Ocean Mason

I’m running for the Co-op’s board because I’ve been listening to the calls for the Board to stay focused on the end of “treat[ing] people well, increasing equity and access by providing a safe, welcoming” space. The Co-op and the Board have an opportunity to grow—building on the good work already done to advance equity, inclusion, and shared voice—while using food and food systems to drive meaningful societal change through collaboration.

Board service aligns with my skills as a systems thinker with a pragmatic approach, and I want to put those skills to work in helping the Co-op fulfill its mission.

I bring experience facilitating collaborative decision-making processes that prioritize equity and shared voice. My background in intentional community has given me the skills to navigate complex group dynamics, build consensus, and uphold equitable governance practices. As a public health nurse, I also have a deep engagement with complex systems and the social factors that shape health and well-being.

The Board represents and speaks for the interests of the member-owners. It provides guidance, oversight, and direction while embracing the diversity and complexity of the membership. The Board’s decisions should be anchored in the Co-op’s mission, ensuring that the organization remains true to its values.

I currently serve as the Secretary of the Board of Directors and Coordinator of the Hub (the central organizing body) at the Port Townsend Ecovillage, the intentional community where I live. In these roles, I have facilitated meetings, helped shape governance policies, and worked to create inclusive decision-making processes that prioritize equity and participation.

In my professional life, I am the Communicable Disease Team Lead for Public Health, a role that requires me to collaboratively set strategic directions, coordinate between teams, and navigate budgeting and resource allocation.

I see the work of this Board as making space and representing all voices, especially those perspectives and interests that are historically under-represented. The Board's obligation isn’t to any one perspective or need, but to the whole of the membership. The Board’s job is to balance diverse needs and perspectives, which can mean navigating conflicting opinions with humility, transparency, and boldness.

No single person can represent all member-owners, but the Board’s job is to ensure that everyone’s voices are heard—especially those who may not always have a seat at the table. Understanding differing perspectives is essential to this role.

Some strategies I use to gather input and feedback include:
-Hosting listening sessions before policies are created to hear directly from those most impacted
-Reaching out to individuals and groups who may have strong feelings about or be more impacted by a policy to ensure their perspectives are included
-Drafting policies with opportunities for public comment before they’re finalized, which allows for meaningful revisions based on feedback
-Setting clear evaluation timelines for policies and adjusting them as needed—especially if concerns arise

Growth and self-reflection can be uncomfortable! Fostering a culture where people feel safe to learn from mistakes is essential for both individuals and organizations. Some strategies I’ve found useful include:
-Creating space for one-on-one conversations instead of calling someone out in a group setting
-Checking for readiness before giving feedback—people need to be in a place where they can hear and process it
-Centering relationships when in conflict, which may mean finding another person to deliver feedback or facilitate conversation

At times, the ask for change goes beyond feedback—it becomes a demand for accountability when harm is being done. Recognizing when to shift from conversation to action is an important skill.

I love facilitating complex, collaborative conversations—especially when people have strong opinions but are still open to dialogue and change. I'm a great implementer, and find that I work well with people who are creative or visionary, finding ways to shift from vision into action.

What I find most challenging is when people are unwilling to engage in hard conversations or remain rigid in their views.

One example of successful collaboration: I’ve been facilitating conversations between two teams at work for over a year now. We started by setting ground agreements on how we wanted to work together, then identified key challenges. From there, we created small working groups to tackle specific issues. Now, even though we’ve resolved most concerns, we continue to meet to maintain relationships and open communication—preventing problems rather than reacting to them.

Good decision-making is collaborative, inclusive, and creative. I believe in making decisions that are “good enough for now” rather than searching for the unattainable “perfect” decision.

I have a high tolerance for decisions that don’t go exactly my way, as long as the process was fair and voices were heard. I’m skeptical of power hierarchies, especially in cooperative systems, and I believe decisions are strongest when they incorporate input from those most affected—and when there’s a way to revisit them if they don’t work as intended.

Policy Governance has been a learning curve for me! The model is very specific and seems that it must be followed carefully to get the intended results.

From my understanding, Policy Governance clearly divides the roles of the Board and the General Manager (GM). The Board is accountable to the member-owners and provides direction, oversight, and accountability, while the GM is responsible for day-to-day operations and is accountable to the Board. For this to work well, both the Board and the GM need to be strong advocates for their roles while also being open to feedback, aware of their limitations and adjusting course when needed. I appreciate the structure of reports and regular evaluation inherent in Policy Governance.