Elizabeth Arp

The Co-op always felt like a welcoming place where I connected with neighbors and enjoyed friendly interactions with staff. I believed that the higher prices reflected ethical sourcing, which aligned with my values. However, over time, I began hearing concerns about customer and worker experiences that didn’t reflect the values I assumed the Co-op upheld. In the past year, conversations with various individuals working with or for the Co-op have led me to question whether the organization lives up to the fair trade and community-focused principles I once took for granted as a shopper.

I am running for the board to help continue the progress toward addressing cultural issues that have negatively impacted member-owners, workers, and the broader community. I am also interested in working to remove barriers to participation so that more perspectives can engage in creating a welcoming and accessible environment. I believe the Co-op has the potential to be a leader in cultivating a truly inclusive and just organization. I would be honored to contribute to that vision.

I am a thoughtful listener, an effective communicator, and deeply committed to fostering a more inclusive and caring community. With over 15 years of bookkeeping experience, I bring financial expertise and an understanding of cooperative business structures. Additionally, as an owner of another cooperative business in town, I have firsthand experience with collaborative decision-making and strategic planning.

My understanding is that the board’s role is to establish policies and ensure the General Manager (GM) adheres to them while keeping a broad, long-term perspective on the Co-op’s direction. It is responsible for defining the “Ends” and overseeing the overall health of the organization, ensuring that it aligns with the needs and values of the member-owners.

I have not previously served on a board, but I am an owner of two businesses—LARP Bookkeeping and Velo Cats Collective—where I hold strategic leadership roles.

This statement underscores the responsibility to prioritize the well-being of all member-owners. The Co-op is an important food provider to the community, and board members need to stay focused on the long-term success and viability of the organization and not allow other priorities or interests to cause them to neglect these duties. 

With thousands of members, it’s impossible to represent every individual perspective. I value relationship-building and would actively seek input from members to better understand their experiences and ensure the Co-op remains a strong, responsive resource for the community. I would lean on mechanisms for gathering feedback to make informed, equitable decisions that balance the needs of member-owners while ensuring the Co-op’s financial and social well-being.

My decision-making is rooted in equity and care. While not every viewpoint may align with my approach, I would strive for fairness and inclusivity in all board discussions.

Whether it is my own mistake or someone else's, the first step is curiosity – I seek to understand why a decision was made rather than assuming it was a mistake. Sometimes, what appears to be an error is actually a response to external pressures or incomplete information. When I set aside defensiveness and approach conflict with openness, it often leads to constructive dialogue focused on problem-solving rather than blame.

A few years ago, I said something that impacted many people in my community. I received feedback from some individuals sharing the pain my words had caused them. It was not my intention to cause harm, but hearing how my words had affected people caused me to recognize that I had made a mistake in the way I had communicated my perspective. I reached out to each person who had been a part of this experience and offered them a chance to share more deeply about the impacts of what I had said. For those who wanted to share, I also asked if they wanted to hear my perspective – why I had said the things I said and what my intention had been.  Although some people had experienced a break in trust with me originally, being able to lower my defensiveness and listen with curiosity allowed some of that trust to be rebuilt. And for those who were able to listen to my perspective, I was able to share my intent, and I ended up feeling somewhat more heard and understood.

I believe in the power of problem-solving through open communication. When faced with opposing viewpoints, I have found that by allowing everyone to share their perspective, a mutually acceptable solution often emerges. One of my strengths in this regard is having patience with the process and being able to listen to perspectives I disagree with, always seeking to find even a trace of commonality to build upon.

A challenge for me is navigating situations where people are unwilling to engage in open dialogue. However, I am committed to fostering an environment where all voices can be heard and considered.

In my personal life I have been a part of numerous groups where my perspective differed from those in positions of authority. I shared my perspective in various ways – conversations, emails, heart centered group shares – over a period of time. I accepted the status quo during those months, continuing to support the group and continuing to find ways to provide feedback. Eventually the timing was right and shifts that felt meaningful, although perhaps not exactly what I had initially envisioned, happened and I was grateful that I had stuck it out and been a part of a positive change.

I believe that effective decision-making requires thoughtful deliberation, inclusivity, and a willingness to compromise. It’s important to allow space for different communication styles and for members to process information at their own pace.

In past decision-making processes, I’ve found that multiple discussion rounds and pauses for reflection helped create stronger outcomes. A successful process results in solutions that are “good enough for now and safe enough to try,” allowing for forward progress while remaining adaptable.

Oftentimes when making decisions at the bike shop, we will have an open discussion of a topic, then do a round to make sure everyone’s voice is heard. If there are still differing views on how to proceed, we will agree to gather more information and discuss the topic again at the meeting the following week. Letting go of a sense of urgency helps reduce the feeling that anyone is getting railroaded, or their opinion isn’t valued.  With a shared sense of purpose decisions that are not unanimous do get made and supported by all, knowing, ultimately we all want what's best for our business.

Policy Governance sets clear boundaries by defining what the General Manager cannot do while allowing flexibility in how they achieve organizational goals. The board’s role is to create, review, and revise these policies as needed while holding the GM accountable.

This oversight requires more than reviewing GM reports—it involves seeking additional documentation and perspectives to ensure a comprehensive understanding of the Co-op’s operations.