their work. Agora, which was founded as a coworking space in 2011, provides studios for artists and dancers, collaborative artist workshop programs, residencies, and programs that support international artist collaborations.

“Our coworking floors accommodate professionals of all fields, and allow a diverse and active community to flourish in our building,” the group describes on its website.

With strategic partnerships across Europe, and financial assistance from the Nordic Culture Fund and the Swiss Foundation among others, Agora has been able to think big — providing not only coworking spaces and collaborations, but ongoing dialogues and projects that invite new ways of thinking about work and how it should be valued. Agora’s Circular Economy project, for instance, is an extended conversation about ways to re-organize production and consumption to eliminate waste.

Similarly, Netherlands-based Seats2Meet (S2M) blends shared workspaces and social networking, tapping an immense desire among freelancers to expand opportunities and social connections. Since its launch with just 10 people in 2005, S2M has grown steadily, connecting tens of thousands of independent workers to thousands of free, shared workspaces around the world — and to each other. As Shareable reported in 2013, S2M links freelancers up with diverse kinds of physical spaces, including ice cream shops, libraries, theatres, and even hospitals.

S2M president Ronald van den Hoff says what began as an experiment in sharing physical spaces evolved into a knowledge exchange, peer support network, and community for oft-isolated indie workers. “The rise of the numbers of people using the ‘free workplaces and catering’ was staggering,” Van den Hoff says. “Within months we had hundreds of independent workers daily visiting us, filling up the public lounge, and logistically we were completely overwhelmed.”

Seats2Meet headquarters in Utrecht, Netherlands. Photo: Neal Gorenflo.

Freelancers, “started to co-work almost automatically and share their knowledge and network, [and] somehow the reciprocity flourished,” he says. “So we decided to use ‘the willingness to share’ as a form of payment.” In other words, people could co-work for free as long as they agreed to help each other.

Although S2M is a for-profit company, Van den Hoff says its detachment from venture capital and other forms of investment return imperatives has empowered this model of sharing work among freelancers.

“The main limit is people themselves: the moment startups are financed by VC’s, they are protecting their assets — ‘it is my database, my network, my clients’ — and they lose their ability to share,” he says.

S2M is redefining work and workers’ relationship to each other in important ways. Providing free workspace to those who help each other, for instance, represents the seed of a new social contract between workers, rather than between workers and companies. The organization’s community is rooted in peer support.

New Zealand’s Enspiral Network has also created an inspired model of freelancer collaboration and community. What began as a coworking space among like-minded people in Wellington six years ago has evolved into a new-fangled cooperative linking freelancers and social enterprises in a global network of mutual aid and collective action.

Like other freelancer collectives, Enspiral, has grown beyond simply sharing a physical space. The organization mixes independence and collectivism, enabling creative workers such as graphic designers, tech gurus, data whizzes, and others to pursue their ventures — with administrative and other support systems funded collectively by the group’s members.

“What do you need?” — taking care of each other at Enspiral. Photo: Namaste.org.

The Enspiral Foundation, a charity run by Enspiral members, provides the connective tissue between the community’s contributing members, freelancers, and social enterprises alike. Contributors voluntarily donate to the foundation, and decide democratically how to use the money to improve their social impact and business prospects. Together, contributors’ have created Enspiral Services, a “market-facing” entity where they promote their services collectively.

Among the group’s many innovations is Loomio Cooperative, whose main offering is an open source democratic decision-making platform. Launched in 2012 when Enspiral members and Occupy activists recognized a need for collaborative decision-making tools, Loomio is simultaneously a limited liability company with investors and a registered worker-owned cooperative.

All these organizations represent new models of independent and interdependent worker communities supporting each other’s work socially, professionally, and collaboratively — created from scratch, without huge amounts of capital, big investors, or bureaucracy.

The cooperative explosion

Growing numbers of freelancers are also seeking out or creating cooperatives — some organized as online platforms, others old-fashioned brick-and-mortar — for community and financial stability.

Despite many distinctions, what unites platform co-ops and traditional worker co-ops is their focus on shared worker power and profits. “In the 19th and 20th century, the shop floor was the primary arena for worker organizing, now it’s platforms,” says Nathan Schneider, writer and scholar-in-residence at the University of Colorado, Boulder.

