AGM AGENDA - WEDNESDAY 5th APRIL 2017 - 6PM
1. Welcome and Introduction of AGM Agenda
2. Adopt standing orders & S.O. committee, timekeepers, minute takers
3. Adopt AGM 2016
4. Treasurer and Auditor Reports
a. Presentation of 2016 Annual Financial Reports & Accounts
b. Adoption of Financial Reports
c. Adoption of Accounts
d. Appoint auditors and agree remuneration
5.
Directors and Working Group reports
6. Coordinating Body Transition
a. Resignations of CB members
b. Election of CB members
c. Five minute break to count ballots
d. Announcement of ballot results
7. Motions
a. Motion on online decision-making
b. Active Membership
c. Trial of Patronage Model
d. Withdraw the right of membership
e. Annual subscription
f. Annual subscription of producer member
g. Energy cost
8. Any other business
9. AGM adjourns
PLEASE NOTE: In order to save paper and printing costs, the annual report and
detailed agenda will be available for review on www.dublinfood.coop/AGM2015 and the
Coop starting
Standing Orders for General Meetings
Dublin Food Co-operative Society Ltd.
The following Standing Orders for General Meeting were adopted at a Special
General Meeting held at Buswells Hotel, Molesworth Street, Dublin 2, on
Wednesday 2nd December 1998 at 9pm; and clause 6 was appended at a
Special General Meeting held at Dublin Food Co-op, 12 Newmarket, Dublin 8, on
24th March 2011, at 7.30pm.
1) The CB (Coordinating Body) will appoint a Chairperson for all General Meetings. The Chairperson
will be impartial and will be entitled to a vote if a Member of the Co-op.
2) The following may attend General Meetings: (i) All members and (ii) Invitees of the CB.
3) All Members may speak on any Motion. Invited guests may do so with theapproval of the CB or
the General Meeting.
4) The names of all candidates will be written on the ballot paper with a box opposite each name.
Members may then vote for as many candidates as there are positions available by placing an "X" in
the box. The first twelve candidates with the highest total number of votes will be deemed to be
elected. In the event of a tie for the last place, another election will be held to choose between the tied
candidates.
5) All proposers and seconders of motions/amendments will be entitled to address the Meeting for a
maximum of three minutes. Other speakers entitled to address the Meeting may do so for a maximum
of two minutes. All proposers will have the right to reply for a maximum of two minutes before the
motion is decided. Extensions of the said time limits will be decided at the discretion of the facilitator.
6) The Co-ordinating Body and any mandated Working Groups shall provide the meeting, in advance,
with a written report on their activities, indicating progress towards the fulfillment of any motions
passed at preceding General Meetings.
DUBLIN FOOD CO-OPERATIVE SOCIETY LIMITED
12 Newmarket, Dublin 8 – [email protected] - (01) 454 4258Registered in Dublin
with the Registrar of Friendly Societies No. 4638R
Dublin Food Co-Op, Main Hall, 12 Newmarket Square, Dublin 8.
Minutes of Annual General Meeting & Special General Meeting held on
th
Thursday 7 of April 2016 from 19:00 to 11:52.
Present: Mr Davie Phillips (Facilitator) Mr Thomas Hamann (Director and Chairperson) Mr Mark
O’Connor (Treasurer), Mr Paul Farrell (Director), Ms Innokenti Belaga (Director), Ms Vincenza Loris
Paladino (Director), Mr Joe Zefran (Director), Ms Jennifer Winder-Baggot, (Secretary), Ms Jessica
Wilkie (Minutes Secretary), Ms Maggie Hayden (Timekeeper)
1. Welcome and introduction of AGM agenda
1.1 Mr Thomas Hamann Chairperson of the Dublin Food Co-Op extends a warm
welcome to all present members in attendance at the AGM and notes the great turn
out and increase in members.
2. Adopt standing orders and S.O. committee, timekeepers, minute takers.
2.1 Timekeeper: Ms Maggie Hayden.
2.2 Minute takers: Ms Jennifer Winder-Baggot and Ms Jessica Wilkie.
2.3 Mr Davie Phillips asks for consensus on the Standing Orders of the Meeting.
Mr
Mark O’Connor proposes and Mr Stephen Winder-Baggot seconds
the standing orders.
2.4 Ms Maggie Hayden is proposed as time keeper by Mr Thomas Hamann and is
seconded by Dot Fine.
2.5 Ms Jessica Wilkie and Ms Jennifer Winder-Baggot are proposed as minute
takers by Mr Kesha Belaga and seconded by Mr Darragh Robinson.
2.6. Mr Thomas Hamann directs for those in attendance to take a moment of
silence in order to bring us together as a community.
3. Adopt AGM 2015 minutes -Norman Rides in the treasures report has agreed
to remove reference to members of staff. Consensus is given for passing the
minutes which is proposed by Martin O’Quigley and seconded by ?.
4. Matters arising from previous AGM
a. Fruit and Vegetable selling initiative –
4(a).1 Mr Davie Phillips invites people to step forward to discuss matters arising from
previous AGM. Niamh McCarthan steps forward to speak in relation to her dealing with
the Fruit and Vegetable selling initiative.
4(a).2 Niamh indicates that she will speak in relation to her half of the report on the Irish
not EU report. Niamh confides that relationships are being built with farmers in the
Dublin/Wicklow area and hopes to expect the fresh supply of Irish kale, beans and peas
this summer.
4(a).3Niamh refers to leaflets she has provided in the meeting for more information on
her report.
5. a. Presentation of 2015 Annual Financial Reports and Accounts- Mr
Thomas Hamann stands up and speaks of being elected to the CB. Claims
improvements have been made but not as much as originally expected. On
the 22nd of December 2015 the Landlord served a notice on the Co-op to quit
the premises as of the 1st of July 2016, we have sought legal advice in
relation to this Notice. Now we have started talks and negotiations with IMET,
very good outlooks there.
b. Adoption of Financial Reports- Mr Mark O’Connor, Treasurer discussed
the company’s finances and reports for this year.
c. Adoption of Accounts- Mr Mark Glynn, registered Auditor inherited the audit from
Mr Martin Nolan. Contained within the index are the financial statements, the first and
second page contains company information and after page one a report on 2015,
year ending 31st of September 2014. Company law requires Directors to comply with
Industrial and Provident Societies Acts, 1893 to 1978, providing and recording the
company’s assets, finances and liabilities. Audit says that the financial statements
have complied with the standards required and that these statements must be
maintained on an ongoing basis to provide.
d. Appoint auditor and agree remuneration 6. Chairperson, Secretary, Manager, and Working Group Reports- Secretary: Ms
Jennifer Winder-Baggot spoke in relation to her report provided in the booklet.
6.1 Ms Winder-Baggot reports Macros Irish co-op society wasn’t helpful to Dublin co-op
as it did not provide overall outlook and we were slow to understand our role.
6.2 Ms Jennifer has taken the minutes and placed them on the notice board. They are
available on the website.
6.3 Ms Winder-Baggot is working with volunteers on the register of Motions, which will
be made available to all members and will take notes on decisions with members and
publicize them.
6.4 This year was spent ensuring continuity within the co-op which was done by liaising
with the Ethics and Governance group who are long standing members.
