Frequently Asked Questions
Developed by the Board of Directors . Current to July 2025
The Co-op Difference
What is a food co-op?
A food co-op is a consumer cooperative, which is defined by being a member-owned and democratically-controlled grocery store operating for the benefit of its owners and the community.
What does it mean to become an owner?
Becoming an IVFC owner is about being part of a movement that has supported healthy, sustainable food systems for over 50 years. One share equals one vote that you can use to democratically influence the cooperative.
As a Co-op owner, you help:
Support local farmers, build alternatives to the corporate economy and create meaningful social, economic, and environmental impacts.
Join the force of 1924 Active Owners; and become part of the nearly 13,000 owners who have supported our mission since our founding in 1972.
How is the Co-op governed and managed?
The Board of Directors provides oversight & vision of the co-op, and is responsible for the long term health of the organization. The General Manager oversees the operation and financial well-being of the store with the aid of key staff.
Is the co-op open to the public (ie, non-owners)?
Yes. Ownership is not required to shop at the co-op. We are open to all and ask that shoppers who believe in our mission join our cause against corporate grocery and in support of the local foodshed.
What are the cooperative principles?
Cooperatives are founded on a set of eight principles. They are: Voluntary Open Membership -
Democratic Member Control - Members’ Economic Participation - Autonomy and Independence - Education, Training, and Information - Cooperation among Cooperatives - Concern for Community - Diversity, Equity, and Inclusion
What are the Strategic Priorities of the Isla Vista Food Cooperative?
These priorities were developed by a group of owners to focus the growth of the cooperative. They are:
Community Engagement - Community Advocacy - Local Food System Support - Economic Resilience - Fair & Equitable Workplace - Healthy Food for All - Environmental Stewardship - Grow the Visibility of Our Social Impact & Values
Can a full grocery shop be done at the co-op?
Yes, we provide fresh produce, grocery, packaged meat & seafood, deli, bakery, dairy, frozen, bulk , drinks, wellness, and housewares.
Capital Campaign: Why Now?
Why is a Capital Campaign necessary? How much is needed?
The co-op has experienced sales decline for the last 2 years, along with an increase in expenses - which has caused operating losses for the last 2+ years. Those losses were covered by drawing down our reserves, by taking on debt, along with paying vendors on a slower schedule. We have assets but our cash on hand is very low, which impacts our ability to get caught up on bills and pay all expenses. Fundraising asks can be found on our "Save the Co-op" page.
How did we get here?
General Manager and Treasurer reporting had made the negative financial trends clear. An emphasis on a need for stronger reporting to the Board and additional oversight would have provided a more fulsome understanding by the Board.
The Board delayed more severe action in favor of traditional strategies like additional marketing & more outreach events, and launching the second store - but those ultimately failed to produce the necessary results. The staff at both locations worked tirelessly to revert the negative outcomes and have been able to keep the co-op stable.
At current time, the Board has acknowledged its failings and is implementing stronger controls like purchasing budgets, collaborative running of the store, and providing additional free labor hours towards the improvement of the cooperative (ie, maintenance, marketing, stocking, filling in shifts.)
This reporting is shared in public meetings that are open to all owners and community members. Typically, these open meetings have sparse attendance of non-Board owners. The under-engagement of owners in the cooperative has not only extended to understanding of negative trends within the cooperative finances, but also voting measures. The owner/community engagement tiger team has been launched to reactive and grow the membership base.
How is Co-op Leadership adapting?
The board is now meeting 3 times a week to discuss progress and additional action items in addition to executive sessions and board meetings. The board also has compiled all relevant documents into a Google Drive to track progress and keep up with tasks as assigned. Three board members are in communication daily as the Interim Management Team, while another aids in managing marketing efforts.
Isla Vista Financial Performance History
"The Isla Vista store continued its decline with sales falling another 20% in Fiscal Year 2024." - Annual GM Report presented to the Ownership in November 2024
Downtown Market Financial Performance History
"The Downtown Market allowed us to increase profits by 29% at Fiscal Year End 2024." - Annual GM Report presented to the Ownership in November 2024.
