1
Bathurst Wholefood Co-operative
Vision
Healthy Food for Healthy People, Local Food for Local People
Priority Range: 1 Urgent, 2 Important, 3 Aspirational
Finance Objectives
Priority Objective
Responsible (if a team then Lead indicator
person responsible for
These drive the process, are
reporting to the Board
actionable and manageable
identified)
1
Secretary + Treasurer +
Debenture issue prepared and Value of debentures sold
Marketing committee (Kim approved by Registry.
McClintock)
Marketing plan for debentures
developed and implemented
Raise funds to grow the business
Lag indicator (Nos./%)
These monitor progress towards the
objective
Membership officer and
Update membership database Number of multiple year memberships sold.
Marketing committee (Kim to include record of multiple (Monthly Membership report)
McClintock)
year memberships. Promote
multiple year memberships
2
Pay off P Bradbury debt
Treasurer
Monthly payments made
Reduction in debt by $6,000 per annum
Secretary + Marketing
Debenture issue prepared and
committee (Kim McClintock) approved by Registry.
Marketing plan for debentures
developed and implemented
2
Increase the number of customers
Marketing Director
Marketing plan developed
Increase in number of sales per day
Marketing plan implemented. (Treasurer’s report)
2
Priority Objective
Responsible (if a team then Lead indicator
person responsible for
These drive the process, are
reporting to the Board
actionable and manageable
identified)
2
Shop committee (Chair)
Increase the average customer purchase
Lag indicator (Nos./%)
These monitor progress towards the
objective
Sales and product training
Increase in sales per purchase (Treasurers
developed.
report)
No of volunteers and staff who
have completed sales and
product training
3
Members Objectives
Priority Objective
1
Effective two-way communication developed
between members and the Board/shop staff
Responsible (if a team then Lead indicator
person responsible for
These drive the process, are actionable and
reporting to the Board
manageable
identified)
All Board members and Shop Weekly update of Facebook page
co-ordinator
Report on complaints/suggestions log
Fortnightly newsletter
Quarterly Chairperson letter
Instagram account opened and used twice a
week
1
Retain more members
Membership officer
1
Increase the number of members
Membership officer
Marketing Director
1
2
Increase the number of trained members
volunteering in the shop and or in other ways
Increase perceived value of membership
with statistics about average spend
discounts
Awards program for members who
introduce new members
Marketing events to showcase co-op
products and purpose
Shop co-ordinator with help Develop and publish in Newsletter and
from Shop committee
Facebook lists of ways that members can
volunteer
Membership officer
Develop list of skills of members
Chair
Develop ways of acknowledging the value of
volunteers. Implement acknowledgment
Secretary
Prepare code of conduct for volunteers
Members become knowledgeable advocates of the shop committee
Information packs developed (video,
shop, its products and the co-operative form
pamphlets etc)
Lag indicator (Nos./%)
These monitor progress towards
the objective
Growth in active members
(monthly membership report)
Increased attendance at
information meetings.
Increased statistics of opening and
reading Mailchimp messages.
Increase in Likes/Followers on
Facebook/Instagram
Growth in active members
(monthly membership report)
Task completed log
Increase in members volunteering
Hold training and information
forums
Sales increase
2
3
3
4
Membership officer +
Membership database records different
% of multiple year memberships
Secretary (note this
member start dates and generates renewal paid
objective is also covered
notices at anniversary of start date – ie move
under finance but has longer away from pro rata membership fees
term impacts for
membership)
Members understand the trade-off between quality Shop co-ordinator
A price/quality comparison for one product Sales increase
and price
each week and published in
Newsletter/Facebook
Have an effective membership database containing Membership officer
Upgraded membership database with
Ability to identify members to do
information about membership wants from the shop
articulation to Mailchimp addressees.
specific tasks matched to their
and member skills
Redesign renewal form to include
skills.
occupation and skills fields.
Members being asked to
volunteer for tasks matched to
their skills.
Develop a range of membership types
5
Customers Objectives
Priority Objective
1
Responsible (if a team then
person responsible for
reporting to the Board
identified)
Sales service is knowledgeable, friendly and efficient Shop co-ordinator
1
Product is of good quality
2
2
3
Lag indicator
These monitor progress towards
the objective
Training on sales and product knowledge Daily reconciliation balances
developed.
Increase in number of customers
Sales people attend training on service and
product knowledge
shop co-ordinator and F&V Fresh deliveries twice a week
Reduction in waste (waste log
co-ordinator
Shop staff and volunteers trained in quality report each quarter)
control of product
Board (Chair)
1
Lead indicator
These drive the process, are actionable
and manageable
Improved refrigeration storage (this is a 2 –
important but may have to wait till we get
the finance)
Box customers can pay online
Shop committee (Secretary) Online payment system implemented and
Shop co-ordinator & Fruit
reviewed for useability
and Veg co-ordinator
Improve presentation and accessibility of the
shop co-ordinator
Slow moving stock analysis
products in the shop
Slow moving stock removed from shelves
Reliable product base and ordering system
shop co-ordinator + F&V Co- updated stock list
ordinator
Information on product, product pricing, producers Alesha and Mark
Printed card information with product
and production processes available to customers
information for F&V
Improved stock listing sheet to identify
Shop co-ordinator + F&V co- organic, chemical free or other product
ordinator
Board (Chair)
Opening days increased
3
Shop opens 7 days per week
3
Box customers can select products for boxes online Shop co-ordinator + F&V co- More products available online
ordinator
Increase in online sales (Treasurer’s
report)
Increase in sales (Treasurer’s
report)
Reduction in waste
Reduction in out of stock items
Increase in sales (Treasurer’s
report)
Increase in sales (Treasurer’s
report)
Increase in online sales (Treasurer’s
Report)
6
Internal Business Processes Objectives
Priority Objective
1
Responsible (if a team then
person responsible for
reporting to the Board
identified)
Shop committee (Secretary)
Lead indicator
These drive the process, are actionable and
manageable
Lag indicator
These monitor progress
towards the objective
Improve online ordering processes for customers
All orders and payments made online through Paypal.