6.5 Manager- Norman Rides – speaks on difficulty of continuing to work due to health
issues and will be leaving next month.
6.6 2015 was a year of change, 2 members withdrew in 2014 and 2015. Sinata are no
longer able to provide in the way that they have. We have been re-arranging the shop
floor and delivery’s based on the reliability of staff.
6.7 In December we increased our hours to include Wednesdays. Slow at present
but increasing similar to the progress made when introducing Friday. Notes
that trade is increasing progressively on a Wednesday, moving towards a five
day co-op experience.
6.8 Café has been bringing more and more people in on the weekends. Turnover
was Four thousand euro off hitting a million.
6.9 For this AGM one thousand five hundred members are now capable of voting
in the AGM. A return of 86000 euros has been made to members, volunteers
and CB members.
6.10
Mr Rides thanks all members working with us individually and in
projects and wishes the person taking over from him all the best of luck.
6.11
Mr Eoin Dinan speaks on behalf of the Governance Working Group’s
reports. He includes a report on the complaints form which is based on
member’s code of conduct. It online the rules and procedures to be taken.
Speaks on members respect and rules to follow. The six complaints have gone
no further than the previous form. This complaints form is to be used for
genuine, serious complaints and not trivial. Mr Davie Philips asks those in
attendance to step forward if they have any other complaints. None stepped
forward here.
7. Co-ordinating Body Transition-
7.1 Mr Davie Philips asks CB members to stand up. Speaks on the need of an
election. Asks nominees to step forward. Nominees step forward and introduce
themselves.
7.2 Mr Philips asks whether there were any objections to their election or reelection. Two objections were made (1) an objection was made by one
member against one of the nominees put forward, who is a spouse of one of
the CB partners.
And (2) Objections were made by various members against Mr Joe Zefran’s reelection and a number of complaints made against him. These complaints were read
by two members from a list that they did not provide but have agreed to provide. Mr
Mark O’Connor also made a complaint that he had been informed earlier on that
evening that his accounts had been tampered with by Mr Joe Zefran without his
knowledge.
a. Resignations of CB members- Ms Jennifer Winder-Baggot announced her
r e s i g n a t i o n f r o m t h e p o s i t i o n a s t h e c o m p a n y ’s S e c r e t a r y.
b. Election of CB members7(b).1 the objection against the election of Ms Aine Suttle as a new member due to her
spousal relationship with another presiding CB member has been dropped.
7(b).2 A Consensus was given to allow the election of the 10 members.
Current members
1. Thomas Hamann
2. Paul Farrell
3. Kesha Belaga
Re-elected:
4. Mark O’Connor
New
5. Loris Paladimo
6. Aine Suttle
7. Andrew McCormack
8. Martin Obst
9. Patrick Flynn
10. Dominik Chlebowski
7(b).3 A Motion is put forward on the question of Mr Joe Zefrans candidacy after complaints
were made in relation to his re-election. A Ballot is organised to allow members to vote on
whether or not Joe can continue as a member of the CB and whether his candidacy is
legitimate. Mr Hamann directs that members can place a Y in order to vote in favour of
allowing Joe to continue as a CB member prior to the next SGM and an N to vote in favour of
Mr Zefrans discontinuance as a CB member.
1. The Ballot resulted in 32 “No” votes and 16 “Yes” votes, with 3 abstentions and
six invalid ballots. The result of the Ballot Vote by members was a “No” and
therefore Mr Zefran will not continue his position as a CB member.
2. Members have agreed to explore the creation of a system for future conflict
resolution within the company.
8. Motions:
i. CB InductionMr Pauric Cannons proposal, seconded by Eoin Dinan as provided for the in the
booklet was given consensus by the members.
ii. Community Shares ProgrammeMs Joe Bird from “Co-Operative” alternatives in Northern Ireland attended the AGM
and explained the Community Shares Programme proposed by Mr Joe Zefran and
seconded by Mr Mark O’Connor. The motion to establish the Community Shares
Programme was rejected. Mr Davie Philips called for the rephrasing of the motion to
a motion for “exploring a community shares program” which was accepted by
consensus. Further consideration of the matter would take place in a future SGM.
iii. Premises OptionMr Davie Phillips and Mr Joe Zefran established that this motion was not a decision
but a motion seeking member’s preference. Mr Davie Phillips called for a straw vote
in relation to re-locating. The Results were:
●
●
●
72 votes in favour of option one, remaining at Newmarket
31 votes in favour of pursuing Inchicore: Unit 5, Goldenbridge Industrial Estate, Dublin 8.
And 23 votes in favour of pursuing Stella Cinema, Rathmines, Dublin 6.
iv. Priority for Premises- Ms Jennifer Winder-Baggots proposal, seconded by Mr Mark
O’Connor to prioritise our dry goods and vegetables and not to move premises if it exceeds
600,000 euros did not receive consensus to carry out this motion and concluding that the café
was integral to the Co-op and contributed to community involvement.
v. Premises Decision Procedure- proposal made by Mr Mark O’Connor and seconded by Ms
Jennifer Winder-Baggot to confer power to a committee in the making of premises decision
procedures instead of bringing it through general membership. It was decided that the Coordinating body were working reasonably well on the progress and an objection made that the
issue should be dealt with in AGM. Therefore this motion was held to have no consensus.
vi. Negotiating Team Motion- Motion was withdrawn.
Vii. Welcome Desk Motion- Motion proposed by Mr Mark O’Connor and seconded by Paul
Farrell that the Welcome Desk at the DFC entrance may result in a loss of custom and that it
should be moved as the welcome desk may be causing us to lose passing trade creating a
separation to the outside community. A suggestion was made by a member to move the
welcome desk for a probationary period and training given for those at the welcome desk.
Ms Winder-Baggot suggested if non-members want to buy co-op products they must
purchase a guest card. The motion was objected and did not receive consensus.
Viii. Horizontal versus Hierarchical Structure- the motion made by Mr Zefran and
seconded by Mr Filipa Ferraz relating to a preference of a Horizontal or Hierarchical
structure of management motion was skipped over and not decided upon.
ix. Remove Boycott of Israel – part 1 this motion proposed by Ms Aine Suttle and seconded
by Mr Kesha Belaga received a number of objections and consensus was not reached on the
matter.
x. Discount Distribution- motion proposed by Mr Joe Dunne for members annual
subscriptions and greater dividends for those with general membership did not receive
consensus and the motion was not passed. xi. Food Start-ups Hub- Ms Maggie Hayden
dropped the motion proposed by Ms Mary Gunning before leaving the meeting.
Xii. Local Food Motion – The motion is an exploring motion.
9. Any Other Business. AGM Adjourns. – Mr Davie Phillips notes that at this
time the AGM has gone on two hours longer than originally discussed. SGM
to be rescheduled.
9.1 Mr Kesha Belaga suggested that motion 11 (i) on CB electronic
communication be moved from the SGM into the AGM as the SGM would not
proceed this evening. Mr Davie Philips asks if there are any objections to this,
No objections were made. This motion proposed by Mr Mark O’Connor and
seconded by Mr Kesha Belaga was objected to by two members and therefore
it did not receive consensus.
