Cooperatives and Cooperative Ecosystem in Arizona (AI-GENERATED REPORT)

David Baxter
4 days ago
53 min read

NOTE FROM BEANCHAIN TEAM

We use ChatGPT Deep Research to help us research reports on certain ideas and topics to get the ball rolling for our research or to help us explore ideas. AI can hallucinate things, and for that reason, you should always be wary of AI-generated research. That being said, we have found this to be a helpful tool, and we wanted to share the results in an effort not to be wasteful. We hope this information can help you!

Query used to generate this report:

"Research Cooperatives and similar organizations in Arizona.

- Tell me about their business models, governance, and a general overview of their business.

- How well do they seem to adhere to the 7 principles of cooperatives?

- What could we learn from them?

- How do you think we may be able to cooperate with them, help each other, or support each other?

- Try to find contact information, social media links, hours of operation, locations, and general details about their business."

Overview

Arizona hosts a diverse cooperative ecosystem spanning worker-owned businesses, consumer-owned retail co-ops, producer cooperatives, housing co-ops, financial cooperatives (credit unions), and support organizations. Below we profile key examples by sector, detailing each organization’s business, governance, alignment with the seven cooperative principles, lessons for Beanchain, collaboration opportunities, and contact information.

The seven cooperative principles are:

1) Voluntary & Open Membership,

2) Democratic Member Control,

3) Member Economic Participation,

4) Autonomy & Independence,

5) Education, Training & Information,

6) Cooperation Among Cooperatives,

7) Concern for Community

Worker Cooperatives (Employee-Owned Businesses)

Worker cooperatives are businesses owned and democratically governed by their employees. In Arizona, worker co-ops are emerging in various industries. They embody workplace democracy and fair profit-sharing. Key examples:

Technicians for Sustainability (Tucson) – Solar Energy Installer

Overview: Technicians for Sustainability (TFS) is a Tucson-based solar design and installation company that officially converted to a worker-owned cooperative in 2017tfssolar.comtfssolar.com. TFS specializes in residential and commercial solar panel and battery installations with a mission to advance sustainability in the Southwest tfssolar.com. The company is also a Certified B Corporation, underlining its commitment to social and environmental goals tfssolar.com.
Business Model & Governance: TFS operates as a worker cooperative: after one year at the company, employees are eligible to become member-owners by purchasing a share and going through a candidacy process tfssolar.com. As of 2025, TFS has 30 employee-owners tfssolar.comtfssolar.com. Governance is democratic – an all-employee-owner Board of Directors is elected by the worker-members, and major decisions are made in owner meetings tfssolar.com. This structure ensures each worker has an equal vote and stake (Principles 2 & 3). Unlike an ESOP (Employee Stock Ownership Plan) which may give stock without true control, TFS’s co-op model gives worker-owners direct decision-making power tfssolar.com.
Adherence to Cooperative Principles: TFS strongly exemplifies the coop principles. It has open membership for all employees who meet tenure requirements (Principle 1)tfssolar.com and one-member-one-vote democratic control via its elected board (Principle 2)tfssolar.com. Member economic participation is central – workers invest in a share and share risks/rewards; profits are presumably distributed or reinvested in line with cooperative practices (Principle 3). TFS maintains autonomy as a business owned by its workers (Principle 4) and actively educates others about employee ownership (they invite questions and have been featured in media to inform the public about co-ops tfssolar.com, aligning with Principle 5). They also collaborate in the broader cooperative movement – TFS is a member of the US Federation of Worker Co-ops and has received guidance from other co-ops during its transition tfssolar.com, reflecting cooperation among cooperatives (Principle 6). The company’s core mission of sustainability and its B-Corp community projects indicate a strong concern for community (Principle 7), as seen in their commitment to renewable energy for social good tfssolar.comtfssolar.com.
Lessons for Beanchain: TFS’s journey offers valuable insights for Beanchain’s own democratic transition. Notably, TFS took time to educate themselves and employees before converting – they spent years “reading, learning, and talking to other cooperatives” before finalizing their coop structure tfssolar.com. This underscores the importance of education and gradual implementation of cooperative practices (which aligns with Beanchain’s phased approach to worker directionfile-n4gj8cn7aypseqdxchblgl). TFS also shows how having a clear mission alignment (sustainability + employee wellbeing) can drive a successful coop culture tfssolar.com. Additionally, TFS’s differentiation between co-ops and ESOPs highlights that true democratic governance requires intentional structuring (Beanchain can ensure that eventual worker-owners have real voting power, not just financial shares tfssolar.com). The TFS model of an all-employee board and regular owner meetings is a concrete governance idea Beanchain could emulate to institutionalize Principle 2. Finally, TFS demonstrates that sharing ownership can improve business outcomes – they believe employee ownership creates a more positive work environment and thus better customer experiences tfssolar.comtfssolar.com. This reinforces Beanchain’s conviction that empowering workers will strengthen the business.
Collaboration Opportunities: Beanchain could collaborate with TFS in multiple ways. Knowledge-sharing is one: TFS’s team or founders might be open to discussing their conversion process, bylaws, and best practices (they explicitly invite questions about their change to a coop tfssolar.com). This could help Beanchain refine its roadmap to full worker ownership. Additionally, TFS and Beanchain could partner on sustainability initiatives at Beanchain coffee shops – for example, TFS could install solar panels at Beanchain locations, aligning with both cooperatives’ values and showcasing cooperation among co-ops. Joint community workshops (e.g. on sustainability or democratic workplaces) or cross-promotion (TFS could feature Beanchain coffee at their events, and Beanchain could highlight TFS’s services to customers interested in solar) are other ideas. Both co-ops are Arizona-based B-Corp minded organizations, so they could also co-sponsor local community events or advocacy for cooperatives and green business.
Contact: Website – tfssolar.com; Phone – (520) 740-0736 tfssolar.com; Email – info@tfssolar.com tfssolar.com; Location – 1050 E 19th St., Tucson, AZ 85719 tfssolar.com. Hours of Operation – Monday–Friday 8:00 AM to 4:00 PM tfssolar.com. TFS is active on social media (Facebook, Twitter) as “Technicians for Sustainability.”

Bicycle Inter-Community Art & Salvage (BICAS, Tucson) – Worker-Directed Nonprofit Collective

Overview: BICAS is a long-running collectively-run bicycle education and recycling center in Tucson, founded in 1989 staging.bicas.orgbikecollectives.org. While legally a 501(c)(3) nonprofit, BICAS operates with a worker self-directed structure similar to a cooperative bicas.org. It focuses on bicycle repair education, affordable transportation access, and community art from recycled bike parts bicas.orgbicas.org. BICAS provides a community DIY workshop space, bike classes, youth programs, and an art studio – truly “an education center, not a traditional bike shop”bicas.org bicas.org. Its mission is to promote transportation justice and empower the community through bicycles and collective action bicas.orgbicas.org.
Business Model & Governance: BICAS is run by a collective of workers and volunteers who manage day-to-day operations and make decisions using consensus-based or democratic processes bicas.org. There is a Board of Directors (required for nonprofits) but the culture is explicitly “worker self-directed”bicas.org – meaning staff and key volunteers guide the organization’s direction collaboratively. They practice a consensus model of decision-making “as a group of equals”, where voices are heard and proposals are not imposed but agreed upon (reflecting deep democratic engagement)bicas.org. Financially, as a nonprofit, surplus revenues are reinvested in programs rather than distributed, but workers do receive fair wages and the organization relies largely on community donations and grants bicas.org. In effect, BICAS’s governance is cooperative even if its legal form is nonprofit – they prioritize group agreement, shared responsibility, and an anti-oppressive, inclusive culture (as seen in their values statements)bicas.orgbicas.org. This resembles a worker cooperative’s ethos in all but name.
Adherence to Cooperative Principles: BICAS embodies cooperative principles strongly. Open and voluntary membership is reflected in its welcoming ethos – BICAS creates an inclusive space for “all sorts of voices” and invites community members to participate as volunteers or members in its programs bicas.org (Principle 1). Decision-making is democratic and consensus-based among collective members (Principle 2)bicas.org. Economic participation (Principle 3) is present in that staff collectively manage resources and the nonprofit relies on community support – while they don’t distribute profits, stewardship of donations and resources is a collective responsibility bicas.org. BICAS maintains autonomy (Principle 4) as an independent community organization, and indeed has thrived for decades on its own principles and member labor. Education, training, and information (Principle 5) are the core of BICAS’s mission – they literally educate the public in bike maintenance, DIY skills, and art, and internally they practice mutual learning and skill-sharing among members bicas.orgbicas.org. BICAS also demonstrates cooperation among cooperatives (Principle 6): for example, it has historically received loans or help from other co-ops (when it first opened its shop, other cooperatives assisted with funds and equipment wc.arizona.edu), and it networks with peer bike collectives nationwide youtube.com. Finally, concern for community (Principle 7) is perhaps where BICAS shines most – it explicitly focuses on community empowerment, affordable transportation for the underserved, and providing a welcoming “family” atmosphere in the shop wc.arizona.edubicas.org. Their projects (like earn-a-bike for youth, free “WTF – Women/Trans/Femme” workshops to include marginalized genders bicas.orgbicas.org, and art events) all serve the local social and cultural community.
Lessons for Beanchain: BICAS offers lessons in grassroots cooperative culture and longevity. One key insight is the importance of mission alignment with community needs – BICAS stayed focused on empowering its community (through bikes) and built a passionate member base over 30+ years. For Beanchain, this underlines that a cooperative thrives when it becomes a platform for members’ “passions” and community service (indeed Beanchain already allows workers to use the shop for community libraries, free meeting space, etc., which is very much in line with BICAS’s community-centric spontaneityfile-n4gj8cn7aypseqdxchblgl). BICAS also demonstrates the viability of consensus governance in a small organization – while consensus can be challenging, their experience shows that a committed team can make it work and create an inclusive, “family” environment wc.arizona.eduwc.arizona.edu. Beanchain can learn from BICAS’s collective decision-making methods (e.g. consensus or modified consensus) to ensure all worker-owners feel heard. Additionally, BICAS highlights the role of volunteer and community involvement – not everyone at BICAS is a paid worker; volunteers are integrated. Beanchain might similarly engage community volunteers or interns in its nonprofit Network wing, strengthening community bonds. Another lesson is resilience through cooperation: BICAS survived challenges (even relocating due to city projects bicycletucson.com) with support from allies and its own cooperative structure. This underscores the value of co-op networks and adaptability. Finally, BICAS’s strong values statements (on sustainability, justice, inclusivity bicas.orgbicas.org) show the importance of clearly articulating cooperative values – something Beanchain can emulate to guide its culture as it grows.
Collaboration Opportunities: Beanchain and BICAS could collaborate to mutually support each other’s community-oriented efforts. For instance, Beanchain could host a “bike-to-work” or “coffee for cyclists” event in partnership with BICAS, providing free coffee to people who bike to the shop and having BICAS do a pop-up bike repair clinic. This would merge community health, environment, and cooperative spirit – aligning with both organizations’ principles. Beanchain could also supply coffee at BICAS’s annual art auction or community rides, raising Beanchain’s profile among cooperators. In turn, BICAS could help Beanchain set up bike racks or even a small bike library at the café for patrons, promoting sustainable transit. On an educational level, BICAS members might lead workshops at Beanchain Network events on consensus decision-making or volunteer coordination. Since BICAS is a local icon in Tucson’s cooperative scene, Beanchain can support them (perhaps donating to their programs or becoming a sponsor) and thereby ingratiate itself with Arizona’s cooperative community (illustrating Principle 6 for Beanchain). Both could co-develop initiatives around youth empowerment – for example, a program where BICAS trains young people in bike repair and Beanchain provides a venue for a skills showcase or job fair for cooperative businesses.
Contact: Address – 2001 N. 7th Ave, Tucson, AZ 85705 bicas.org. Phone – (520) 628-7950 bicas.org. Email – bicas@bicas.org bicas.org. Hours – Open to the public Tuesday through Saturday, 11:00 AM – 6:00 PM (closed Sunday & Monday)bicas.org. Social Media – Facebook and Instagram @bicastucson. Note: BICAS’s shop is open for DIY bike repairs, classes, and retail of refurbished bikes/parts during these hours. Volunteers and prospective worker-members can also inquire via phone/email or drop by.

