Strategic Plan for Quebec’s Co-operative and Mutualist ...€¦ · of co-operative and mutual...

Strategic Plan for Quebec’s Co-operative and Mutualist Networks

Looking forward to 2020

Thank you to allthe co-operative development partners

ADOPTED BY THE CQCM BOARD OF DIRECTORS FEBRUARY 25, 2015

5955, rue Saint-Laurent, suite 204Lévis (Québec) G6V 3P5

Phone: 418-835-3710Fax: 418-835-6322www.coopquebec.coop

Strategic Plan for Quebec’S co-oPerative and MutualiSt networkS: looking forward to 2020 3

Together, we will succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4The Strategic Plan in brief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Co-operative and mutual sectors - a 2014 overview and looking to 2020 . . . . . . . . . . . . . . 12

THE CONTEXTBroad trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Quebec’s co-operative and mutualist networks in 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Co-operatives’ and mutuals’ high-potential economic sectors . . . . . . . . . . . . . . . . . . . . . . . 20

THE PLANA vision based on inter-cooperation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Ambitious, but realistic, targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Strategic directions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Strategic direction 1 Sustainable and profitable growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Strategic direction 2 Promising partnerships for development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Strategic direction 3 Recognition and development of the expertise of groups and effective use of the Consortium de ressources et d’expertises coopératives’ (CREC) services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Strategic direction 4 Proactive inter-cooperation and modernized governance . . . . . . . . . . . . . . . . . . . . . . . 36

THE iTEmsItem A – Quebec’s co-operative and mutualist networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Item B – Reference framework for co-operation and social responsibility . . . . . . . . . . . . . 42Item C – Proposal of criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Item D – Contribution of the co-operative and mutualist networks to the directions and strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Item E – Profiles and primary projects by group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 1Item F – Summary presentation of the CREC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Item G – List of acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Table of contents

This Plan is the result of wide-reaching work in Quebec’s co-operative and mutualist networks and many exchanges between various stakeholders .

Our Strategic Plan is intended to support the economic and social momentum of our members, communities and Quebec’s society as a whole by 2020 .

The desire of co-operatives and mutuals to actively participate in structural projects in Quebec and take responsibility for carrying them out in solidarity and inter-cooperation is at the core of these strategies .

Inter-co-operation is not just a concept . It is a way of thinking and acting . It requires us to put our members at the centre of our actions . We invite you—elected officials, managers and employees in the co-operative and mutualist networks—to contribute to reaching our collective ambitions .

On behalf of all the members of the Board of Directors of the Conseil québécois de la coopération et de la mutualité

Monique F. LerouxPresident

TogeTher, we will succeed

André GagnonFédération québécoise des coopératives en milieu scolaire

Alain LeclercFédération des coopératives funéraires du Québec

Luc ForgetLa Coop fédérée

Richard NormandeauBoard Member, CQCMFédération des coopératives de développement régional du Québec

Pierre GenestSSQ Mutuelle de gestion

René RouleauLa Capitale mutuelle de l’administration publique

Jocelyn LessardBoard Member, CQCMFédération québécoise des coopératives forestières

J. Benoit CaronTreasurer, CQCMFédération des coopératives de services à domicile et de santé du Québec

Michel Gauthier1st Vice-President, CQCMPromutuel Assurance

René Moreau2nd Vice-Président, CQCMAgropur coopérative

Jocelyne RouleauSecretary, CQCMConfédération québécoise des coopératives d’habitation

Gaston DufourFédération des coopératives de câblodistribution et de télécommunication du Québec

Marie-Claude BeaudinChaire de coopération Guy Bernier, UQAM

Gaston BédardGeneral Director

Alain GaudreauFédération des coopératives des paramédics du Québec

Xavier SimardComité jeunesse 18-35 ans

Alain BridaultRéseau de la coopération du travail du Québec

Denyse GuyCoopératives et mutuelles Canada

Clément AsselinFédération des coopératives d’alimentation du Québec

Sokchiveneath Taing ChhoanFédération des coopératives du Nouveau-Québec

EXECUTIVE COMMITTEE

BOARD MEMBERS

OBSERVERS ADMINISTRATION

Monique F. LerouxFédération des caisses Desjardins


“ Inter-co-operation is not just a concept. It is a way of thinking and acting.”