10. SGM – cancelled for 7
th
of April 2016
11. Motions:
i. CB Electronic communication
ii. Working Group formalization
iii. Remove Boycott of Israel – part 2
iv. Change the CB
v. Board of Trustees
vi. CB Term Limits motion
12. SGM Adjourns. - SGM is adjourned and will return within the next six
weeks.
Registration number 4638 R
Dublin Food Co-Operative Society Limited
Directors' Report and Financial Statements
for the year ended 31st December 2016
Dublin Food Co-Operative Society Limited
Company information
Directors
Thomas Hamann
(Chairperson)
Mark O'Connor
(Treasurer)
Paul Farrell
(Secretary)
Sam Toland
(Appointed 16 Feb 2017)
Vincenza Loris Paladino(Appointed 25 Feb 2016)
Dominik Chlebowski
(Appointed 7 April 2016)
Patrick Flynn
(Appointed 7 April 2016)
Martin Obst
(Appointed 7 April 2016)
Philipa Ferraz
(Appointed 12 Aug 2016)
Secretary
Paul Farrell
Company number
4638 R
Registered office
12 Newmarket
Dublin 8
Auditors
Mark Glynn & Co.
Kit House
13 Magna Business Park
City West
Dublin 24
Business address
12 Newmarket
Dublin 8
Bankers
Ulster Bank
33 College Green
Dublin 2
Solicitors
Leman Solicitors
8-34 Percy Place
Dublin 4
Dublin Food Co-Operative Society Limited
Contents
Page
Directors' report
1-2
Independent Auditors' report
3-4
Profit and loss account
5
Balance sheet
6
Notes to the financial statements
7 - 11
Dublin Food Co-Operative Society Limited
Directors' report
for the year ended 31st December 2016
The directors present their report and the audited financial statements for the year ended 31st
December 2016.
Principal activities, Business Review and Future Developments
The principal activity of the Co-op continues to be that of a retail/wholesale food cooperative in
addition to providing (directly or indirectly) a range of ancillary services including events, markets and
a cafe.
The Co-op continues to consistently review it's core service offering, operating structure and diversify
its product and service range. Our POS and e-commerce platforms have been reviewed and the
improvement thereof is being finalised by the management team.
The Co-op is in the process of implementing an improved volunteering system which is yielding
benefits in terms of increased volunteer productivity.
The Co-op intends to remain at the cutting edge of ethical food consumption by innovating our core
offering and targeting key long-term agreements in the ethical consumption sector, including vegan
and zero-waste movements, with the aim of increasing membership there after supporting the viability
of our services.
Results and dividends
The results for the year are set out on page 5.
Principal Risks and Uncertainties
Like all enterprises the Co-op faces risks and uncertainties that can change at any time due to
external circumstances. The following risks and uncertainties have been identified by the board.
- On the 1st November 2016 the Co-op entered into a licence agreement with the Creedon Group
Ltd to use the premises known as 11 & 12 Newmarket, Dublin 8 as a food market. The licence
agreement will expire on the 31st October 2017. As it stands the Co-op have no alternative premises
when the licence agreement expires.
- The insecurity of the Co-ops tenure over the premises and the expected transition of premises in
the near to medium term presents a risk both from loss of trade and costs of transitioning between
premises.
- The Co-op is facing competition from other markets and if the Co-op fails to compete sucessfully
market share may decline.
- While the Co-op is less exposed to UK-based suppliers than in previous years, we are still directly
or indirectly exposed to currency fluctuations.
- The loss of key personnel could impact on the ability of the Co-op to operate efficiently.
- The organic and ethical food market is increasingly competitive with franchised convenience stores
and supermarkets offering an increased range of products aimed at ethical consumers, eroding the
Co-ops advantage both in price and variety.
Post Balance Sheet Events
There are no post balance sheet events.
Directors
Page 1
Dublin Food Co-Operative Society Limited
Directors' report
for the year ended 31st December 2016
The current list of board members is set out in the contents page.
The following Directors were appointed during the period: Sam Toland, Vincenza Loris Paladino,
Dominik Chlebowski, Patrick Flynn, Martin Obst, Philipa Ferraz, Gabrielle Lafitte, Aine Suttle and
Andrew McCormack.
The following directors resigned or stepped down during the period: Gabrielle Lafitte, Aine Suttle, Joe
Zefran, Innokenti Belaga, Jennifer Winder-Baggot and Andrew McCormack.
Transactions Involving Directors
After public advertisement, Chairman Thomas Hamann purchased a van from the Co-op for €350.
Directors' responsibilities
Company law requires the directors to prepare statutory financial statements for each financial year
which give a true and fair view of the state of the assets, liabilities and financial position of the
company, as at the end of the financial year, and profit and loss, for the financial year and otherwise
comply with the Industrial and Provident Societies Acts, 1893 to 2014 . In preparing these the
directors are required to:
- select suitable accounting policies and then apply them consistently;
- make judgements and estimates that are reasonable and prudent;
- state whether the statutory financial statements have been in accordance with applicable accounting
standards, identify those standards and note the effect and the reasons for any material departure
from those standards.
- prepare the statutory financial statements on the going concern basis unless it is inappropriate to
presume that the Society will continue in business.
The directors are responsible for ensuring that the society keeps or causes to be kept adequate
accounting records which correctly explain and record the transactions of the company, enable at any
time the assets, liabilities, financial position and profit and loss of the Society to be determined with
reasonable accuracy, enable them to ensure that the statutory financial statements and directors
report comply with the Industrial and Provident Societies Acts, 1893 to 2014 and enable the statutory
financial statements to be audited. They are also responsible for safeguarding the assets of the
Society and hence for taking reasonable steps for the prevention and detection of fraud and other
irregularities.
Accounting records
The Directors acknowledge their responsibility to keep accounting records for the society to this end
we employ a full time bookkeeper. Our accounting records are kept at 12 Newmarket, Dublin 8.
Auditors
The auditors, Mark Glynn & Co., offer themselves for re-appointment in accordance with Rule 12b
(111).
This report was approved by the Board on 3rd April 2017 and signed on its behalf by
Mark O'Connor
Director
Paul Farrell
Director
Page 1
Dublin Food Co-Operative Society Limited
Independent auditors' report to the shareholders of Dublin Food Co-Operative Society
Limited
We have audited the statutory financial statements of Dublin Food Co-Operative Society Limited for
the year ended 31st December 2016 which comprise the profit and loss account, the balance sheet
and the related notes. The financial reporting framework that has been applied in their preparation is
Irish law and accounting standards issued by the Financial Reporting Council (Generally Accepted
Accounting Practice in Ireland).
This report is made solely to the members of the Society, as a body in accordance with the
requirements of the Industrial and Provident Societies Acts, 1893 to 2014. Our audit work has been
undertaken so that we might state to the members of the Society those matters we are required to
state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other than the Society and the Society
members as a body, for our audit work, for this report, or for the opinions we have formed.
Respective responsibilities of directors and auditors
As explained more fully in the directors' responsibilities the Society's directors are responsible for
the preparation of the statutory financial statements and for being satisfied that they give a true and
fair view and otherwise comply with Industrial and Provident Societies Acts, 1893 to 2014.
