Donna Hengeveld

I’ve proudly spent my career in public service, beginning with 2 years in the Peace Corps in Africa. Most of my career was in human services at the state and federal level as well as 6 years as a manager for the revenue authority of New Zealand. I am now retired.

We bought property here in Port Townsend 30 years ago, knowing we wanted to be a part of this community. We shopped at the Co-op when it was in the location where the Land Trust is today, using our Puget Consumers Co-op reciprocal membership. I joined the Co-op when we moved here. The Co-op has been and remains a critical part of this community, as the mission statement says, “working together to nourish our community.”

My interests and hobbies are giving back to my community; gardening – I finally had time to take Master Gardener training this past year; travel; painting and being outside in nature. I live with my husband of 33 years and our 2 adorable cats.

I joined the Food Co-op 10 years ago. While I was still living part time in Seattle, my husband and cats were finally living full-time in Port Townsend. It was important to us to join since we were definitely going to be regular shoppers.

I shop at the Co-op weekly. My new-found favorite product is Nancy’s organic 100% grass-fed whole milk yogurt.

I’m a life-long believer in grocery co-ops, joining my first one over 35 years ago. The Food Co-op is a valuable community resource and I want to do my part to help it flourish. Giving back to my community is a personal value. I have the commitment to put in the time, energy, care and learning to be an effective board member for our food co-op.

I will bring to the board the following:

Skills: systems thinker, organized, analytical, problem-solver, experienced in reading financial accounts and understanding data

Personal qualities: hard-working, good listener, calm under pressure, team player, optimistic

The board has a fiduciary role – meaning it is entrusted by member-owners to act in their best interests for the preservation and growth of the co-op.

The board writes policies to set the direction of the co-op, keep it strong and upholding our values. It monitors to ensure the policies are followed. The board evaluates and supports the general manager, who runs the Co-op and reports to the board. The board engages with members to learn their needs and report on the board’s work.

The general manager is responsible for running the Co-op and keeping it strong. A general manager should have experience successfully running a Co-op as well as having extensive experience in the grocery business. Keeping the Co-op strong requires a balance of good business and people skills to ensure financial sustainability and a healthy workplace culture. The board should look for solid evidence of both hard and soft skills in a general manager. Of course, the general manager must be committed to the mission and values of the Co-op.

The board and general manager have the same mission – working together to nourish our community. The board and general manager have different roles and must stay in their respective lane.

Policy Governance defines and guides the relationship between the board and the general manager. The board is responsible for defining the benefits to be produced by the co-op and writing policies to ensure the co-op is strong and upholds the co-op values. The general manager is responsible for strategic and operational plans, taking action and supervising day-to-day operations. The board monitors for compliance with the policies in order to evaluate and support the general manager.

The board will be respectful, friendly and supportive while holding the general manager accountable to the policies set by the board and our standards and values.

I am beginning my third year on the board of AAUW as co-VP of membership after 2 years as co-VP of programs.

I served as president and vice president on the board of a 177-unit Home Owners Association in Seattle. We employed 9 staff / 7 FTE and worked with a professional management company to manage finances and reserve studies.

I also have experience serving on board committees. I was on the international relations and professional development committees of my professional association for 10 years.

I have demonstrated strategic leadership in my management positions, conveying a vision and managing employees strategically to achieve long term goals. For example, I opened a new 125-staff office for an organization, with instructions to establish a new model of culture and performance. I joined the New Zealand revenue department when they were going through a major reorganization, joining the senior leaders team developing a new strategic plan for the organization which then was cascaded through the newly formed business groups including mine.

Working in the public sector has given me a lot of experience practicing this since actions and decisions must be applied uniformly according to law, regulation or policy. Where there is ambiguity, it’s important to explore in sufficient detail to define the limit. I am a good listener and willing to share what I think is important to the decision-making. I want to hear what others think as well. What I find challenging is when the group is rushed to a decision – or wants to make a decision - without sufficient discussion or input by outside experts where appropriate.

I worked on a team with a leader who tended to cut off discussion and announce a decision. The team struggled to work together as members didn’t feel like their input was valuable so tended to disengage. While some of the decisions worked out, the damage to the team was significant. Discussion can't go on endlessly, however, people need to feel respected and heard.