2025 Ashland Food Co-op Elections

2025 Co-op Elections

Online elections begin Wednesday, May 21 and end on Monday, June 9 at 9 p.m. All owners will receive an email from Ashland Food Co-op [email protected] with the subject line "Ashland Food Co-op Board Election 2024." You can only vote using the link in your email. You cannot vote from the AFC website.

This year owners are voting for AFC Board candidates and Change for Good organizations. All votes must be submitted by June 9 at 9 p.m.

Vote for AFC Board Candidates

This year, five candidates are nominated for three Board positions. Each elected director will receive a three-year term. The candidates are Evan Archerd, Conde Cox, Adam Martini, Joanna Wnorowski Pecoraro and Elizabeth Walsh. Please vote for up to three candidates.

Evan Archerd

Candidate video interview

Biography

Evan Archerd has been a local business owner and builder in Ashland and Talent for nearly forty years. He has always believed that “Building Responsibly Creates Great Communities.” The first step in all of his building projects has been to consider the unique physical and environmental features of the site before any planning or construction could begin. In addition, his company built one of the first affordable housing projects in the City of Ashland and heremains committed to creating affordable housing in the Rogue Valley.

Evan attended the University of California at Santa Cruz and Southern Oregon University, where he later served on the SOU Alumni Association Board of Directors. He is also a past president of the Rotary Club of Ashland Lithia Springs. Evan was a member of the Board of Directors for the Ashland Community Land Trust, and he chaired numerous local homeowner associations. He is a Licensed Real Estate Broker and Certified General Appraiser in Oregon and also has years of licensing experience as a general Contractor.

Candidate Statement

1. Why do you want to serve as an AFC Board Director?

I have lived in Ashland for almost 40 years, and I have been shopping at the Co-op for nearly that entire time. I would like to donate some of my time and hopefully wisdom to an organization that has done so much good for our community. I believe in the Co-op’s mission and have the skill set to implement that mission and to be an effective board member.

2. All the decisions made by the Board are done through consensus decision-making. A. What experience do you have with consensus decision-making? B. Tell us how you have dealt with a situation where you heard a dissenting view but were able to help craft a resolution to a problem.

A. As a past president of the Rotary Club of Ashland Springs, I have firsthand experience in building consensus within a large organization of volunteers so it can move forward with a singular purpose. I also served for many years on the SOU Alumni Board of Directors and the board of the Ashland Community Land Trust, both of which make decisions through consensus.

B. In situations where there is group disagreement, it is most important to make sure that everyone in the group has been heard. This can be a time-consuming process, but in the end, it is the most effective process. First it ultimately saves time because once the decision is made, everyone has a buy in the final direction. Second, because everyone feels part of the final decision the entire group is more willing to commit time and energy to the process. It often requires compromise from all concerned - not everyone is going to get everything that they want. but if they feel they have had an adequate opportunity to present their ideas and opinions, they are more willing to accept the compromise and feel positive about the final decision.

3. What experience, education, training and/or skills make you particularly qualified to serve on the AFC Board of Directors?

As I mentioned in #2 above, I was president of the Rotary Club of Ashland Lithia Springs and also served in many board capacities in that organization. I have also been a member of the Southern Oregon University Alumni Association Board of Directors, which helps engage former students in the direction of the academic institution. In both of these organizations, I learned the skills necessary for collaborative leadership. One of the most important things is to find everyone's passion. If you can identify things that are most important to each member of the board and empower them to use that passion to get things done, you will have a much more successful organization.

4. What key opportunities do you think AFC faces?

To my mind, Ashland is at a critical crossroads. As you walk through town, you notice that there are many vacancies in the commercial sector. This has not been the case for decades. To many people, the town feels like it is in a slow decline. The Ashland Food Co-op is one of the most loved and respected organizations in the community and one of the most successful. As such, it can be a valuable part of a new vision for the city of Ashland. There are numerous opportunities to collaborate with other community organizations with workshops, seminars, webinars, and other learning opportunities to help implement a new vision for our community. Second, the environmental movement in this country is facing increased challenges due to the change in administration in Washington. Organizations like the Food Co-op can be a beacon of hope for those who believe strongly in protecting our environment and our food sources and can help to achieve those goals.

5. What is your experience/history with natural and organic foods?

At the beginning of my professional career, I owned and operated a natural foods restaurant called Rebecca's Oven in North Bennington, Vermont. We were one of the first local food service businesses to source locally grown organic stone ground grain products, fruits, and vegetables and dairy products. I have been a lifelong believer in “you are what you eat.” I have worked to advance the benefits of organic foods and sustainable agriculture my entire adult life. On my farm here in Ashland we have consistently had a large organic garden that provides not only fresh vegetables for our family but for our friends as well. For several years, we also had an organic pumpkin farm where we sold pumpkins to the community and briefly sold them also to the Ashland Food Co-op.

