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Case study: Leading Lives

Who are we?

Leading Lives is the largest social care workers co-op in the UK. We are based in and around Suffolk.

What do we do?

We provide a range of support to adults with learning disabilities and autistic people in and around Suffolk, enabling them to lead the lives they choose.

Quick facts

Websitewww.leadinglives.org.uk
Industry Health and Social Care
Founded2012
Turnover£10 million per annum
Workers433
Members287
Who are the members?Employees
GovernanceElected directors
PayVariable pay
Legal formCo-operative Society

How do we operate?

As an employee-owned company, Leading Lives is a democratic organisation.

  • Eligible employees can become members, each member has one share, one share equals one vote.
  • At any one time around 90% of our eligible employees are shareholders.
  • All shareholders can vote on key issues relating to the delivery and development of the company at Annual General Meetings (AGM’s) or SGM (special general meetings when called.
  • The business is managed by a Board of Directors who are elected by the members to be their voice on bigger decisions. The Board can have up to 16 members including 2 ex-officios, 2 non-executive directors and 2 from our shareholder council.

Where did we come from?

Leading Lives spun out of Suffolk County Council in July 2012. We were formed without assets in the bank, without lots of equipment or resources, but what we had was a team of over 300 committed, well trained and experienced staff.

Why are we a co-op?

The decision for an employee-owned company was based on our realisation that the employees will always be our most valuable asset, with the real value of services to the customer being based on the expertise and commitment of the support staff. Through this structure, the commitment of valued staff can be recognised and connected to the needs of the business. Employee members within co-operatives can be the most loyal and enterprising individuals as they work within an organisation they own.

Lessons learned

For anyone just starting out on their co-op journey we would say that it’s helpful to have a positive attitude to learning, and to encourage employees to use any mistakes as opportunities to learn. This keeps us all open and moving forward rather than getting stuck in a blame drain! We’d also say to reach out to other Co-ops, we’ve learnt some brilliant things from other co-ops and it’s great to be part of such a collaborative movement.

Case study: Media Co-op

Who are we?

We’re a creative, women-led agency making animation, film, graphic design and digital media. We work only with charities, co-operatives, social enterprises and the public sector. Our studio is in Glasgow and we work across the UK and sometimes abroad.

What do we do?

We create campaigns, training & education materials and communications for social justice. We specialise in co-production: giving non-professionals a real creative role. We’ve picked up a few awards for our work.

Quick facts

Websitewww.mediaco-op.net
Industry Digital, Media & Communications
Founded2004
Turnover£470,000
Workers7
Members6
Who are the members?Employees
GovernanceCollective
PayEqual pay
Legal formCompany

How do we operate?

We believe in equality so we all get the same rate of pay, and all cooperative members are directors of the company. The team meets at the start of each week to plan our work. We take formal decisions like reviewing and approving accounts at quarterly Board meetings. We have clearly defined roles on the team for project work, and a dedicated finance manager, but otherwise share out responsibilities.

Where did we come from?

We started in 2004 as a group of media professionals from broadcast TV, journalism and community video. We knew each other from volunteering on community projects and campaigns. We noticed a lot of flashy corporate video done for charities pro bono, usually with an authoritative male voiceover; or community video with great engagement but poor production quality. So we decided to set up a non-profit media co-op specifically to partner with third and public sector organisations and to blend supportive participatory processes, which foregrounded the voices of ordinary people, together creative, technical and editorial excellence.

Why are we a co-op?

It’s both egalitarian and motivating for us as workers to lead the co-op together.

Being a co-op means challenging a top-down model of social change where profits are deployed to shareholders or to make a business look good rather than to raise up the whole workforce as the company flourishes. Co-operation is an authentic, ethical and practical alternative to individualised social entrepreneurism and philanthropy.

We’re proud to be an established part of Scotland’s third sector for over 20 years.

Lessons learned

Setting up as a co-op seemed the obvious route for us: it fitted with our values and is based on democratic ownership and control.

If you’re a tart-up spend time working out how you want to work together as a group and what’s important to you. Test out scenarios. Model how you’ll work in practice. Then select the governance model that best suits who you are. We were advised to set up a ‘marketing’ co-op (as it used to be known) as freelancers but soon realised that in practice we were operating more like a workers co-op and should be employees. So we changed our governance. It’s not hard to do, and we only lost a couple of years’ trading history, but the hassle could have been avoided.

