Principle 6: What If We Did More Business Together? Co-op Week 2026

Co-op Week 2026 | Alberta Community & Co-operative Association

Reflections by Corinne Remple, Executive Director, ACCA
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Every October, Co-op Week allows us to celebrate the co-operative movement, recognize its contributions and reflect on the principles that make this business model different.

This year, I'd like to turn our attention to one principle in particular.

Principle 6: Co-operation Among Co-operatives.

It's a principle most of us know well. Co-operatives serve their members most effectively and strengthen the co-operative movement by working together to foster a sense of shared purpose and collective growth.

But how intentionally are we putting that principle into practice?

What if we started with our purchasing decisions?

I recently attended BC Co-operative Association's provincial conference, where a session facilitated by Lissette Lemus of GIA Co-operative explored how inter-co-operation can strengthen the co-operative economy through shared capital, collaboration and more resilient relationships.

One idea stayed with me...

What if we looked at the money already moving through our organizations and asked how more of it could strengthen the co-operative economy?

Think about the purchasing decisions made every day by co-operatives, credit unions, and mutuals.

Insurance. Financial services. Employee benefits. Fuel. Food. Technology. Professional services. Supplies.

These are ordinary operating expenses. But collectively, they represent considerable purchasing power.

And every purchasing decision is also an opportunity to consider where that money goes, who benefits from it, and whether it can help strengthen another co-operative enterprise.

We're part of the same economy. Do we do enough business together?

Across Alberta, our co-operative sector spans agriculture, energy, financial services, retail, housing, community development, and many other industries.

We have organizations with generations of experience, significant resources, and established networks. We also have smaller and emerging co-operatives working to build their businesses, establish markets, and access the capital they need to grow.

There's tremendous potential in connecting those two realities.

A purchasing relationship can provide a smaller co-operative with predictable revenue. A partnership can open access to expertise or infrastructure. A referral can introduce an enterprise to an entirely new market.

And those relationships can benefit both organizations.

That's what makes Principle 6 so powerful. It asks us to look beyond the success of our individual organizations and consider how we contribute to the strength of the wider co-operative economy.

One contract. Ninety days.

At the BCCA conference, Lissette put a simple Principle 6 challenge to the room:

Shift just one contract to a co-operative provider in the next 90 days.

I like the simplicity of that challenge. It's practical, measurable and something organizations of different sizes can consider.

It doesn't require overhauling procurement policies or abandoning sound business practices.

Start by looking at what's already being purchased.

Which contracts are coming up for renewal? Where is there discretion to choose another supplier? What future projects might create an opportunity to work with a co-operative?

Then ask one question that may not be part of our usual purchasing process: Do we know whether a co-operative could provide what we need?

Of course, any supplier still needs to meet the organization's requirements. Cost, capacity, quality, and service matter.

But a co-operative can't compete for business if it was never considered.

And perhaps that's where we begin.

Before we can do more business together, we need to know one another

For me, the challenge raises another question, particularly about the role organizations like ACCA can play.

How well do we really know the capabilities of our own sector?

Alberta's co-operative economy spans industries that don't always have natural opportunities to interact. Much of our networking, purchasing and collaboration still happens within our individual sectors.

What opportunities are we missing simply because we don't know what another co-operative offers?

And how can we make those connections easier?

One resource worth exploring is the Coops4Coops Directory, a business-to-business directory designed to help co-operatives find suppliers, financial services, and potential collaborators within the co-operative economy.

It's a practical example of making inter-cooperation more accessible.

For ACCA, Lissette's challenge is also an opportunity to look at our own work.

Our role isn't primarily as a purchaser. It's to advance Alberta's co-operative sector through advocacy, connection and education.

So we're asking ourselves how we can be more intentional about helping co-operatives find one another, understand what each has to offer, and identify opportunities to work together.

That includes how we showcase our members, share information about their products and services, facilitate introductions, and help connect Alberta co-operatives with opportunities beyond provincial and sectoral boundaries.

We don't need to create every opportunity ourselves. But we can help make more of them visible.

Connections are where opportunities begin

This is also why bringing Alberta's broader co-operative sector together matters.

On November 17–18, the Alberta Co-operative Conference returns to Edmonton, bringing together leaders, staff, directors and emerging champions from across the co-operative economy.

It's an opportunity to step outside our usual networks, hear different perspectives, and discover organizations we might not otherwise encounter.

We often attend conferences to learn, exchange ideas and build relationships. But what if we also arrived thinking about the opportunities we could create for one another?

What does your organization need? What expertise, products, or services could it offer another co-operative? Where might a partnership make sense?

Not every conversation will lead to a purchasing relationship, nor should that be the only measure of success.

But the more we understand one another's businesses, challenges, and capabilities, the more opportunities we create to put Principle 6 into practice.

Let's give Principle 6 something to work with

So, for Co-op Week, we're bringing Lissette's challenge to Alberta.

One contract. Ninety days.

If your organization makes purchasing decisions, consider where you could give another co-operative to compete for your business.

And at ACCA, we're taking up the challenge in a way that reflects our role: looking for more opportunities to connect co-operatives, increase the visibility of what they offer, and help turn relationships into meaningful collaboration.

We'd like to hear from you.

Where are you already doing business with other co-operatives? What products or services could your organization offer? And what opportunities or connections are you looking for?

Whether you're an emerging or established co-operative in Alberta, we'd welcome the opportunity to learn more about your organization and explore how ACCA might help connect you with others across the sector.

One place to start making those connections is the Alberta Co-operative Conference, November 17–18 in Edmonton.

Learn more about the Alberta Co-operative Conference

Because Principle 6 isn't just about purchasing. It's about recognizing that the success of our individual co-operatives and the strength of our collective sector are connected.

We often talk about the strength of the co-operative model. What could we accomplish if we became more intentional about strengthening one another?