Conde Cox

Candidate video interview

Biography

Conde first discovered the Rogue Valley in 2001 when he and his family re-located to Jacksonville from Austin Texas. He is currently a resident of Ashland: a foodie, organic food aficionado, wine snob and James Beard Award Nominee (for his wine writing). He is also a former wine writer and regular monthly columnist for Portland Monthly. As a volunteer, Conde is proud of his work as a clean air activist. He co-founded Rogue Valley Citizens for Clean Air which was organized in 2003 to successfully combat the Oregon DEQ’s pro-industrial polluter bias. At 68 years old, he is a 44-year business litigation lawyer (Austin, Portland, and Ashland). And, he is a 50-year golfer, an e-bike enthusiast and a devoted fly fisherman. Conde’s wife of 39 years, Trish Bowcock, is dedicated to the Rogue Valley with a history of her own. Conde is, and has always been, a big supporter of the Co-op. He currently serves on the Co-op’s Finance Committee. His service and experience on the Co-op Finance Committee largely explains his decision to run for the Board of Directors. Conde says, “being blessed with the opportunity to live anywhere in the world, Ashland is the best choice.”

Candidate Statement

1. Why do you want to serve as an AFC Board Director?

AFC is an important part of the Ashland community, and it deserves Owners’ careful stewardship. 20 years ago, I was the wine advisor to the Co-op, making recommendations to staff about what wines to buy, as I was at that time a wine consultant to restaurants and grocery stores, the regular wine critic/wine columnist for Portland Monthly and Seattle Met magazines, and the 2004 James Beard Award Nominee as America’s Best Magazine Wine Writer. I have remained over the years a good friend to the wine buyer and grocery staff at the Co-op. Indeed, some of the “shelf talkers” that I wrote decades ago still hang on metal chains on the AFC shelves explaining the technical differences between wines made with organically grown grapes, wines that are organic, and biodynamic wines. After all these years, I am still today, always impressed by the diversity and the courteous behavior of all the people that shop and work at the Co-op every day. It is a safe and pleasant place to visit, and I hope to help, by serving on the Board, to keep it that way for everyone to enjoy for years to come.

A. Consensus Decision Making: As a business lawyer with 4 decades of experience, I have worked with judges and entrepreneurs and non-profit organizations and individuals to find a way to resolve the most serious and stressful problems that they will ever confront in their lives. As a member of the AFC Finance Committee over the last 3 years, I have experienced the unique environment of governance of a food cooperative. I am proud that during my time on the Finance Committee, I have been a consistent supporter of increasing our employees’ compensation and of distributing 100% of our profits to our Owners as Patronage Dividends.

B. Resolution of Contrary Points of View: I have learned, in many different contexts, that a little patience can often bring together dissenting and disparate points of view. This means sometimes simply suspending the discussion and rescheduling a committee or Board meeting for another day, after emotions have calmed down and after a few days or weeks of reflection by all sides.

3. What experience, education, training and/or skills make you particularly qualified to serve on the AFC Board of Directors?

I have advised businesses and families for over 40 years in efforts to avoid legal liability and to resolve pending or threatened disputes. My clients have included Dell Technologies (computer manufacturer, of Austin), Ameriflex Engineering (drift boat builder, of Medford), Zayo Group (fiber optic line builder, of Boulder), Bioskin (of Ashland), and many other impressive business organizations. I am therefore highly literate when it comes to reading and understanding and discussing monthly financial statements that are fundamental for service on the Board of an organization like the Co-op. I am often able to focus on getting good things accomplished. For example, some of you who lived in the Rogue Valley 20-25 years ago, may remember my clean-air activism. I was the original founder, with David Chapman (formerly Ashland City Council member) and Bob Palzer and Gaylene Hurley, of a group called the Rogue Valley Citizens for Clean Air. We successfully convinced the Oregon DEQ to withdraw a proposal, pushed by local industry and also by the DEQ itself, that would have permitted an increase in local timber products’ plants’ industrial pollution. This proposal was put forward based upon the polluters’ theory that years of successful cleaning up and years of reductions in their emissions somehow bestowed a right to go backward and start polluting once again. Thanks in large measure to the support of Gary Nelson, then-editor of the Medford Mail Tribune, and the in-depth reporting of then-Mail Tribune Reporter Damian Mann, our group succeeded in convincing the DEQ to back down, or as the Mail Tribune headline read at the time: “DEQ Gets An Earful.”

4. What key opportunities do you think AFC faces?

AFC was fortunate to be one of the many beneficiaries of the Biden Administration’s forgiveness all Covid-era PPP loans made to businesses like the Co-op and also a beneficiary of large IRS payroll tax refunds that were given to compensate businesses like the Co-op that kept employees on the job during the time of the pandemic. As a result, the Co-op has a very strong cash reserve position that should allow us to improve and expand our store and to make other capital improvements to make owner shopping easier and to give our employees improved working space. During this process of making capital improvements, I am committed to preserving our current location (i.e., not moving to a different location), and maintaining our relationships with other local organizations, including groups like KS Wild and Rogue Riverkeeper and So. Oregon Land Conservancy and Oregon Food Bank (where my wife works as a volunteer).