Our responsibility is to audit and express an opinion on the statutory financial statements in
accordance with Irish law and International Standards on Auditing (UK and Ireland). Those
standards require us to comply with the Auditing Practices Board's [APB's] Ethical Standards for
Auditors including "APB Ethical Standards - Provisions Available for Small Entities (Revised)", in
the circumstances set out in the financial statements.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements
sufficient to give reasonable assurance that the statutory financial statements are free from material
misstatements, whether caused by fraud or error. This includes an assessment of: whether the
accounting policies are appropriate to the societies circumstances and have been consistently
applied and adequately disclosed; the reasonableness of significant accounting estimates made by
the directors; and the overall presentation of the financial statements. In addition, we read all the
financial and non financial information to identify material inconsistencies with the audited statutory
financial statements and to identify any information that is appartently materially incorrect based on,
or materially inconsistent with, the knowledge acquired by us in the course of preforming the audit.
If we become aware of any apparent material misstatement or inconsistencies we consider the
implications for our report.
Opinion on Financial Statements
In our opinion the financial statements;
give a true and fair view of the assets, liabilities and financial position of the society as at 31st
December 2016 and of its loss for the year then ended; and
have been properly prepared in accordance with Generally Accepted Accounting Practice in Ireland
and in particular with the requirements of the Industrial and Provident Societies Acts, 1893 to 2014.
Page 2
Dublin Food Co-Operative Society Limited
Independent auditors' report to the shareholders of Dublin Food Co-Operative Society
Limited continued
Emphasis of matter - Going Concern
In forming our opinion on the statutory financial statements, which is not modified, we have
considered the adequacy of the disclosure made in note 14 to the financial statements concerning
the company's ability to continue as a going concern. The company currently has no security of
tenure over its premises beyond 31st October 2017 and failure to secure new premises could result
in the Co-op not being able to continue to trade. These conditions indicate the existence of a
material uncertainty which may cast significant doubt about the company's ability to continue as a
going concern. The financial statements do not include the adjustments that would result if the Coop was unable to continue as a going concern.
Matters on which we are required to report by the Industrial and Provident Societies Acts,
1893 to 2014
We have obtained all the information and explanations that we consider necessary for the purposes
of our audit.
- In our opinion the accounting records of the company were sufficient to permit the statutory
financial statements to be readily and properly audited.
- The statutory financial statements are in agreement with the accounting records.
In our opinion the information given in the directors' report is consistent with the financial
statements.
Matters on which we are required to report by exception
We have nothing to report in respect of the provisions in the Industrial and Provident Societies Acts,
1893 to 2014 which require us to report to you if, in our opinion the disclosures of directors'
remuneration and transactions specified by law are not made.
Mark Glynn for and on behalf of
Mark Glynn & Co.
Registered Auditor CP353
3rd April 2017
Kit House
13 Magna Business Park
City West
Dublin 24
Page 3
Dublin Food Co-Operative Society Limited
Profit and loss account
for the year ended 31st December 2016
Continuing operations
2016
2015
Turnover
Notes
€
€
2
1,092,726
965,204
Cost of sales
(762,102)
(686,512)
Gross profit
330,624
278,692
(380,134)
(320,617)
_______
Administrative expenses
_______
_______
_______
Operating loss
3
(49,510)
(41,925)
Other income
4
31,978
29,342
Interest receivable and similar income
Loss on ordinary
activities before taxation
Taxation
Loss on ordinary
activities after taxation
6
141
134
_______
_______
(17,391)
(12,449)
(35)
_______
(17,426)
(34)
_______
(12,483)
_______
_______
Loss for the year
(17,426)
(12,483)
Retained profit brought forward
157,182
169,665
Retained profit carried forward
139,756
157,182
_______
_______
_______
_______
There are no recognised gains or losses other than the profit or loss for the above two financial years.
Signed on behalf of the board on 3rd April 2017
Mark O'Connor
Director
Paul Farrell
Director
The notes on pages 7 to 11 form an integral part of these financial statements.
Page 4
Dublin Food Co-Operative Society Limited
Balance sheet
as at 31st December 2016
2016
Notes
Fixed assets
Tangible assets
Financial assets
Current assets
Stocks
Debtors
Cash at bank and in hand
Creditors: amounts falling
due within one year
€
7
8
9
2015
€
28,774
730
€
33,289
1,434
_______
_______
29,504
34,723
36,294
10,269
138,967
43,392
4,431
154,583
185,530
202,406
_______
10
€
_______
(73,493)
(78,208)
_______
_______
Net current assets
112,037
124,198
Net assets
141,541
158,921
11
1,785
139,756
1,739
157,182
12
141,541
158,921
Represented by:
Members shares
Profit and loss account
_______
_______
_______
_______
_______
_______
_______
_______
Signed on behalf of the board
Mark O'Connor
Director
Paul Farrell
Director
3rd April 2017
The notes on pages 7 to 11 form an integral part of these financial statements.
Page 5
Dublin Food Co-Operative Society Limited
Notes to the financial statements
for the year ended 31st December 2016
.................... continued
1.
Accounting policies
1.1.
Accounting convention
The financial statements are prepared under the historical cost convention .
The company has consistently applied all relevant accounting standards.
1.2.
the
Turnover
Turnover represents the total invoice value, excluding value added tax, of sales made during
year to members.
1.3.
Tangible fixed assets and depreciation
Tangible fixed assets are recorded at historical cost.
Depreciation is provided at rates calculated to write off the cost less residual value of each
asset over its expected useful life, as follows:
Leasehold Improvements Furniture and Equipment Motor vehicles
-
Over the life of the Primary Lease period.
12.5% Straight Line
20% Straight Line
1.4.
Subscriptions
The Society accounts for subscriptions in the period in which they are received.
1.5.
Stock
Stock is valued at the lower of cost and net realisable value.
2.
Turnover
The total turnover of the company for the year has been derived from its principal activity
wholly undertaken in Ireland.
Page 6
Dublin Food Co-Operative Society Limited
Notes to the financial statements
for the year ended 31st December 2016
4.
Other Income
2016
€
2015
€
Subscriptions
Events Income
20,886
11,092
19,735
9,607
_______
31,978
5.
_______
29,342
_______
_______
2016
Number
2015
Number
Employees
Number of employees
The average monthly numbers of employees
during the year were:
Operational
13
_______
12
_______
In addition a number of members of the Co-operative perform duties on a voluntary basis.
Employment costs
2016
€
2015
€
Wages and salaries
Social welfare costs
227,385
19,808
182,115
17,526
247,193
199,641
_______
_______
6.
_______
_______
Taxation
As the Society is a mutual Society it is exempt from Corporation Tax on its trading profits.
The Society is however liable to corporation tax on its investment income.
Page 7
Dublin Food Co-Operative Society Limited
Notes to the financial statements
for the year ended 31st December 2016
.................... continued
7.
Tangible fixed assets
Fixtures,
Leaseholdfittings and Motor
Improvementsequipment vehicle
€
€
€
Cost
At 1st January 2016
Additions
Disposals
179,107
-
113,870
3,414
-
_______
_______
At 31st December 2016
179,107
117,284
-
Depreciation
At 1st January 2016
On disposals
Charge for the year
179,107
-
_______
81,978
6,532
_______
_______
At 31st December 2016
179,107
88,510
-
_______
_______
_______
Net book values
At 31st December 2016
-
_______
At 31st December 2015
8.