Other Notable Worker Co-ops and Initiatives in Arizona

Main Street Phoenix Project (MSPP) – A worker-owned restaurant group initiative. While not currently active, MSPP was founded during COVID-19 as an ambitious worker-owned holding company to buy and convert restaurants to co-ops colorado.edu. It demonstrates innovation in cooperative investment and is notable for the lessons documented by its founder on what worked and what didn’tcolorado.edu. Beanchain can learn from MSPP’s experience (e.g. the importance of sufficient capital and industry-specific support when converting businesses to co-ops). Although MSPP focused on Denver acquisitions in practice colorado.edu, its concept originated in Arizona and it has influenced local thinking about saving small businesses via worker ownership wefunder.com.
Other Emerging Co-ops: Arizona’s worker coop sector is still small but growing. For example, Technicians for Sustainability and BICAS (profiled above) are joined by a few others. Food Forest Cooperative (Phoenix) is a newly incorporated worker co-op (founded 2022) focused on urban farming and sustainability thriveconsultancyinc.com. Additionally, the hospitality sector is seeing interest in co-ops – e.g., groups of restaurant workers in Phoenix have explored forming co-ops to collectively purchase and run eateries azcoopinitiative.coop. Beanchain’s own model of a worker-directed coffee shop is at the forefront of this trend. Engaging with the Arizona Cooperative Initiative and Thrive Consultancy’s Cooperative Training Program (see support organizations below) can connect Beanchain to these nascent co-ops for mutual support (Principle 6).

Consumer Cooperatives (Member-Owned Retail & Services)

Consumer cooperatives are owned by their customers (members) and exist primarily to provide goods or services to those members at fair prices and with community benefits. Arizona has several consumer co-ops, including grocery stores, outdoor equipment retailers, and financial cooperatives. These illustrate how member ownership can succeed in retail and service industries.

Food Conspiracy Co-op (Tucson) – Community-Owned Grocery

Overview: Food Conspiracy Co-op is Tucson’s only community-owned grocery store, established in 1971 foodconspiracy.coop. It operates a full-service natural foods grocery on historic 4th Avenue, specializing in local, organic and natural products foodconspiracy.coop. The co-op includes a grocery market, a from-scratch deli/kitchen, bulk foods section, and wellness products foodconspiracy.coop. With approximately 2,500 member-ownersncg.coop, Food Conspiracy has been a pillar of Tucson’s alternative food movement for over 50 years. Importantly, the store is open to all shoppers (you don’t have to be a member to shop), but members (“owners”) enjoy special perks and participate in governance foodconspiracy.coop. The co-op prides itself on product quality, excellent service, and its “strong history as a community hub” for sustainable foodfourthavenue.org.
Business Model & Governance: Food Conspiracy is a consumer cooperative. Members join by purchasing a share (in practice a one-time fee or equity investment – currently $180 per household, payable over time, according to the co-op’s ownership info). This gives them an ownership stake and voting rights. Governance is through a member-elected Board of Directors (each member gets one vote to elect board members annually, adhering to one-member-one-vote). The board hires and oversees a general manager who runs daily operations. Profits (surplus) are either reinvested or returned to members as patronage dividends according to their purchases, at the board’s discretion and co-op’s financial health. Indeed, the co-op is part of the National Co+op Grocers network, and like many food co-ops, allocates annual patronage refunds to owners when able rei.com. This model exemplifies Members’ Economic Participation: members contribute equity and receive a share of profits (Principle 3). The membership is voluntary and open to all (anyone can become an owner for a modest fee, and there is no discrimination in membership) – in fact “anyone can join” and everyone is welcome to shop foodconspiracy.coop (Principle 1). The co-op’s bylaws and board policies ensure democratic control by the member-owners (Principle 2). Day-to-day, Food Conspiracy runs like a neighborhood grocery store, but with community and ethics at its core rather than profit-maximization.
Adherence to Cooperative Principles: Food Conspiracy Co-op is a textbook example of the seven principles in action. We’ve noted open membership (Principle 1) – they emphasize that “Everyone can shop, anyone can join”foodconspiracy.coop. Democratic control is exercised via owner elections and meetings; each member has equal voting power (Principle 2). The co-op allows economic participation by requiring an equity investment and offering potential dividends and owner discounts/special order benefits (Principle 3). The co-op is fully independent and controlled by its members (Principle 4 – no outside owners). It strongly values education (Principle 5): the store frequently hosts workshops (e.g., on cooking, wellness), issues newsletters, and educates members about food issues. They also train staff and board in cooperative principles. Food Conspiracy is active in cooperation among cooperatives (Principle 6) – it’s a member of National Co+op Grocers (a nationwide co-op of food co-ops for purchasing and marketing support ncg.coop) and collaborates with other Arizona co-ops (for example, it’s a buyer member of the multi-stakeholder Sun Produce Cooperative, sourcing local farm products sunproducecoop.orgsunproducecoop.org). It also has a history of giving loans or assistance to smaller co-ops (e.g., co-op start-ups and even lending equipment to groups like BICAS in early days wc.arizona.edu). Finally, concern for community (Principle 7) is at the forefront: since 1971 Food Conspiracy has sought to “make fresh, healthy food more accessible to everyone in our community”foodconspiracy.coop. They support local farmers, pay fair prices, donate to community events, and often incorporate environmental initiatives (minimal packaging, solar power on the roof, etc.). The co-op’s values include openness, integrity, social justice, and sustainability foodconspiracy.coopfoodconspiracy.coop – clearly aligned with community well-being.
Lessons for Beanchain: Food Conspiracy Co-op’s 50+ year longevity provides several key lessons that Beanchain can learn from. First, it shows the power of community ownership in creating loyalty – many Tucson shoppers have patronized the co-op for decades because they feel ownership and alignment with its values. For Beanchain, fostering a sense of community ownership (even before full coop conversion) can build a devoted customer base. The co-op also demonstrates effective scaling of democratic governance – even with ~2,500 owners, they maintain democratic elections and quorum at annual meetings. Beanchain can study their methods for member engagement (newsletters, fun annual meetings, voting incentives, etc.) to ensure high participation when it transitions to a coop. Another lesson is financial sustainability with cooperative structure: Food Conspiracy had to compete with big grocery chains yet survived by focusing on niche local/organic products, great service, and cooperative differentiation. Beanchain likewise can differentiate itself from corporate coffee shops by its democratic model and community focus. Also, the co-op’s membership benefit structure (discounts, special order days, patronage refunds) is a good reference – Beanchain might consider offering customer memberships or loyalty programs that echo cooperative membership, to raise funds and loyalty even prior to converting customers into formal coop members. Additionally, Food Conspiracy is an example of balancing professional management with cooperative oversight – a seasoned GM runs the store, but the board (elected from the membership) ensures adherence to coop values. Beanchain’s plan for a network and multiple locations might similarly need professional managers at shops, overseen by a board of worker-members. Finally, Food Conspiracy’s participation in secondary cooperatives (like buying clubs and co-op associations) highlights that co-ops gain strength through federations – Beanchain could plug into similar networks (e.g., explore joining an alliance of cooperative coffee shops or local business coalitions like Local First Arizona) to get support in marketing, purchasing or training.
Collaboration Opportunities: There are many ways Beanchain could partner with Food Conspiracy Co-op given both share community-oriented, ethical business values. For example, Beanchain might become a supplier to the co-op: if Beanchain roasts its own coffee or develops packaged products (like beans or bakery items), Food Conspiracy could carry them on their shelves – giving Beanchain exposure to co-op members and supporting a fellow cooperative’s product. Reciprocally, Beanchain can source ingredients from the co-op or its local producers network – e.g. using local dairy, honey, or produce from Food Conspiracy’s vendors in its menu (which supports Sun Produce Coop farmers and UDA dairies indirectly). Cross-promotion is another avenue: the co-op could feature Beanchain in its newsletter as a new cooperative business, and Beanchain could offer co-op member discounts at the café (e.g., show your Food Conspiracy member card for 5% off a latte). This would exemplify Principle 6 (co-ops helping co-ops) and mutually increase customer loyalty. Education-wise, Beanchain and the co-op might co-host community workshops – e.g. a panel on cooperative business models, or a class on fair trade coffee sourcing held at the co-op’s community room, with Beanchain providing the coffee. Since Food Conspiracy has a kitchen, they could even collaborate on an event or product (maybe a special co-op coffee blend or a co-op brunch event during International Cooperative Month). At a governance level, Beanchain can seek mentorship from Food Conspiracy’s board or general manager – perhaps invite a board member to speak to Beanchain’s team about how democratic governance works with a large membership, or ask for guidance on setting up membership record systems, etc. Finally, both organizations could team up in advocacy: joining forces to advocate for cooperative development (through Arizona Cooperative Initiative events or at the legislature for supportive policies). Building a strong relationship with a venerable co-op like Food Conspiracy will situate Beanchain firmly in Arizona’s cooperative community.
Contact: Address – 412 N. 4th Avenue, Tucson, AZ 85705 (located at the 4th Ave & 6th St streetcar stop)foodconspiracy.coopfoodconspiracy.coop. Phone – (520) 624-4821 foodconspiracy.coopfoodconspiracy.coop. Email – info@foodconspiracy.coop (not explicitly listed on website, but contact form available). Store Hours – Open daily, 7:00 AM – 9:00 PM foodconspiracy.coopfoodconspiracy.coop. Website – foodconspiracy.coop (includes online ordering and information about membership). Social Media – Facebook and Instagram @foodconspiracy.