5. What is your experience/history with natural and organic foods?

I was the original wine advisor to the Co-op 20+ years ago regarding AFC’s purchases of wines made with organically grown grapes and biodynamically grown grapes. I also have recently helped our current General Manager and our current Produce Manager to implement a plan to facilitate the long-term preservation of the organically certified peach orchard located at Rolling Hills Farm on West Griffin Creek Road. With the impending retirement of the orchard’s long-time owner, David Belzberg, it was necessary for an organization like the Coop to step up and prevent the bulldozing of the certified organic fruit trees on that farm. These activities by the Co-op will not only preserve a local organic farm, but also preserve for our Owners, and for other local grocery stores, an organically certified source of high-quality local produce.

Adam Martini

Candidate video interview

Biography

I have spent most of my time living along the West Coast with Southern Oregon becoming a more permanent home about 20 years ago. I am a generalist in terms of skills and have had many careers. For the last 10 years I have worked as a Software/Data Engineer after completing my Master’s degree at the University of Oregon. I am also an Acupuncturist (although not currently licensed) and have a deep appreciation for medicine of all forms. My interests are many, but two things I am passionate about are music and efficient/organic systems (including organic agriculture). I currently live on a rural property with my partner and son (3.5 years) on the outskirts of Ashland. Our two much older boys were raised here in Ashland and attend colleges on the West Coast.

Candidate Statement

1. Why do you want to serve as an AFC Board Director?

I'm looking to get more involved in the local organic food community and culture. I have interest in both the production and distribution side of food as a stabilizing force for the community. I would be excited to learn from people who have been involved in these systems while also contributing my own unique skills to the conversation. I am a long-time lover of co-ops and I deeply believe in their value for our communities. Since the early 2000’s I have been shopping at West Coast co-ops, and I spent time volunteering (working member) at Olympia’s East and West Food Co-op locations when I was a student at Evergreen. Before the birth of my first son in 2002, I used the Co-op Green Book to visit stores across the United States, and this became a key factor in deciding where our family wanted to land. Soon after we decided to live in Ashland, I started a cookie business (the former "Ooey Gooey Bakery") and the Ashland Co-op was one of the first places to sell my baked goods. I’ve been a member of the Ashland Co-op for at least a decade. Though my career over the past 10 years has taken me in the direction of computer science, I'm eager to return to earlier interests in farming and food systems and connect more deeply with my community through membership on the AFC Board.

A. I have familiarity with consensus decision-making through the work that I have done throughout my career. For example, all planning for work objectives at my day job are done through group discussion and collaborative decision making. Usually this takes the form of online documents with comments and real time discourse through messaging systems. These methods allow for all voices to be heard and for consensus to be reached before implementation of an action.

B. Recently at work, a teammate and I had really different communication styles regarding constructive criticism in a performance review. I found that taking the time to ask about and understand his perspective and where his comments were coming from helped me to gain clarity. In the end, we were able to reach a place of understanding that has made the team stronger overall. In general, I am a person who prefers clear, direct, honest communication over conflict in every situation.

3. What experience, education, training and/or skills make you particularly qualified to serve on the AFC Board of Directors?

I have some experience farming and with food production. When I first moved to the area I worked on farms in the Applegate Valley for several years, and I am currently living on a 10-acre property in Ashland with a large home garden, pasture, and livestock. I am also an acupuncturist and worked in the Rogue Valley as a healthcare provider roughly 15 years ago. While I no longer hold a license and have generally changed career paths, training to become an acupuncturist imbued upon me a deep understanding of how lifestyle and natural food/medicine can impact our health. I am currently a technology professional and also spend a significant amount of my free time building embedded technical systems for personal projects. I am passionate about building elegant software solutions and find problems related to complex distributed systems fascinating. Systems thinking is important to properly model solutions to any complex problem and is especially relevant when reasoning about food networks and community wellbeing. I think my experience and skills would make a meaningful contribution to the AFC Board of Directors.

4. What key opportunities do you think AFC faces?

AFC is in a unique position to network with local farmers to bring in the freshest products possible while enriching the local economy. Additionally, the Co-op has the flexibility to provide avenues for members who might have trouble affording high quality organic foods to be able to shop at some capacity at the Co-op. Particularly in this moment, harnessing these opportunities would be an asset to the Ashland Food Co-op as our community continues to grow.

5. What is your experience/history with natural and organic foods?

I spoke to this somewhat above, but I have been interested since a young age in organic food as a way to promote a healthy lifestyle. Organic food is not just the products at the store, but the entire system that surrounds the production, distribution, and consumption of the products. I am a believer in the ability of well-designed systems -- in this case, organic agriculture and food distribution -- to incrementally provide more value than they extract. This additive nature of healthy systems is akin to magic and engenders healing.

Joanna Wnorowski Pecararo (Incumbent)

Candidate video interview

Biography

I first walked through our doors in 1980, when we were still on Third Street — we even had a table with a wood stove where folks could gather and hang out.” These are great memories and it's been an honor to serve on our Board for the past three years. I love our Ashland Food Co-op and supporting our traditions going forward in a new time. I've felt great pride in serving as President and supporting the mission of our Co-op.

My experience with co-ops and boards goes back decades. In 1977 I was instrumental in the formation of a food buying club in Silverton & Mt. Angel area of Oregon in 1977, when our local co-op shut down. The value of having healthy, organic food available for the community is a priority for me. I have five decades of practice in nutrition, food preservation, gardening and study of integrated health. I am connected to various farmers and growers in our region.