Total
€
-
_______
Financial assets
_______
_______
28,774
_______
31,892
_______
2,329
(2,329)
_______
932
(932)
-
_______
-
_______
1,397
_______
Other
investments
€
Cost
At 1st January 2016
Repayments
1,434
(704)
_______
At 31st December 2016
730
_______
Net book values
At 31st December 2016
730
_______
At 31st December 2015
1,434
_______
295,306
3,414
(2,329)
_______
296,391
_______
262,017
(932)
6,532
_______
267,617
_______
28,774
_______
33,289
_______
Total
€
1,434
(704)
_______
730
_______
730
_______
1,434
_______
An investment loan of €2,500 was approved by the Directors to assist a member with a business plan. The return
on the investment is 5% per annum and is repayable over 36 months with the final payment due 20th August
2017.
Page 8
Dublin Food Co-Operative Society Limited
Notes to the financial statements
for the year ended 31st December 2016
.................... continued
9.
Debtors
2016
€
Trade debtors
Prepayments and accrued income
4,904
5,365
_______
10,269
10.
4,431
_______
4,431
_______
_______
Creditors: amounts falling due
within one year
2016
€
2015
€
Trade creditors
46,811
7,506
12,107
7,069
52,654
8,669
11,113
5,772
PAYE and social welfare
VAT
Accruals and deferred income
_______
73,493
_______
11.
2015
€
_______
78,208
_______
Members Shares
Applicants for membership are required to subscribe €1 on becoming a member of the
Society.
12.
Reconciliation of movements in members' funds
Loss for the year
Increase/(Decrease) in members shares
2016
€
(17,426)
46
2015
€
(12,483)
(16)
_______
_______
Net addition to/deduction from members' funds
Opening members' funds
(17,380)
158,921
(12,499)
171,420
Closing members' funds
141,541
158,921
_______
_______
Page 9
_______
_______
Dublin Food Co-Operative Society Limited
Notes to the financial statements
for the year ended 31st December 2016
.................... continued
13.
Contingent Liability
The directors are aware of a pending legal action against the Co-op. This matter is being
dealt with by the Co-ops legal advisors and any outcome has yet to be determined.
14.
Going concern
are
at
The insecurity of the Co-op tenure over the premises beyond 31st October 2017 gives rise to
whether the company can continue to trade without premises beyond this date. The directors
confident that they will be able to continue operating after this period and are currently looking
alternative solutions.
15.
Approval of financial statements
The financial statements were approved by the Board on 3 April 2017 and signed on its behalf
by
Mark O'Connor
Director
Paul Farrell
Director
Page 10
Dublin Food Co-Operative Society Limited
The following pages do not form part of the statutory accounts.
Dublin Food Co-Operative Society Limited
Detailed trading profit and loss account
and expenses schedule
for the year ended 31st December 2016
2016
€
Sales
Cost of sales
Opening stock
Purchases
Closing stock
Gross profit
2015
€
1,092,726
43,392
755,004
€
€
965,204
34,734
695,170
_______
_______
798,396
729,904
(36,294)
(43,392)
_______
_______
30%
(762,102)
(686,512)
_______
_______
330,624
Administrative expenses
Wages and salaries
227,385
Employer's PRSI contributions
19,808
Staff training
1,150
Rent/Licences and rates
60,316
Insurance
6,877
Light and heat
9,743
Repairs, maintenance, cleaning and security 17,165
Printing, postage and stationery
2,330
Advertising
2,003
Telephone
3,225
Computer expenses and POS development
1,056
Motor expenses
AGM/EGM/SGM/OGM
4,210
Legal and professional
5,699
Audit
2,000
Bank charges
3,353
Credit card charges
5,077
General expenses
1,128
Depreciation on FF & Equipment
6,532
Depreciation on motor vehicles
Profits/losses on disposal of tangible assets
1,077
29%
182,115
17,526
500
54,492
7,202
8,885
16,418
1,537
790
3,365
2,094
6,890
1,296
2,935
1,800
3,719
5,038
824
2,725
466
-
_______
_______
380,134
320,617
_______
Operating loss
Other income and expenses
Other Income
Other income
5%
(49,510)
_______
4%
31,978
29,342
_______
_______
31,978
Interest receivable
Other interest
Net loss for the year
278,692
(41,925)
29,342
141
134
_______
_______
141
134
_______
_______
(17,391)
(12,449)
_______
_______
Chair’s Report
They say pressure creates diamonds; I have to add that it also creates great teams.
I had the pleasure to be the Chair of one of the finest teams. After some struggles in the beginning of last
year’s term, we’ve pulled ourselves together and faced the problems head on.
As many of you know, we negotiated a new lease with our landlord, but will have to leave by the end of the
end of November. This extension was hard fought for and came at a high price. Our rent almost doubled but
it bought us the time that we need to find an alternative.
Once we stabilised this issue we focused on our next steps as a cooperative. We have been investigating all
possible options (like rent, rent-to-buy and buying), researched and viewed premises, and looked into ways
of funding. All this work lead us to the OGM on the 30th of March.
Additionally, we had to deal with the loss of Norman who left a big gap in our daily operations, which was
partly filled by Gabrielle as acting manager. We have decided that given our current situation, we require a
stable management team in place and that a potential external hire at this time could be more disruptive than
it is worth. Gabrielle has an in-depth knowledge of the Co-Op, is a familiar figure to all the staff and
members and represents a stabilising force as we navigate the premises situation. Therefore, we determined
that it is in the best interests of the Cooperative to maintain Gabrielle in her current acting role with this
being periodically reviewed by the CB.
It also seems fair given the increased workload and responsibility that Gabrielle receive an equivalent level
of compensation to our Operations Manager during her time in this position.
We intend to revisit the General Manager role and our management structure generally, in the coming
months and ensure that these roles are staffed appropriately on a more permanent basis.
I hope that the members can see the rationale for the decision we have made here, and understand that it is
our genuinely held belief that it represents the best outcome for the Cooperative in the medium term. By
temporarily putting the issue of our management to bed - we can focus on supporting the management in
improving our core service and securing the next premises of the Dublin Food Cooperative.
I do want to remind everyone that while the CB has more responsibility, like our working groups, it is a
group of volunteers that have varying degrees of full-time professional commitments. They spend a
considerable amount of their free time for the Co-op. The work that all volunteers do for this Co-op is
invaluable and I can only extend my invitation from last year that we are actively seeking members for the
CB and all working groups. If you are interested, feel free to contact the group via email or the respective
group liaison.
Unfortunately, a change in work, which involves a lot of traveling, and the steady pressure as Chair has taken
its toll on my health. I therefore believe I cannot continue in this role. I resigned in the March 2017 CB
meeting and the CB elected Patrick Flynn to be the new Chair, until the new elections are due. I am very
happy with the CB's decision and I am looking forward to work with him.
I would like to stay in the CB to help the coop move forward, if the members want it. Unfortunately, I will
not be in Ireland on the 05th of April due to a business meeting, but would like to express my wish here to be
re-elected as CB member.
Finally, I have to thank the Staff and all volunteers for the great work they did in the last year, but I also
would like to thank all members for staying with us and not giving up the hope that there is a bright future
ahead of us for the coop.
