This unique program provides a broad understanding of the co-operative sector, and innovative strategies for addressing key issues in co-operative management, governance and membership.

Below you will find the course outlines for all courses in the CMC Program, including both e-modules and intensive sessions.

ONLINE COURSE OUTLINES

Online Module One: An Overview of Co-operatives

This module will take you through a discussion about co-operative enterprise and what makes it different from other business.  You will learn about the size and scope of the co-operative sector in Ontario, Canada and internationally.  The Co-operative advantage will be introduced as a framework for thinking about how the Co-operative sector contributes to the economy.  Co-operative history and philosophy will also provide context to this discussion as well as to the discussion about how globalization has impacted Co-ops.  Finally you will learn about several co-operatives that have incorporated Corporate or Co-operative social responsibility into their operations.

Online Module Two: Legislative and Regulatory Framework

This module will introduce you to the legal and regulatory framework within which co-operatives operate.  We will explore: 1) how to start a co-op;  2) what and who is legally required to govern a Co-op;  3) what is required to maintain a co-operative in terms of documentation and other issues;  4) the rights and responsibilities of members; and 5) changing co-op status as well as dissolution.

Online Module Three: Governance, Management and Membership

This module will begin by clarifying the difference between governance and management and who is responsible for what functions within the framework presented. Various governance models and associated advantages and disadvantages will also be presented. The importance of the strategic planning process, board development programs and management development programs are also included in this module. This module concludes with a discussion of member development, a relatively new area for many co-ops, and a new member development tool, namely the statement of commitment to members.

Online Module Four: Developing a Co-operative

This module will introduce you to the multi-faceted process of co-operative business development.  Topics covered include: 1) how to decide what structure is right for your business;  2) how to conduct a feasibility study;  3) how to develop forecasted income statements;  4) the role of co-op developers in helping you start your business; and 5) the key components of a good business plan.

Online Module Five: Financing Your Co-operative

This is one of the most difficult and least understood areas of co‑operative management. This module will briefly introduce you to the need to raise capital, the sources of capital, the type of structures that exist to facilitate the process, share structure and options related to redeeming shares. Other financing options will be explored. We will also briefly review what is required to develop an offering statement as well as provide an overview of the importance of financial statements and how these can, with the assistance of financial ratios, give you the information tools you need to manage your co-operative business.

Students must take all five of online modules 1-5.

Online Module Six: Agricultural Co-ops

 The focus of this module is the development and use of the co-operative model in the agricultural sector. An overview of the current climate and key issues affecting agriculture in Canada and in Ontario is included. We will discuss how the co-op model has adapted to change, with a focus on the New Generation Model. An examination of current niche agricultural co-operatives will provide critical analysis of local and organic co-operative businesses. The module concludes with an exploration of the challenges and opportunities of new agricultural co-operative models.

Online Module Seven: Social, Health and Homecare Co-ops

This module will provide an overview of how the co-operative model is used to deliver social, health and homecare services, and examines the benefits and challenges associated with developing this type of co-operative. The idea that co-operatives can act as delivery agents of social services, either in lieu of government action or by working in conjunction with government, is one that has been gaining prominence in Ontario over the last 20 years. Models from Quebec and elsewhere are also explored.

Online Module Eight: Renewable Energy  Co-operatives  

This module focuses on how the co-operative model is being applied in the area of renewable energy – particularly wind and solar. The province of Ontario is a leader in this field with the Green Energy Act and this module will examine key issues involved in developing co-operatives in this context. The module includes an overview of current practices and provides specific examples of a range of policies and analytical tools available for renewable energy co-operatives.

Online Module Nine: Worker Co-ops, Rural Revitalization and Business Sucession

This module examines the worker co-operative model and how it is different from other types of co-op models, while also discussing the context, social motivations and rural development needs that encourage or facilitate the creation of worker and other co-operatives in rural or remote communities. Outlining the opportunities for worker and other co-op models in the business succession process and how to manage co-ops and the process in this situation will also be covered.

Online Module Ten: Child Care and Housing Co-operatives 

The housing and childcare co-operative sectors are the largest in Ontario and the module includes an overview of important aspects of their development. Government legislation and operating agreements that have facilitated the development of these sectors are examined, as is the federated system that has supported the development of these sectors. The module includes specific examples of the financial, governance and human resources management tools used by childcare and housing co-operative. 

Students must take two of the online modules 6-10.

Sample e-Module Objectives

Presented below are examples of the learning objectives identified for online module 4, Developing a Co-operative. Similar objectives are included for each of the other nine e-learning modules.

1. List the 5 main steps involved in developing a co-operative.
2. Discuss step one in developing a co-op: how to identify a business need.
3. Discuss step two in developing a co-op: decide what the best business structure for your business need (evaluate the group’s ability and commitment to co-operate).
4. Describe what is involved in conducting a self-assessment when setting up a co-operative.
5. Discuss step three of developing a co-op: develop an economic model to co-operatively fill the need identified.
6. List the steps involved in conducting a feasibility study to set up a co-operative and describe why a forecasted income statement is important.
7. Describe the role of co-operative developers and how to select a developer to work with.
8. Discuss the key parts of a business plan.
9. Discuss step four in developing a co-op: describe the importance of leadership as it relates to starting a co-operative.
10. Discuss step five in developing a co-op: describe the importance of finance and financing as it relates to starting a co-operative.

INTENSIVE SESSION OUTLINES

Intensive Module One: The Context of Co-operative Management

The first intensive focuses on three key themes. First, the history, practice, opportunities and challenges of co‑operation will be placed in a global economic and political context. Second, there will be an analytical discussion of the benefits and limitations of the Ontario Co‑operative Corporations Act as the legal framework within which co-operatives operate in Ontario. The Act will be compared to other provincial and national examples. Third, participants will take part in an examination of the specific strategic issues that pertain to governance and finances in democratic and participatory institutions.

A special evening “mixer” and keynote address will take place on the Thursday evening of this intensive, allowing participants to mingle with their peers, the program faculty and the course organizers.

Pre-requisites to Intensive I: Online Modules 1 and 2.

Intensive Module Two: Key Challenges in Co-operative Management

The second intensive focuses on financial management of co‑operatives. The focus on co‑operative financial management is not available at any other post-secondary institution in Ontario. Participants will work with Schulich faculty to learn how to analyze financial statements from the unique perspective of co‑operatives, and will have the opportunity to work through the process of developing a co‑operative offering statement with a sectoral expert.

Participants will be able to discuss with faculty the implications of financial management for their specific situation and will study in detail actual financial materials from existing Ontario co-operatives. This intensive is valuable for the financial veteran as well as those who have little or no financial experience

Pre-requisites to Intensive II: Online Modules 3, 4 and 5.

Intensive Module Three: Moving Ahead: Organization, Industry and Sector Perspectives

The final intensive is dedicated to the theory and practice of leadership in co‑operatives. Led by Schulich faculty who are internationally recognized as leaders in the field, students will engage with contemporary issues and develop a number of take-home practices. Key to this intensive is management for change, an increasingly important field for all businesses in today’s increasingly challenging world. This intensive also involves final group presentations developed in close consultation with faculty – always a highlight – as well as our graduation luncheon

Pre-requisites to Intensive III: Two of Online Modules 6, 7, 8, 9 or 10.

Students must attend all three intensive modules in person.

Here's what you'll learn in the CMC Program.