My strengths are education and communications. My work and studies are in public relations, customer service, group dynamics, Sales, social media marketing, basic accounting and hospitality, I have worked as a bilingual preschool teacher, tour-director, and event coordinator for environmental non-profit Headwaters. I have served on multiple nonprofit boards, been involved with grassroots groups and collectives and was part of the cohort creating our Ashland Skatepark.

My service includes various officer roles including president of our Ashland Bellview Grange. I was a Community Ambassador for the Ford Family Foundation community building workshops for Talent/Phoenix after hosting their workshop in Ashland at Bellview Grange with our former mayor, members of the chamber, AFC staff, farmers and Grangers. I love interacting with people. Serving as President of the Board of Directors at AFC the past several years is key in my life. I am currently retired so have flexibility with my schedule to serve as a member and officer of the AFC Board of Directors.

As the first child born in the United States of an immigrant family displaced by war, I was raised multilingually and multiculturally with support of the community as a key value. My passion is building bridges between all types of people. At 19, looking for a backwoods experience, I ditched my university scholarship and education. I explored Oregon, falling in love with the beauty and the people. Later, I made Jackson County home for over 40 years. Our grown-up children were raised in Ashland, so I became involved in a large number of community activities here. They now bring our grandson into the Co-op. I have a deep commitment to the people of our region and would be honored to continue the work being part of the Board team for our amazing Co-op.

Candidate Statement

1. Why do you want to serve as an AFC Board Director?

As current President of the AFC Board of Directors, I would like to serve again for a three-year term to create solid continuity for our store going forward. I am a member of four Board committees, am chair of the Executive Committee and am Co-Chair of the Strategic Planning Steering Committee. Representing our owners and wanting the best working environment for our employees, I want to help lead AFC to build a cohesive plan for the future. I have regular one-on-one meetings with our GM and we have established a strong working relationship; the Board administrative assistant and I have developed a positive and effective work relationship as well. I have developed and participated in Farmers' Focus groups with AFC Marketing and Produce managers. Having shopped at AFC since 1980, and becoming an owner in the 1990’s, our Co-op and its dedication to the highest organic standards is very important for me and my family. I believe in our Co-op's mission and values and love the creative process of envisioning what is changing and what is coming in the future. I am very earnest in my dedication to serve on our Board and our Co-op.

I am versed in consensus from working with this Board as well as working with it in other groups over a few decades. I participated in Community Building for Ashland with Ford Family Foundation and I was one of their Community Ambassadors for the Talent/Phoenix cohort. I regularly participate in AFC’s new employee Foundation training, which includes consensus and positive language training for collaborative team building. My background includes study in education and communication. I speak three languages and was raised biculturally, which gives me perspective on different ways of viewing ideas and situations. To reach consensus when roadblocks occur, it is essential that every individual is heard. Then I strive to find the places where we can build bridges and find agreements. As human beings any one of us can become triggered; when I have been in a contentious situation, I like to ask questions to understand the various perspectives, as well as reiterating what others are saying so they are affirmed.

3. What experience, education, training and/or skills make you particularly qualified to serve on the AFC Board of Directors?

I have served on multiple boards for over three decades. I had the responsibility of being president of our Bellview Grange and other officer roles over the course of a decade. In my youth I was part of grassroots collectives, including a food buying co-op. As a member of the Ruch Food Co-op, I worked in the store as a volunteer. I was part of the team to create the Ashland Skate Park. I have also worked in health, nutrition and customer service. I have been in charge of groups of people as a tour director.

4. What key opportunities do you think AFC faces?

The scope of our opportunities for the future are exciting. We have many ways we can extend out further into the community with RoCo and Rolling Hills peaches. These projects create a ripple effect of engagement; there are many creative ways for our operations team to create new products, which also expands our outreach. I love the opportunity to be part of the creative process of strategic planning for our community, employees and owners. We can look at remodeling in the future, as well as educating shoppers about our values which include local products and sustainability.

5. What is your experience/history with natural and organic foods?

My whole life has been about natural and whole foods, as my European-immigrant family had high standards of shopping for fresh, seasonal foods without dyes, sugar and very little packaging. In my teens, I began shopping at natural food stores. In the late 1960's and early 1970's. I moved to Oregon and began working in agriculture plus learning more from extended family who were farmers and orchardists. In the 1980’s, I was part of an organic farming collective in the Applegate, and members of that group went on to create Seeds of Change. I have grown large gardens and to this day grow and preserve organic food. Organic sustainable farming practices, organic food and supporting organic and sustainable farmers are one of my main passions. I love our Co-op!

Elizabeth Walsh

Candidate video interview

Biography

I bring over 15 years of strategic leadership experience in natural foods retail, customer insights, and data analytics. I previously worked for Whole Foods Market, where I held a variety of roles. I led marketing for the Pacific Northwest region and managed HR for 25 locations, with over 7,500 staff, gaining deep insight into natural food operations and community engagement. My strength lies in turning data into strategies that grow organizations and foster connection. Now living in Ashland, I am passionate about strengthening the Co-op’s impact and long-term resilience. I served as Board President of the Bellevue Farmers Market and supported B Corp certification efforts for a Canadian brand management company. With a B.A. in Political Science and an M.S. in Data Science, I blend analytical thinking with a systems-based approach to help the Co-op thrive while staying rooted in cooperative values.