ADMINISTRATION

Serge RiendeauPresident

Monique F. LerouxChair of the Board, Presidentand Chief Executive O�cer

Denis RichardPresident

Omer BouchardPresident

Pierre GenestPresident

Michel PoulinPresident

Jacques CôtéPresident

Eli EliyassiapikPresident

Pierre CharettePresident

Clément AsselinPresident

François-Michel HastirPresident

Alain ParadisPresident

Robert BrouillardPresident

Alain GaudreauPresident

Richard NormandeauPresident

René RouleauChairman of the Board

and Chief Executive O�cer

Réjean La�ammePresident

Monique F. LerouxPresidente

Quebec’s co-operative and mutualist networks

The Strategic Plan for Quebec’s Co-operative and Mutualist Networks looking forward to 2020 was launched in the second quarter of 2015 . It is a joint venture of Quebec’s co-operative and mutualist networks and stems from their commitment to collectively carry out common aspirations . This is a shared plan for all our networks and the first that CQCM is committed to leading and implementing .

The Strategic Plan emerged from Vision 2020 and is based on long reflection and consultation in our networks (see Item A), with our partners and with the Ministère de l’Économie, de l’Innovation et des Exportations (MEIE), particularly:

• Thenetworks’strategicplans

• Memberinputfromtaskforceslaunchedin2014 on the following themes:

1 . Building a strong and growing co-operative and mutualist movement;

2 . Acknowledging and clarifying roles and responsibilities;

3 . Developing expertise; 4 . Fostering a co-operative and mutualist culture .

• WorkbytheMEIE’sDirection du développement des coopératives (the co-op development authority at the Quebec ministry of economics, innovation and exports), including trends and high potential sectors .

•Co-operativesandMutualsCanada’sstrategicplanandthe International Co-operative Alliance’s Blueprint for a Co-operative Decade

• ExchangesamongCQCMboardmembers

The sTraTegic Plan in Brief


“ … adopting a common vision for growth, financial solidarity, innovation and performance”

This work led to directions and strategies that will accelerate the development and broaden the impact of co-operative and mutual companies in various economic sectors .

This Plan makes it possible for co-operative and mutualist networks to adopt a common vision for growth, financial solidarity, innovation and performance . The development plan puts forth the co-operative and mutualist model to meet Quebec’s socio-economic needs, particularly occupation of the territory .

From 2010 to 2013, we contributed to:• A5.6%annualincreaseinsales(from$27.2billion

to 33 .4 billion)

• 6,500newjobs1

• Majorregionaleconomicspinoffs(investment,salaries,Community Development Funds, member dividends, gifts and sponsorship)

Over the span of the Plan, we will contribute to: • 7%annualgrowthinsales(1.5timestheGNP ininflation-adjusteddollars)toreach$45.2billion

• Thecreationof20,000co-operativeandmutualistjobs,including 5,000 in Montréal2

• Tangibleandmeasurableeconomicandsocialspinoffs

1 The 2010-2013 period saw many rationalizations, which have now ended . Greater growth in jobs is expected in most co-operative and mutualist sectors in the coming years .

2 In 2014, the number of co-operative and mutualist jobs in Montreal was estimated at 10,000 .

COLLECTIVELY

sTraTegic direcTions

Strategic direction 1Sustainable and profitable growth

Four strategies•Strengthensmallandmedium-sizedco-ops

and creating new co-operatives;

•Encourageeffectivecontributionbylarge co-operatives and mutuals though natural growth or acquisition;

•Reinforcethesupportandguidance available to co-operatives;

•Launchalargemulti-sectorandmulti-regioninter-co-operative project .