Being a co-op has plugged us into a vast international family of co-ops of all shapes and sizes and sectors. There’s a real sense of solidarity in knowing that together with other co-ops around the world, we’re working towards the same goals of a better society for everyone. That is amazing.

Case study: Fractals co-op

Who are we?

We are a small worker-owned agency that helps people make small changes that shift big things through research, facilitation and design. We are based in Glasgow, Newcastle and Manchester.

What do we do?

We carry out research that allows clients space to step back and see their programme, service, strategy or policy from different points of view. We are multi-disciplinary researchers and engagement practitioners who use mixed methods and our practice is based in principles of equity and participation.

As facilitators, we make space for the conversations that need to happen. We help people have meetings, workshops and gatherings that are purposeful, generative, and offer everyone the opportunity to participate. We also provide critical friendship for individuals and teams to apply equity-centred principles, frameworks, and theories to actions that help them shift and navigate systems.

Our workshops are designed to support different ways people think, process information, and work with others. Our facilitation styles are inspired
by tabletop games, emergent strategy, anti-oppressive facilitation and
collective decision making methods.

Quick facts

Websitehttps://fractals.coop/
Industry Other
FoundedFeb 2022
Turnover£50,000-100,000
Workers4
Members4
Who are the members?Employees
GovernanceSociocracy
PayEqual pay
Legal formCompany

How do we operate?

We are flat, small, a little scrappy, responsive, and operate under the mantra of “good enough for now, safe enough to try”. Our formal decision making process is by consent [Sococracy 3.0] and our informal decision making is through frequent discussion.

Where did we come from?

Some of us met through academia and some of us met through the Design Justice Network but we all bonded over shared practices and mindsets grounded in equity. Each of us had an existential need for different ways of working, a desire for community and a desire to move away from lone working.

Why are we a co-op?

We want to work in a flat, democratically controlled organisation that prioritises our wellbeing over grind. We often talk about fractals as an act of care for ourselves- we knew that in order to have what we want, we need to create it. And, being true to our name, we bring slower, kinder and more relational ways of working into our client work.

Lessons learned

We deliberately built up our foundations over a very long time- moving slowly has been the right thing for us

Budget for paying other people to do the bits you don’t like to do

Get to grips with marketing and the time it takes to do it

Unlearning practices and behaviours from our previous working lives can be difficult and confusing

Earnestly sharing our journey with other people has helped those close to us see that other ways of working that are possible

Focus on the relationships in your co-op- it’s not all setting up payroll and securing contracts- spend time with each other to know what you need, how you work and how you’ll deal with things when friction comes

Co-ops are not exempt from early startup cashflow problems

Case study: Suma Wholefoods

Who are we?

Suma is a vegetarian wholefood collective founded in 1977 by a liberally-minded group of people who believed there was a better way to do business, and actively set out to create it. We’re also the largest equal pay co-op in Europe. We’re based in West Yorkshire.

What do we do?

As a wholesaler, we deliver vegetarian and vegan, organic, free-from, natural, healthy and responsibly sourced products to businesses and communities across the UK and internationally. We also sell our own range of food, hair and body care and home cleaning and paper products. Everything is eco-friendly, fairly-traded, sustainable and always cruelty-free. Our products are carefully sourced and guided by our ethical buying policy and extensive sustainability plan.

We are one of the largest equal pay worker owned co-ops in Europe, working together to improve our society and support our suppliers and customers. As a worker-owned co-op, everyone has an equal say in what we do and how we run our business. Additionally, we advocate for worker co-operation and build connections with other social movements.

Quick facts

Websitewww.suma.coop
Industry Retail and Wholesale
Founded1977
Turnover£60 million
WorkersCirca 300
MembersCirca 200
Who are the members?Employees
GovernanceElected directors
PayEqual pay
Legal formCo-operative Society

How do we operate?

We’re a worker co-op, a business owned and run by our members. We don’t have any bosses or shareholders. We, Suma’s employees workers, set the direction of the business. While we have a Board of Directors, day-to-day management and operations are organised through our Area Leaders and their teams.

Where did we come from?

We were founded when the wholefoods delivery business was taken over by 7 workers who went on to set up Suma as a co-op. Some of our founding members still work at Suma.

Why are we a co-op?

Suma was born from a passion for wholefoods, organics and veggie food. Today 90% of our products are vegan, and we supply healthy ingredients to thousands of customers across the UK and beyond. We envisage a world where everyone has access to fulfilling, meaningful, and sustainable work, achieved through a connected and inclusive worker co-operative movement. The equal pay model works – and we’re proof of that!