Candidate Statement

1. Why do you want to serve as an AFC Board Director?

I want to support the continued success of the Co-op because I deeply believe in its mission. I’m a long-time fan of AFC and an advocate for regenerative, community-based food systems. I care about the role the Co-op plays in our local economy, food security, and environmental stewardship. I hope my background and skills can be of service to the organization, and I’m excited about the opportunity to contribute.

A. In all of the leadership roles I’ve held, I’ve relied on a consensus-based decision-making process. Whether facilitating strategic planning sessions, conducting panel interviews, or leading performance reviews, I’ve found that seeking consensus not only builds trust but also ensures alignment and a stronger path forward. It creates shared ownership of the outcomes and helps build a culture of collaboration and accountability.

B. In my experience, group disagreements often stem from a misalignment of priorities or values. When I sense this, I like to bring the group back to our shared mission, vision, or pre-established goals. This common ground provides a framework for evaluating the options and re-centers the conversation. That said, even with this foundation, sometimes opinions remain divided, and a decision must still be made. In those cases, I’ve found that a transparent, trust-based approach works best. I often propose a round of voting—paired with a commitment from the group that once a decision is reached, we all support it. This balance of individual voice and collective responsibility has helped me guide teams through tough moments while maintaining cohesion.

3. What experience, education, training and/or skills make you particularly qualified to serve on the AFC Board of Directors?

I bring nearly 20 years of experience in the natural foods industry, spanning retail grocery, consumer insights, and analysis for brand management agencies. I’ve held leadership roles in human resources and marketing with a focus on understanding and serving values-driven shoppers. My professional background has given me a deep understanding of the food system—from sourcing and merchandising to consumer trends and community engagement. In addition to my industry experience, I served on the Board of Directors for the Bellevue Farmers Market in Bellevue, Washington, where I supported strategic planning and local food access initiatives. I’m passionate about building resilient, community-based food systems and believe my skills in strategy, governance, and communication can contribute meaningfully to AFC’s mission.

4. What key opportunities do you think AFC faces?

I’d welcome the opportunity to spend more time with the current Board and store leadership to better understand their perspectives on emerging opportunities. That said, from my current viewpoint, I see a strong opportunity to clarify and amplify AFC’s message around quality standards and core values. In particular, I believe there's value in articulating a clear strategy and shared priorities—then weaving those through every aspect of the organization, including staff development, community outreach, pricing strategy, and product placement. This is especially important as AFC looks toward potential growth and expansion. A cohesive, values-driven approach will not only support internal alignment but also deepen trust and engagement with the community.

5. What is your experience/history with natural and organic foods?

I’ve spent most of my career in the natural and organic foods industry, beginning in 1998 as a cashier for a natural foods retailer. As the company grew, so did my career —I advanced through a range of roles, including bookkeeper, regional training and development specialist, human resources leader, and eventually director of human resources and director of marketing. By 2012, I was serving as an internal consultant supporting 25 retail stores and three facilities across British Columbia, Washington, and Oregon, with over 7,500 team members. Over the past decade, I’ve continued working in mission-aligned spaces, focusing on organizational development, data science, and consumer insights through a series of consulting roles. My work has always centered on values-driven organizations and food systems that prioritize people, planet, and community.

Proposed Bylaw Changes

The AFC Board of Directors has concluded a review of our Co-op’s bylaws. The review included in depth discussions at multiple committee and board meetings as well as consultation with our attorney over the last 6 months. It is the recommendation of the Board of Directors that AFC owners approve the changes by voting YES.

Proposed bylaw wording is noted in blue.

A. The current bylaw pertaining to AFC’s purpose and mission reads as follows:

Section 1.2 - Purpose and mission. As more fully stated in its articles of incorporation, the purpose of the Co-op is to provide groceries and other consumer goods and services to its owners and other patrons. The mission of the Co-op is to serve the community by: operating a socially responsible business that provides a full selection of natural foods and quality products; emphasizing locally produced, organically grown and ecologically sound products; offering a variety of necessities at basic prices; providing friendly, knowledgeable customer service; promoting awareness about food, nutrition, health and cooperative values; and providing a workplace that fosters opportunities for participation, empowerment, and growth in an environment of mutual respect and cooperation. The Co-op is organized and shall be operated exclusively on a cooperative and nonprofit basis.

The proposed bylaw adds the word “equity” to Section 1.2. The Board of Directors recommends this change because equity for our employees, owners and shoppers is an important value of the Ashland Food Co-op and needs to be included in our purpose.

Section 1.2 - Purpose and mission. As more fully stated in its articles of incorporation, the purpose of the Co-op is to provide groceries and other consumer goods and services to its owners and other patrons. The mission of the Co-op is to serve the community by: operating a socially responsible business that provides a full selection of natural foods and quality products; emphasizing locally produced, organically grown and ecologically sound products; offering a variety of necessities at basic prices; providing friendly, knowledgeable customer service; promoting awareness about food, nutrition, health and cooperative values; and providing a workplace that fosters opportunities for participation, empowerment, equity and growth in an environment of mutual respect and cooperation. The Co-op is organized and shall be operated exclusively on a cooperative and nonprofit basis.