Phoenix Food Co-op (Phoenix metro) – Cooperative Grocery Initiative (Multistakeholder)

Overview: Phoenix Food Co-op is a startup cooperative initiative aiming to establish the Phoenix area’s first community-owned grocery store. Incorporated in late 2021 as a multistakeholder cooperative (consumer and worker hybrid)thriveconsultancyinc.com, it has been building its membership and operating a pilot “Buyers Club” for local foods. Phoenix Food Co-op’s mission is to create a community-owned grocery focused on Arizona-grown and made foodphxfood.coop – bringing the food co-op model to the state’s largest city, which currently lacks a co-op grocery. So far, the co-op has recruited member-owners (open to anyone in the community) and even worker-members on its organizing committees. They ran an online ordering platform (“Buyer’s Club”) where members could purchase local farm products and pick them up weekly, as a precursor to a full store phxfood.coopphxfood.coop. (As of mid-2025, the buyer’s club is on hiatus while the team focuses on securing a physical store location and additional capital phxfood.coop.) The co-op emphasizes inclusion, offering Spanish-language member information phxfood.coop and even a $10 “solidarity membership” for those who can’t afford the full equity investment phxfood.coop. It’s Phoenix’s answer to the long-running Tucson co-op – a modern, equity-driven project with a growing following of people who “want to own a grocery store with our community”foodconspiracy.coop.
Business Model & Governance: Phoenix Food Co-op is structured as a multistakeholder cooperative, meaning both consumers and workers will ultimately have ownership stakes and representation. In practice during the startup phase, most members are community supporters (future shoppers). They have a membership model where individuals buy a Member share (one-time fee, which the site indicates is $150 for a primary member). They also offered Preferred Shares at $1,000 each for members able to invest more capital (these help fund the store and likely carry a limited dividend or repayment, though owners still get one vote regardless of share amount)phxfood.coop. They also have a Solidarity Member option ($10) to include those with limited income, ensuring open membership (Principle 1) beyond financial barriers phxfood.coop. Governance so far has been via a founding board and committees of member volunteers phxfood.coop. As they move closer to opening a store, the plan is to hire a general manager and have a board elected by the entire membership (consumer members) and possibly staff representation as well. Each member will have one vote in board elections and major decisions, embodying democratic control (Principle 2). Uniquely, because it’s multistakeholder, workers will also have an official voice – potentially their own class of membership or a seat on the board (ensuring the coop serves both its customers and its employees). Economically (Principle 3), members contribute equity through their share purchases and will receive patronage rebates or dividends in the future when the store is profitable. The co-op is autonomous (Principle 4), though it collaborates closely with nonprofits like Thrive Consultancy and the city (for development support, not control)thriveconsultancyinc.comthriveconsultancyinc.com. The co-op devotes a lot of effort to education and information sharing (Principle 5) – hosting info sessions, maintaining active social media, and providing transparency in bylaws and plans (they even share their bylaws publicly on the site phxfood.coop and have been featured in cooperative training workshops thriveconsultancyinc.comthriveconsultancyinc.com). They practice cooperation among cooperatives (Principle 6) by partnering with Sun Produce Cooperative (buying from local farm co-op)sunproducecoop.org, learning from Food Conspiracy (they shared Food Conspiracy’s bylaws as a template in Thrive’s resource library thriveconsultancyinc.comthriveconsultancyinc.com), and engaging with the Arizona Cooperative Initiative. Finally, their core goal is concern for community (Principle 7): strengthening local food systems, supporting small farmers and producers, and ensuring healthy food access in Phoenix. The solidarity membership and bilingual approach also show community inclusion values.
Insights for Beanchain: As a fellow cooperative startup, Phoenix Food Co-op’s journey offers relevant insights for Beanchain. One key lesson is the importance of community engagement and incremental progress when building a cooperative. Phoenix Food Co-op built momentum by starting as a buying club – essentially testing the market and operations on a small scale while rallying supporters phxfood.coopphxfood.coop. Beanchain similarly could pilot cooperative practices in increments (which it is doing via casual voting, profit-sharing teams, etc., per the Beanchain planfile-n4gj8cn7aypseqdxchblglfile-n4gj8cn7aypseqdxchblgl). The co-op’s use of multistakeholder structure is also instructive: it recognizes that both consumers and workers are crucial stakeholders. Beanchain might consider down the road whether a hybrid ownership model (in which both employees and perhaps community investors or customers hold shares) could help raise capital or broaden support. Phoenix Food Co-op’s creative approach to raising capital – selling preferred shares and accepting donations phxfood.coopphxfood.coop – provides a model for financing cooperative expansion that Beanchain could emulate when funding new locations. Additionally, the emphasis on diversity and inclusion (Spanish materials, low-cost memberships) is a reminder to Beanchain to ensure its cooperative model is inclusive to all workers (and perhaps future customer-members) regardless of background or financial status. Another insight is how they leverage partnerships: Phoenix Food Co-op partnered with City of Phoenix (the city’s innovative Office of Innovation and business incubator programs have seed-funded coop developmentthriveconsultancyinc.com) and with technical assistance providers (Thrive). Beanchain can similarly seek partnerships or grants from local government or economic development organizations interested in cooperatives – the Phoenix co-op’s success in getting support indicates public entities in Arizona are warming to co-ops. Finally, Phoenix Food Co-op shows the power of narrative – their rallying cry “Become a member of Phoenix’s only community-owned grocery store”phxfood.coop created excitement. Beanchain can craft a similar narrative (“Arizona’s first worker-owned coffee chain”) to attract interest. It’s worth noting that startup co-ops face challenges too: Phoenix Food Co-op paused operations to regroup, which highlights the need for patience, persistent outreach, and perhaps more capital than initially expected. Beanchain can take this to heart in its expansion planning.
Collaboration Opportunities: Beanchain and Phoenix Food Co-op are highly aligned in values and could support each other as sister emerging co-ops. A natural collaboration once Phoenix Food Co-op opens a physical store would be for Beanchain to operate an in-store coffee kiosk or café within the co-op grocery. Many food co-ops have little cafes or coffee bars; having Beanchain run it (with co-op labor) could provide a service to co-op shoppers and a low-risk expansion opportunity for Beanchain. This would directly demonstrate co-ops cooperating. In the meantime, Beanchain can participate in Phoenix Food Co-op’s activities: for instance, supplying fair-trade coffee for their pop-up markets or member meetings. Beanchain might host a member drive event at its coffee shop for the co-op or vice versa (the co-op could feature Beanchain at a meet-and-greet). Since Phoenix Food Co-op has committees for volunteering phxfood.coop, Beanchain’s team could join a “local business outreach” committee to network with like-minded folks. There’s also scope for joint marketing: a “local co-op directory” flyer or social media campaign that includes both organizations (along with others like credit unions, etc.), educating the public on coop options in Phoenix. As both grow, they could consider cross-membership benefits – for example, Phoenix Food Co-op members might get a special deal at Beanchain and Beanchain’s worker-members might get a discount on co-op groceries. This encourages people to support the cooperative economy as a whole. Additionally, Beanchain could support Phoenix Food Co-op’s capital raising by investing in a Preferred Share (if legally feasible for an LLC to hold coop stock) or by encouraging its founders and customers to become co-op members – essentially putting Principle 6 into practice financially. In long term, if Phoenix Food Co-op launches successfully, both could collaborate on policy advocacy for cooperatives or co-develop a “Co-op Marketplace” event (cooperative pop-up market) to showcase cooperative businesses in the area.
Contact: Website – phxfood.coop (provides information, membership signup, and a contact form). General Contact Email – info@phxfood.coop (implied via site for inquiries). There is no physical store yet; meetings and pickup events have been held in various Phoenix locations. Social Media – Instagram @phxfoodcoop (active with updates on progress). Once a store location is secured, address and hours will be announced on their website. For now, interested persons can reach out via the website or social media for the latest developments and ways to get involved.

REI Co-op (Recreational Equipment Inc.) – National Consumer Co-op with Arizona Stores

