The idea of “community” is threaded through the entire Ends Statement. At Seward Co-op, community starts at the stores and spreads outwards. So that means staff members and co-op owners; shoppers who come in to have their needs met; our vendors and producers; and also the people and organizations in our surrounding neighborhoods with similar goals and aspirations. This community has a diversity of needs and reasons for engaging with the co-op, which often creates dynamic tensions in how we run our business and requires us to be flexible and continually adapting. We strive to build relationships that are mutually beneficial and to adapt practices to meet evolving community needs. As a community-owned co-operative, we have always had “Everyone Welcome” posted on our stores. This states our intention, but does not automatically mean that we are “inclusive” or “socially responsible.” Our community engagement strategies, both internally and externally, support us in working toward this goal.
Since 2014, Seward Co-op has used a tool called the Intercultural Development Inventory (IDI) as part of our work to increase our cultural competency as an organization. Fifty-eight staff members in leadership or supervisory roles participated in our 5-year organization-wide IDI assessment and related trainings this year. In addition, all staff have learning opportunities and training related to cultural competency and equity, diversity and inclusion. As of this fiscal year, 164 out of 200 employees have completed our “All Staff Equity Training” and 36 managers have participated in our new “Managing with an Equity Lens” training.
Since our last organizational assessment in 2019, we have made progress toward our organization-wide cultural competency goals. This is significant when considering the monumental changes and challenges that we have faced as an organization since 2019, including the Covid-19 pandemic and the murder of George Floyd and subsequent uprisings in our neighborhood.”
- Abby, Equity and Community Engagement Manager
Although in some ways equity has always been a part of our identity as a co-op, it was back in 2013—as we prepared to open the Friendship store—that Seward Co-op began an intentional process of supporting diversity, inclusion, and equity in our policies and practices as a co-op. At that time, managers went through a series of intercultural development trainings. We began re-structuring our hiring process (including prioritizing hiring people from the neighborhoods we serve) and saw immediate positive results in the diversity of our staff, which we have been able to maintain and build on over time. We began prioritizing inclusive ownership in our purchasing decisions, which fits into the Community Foods program discussed earlier.
We also work to support our queer and trans staff by having signs throughout our stores that ask co-op customers to use gender-inclusive language. The signs simply say: “If you are unsure of someone’s pronouns, please use gender-neutral language and/or a person’s name when talking to them. We appreciate you!” Internally we encourage staff to share their pronouns and other staff to use and respect them.
Measure 1: We hire staff who reflect the neighborhoods in which we operate.
• 57.7% of staff reside within walking or biking distance (1.5 miles) of our locations (As of June 30, 2023.)
• 41.18% of staff self-identify as BIPOC.
• 12.5% of staff identify as multilingual and are paid a $0.50/hour premium.
Another of the equity-motivated steps we’ve taken is developing a needs-based ownership option as well as a needs-based discount to be more inclusive of people at all income levels.
Measure 2: We promote accessible co-op ownership through multiple payment options and a needs-based discount.
• 24,706 total owners.
• 785 new owners.
o 35% needs-based payments
o 6% installment-payments
o 59% payments in full
While Seward Co-op continues to face intense competition, the co-op’s ongoing commitment to inclusive, socially responsible practices continues to differentiate us in the marketplace. Our educational programming and use of our community classroom space is a prime example of this.
We continued our annual Indigenous Foods Class Series this past fall, a program developed through Seward Co-op’s long-term partnership with Dream of Wild Health, one of the oldest and longest operating Native American led and focused nonprofits in the Twin Cities. Our collaboration with Dream of Wild Health includes our partnership with the Indigenous Food Network (IFN), a collaborative of Native-led community organizations in Minneapolis who are working together to rebuild a sovereign food system.
By hosting this annual class series every November, we honor our relationship with the Dream of Wild Health and the Indigenous Food Network, and are proud to support IFN in their goal of creating a Native American urban model for food sovereignty.”
- Laura, Community Engagement Coordinator:
Measure 3: We build community relationships through engagement opportunities within our stores.
• 252 product changes per customer requests.
• 24 classes offered to the public.
• 40 community meetings hosted at stores by 24 organizations, and 9 store tours by staff.
Seward Co-op also supports our community in the form of donations, grants and sponsorships.
Measure 4: We support and invest in our wider community
• $126,848 in customer SEED donations.
• $29,271.33 in grants, donations and sponsorships to 139 community organizations.
• 154.50 paid employee community service hours at 12 organizations.
The SEED program raised nearly $130,000 in fiscal year 2024 through customers’ contributions, making an impact on numerous organizations throughout our community. Seward Co-op’s long-time commitment to inclusive practices can be seen in the vitality of these partnerships.