Amid the demise of the labor social contract and the rise of contingent work, says Schneider, the gig economy creates “atomized and individualized participants, and is really structured for us to be competing with each other.”

“We need to imagine alternatives to that model,” Schneider says.

As the gig economy has centralized profits while decentralizing work, digital activists and entrepreneurial creators are launching slews of platform cooperatives — websites and mobile apps that provide a service or sell a product but that share ownership, governance, and profits with users. Tech-savvy sharers have created cooperative online marketplaces and peer-to-peer venues like Stocksy and Fairmondo, where the creators and producers run the show.

Fairmondo, founded in Germany in 2012, is a platform co-op alternative to eBay where the more than 2,000 online sellers are member-owners. It puts openness, fairness, and democracy at the core of the enterprise. Co-op employees choose at least half of Fairmondo’s executive board, and major business decisions are made democratically through a general assembly of members. To support their global expansion, Fairmondo is developing a network of self-directed local cooperatives, including one in the UK soon.

“We have seen phenomenal growth of worker co-ops in the past ten years, partly because workers are more precarious, more vulnerable,” says Melissa Hoover, executive director of the U.S. Federation of Worker Cooperatives. “We see people starting worker co-ops to gain protections, because they are too vulnerable on their own. When you’re an independent worker, it’s harder to bargain than when you are part of a cooperative.”

Particularly inspiring, says Hoover, is the “exploding trend” of service sector worker co-ops, many of them launched by immigrant women.

Caregivers, domestic workers, and taxi drivers are joining forces in worker-led and often union-supported ventures to reclaim power and voice in their work. Teaming up with unions and worker advocacy groups such as Make the Road New York, workers are starting co-op businesses providing services such as domestic care and ride hailing services.

“There’s so much focus on Uber drivers, but nobody cares about the day laborers, nobody cares about the domestic workers,” says Emergent Research’s King. “We have to remember this economic shift is hitting people hard, and we have to focus on the ones getting hit the hardest.”

In New York City, transgender Latina beauticians, long suffering discrimination and abuse, are forming their own worker-owned business. “The girls got immediately excited by the idea of creating a business where they would be the sole owners, where there wouldn’t be any bosses verbally and physically harassing them, and where they could earn a dignified wage to survive,” Daniel Puerto, worker cooperative developer at Make the Road New York, a nonprofit that fights for the rights of minorities, told ink.nyc.

Taxi driver co-ops are also paving the way to increased wages, diminished pay gaps between managers and employees, and cab driver healthcare — all while producing a profit, according to a 2015 Democracy at Work report.

Denver alone is home to two driver-run taxi co-ops, showing there is plenty of interest and promise in this alternative. The biggest, Green Taxi Cooperative, employs more than 700 drivers, unionized within the Communication Workers of America, which represents numerous cab worker co-ops. Union Taxi, another taxi driver co-op supported by CWA, slashed drivers’ car lease rate by two-thirds, increasing their earning power and free time.

This May, the New York-based Independent Drivers Guild (IDG) secured an agreement to improve pay, benefits, and working conditions for more than 35,000 Uber drivers, who are treated as independent contractors and thus denied workers’ compensation and other protections. The IDG, affiliated with the Machinists Union, gives these app-based drivers the collective power to improve their earnings and fight abuses on the job.

Through the guild, “our voice will be heard,” says longtime New York City driver and organizer Muhammed Barlas. “More money comes into their pocket, plus they have some protection,” he says.

The two-tiered platform economy

Of course, not everyone is finding entrepreneurial success. The gig economy notion of workers opting in droves to become well-paid freelancers masks a more complicated reality. For every finely paid independent consultant, there are many more “freelance” domestic workers, janitors, and others contending with lower wages and precarious work.

Surveys simultaneously show that a majority of freelance workers want to remain independent, and that an increasing percentage of the labor market — particularly Millennials and minorities — have difficulty attaining adequate paying full-time employment.

Depending on factors ranging from pay and economic leverage to issues of entrepreneurialism and risk, what represents precarious work for some also marks independence for others. Many experience both.