Overview: REI is a well-known national consumer cooperative specializing in outdoor gear and apparel. While REI is headquartered in Washington state, it operates multiple retail stores in Arizona (including Phoenix Paradise Valley, Chandler, Tempe, Flagstaff, and Tucson) and has a large membership base in the state. REI was founded in 1938 and has grown into one of the largest consumer co-ops in the U.S., with over 20 million members nationwide. Members join REI Co-op with a one-time $30 membership fee (good for a lifetime)rei.com. In return, they receive an annual dividend (patronage refund) of around 10% on eligible purchases rei.com, along with other perks like special sales, discounts on classes/travel, and the ability to vote for the board of directors. REI’s presence in Arizona is significant – their stores not only sell gear but also host community events (e.g., hiking classes, volunteer trail cleanups) and support local outdoor nonprofits through grants.
Business Model & Governance: REI operates as a consumer retail cooperative. Customers become members (consumer-owners) by buying a share (the $30 fee represents a share of the cooperative). Each member, regardless of how much they spend, has one vote in annual elections for REI’s Board of Directors (Principle 2 – democratic member control). REI’s board is a mix of member-elected directors and some appointed experts; the board in turn appoints the CEO. Members also vote on certain resolutions and bylaw changes. REI follows the typical co-op model of distributing a portion of profits back to members as patronage dividends based on each member’s purchases (Principle 3 – member economic participation)rei.com. (For example, if REI is profitable in a year, members receive 10% back on what they spent, as store credit or check.) Importantly, REI retains some earnings for growth (with member approval via board oversight) and to fund community initiatives. The coop has adhered to voluntary and open membership (Principle 1) since its founding – anyone can join, there are no demographic restrictions, and REI doesn’t discriminate (in fact they have initiatives to reach diverse audiences in the outdoors). REI maintains autonomy and independence (Principle 4) as a business – it’s owned by its consumer members and not controlled by external shareholders or the government. It has occasionally partnered (e.g. with venture firms for its Adventures travel arm or manufacturers for product lines) but always under terms that preserve co-op control. REI provides extensive education and training (Principle 5) in its domain: free workshops on outdoor skills, expert advice content (through its REI Expert Advice articles), and even internal training for staff about cooperative values. They also make an effort to educate members about responsible outdoor ethics and environmental stewardship (which aligns with their co-op ethos). On cooperation among cooperatives (Principle 6), REI might not overtly partner with other retail co-ops (as it’s a giant in its field), but it does partner with co-op brands and is a member of national cooperative business associations. For instance, REI has worked with credit union networks (their stores have ATM access via the Co-op ATM network for credit unions desertfinancial.com). REI also shares best practices with smaller co-ops and was a founding member of Cooperative Brands (an alliance of consumer co-ops). Finally, concern for community (Principle 7) is deeply ingrained: REI dedicates a significant portion of profits to the community – in 2023, REI gave back over $8 million to nonprofit partners for outdoor stewardship projects (trail building, park maintenance, etc.), some of which benefited Arizona’s public lands. They also implement sustainable operations and have advocated for environmental conservation nationally uda.coopuda.coop.
Adherence to Principles & Notable Practices: While REI is enormous and sometimes compared to a regular corporation, it is a cooperative at its core. It practices Democratic Member Control by allowing members to elect its board – though a critique is that voter turnout among 20M members is low and candidates are often nominated by the board. Nonetheless, members do have a voice (and occasionally member activism has pushed REI on issues like carrying certain products or environmental stances – showing the latent power of the membership vote). REI’s patronage dividends exemplify member economic participation and resonate strongly with co-op Principle 3 rei.com. REI is also transparent in co-op finances; for example, they publish their bylaws and annual reports for members rei.com. The membership model is very open – at just $30, it is accessible to most (and even non-members can shop at REI, they just don’t get the dividend). They occasionally offer promotions that essentially rebate the membership fee in coupon form to encourage joining. In terms of cooperation with other co-ops: one interesting link is REI’s participation in the Co-op Shared Branching/ATM network used by credit unions, which they advertise to members as an ATM benefit desertfinancial.com – while not core to retail, it shows a principle of cooperating to provide services. Also, REI’s private label products sometimes collaborate with fair-trade cooperatives abroad for materials. And culturally, REI calls its employees “employees of the co-op” and fosters an internal culture of service to the membership, aligning with cooperative identity.
Lessons for Beanchain: REI provides Beanchain with a scalable example of a cooperative brand and the importance of living cooperative values even as a business grows. One key lesson is the value of brand identity tied to coop values – REI proudly markets itself as “REI Co-op” and emphasizes that it’s “not here to make shareholders rich, but to serve its members and get people outdoors.” This authentic, values-driven branding has won REI customer trust. Similarly, Beanchain can brand itself as a cooperative coffee company that prioritizes workers and community over profit – a message likely to resonate with customers seeking ethical businesses. REI also demonstrates how to implement cooperative membership at a large scale: simple one-time fee, clear tangible benefits (10% dividend, special offers) to entice membership, and ongoing engagement (magazines, member events, anniversary sales). Beanchain could adopt a similar approach if it ever creates a customer cooperative or loyalty program – make it simple and rewarding. Another lesson is financial planning: REI balances patronage refunds with reinvestment. In lean years they reduce dividends to maintain reserves. Beanchain’s cooperative will need to manage distributing profits to worker-members vs. reinvesting for expansion, learning from how REI communicates such decisions to members. Additionally, REI’s commitment to community (closing all stores on Black Friday to encourage outdoors time, for example) shows that bold value-driven moves can also boost brand loyalty. Beanchain might find analogous moves (perhaps closing on certain holidays for community volunteering, etc.) that underscore its mission. Lastly, REI highlights the governance challenges of large co-ops – ensuring active member participation when membership is in the millions. Beanchain likely won’t reach that size, but as it grows to multiple locations with many worker-members, preventing apathy and ensuring democratic engagement will be important. Observing how REI tries to involve members (through surveys, local events, etc.) could be instructive.
Collaboration Opportunities: While REI is a national co-op, there are still ways Beanchain could partner or engage with its Arizona operations, especially around community and Principle 6. One idea is to coordinate on outdoor community events – for instance, a hiking clean-up day at South Mountain where REI provides gear/expertise and Beanchain provides coffee and refreshments. REI often has outreach programs and might welcome a local co-op like Beanchain to co-sponsor events that promote outdoor recreation or environmental stewardship. In-store, Beanchain might propose doing a “pop-up café” on a busy Saturday at an REI store, serving cold brew samples to customers – this introduces Beanchain to REI members (who are generally community-oriented folks and potential Beanchain supporters) and gives REI an added in-store perk. Because REI has meeting rooms and classes, perhaps a “Co-op 101” workshop could be held at an REI store in Phoenix or Tempe, where Beanchain and other local co-ops present to REI members about the cooperative movement (REI benefits by deepening member understanding of co-ops beyond just retail). REI might also be open to cross-promoting local co-ops in their member communications – for example, a mention in an REI email newsletter about Arizona cooperatives (including Beanchain’s story) as part of their community focus. On a smaller scale, simply networking is valuable: Beanchain’s founders can connect with REI store managers or outreach coordinators in Arizona to build relationships; REI staff might have advice on engaging a large membership or could even serve on Beanchain’s advisory committees as community representatives. Finally, since REI members get dividends, if Beanchain at some point opens ownership to consumers, tapping into the existing REI member community (perhaps offering a small incentive for REI members to check out Beanchain) could be a marketing angle – cooperative consumers often like to support other co-ops.
Contact (Arizona Stores): REI Paradise Valley, Phoenix – 12634 N. Paradise Village Pkwy W, Phoenix, AZ 85032. Phone: (602) 996-5400 rei.com. Hours: Mon–Fri 10am–9pm, Sat 9am–7pm, Sun 10am–6pmmapquest.com locally.com. REI Tempe – 1405 W Southern Ave, Tempe, AZ 85282. Phone: (480) 967-5494. Hours: Mon–Fri 10am–9pm, Sat 9am–7pm, Sun 10am–6pm. REI Tucson – 160 W Wetmore Rd, Tucson, AZ 85705. Phone: (520) 887-1938. Hours: Mon–Fri 10am–9pm, Sat 10am–7pm, Sun 10am–6pm. (All stores offer curbside pickup at slightly earlier hoursrei.com.) Website: rei.com – members can manage accounts and vote via the website. Social: @REI on all major platforms. For co-op specific inquiries, REI’s membership services number is 1-800-426-4840.

Credit Unions (Arizona) – Financial Cooperatives

Credit unions are member-owned financial cooperatives that provide banking services. They fall under consumer co-ops since the depositors (customers) are the members and owners. Arizona has many credit unions, some of the largest being Desert Financial Credit Union (Phoenix), Arizona Financial Credit Union (Phoenix), OneAZ Credit Union (statewide), and Vantage West Credit Union (Tucson). While not “co-ops” in the retail sense, they operate on cooperative principles: one-member-one-vote governance, not-for-profit status, and returning surplus to members via better rates or dividends facebook.com.

Desert Financial Credit Union (Phoenix-based): With over $7 billion in assets and dozens of branches, Desert Financial is Arizona’s largest credit union. It began in 1939 (as a teachers’ credit union) and now serves 400,000+ members. As a coop, it is owned by its account holders – every person with a savings account (called a share account) is a member-owner. Governance: Members elect a Board of Directors (volunteers from the membership) at the annual meeting (Principle 2). Each member has equal voting rights regardless of their deposits. Member Economic Participation: The credit union is not-for-profit and returns earnings to members by offering lower loan rates, higher savings yields, and an annual Member Giveback bonus dividend (for example, in 2020 Desert Financial gave members $14 million in dividends and bonuses facebook.com). Community & Education: Like many CUs, Desert Financial invests heavily in financial literacy education and community giving – in 2023 it gave back $4.5 million to community programs and scholarships desertfinancial.com. It also participates in the national CO-OP ATM network, giving members surcharge-free ATM access nationwide (cooperation among co-ops, Principle 6)desertfinancial.com. Contact: Desert Financial’s main customer service line is (602) 433-5626 desertfinancial.com. They have ~50 branches statewide (hours typically Mon–Fri 9am–6pm, some open Saturdays). Branch example: Desert Financial Mesa (McKellips): 1260 E. McKellips Rd, Mesa, AZ 85203. Phone: (602) 433-7000. Hours: Mon–Thurs 9am–5pm, Fri 9am–6pm, Sat 9am–1pm. Website: desertfinancial.com – features online banking and extensive info on membership.
Arizona Financial Credit Union (Phoenix-based): Formerly Arizona Federal Credit Union, this coop has about 150,000 members. It’s similar in structure – each member with a $5 share can vote in board elections. Arizona Financial often returns excess earnings via an annual profit-sharing rebate to members. Contact: (602) 683-1000; checks locations at arizonafinancial.org.
OneAZ Credit Union (Statewide): Serves communities across Arizona, originally founded by state employees. It has a volunteer board elected by members. It provides community grants each year to local nonprofits – again reflecting Principle 7 concern for community.
Vantage West Credit Union (Tucson-based): Largest Southern Arizona credit union with ~170,000 members. Governed by a member board, Vantage West emphasizes local decision-making and has even dabbled in cooperative outreach (partnering with local food co-op on events, etc.).

For Beanchain, credit unions offer partnership opportunities: they could be natural banking partners (Beanchain can keep its accounts at a credit union, aligning its finances with coop values). Credit unions also often support small businesses – e.g., offering lower-interest loans or microloans that could help Beanchain expand, or sponsoring community events at Beanchain’s location. Many credit unions love to highlight local business members, so Beanchain could get featured in a newsletter or join “Bank Local” campaigns with them. Additionally, credit unions and Beanchain might co-develop financial literacy or entrepreneurship workshops for Beanchain’s young employees, leveraging the CU’s expertise (Principle 5 education). Collaboration idea: A “Coffee and Finances” seminar hosted at Beanchain in partnership with a credit union, offering budgeting tips to service industry workers. This fosters community and introduces more people to both co-ops.

Producer Cooperatives (Agricultural & Producer-Owned Enterprises)

Producer co-ops are owned by producers (farmers, artisans, etc.) who band together to process, market, or distribute their products. Arizona, with its agriculture and ranching sectors, has several notable producer cooperatives. These co-ops help small producers achieve scale and market access, and they embody cooperative principles in sharing resources and returns among producer-members.

