PT Food Co-op

The Food Co-op, 414 Kearney Street, Port Townsend, 98368
Port Townsend
Phone: (360) 385-2883

Strategic Plan Renewal

As section “owner” for A2, I summarized our revisions in this report for the June consent agenda. At the Board’s November 2017 work session, we will have a chance to revisit all five sections revised over the course of the year before formally adopting our new 2018-2022 Strategic Plan. – Monica le Roux, Board President

Section Title: Food System Development

End: We will collaborate with consumers and producers to support a resilient local and regional food economy, ensuring a diverse food supply.

Strategies:

Increase quantity and diversity of locally and regionally produced food available through the Co-op.

Provide information and assistance to local farmers and producers to help them meet the growing demand for local products.

Expand and strengthen relationships with independently and/or cooperatively owned producers and distributors.

Collaborate with local partners to:

  • Raise community awareness of and community support for local food production.
  • Strategically address gaps in food production, storage, and distribution.
  • Contribute to the development of the local and regional food security plans.
  • Support local wholesale buyers in purchasing more regional and local products.

Overview:

In renewing this End, the Board consulted with our member-owners and staff, and came to the conclusion that our original reason for creating this End still held true: as an organization, our most concrete ability lies in growing the market for local, independently owned, and/or cooperative businesses. In order to do so, however, we must collaborate with various partners to create a resilient local and regional food economy, for only in such a system would the foods and products we hoped to help to market be available.

During our research for renewal of this End, our member-owners emphasized to us their belief in the importance of partnering with other organizations and businesses, and ensuring a diversity of foods from local sources. Our staff made helpful points about distinctions between the Food Coop’s “sphere of control” and “sphere of influence” as well as pointing out the need for an End and Strategies that could be meaningfully monitored. Further Board discussion revolved around the concepts of resiliency, movement within systems, and what good and useful “development” looks like. We believe the results of all our efforts (as seen above) will direct our organization’s efforts into a future we can all support.

What’s Next?

A3—Internal Capacity is up next. Here is what this section currently says:

Inspire and develop leadership, commitment, and passion within the organization.

Strategies:

  • Cultivate best practices as an employer, including fair wages and benefits and opportunities for professional development.
  • Strengthen internal systems that inspire all staff members to achieve goals and be rewarded for their efforts.
  • Encourage a healthy workplace culture that engenders fun, learning, safety, effective communication, and kindness towards others.
  • Continue to improve the functional efficiency of our workplace.
  • Grow skills and ability of the Management team and Board to:

Govern effectively

Address strategic issues

Lead organizational change

Stop by the alcove in the store Tuesday July 11, between 10 and noon to talk with Board members and share your thoughts on this part of our strategic plan. We’ll discuss revisions at the July Board meeting and, as always, members are welcome to attend. At the end of the year, we’ll revisit all five sections for minor adjustments, then formally adopt our new Strategic Plan—taking The Food Co-op to our 50th Anniversary in 2022!

Keep an eye on this blog and the Board’s board in the store for more opportunities to engage. We hope to see you at a Board meeting—or contact us at coopboard@foodcoop.coop with your input.

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