Every effort has been made to ensure that the information in this publication is correct. The publishers and their employees or agents shall not accept any responsibility for loss or other consequences which may arise acting or refraining from acting as a result of material in this kit. Learn about college co-op programs that might be able to help you get full-time work experience in between periods of going to school full-time. Our compass should be our set of shared values.
We should be comfortable challenging accepted practices of businesses and startups. By bucking convention, we can define new measures of success based on our values, and create our own purpose-driven counter culture. Values are the foundation of a human-centered organization and should lead all other decisions.
In order to build a constructive alternative, we have to understand the status quo. Similarly, if we want to create a new economic engine, we have to look under the hood of traditional businesses and learn how to disassemble their parts. This means starting with a foundational knowledge and frame of reference for how traditional businesses are financed, incorporated, and structured.
There is no equivalent Legal Zoom or Rocket Lawyer for starting a cooperative. We have to learn the rules in order to bend them. This includes understanding: common stock vs. Corporate Financing: Learn how companies tend to finance themselves.
This includes venture capital , convertible notes , priced equity rounds , revenue-based financing , DPO s, SAFEs , equity crowdfunding , and more. Corporate Governance: Learn how companies make decisions. This includes understanding the role of a board of directors vs. For many of the concepts listed above, the best way to learn is to dive deep into startup literature.
For example:. Buffer is not a cooperative, but is trailblazing new standards of c orporate transparency. Starting a cooperative requires organizing people and selling ideas that may be unfamiliar or unintuitive to some. Financial plan. What is the total investment required for start-up? What are your short and medium-term investment plans?
Where will funds come from? Have they been confirmed? How much comes from each source, and what conditions do funds come under e. What security is offered? When is the co-operative expected to make a profit?
What level of sales is required to make a profit? When will members see a return? How much are profits expected to grow each year? How will costs be kept down? If non-distributing, will you retain surpluses, and where do you plan to donate excess surpluses? A note on financial management. This note on financial management is not meant for inclusion in the business plan, but nevertheless is very important. A summary of the financial management systems used could be included in the financial plan.
Members and investors need to know how the co-operative is performing and need to receive regular accurate reports. Systems must correctly identify, measure and communicate financial information. Complete, accurate, and up-to-date financial records must be kept. These may be handwritten, or on computer spreadsheets, but we recommend that unless the co-operative is very small, you should use financial software.
Develop strong systems for handling cash. Provide numbered and dated receipts for money received. Provide numbered and dated invoices tax invoices if the co-operative is GST registered for purchases and to others who owe you money. Every month, reconcile your expenses paid and income received with the bank statement. Produce a balance sheet and profit and loss statement to help you keep an eye on finances and to allow you to plan and control the co-operative.
Watch your creditor and debtor levels; ensure you collect money owing and pay expenses when due. The strategic plan. A strategic plan is usually a long-term plan for the next three to five years. It explains the goals and objectives to be reached, and the path to achieve them. Focus on a small number of key priorities. Too many priorities will mean you lose focus on the major objectives. Make the priorities easy to translate into action plans, and have clear timelines to achieve outcomes.
Provide a summary of the information within the business plan, and more detail in the appendices. Start a new page for each appendix. Subscribe to our email newsletter. Cover page The business plan itself does not need to have all the sections listed in the Table of Contents below, but you should put some effort into every section listed in it to have the co-operative well prepared before it is open for business.
Contents Executive summary Write the executive summary after you have finished the rest of the business plan. It may include: the reason s the business plan has been written an overview of the co-operative and its market opportunities a description of the products or services a summary of its expected financial performance.
Introduction This section provides background information about the co-operative and could very briefly describe the co-operative type, when it was formed, who formed it and why, its location, mission, vision, values and principles, objectives and strategy to achieve them, industry, products and services, target market, development stage and achievements to date, summary of members and management, and capital raised to date. The mission statement should say what you do, how you do it, and why you do it.
Make it brief; one to two pages should do. Premises Describe the location, size and capacity of premises and any warehouse facilities. Registrations and licences List the registrations and licences that the co-operative has. Insurance Describe the insurance that the co-operative has and will be getting. Plant and equipment Itemise the plant and equipment that the co-operative has and needs. Products and services In simple terms, describe the features of the products and services the co-operative currently provides, and those to be developed in the future.
Inventory If you have a product inventory, list the items in a table, or include an inventory list in the appendices. Members and directors If the business plan is being written to assist you to ask for finance, use this section to show that the people who own and run the co-operative are competent and qualified. Key personnel If you plan to engage employees or already have staff, list the positions, names if already employed and skills of employees, and whether their employment is full-time, part-time or casual.
Co-operative advisors Include the business names and addresses of professional advisers who have helped to establish and grow the co-operative.
Risk management List the risks, in order of likelihood that they could occur, that the co-operative faces. Operational plan A new co-operative should explain how the co-operative will be run: the daily routines, people and functions that will make the co-operative run smoothly and successfully. Production plan The production plan will describe how the co-operative will manufacture, procure products or provide services, and provide the final product or service to customers.
It will describe: the complexity of the manufacturing the equipment and tools required the cost of raw materials and labour per unit the cost to produce a product or deliver a service the number of hours of production daily or weekly the number of units to be produced or the number of services to be delivered average selling price managing inventory levels forecast number of days stock is to be held cost control manufacturing staff requirements source and delivery partners and contract terms the time taken to produce the required stock levels environmental plans disposal of waste.