Treasurer’s Report 2016
When I took over as treasurer 3 and a half years ago the Food Coop made a decent surplus and was all in all
in quite a healthy state and if we didn’t do everything in the most efficient way what matter, we would
muddle along OK. That was fine then but in the meantime we lost our very profitable fruit and veg stalls to
compete with us next door and we have been making a worrying loss ever since. On top of that our premises
situation has become quite precarious. For too long management at the Coop has been too busy arguing
among ourselves and fire-fighting crises both real and imagined. The effective level of leadership has been
very lacking but there is now real hope with the high caliber of our present CB members and of our
promising new manager Gaby.
In 2016 our sale of goods turnover increased by almost 8% to over a million mostly from higher fruit & veg
sales but we made an overall loss of €11,500 compared to 12,500 in 2015. Our trading position was made
more difficult because we have to pay a whopping €3,000 extra rent per month starting last November under
a new 12 month lease. Both the CB and our manager Gaby are conscious of the need to improve our finances
and Gaby in a new initiative is currently putting volunteers in minor responsible positions to introduce new
skills and to save on labor costs. This new style of management can give a boost to the way we do business
in the coop. Some may think Business a dirty word but we have to make better use of the wealth of talent
among our members.
I have been a member of the Dublin Food Coop for most of its 33 odd years and I’m about to step down after
4 years on the CB and if I can give one piece of advice I would say that we need some permanent
experienced members on the CB at least the manager and one staff member. Even consider changing our
status into a workers coop like the Quay Coop in Cork. Certainly we can no longer rely exclusively on wellmeaning but often very inexperienced volunteers for the CB. There is huge potential for food coops in
Dublin lets lead the way.
As we have made losses over the last 2 years our Total Capital & Reserves have dropped from €171,000 in
2014 to 147,000 in 2016. This has left us with less reserves to spare for buying a new premises, we can get a
low interest loan from Clan Credo but we also hope to launch a community share scheme asking you the
members to dig deep to finance a secure new home for our coop. A lot has gone into building up the coop
into what it is and can be today. It would be a crying shame if we don’t all do whatever we can to get the
coop over this hump.
Mark O’Connor
Treasurer
Manager’s Report
.
Dear members
2016 was a challenging year for the Dublin Food Co-op staff and management. I am happy to be
able to say however that this challenge proved positive in the end. The management and staff have really
come together as a team, which is proving to be an important factor as we improve our efficiency, optimise
the use of our premises and expand our services to members.
Our business have grown with a turnover of over 1 000 000€ and stability in the shareholders and
membership numbers (around 1800 shareholders). We have developed the hiring of the Dublin Food Cooperative as a venue in order to maximise the use of the premises, and we are grateful to the partners who
worked with us in the events organised here and to the Events working group for their great job. The
operations staff and the Products group have worked steadily to increase our range of products and new great
producers members have joined our Saturdays thanks to the simplified application system. The Fruits and
veg team has managed to get the IOFGA certification for the third year running, and to maintain steady
relationships with our suppliers.
However, the confused situation around our current premises and the departure of our General
Manager, as well as the increased competitiveness of other producers markets around Dublin, has had a cost
and we registered an operating loss which we only began to redress at the end of the year.
There have been many changes to our staff structure this past year, in addition to some turnover in
personnel and the extension of existing roles to fill gaps without hiring more staff.
It is to the great credit of the Co-op staff that they coped with this complicated situation and stayed
focused on the services that the Co-op endeavors to provide to its members.
What happened in 2016:
Our general Manager, Norman Rides, left the Co-op in June. No General Manager was hired
immediately after him due to the uncertainty and urgency of the premises situation, and the handover was
partly done to the administrative and operations staff.
Our brilliant cover for the Administrator’s maternity leave, Tessa Cornally, accepted to stay along
with myself as returning administrator and together we took over a number of additional responsibilities and
managed several urgent projects (mainly issues related to our members database, but also human resources
and communications). The operations management team, Aoife Hammond, Amy Van Den Broecke and Tim
Cookson, went above and beyond the call of duty and covered for a number of core management duties
during this initial interim period. The fresh produce team did an incredible work of self-solving arising
issues.
However, this interim situation ended up turning creative problem-solving into the Co-op
management strategy, which could not be the long-term solution. The staff were under pressure and staff
hours were increasing due to difficulties of coordination.
In addition, the uncertainty towards our continuation in the current premises was creating a great
deal of stress. All the staff was working during summer and autumn time under the pressure to know we
could have to move quite suddenly to a smaller unit. The CB was trying to communicate reassuringly, but
was tied by a condition of confidentiality during its negotiations with our landlord.
In October, Tessa Cornally was offered a position in another organisation, and she left the Co-op in
November. Pauric Cannon announced his retirement for the beginning of 2017.
At the end of the month, the CB secured the premises for another 12 months, with a possibility to
end the contract earlier if we found other suitable premises.
Addressing the management coordination issue became then a “relevant urgency” that the CB
understood fully, and reacted promptly to by appointing myself as acting Manager in November, with first
priorities being to reorganise the staffing of the administration and operations team. Nuala Gronbach from
the operations staff very kindly accepted to take over some administrative duties. She had done
administrative duties in the past from time to time when needed, and was thus able to be trained easily and
rapidly, which was very valuable in the circumstances.
I worked with Amy Van Den Broecke and Aoife Hammond towards reviewing the operations tasks
and roster in an effort to improve our staff efficiency and reduce staff hours without diminishing service
quality. Thanks to an incredible amount support from the rest of staff, for which I am personally very
grateful, we managed to cut down hours and reduce wages costs.
This re-organisation was still being implemented in December and is thus not greatly reflected in our
2016 accounts. The bulk of these changes were completed in January, after CB approval, alongside a change
in opening hours more in line with usual trading hours. We are now open in the mornings, and closing earlier
on Wednesday and Friday evenings.
I am happy to report that this strategy is already proving efficient and that for January 2017 we made
an operating profit, despite our increased rent and the absence of the revenue of two Sunday markets (each
year January does not have the typical complement of markets).
Other changes in staff:
Mary McCarthy and Melanie Drew have joined the operations staff in June and September respectively on a
part-time basis to cover reduction of hours from other staff members.
What is happening now:
We are continuing our efforts to review and reorganise all the Co-op tasks in order to improve
efficiency and services and hope to have this review completed in the coming weeks. This will very likely
lead to a redefinition of a number of roles, a process begun by our previous General Manager but which was
not completed during his time with us.
Management accountancy is key to understand our various costs and resources in order to develop a
business strategy for the service of the members. Vincenza Paladino has been doing a fantastic job since
January in this area, and has accepted to keep on supporting me and the CB in this direction. In addition, a
new working group was created in January 2017 for additional support.
The operations staff are doing a great job in creating procedures documentation. This is a work in
progress which needs to be pursued and made systematic.
We now have monthly staff meetings, along with other internal procedures, to provide a chance for
everyone to work together on improving our efficiency, and to improve communication and motivation. This
needs to be continued and replicated for the volunteers organisation.
