2022 Annual Report
Download a Copy:
2022 LFC Annual Report (PDF)
2021 LFC Annual Report (PDF)
Board Meeting Minutes
December 2022 (No Meeting – Holiday Break)
September 2022 (No Meeting – Annual Board Retreat)
Minutes from previous years are available upon request.
Board Election Results
Littleton Consumer Cooperative Society Inc. Financial Statement & Independent Auditors’ Reports:
For the year ended December 31 2022
For the year ended January 1, 2022
For the year ended January 2 2021
For the year ended December 28 2019
For the year ended December 29,2018
For the year ended December 30, 2017
For the year ended December 31st, 2016
For the year ended January 2nd, 2016
For the year ended January 3rd, 2015
For the year ended December 28, 2013
For the year ended December 31, 2012
For the year ended December 31, 2011
For The Year Ended December 31, 2010
For The Year Ended December 31, 2009
You may read our full bylaws here. They are also available for download as a PDF.
Board Policy Register (Ends & Means)
Our Co-op’s leadership operates via a system called Policy Governance. Essentially, the Board of Directors supervises our General Manager, who then directs the management team and staff in day-to-day operations. If you come to a Board Meeting, you will see some of this system in action.
These are the principles of Policy Governance:
The cooperative is owned by its Members. The board exists to act and make decisions on behalf of and in the best interest of the owners.
2. Position of Board
The board is a distinct link in the chain of empowerment and accountability within the cooperative. The owners empower the board through the bylaws, and the board is accountable to owners for the success of the cooperative. In turn, the board empowers and holds management accountable, delegating authority to management through Ends and Executive Limitations policies.
3. Board Holism
The authority of the board belongs to the whole. To say that the board “speaks with one voice” means that the board’s authority is a group authority. The “voice” of the board is expressed through the written policy decisions. Directors can work to persuade and influence the board in its deliberations and decision-making; beyond that, individual directors or subsets of the board have no authority to instruct staff.
4. Board Means Policies
The board defines in writing its own job and how it operates. These decisions are agreements about the board’s means, categorized as Board Process policies and Board-Management Relationship policies. (See: Board Policy Register)
5. Clarity and Coherence of Delegation
The board unambiguously identifies the authority and responsibility of any person (e.g., GM or board president) or committee to whom the board delegates. No individual director, officer, or committee can be delegated responsibility that interferes with or duplicates responsibility delegated to the GM.
6. Ends Policies
The board defines in writing the cooperative’s purpose in terms of: intended effects/benefits to be produced, intended recipients of those benefits, and (if desired) the intended cost-benefit or priority of those benefits. (Any decisions about issues that don’t fit the definition of Ends are means decisions.)
7. Executive Limitations Policies
The board defines in writing its expectations about the means of the cooperative. Rather than prescribing board-chosen means, Executive Limitation policies define limits on operational means – essentially, defining boundaries on the GM’s authority. Executive Limitation policies describe means that are not allowed even if they are effective. The board retains the authority to make decisions that are outside of the GM’s authority.
8. Policy sizes
The board decides the four types of policies first at the broadest, most inclusive level. The board can then further define each policy in further levels of detail until reaching a point at which the board can accept any reasonable interpretation of the written policy.
9. Any Reasonable Interpretation
More detailed decisions about Ends and operational means are delegated to the GM, who has the right to use any reasonable interpretation of the board’s written policies. A reasonable interpretation will include more detailed and/or clarified meaning of the board’s policy, along with operational definitions (the metrics and benchmarks used to gauge accomplishment). More detailed decisions about board means (and the right to use any reasonable interpretation of those written policies) are delegated to the board chair – unless part of the delegation is explicitly directed to another officer or committee.
The board must check to ensure that the cooperative has achieved (or made progress toward) the Ends while operating within the Executive Limitation boundaries. The board judges the GM’s interpretation and operational definition for reasonableness, and judges whether the data demonstrates accomplishment of that interpretation and operational definition. The ongoing monitoring of Ends and Executive Limitations policies constitutes the GM’s performance evaluation. The board must monitor its own performance according to the stated board means policies.
Learn more about Policy Governance on the Columinate Co-op website. Policy Governance is a registered service mark of John Carver.