MEDIA ROOTS- As the current US labor system trembles with insecurity, leaking
the salaries, benefits and rights of workers across the country, people are
increasingly wondering what alternatives there are.
In the Bay Area, one doesn’t have to venture far before
coming across a local favorite, the Arizmendi Bakeries. Backed by a development
and support cooperative, the Arizmendi Association has 6 cooperative bakeries
that specialize in morning pastries, artisan breads and gourmet pizza. Together,
these bakeries comprise one of the most successful worker owned associations in
the region.
Although cooperatives can take many different shapes, they
share a fundamental characteristic: the workers are the ultimate
decision-making body. Each worker is a shareholder in the business with one
vote in every decision that guides the organization. At Arizmendi, every
employee is part owner in the bakery with an equal share in the company.
Tiffany Martinez was a labor rights activist and union
organizer before becoming a worker owner of the Emeryville Bakery four years
ago. Despite her years of involvement
fighting for worker empowerment, Tiffany was never taught about cooperatives.
“I felt cheated, in the same way that I wished my high school
counselors told me about trade school… I didn’t even know about unions until I
got to college, which I think is this huge failure in our education system. Young
people don’t have exposure to all the different options after high
school.”
A co-worker at the union Tiffany worked for told her about
Arizmendi. Feeling over worked and underpaid, Tiffany decided to pursue a job
opening at the bakery. Following the interview process at Arizmendi – a sit
down with the cooperative’s hiring committee and then a tryout in the bakery– she
was hired.
“Having dedicated so much of my time as an adult to workers rights I
felt really conflicted about having to do anything else or something that
contradicted what I had been working for. But the cooperative is about worker’s
rights too, so I threw myself into it.”
Arizmendi grew out of a study group in 1995. The group was studying thriving
cooperatives in Spain, the Basque region and Italy, to find out why they were not
similarly flourishing in the United States.
The study found that cooperatives in other parts of the world used
their success to build new cooperatives, while co-ops in the United States were
more scattered, without any kind of network to connect them.
“Learning to cooperate among cooperatives has been one of the keys
to our success,” explains Tim Huet, a participant in the ’95 study group and
member of the Arizmendi Development and Support Cooperative. It is this branch
of the Arizmendi Association that coordinates the development of new
cooperatives while providing ongoing support to the existing bakeries.
The successful Cheeseboard Collective, which became a cooperative in
1971, presented an excellent, local model from which to build future
cooperatives. When approached by the study group, the Cheeseboard Collective
agreed to lend its name, recipes and facilities to train people in starting a
network of new local bakeries. In this way, Arizmendi was born in 1997, opening
its first bakery named after Father Jose María Arizmendiarrieta, the founder of
the Mondragón cooperative movement in Basque Country.
The Development and Support Cooperative of the Arizmendi Association
is the closest thing in the organization to a manager insofar as it creates the
business plan for the cooperatives, finds the funding to start them, recruits
and trains the new worker-owners and provides ongoing education and legal
support to the bakeries.
Everyone hired at the cooperative goes through an extensive business
education program before becoming a worker owner. Tim is a part of this training
process.
“We teach them how to read financial
sheets and make decisions from that. We teach them conflict resolution because
in our co-ops, there are no bosses. There are no managers. There is no one to solve your conflicts so we
teach people how to work things out directly.”
The worker-owners are also taught the
legal responsibilities of being an owner and director of a cooperative corporation,
alongside the history and principles of cooperatives. Learning how to
facilitate decision-making rooted in consensus among owners is another
important element of running the business.
No one co-op is the same – individual
worker-owners decide the shape their cooperative will take, and the differences
between the bakeries tend to exist in how much the co-ops delegate decisions
and tasks.
“Some cooperatives tend toward making all
of their decisions together in one room. Other cooperatives tend to have more
work groups that have authority in certain areas as long as they don’t
contradict the overall mission,” explains Tim.
The beauty of cooperatives like Arizmendi is the flexibility granted
to their workers. As the business changes over time and in size, so can the
structures by which the worker owners decide to operate.
However, one consistency across all of the
bakeries is the central tenet that every worker has one vote for every decision
made. Thumbs up are a go, thumbs to the side are a stand aside vote, and thumbs
down are a block. To maintain accountability and clarity in the decision-making
process, stand aside and block votes have to explain their positions.
Arizmendi Emeryville delegates decisions
among different committees to keep the many tasks at hand from becoming too
many or too tedious, and every worker-owner is expected to be involved. Some
committee positions are elected like the Policy Council, the Hiring Committee
and the Collective Evaluation Committee. Examples of the volunteer committees
include those that deal with finance and marketing, the details of production,
and the maintenance and repairs of the bakery property.
