It is possible and necessary to move along in the construction of a movement that faces unprecedented global historical challenges.
The 2017-2021 four-year period is at the end of the Cooperative Decade. It is therefore an appropriate moment to evaluate what has been done and reflect on how to pursue this trajectory, and develop a strategy for the next phase, clearly starting with a consultation of members.
Promote national structures, encourage Youth participation and facilitate the effective commitment with the Alliance through more intensive use of new technology tools.
A vigorous international cooperative movement requires strong national cooperative organizations, representative of our movement’s plurality. For that is necessary the political and institutional accompaniment of the Alliance to its members and the promotion of new national cooperatives organization, where they are needed.
Adopt a sustainable development global strategy and global relevance development initiatives.
The substantive importance of this pillar demands a qualitative jump in terms of proposals and projects effectively managed by the movement.
To organize a workgroup to work and give us a cooperative strategy on sustainable development (economic, social and environmental) formed by members from the Board, regions and sectors, as well as by specialists with sector experience and cooperative knowledge, to develop a concrete work plan for the cooperative movement regarding the SDG and environmental degradation.
To create a committee to examine how to develop the B to B problem in our international business network, both for the larger cooperatives and for the hundreds of thousands of SMEs cooperatives.
Use and increase the communication tools.
It’s an Alliance’s central responsibility to reinforce the common identity of the cooperative movement and the cooperative people.
- To foster the cooperative management of media, including all formats, to better reflect local communities’ needs and priorities.
- To help members increase their institutional capacity for the use of communication tools, for example, including recommendations and training for the development of a communication strategic plan, forming high performance teams in the field of journalistic information and organizational communication, elaboration of protocols and communication guides.
- The Alliance’s own communication strategy needs to be renewed, incorporating innovations such as a manual of recommendations for a journalistic approach to cooperative topics, an interactive online magazine, a global video contest, among others.
Build a proper scenario for the cooperative development in alliance with the Nations, international organizations and related movements.
In the task of organizing a proper framework for the development of the cooperative movement, the first Alliance’s mission is the dialogue with international bodies.
- To participate actively in the implementation of the United Nations’ Post-2015 Development Agenda, and strengthen the links with international representative entities of the UN bodies.
- To participate actively with the ILO in the implementation of the Transition Towards the Formal Economy Recommendation, 2015 (N° 204), the Employment and Decent Work Recommendation for Peace and Resilience, 2017 (No. 205) and the ongoing debate on the future of work in the run up to the ILO's Centenary (2019).
- To increase the alliances with other civil society actors, including representative organizations of entrepreneurial models that are close to cooperatives like mutuals, as well as trade unions, SMEs, fair trade and environmentalist organizations.
- To consolidate, from the Committee on Cooperative Law, a vision about norms in every country, evaluating its compliance with the cooperative definition, values and principles.
Contribute to produce transformations in the global financial system.
The Alliance should promote a substantially more important position of cooperative finance in global finance and advocate for the promotion of the cooperative tool to guarantee the collection and utilization of savings according to the needs of workers, producers and communities.
To promote loans offer by cooperative banks directed to cooperatives and SMEs’ projects, particularly for those located in countries with difficulties in the access to international funding.
To propose the construction of mechanisms of the cooperative movement for Risk Analysis, which have in mind the different national and regional levels’ economic and social sustainability.
To propose initiatives to amend norms and institutions from the international system, from the cooperative principles and values perspective.
To better implement the aforementioned initiatives, not only must we concentrate in executive management: we should also review the governance patterns as well as the coordination between the different institutional levels of the Alliance, ensuring to avoid its concentration in the presidency and management with a disperse staff, which does not allow to articulate the political will of the regions, sectors and committees.
- Constitute an Executive Committee composed of the president, the four vice-presidents, the director general, the regional directors, and representatives of the sectors that implement the coordination of the policies discussed and approved during the Board meetings and can be the direct link between the Board and the work team.
- Carry out physical and online meetings with the participation of the president, director general and the staff to clearly communicate the policy lines and implement the actions to be carried out.
- Carry out visits to all regions, coordinated by each of them, allowing the president to have direct contacts with the members and non-member organizations, and that may be used as a foundation for concrete policy actions in that region, avoiding trips without the due institutional connection, which are usually unproductive.
- Take into account the national cooperative structures as bearers of action proposals, thus strengthening democratic participation and the process to increase membership.
- To achieve a better operative coordination of all the Alliance’s bodies, particularly regions and sectorial organizations, by the Alliance’s central office.
The above-mentioned organizational improvements in turn require improvements in terms of the staff and financing resources that the International Cooperative Alliance and its different bodies rely upon.
- To start with an updated survey of the current staff and financing resources for the central office, regions and sectoral organizations and, if possible, reduce the costs of the central office. Carry out a differentiated financial analysis between the basic budget and the ongoing EU project.
- Additional sources of funding need to be found and they should be prevalently allocated to the benefit of regions and sectorial organizations.
- To foster crowd-funding and open donations for specific projects and initiatives.
- To improve the quantity and quality of the information provided to Alliance’s members about inputs, expenses, balance sheets, projects, thus giving power to the member organizations when making decisions.
- To prioritize contracts with cooperatives, whenever possible, when carrying out specific projects and activities, both at global level and in regions, sectors and committees.