Strategic direction 2Promising partnerships for development

Four strategies•SolidifypartnershipswiththeQuebec

government, regional and city governments and other players;

• Improvethelegalframeworktofoster greater efficacy;

•Optimizefiscaltools(CooperativeInvestmentPlan and Tax-deferred Patronage Dividends) and support the establishment of capitalization strategies;

•Continuediscussionswithintheco-operativeand mutualist networks .


Strategic direction 3expertise of groups and shared services in the crec*

Four strategies•AlignCREC’sserviceofferwithstrategic

plan priorities;

•Setupaserviceofferthatmeets members’ needs;

• Implementfinancingtoolstomitigate CREC’s financial risks;

• Increasetheserviceoffertoco-operativesto encourage them to increase financial involvement in their respective network .

Strategic direction 4Proactive inter-cooperation and modernized governance

three strategies•Encourageco-operativeandmutualist

networks to subscribe to the objectives laid out in this strategic plan .

•Useinter-cooperationtoreinforceour cross-cutting knowledge and skills .

•AdjustCQCM’sgovernancetoallow board members to fully play their role in implementing the strategic plan .

* Consortium de ressources et d’expertises coopératives

Our ambitions can be grouped as follows:

co-oPeraTive and muTual acTiviTy secTorsA 2014 overview and looking forward to 2020

Sector

Financial and insurance services

Agro-food

Human services

Retail and local services

Forestry and energy

Manufacturing, ICT, business services, professionals services and telecommunications

Other (arts and culture, leisure, tourism, teaching, childcare, dining, public services, transportation, etc .)

Housing

totaL

Jobs

52,100

24,300

6,000

7,000

3,200

3,200

3,000

170jobs3 27,000units

98,970 jobs

Sales

$16.3billion

$14.6billion

$240million

$1.4million

$260million

$149million

$198million

$235million

$33.4 billion

2014

3 Housingshouldbeassessedintermsofdevelopmentofunits.In2014,weestimated31,000membersand170jobs.


Jobs

56,500 (+ 880/year)

29,100(+960/year)

10,000(+800/year–80%dom.serv.)

9,000(+ 400/year)

4,000 (+ 160/year)

6,000 (+ 560/year)

4,200 (+ 240/year)

220 jobs (+ 10/year)

29,000 (+ 400 units/year)

119,020 jobs

Sales

$21.8billion(+$1.1billion/year)

$19.9billion(+$1.0billion/year)

$380million(+$28million/year)

$1.9billion(+$100million/year)

$348million(+$17.5million/year)




$45.2 billion

2020

The conTexT

tHe context

Broad Trends

Globalization and interdependent economies: Major pressure on businesses to increase their productivity and competitiveness and stand out from the competition through innovation, service and greater flexibility .

Demographics: Ongoing demand for over three decades for various personal services and all secondary services (domestic, paramedic, healthcare and funeral services)

Redefined roles of government: progressive review of the government’s methods and purposes

Occupation of the territory: Maintaining basic services in rural areas and, especially, in small communities: the economy of proximity, developing forest and agriculture biomass-fueled heating, forest planning and management, the Saint-Lawrence corridor andthePlanNorddevelopmentplans.

Revitalizing Montréal’s economy: Avenues for development in Montréal are revitalizing the manufacturing sector, integrating immigrants into the economy and focusing on arts and culture

Entrepreneurship and the next generation of business: A shortfall of nearly 25,000 entrepreneurs is expected by 2020, many of whom will be needed to take over from retiring business people .

The electronic economy and social media: Deep-seated change in the rules of traditional business (distribution chains, production, marketing, client contact, etc .)