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B. The current bylaw pertaining to Cooperative principles reads as follows:

Section 1.3 - Cooperative principles. The Co-op shall be operated in accordance with cooperative principles adopted by the International Co-operative Alliance, including the following: (i) voluntary and open ownership without arbitrary discrimination; (ii) democratic governance by owners with equal voting rights among owners and opportunity for participation in setting policies and making decisions; (iii) economic \participation by owners with owners equitably contributing to and democratically controlling the capital of the Co-op, and with earnings being equitably applied to the benefit of owners in proportion to the owner’s patronage of the Co-op, to the development needs of the Co-op, and to the provision and extension of common services; (iv) autonomy and independence of the Co-op as a self-help organization controlled by its owners being strictly maintained; (v) educating and training owners, directors, managers and employees so they can contribute effectively to the development of the Co-op, and informing the general public about the nature and benefits of cooperation; (vi) strengthening the cooperative movement by working with other cooperative organizations at all levels; and (vii) working for sustainable development of the Co-op's community.

The proposed bylaw adds the 8th Cooperative Principle to bylaw 1.3. The Board of Directors recommends approving this bylaw change because by adopting an 8th Cooperative Principle, the Ashland Food Co-op is saying that diversity, equity and inclusion is an ideal that should be pursued.

Section 1.3 - Cooperative principles. The Co-op shall be operated in accordance with cooperative principles adopted by the International Co-operative Alliance, including the following: (i) voluntary and open ownership without arbitrary discrimination; (ii) democratic governance by owners with equal voting rights among owners and opportunity for participation in setting policies and making decisions; (iii) economic \participation by owners with owners equitably contributing to and democratically controlling the capital of the Co-op, and with earnings being equitably applied to the benefit of owners in proportion to the owner’s patronage of the Co-op, to the development needs of the Co-op, and to the provision and extension of common services; (iv) autonomy and independence of the Co-op as a self-help organization controlled by its owners being strictly maintained; (v) educating and training owners, directors, managers and employees so they can contribute effectively to the development of the Co-op, and informing the general public about the nature and benefits of cooperation; (vi) strengthening the cooperative movement by working with other cooperative organizations at all levels; and (vii) working for sustainable development of the Co-op's community. In addition to these, the Co-op has chosen to incorporate an 8th principle, (viii) At the Ashland Food Co-op, we accept all identities and cultivate a culture of belonging.

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C.The current bylaw pertains to inactive owner status.

Section 2.5 - Inactive status. An owner who becomes delinquent in meeting the share purchase requirement or who fails to patronize the Co-op for a period of one year shall be placed into inactive status. His or her participation rights shall then be suspended. An owner in inactive status may attain good standing upon recommencing payment of financial obligations or reestablishing a patronage relationship with the Co-op. References in these bylaws to the rights and entitlements of owners shall be understood to refer only to owners in good standing.

The proposed bylaw changes the word’s “His or Her” to “The owner’s” and adds the word “active” to the last sentence. The Board of Directors recommends these changes for the purpose of clarity.

Section 2.5 - Inactive status. An owner who becomes delinquent in meeting the share purchase requirement or who fails to patronize the Co-op for a period of one year shall be placed into inactive status. His or her The owner’s participation rights shall then be suspended. An owner in inactive status may attain good standing upon recommencing payment of financial obligations or reestablishing a patronage relationship with the Co-op. References in these bylaws to the rights and entitlements of owners shall be understood to refer only to active owners in good standing.

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D.The current bylaw pertains to owner termination.

The proposed bylaw defines an owner’s response time to involuntary termination.The Board of Directors recommends this change because it clarifies the time an owner has to respond to involuntary termination of their membership.

Section 2.8 - Termination. Ownership may be terminated voluntarily by an owner at any time upon notice to the Co-op. Ownership may be terminated involuntarily only for cause by the Board, provided the accused owner is first accorded an adequate opportunity to respond to the charges in person or in writing. An owner is deemed to have an adequate opportunity to respond if the involuntary termination will not take effect until thirty(30) days following the mailing of notice of the planned termination to that owner's last known mailing address by first class mail. Upon termination of ownership, all rights and interests in the Co-op shall cease except for rights to redemption of capital pursuant to Articles VII and VIII of these bylaws.

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E.The current bylaw pertains to record dates for owner voting privileges.
Section 3.4 - Record dates. Unless otherwise determined by the Board, only persons whose households are owners by the date of distribution of notices shall be entitled to receive such notice and to vote as an owner.

The proposed bylaw further defines eligibility for owners to receive notices and to vote.The Board of Directors recommends this change because the AFC IT Department requires a minimum 5 days to include owner emails in the database for AFC elections. The last sentence has been included to make owners aware of their responsibility to keep their contact information updated.

Section 3.4 - Record dates. Unless otherwise determined by the Board, only persons whose ~~households are owners~~ households have been admitted to ownership at least five (5) business days before the date of distribution of notices shall be entitled to receive such notice and to vote as an owner. Owners are responsible for keeping their email addresses and contact information current with AFC Owner Services

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F.The current bylaw pertains to Quorums and voting.

