The board of directors meets monthly at the DFC Teaching Kitchen, located at 537 G Street*. Please join a meeting – owners are encouraged to attend and have their voices heard during the meeting comment period. Keep an eye on our Events page!
* Meetings are currently being held virtually on Zoom due to the COVID-19 pandemic. The link can be found on the Board Meeting Agenda.
Who are the Board of Directors?
The Board of Directors are local owners, elected by owners, who volunteer their time to the co-op. They act on the community’s behalf to ensure a vibrant cooperative vision. Email the entire board at email@example.com
MEETINGS: Owners welcome!
Second Monday each Month at 6:00 PM
Meetings are being held virtually on Zoom. The link can be found on the Board Meeting Agenda.
I serve on the board to 1) support my favorite community institution 2) expand access to fresh, local, organic and sustainably produced foods and 3) be involved in planning it’s future.
J. Faye Dixon
I believe in cooperative business that helps to connect people to locally sourced food, while also contributing to the vibrancy of the community.
Board Member, 2023
I am excited to make an impact in the Davis Community and to further improve the Davis Food Co-op’s product quality, social responsibility, environmental sustainability, and staff and owner education and engagement.
I believe in and want to continue to grow the DFC’s ability to meet our ends, to serve as a community hub for all residents, and to be a model of a successful, vibrant, cooperatively run business.
Board Member, 2023
The Davis Food Co-op is a central part of the Davis food landscape, connecting our community with local farms, artisans, and agricultural producers. I am extremely proud and excited to play a part as the Co-op continues to expand its imprint on the lives of those in and around Davis.
E. Kim Coontz
Board Member, 2022
I want to be a part of helping this dynamic community institution run effectively. I believe that cooperative enterprise is an important business model because it focuses on how to serve members rather than how to maximize profit.
Vice President, 2020
Having been a long time co-op member I am excited to be a board director. I intend to take an active role in steering our co-op to meet the new challenges in this increasingly, competitive business while keeping our mission of healthy, organic, locally sourced, quality food at a competitive price.
Board Member, 2021
…the cooperative business model and the mission of the Davis Food Coop align with my own values. I have enjoyed this vibrant community establishment since I first resided in Davis. I hope to help serve in making sure that its ends continue to be met, to satisfy owners and staff, and to help it run successfully as a thriving business.
Board Member, 2021
I have the interest and ability to help preserve and promote the DFC, particularly in the areas of sustainability and strategic planning. My general goal as a board member is to help ensure achievement of the DFC’s ends while being cognizant of and responsive to the will of the Co-op’s ownership.
How does it work?
POLICY GOVERNANCE AND BYLAWS
The greater co-op community has embraced a tool that can help a food co-op define roles for their directors and managers. It’s called Policy Governance. It is a set of boundaries by which a co-op staff and directors can optimize their work together, cooperate, and compromise for maximum effect. It clarifies responsibilities.
The key to policy governance is to focus the board’s responsibilities into three areas: setting long term ends (or outcomes) and organizational limits; holding the general manager accountable for organizational performance within those ends and limits; and creating an active dialogue with member-owners about updating the ends of the organization. Ends policies are supposed to answer the overarching questions: what changes, for which people or need, and at what cost?
Since it is not enough just to write policies and hope for the best, the board checks to make sure that the written policies are being followed in actual practice by receiving monitoring reports from the GM. These reports fall into two primary categories: forbidden practices and very desirable outcomes. Since we have lots of policies to review, the board divides policy monitoring across the calendar year so that we review our policies at least once annually.