Stonington Cooperative Grain was founded in 1935 with a membership of approximately 150 patrons. The total capacity at that time was 80,000 bushels. Stonington's current capacity is at 6,239,000 bushels. There are currently over 1,000 patrons. The founding Board of Directors was comprised of seven (7)area producers. In 1973 in order to fairly represent SCG's expanding trade territory, the Board of Directors was increased to nine(9).
In 1973 Blue Mound facility was obtained from Bert Wise Grain Company. Blue Mounds current capacity holds 1,697,000 bushels. The famous Wood House was removed from the property in 2013. In 1985 the Sharpsburg facility was purchased from Livergood Grain Company. Sharpsburg's current to date storage capacity is approximately 1.3 million bushels.
In 2013 Stonington Cooperative Grain Company and Moweaqua Farmers Cooperative made the decision to join forces and become Legacy Grain Cooperative.
Moweaqua Farmers Cooperative was established in 1920. Moweaqua's current to date storage capacity is 5,136,000 bushels. As Legacy Grain Cooperative there are now currently over 1500 patrons. The Board of Directors now consist of seven (7) of Stonington's Board and five (5) of Moweaqua's Board of Directors. Legacy Grain Cooperative will now have a total of twelve (12) Board of Directors, for the time being. Going forward, through attrition the number of directors will likely move back towards nine (9) directors. The directors will be chosen to represent the different locations at Legacy Grain Cooperative.
The growth of Legacy Grain Cooperative is a testament of success. Aggressive management, progressive directors and members who support growth, and dedicated employees have achieved the accomplishments. Each may have a different reason for initiating change but the overall goals of the organization are basic: Provide the best possible facilities and services for all members with the premise that each will benefit greater by being an active participant. The cooperative concepts allows such by pooling resources of the many and enables the investors to benefit directly from profits derived.
Legacy Grain Cooperative is a non-profit association of individuals engaged as original producers of agricultural commodities. Legacy operates for the mutual benefit of its members:
Cooperatives around the world generally operate according to the same core principles and values, adopted by the International Co-operative Alliance in 1995.
Cooperatives are voluntary organizations, open to all people able to use its services and willing to accept the responsibilities of membership, without gender, social, racial, political or religious discrimination.
Cooperatives are democratic organizations controlled by their members - those who buy the goods or use the services of the cooperative - who actively participate in setting policies and making decisions.
Members contribute equally to, and democratically control, the capital of the cooperative. This benefits members in proportion to the business they conduct with the cooperative rather than on the capital invested.
Cooperatives are autonomous, self-help organizations controlled by their members. If the co-op enters into agreements with other organizations or raises capital from external sources, it is done so based on terms that ensure democratic control by the members and maintains the cooperative's autonomy.
Cooperatives provide education and training for members, elected representatives, managers and employees so they can contribute effectively to the development of their cooperatives. Members also inform the general public about the nature and benefits of cooperatives.
Cooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional and international structures.
While focusing on member needs, cooperatives work for the sustainable development of communities through policies and programs accepted by the members.
Advancing our Legacy: By creating value via modern facilities, dedicated employees, superior service and sound marketing.
1. Whenever practical and possible, minimizing the impact of transitional change for our customers and employees.
2. Always seeking to be fair and clear, therefore protecting and polishing our reputation as a trusted business partner.
3. Looking beyond what we have always done, to determine how best to function in the future.
4. Acknowledging the reality that change will always occur, thus increasing our commitment to communication which makes embracing change easier for all.
5. Appreciating from where we have come, but focusing our energy on what we can be.
6. Avoiding the temptation to promise more than we can deliver.
7. Continually seeking and evaluating ways to capture efficiency and create more value as a result of our merger.
8. Maintain a commitment to life-long learning and supporting the same for our customers and employees.