Section 3.5 - Quorum and voting. Those owners present at any annual meeting shall constitute a quorum for the purposes of these Bylaws. In the case of balloting by mail or by electronic ballot, a quorum shall not be required for the vote to be effective. Voting by proxy shall not be permitted. Unless otherwise required by law or by these by-laws, issues shall be decided by a simple majority of votes cast except where one or more choices are to be made from several alternatives, in which case the alternative(s) receiving the most votes shall be considered approved. To prevent a tie an instant runoff system will be used. Voters will have the option to vote preferentially by indicating first, second, third choices and so on. If two options or candidates are tied for first place, then second choice votes which had been awarded to non-first place finishing options or candidates, will be counted to break the tie.

The proposed bylaw removes the word “non” for clarity. The Board of Directors recommends removing the word “non” from the last sentence for purposes of clarity.

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G.The current bylaw pertains to Number and Qualification of Directors.

Section 4.2 - Number and qualifications. The Board shall consist of not less than five nor more than nine individuals, as determined by the Board or by vote of owners. All directors shall be owners, either primary or part of the household at the time of their election and shall not have any overriding conflict of interest with the Co-op. No active/current employee may be a member of the Board.

The proposed bylaw changes the word “shall” to “should.” The Board of Directors recommends this change because AFC’s attorney has advised changing the word “shall” to “should” in the second sentence.

Section 4.2 - Number and qualifications. The Board shall consist of not less than five nor more than nine individuals, as determined by the Board or by vote of owners. All directors shall should be owners, either primary or part of the household at the time of their election and shall should not have any overriding conflict of interest with the Co-op. No active/current employee may be a member of the Board.

Vote for Change for Good Organizations

AFC’s Change for Good Program enables shoppers to round up their purchases at the store register so that the spare change will benefit a different local non-profit each month. Change for Good supports local community organizations in the categories of basic needs, healthy food, environmental stewardship, EDI, and arts and culture.

The AFC Gives Committee has selected fifteen finalists for the 2025-2026 Change for Good Program. The ten organizations receiving the most votes will be featured in the Change for Good program, beginning in January of 2026. To read information about each organization visit their website.

Change for Good Finalists

Stream Smart: A Rogue Basin Clean Water Project Environment - https://www.stream-smart.com

Stream Smart is an educational campaign with a vision to increase awareness about the choices we make and how they might impact local waterways. Stream Smart serves Bear Creek Watershed and Rogue River Basin residents and offers volunteer opportunities, such as trash clean-up and restoration events. Stream Smart is represented by the cities and counties in Jackson and Josephine counties, RVCOG, and others, such as the Jackson Soil & Water Conservation District and Rogue Valley Sewer Services.

Rogue To Go (Be the Change Rogue) Environment - https://roguetogo.com/

Rogue To Go is a small and mighty, volunteer-run program on a mission to ditch single-use waste in southern Oregon by offering a reusable takeout container system. We partner with 13 local eateries (and growing!) to offer reusable containers that customers can exchange, eliminating the need for disposable packaging. With just passion and community power, we’ve already kept over 24,000 disposable takeout containers out of landfills. Your vote helps us grow this local, grassroots solution for a cleaner, more sustainable future and build a culture of reuse—one meal at a time.

Pollinator Project Rogue Valley Environment - https://www.pollinatorprojectroguevalley.org/

We envision communities and landscapes working together, supporting diverse ecosystems rich with native plants and thriving native pollinators. We provide place-based programs on the topics of native pollinators, native plants, the local ecology, and the everyday actions each of us can take to support a thriving pollinator habitat for the benefit of the food systems and ecosystems of S. OR. Volunteer led, with 2 full time employees, we served 5,000 in 2024.

The Crest at Willow-Witt Ranch Environment - https://www.thecrestatwillowwitt.org/

The Crest is an educational non-profit that connects people to farm, forest, water, and each other through Outdoor School, summer camps, day-long field trips, and land stewardship volunteering. Pond turtles! Goats! Chickens! Nature is our teacher. Based on the 445-acre Willow-Witt Ranch near Grizzly Peak outside Ashland in the Cascade-Siskiyou National Monument, The Crest provides hands-on learning experiences in earth-honoring agriculture, wetland restoration, forest ecosystems, and more.

Vesper Meadow Education Program Environment - https://https://www.vespermeadow.org/

Vesper Meadow demonstrates a vision of restored landscapes and human-land relationship. We engage local community in hands-on restoration, scientific monitoring, community building, and nature-inspired art. Our programs grow networks for Tribal partnership, K-12 programming, public workshops on land restoration, student internships, and hands-on land stewardship activities.

Ashland Food Angels Basic Needs - https://ashlandfoodangels.org/

Ashland Food Angels serves individuals and families in Ashland and Jackson County facing food insecurity. We provide daily food deliveries to the Community Food Bank, shelters, and meal programs, directly aiding at-risk families and children. We foster community connections, promote sustainability, and ensure no food goes to waste when people are in need by redistributing half a million pounds of food and essentials annually.