We are also creating new voluntary roles to support this new organisation. The administrative
support volunteers have been an invaluable help during renewals time (and we have a few slots available if
you have an interest.. ) and all year round. The DFC Office also now has communications volunteers who are
doing a fantastic job and saving a number of staff hours as these duties have been constantly increasing over
the last year. We have a volunteer member working away in creating a new website for the Co-op with
additional facilities which should greatly improve our communication, bring more new members on-board,
and make their involvement easier.
For operations, Aoife Hammond has done a Trojan job to improve communication with the volunteer
base. Thanks to her personality we now have a group of volunteers who come in weekly to assist the staff
and have proved very reliable. Aoife has also been working with the staff to continuously improve their
communication and interactions with volunteers.
I believe a review and improvement of our volunteers organisation is the way forward for the Co-op:
it should increase ownership of the Co-op activities by the membership, members education and involvement
in Co-operative organisation, as well as overall efficiency. The current CB have expressed strong support for
supporting the growth of a deeper and more involved membership, and I am glad to prioritise this as we
improve our structures this year.
From a business point of view, the situation in Newmarket square is an asset of which we need to make
the most in order to organise adequately the move to new premises. The weekly activities and the Saturday
market need to be developed. As acting Manager it will be my duty to ensure that the Co-op develops its
business identity in order to improve loyalty of the members and continues to offer something special for
everyone in the full respect of our ethos and values.
In short:
It has been a bit of a messy year; we are putting the house in order, and it is a lot of work, but the
team effort feeling makes it lighter. We understand the membership concerns, and will happily answer any
query. We are extremely grateful for the continuous support of all the parties involved (including families
and partners of staff and volunteers who accepted the crazy hours that all have done lately!). The Co-op is a
fantastic place, and we will work to make sure it stays so, wherever it is.
Yours in co-operation
Gabrielle Lafitte,
General Manager
VEG REPORT
Hours and staff- in Summer 2016 a third member of staff, Mel, joined the veg team and Niamh took a three
month sabbatical. The original hours in 2016 were lowered in the new year as a work routine and roles
became established. Volunteers have taken on a special function within the vegetable section in helping with
processing the deliveries and initial setup of the vegetable display. We are very grateful for the contribution
of
these
weekly
volunteers.
Irish Supply- During 2016 crop plans were produced with two Irish suppliers, Oliver Kelly and Mick
Gordon. Some of these crops were not successfully grown, but the crop plans did succeed in having stock
available for longer periods through the year. The Murrough Co-op did not supply the Co-op in 2016. Late in
the year, Beechlawn, a Galway supplier, offered free delivery for larger orders, enabling us to purchase
produce and sell it on at a reasonable price. This has greatly extended our selection of quality Irish produce.
We continue to concentrate on trying to find suppliers to fill in the gaps of the Irish selection. We hope to get
more Irish fruit, establish a steady year round produce supply and maintain good relationships with our
current growers and suppliers.
European- We still have two European suppliers, Dynamis in France and Udea in Netherlands. Currently the
deliveries are staggered over two days. The advantage; lessened workload on a Thursday, the disadvantage;
the stock on Wednesdays is reduced and the selection is not as good. As Dynamis cannot be delivered on a
Wednesday, we have started ordering more variety from Udea to compensate and fill gaps in the display. We
will investigate buying from the Smithfield Fruit & Vegetable market, if we can arrange staff and transport.
Manual Handling Certification- according to health and safety regulations, staff/volunteers need to be
trained in manual handling. Courses started in February and are offered on a continuous basis. This is also a
response to injuries which were incurred during work times in 2016/17 and in the hopes that it will prevent
future
accidents
and
injuries
due
to
improper
handling.
Waste Reduction- The veg team has introduced the option to buy reusable cotton vegetable bags. We hope
this will reduce the amount of paper and plastic bags being given out.
Spoilage: the produce which have gone off during transport is composted and usually refunded for by the
providers. The produce which is perfectly edible but might have difficulty selling for aesthetic reasons is
offered at cost price to the café and the members. Other spoilage is recorded, and goes to compost or is
sometimes given to members who ask for it when shopping.
The fruit and veg team is available for queries and suggestions regarding vegetable supplies, orders, etc. You
can e-mail [email protected]. To volunteer with the veg team, volunteers should still go through
Aoife Hammond who is the coordinator for operations volunteers, (helprota@ ), in order to maintain
consistency in volunteers coordination.
Premises Working Group (PWG) AGM Report 2017
March 2017.
Members of the Premises Working Group 2016/17
Pirooz Dinoshandi, Pauric Cannon, Paul Farrell, Jennifer Winder Bagott, Martin Obst
CB. liaison : Patrick Flynn.
Professional advisors: Architects: Solearth Mike Haslam
Solicitors: Leman
12th February 2016: Landlord serves DFCo-op with official legal notice to quit.
Landlords (Creedon Group) serve formal 'Notice-to-quit' on sitting tenant, Dublin Food Co-op that requires
the co-op to vacate our trading premises at 12 Newmarket, Dublin 8 and return full vacant possession to
Landlord by 30th November. This action had potentially serious implications for the co-op including major
disruption of our ability to trade with our members and or, in a worse case scenario, a permanent shut- down
of the co-op.
15th February 2016: CB's response
The CB responded to the above critical event by a) initiating a series of meetings with the Landlord's
representative, Martin Creedon and b) appointing a New Premises Negotiating Team (NPNT) which includes
members of both the CB and Premises Working Group (PWG) with relevant skills and experience to
negotiate on the co-op's behalf in finding a solution. Professional legal and architectural advisors were also
appointed by the CB.
Members of the New Premises Negotiating Team (NPNT) include;
Patrick Flynn (Architect) Paul Farrell and Pauric Cannon (former commercial estate agent who was involved
in negotiating the original lease with the Landlords in 2007.)
The (NPNT) co-op's negotiating team objectives were as follows;
1) to negotiate with the Landlord, to obtain the maximum length of time which the co-op can remain
trading at 12 Newmarket.
2) to examine the feasibility of moving into a temporary alternative premises located near Newmarket
which the Landlord had proposed but which, in fact would require major renovation works. It was
envisaged that, after a period of two years trading at this location, the co-op would to move back into
a brand new No. 12 Newmarket which, by then it was hoped, would be totally redeveloped by the
Creedon Group by 2020 or 2021.
In summary, regarding objective (1) above;
The negotiating team did succeed in obtaining an extension of eleven months, that is to November 1 st 2017.
However, there is an additional cost involved. The Landlord has demanded and the co-op had no option but
to agree,a rent increase from the current 30,000 to 65,000 euros per annum under a new tenancy agreement.
The Landlord can, at his exclusive discretion, extend this agreement from the end of November on a monthto-month basis at a pro-rata rent rate of 6,000 per month approx.
Regarding objective (2) above.
After a detailed cost and feasibility assessment this second proposal was abandoned on grounds of
prohibitive costs and unworkable logistics.
What comes next ?
We must try to engage with our members in the most meaningful way possible. Humbly ask for their advice
in these difficult circumstances that are not entirely of our own making. Re-focus, re-kindle our love for the
co-op, re-direct our efforts towards finding a new home for Dublin Food Co-op. Our upcoming SGM
(Special General Meeting) on THURSDAY 30th March will deal with the matter of the future of the
premises.
Co-operatively yours,
New Premises Negotiating Team & Premises Working Group (PWG).