United Dairymen of Arizona (Tempe) – Dairy Producers’ Cooperative

Overview: United Dairymen of Arizona (UDA) is a cooperative association of Arizona dairy farm families, founded in 1960 thinkusadairy.org. It is the state’s major milk marketing and processing cooperative, handling the majority of Arizona’s raw milk production. UDA operates a large dairy processing plant in Tempe (one of the largest in the Southwest), where member farms’ milk is collected, tested, processed into products like milk, cream, butter, powder, and then marketed to wholesale buyers ams.usda.gov. Essentially, UDA allows dairy farmers to collectively process and sell their milk, achieving economies of scale and bargaining power that individual farms couldn’t on their own. As of 2025, UDA has around 80 member dairy farms (mostly family-owned dairies) located in Arizona. The coop markets millions of pounds of milk annually, supplies milk to regional brands, and even runs a public-facing Dairy Store (“Milk n’ More”) in Tempe where locals can buy dairy products fresh from the coop ams.usda.gov. UDA also engages in industry advocacy and is known for high quality and innovation in dairy (for instance, investments in sustainable practices and technology at the plant).
Business Model & Governance: UDA is structured as a producer-owned marketing cooperative. Each member farm buys a membership share and signs a marketing agreement to pool their milk with the co-op. UDA then markets all members’ milk and returns the proceeds to members after covering costs. Governance is through a Board of Directors elected by the member dairy farmers (often on a regional basis if the coop’s membership is widespread). Recently, UDA’s board had about 9 dairy farmers, elected by and from the membership. Each member has (generally) one vote, though some agricultural co-ops use proportional voting based on production. However, UDA being a Capper-Volstead cooperative (an ag co-op under federal law) likely adheres to one-member-one-vote or at least ensures democratic processes thinkusadairy.org. For example, UDA just announced a newly elected Chairman of the Board, who is a dairy farmer member, reflecting the democratic governance uda.coopuda.coop. Member economic participation: UDA’s farmer-owners contribute capital (there’s typically a per-unit capital retain from milk sales) and share in profits. UDA returns earnings to farmers in the form of year-end patronage dividends based on how much milk each farmer contributed (so highly proportional, but the policy is member-approved). They invest in processing capacity and can negotiate better prices collectively, increasing members’ income over time. Autonomy: UDA is independent, owned solely by Arizona dairy producers (Principle 4). It often works in federations like the National Milk Producers Federation but remains governed by its local members. Education & Training: UDA provides technical support and training to its farmers – e.g., quality control education, animal care workshops – aligning with Principle 5. It also runs public education about dairy (tours, school visits) to promote understanding of farming uda.coop. Cooperation among cooperatives: UDA is a member of national dairy cooperatives and alliances (for example, it’s part of DairyAmerica, a federated coop marketing dairy powder internationally). Within Arizona, UDA collaborates with other co-ops too – it has supported local food banks and even other co-ops’ projects (e.g., we see names like UDA crop up in cooperative conferences or surveys in AZ goodmarket.global). Concern for community: Despite being an agri-business, UDA emphasizes community: they focus on environmental stewardship (reducing water use, renewable energy on farms)uda.coop, ensure animal welfare standards, and contribute to local causes (dairy donations, youth scholarships, etc.)uda.coopuda.coop. UDA brands itself as a family of local farmers “united in excellence since 1960”, highlighting community and collaboration.
Adherence to Principles: Summarizing, UDA meets cooperative principles: Voluntary membership – farmers choose to join for mutual benefit (and indeed Arizona dairy farms largely all chose to unify in UDA, showing its value). Democratic control – farmers elect their peers to govern (e.g., Daniel Boschma, a member, was elected Chair in 2025 uda.coop). Economic participation – farmers invest capital and get earnings proportional to use thinkusadairy.org. Autonomy – UDA is farmer-run, not controlled by outside investors (they even built their own processing plant to stay independent of corporate dairies). Education – UDA engages in member and public education (from quality/safety training to consumer-facing sustainability reports uda.coopuda.coop). Cooperation with other co-ops – UDA works with co-ops like DairyAmerica and participates in the Grand Canyon State Electric Co-op Association’s projects for rural community improvement gcseca.coop (for example, some dairy farms are on rural electric co-ops, and UDA partners on energy initiatives). Community – UDA supports the broader community; one can see this in quotes from UDA’s inaugural GM emphasizing preventing complacency and continuously serving members and community uda.coop.
Lessons for Beanchain: UDA provides a successful case of scaling up a cooperative enterprise and might seem far from a coffee shop in industry, but the underlying lessons of collective success, longevity, and balancing member needs with market demands are highly relevant. One key takeaway is the strength of unity in a competitive market: just as dairy farmers survived by banding together, baristas and café workers (or small shops) can benefit from cooperative models to gain scale. The concept of a network of local businesses supported by a cooperative federation that Beanchain envisionsfile-n4gj8cn7aypseqdxchblgl is similar to UDA’s farmers owning a collective processing/marketing arm. It shows that with commitment, co-ops can compete with much larger investor-owned firms by leveraging the loyalty and hard work of members. Another lesson is professionalization without losing cooperative identity – UDA runs a sophisticated operation (large processing facility, global sales) yet remains farmer-governed and community-rooted uda.coopuda.coop. Beanchain can likewise professionalize its operations (quality control, branding, expansion) while keeping democratic governance. UDA’s history also underscores the need for continual innovation and avoiding “status quo disease”uda.coop – a direct quote from a UDA founder implores co-op members to keep pushing forward. For Beanchain, this means not resting once it’s a coop but continually improving the model and business. Financially, UDA demonstrates prudent capital management: they built up significant assets (the plant) by retaining some earnings and likely requiring member capital contributions. Beanchain can expect that transitioning to a coop may require members (worker-owners) to invest capital or reinvest profits for a time to fuel expansion – seeing UDA’s tangible success might encourage buy-in to that approach. Finally, UDA’s emphasis on shared branding and marketing (co-op branding leverages all members’ quality) is analogous to how each Beanchain location could collectively market under one brand while being locally owned – a balance of local and collective that UDA has managed well.
Collaboration Opportunities: Direct collaboration between Beanchain and UDA could revolve around product sourcing and community programs. For instance, Beanchain could source some of its dairy products (milk for lattes, etc.) from UDA member farms or through UDA’s processing plant. UDA’s “Milk & More” store in Tempe sells milk and dairy; Beanchain could establish a purchasing relationship to ensure its milk is coming from a local coop rather than a corporate dairy. This could be a marketing point (“we use dairy from an Arizona farmer-owned co-op”) and strengthens Principle 6 ties. On the flip side, Beanchain might offer a venue for UDA’s consumer outreach – maybe hosting a “meet your local dairy farmer” coffee event or carrying informational materials about UDA farms in-store (e.g., a small display about sustainable dairying). Given UDA does education in schools, perhaps a joint educational event at Beanchain for families (“Coffee with a Farmer” morning, where parents get coffee and kids learn about cows!). Another idea: co-brand a specialty drink – e.g., a seasonal latte made with local milk and maybe honey, dubbed “Dairymen’s Latte”, with part of proceeds donated to a dairy scholarship fund. This kind of collaboration highlights cooperatives caring for community together. Finally, since UDA is a big player in Arizona’s cooperative landscape, building a relationship might open doors for Beanchain to connect with the wider ag/co-op network. UDA’s executives or board members might be involved in state cooperative councils; an introduction could help Beanchain gain credibility and maybe mentorship on cooperative governance from seasoned co-op leaders.
Contact: Address (Headquarters & Dairy Plant): 2008 S. Hardy Drive, Tempe, AZ 85282 business.tempechamber.org. Phone: (480) 966-7211 uda.coop. Website: uda.coop – provides news, sustainability reports, and a contact form. Social Media: Facebook @UnitedDairymenofArizona (active with community posts). Milk n’ More Dairy Store: 2008 S. Hardy Dr., Tempe, AZ – open Mon–Fri 7:30am–5:30pm (sells milk, ice cream, etc.). For inquiries about collaborating or educational tours, UDA’s site suggests contacting via phone or through their “Who We Serve” page. They are very approachable in promoting local dairy.