Opportunities for Housing, Resources, and Assistance (OHRA) Basic Needs - https://ohrahelps.org/

SOHRA provides low-barrier shelter and services. Our structure allows us to help those who may be turned away elsewhere. Our shelter is long-term and non-congregate. Our walk-in resource center provides access to laundry and showers, utilities assistance, mail receiving, application help, legal documents, and more. In the last three months of 2024, ORHA had 186 shelter guests, 4,128 resource center visits, and provided eviction prevention assistance to 129 households including 60 with children.

Klamath Bird Observatory EDI - https://klamathbird.org/

Klamath Bird Observatory conducts bird conservation in the Pacific Northwest and throughout the ranges of migratory birds. Focusing on scientific research and the role of birds as indicators, the organization aims to inform and enhance natural resource management. Additionally, it promotes an environmental ethic through community outreach and education.

Golden Rule ReEntry Basic Needs - https://www.goldenrulereentry.org/

Golden Rule ReEntry helps people coming out of prison find housing, jobs, and a positive way to contribute to the community. As a trauma-informed organization, Golden Rule fosters connection through networking, kinship, classes, and services, with a focus on personal and professional growth.

Rogue Community Cat Rescue and Rogue Valley Street Dogs Basic Needs

Note: If chosen, Change for Good funds would be divided equally between these two organizations.

Rogue Community Cat Rescue is committed to making a difference in the lives of community cats. Our vision is to support community cats and our community members to reduce the stray cat population. We also provide resources to community members to promote responsible pet ownership. We hope to expend our efforts to support the community by providing low-cost vaccines and microchipping in the future. We also work to help the cats of those who are unhoused or who need assistance with food, supplies and veterinary care.

https://https://roguecats.org/

Our vision is to alleviate the suffering and tragic consequences of pet overpopulation in the Rogue Valley through education and compassionate action. We envision a community where dogs and cats of our most vulnerable are safe, healthy, and kept out of overcrowded animal shelters. We fund and facilitate free spay and neuter for pets belonging to people living in poverty in our community, both housed and unhoused, and provide essential support services including food, gear, and vaccinations to pets in need.

https://roguevalleystreetdogs.org

Talent Maker City Arts & Culture - https://www.talentmakercity.org/

TMC is more than a makerspace - we build community! We create positive learning opportunities, foster social connections and support mental health by making together. Our programs include trauma-informed education programming for underserved youth, creative community workshops, family-friendly events, and business/nonprofit support for a strong local economy. Our hands-on, STEAM programs are offered in our makerspace and off-site community locations for curious minds of all ages and backgrounds.

Rogue Valley Food System Network Healthy Food - https://rvfoodsystem.org/

Rogue Valley Food System Network is a 501c3 nonprofit organization dedicated to fostering connections to promote equitable food access, ecologically sound agricultural practices and economic vitality. It includes a council of 20 Rogue Valley organizations, farmers, agencies and business owners who are committed to creating a healthy, thriving food system. The 2025 Rogue Valley Community Food Assessment was led by the Rogue Valley Food System Network, working in collaboration with organizations throughout the region and the state. The 2025-2030 Action Plan that arose from the assessment identified four goals for the community to work towards in order to create a thriving food system: Ensure Access to Healthy Food, Invest in a Thriving Food and Farm Economy, Build Soil and Protect Water Health and Reduce Food Waste and Associated Solid Waste (such a s packaging). The Rogue Valley Food System Network is coordinating a wide range of organizations and businesses in working towards these goals, together, in order to create a healthy, vibrant food system for all in the Rogue Valley.

Ashland High Arts Advocates (AHAA) Arts & Culture - http://www.ashlandarts.org/

For over thirty years, Ashland High Arts Advocates (AHAA) has worked to expand arts education opportunities to improve student success, including the Culinary Arts program at Ashland High School (AHS). AHAA creates and funds a wide variety of programs including the extracurricular SAM (Student Arts Mentoring) Project, special classroom projects for teachers, state competition, the Creekside Strings summer camp in Lithia Park, art exhibitions and performing arts showcases, and more. The proceeds from all AFC grants AHAA receives support quality, organic ingredients and food literacy programs in the AHS Culinary Arts program, which benefits all AHS students. AHAA supports all students, in all Ashland public schools, with a particular focus on those experiencing financial challenges or belonging to underserved populations.

Our Family Farms Healthy Food - https://www.ourfamilyfarms.org/

We inspire resilient communities and ecosystems with hands-on programing at the Vesper Meadow Restoration Preserve, where stewards and students lead efforts for ecological restoration, climate resiliency, scientific monitoring of biodiversity, & community projects for reconnection of the human-land relationship. Programs address society’s need for holistic thinkers by integrating diverse learning perspectives and practicing solutions-based approaches to address climate change & social justice.

Rogue Valley Farm to School Healthy Food - https://www.rvfarm2school.org/

RVF2S is comprised of passionate educators, procurement specialists, and program and outreach coordinators who believe that all children should be nourished and have access to outdoor spaces. RVF2S partners with eight schools in the Rogue Valley to teach weekly garden education classes, helping students engage with the natural world in school gardens. RVF2S also increases local produce in school meal programs by working closely with farms to ensure smooth sourcing, procurement, and payment.