The issue of worker choice is central to whether freelancers and other independent toilers are satisfied with their situation, says Emergent Research’s King. “Consistently fifty to sixty percent of those doing independent work tell us they chose it and they like it,” he says. “About thirty percent say they hate it and want to go back. A lot of it is psychology, people’s risk profiles.”

Our “choices” as workers operate in a context and continuum of real and perceived options — as well as our ability to command high enough wages that we can exercise that free choice.

What dictates worker choice, freedom, and power is not always so clear-cut. “Whether you’re a freelancer by choice or by necessity, what we’re seeing is that the line is increasingly blurry,” says Melissa Hoover, executive director of the U.S. Federation of Worker Cooperatives.

For instance, Hoover says, some lower-paid independent workers are highly entrepreneurial, while, adjunct professions may not want to be working on a freelance basis.

“There’s a substantive difference between freelancers organizing to get more work, and independent workers protecting themselves against abuse on the job,” she says.

At the same time, Hoover says, high wage freelancers also need basic legal protections. “The common thread is that without an employer there’s very little protection, very little stability,” she says. “Whether you’re freelancing by choice or not, you’re still dealing with the externalization of costs by employers.”

Despite the risks and uncertainty, researchers for the “Not Alone” report concluded that many self-employed workers “enjoy working this way and would not necessarily want to return to a traditional job.”

“While this does not disguise their low income and their social and economic insecurity, a key point to take into account is that they do not necessarily want ‘saving’ or ‘rescuing’ from self-employment but instead seek recognition, support, and assurance that the risks and rewards of their status are balanced fairly between them and the organisations they trade with,” the report noted.

The role of unions

Unions may seem an afterthought in today’s disarrayed economy, where only eight percent of the private sector workforce enjoys collective bargaining power. Yet, while still organizing millions of workers directly on job sites, unions play an equally important role as supporting actor for worker alliances, cooperatives, and guilds seeking to galvanize freelancers’ power.

“Labor was built firm by firm, sector by sector — now the economy is far more fluid,” says Institute for the Future’s Natalie Foster. Since the early 1990s when the “temping of America” and contingent work disrupted traditional shop-floor organizing based on a single worksite, unions have scrambled to adapt to this atomized workforce.

Technology may be part problem and part solution. The tech-based jobs in the gig economy have further dispersed workers and jobs, making it harder for unions to connect and organize — but many unions are embracing both shoe leather and digital organizing.

With support from The American Federation of Labor and Congress of Industrial Organizations (AFL-CIO) and more than 50 community-based domestic worker groups around the country, the Domestic Workers Alliance has emerged as a change agent for thousands of nannies, housekeepers, and caregivers across the U.S. who are pressured into independent contractor status marked by unlivable wages and abuse on the job.

As more of this “work that makes all other work possible” gets farmed out via online platforms such as care.com and handy.com, these workers — largely immigrant women and women of color — become further isolated.

“The more companies go online to find domestic workers, they’re getting all their workers on their platform, it’s really affecting how workers find work,” says Barbara Young, national organizing director for the National Domestic Workers Alliance (NDWA), and a 17-year veteran of domestic work herself.

Many domestic workers endure 60-hour work weeks with no overtime pay, harassment and abuse, no time off for personal health, and lack of clarity about their pay and job security, says Young. Nearly one in four are paid below their state’s minimum wage.

An NDWA survey found that domestic work is one of the fastest growing sectors of the economy, Young says. “But the reality of the work is it’s very unstable and insecure.”

Young says platforms like care.com initially offered $5 an hour domestic jobs, but “we said it’s too low, you’re breaking the law,” and eventually, with pressure from her organization and its 20,000 domestic workers, some firms improved.

Another domestic worker alliance initiative, Fair Care Labs, helps spawn market-based and technology-driven ventures to create a just future for the industry.

“As more domestic work shifts online, through on-demand platforms in the gig economy and online marketplaces, the issues related to domestic work have been shifted, not solved,” Palak Shah, the group’s alliance director of social innovations, explains on the group’s website. “We want to effect change while the DNA of the online economy is still being written.”