Sustainable development:Astrongtrendsince1980whichisdefinedas“developmentthatmeetspresent needs without compromising the ability of future generations to meet their needs . Sustainable development depends on a long-term view that takes into consideration the inseparable environmental, social and economic aspects of development activities”4

123

5

8

6

4

7

4 Gouvernement du Québec, http://www .mddelcc .gouv .qc .ca/developpement/definition .htm


oPPorTuniTies and challenges

Solidifying our co-operatives’ market positioning and financial growth and inter-sectoral and inter-regional work .

Intensifying our activities in a niche in which we are well positioned (human services)

An opportunity for which the co-op and mutualist model is well positioned . One situation that could foster partnerships with collective businesses to maintain or develop services

An opportunity centred on co-operative and mutualist values: a sector in which we already have a major presence and that will go through the reinforcement of co-operatives and the creation of new co-ops

GreaterMontréalmakesup50%ofQuebec’seconomyandisachallenge for most co-operative and mutualist networks

A challenge we have begun addressing though acquisitions, WC and WSC that has raised interest in the networks

Though some networks are already seizing new opportunities, all must work to do so

More than ever, co-operatives and mutuals are called to shift their focus and adapt both their production and commercial practices to gain competitive edge . They adopted the reference framework in 2012 (Item B)

tHe context

QueBec’s co-oPeraTive and muTualisT neTworks in 2014Co-operative and mutualist networks play a major role in the Quebec economy . A context that fosters ongoing business and economic growth will lead the co-op model to be recognized as a relevant answer to our common challenges .

FOrEsTry ANd ENErgy

90 co-operativesMembers: 6,500Sales: $260 millionAssets: $135 millionJobs: 3,200Benefits5

AgrO-FOOd232 co-opsMembers: 120,000Sales: $14.6 billionAssets: $4.7 billionJobs: 24,300Benefits5

FiNANCiAL ANd iNsurANCE sErviCEs

376 co-operatives27 mutualMembers: $7.5 millionSales: $16.3 billionAssets: $229 billionJobs: 52,100Benefits5

HOusiNg

1,290 co-operativesUnits: 27,0006

Sales: $235 millionAssets: $1.1 billionJobs: 170Benefits5


“ Co-operative and mutualist key groups in 2014:

3,300 organizations providing nearly 99,000 jobs”

“ They are economic and social activities and create jobs in every region of Quebec, even in the far North!”

HumAN sErviCEs184 co-opsMembers: 350,000Sales: $240 millionAssets: $312 millionJobs: 6,000Benefits5

mANuFACTuriNg, CiT, busiNEss sErviCEs, PrOFEssiONAL sErviCEs ANd TELECOmmuNiCATiONs


rETAiL ANd LOCAL sErviCEs

334 co-opsMembers: 830,000Sales: $1.4 billionAssets: $575 millionJobs: 7,000Benefits5

OTHEr (ArTs ANd CuLTurE, LEisurE, TOurism, TEACHiNg, dAyCArE, diNiNg, PubLiC sErviCEs, TrANsPOrTATiON, ETC.)


5 The progression of economic benefits to regions will be measured over the period of the Strategic Plan . 6 Thehousingsectormustbefurtherassessedforthedevelopmentofhousingunits.In2014,theestimatewas31,000membersand170jobs.

tHe context

co-oPeraTives’ and muTuals’ high-PoTenTial acTiviTy secTors

sECTOrs wiTH HigH CO-OP PrEsENCE

Forestry (FQCF)

Agro-food (La Coop fédérée, Agropur coopérative, CDR)

Local services provisioning and services in Inuit communities and cafeteria management (FCAQ, FQCMS, FCNQ, CDR)

Financial and insurance services (Desjardins; La Capitale; SSQ; Promutuel Assurance)

Human services (FCSDSQ, FCPQ, FCFQ, CDR)

Housing (CQCH)

Main projects

Biomass heating, purchase of wood on the free market, turning forestry groups into co-operatives, re-enforcing entrepreneurship in forestry, involvement in forest management

Food production and processing, new agriculture and local distribution networks, greenhouse production

Food services and other, provisioning to Northern Quebec, institutional and industrial cafeterias

Various financial services, insurance

Domestic, healthcare, paramedic and funeral services

Co-operative buildings making property more accessible, assisted senior living, projects for specific clientele

Potential jobs Looking to 2020

800

4,800

2,000

4,400

4,000

50 jobs/

2,000 units

Potential jobs/year

160

960

400

880

800

10 jobs/

400 units

The selection of these activity sectors promising for the development of co-operative and mutualist activities was carried out according to the criteria presented in Item C .


