Port Townsend Food Co-op Board Elections

Port Townsend Food Co-op, 414 Kearney St., Port Townsend, WA, 98368
Open Every Day 8am-9pm
Phone: (360) 385-2883

Board Elections

2016 Election Results

Online and paper ballots were counted Monday, May 16th, following the close of the election period. 291 valid ballots were cast in the election.

In 2016 four candidates ran for four available seats on the Board. Three seats are for full, three-year terms. The fourth seat is for a two-year term, filling a vacancy left by a board member who resigned mid term. The candidate who recieved the fewest votes will be elected to the two-year term.

The following candidates have been elected to The Food Co-op’s Board of Directors.

Monica le Roux . . . . . . . . . . . . 3 year term (253 votes)

Marty Canaday . . . . . . . . . . . . .3 year term (232 votes)

Owen Rowe . . . . . . . . . . . . . . . 3 year term (224 votes)

David Wayne Johnson . . . . . . . 2 year term (218 votes)


Voting in the Board of Directors’ elections is the simplest way to effect change in the store that you own. By voting for the candidate(s) that most nearly match your vision for The Food Co-op, you participate in the direction that we take as a community-owned organization. We urge you to participate in the election each year so that your voice may be heard.  Annual elections are held in May. In 2016, information.voting by the members began May 2 and ended May 15.

A good way to get even more involved is to run to serve as Board member.  The Food Co-op relies on good leadership – people who can work effectively together to help guide the organization toward its full potential. While diverse interests, experiences, and skills are useful in board members, the ability to listen and to work well with others is key.

To learn more contact Board Assistant Rachel Williams at boardassistant@foodcoop.coop or 360-379-5798.


2016 Candidate Profiles

Canaday photo squareMarcia “Marty” Canaday

1. Personal statement, including anything you feel is relevant to your candidacy.
I was raised on one of the earliest certified organic farms in Kansas. My seven siblings and I planted, weeded, and worked together for success. I guess you might say we were a mini cooperative; all for one and one for all. Having been with true member owned food co-ops since age 19, I value the democratic control of our Co-op, and how The Port Townsend Co-op thrives and innovates while encouraging membership and empowering its members.

2. Why would you like to serve on the Board of Directors?
I wish to positively uplift my community through the medium of our Co-op, while serving my fellow members. Organic produce is part of the fabric of my life, and I work to forward GMO labeling and fair trade. Having tied myself to the Co-op through employment, I know that this investment of my time will keep our Co-op vibrant into my children’s future as well. I want the opportunity to help keep our Co-op financially healthy, as well as continuing to foster the important relationship between the Co-op and our member owners.

3. Describe your interests, experience, and expertise that may contribute to the Board’s activities.
My experience as a school volunteer, business owner, and president of Bethany College activities council have sharpened useful skills to bring to our Co-ops board. I have real world experience in the concerns of local farmers, GMO laws, and organic labeling. I still garden and raise small livestock to better empower my own family. My local interests are my own garden on our land, boating, home schooling my children, and sea glass.

4. What experiences have you had contributing to successful group efforts?
As a previous business owner, I understand the value of planning for the future while allowing Co-op leadership the freedom to do their best work on our Co-ops behalf. In addition to having owned a cake shop in Kansas for 12 years, I volunteered significant hours over a decade as a volunteer and various chairs for Sacred Heart Catholic School in Emporia, Kansas. I worked in groups to make our fundraiser successful and eventually chaired the event. This giant event has given me vast experience in group planning, working together for success, and how long range planning unfolds. (I was chair its 40th year.) I managed over 400 volunteers.

5. The Strategic Plan’s first long range goal is Market Position, and it includes the following strategy: Develop and implement our long term facilities plan. What do you think should be considered in developing such a plan?
Our long term facilities plan should consider if a bigger place with more parking will actually increase sales sufficiently to warrant the expenditure. Also, insufficient parking for customers and none for employees of the store is a negative for member owners and employee owners alike. Our grocery department night-time stock storage issue is also problematic. It would be convenient to have The Co-op all under one roof or within the same block.

6. How would you encourage greater member-owner involvement in elections, member-owner forums and meetings?
Have “Involvement Opportunities” be worth Involvement Points. Attendance at elections, forums, and meetings are worth points. The points may potentially be used for a price discount at register or a higher dividend percentage. Another option is to place monitors visible to those still awaiting checkout to notify of our next member-owner “Involvement Opportunity.”

David Wayne Johnson cropDavid Wayne Johnson

1. Personal statement, including anything you feel is relevant to your candidacy.
I have been a resident of Port Townsend since August 1998, have worked as a Planner for Jefferson County since 2003, and been a Co-op member since 2005.  Like many of you, I moved to Port Townsend because it had everything I wanted in a community, and I wanted to settle in a place that I could serve and contribute to, while enjoying all it had to offer.

2. Why would you like to serve on the Board of Directors?
I have been serving on the Board as the Treasurer since May 2013 and would like to continue that work, since it seems like I have just gotten a good grasp of the work, the people and the organization.  There is much more to be done.

3. Describe your interests, experience, and expertise that may contribute to the Board’s activities.
I’m interested in health through organic foods and supporting the local food system economy by chairing the Co-op Board’s Food System Development Committee and drafting the committee’s report: “The State of Our Local Food System.”

4. What experience have you had contributing to successful group efforts?
With few exceptions, my work on the current Board and as a Planner for the County require that I function, make decisions and implement work as a team member instead of as an individual.  Working together for successful Annual Member’s Meetings is always rewarding.