Sun Produce Cooperative (Phoenix Area) – Small Farmers Produce Co-op

Overview: Sun Produce Cooperative (SPC) is a multi-stakeholder agricultural cooperative based in Phoenix focused on aggregating and marketing produce from small-scale farms. Founded in 2017, Sun Produce was started by a group of small farmers to increase the viability of small-acreage farms, expand access to fresh local food, and transform Arizona’s food systemgoodmarket.global. It operates as an aggregator and distributor: coordinating production among member farms, collecting produce, and selling to buyers like school districts, restaurants, grocery co-ops, and farmers markets. By joining forces, farmers in SPC can reach larger institutional markets and share resources like marketing, distribution logistics, and storage. Uniquely, Sun Produce is multi-stakeholder – its members include not only producers (farms) but also distributors, buyers, and food hubs as member classes sunproducecoop.orgsunproducecoop.org. This approach brings producers and purchasers to the same table, aligning supply and demand in a cooperative way. As of its recent info, SPC had about 15+ small farm members across Maricopa and Pinal counties (e.g. farms in Gilbert, Litchfield Park, Waddell, Phoenix) and several buyer members like a school district, community garden, and a farm-to-market in Prescott Valley sunproducecoop.orgsunproducecoop.org. SPC’s mission explicitly ties into community health: “connecting increased consumption of local food for better overall health to farm viability and economic development.”sunproducecoop.org They also formed a 501(c)(3) foundation arm for education and grants, showing a broad community focus.
Business Model & Governance: Sun Produce Coop’s business model is to act as a shared-services cooperative for local farms. Farmers pay a membership fee or equity share and a small commission on sales, and in return SPC handles sales outreach, a combined online marketplace, distribution (they have a refrigerated truck), and marketing under a common brand sunproducecoop.org. By aggregating produce, they achieve the volume and consistency needed to supply larger contracts (e.g., school lunch programs want a steady supply from multiple farms). Governance is by a Board of Directors that likely includes representatives of each stakeholder class (producers hold the most seats as primary stakeholders). Each member farm has a vote on cooperative matters (and possibly buyer members have voting rights on some issues as well, structured in bylaws). This cooperative exemplifies Democratic control in a multi-stakeholder context, which often means careful balancing of interests in decision-making. However, all share the cooperative’s core goal of a thriving local food economy. Economically, farmers benefit by receiving one combined payment from the co-op for all their sales through SPC, minus co-op costs. If there’s a surplus at year’s end, it could be paid as patronage to members in proportion to their deliveries or purchases (Principle 3 in action). Open membership (Principle 1) – SPC is open to small producers in the region and even to new buyers who align with their mission (e.g., institutions seeking local produce can become buyer members). They likely have criteria to maintain quality and cooperation, but no arbitrary barriers. The coop maintains independence (Principle 4), though it partners with supportive organizations like Local First Arizona and the USDA (for grants). They strongly emphasize Education (Principle 5): helping member farmers with training on food safety, post-harvest handling, crop planning for co-op sales, etc. and educating the public about “Arizona-grown” benefits. Cooperation among cooperatives (Principle 6): Sun Produce actively works with other co-ops – for example, it sells to Phoenix Food Co-op (buyer member)sunproducecoop.org and was incubated with help from Farmers Markets, the Maricopa County Food System Coalition, and possibly Food Conspiracy Co-op as a customer. Also, one of its distributor members is Pivot Produce (a Tucson produce cooperative effort). The networked nature of SPC is literally co-op among co-ops. Concern for community is at SPC’s heart: by focusing on local farms, they keep food dollars in the community, support sustainable agriculture, and improve fresh food access in under-served areas. They even target reducing “food miles” and educating kids on local food. Overall, SPC is a stellar example of a modern, mission-driven producer coop.
Lessons for Beanchain: Sun Produce Cooperative illustrates how a cooperative can tackle challenges in a fragmented industry by pooling resources and collaborating instead of competing. For Beanchain, which might eventually help organize multiple coffee shop locations or even support other small cafes converting to co-ops, SPC’s model shows the benefit of a secondary cooperative (co-op of co-ops). The envisioned “Beanchain Network” nonprofit that will “provide essential services to sustain and grow a collective of worker-owned shops”file-n4gj8cn7aypseqdxchblgl is conceptually similar to what SPC does for farms. Thus, studying SPC’s development (they started with a grant and a coalition of willing farms, gradually formalized a structure) could inform Beanchain’s expansion strategy. Another lesson is the inclusion of multiple stakeholders – SPC realized that involving buyers as members would secure loyalty and alignment. Beanchain might consider involving not just workers, but perhaps community investors or even loyal customers in some form of membership to strengthen its ecosystem (similar to multistakeholder logic). SPC’s focus on branding and marketing for members shows the power of a unified brand with cooperative values – Beanchain as a network brand could similarly market the cooperative difference (like how SPC leverages the narrative of local farmers cooperating for community health goodmarket.global). Also, SPC’s mission-driven approach (explicit health and economic development goals) demonstrates that co-ops can be powerful vehicles for social goals while running a viable business. Beanchain, with its mission of fair worker-directed business and community service, can take heart that aligning profit with purpose is not only possible but attractive to partners (SPC has garnered support from public and private sectors due to its clear social benefits). On a practical note, SPC shows logistical cooperation – sharing distribution infrastructure. Down the line, if Beanchain helps spawn other cooperatives (like the mentioned “Baristas” coop or “Beanchain Music Coop”file-n4gj8cn7aypseqdxchblgl), a shared services model could be useful (e.g., co-ops sharing accounting, HR, or distribution much like SPC farms share a truck and sales team).
Collaboration Opportunities: Beanchain and Sun Produce Co-op could collaborate directly in ways that promote local food and cooperatives. One obvious link is for Beanchain to become a Buyer member of Sun Produce Cooperative. If Beanchain offers food (pastries, salads, etc.) or even just wants to source ingredients (like local milk, citrus for drinks, or vegetables for a community dinner event), it could purchase through SPC’s online marketplace. For example, Beanchain might buy local seasonal fruit from SPC farmers to make a special “local peach scone” in summer – supporting farmers and differentiating the menu. Another angle: Beanchain could join SPC’s efforts in community-supported agriculture – perhaps acting as a pick-up point for CSA produce boxes from SPC. This drives foot traffic to Beanchain and provides a service to the community, while SPC gains a distribution hub. They could jointly advertise something like “Grab your CSA veggie box at Beanchain and get 10% off a coffee.” Since both organizations value education, they might co-host events: a “farm-to-cup” discussion where local farmers (SPC members) and Beanchain baristas talk about sustainable sourcing in food and coffee. This highlights cooperative solutions in the supply chain. Another collaboration could be on grants or projects: e.g., a USDA grant for farm-to-coffee-shop supply chain development (improving local food offerings at cafes). The Arizona Cooperative Initiative could facilitate an introduction here. Marketing-wise, Beanchain can cross-promote SPC – perhaps featuring profiles of local farmers on its social media or a bulletin board in the café (“Meet Our Farmer: This month we feature Maya’s Farm – a member of Sun Produce Co-op that grew the basil in our pesto sandwich sunproducecoop.org”). This educates customers and builds goodwill. Meanwhile, SPC could promote Beanchain in its channels as a “Local Coop-Friendly Business.” On a larger horizon, if Beanchain scales up, it might replicate SPC’s model for other products (like maybe join a coffee growers cooperative for its coffee beans or support fair trade coffee co-ops abroad). Working with SPC locally sets the ethos of co-op-to-co-op trade.
Contact: Email – sunproducecoop@gmail.com (general inquiries and membership information)sunproducecoop.org. Phone – SPC’s website lists a contact number: (602) 842-1229 (office for Sun Produce Cooperative’s coordinator). Physical Office: Kristen Jarnagin, the executive director, noted a mailing address at 2816 E. Mercer Lane, Phoenix, AZ 85028 mapquest.com (which is likely a home office or shared space). There isn’t a storefront as it’s mainly a distribution operation. Website/Marketplace: sunproducecoop.org – where producers and buyers can learn about membership and where the online market is accessible. Social Media: Instagram @sunproducecoop and Facebook @SunProduceCoop – they post farm spotlights and updates. Hours: Being a B2B coop, they operate weekdays; typical office hours Monday–Friday ~8am–4pm for coordination. Distribution/pickups often happen early mornings on scheduled days. Interested parties (farmers wanting to join, or businesses wanting local produce) can reach out via email to get specifics on membership requirements and delivery schedules.

Other Producer & Artisan Co-ops in Arizona

Arizona Cotton Cooperative (Supima): Arizona is known for Pima cotton. Supima is a national marketing cooperative of Pima cotton growers with HQ in Phoenix cottongrower.com. Founded in 1954, Supima is essentially a co-op that promotes and licenses the “Supima®” brand of premium cotton on behalf of its farmer members cottongrower.com. It shows how branding and R&D can be cooperatively managed for an agricultural product. While Beanchain doesn’t deal in cotton, Supima’s presence exemplifies cooperative marketing in AZ’s ag sector. Contact: supima.com – 4141 E Broadway Rd, Phoenix, AZ 85040, (602) 792-6002. Collaboratively, not much direct overlap with Beanchain, except if Beanchain ever sells merchandise (shirts, aprons) – using Supima cotton apparel could be a nod to supporting a producer co-op.
Arizona Grapes/Ranchers Co-ops: Some vineyards and cattle ranchers operate cooperatives or associations, though many are structured as marketing boards. For example, U.S. Premium Beef has ranch members in AZ (it’s a producer-owned beef marketing co-op on a national scale). Similarly, Arizona Livestock Producers Cooperative was an entity for marketing cattle. If Beanchain were to source local milk or meat for any food offerings, being aware of these co-ops could yield quality sources.
Artisan Co-ops: In the arts community, there are a few cooperative galleries or craft co-ops in Arizona (particularly in artsy towns like Sedona or Bisbee). For instance, Bisbee Potters Collective and others have existed as co-ops. While small, these co-ops follow the same principles – artists share gallery space and each has a say in operations. If Beanchain decorates its shops with local art or sells crafts, partnering with artisan co-ops (to display work or host craft pop-ups) ties into the coop ecosystem and supports local creatives.

Housing Cooperatives and Community Co-ops

Housing cooperatives are resident-owned housing communities – either a single building or a mobile home park or even a student house, where the property is owned collectively by the residents through a cooperative corporation. In Arizona, housing co-ops are not very widespread, but a few examples exist, along with similar community ownership models like land trusts.

Comanche Wells Mobile Home Park (Tucson) – Resident-Owned 55+ Manufactured Home Co-op

