Circulation: 8055 with subscribers in 96 countries

It was a sad day on the 5 October with the news of the passing of Steve Jobs, creator of so many Apple products. Some of the tributes that flowed that day included –

"The way we compute today wouldn't be what it is without Steve Jobs. The whole idea that a computer is something that a consumer might want comes from him" (Charles Golvin)

“Steve's brilliance, passion and energy were the source of countless innovations that enrich and improve all of our lives. The world is immeasurably better because of Steve" (Apple)

‘...brave enough to think different, bold enough to believe he could change the world, and talented enough to do it’ (Barack Obama)

“Almost everything -all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart”

1. Buying a stronger whip.
2. Changing riders.
3. Appointing a committee to study the horse.
4. Arranging to visit other countries to see how other cultures ride dead horses.
5. Lowering the standards so that the dead horses can be included.
6. Re-classifying the dead horse as living-impaired.
7. Hiring outside contractors to ride the dead horse.
8. Harnessing several dead horses together to increase speed.
9. Providing additional funding and/or training to increase dead horse’s performance.
10. Doing a productivity study to see if lighter riders would improve the dead horse’s performance.
11.  Declaring that the dead horse does not have to be fed, it is less costly, carries lower overhead and, therefore, contributes substantially more to the bottom line of the economy than do some other horses.
12.  Rewriting the expected performance requirements for all horses. And of course….
13.  Promoting the dead horse to a supervisory position.

1. We are a local organization with deep roots in the community, and part of a nationwide movement whose support we build and share.
   
   
2. We bring donors to the table as community builders, working closely with them to align their philanthropic vision with the community's needs.
   
   
3. We identify long terms needs and opportunities and invest in solutions that let our communities guide their own future.
   
   
4. We take a broad and inclusive view of what a community is, and provide grants to the widest possible range of organizations and initiatives.
   
   
5. We provide highly personal and flexible service, accepting a wide variety of assets and offering donors maximum tax advantage.
   
   
6. We build permanent funds and those that can respond to immediate needs, helping our communities ensure vital futures.
   
   
7. We multiply the impact of gift dollars by pooling them with other gifts.
   
   
8. We believe that diversity is strength, so we bring the entire community together to stimulate new ideas, build participation and strengthen community philanthropy.
   
   
9. We are transparent and reputable stewards of community resources, committed to being accountable, accessible and responsive.
   
   
10. We build community vitality - the unique and essential spirit that flourishes when people believe their community holds possibilities for everyone.

CoFed is a great story of youth initiative, creativity and commitment. Below is their summary Mission and Vision-

• CoFed cultivates a more sustainable and community-oriented culture through college campuses. We inspire and equip emerging leaders to become active owners in thriving, cooperatively-run enterprises.
• CoFed imagines student-run cooperative cafés with a triple bottom line (people, planet and profit) that successfully compete with fast food restaurants.
• CoFed envisions a food movement that amplifies the creative energy of youth and gives it strategic direction. We envision a food movement that both electrifies communities and nourishes itself.
• CoFed inspires a new brand of organizers and entrepreneurs emerging from college campuses. Our leaders are equipped with experiences creating inspirational, community-based food movement solutions that are also scalable.

Sustain Ontario, an Alliance for healthy food and farming has just released their policy and action plan. It incorporates 23 practical actions for the Canadian province under the following six headings–

• Support for the Development of the Ontario Food Economy
• Develop Markets for Ecological Goods and Services
• Ensure the Agricultural Future of Ontario
• Ensure all Ontarians Access to Healthy Food
• Provide Healthy Food Choices and Food Education
• Collaborate across Ministries and Jurisdictions on Food Policy Issues

Plunkett News reports on a new study from British Columbia that shows that co-operatives survive longer than other types of businesses.

The study, conducted by Carol Murray for the BC-Alberta Social Economy Research Alliance (BALTA), shows that between 2000 and 2010, 66.6 per cent of co-operatives were still operational five years after incorporation. In comparison, according to 1993 results from Industry Canada, 39.5 per cent of conventional business start-ups were still operating after five years.

The results of the British Columbia research are similar to those of a 2008 Quebec study which showed a 64 per cent survival rate for co-operatives after five years of incorporation. A similar study is currently being conducted in Alberta. The research identified the following as key factors for the survival of successful co-operatives:

• Acquisition of capital, strong financial planning and management;
• Member engagement, board involvement and expertise;
• Training and enlisting outside consultant expertise and support;
• Business planning and clarity of purpose.

• Why small towns are important;
• What challenges they face;
• The time-bomb of physical defects;
• Existing Government policy on small towns;
• The need for greater recognition for the role, needs and potential of small towns;
• An approach to engaging stakeholders.

"The size and complexities we face as leaders will require new approaches and bold leadership to tap into the wealth of imagination and expertise within our sector, and to develop the next generation of leaders. The day will focus on the importance of the role Chair and CEO in managing your organisations into the future and how a strong relationship is key to achieving this."