Eric DeLuca
1. Why would you like to serve on the Board of Directors of the Onion River Cooperative?
Co-ops help communities thrive. Thriving communities support the well being of people engaged in those communities. City Market is exemplary of this virtuous circle. From bolstering local nonprofits through social and financial capital, to creating economic opportunities for local farmers and making healthy food accessible, City Market is as innovative and compassionate as any co-op—any business—anywhere. I have the skills to be a productive member of the Board team. I served for four years on a food co-op board. I made over $3.5M of collaborative funding decisions to benefit local businesses in Vermont’s working landscape. I also had the great opportunity to manage the UN-declared International Year of Cooperatives for the whole US, and guide the development of a New England network of 30+ food co-ops. As a local resident who appreciates everything that City Market makes possible in my community, I’m passionate about the opportunity to give back through Board service.
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?
I have eight years of experience in the board role. With that has come an acute awareness of what constitutes board work, and when healthy boundaries help an organization to flourish. The most important thing a board can do is have the strategic conversations that lay the groundwork for future positive impact. By understanding the “why” of City Market’s business, and closely reviewing the data regarding the “how are we doing”, I feel confident that I can work effectively with my Board colleagues to articulate the purpose of the Co-op and make appropriate decisions that serve the needs of the member-owner community. I have great respect for City Market’s operational team, based on my direct interactions with staff and on unsolicited feedback I hear from satisfied member-owners. Professionally, I facilitate strategic planning for sustainability-focused organizations in Vermont. I have developed the discipline of focusing on the larger vision, and am comfortable monitoring operations without yielding to the impulse to meddle.
3. What strengths and skills would you bring to the work of the Cooperative’s Board?
I like to focus on listening and on understanding the people’s point of view. A co-op like City Market has many stakeholders. The Board’s job is to tune into the needs of the broader membership community and reflect those needs in policies and decisions. While I served on the board of another food co-op, I designed a process that solicited input from the member-owners that resulted in priorities such as: “The co-op will be an innovator and collaborator in the process of creating a regenerative and sustainable local community, economy, and food system.” These priorities became guideposts for the co-op’s operations moving into the future. I’m also experienced with responsibility for financial oversight that comes with board work. I served on a food co-op board during the acquisition of a second store. I have also played leadership roles in two funding boards that have been accountable to the public bodies such as USDA and the VT legislature. These experiences have fostered an emphasis on developing strategies to achieve clearly defined goals, and then measuring performance to assess the effectiveness of decisions and investments.