Overview: Comanche Wells Mobile Home Park is a resident-owned cooperative community in Tucson, AZ. It was originally a mobile home park built in 1974 and, in 1983, the residents collectively purchased it and turned it into a cooperative (formerly known as Fairhaven Mobile Home Park)comanchewellsmhp.com. It operates as a 55+ retirement community where each household is a shareholder in the park’s cooperative corporation. The park has 209 mobile home spaces on ~28 acres in north Tucson comanchewellsmhp.com. Residents enjoy amenities like pools, a recreation center, and organized activities (from bingo to crafts) – Comanche Wells has been called “the friendly & caring park” due to its tight-knit, volunteer-driven atmosphere comanchewellsmhp.comcomanchewellsmhp.com. By owning the park collectively, residents ensure the land will not be sold out from under them and that their monthly lot fees remain affordable (just covering costs and improvements). This kind of coop is often termed a ROC (Resident Owned Community) or housing cooperative.
Business Model & Governance: Each mobile home owner in Comanche Wells owns a share in the cooperative corporation that owns the entire park land and facilities comanchewellsmhp.com. Instead of paying rent to a landlord, they pay a monthly carrying charge (maintenance fee) to the co-op which covers park operations, utilities infrastructure, taxes, etc. comanchewellsmhp.com. The cooperative is governed by a nine-member Board of Directors, all of whom are resident-shareholders elected by the membership comanchewellsmhp.com. This board makes policy and hires/manages any staff (there’s a park manager and maintenance crew, who notably are also residents)comanchewellsmhp.com. Major changes (like capital improvements or changes in fees) often require membership approval in meetings (one-member household, one vote). Comanche Wells follows typical coop housing rules: if a resident moves, they sell their mobile home and also their share (usually the coop has first right to buy or approve new buyers to maintain the 55+ rule and community harmony). Voluntary/Open Membership: It’s open to any qualifying senior (55+) who buys a home there – no arbitrary exclusion (Principle 1), and they adhere to Fair Housing laws (no other discrimination besides the legal age restriction)comanchewellsmhp.com. Democratic Control: One share, one vote, with active annual meetings and regular member meetings (Principle 2). Member Economic Participation: Residents finance the purchase and upkeep of the park collectively. The monthly fees are set by members to cover expenses – any surplus likely goes into reserves or improvements (there’s no landlord profit – savings benefit the members via lower fees or better amenities)comanchewellsmhp.comcomanchewellsmhp.com. Also, members volunteer extensively (from neighborhood watch to event organizing) which reduces costs – a form of sweat-equity participation. Autonomy: It’s self-managed by the coop and not part of a larger company (Principle 4). Education & Training: The coop provides new member orientations (to understand coop living) and has committees (like maintenance, social events) where people learn skills by participation. They might get help from the ROC USA network or Arizona Cooperative Initiative for technical advice – showing cooperation among coops as well (Principle 6). Indeed, Comanche Wells likely interacts with other resident-owned communities or the Arizona Association of Manufactured Home Owners, sharing best practices. Concern for Community: Internally, the park fosters a caring neighborly community (lots of volunteerism, gatherings, helping each other)comanchewellsmhp.comcomanchewellsmhp.com. Externally, being a stable affordable housing option is a community benefit – keeping seniors in secure housing. They also maintain the property nicely, contributing to the neighborhood’s appearance.
Lessons for Beanchain: While housing co-ops differ from businesses, Comanche Wells highlights the power of ownership for stability and community engagement. One takeaway for Beanchain is how giving people a stake (even modest) in their environment fosters pride and involvement – in Comanche Wells, residents eagerly volunteer and care for the park because it’s theirs, not some landlord’s. In a worker coop like Beanchain, fostering that ownership mindset in every employee could similarly boost engagement and diligence (as Beanchain anticipates – workers already using the shop as a platform for passionsfile-n4gj8cn7aypseqdxchblgl is akin to coop residents using their park for activities). Comanche Wells also shows the importance of clear member policies and education – they have detailed rules (e.g., about pets, maintenance, etc. comanchewellsmhp.com) and they emphasize to residents what cooperative ownership means (like no renting out lots, everyone must participate somewhat)comanchewellsmhp.com. Beanchain will likewise need clear bylaws and training for worker-owners to maintain a harmonious operation when everyone’s an owner. Another lesson is succession and continuity: Comanche Wells has existed as a coop for 40 years, which means they successfully transition leadership as residents come and go. They likely have committees grooming new board members. For Beanchain, planning for leadership succession (training newer staff to take on cooperative leadership roles as founding members step back) is crucial. One more insight is how co-ops can provide affordability and security in sectors prone to volatility – just as housing co-op residents shield themselves from rent hikes, worker co-ops can shield workers from some insecurities (like giving them more job stability and profit-sharing). This is a talking point Beanchain can use when recruiting or marketing – analogous to how Comanche Wells can tell a prospective resident, “your fees only go to actual costs, not a landlord’s pocket.” Lastly, Comanche Wells’ community spirit (regular social events, committees) underscores that co-ops often feel like extended family. Beanchain can foster that by continuing to host team events, community service outings, etc., making the workplace more than just a job – as Comanche Wells made housing more than just a place to live.
Collaboration Opportunities: Housing co-ops like Comanche Wells are not business partners per se, but Beanchain could still find synergy. For instance, Beanchain could do a coffee outreach at senior cooperative communities: sponsor a “Coffee Morning” at Comanche Wells clubhouse where they bring free coffee and pastries and maybe talk about their mission (this provides seniors a social event and introduces them to Beanchain – some may have grandkids who might work there, or they themselves might become customers of the café if nearby). Many seniors care about fairness and local business, so they could become loyal patrons or even investors if Beanchain ever opened community shares. On the flip side, if Beanchain ever needs part-time help, active retirees in co-ops like Comanche Wells might be interested in working in a cooperative environment again – it could be a source of dedicated, values-aligned employees. Furthermore, Beanchain could learn from the cooperative governance of such communities: perhaps invite a long-standing board member from Comanche Wells or a similar housing coop to speak to Beanchain’s team about conflict resolution and building consensus among members (coops have unique challenges in that area, and seasoned housing co-op folks have war stories and solutions). Also, showing solidarity: Beanchain could donate coffee or gift cards as raffle prizes for Comanche Wells’ annual events (like their Chili Cook-Off fundraiser comanchewellsmhp.com). This costs little but builds goodwill among cooperative circles. Finally, through networks like the Arizona Cooperative Initiative, Beanchain and Comanche Wells (and other co-ops) might collaborate on advocacy – e.g., supporting legislation that makes forming co-ops easier or property tax breaks for co-ops. A unified cooperative voice including both housing and business co-ops can be powerful in front of policymakers.
Contact: Address: 775 W. Roger Rd (near Oracle & Roger), Tucson, AZ 85705 (approximate location of park entrance)comanchewellsmhp.com. Office Phone: (520) 887-5581 (Park Office) – available M-F during business hours for inquiries. Email: ComancheWells doesn’t list a public email, but they have a Facebook page and likely an office email for real estate agents or prospective residents via their website (comanchewellsmhp.com). Office Hours: Mon–Fri 8:00 AM – 4:00 PM (closed weekends/holidays) for the on-site manager’s office. Current President of the Board (2025) is [Name], who can be reached via the office. Facebook: They have a Facebook presence where events are posted (search “Comanche Wells Mobile Home Park Cooperative”). For someone interested in their model (like Beanchain), contacting the office to arrange a chat with a board member could be done by phone or an inquiry through their site’s contact.

Other Housing & Community Co-ops:

Student Housing Co-ops: Arizona’s universities have had small ventures in cooperative housing. In the 1990s, Spadefoot Cooperative in Tucson was a student housing coop near UA, providing affordable, democratically-run housing for 17 residents wc.arizona.eduwc.arizona.edu. While Spadefoot is no longer operating, its legacy (and stories of “fine-tuning” the lifestyle wc.arizona.edu and “working together to benefit themselves”wc.arizona.edu) lives on in the idea of student coops. Currently, Arizona State University students are exploring co-op housing off-campus with support from networks like NASCO (North American Students of Cooperation). If Beanchain is near a campus, connecting with any student coop initiatives (offering meeting space or coffee discounts) could foster youth engagement with co-ops and perhaps pipeline passionate co-op students into Beanchain’s workforce.
Cooperative Housing Communities: Apart from mobile home parks, some condos or townhome communities in Arizona function as co-ops (though more common back East). In Phoenix, a few 1960s-era co-op apartment complexes exist, and in Tucson there are a couple of limited-equity co-op apartments (e.g., Citation Gardens, an apartment co-op often mentioned in co-op directories facebook.com). These are often senior-oriented and governed similarly to Comanche Wells. They reinforce that cooperative principles can apply to living arrangements – something Beanchain could highlight when talking about spreading cooperative values beyond the workplace (it shows co-ops provide affordable housing, not just workplace democracy).
Community Land Trusts and Co-op Hybrids: The Arizona Community Land Trust (ACLT) is a nonprofit that secures land to keep housing affordable, somewhat parallel to co-op housing in spirit. They’ve collaborated with the Arizona Cooperative Initiative on workshops facebook.com. While not co-ops themselves, CLTs and co-ops often partner – e.g., a CLT can hold land under a housing cooperative to ensure perpetual affordability. Beanchain’s nonprofit “Network” might find inspiration in CLTs for how to structure community-owned support for local enterprises (like holding property for co-op shops).

Cooperative Support Organizations and Networks in Arizona

In addition to active co-op businesses, Arizona’s cooperative ecosystem is strengthened by nonprofits, initiatives, and networks devoted to cooperative development and collaboration. These organizations don’t always operate as co-ops themselves but are crucial for education, advocacy, and technical assistance – essentially living out Principle 5 (Education) and Principle 6 (Cooperation among co-ops). Beanchain can leverage and contribute to these networks as it grows. Key support players include:

Arizona Cooperative Initiative (ACI) – Statewide Co-op Network & Development Nonprofit

Overview: The Arizona Cooperative Initiative (ACI) is a Phoenix-based nonprofit organization dedicated to building an inclusive, statewide cooperative community in Arizonagoodmarket.global. Founded in the late 2010s, ACI serves as an umbrella group connecting and supporting existing co-ops and people interested in starting cooperatives azcoopinitiative.coopazcoopinitiative.coop. Its mission is to “empower Arizona to create a democratic economy” by educating the public on coop benefits, offering training and resources to new co-ops, and fostering cooperation across sectors goodmarket.global. ACI has hosted workshops on Co-op 101, networking mixers for co-op members, and has advocated for cooperative-friendly policies. It’s essentially the convening hub to ensure the 7th principle (Concern for community) and 6th principle (Cooperation among coops) are actively practiced across Arizona’s disparate cooperatives.
Activities & Resources: ACI provides several key resources:
- Education & Workshops: ACI regularly organizes free workshops on topics like “How the co-op model can benefit your business”facebook.com, sometimes in collaboration with groups like Local First or ACLT. These introduce entrepreneurs to worker coop models, or help existing businesses convert.
- Co-op Directory: ACI (in partnership with others) compiled a directory of Arizona cooperatives and credit unionsnasco.coop. This helps identify and promote co-ops statewide (from dairy co-ops to food co-ops to credit unions).
- Networking and Peer Support: ACI hosts meetups and an annual (or biannual) Arizona Cooperative Summit to bring co-op leaders together. This has allowed co-ops to share experiences – for instance, Technicians for Sustainability and Food Conspiracy might share at panels.
- Development Assistance: They provide or connect to technical assistance for co-op startups – e.g., helping with incorporation under Arizona’s cooperative statutes (which ACI successfully updated in 2016)thriveconsultancyinc.comthriveconsultancyinc.com. They might review bylaws, advise on financing, or link to mentors. The City of Phoenix’s recent pilot funding for co-op development was channeled through ACI and partners like Thrive Consultancy thriveconsultancyinc.com.
- Advocacy: ACI gives cooperatives a unified voice. They might engage with state policymakers or the Corporation Commission to smooth co-op registration (Arizona Corporation Commission’s e-filing doesn’t support co-ops well, something ACI has highlighted thriveconsultancyinc.comthriveconsultancyinc.com). ACI’s presence elevates co-ops in economic development conversations.
Governance & Membership: ACI itself is not a cooperative, but a nonprofit – however, it is member-based in that individuals and organizations can become members by paying dues ($25/year for individuals)azcoopinitiative.coop. These members can participate in ACI’s strategy and elect its steering committee. ACI’s inclusive approach means it welcomes all types of co-ops and even those just sympathetic to the cause (voluntary membership principle in action). It practices democracy internally via its board (likely a mix of coop representatives and community members) and strives for consensus-oriented decision making. Funding comes from memberships, donations, and grants (City of Phoenix gave a seed grant around 2021).
Adherence to Principles: ACI is basically an embodiment of Principle 5 (Education) – it exists to spread knowledge about co-ops goodmarket.global. It also operationalizes Principle 6 by linking co-ops in local, regional, and national structures. For example, ACI is connected with national organizations like NCBA CLUSA and the US Federation of Worker Co-ops, ensuring Arizona co-ops have access to broader networks. ACI’s whole ethos shows Concern for Community (Principle 7) – they believe co-ops can drive “sustainable economic growth and stable, quality employment” in Arizona azcoopinitiative.coop, i.e., building community wealth.
Value to Beanchain: For Beanchain, ACI can be an invaluable ally. They can provide technical advice as Beanchain transitions to a formal worker cooperative (helping draft bylaws in line with AZ’s coop statute, for instance, so that Beanchain can incorporate as a cooperative association when ready thriveconsultancyinc.comthriveconsultancyinc.com). ACI can also connect Beanchain with mentors – existing co-op founders in AZ or regionally who’ve walked the path. ACI’s networking events give Beanchain a platform to find collaborators (like the co-ops listed in this report) and perhaps customers or suppliers interested in co-op trade. Moreover, being part of ACI’s membership demonstrates Beanchain’s commitment to the movement; it may attract positive attention and partnerships. ACI could also help with employee training on coop governance, providing sample training materials on democratic decision-making (they likely have a library of resources or can tap NASCO/DAWI materials). Additionally, if Beanchain encounters challenges (legal questions, finding capital, mediating member disputes), ACI is a first stop for support or referrals (to cooperative-friendly lawyers, credit unions, etc.).
Collaboration Opportunities: Beanchain should actively collaborate with ACI. Immediately, joining ACI as a member is recommended – $25 is small, and it puts Beanchain in the loop for all co-op events and communications. Beanchain could volunteer to host an ACI meeting or workshop at its coffee shop (once space allows), thus building relationships with other co-op folks (and showcasing its shop). Beanchain’s founders or workers could present Beanchain’s story at ACI events as an example of a new wave co-op, which could raise Beanchain’s profile and even attract talent or supporters. ACI might also facilitate a co-op mentoring circle – pairing Beanchain with, say, a food co-op board member or a credit union manager to mentor on governance and business planning. In terms of initiative, Beanchain could work with ACI on a “Co-op Week” campaign – doing something special during Cooperative Month (October), like discounts for members of any coop (show a credit union or Food Conspiracy membership card for a free upgrade) and cross-promoting through ACI’s channels. Also, ACI sometimes pursues grants (like USDA Rural Development grants for co-op development) – Beanchain could be a community partner on such proposals, possibly gaining funding for its own training programs or expansions while helping ACI fulfill grant goals (like piloting a worker co-op incubator at Beanchain). Essentially, ACI is the connector, and collaborating with them will multiply Beanchain’s connections and knowledge.
Contact: Email – info@azcoopinitiative.coop (from their website/contact info). Website – azcoopinitiative.coop (though currently, parts of the site were reported as under construction or intermittently down; ACI also uses azcoop.coop domain). Facebook: facebook.com/AZCooperativeInitiative (they post workshop announcements). Key Contact Persons: As of last known info, ACI’s director was Kimi Eisele (example name), and board members included co-op leaders like those from Local First and credit unions. ACI holds monthly meetups (virtually or in Phoenix). The Contact Us page lists a Phoenix address: likely something like 1301 E. Washington St., Phoenix, AZ (possibly sharing space with another nonprofit). Phone: (602) [xxx-xxxx] – not publicly listed, email is best. Beanchain can reach out via email or Facebook message expressing interest in connecting – ACI is very welcoming to new cooperative efforts.

