4 minute read
New Ends Statements
By Kristen Ekstran, Board Vice President
A key role of the Board is defining the longterm goals of the Co-op. Why do we exist? What do we want to accomplish? How can we continue to benefit the community?
As you may remember from previous editions of the Natural Enquirer, we adopted the Policy Governance model for our Board back in 2021. Simply put, the Board creates a set of policies that define our expectations for how the Co-op is run—everything from our approach to debt (don’t want any!); how often our committees meet; how we want employees and member-owners treated; our expectations about environmental sustainability; and a whole lot more. In order to better marry (and monitor) the Co-op’s Vision to these policies, this past February, the Board’s Strategic Planning committee met on Saturday mornings to revise the Co-op’s vision statement.
In the past, the Board has created 5-year vision documents, one for 2020 and another for 2025. And while the vision documents have been inspiring, they lacked precise parameters for us to measure our success. So, for the 2025 renewal, we chose to take a more calculated approach, focusing on intended outcomes called Ends Statements. Ends Statements are the most common form of vision development practiced by Co-op boards. They define the results, outcomes, and benefits of a Co-op’s work. Here is where that previously mentioned Policy Governance comes into play. Unlike previous iterations of the Vision, once finalized by the committee, the Ends Statements were incorporated into the Policy Governance document, either within existing policies or as new ones. From there, they will be monitored on a yearly basis by either the GM or Board. This requirement for the Ends to be regularly monitored makes them more than just an inspirational Vision—they’re now measurable and require supporting evidence in order to prove that we are doing our best to live up to the goals we have set for ourselves as a Co-op.
As far as the process for developing the Ends Statements is concerned, the Strategic Planning committee started with some basic research on how to write successful Ends Statements. We also reviewed the Ends Statements of several other co-ops. Then we thought through the big questions about what our Co-op is here to accomplish. We brainstormed a variety of themes and decided our Ends should include strategic direction for:
a successful cooperative business
food access
the store feeling and environment
supporting a stronger local food system
being an ethical employer
community engagement and impact
We debated the essence of each theme and then fleshed them out with details. Each statement represents a desirable outcome for owners, staff, customers, and other members of our community. For example, the first statement focuses on the theme of a successful cooperative business and indicates this outcome: “A financially stable cooperativelyowned business that is a leader among local businesses and food co-ops nationally. Our business practices and policies support staff and owners, environmental stewardship, and the community as a whole.”
The Ends Statements provide both ambitious and achievable outcomes for our General Manager and staff. They define success for the Co-op. Over time, the Board will monitor the management’s progress towards realizing the Ends and periodically review the Ends themselves.
Skagit Valley Food Co-op Ends Statements
Skagit Valley Food Co-op exists so that owners, staff, customers, and other members of our community have:
A financially stable cooperatively owned business that is a leader among local businesses and food coops nationally. Our business practices and policies support staff and owners, environmental stewardship, and the community as a whole.
Access to quality fresh, packaged, and prepared foods as well as selected mercantile and wellness products, with an emphasis on local and organic, sustainable, and humane practices.
A welcoming, unique retail environment that our owners are proud to call their own with friendly, knowledgeable staff, gathering spaces, and information and assistance when needed.
A stronger local food system through partnerships, information, advocacy and direct assistance.
A major regional employer that respects staff through a living wage, open communication, supportive benefits, and opportunities for career growth. We strive to ensure our staff is representative of our community.
A better community for all through direct support, leadership and involvement in initiatives and organizations aligned with our values and mission.