Lessons learned

We’re 300 regular people, in a small and often wet Yorkshire town running a warehousing and distribution operation. If we can make a success of this business model, there’s no reason other groups of people can’t do something similar and take control of their own business and lives.

Case study: Fruit Works Co-op

Who are we?

We help people in Bradford and Leeds grow more fruit easily.

What do we do?

We have a tree nusery where we grow fruit trees to sell. We manage an old orchard that produces lots of fruit for greengroces and juicing. We work with lots of schools and community groups to manage and use public orchards. We run training courses for people to learn to prune and propogate fruit trees and bushes. Lastly we prune trees for customers.

Quick facts

Websitefruitworks.org.uk
Industry Agriculture
Founded2020
Turnover£60,000
Workers4
Members2
Who are the members?Employees
GovernanceCollective
PayEqual pay
Legal formCompany

How do we operate?

We have regular business meetings where all the workers make decisions.

Where did we come from?

The two founders met apple juicing after lockdown and started a small community orchard planting service. We took over the shell of a co-op legal structure. We’ve grown steadily and specialise in everything fruit related.

Why are we a co-op?

We believe in democratic control of businesses and workplaces. We are a social enterprise that wants the Bradford and Leeds areas to be more edible.

Lessons learned

We are stronger from holding hands with sister co-ops in Sheffield and Manchester.

Case study: Good Press

Who are we?

We are a bookshop, printing and bookmaking studio, and exhibitions and events space based in the centre of Glasgow.

What do we do?

We sell independently and self published books with a focus on visual arts, graphic design, sound and music, experimental writing and literature. We also have a print service specialising in risograph printing and short run book making.

Quick facts

Websitewww.goodpress.co.uk
Industry Arts & Entertainment
FoundedSeptember 2021
Turnover£185,000
Workers5
Members5
Who are the members?Employees
GovernanceCollective
PayEqual pay
Legal formCompany

How do we operate?

All cooperative members are directors and we make collective decisions about how the business is run. Responsibilites are allocated to different members of the team such as bookbuying, accounts, printing, events management and stock management. We make decisions by consensus at monthly meetings.

Where did we come from?

Good Press was founded in 2011 as a bookshop, and ran by a shifting team of volunteers for ten years before forming as a cooperative. We began the bookshop as a place for independent and self publishing in the arts, with a focus on supporting the production and distribution. We maintain an open submission policy when it comes to stocking publications to try promote access to small publishing.

Why are we a co-op?

Although Good Press was run as an informal group and managed by a sole trader in its early years, decisions were always made among the collective, so it made sense to incorporate as a cooperative when we were able to do so and share ownership of the business among its workers.

Lessons learned

We should have incorporated many years earlier, as it was difficult to detangle the finances after having been managed as a sole trader for so long. It can be difficult, and is still an ongoing concern (!) to define what is a group responsibility and what is a responsibility for an individual member, so would advise spending time among coop members when starting out to get that nice and clear.

Case study: Autonomic

Who are we?

Autonomic is a hive mind of 11 people around the world turning gentle chaos into websites, infrastructure and design. We share 1 email inbox, we make decisions using consensus and we all get paid the same. Although we are registered and based in the UK, we have members across four continents.

What do we do?

We build technologies and infrastructure to empower users to make a positive impact on the world. All of our services reflect our commitment to our core values of sustainability, transparency and privacy. We use technologies from the best free and open source software projects available. Your data under your control.

Quick facts

Websitehttps://autonomic.zone/
Industry Digital, Media & Education
Founded2019
Turnover£150,000
WorkersFreelancers
Members11
Who are the members?Self-employed
GovernanceSociocracy
PayEqual pay
Legal formCo-operative Society

How do we operate?

All members have an equal share and say in decisions. We have three tiers decisions, with a Large Decision requiring full consensus.

We organise in circles which can make their own decisions. Circles feedback to other circles as required. We are pragmatically influenced by the latest advanced in liberatory cybernetics, sociocracy and practices of care.

Where did we come from?

The idea for Autonomic were discussed back in 2017 at the Chaos Communications Congress. We came from a loose nit community of fellow travellers both online (primarily Fediverse and Secure ScuttleButt) and in person (IWW union, co-op scene).

We were mostly alienated workers from either the tech or hospitality sectors sick of exploitation and burn out looking for a better way.

Why are we a co-op?

We treat each other with a level of respect and kindness that many of us have not experienced at work before.