Currently, one of the most challenging
decisions facing the Emeryville cooperative is how to increase their prices in
a global climate of rising food costs.
It is a delicate and difficult line to navigate between sustaining the
bakery and worker-owners while still keeping the food accessible to the
community.
Over the years, Arizmendi has met great
success with its business model. In 2010, a year in which jobs loss was high
and few new businesses were created, Arizmendi opened two more bakeries
employing 30 plus people. Furthermore, Arizmendi has sparked inspiration in
other parts of the world and for those who are moved to create cooperatives of
their own, Arizmendi has the policy of spending at least an hour with whoever
contacts them seeking support and advice.
For both Tim and Tiffany however, the
greatest successes of the Arizmendi Cooperative Association are interpersonal.
“A lot of times when we hire people
they’ve never been asked how they want their work place to run, they’ve never
been asked to make decisions about their pay. So it’s a profoundly altering
experience in that case,” explains Tim. “A lot of time people gain skills about
conflict resolution with each other and how to run meetings and how to run a
business, that then spill over into other aspects of their lives – their family
lives, their community lives.”
On a personal level, Tiffany says that the
amount of time, energy and personal investment that she has put in the bakery
is something she was never compelled to do when she was working for someone
else or as a union organizer.
“I’ve never felt taken advantage of or pushed to do something that I
couldn’t do – that I didn’t have the training or support to do.”
Tiffany described a lesson she received in
humility after years of working the same shift. “I thought I knew everything and there wasn’t anything I could be
told that I didn’t know. But that was so arrogant. I realized I have to learn
how to listen to people when they have feedback about my stuff. I started
practicing taking feedback again and not taking it personally- it’s not about
me, it’s about the food that we are putting out together.
We fight like
brothers and sisters sometimes. There are a lot of family dynamics there. You
know, sometimes we bring our A-game and sometimes we don’t. What I’ve
experienced in the last couple years is that we call each other out when we are
not doing what we are supposed to be doing and that is really hard because how
do you give someone feedback in a way that is going to help them out and not
shut them down? That is something that we have all been learning about.”
If she were to leave the bakery, Tiffany said she would go to
another worker-owned cooperative because she could no longer imagine working
for a boss or a system in which she has no say.
“Look at what is happening in Wisconsin
right now. We have to have more structures where people are going to be
respected and have a say over what is happening in their workplace. It just seems
so logical. Why would you go into a work structure that at its core isn’t
committed to making your life better? So that you can have sick time off, so
you can be with your kids and have healthcare. So that there aren’t unilateral
changes to your shift that affect you and your family.”
The stability
of her job at Arizmendi and having coworkers that care enough to shift
schedules and work to accommodate the changes in their colleagues lives is
simply something Tiffany had never experienced elsewhere. “I may not always
agree with my coworkers but I love them and I can’t say that about my previous
work experiences.”
The central aim
of the Arizmendi Cooperative Association is to create a truly democratic
economy – one in which everyone has a say in the decisions that affect them on
a day-to-day basis. The biggest challenges to achieving this goal, explains
Tim, are raising money (they do not take government or foundation grant money)
and more importantly, living in a society that actually teaches people to be
powerless.
“I think our political institutions, and
most institutions in our society, train us to be undemocratic and they actually
want us to accept a role that is not democratic. They have no interest in incorporating
new or democratic skills in folks. The idea is that you will follow orders and
so they have no interest in having work places where people learn democracy.
They actually train people in this kind of deal where you are going to be an
employee and take orders and the benefit of that is you don’t have any
responsibility. You can complain all you want about the politicians, you get to
complain about your bosses all the time and because you have no power, you have
no responsibility.
We often encounter people who have been
through enculturation into that and part of our job is to teach them that you
can’t just be complaining anymore – you are the ones in power, you have to take
responsibility to change things.”
Some worker-owners of Arizmendi have not previously
had much input in their lives but now have a voice in arguably the most
consuming aspect of life – how they earn a living. They come from a diversity
of backgrounds, entering into a collective partnership as owners of their own business,
feeding the community, and providing inspiration to others.
Arizmendi
believes that the solution to the present broken system is to create an every
day democracy.
“If people are
working in authoritarian work environments, are going to authoritarian schools
then they are not going to have the democratic skills they need to run a
democratic society on a city, state or national level,” Tim explained. “So, I
really think we need to give people that experience in the day to day – how you
come together with your coworkers about how you run your business – and that
will lead to reform on a national or regional level.”
Written by Alicia Roldan
Photos by Abby Martin