I have written here often about some of the cooperatives with whom we work and, especially, the remarkable people encountered in these organizations. Along the way, I have shared descriptions of some of the tools that we have shared with Nica partners (like Open Book Management and Lean principles), because many rural producers have become convinced of the need for organizational strengthening. It should be no surprise that Winds of Peace Foundation regards these tools, and others that encourage inclusiveness and participation, as key to sustainable organizational strength. So do many Nica partners. But thinking that something is true does not automatically prove that it’s true. So I decided to share some data about ownership that has recently been published.
The National Center for Employee Ownership (NCEO) has published a new study of employee-ownership in the U.S. Now, the U.S. is not Nicaragua, and employee stock ownership is not cooperativism. But the results cited in the report focus on enterprise ownership, owning the business and social equity of an enterprise, and that definition encompasses an entire spectrum of stakeholder models. And this is a portion of what the study has found:
*Enterprise-owners in this dataset have 33% higher median income from wages overall. This holds true at all wage levels, ranging from a difference of $3,160 in annual wages for the lowest-paid employee-owners to an extra $5,000 for higher-wage workers.
*Median household net wealth among respondents is 92% higher for owners than for non-owners. This disparity holds true for the great majority of subgroups analyzed, including single women, parents raising young children, non-college graduates, and workers of color.
*Enterprise-owners of color in this data have 30% higher income from wages, 79% greater net household wealth, and median tenure in their current job 36% over non-employee-owners of color.
*For families with children ages 0 to 8 in their household, the ownership advantage translates into median household net worth nearly twice that of those without employee ownership, nearly one full year of increased job stability, and $10,000 more in annual wages.
The report is full of additional data which supports the organizational value of ownership; take a look at it for lots of details. But the picture being painted here is one of many colors: organizations that involve their workers as owners are more successful; greater opportunity comes from ownership; greater participation through ownership yields greater strength and organizational growth; there is a central tendency in us as human beings to nurture and protect that which we own.
Concurrent with the publication of this groundbreaking study was the publication of Fortune Magazine’s 2017 100 Best Companies to Work For. Of the 73 corporations recognized for their outstanding workplaces, more than half of them (35) incorporated ownership plans for their members. It’s hardly a coincidence that many of the best companies to work for are companies owned, in whole or part, by the employees or members themselves. (The Fortune list is traditionally weighted heavily toward technology and healthcare providers; the preponderance of ownership would presumably be even higher in a more representative sample of U.S. businesses.)
There is no mistaking the fact that Nicaraguan cooperatives are owned by their members, in at least the structural, legal sense. But like their U.S. employee counterparts, Nicaraguan owners need the understanding of what ownership is, of what their ownership obligations and rights are, and how their success truly rises or falls based upon the members taking responsibility, collectively. Successful ownership is not reliant upon heroes or the efforts of the few or the presence of a beneficent patron. Success follows a basic understanding of how their cooperative works, how A+B=C, and importance of each member to the whole.
So when the third Certificate Program is convened in August, there will be modules about family strategic planning and access to markets and means of improving production and quality. But at its core, the Program will be about ownership, seizing the opportunity for self-improvement by embracing both self and collective responsibility. We’ll be there to help conversations about Open Books and Lean, but the days will really be about our partners’ futures, and their appetite to own it….