We’re also really proud of our welfare fund which provides money to members (no questions asked) when they need it most.

Lessons learned

Finance admin and basic business skills are essential.

Never compromise your principles. If you stay strong you may have less but if you do compromise, you’ll ultimately have nothing.

Case study: Tyddyn Teg Cyf workers co-op

Who are we?

We are a live-work cooperative in Gwynedd, North Wales, working to establish a viable and sustainable agroecology model for local vegetable production.

What do we do?

We operate a veg box scheme, farm shop, bakery and wholesale supply to local shops and caterers. We also provide a training garden for a local secondary school and run a popular traineeship program. We have a reputation for quality, value, being friendly and collaborative.

Quick facts

WebsiteTyddynteg.com
Industry Agriculture
Founded2015
Turnover£200,000
Workers14
Members14
Who are the members?Employees
GovernanceSociocracy
PayEqual pay
Legal formCo-operative Society

How do we operate?

All worker members are directors. Decisions are made by consensus using sociocratic decision making. Working groups have delegated decision making powers and are accountable to the Board. All employees are members and there are 14 members currently.

Where did we come from?

With initial director loan funding, the co-op took on the management of the farm in 2015. Once it was more established Tyddyn Teg purchased the farm in 2021, after raising funds through issuing loan notes. In 2023 the co-op launched a share offer to fund investment and to start repaying the loans. The first phase of the share offer has exceeded its target, with the second phase to be launched in spring 2024.

Tyddyn Teg brought together a motivated group of people with backgrounds in farming, community development, agricultural research, environmental management, retail and hospitality. The aim has been to bridge the disconnect between food, land and people, while developing a viable, sustainable and reproducible model for local food production.

Why are we a co-op?

Hierarchical management is very much the norm in fruit and vegetable production, frequently resulting in poor quality jobs, where the expertise and experience of workers is not valued. We prioritise worker wellbeing and the importance of everyone having agency and the opportunity to learn new skills. The result is a very high retention of staff, despite low incomes and frequently cold and wet working conditions.

Lessons learned

In our first year we elected someone to be the overall manager. This resulted in conflicts that were resolved as we moved to policy driven, sociaocratic management with a horizontal management structure. This made it possible to refine our shared vision and work as a structured organisation driven by strong process, rather than strong personalities.

Quick guide: setting up a new worker co-op

What do you need to consider first, if you’re thinking of setting up a new worker co-op? Here’s a really short introduction.

Find the right people

Since the worker co-op system is not well known – at least in the UK – it’s important to test your founding group’s expectations, particularly if you come from a background in the private, voluntary or state sector. For instance how would you feel about working in a business where everyone has equal rights and voice? Would you be happy with sharing ownership and control? What do you feel about people having equal wages and in-work benefits?

Be realistic about your capacity – and keep track

In the start-up process, it’s useful to set yourself a timeline, keep a register of decisions, and track how many hours you’re spending on it all. The members of your founding group will have different limits on how much unpaid work they can do, even if you plan to compensate yourselves through ‘sweat equity’ when the co-op can afford it.

Test the concept

Before writing a long business plan, test your basic business idea. What would be your products and/or services? Is there an effective market? In other words, while you may believe there is a need for it, will people pay for it? If so, who are they and how much? Does it stack up? At this stage it’s important to pitch your idea to potential customers, suppliers and critical friends.

Define the membership model

In a worker co-op, the primary beneficiaries are the workers. So how do your workers become members? What does membership mean in practical terms, and how exactly will the members benefit from the activity of the co-op? Worker control and worker benefit should not be at the expense of your local community, wider social causes, or environmental action. Most worker-led businesses are also responding to wider social needs and aspirations.

Work out how you will make decisions

Small co-ops often have a flat management structure, but there’s a range of democratic models and tools you can use, based on the changing needs of the business and its members. While ‘collective management’ might be right for a small organisation, you may decide to adopt elements of sociocracy or even ‘democratic hierarchy’ as you grow. Check out some of the different models worker co-ops use, in our Worker Co-op Code.

What will you do with your surplus?

You’ll also need to decide if you constitute yourself as ‘for-profit’ or ‘not-for-profit’. In other words, can the workers receive an annual bonus? Or will it all be reinvested back into the business? How much – if any – money will be set aside to support external causes?

Pick a legal structure 

If you decide to legally incorporate your co-op in the UK, you can use one (or more) of several legal structures. You can incorporate as a Co-op Society – the most traditional form; a Company Limited by Guarantee or Shares – the most common; or even a Partnership. The choice of legal form will depend on your financial and trading model.