5. The Strategic Plan’s first long range goal is Market Position, and it includes the following strategy: Develop and implement our long term facilities plan. What do you think should be considered in developing such a plan?
We are currently working on this, and several sites are and scenarios under consideration.  As the Treasurer my function would be to advise the Board on how to finance any expansion of our facilities in the short and long term.  Obviously, cost-effectiveness will have to be balanced with the overall needs of the members.

6. How would you encourage greater member-owner involvement in elections, member-owner forums and meetings?
We need a campaign to more fully develop the “Co-op Culture,” not just for our organization, but for promoting a cooperative economy on a local, state, national and global level.  This would require being very clear and definitive about the benefits of a Co-op over the Corporate business model, and incentives for participation, especially among our youngest members.

le Roux PhotoMonica le Roux

1. Personal statement, including anything you feel is relevant to your candidacy.
My family moved to Port Townsend in 1988, in time for me to attend 6th grade here.  In 1995 I graduated from Port Townsend High School, and moved to Seattle to attend the University of Washington.  Having spent 7 years in Seattle, and 3 on the East Coast, I returned to Port Townsend in 2006, and settled happily in to work at William James Bookseller, and eventually the Rose Theatre as well.  I ran for the Co-op Board in spring of 2013, and was elected in May of that year.  I was fortunate enough to be able to purchase a home in January of 2014, which has enabled me to feel like my roots finally have an anchor.  I look forward to seeing what might come next!

2. Why would you like to serve on the Board of Directors?
I feel like my work on the Board of Directors this last three years has been both productive, and immensely satisfying.  It’s been a huge learning curve as well—it’s only in the last year and a half that I could truly say I’ve found my footing.  These next three years are going to be crucial to the evolution of our organization, and I would like to continue to contribute my time and experience to our upcoming discussions and decisions.

3. Describe your interests, experience, and expertise that may contribute to the Board’s activities.
I am deeply interested in the health of our local food system, in food security during challenging times, and in financial stability in an economic climate that I believe may become increasingly difficult.  My time on the Board and the education pieces we’ve participated in—workshops and conferences—have given me what I believe to be a good grounding in Co-op governance.  I am also two-thirds of the way through completing a certificate in Bookkeeping, which has been very useful in providing a greater depth of knowledge in financial matters.

4. What experiences have you had contributing to successful group efforts?
I believe that I have learned a great deal about teamwork and collaboration in my last three years on the Board.  This has only reinforced what I’ve learned in various other situations in my life: in the past, as a member of the crew of the sailing ship Adventuress and others, and now, participating in the management of the Rose with a wonderful group of people.

5. The Strategic Plan’s first long range goal is Market Position, and it includes the following strategy: Develop and implement our long term facilities plan. What do you think should be considered in developing such a plan?
I think that whatever option we choose, we need to commit to it whole-heartedly for success to be assured.  If we are to pledge serious time and resources to a project, it should one that serves our current and future member-owners’ needs well, that links us more thoroughly to the greater community, and that can be sustainable for the longer term—preferably the next 15 to 20 years.

6. How would you encourage greater member-owner involvement in elections, member-owner forums and meetings?
The best way I’ve seen to make involvement rise is to give member-owners issues to care about and a clear way to participate—well advertised, accessible locations for physical meetings, and on-line options for those who have difficulty making it to a meeting in person.  Clarity in the process is crucial as well—for more complex issues, who will be making the decisions, which types of decision will be made, and on what time-line?

Owen Rowe webOwen Rowe

1. Personal statement, including anything you feel is relevant to your candidacy.
I have always identified strongly with collaborative and cooperative ways of working. As a Port Townsend resident off and on since 1997, I see the Food Coop as one of the centers of our unique culture. Helping steward this resource so that it can grow and thrive for future generations is one of the most meaningful ways I can think of to give back to PT.

2. Why would you like to serve on the Board of Directors?
Having served by appointment since November 2015, I find that the issues, the process, and the people are perhaps the most engaging show in town. There are some huge decisions coming up about facilities and market position, and I want to see them through. I am not tied to any specific plan of action, but I am tied to completing the process in an open, collaborative, and above all imaginative way.

3. Describe your interests, experience, and expertise that may contribute to the Board’s activities.
I am a writer and translator, an arts and education organizer, and a systems thinker from my years in the software business. For many years I have served as a board member, volunteer, or staff in arts, culture, and community organizations. I currently serve on the PT Arts Commission and the Friends of the PT Library board, and work at Jefferson Community School.

4. What experiences have you had contributing to successful group efforts? 
Whether on a work team or as part of a community organization, I feel most of service in two contexts: when digging into the details of a chosen project, and when debating the most (seemingly) abstract and philosophical issues of mission and strategy. I work to see that our end result is both in alignment with our highest callings, and accurate to the pixel. Either the whole forest with all its interconnections, or the intricate mechanisms of a single tree: not much in between.

5. The Strategic Plan’s first long range goal is Market Position, and it includes the following strategy: Develop and implement our long term facilities plan. What do you think should be considered in developing such a plan?
The sustainability of our community and our Coop in the long term–20, 50, or 100 years. As a community-owned business, we have an obligation to think inclusively about issues of food security and access, cultural and agricultural sustainability, and resiliency in the face of climate change and corporate capitalism. The Coop is physically and culturally one of the centers of PT, and both aspects must be maintained; a thriving Coop can and should be one of the key indicators of a thriving PT.

6. How would you encourage greater member-owner involvement in elections, member-owner forums and meetings?
Considered broadly, this is what attracted me to join the board in the first place. I think the Coop could do a better job creating value (not just monetary) around participatory, cooperative ownership, and demonstrating the benefits of belonging in building community and relationships. I think membership itself should be one of our core products. The attraction of elections, forums, and meetings should be the opportunity to collaborate with friends and neighbors, not some motivating issue or advantage to claim.


 

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