Alicia Domingues

I have served on the Board for one year and feel that I still have much to contribute. I currently serve as Vice President and interim Secretary, and I also sit on the GM Hiring Committee. I am deeply committed to seeing this committee through to the successful hiring of our next General Manager. I am excited to continue serving and to be part of the next phase in strengthening and advocating for what makes our Co-op great.

I’ve been a Food Co op member since 2006. I joined because I believe in cooperative ownership and in organizations that are accountable to their communities rather than to outside investors. The Co op reflects values I care about—local relationships, transparency, and access to good food—and I wanted to support a model that keeps resources rooted here.

I shop at the Co op frequently when I'm in town. It’s one of my primary grocery stores. One of the things I appreciate most is the produce department, especially locally grown, seasonal items like turnips from Midori Farm.

I believe that having a Co-op that support local businesses and economic development is very important to our community and I want to be a part in shaping the future of what makes that a success. As we navigate through a sea of uncertainty, it is always a good idea to shore up your community and make positive influence where you can at a local level. I am thrilled at the idea to serve on the board of directors in hopes that our board reflects member owner's values and diverse needs.

The board's role is to support and evaluate the GM. The board also needs to review and update policies, mission and value statements, financial reports and listen to the members who influence these revisions. The board occasionally updates the Co-op's Ends which allows a framework in which the GM can write the strategic plan for a specific period of time.

The next general manager will need to be someone who is comfortable leading a complex, values based organizations and a demonstrated ability to balance mission and financial sustainability. Operational skills are essential, but just as important are emotional intelligence, curiosity, and the ability to listen well—to staff, to the board, and to the membership.

I believe the board should look for someone who can think strategically, lead through change, and build trust across the organization. A successful general manager must be able to hold the Co op’s mission at the center while making practical, informed decisions that keep the organization healthy and sustainable.

To me, the general manager’s most important job is stewardship: translating the board’s Ends into day to day reality, cultivating a strong leadership team, and creating the conditions for staff to do their best work. That includes maintaining financial viability, nurturing a healthy workplace culture, and keeping the board appropriately informed without pulling it into operations.

First, a clear and disciplined separation of roles is critical. The board governs through policy and direction; the general manager governs through action. When those roles blur, accountability suffers on both sides.

Second, policy governance depends on trust. The board must trust the general manager to operate within established boundaries, and the general manager must trust the board to stay focused on vision, values, and long term outcomes rather than day to day decisions.

Third, consistent evaluation and communication matter. A strong governance relationship includes regular check ins, clear expectations, and an evaluation process that is fair, transparent, and rooted in policy—not personal preference or crisis response.

I envision a relationship that is respectful, professional, and collaborative. The board should act as one voice, offering clarity and support while resisting the temptation to manage or direct staff. Individual board members should never put the general manager in the position of responding to mixed messages or informal direction.

Under the D Policies, the board’s role is to set boundaries, evaluate outcomes, and provide strategic support. The general manager should feel empowered to lead within those boundaries and confident that the board will both hold them accountable and stand behind them. When trust is strong and roles are upheld, the organization as a whole benefits.

I have worked in a leadership role while creating and working with the Girl's Boat Project. Several women organized ourselves and created a mentorship program that serves high school students and young women with learning skills through wood working. I worked in my leadership role for three years. This project had a huge impact on myself and those involved. I am happy to say it is still a program offered today.

I worked in a group that had a communication breakdown. I was the person that was a go between when the two other people were unable to talk face to face. I think that I am good at acting as a bridge, helping through tough times and ultimately work towards the goals of the original project. These two individuals disagreed but in the end we compromised and we were able to make things work for everyone.

In regards to making decisions related to the board, I think I would be challenged if I knew there was a lack of transparency and not everyone involved was given the same information to make informed decisions.