You will also need to create your governing document. This is a constitution for an unincorporated body, ‘articles of association’ for a company, ‘rules’ for a Society, or ‘agreement’ for a partnership. Then you’ll need to create ‘secondary rules’ and policies that set out in detail how your high level governing principles are going to be applied in practice.

Fundraising & finance

If you’re starting from scratch, you’ll need some level of start-up money to pay for premises, wages, supplies, or other business costs while you’re waiting for sales revenue. In some cases, your founding group may be able capitalise the business through member shares or loans from their own savings, or even be able to crowdfund. But quite likely you’ll need your business plan to convince a bank, loan provider or grant-giver to support these early costs. 

Talk to as many people and co-ops as possible

Take the opportunity to talk to as many people as possible doing the same thing as you. Whether this is other co-ops in the same industry or small businesses with similar ethos, the more examples of ways of doing things you can garner the better. This will help you think through how you want to run your co-op, what things you’d do the same or differently. Contacting by phone or email is helpful, but visit in person if you can. You’ll pick up tips from others doing the same thing, for example what to expect with suppliers or typical spends on staff wages, that will feed into your profit loss projections.

Write the plan

Start by looking at the business plans of organisations you like. Whatever your sector, you’ll find inspiring blueprints from others, which you can adapt. A business plan is your ‘manifesto’ – to yourselves, your community and to potential partners and investors. The plan should set out the co-op’s goals, its composition and structure, your products, services and marketing strategy; ‘inputs’ and ‘outputs’; short and longer-term projections for your income and expenditure. You’ll also set out your staffing and recruitment model, identify your potential supply chain, and outline your initial financial needs.

This short guide is adapted from a piece we originally wrote in collaboration with our member Stir to Action, which is published in their ABCs of the New Economy. Let us know if you think it could be improved.

Give us a case study

We are building a bank of case studies of worker co-operatives to inspire more people to start or convert to a worker co-op. This is a quick guide on how to write a case study for us.

TLDR: Just fill in this form

Why a structured case study

We think providing a libary of structured case studies will make it easy both for individuals to write one if they have never done it before. But also following a set structure will make it easer for people reading them to compare and contrast between the different case studies.

How to write a case study for workers.coop

We created a form here to make it easy for both you to fill in the info but also for us to convert it into a resource. We’ve done an example case study on worker.coop, I’m sure you can do something better!

First the Quick facts

Before you submit make sure you have some basic info to hand these will appear in a quickfacts table

  • Name of co-op
  • Email contact – this will not be published but to check details and request a photo/image
  • Website
  • When was your co-op founded
  • Industry – there is a drop down list, just go with the closest match
  • Turnover – no need to be specific, the aim is to give people a sense of your size
  • Number or workers – include everyone you deem a worker, whether they are employees, self-employed of volunteers
  • Number of members
  • Who are your members – drop down list, just pick the closest match
  • Governance
    • Collective – All members are Directors
    • Elected Directors – Traditional Membership Electing a Board / Management Committee
    • Sociocracy – Although you may have a Board of Directors they are within a sociocratic structure
    • Other – please do explain!
  • Pay
    • Equal pay – All members on the same hourly rate
    • Variable pay – typical market based pay
    • It’s complicated – Variable pay but not typical market based pay
  • Legal form
    • Company
    • Co-operatives Society
    • Limited Liabillity Partnership

Tell us a story

The rest of the case study is set-out in paragraph form so give as much or as little detail as you want. You can always come back to this case study in the future and update it with us

  • Who are we? – Give us a quick intro into your co-op, where are you based
  • What do we do? – What products and services do you sell, why people should do business with you etc.
  • How do we operate? – Expand on the quick facts, do you have a Board, how are they elected, do you have managers, or how do you make decisions etc
  • Where did we come from? – What’s your origin or founding story, why did you start, how did you start.
  • Why are we a co-op? – Share something that makes you different, achievements or impacts you have made, why you are proud to be a co-op
  • Lessons learned – Share something you did badly that you have learnt from, or something you would do differently if doing again, or a top tip for someone just starting out on their journey

That’s it!

Just submit the form and we will be in touch.

Other Content:

Alongside the case study if you are willing to provide anything else just email us: solidarity@

  • Your logo
  • A photo of your shop/office/members
  • Do you have any guides, how-to, internal policies you’re willing to share?