Home Shopping Networks

By Stacy Mitchell, AlterNet. Posted March 17, 2004.

When Ames, a chain of discount department stores in the northeast, went belly-up last year, closing all of its 327 stores, towns like Middlebury, Vermont were left with no place to buy many basic housewares like sheets and shower curtains. Residents began driving north to Burlington or south to Rutland to shop. Concerned about hemorrhaging retail sales, city officials called in RKG Associates, an economic consulting firm.

RKG concluded that Middlebury consumers are spending nearly $7 million elsewhere each year. The firm recommended that the city stem the leakage by enticing Wal-Mart to build a supercenter in this town of 8,500 people. Wal-Mart had in fact already been snooping around Middlebury. After a bruising battle with Vermonters ten years ago, which forced the company to scuttle plans for some stores and dramatically reduce the size of others, the relentless expander has returned to the state and intends to build as many as half a dozen supercenters.

But many Middlebury residents refuse to accept the inevitability of the low-wage retailing giant. Allowing Wal-Mart to build would ignore a vital lesson about local self-reliance well illustrated by the closure of Ames. It would render the community even more dependent -- for goods, jobs and tax revenue -- on a single absentee-owned corporation that might use its power to raise prices, suppress wages, extort a tax break, or simply pick up and leave one day.

These residents have their own ideas about solving Middlebury's dilemma. They want to open a community-owned department store in the center of town.

There are a growing number of successful community-owned retail enterprises operating around the country. Last week, at an event organized by the Middlebury Business Association, more than seventy residents gathered to hear from a panel of speakers and discuss the idea. The panel included environmental author Bill McKibben; Bob Fuller, owner of the Bobcat Café in nearby Bristol; Bob Rottenberg of the Greenfield, Mass.-based Cooperative Development Institute; and me.

There are three ways to structure a community enterprise. Consumer cooperatives, which have a long and successful history in food retailing, are one possibility. Another involves the community putting up the start-up capital for a business that is owned and operated by a local entrepreneur. The Bobcat Café is a good example of this. It was financed entirely by three dozen Bristol residents, who saw a need for a local watering hole and put up $5,000 each, which was paid back over two years with a modest return and a dining discount.

Finally, there are community corporations. These are capitalized through stock shares sold to local residents (bylaws typically stipulate that stockholders must live in the state) and are run by an elected board of directors. Investors generally expect that much of their return will be in the form of community benefits, rather than financial gains.

A small but growing number of community corporations are operating stores and restaurants around the country. In Swanville, Minnesota, for example, some sixty families share ownership of the town's only restaurant, Granny's Café, which opened three years ago financed by more than $300,000 in community capital. When the general store and lunchtime gathering spot in Hebron, New Hampshire, closed a few years back, more than half of the village's four hundred residents chipped in to buy and re-open the store as a collective enterprise.

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