Dublin Food Co-operative (Society) Ltd.
Products Group Report 2016-2017
Membership: Mark Kennedy, Nicola Reeves, Sile Reeves, Helen Noonan, Pat Tobin(Chair)
Patrick Flynn – CB representative
Tim or Amy attend in their staff capacity.
Erik Wenzel was an active member until October 2016 when he moved to Spain.
The Products Group met 9 times in the past year
Main Activities:
Review and sourcing products:
The PG consider new products in light of already existing range of products on our shelves, value
for money, air miles travelled, organic status and ethical considerations. In the past year, we have
continued to prioritise Irish products.
New products include a range of different Irish made chocolate, kefir, unpasteurised sauerkraut,
Amberline preserves, organic jams and chutneys, McCabes coffee, Kilbeggan oats and oat products,
Irish soap, Funkyfungi dried mushrooms and artisan popcorn.
Efforts continue to be made to expand fresh products such as cheese. Corleggy did trade with us for
a period but didn’t find it sufficiently viable.
Some products were also discontinued due to concerns about ingredients such as the EcoCover
cleaning range.
Producer Members
The PG were sorry to lose Penny Lange and Denis Healy – however through very dedicated
commitment the Co-op has provided a great range of organic vegetables for sale. The PG wish to
commend the staff for getting this up and running and expanding over the year.
The PG also reviews Producer Member applications. In the past year, we have welcomed Sylvia
with her Italian Food, George with his great array of baskets and a great honey and bee products
stall. There are also other applications pending. Sonairte have also returned with a great range of
vegetables and plants.
There is also a rotating craft stall for Producer Members who wish to sell crafts.
Workshops
The PG are always interested in hearing from members who are interested in organising workshops
for members. One such workshop in the last year was a fermentation workshop organised by Erik
Wenzel from the group. It attracted a large attendance and proved to be a good way to attract new
members as well.
Events working group report 2016
Review of 2016
The year 2016 has been a challenging year for the Dublin Food Coop as we all know, and when I
was appointed Events Working Group liaison I had to face a confusing and demotivating situation,
without having the chance to rely on a real handover. It was not easy to reform the group, and
follow up the events that were going to happen during the year, but we did it.
The loss of the use of side-room in July was an extra difficulty for the organisation of events. We
have relocated most events in the main hall and in the upstairs side-room.
Although the difficult time we closed the financial year with an income of € 20,300 of which a
great part was coming from the Sunday Markets.
The above figure has been the result of the venue hiring system we put in place that has been
consistent with the price and policy and focused on avoiding interference with our regular trading
activities. Consistency has been followed regarding the fourth Sunday of the month (where
happening), the events that have been organised on this Sunday has been free of charge with the
intent to give our stakeholders the clear idea that everybody could come to the Co-op and have a
cup of coffee or get their shopping done without worrying about paying for ticket to access the
premises.
The events group members did a great job building a loyalty among different events organisers and
associations ( e.i.LASC), who keep organising their annual event in our Co-op.
When the Brocante Market left without any warning, the Co-op managed to organise a
replacement with the Family Fair and the Rumble in the Jumble running alternatively on the third
Sunday of the month. For 2017, the Rumble in the Jumble will happen monthly.
This is just the beginning of a long and challenging road that the Events section of the Co-op
should follow. There is room for improvements as demand increases, and to satisfy this demand
certain changes need to take place. The organisation of the group is an issue. Dealing with the
venue hiring requires good knowledge of the DFC operations, and most of the time our volunteers
do not have this experience. This means that they cannot necessarily deal with the many issues
that arise in the delivery of an event, and quite often this creates further issues which must be
rectified by management and/or staff. This leads to quite a bit of wasted time and effort – and
more importantly does not allow us to provide the optimum number of events to our members.
The events group was able to work efficiently last year mainly due to the fact that two staff
members and a professional event manager were part of it on a volunteer basis, but this is
becoming too demanding.
Our Recommendations
It is our recommendation that in future the DFC management team should have core responsibility
for the venue hire with volunteers support when needed. For the organisation of events on our
premises, we would recommend that each event have one coordinator, and a team of volunteers.
The events manager should ensure coordination between external and internal events in order to
avoid conflicts and to ensure smooth relationship with the Co-op trading activities.
We would therefore favour that we do not renew the events working group for the current term
2017-18, and revisit this situation next year.
We would be very happy to support and encourage members who would like to organise internal
events in relation with the Co-op ethos and values to contact us. We feel we should have
promoted them more actively through events and want to correct this for the coming year.
The DFC Events group: Gaby, Loris and Amy
Motions
CB Motions
Motion on online decision-making
"The Co-ordinating Body may adopt the use of an online decision-making platform to facilitate their
meetings. Once adopted all Co-ordinating Body members must register with the online decisionmaking.
A decision is held to be valid if a majority of current Co-ordinating Body members vote on the proposal,
and a majority of the participating members vote in favour of the proposal.
All such decisions (whether passed or defeated) must be recorded (including the full text of the proposal
and the outcome of the vote) in the minutes of the next Co-ordinating Body meeting."
Members Motions
Motion: That the Dublin Food Co-op cease stocking dried food products from China on account of the
travel miles involved and the uncertain organic standards in China.'
Proposed by: Brigitte Le Juez
Motion: Active Membership
For a member to remain in good standing in the Cooperative they must ensure that they endeavour to fulfil
the DFC Active Membership criteria.
To sustain an active membership, a member must attend a Failte meeting within three months and thereafter
ensure that they meet any two of the following criteria in the year between AGMs;
1. volunteer for a minimum of 2 hours a month on (a) the help rota, (b) welcome desk rota, (c) as a core
volunteer worker or (d) on a working group.
2. trade with the cooperative to the value of €400
3. attendance at two cooperative information sessions and/or general meetings
Failure to comply with the active membership requirements may lead to the suspension of
member discount for 3 months.
Proposed by: Guillaume Blanchard
Motion: Trial of Patronage Model
The Co-ordinating Body may operate a trial whereby a member’s patronage of the Cooperative is
recognised through regular payments to members in proportion to their trading activity with the
Cooperative (in cash or credit towards future purchases). Frequency and date of payments shall be
determined by the Co-ordinating Body in consultation with management.
A member’s volunteering may be recognised by increasing the nominal value of their trading activity by
a fixed percentage for the purposes of calculating their share of these payments.
During this trial at least 5% of the gross revenue generated each month from the trading activity of
members participating in this trial shall be set aside for the purpose of providing payments to
members.This trial shall operate on an opt-in basis.
Proposed by: Sam Toland
Motion: That the members of the Dublin Food Cooperative Society withdraw the right of membership
of this society from Christopher Stapleton and Deirdre Sullivan.
Proposed by: Seosamh P. O Duinn
Motion: That all applicants for membership be given the choice of paying an annual subscription by a
fixed money contribution or by way of reinvestment of the agreed value from purchasing discounts.
Proposed by: Seosamh P. O Duinn
Motion: That the 10% of trade turnover paid by producer members on trading days be accepted as the
annual subscription of that producer member.
Proposed by: Seosamh P. O Duinn
Motion: That the actual energy and incidental cost of each producer member's position be calculated and
invoiced as a charge.
Proposed by: Seosamh P. O Duinn