and for delivery purposes ensuring that all the
information is available to all who need it for
recording of payment, packing of goods and delivery
of goods
Goods are delivered to shop in good condition and shop co-ordinator + F& V Co- Reduction in fresh goods damaged in transit.
at minimal cost.
ordinator
Two deliveries of fresh produce each week
Increase in online sales
(Treasurer’s Report)
1
Wastage of stock is minimised
Reduction in waste waste management log
2
Central file access for stock and purchase and sales Treasurer
ordering and invoicing
2
Batch payment for creditors
Treasurer
3
Recording of sales and purchases in real time
Shop Committee (Chair)
3
Stocktake to use digital records, ie iPads used for
stock records, pricing from digital records
Shop committee
1
shop co-ordinator
Increase in deliveries of fresh produce
Increase in storage capacity for fresh fruit and
vegetables
Transfer of insects from one dry good to another is
reduced
Reduction in waste waste management log
Staff trained in Xero invoicing, using Xero to access
Reduction in time spent
sales and purchases data.
managing accounts
Cash register sales completed daily
Purchases recording completed at least twice a week.
Duplication of records removed
New bank identified
Reduction in time spent
managing accounts
New POS / computer system implemented
Reduction in time spent
managing accounts.
More time for strategic
analysis.
Stock details to be maintained in readily available
Reduction in time to
digital format
complete stocktake
7
Learning and Growth Objectives
Priority Objective
Responsible (if a team
then person
responsible for
reporting to the Board
identified)
Volunteers live and breathe co-operative objectives, members shop committee
have better knowledge of the nature of a co-operative
(Secretary)
Lead indicator
Lag indicator
These drive the process, are actionable and These monitor progress
manageable
towards the objective
1
Co-op concepts and objective are
communicated to members
1
Marketing team develop additional marketing skills
1
2
Staff and volunteers trained in customer service and
salesmanship
Board members trained in financial and legal literacy to the
extent required for their position as directors
Learn about the characteristics of the BWC market
2
Train the trainer program created
Shop co-ordinator
2
Volunteers develop spokesperson skills
Shop committee
(Secretary)
Training sessions developed and held
2
Identify suppliers standards with respect to products and
processes used in generating product
Supplier qualification standards developed
2
Staff/volunteers in shop have good safe food handling
knowledge
Shop co-ordinator,
Fruit and Veg coordinator
Shop committee
(Chair)
2
Develop a connection between growers and
members/customers
Fruit & Veg coordinator
2
Directors and key volunteers learn how to build relations with Chair + Secretary
community & to develop partnerships with community groups.
Staff training in business procedures and accounting software Treasurer
1
2
Chair + Kim McClintock Marketing team attend marketing training,
marketing plans and actions developed
Shop co-ordinator
Training sessions developed and scheduled
More co-operatives are
started in the Bathurst region
monthly activity reports
supervision and mentoring
sales increase
Secretary + Treasurer Formal induction and training after selection Performance reviews
Marketing director
Knowledge of why members shop with BWC Monthly marketing report
– information in old development plan
Standardise systems
Skills inventory of volunteers
Food safety programs identified
Volunteers act as
spokespersons – reports in
Newsletters/Facebook etc
Suppliers graded using the
standards
# of staff/volunteers
completing food safety
programs - Skills inventory
Product information sessions held
Increase in information labels
etc.
Increase in sales (Treasurer’s
report)
Develop list of target strategic partners
lncrease in strategic
Training session
partnerships
Standardise procedures and document them Reduction in error reporting
Increased time available for
strategic activities
8
Priority Objective
2
Learn about grant opportunities and develop skills in grant
application
3
Volunteers meet producers and food growers and become
wholefood advocates
Members have an opportunity to learn about organic growing,
cooking and permaculture practices
Extend the database of members to include skills and interests
of members so that these can be called upon when needed by
the co-operative
Document the volunteer experience
3
3
3
Responsible (if a team
then person
responsible for
reporting to the Board
identified)
Shop committee
(Secretary)
Lead indicator
Lag indicator
These drive the process, are actionable and These monitor progress
manageable
towards the objective
No of grant opportunities identified
Report on funds received
Marketing Director
No of events with focus on suppliers
Attendances at events
Board (Education
officer)
Membership officer
No of events with focus on growing, cooking Attendances at events
etc.
Redesign renewal form to include occupation Report to Board on skills of
and skills fields. Include these fields in the
members
database
Interviews/focus groups with volunteers
Volunteer experience on web
page/ Newsletter
Education officer