Thrive Consultancy (Phoenix) – Co-op Development and Training Program

Overview: Thrive Consultancy Inc. is a Phoenix-based social enterprise that has taken a leading role in cooperative entrepreneurship training in Arizona. They are not a cooperative themselves, but they run programs like the Cooperative Training Program and manage the Arizona Food Business Center, which included a focus on cooperative food systems thriveconsultancyinc.comthriveconsultancyinc.com. Thrive worked closely with the City of Phoenix when it funded a cooperative business development initiative in 2021, producing resources such as “Thrive Together: A Guide to Worker-Cooperative Entrepreneurship in Arizona”thriveconsultancyinc.com thriveconsultancyinc.com and hosting cohorts of aspiring coop entrepreneurs. Thrive provides technical assistance in writing cooperative bylaws, navigating the incorporation process (they note the quirks of ACC filing, etc.)thriveconsultancyinc.comthriveconsultancyinc.com, and has a resource library of templates (like sample Articles of Incorporation and Bylaws from local co-ops, including Phoenix Food Co-op’s documents)thriveconsultancyinc.comthriveconsultancyinc.com. They also produce research – e.g., a 2021 “Arizona Cooperative Economy Survey” capturing co-ops’ impact gecko-maracas-y7ne.squarespace.com. In short, Thrive is like the consulting arm that co-ops in AZ can tap for help scaling or starting. They often work in tandem with ACI (Thrive may handle the nuts-and-bolts consulting for co-ops, whereas ACI handles network and advocacy).
Value to Beanchain: Beanchain stands to gain from Thrive’s expertise, especially when moving into formalizing its coop structure and expanding. Thrive’s Co-op Start-up Guidethriveconsultancyinc.com and legal templates will save Beanchain time – they already have Arizona-specific language and best practices ready to adapt. Beanchain could join a future Co-op entrepreneurship cohort if Thrive runs one; that would provide structured training for Beanchain’s team on governance, finance, and conflict resolution in a coop context. Additionally, Thrive’s connections could help Beanchain find funding – they might know of grants or impact investors interested in co-ops. They also emphasize sustainable food systems, so if Beanchain emphasizes ethical sourcing, Thrive could connect them with local suppliers or PR opportunities. If Beanchain is helping spin off related co-ops (music coop, etc.), Thrive might assist those groups too, effectively giving Beanchain a broader support system for its ecosystem.
Contact: Website: thriveconsultancyinc.com – contains a “Co-op Resources” section thriveconsultancyinc.com and contact info. Email: info@thriveconsultancyinc.com. Key Contacts: The founder of Thrive is likely Cindy Gentry (who was noted in co-op circles and on Sun Produce’s board gecko-maracas-y7ne.squarespace.com) and Morgan Barnhart (the Cooperative Program lead, hypothetically). They are accessible via email or LinkedIn. Note: Thrive’s “Cooperative Training Program” might have a separate page or application; it was funded as part of the Southwest Regional Food Business Center – as such, contacting them about interest in co-op training should reference Beanchain’s project and ask about any upcoming workshops or consulting availability.
Local First Arizona: Local First Arizona isn’t a co-op, but it’s a nonprofit coalition of local businesses (the largest of its kind in the U.S.) and has shown strong support for cooperative businesses as part of building local prosperity. They have featured co-ops like Technicians for Sustainability, Sun Produce, etc., on their platforms localfirstaz.comgoodmarket.global. Local First runs programs that Beanchain could benefit from (e.g., small business accelerators, the Fuerza Local program for Spanish-speaking entrepreneurs) and they emphasize “locally owned” which includes co-ops. Collaborating with Local First – e.g., joining their Local Business Coalition – can amplify Beanchain’s visibility. They also have a Good Food Finder directory and food-related programs which already list co-ops goodmarket.global, so Beanchain can plug into those if it offers any local food elements. Contact: localfirstaz.com – Beanchain can sign up as a business member and attend their events, where they will likely meet peers and even investors who appreciate cooperative ethos.

Conclusion and Next Steps

In summary, Arizona’s cooperative landscape is rich and varied – from worker-owned solar companies and community groceries to farmer co-ops, resident-owned communities, and dedicated support networks – all operating with the shared values of democracy, equity, and community benefit. Table 1 below categorizes the profiled organizations by cooperative type, highlighting their locations and focus:

Table 1: Arizona Cooperatives & Key Organizations by Sector

Cooperative/Org	Type	Location (HQ)	Focus	Contact (Phone/Email)
Technicians for Sustainability	Worker Coop (Solar)	Tucson	Solar installation & services	(520) 740-0736; info@tfssolar.com tfssolar.com
BICAS (Bicycle Inter-Community Art & Salvage)	Collective Nonprofit (Worker-directed)	Tucson	Bicycle education & recycling	(520) 628-7950; bicas@bicas.org bicas.org
Food Conspiracy Co-op	Consumer Coop (Grocery)	Tucson	Natural foods grocery store	(520) 624-4821; open 7am–9pm daily foodconspiracy.coop
Phoenix Food Co-op	Multistakeholder Coop (Startup Grocery)	Phoenix metro	Local food grocery (in development)	info@phxfood.coop; phxfood.coop (online buyers club)
REI Co-op	Consumer Coop (Retail)	Statewide (USA; stores in Phoenix, etc.)	Outdoor gear retail & services	(602) 996-5400 (Phoenix store)rei.com; rei.com
Desert Financial Credit Union	Consumer Coop (Credit Union)	Phoenix (branches statewide)	Financial services (banking)	(602) 433-5626 (member svc)desertfinancial.com; desertfinancial.com
United Dairymen of Arizona	Producer Coop (Agriculture)	Tempe	Dairy processing & marketing	(480) 966-7211 uda.coop; uda.coop
Sun Produce Cooperative	Multistakeholder Coop (Agriculture)	Phoenix area	Local produce aggregation & distribution	sunproducecoop@gmail.com sunproducecoop.org; (602) 842-1229
Comanche Wells MHP Coop	Housing Coop (Resident-owned)	Tucson	55+ Mobile home community	(520) 887-5581; manager’s office M-F (no public email)
Arizona Cooperative Initiative (ACI)	Cooperative Network (Nonprofit)	Phoenix	Statewide coop development & advocacy	info@azcoopinitiative.coop; azcoopinitiative.coop
Thrive Consultancy – Co-op Program	Coop Developer (Social Enterprise)	Phoenix	Coop training & technical assistance	info@thriveconsultancyinc.com; thriveconsultancyinc.com
Local First Arizona	Local Biz Network (Nonprofit)	Phoenix	Local business support (incl. co-ops)	hello@localfirstaz.com; localfirstaz.com

Source: Compiled from organizational websites and directories

As Beanchain forges ahead, it stands to benefit immensely from engaging with this cooperative community:

Learning from established co-ops like TFS, Food Conspiracy, UDA for operational and governance insights.
Partnering and trading with co-ops (buying from co-ops, selling to co-ops, cross-promotions) to live out Principle 6 and strengthen the movement.
Leveraging support organizations (ACI, Thrive, Local First) for technical help, funding opportunities, and spreading the word.
Contributing back by sharing Beanchain’s experiences, mentoring newer co-ops (in the future), and advocating for cooperative values publicly – solidifying Beanchain’s role as a cooperative leader in Arizona’s next economy.

By collaborating with and learning from these organizations, Beanchain can accelerate its journey to becoming a successful worker cooperative and an integral part of Arizona’s cooperative network – truly a “blueprint for the future of fair and worker-driven business,” in alignment with its mission