Self-Assessment and Strategic Planning in the Retail Co-op Food Sector: Using the Sustainability and Planning Scorecard Kit (SPSK) in a Crisis Context

Leslie Brown, Elizabeth Hicks, André Leclerc, Bonnie Petersen

Abstract


After the 2015 collapse of Co-op Atlantic, the second-tier co-operative providing services and support to retail co-operatives in Canada’s Atlantic Provinces, many co-operatives contracted with Sobeys to provide services under the Foodland banner. The co-operatives’ ongoing challenge is to reaffirm their place in the community and their co-operative identity, contributing to ongoing innovation around a co-operative model appropriate to these new circumstances. This article analyzes the strategic planning process undertaken by a small PEI Foodland co-operative as it defined new directions during this crisis. It also examines the co-operative’s use of a collaboratively developed Sustainability and Planning Scorecard Toolkit. The toolkit was designed to help co-operatives through their self-evaluation process, while also facilitating the further steps of planning and taking action.

RÉSUMÉ
Suite au démantèlement de Coop Atlantique en 2015, la coopérative de second niveau qui offrait des services et du soutien aux coopératives de consommation dans les provinces atlantiques, plusieurs coopératives ont négocié une entente d’approvisionnement avec Sobeys, sous la bannière Foodland. Ces coopératives doivent réaffirmer leur place dans la communauté et leur distinction coopérative, et contribuer au développement d’un modèle coopératif innovant et adapté à cette nouvelle réalité. Cette recherche analyse le processus de planification stratégique ayant permis à une petite coopérative de l’Î.-P.-É. de relever ce défi dans un contexte de crise. Nous étudions aussi l’utilisation par la coopérative de l’Outil d’évaluation et de planification du développement coopératif durable, outil développé de façon collaborative. Cet outil a été conçu pour appuyer les coopératives dans une démarche d’auto-évaluation, tout en leur permettant de poursuivre les différentes étapes de conception et de mise en oeuvre d’un plan stratégique.

 


Keywords


Strategic planning; Retail cooperative; Governance; Non-financial reporting; Cooperative difference / Coopérative de consummation rurale; Planification stratégique; Outil d’auto-evaluation de développement

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References


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DOI: https://doi.org/10.22230/cjnser.2018v9n1a260

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