The market This is an important section of the business plan, as it demonstrates that you have done your homework and it is likely that your product or service will be accepted by customers.
Political Issues may include changes of government, international relations and trade, employment, environment and competition regulations, taxation legislation, new policies and laws, consumer protection, and industrial relations. Economic Issues may include interest rates, government spending, consumer confidence, unemployment, exchange rates, inflation, national and state economic growth, global economic outlook, materials availability, import substitution and skills shortages.
Social Issues may include demographics, education, standards of living, multiculturalism, housing availability, fashion, health awareness and income distribution. Environmental Issues may include environmental awareness, waste, pollution, energy, climate change and water.
Technological Issues may include efficiencies, obsolescence, NBN, costs, savings, research, innovation and social networks. Your market research might include: customer profiles and characteristics — age groups, gender, occupation, income, location, buying habits customer preferences, needs and expectations target markets the customer fit, and demand for products and services your fit, barriers to entry and influence on the market product specifications, acceptance and new opportunities product pricing and sales forecasts market size units and value market growth and trends market segmentation and definition competitor analysis advertising and promotional opportunities seasonal variations methods of distribution.
Describe the research you have done, and what it has revealed. Competitors Do not underestimate your competition. Competitive advantage Describe what is different about your products or services compared to those of competitors. Do you have a different target market? Is there an unmet need in the target market you can fulfil? Do you offer something different or new? Does your product or service have superior quality or features?
Ideally the door threshold should be placed an inch or two above the coop floor. This keeps stuff from getting in the threshold. It is easier for them to step over a threshold than to stoop. We recommend at least securing ADOR1 to the wall with five screws provided : one in each upper corner and one in each lower corner and one in the middle bottom.
To get to the bottom frame holes, loosen the bottom guard rail screw on one side and swing the rail out of the way so your screwdriver can get to the mounting screw, and put the rail back when done. If the wall is uneven and you warp the frame, ADOR1 may not work properly. Use shims if necessary to make sure ADOR1 is not twisted or is not straight. Make sure you have clearance for the open door above where the door will mount. The door panel slides up and extends above top of frame when opened so that the total height is You can remove the door from ADOR1 if it will make installation easier.
The easiest way to do that is to open the box two front screws and connect the battery. Then hold the button down to JOG the door up. When the door is as high as the sprocket can lift it, the sprocket will make noise. At that point pull the door up and out of the channels and set it aside while ADOR1 is trying to lift the door when it is as high as it will go.
To put the door back in the channels, push the button and hold down and insert the door from the top with sprocket holes on the left. The sprocket should re-engage as you JOG it downward. Now with the Black alligator clip not yet connected, lay the battery in the box, and then connect the Black clip to the Negative - spring.
Be ready for the door to start moving downward. If there is daylight, after the door shuts, ADOR1 will open the door. Make sure the motor wires are not behind the battery — dress the wires over the top of the battery; otherwise the wires will push the battery outward and make the cover not fit properly. Then screw in the two 6 sheet metal screws on the front of the cover. Then leave the door in the state that matches daylight conditions. If it is night, leave the door closed and it will open in the morning; if during the day, leave the door open and it will close at night.
It is OK to move the panel but disconnect power first, or connect the battery and operate it electronically. There are two ways to command the door with the button. To JOG the door, you hold the button down and the motor will turn while you hold the button down.
Release to stop and then you can JOG in the opposite direction. To reverse, let go and hold down the button again. As long as you hold the button, the motor turns. The ADOR1 will stop automatic operation which will stop the door in the state that you leave it. If you leave it stopped in manual mode, remember that since it is flashing the LED more, it will also be drawing down the battery capacity more, so it is better to remove power for a long term disabling of automatic mode.
When I momentarily press the button for a second, the door only moves for one second and stops, instead of moving the door all the way open or shut. One second is too long. The door opens too late or closes too early. On very overcast days the ADOR1 might open later and close earlier. The chickens will also instinctually mind the amount of light. Last Call uses more battery capacity since the door operates twice as much.
We recommend changing to program 2 first, as that usually is sufficient. Rule out a motion problem first. See topic below to rule out warped unit or bad motor. Is there an outdoor yard light? WiFi Camera they emit invisible IR? Porch light? Landscape lighting? Heat Lamp inside the coop is shining through the door? Backscatter of I. If you are using the built-in photosensor, open the cover and examine the 6 pins sticking straight up from the electronic board.
The pins are numbered Six is closest to you. If you are using the external photosensor, there is a little connector on the end of the cable that is plugged into pins 2 and 3 of the six pins sticking straight up off the edge of the board. The white wire must be on pin 3. Door re-tries. When you press the button momentarily , the door must completely open or shut without reversing and re-trying.
Could be a bad motor see below. Rule out a weak battery — even if you just bought it. Is the door frame warped or crimped from shipping damage? Is the door frame warped because how it is screwed to the wall? The wall must be FLAT. Do you find any other objects that can cause friction or bind motion? When the panel slides up, does it scrape the wall? TEST: remove the 4 screws under the battery box that hold the motor. Move the motor away so that the sprocket is not engaged.
If it is pinched, look for the cause. It acts like the motor might not be working.
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