Brian A. Guy
1. Why would you like to serve on the Board of Directors of the Onion River Cooperative?
I would like to continue to serve on the Onion River Cooperative Board for two main reasons: continuity of service, and commitment to the local food network. First, I am eager to carry on the with the important Board work I started over the past year. I was selected by the Board of Directors to fill a one-year vacancy for 2013, and I am deeply impressed by the dedication, efficiency and professionalism of my co-directors. I want to serve our membership in this capacity for a full 3-year term, in order to maintain the connection, momentum and working relationships developed during my time here. Second, serving on the Board over the past year has shown me the deep interconnectedness of the greater Burlington food network, and the impact that Co-op has on it. As an Old North End resident I have many opportunities to be involved, whether as an Intervale CSA shareholder, farmer's market visitor or beer co-op member. Yet, as Directors we must listen to Members to help maintain and improve the many ways the Onion River Co-op encourages access, inclusion and supports all aspects of the local food system. I look forward to working hard toward this end.
2. The work of the Board is not operational – that is, it does not deal with the daily operations of the store. Instead, the Board deals with the overall policies that identify and guide the mission of the Cooperative. How will you stay focused on the larger vision, without being distracted by the day-to-day operations of the store?
The appropriate distinction between the work of the Board of Directors and the operational staff is very clear to me. Not only in my tenure at the Onion River Co-op, but also serving for 4 years as a Board Director and Co-Chair at a Childcare Cooperative in Eugene, Oregon, was an amazing education. I learned first-hand the importance of developing a vision supported by bylaws and policies that both empower the operational staff to do their best work and simultaneously allow the Board to oversee, assess and keep management accountable, all with the best interests of Members in mind. We are lucky that the Onion River Co-op has a General Manager and staff who work so hard and so well together – I am confident and happy to let them do what they do best!
3. What strengths and skills would you bring to the work of the Cooperative’s Board?
In addition to my previous cooperative board experience, I have two main attributes that I can offer the Co-op as a director. 1) Professional Training and Experience: I am trained in qualitative and quantitative analysis, have managed budgets, and have an eye for detail and accuracy in information, and I am not afraid to ask the tough questions when needed. I think a growing cooperative needs a Board that can both understand and analyze complicated information as well as communicate well with itself, staff and the member community.
2)Proficient Communication: I am lucky to have had the opportunity to conduct interviews in foreign countries, teach undergraduates about the political and humanitarian crisis in Darfur, present business and academic findings, lead volunteer trainings, and work one-on-one with decision makers. To do this requires the ability to anticipate the needs of an audience, but more importantly the patience and attention to truly listen and the flexibility to respond to new information. While the Board is usually not the public face of a Co-op, a high level of communication is needed to understand the needs of the membership and make certain that their values are expressed in the organization.