As this “DNA” writes itself, the AFL-CIO and many worker advocacy groups are promoting public policies to help protect the millions of on-demand workers who may not benefit from platform innovations.

In its agenda for the on-demand economy, the labor umbrella group promotes racial and gender equity in new digital economy jobs, advocates for new approaches to hold companies accountable for their working conditions, and champions portable benefits policies that will provide workers with a robust safety net.

Beyond equitable wages and protections, however, lie equally important if less tangible challenges: How can we ensure that these emerging freelancers’ collectives are able to sustain their work in the long-term? What role could public policy play in supporting these efforts? Can these communities find ways to share their knowledge and lessons learned to aid future freelancer initiatives?

Amid a fractured employment world marked by invention and insecurity, freelancers are confronting macro-level economic challenges as well as age-old tensions between individualism and collectivism.

Even a successful story like Enspiral remains both inspiring and cautionary.

“Our freelancer co-op model is still underdeveloped,” cofounder Joshua Vial explains. “We face many unsolved challenges such as recruiting leadership, providing income security, managing quality, securing sufficient working capital, resourcing work ‘on’ the business and supporting people without managing them.”

As the economy promotes this dizzying mix of exploitation and inventive community-building, freelance workers — in both higher and lower wage sectors — are fighting for legal rights, creating new work arrangements, and building businesses with social vision. Somewhere between economic coercion and human agency, with plenty of success and struggle, freelancers are finding their way through the economic wilderness.

Our gratitude goes to Steve King and family who provided funding for this piece and other stories on freelancing, platform cooperatives, and libraries. 

Freelance collectives — stronger together. Photo: Mike Benedetti, Flickr.

The post How Freelancers Are Reinventing Work Through New Collective Enterprises appeared first on P2P Foundation.

STIR to Action: Thanks to the kind support – and solidarity – of many co-ops around the UK, we’ve now got 5 free places on Alt Gen’s Freeing the Freelancer workshop on October 15th in London. If you’ve got an idea for a co-op, however small, come along and develop your idea over a day with the inspiring team at Alt Gen, and meet other people exploring the co-operative model.

Workshop and further information: http://www.stirtoaction.com/workshops/alt-gen

Also check out Footprint Workers Co-op, an ecologically minded printers in Leeds, Principle Six, a methodology and meeting format for face-to-face, high energy, results-oriented business referral networking, and Fairmondo, a co-operatively owned online marketplace that makes it really easy to source ethical goods and services from sellers.

by Edd Baldry

Freeing the Freelancer: Co-op solutions to modern freelancing

• Dates: Saturday 15th October 2016
• Times: 9.30AM-4PM
• Location: CAN Mezzanine, 7-14 Great Dover St, London SE1 4YR
• Price: £75-£50
• Full Price (Salaried)
• Concessions (part time/students)

The contemporary economy is failing young people and many others. One in seven of the UK workforce are now self-employed and this has grown by around 39% since 2000. The nature of work is transforming but the economy is not changing with it – unstable, unequal and unable to produce secure, meaningful work for all.

This workshop will introduce you to co-operative alternatives, best practices and how to work together to overcome individualistic and isolating work cultures and start co-operatives. Practical exercises will help you imagine and articulate how to use your skills, passions, resources and networks to turn your ideas into democratically-run enterprise. Take a first leap into creating a better future for yourself and those around you with Altgen team!

What participants will leave with

– Learning about common problems of being a freelancer

– Learning about what is being done to challenge them

– Learning what the co-operative movement can offer to bring change to your working life

– Merging your ideas and co-operative practice

Facilitator Profile

Constance Laisne is passionate about social change, cooperation and the future of work. A designer by training, she has spent the last two years co-directing AltGen – a young social enterprise that empowers young people to set up co-operatives and move beyond métro-boulot-dodo (subway-work-sleep). For her supporting the new generation to build a fairer economy is an urgent need that needs to be worked on.

Henry Naylor Stead also works for Alt Gen.

Watch Alt Gen’s Video below to find out more!

The post FREE places on “Freeing the Freelancer” workshop, London, October 15th appeared first on P2P Foundation.