How much money has been raised to date?
For the most accurate number, please navigate to "Save the Co-op" in the main navigation menu.
Eyes on Improvement
What are your top 5 strategies for future growth and financial success?
1. Expand grocery distribution strategies and vendor relations
2. Partner with UCSB to meet student food security needs and supply campus organizations with volume ordering
3. Maintain and grow a Santa Barbara-based location with a Deli meeting high standards for ingredient sourcing and cultural relevance.
4. Fundraise for a Strategic Funds Reserve/Endowment
5. Strengthen Board membership by increasing , reviewing policies, oversight procedures, actively engaging in self-accountability, governance, reporting, relations with Members, community outreach, etc.
How did we get here?
General Manager and Treasurer reporting had made the negative financial trends clear. An emphasis on a need for stronger reporting to the Board and additional oversight would have provided a more fulsome understanding by the Board.
The Board delayed more severe action in favor of traditional strategies like additional marketing & more outreach events, and launching the second store - but those ultimately failed to produce the necessary results. The staff at both locations worked tirelessly to revert the negative outcomes and have been able to keep the co-op stable.
At current time, the Board has acknowledged its failings and is implementing stronger controls like purchasing budgets, collaborative running of the store, and providing additional free labor hours towards the improvement of the cooperative (ie, maintenance, marketing, stocking, filling in shifts.)
This reporting is shared in public meetings that are open to all owners and community members. Typically, these open meetings have sparse attendance of non-Board owners. The under-engagement of owners in the cooperative has not only extended to understanding of negative trends within the cooperative finances, but also voting measures. The owner/community engagement tiger team has been launched to reactivate and grow the membership base.
How is Co-op Leadership adapting?
The board is now meeting 3 times a week to discuss progress and additional action items in addition to executive sessions and board meetings. The board also has compiled all relevant documents into a Google Drive to track progress and keep up with tasks as assigned. Three board members are in communication daily as the Interim Management Team, while another aids in managing marketing efforts.
How has the Board engaged members on the topic of recovery?
The Board has held informative town halls in April, May and June. Weekly owner bulletins are sent out via email and shared on this website under "Co-op News" Owners and community members have been invited to join focused team that address the issues that have lead to a lack of capital within the cooperative.
What steps have been taken towards improvement?
IVFC has streamlined purchasing with an enhanced tracking system. Deli offerings have been reworked to use items typically lost to shrink, allowing our deli to run in a more sustainable way. We have improved strained vendor relations by setting up payment plans and making good on those promises. Enhanced staff and Board training has been developed and implemented to allow for better communication and a balanced workload.
Who is managing the stores currently?
The board is currently running the store under collaborative management. Lisa Oglesby is serving as the Interim General Manager, Neal Singh is our Chief Financial Officer and Fundraising Coordinator; Tyler Marton is the Board President and IT Consultant.
IVFC of the Future
What is the Business Plan I've heard about in the Owner Bulletin?
At the July Town Hall, owners were engaged on topics related to the deli, owner engagement, community partnerships, and future vision for the cooperative. The Board is collecting further data via an owner survey and by sending the preliminary plan to subject matter experts (SMEs). IVFC hopes to reveal this plan in full to the ownership in the near future.
How can owners, staff, and other community members be involved in the longterm planning for IVFC?
All who desire to envision the cooperative of the future are invited to join the Visioning, Owner Engagement, or Customer Satisfaction Team. The strategic engagement of these teams within the cooperative are important for the growth and sustainment of the cooperative.
When will a new General Manager be hired?
The hiring of a General Manager is a long, in-depth process that has not begun. The current plan is to launch the search once our fundraising goal has been reached. In the meantime, the Board is exploring the hiring of a temporary Store Coordinator to aid the Interim Management Team.
What lessons have been learned since March 2025?
The Board-GM relationship is an essential component of a healthy organization, one that can meet challenges head on and work together for the long term stability of the co-op. Regular, standardized reporting and comprehensive policies are essential to the seamless, impartial running of the cooperative. IVFC is remaining committed to the education, training, and improvement of the organization at all levels.