An economic and social context with the potential to create 4,000 jobs annually . These jobs would come from:

• Growth(naturalandacquisitions)oflargeco-operativesandmutuals:about1,840jobs/year

• Growthofexistingsmall-andmedium-sizedco-operatives(naturalandacquisitions):about1,760jobs/year

• Creationofnewco-operatives:about400jobs/year

our past success has demonstrated the importance of sector-based leadership in high-potential activity sectors. Large co-operatives and mutuals, federations and coopérative de développement régional (cdr)8 can be found in six sectors. Five other sectors offer opportunities for two federations and for all the cdrs. inter-cooperation will be necessary to increase our presence.

NEw AvENuEs FOr THE CO-OP mOdEL

POTENTiAL mid-ANd LONg-TErm sECTOrs

Manufacturing, other than agro-food and forestry (CDR, RCTQ)

Business services (CDR, RCTQ)

Information and communication technologies (FCCTQ, CDR)

Tourism and leisure (CDR, RCTQ)

Culture and communications (CDR, RCTQ)

Green and conventional energy and large-scale projects, mining or other (CDR, La Coop fédérée, FCNQ, FQCF)

Main projects

Advantageous activities, particularly Accord projects7

Logistics, maintenance, safety, management, advertising, etc.

E-commerce, software, computer support, web services

Regional opportunities, forming networks (common services)

Grouping artists, regional projects (especially Montréal)

Main projects

Forest and agricultural biomass, wind power, provisioning, transportation of goods to work sites and infrastructure


800

800

1,200

400

600

Potential jobs/year

160

160

240

80

120


200

Potential jobs/year

40

7 TheACCORD(Action concertée de coopération régionale de développement) projects are niches of development excellence retained by local leaders, mainly MRCs,inclosepartnershipwiththegovernmentofQuebec,andthatofferopportunitiesforco-operativesandmutuals.

8 Regional development co-operative . See Item A .

The Plan

a vision Based on inTer-cooPeraTion

tHe Plan

“ Through inter-co-operation, in 2020, co-operative and mutualist networks will be a strong presence recognized by partners, members and decision makers.

They will be a tangible and advantageous way to create and maintain jobs and support Quebec’s economic and social momentum.”


FOuNdATiONs FOr imPLEmENTiNg Our PLAN:✔ Rallying network members

✔ Ongoingandeffectiveinter-cooperation

✔ Accountability in carrying out our ambitions

✔ Sharing best practices

✔ Developing our skills and expertise

✔ Spearheading the Plan (led by the CQCM), supported by all co-operative mutualist federations, Quebec regions and other partners, as needed

AmbiTiOus, buT rEALisTiC, TArgETs:

Annualgrowthof7%insalestoreach$45.2billion

Additional 20,000 co-operative and mutualist jobs, including 5,000 in Montréal

Start-upof700-800co-operatives

Increase in the number of locations supported by local services co-ops (grocery stores, gas stations, restaurants and health, domestic and financial services)

Increase in the percentage of co-operative jobs out of the total number of jobs outside of urban centres, particularly in underdeveloped or economically weakened areas

Contribution to the vitality of local economies througheconomicandsocialspinoffs(localpurchasing, support for local initiatives, longevity of co-operatives, savings for consumers, access to home ownership)

Our vision and ambitions take the form of four strategic directions presented in the following pages . Item D indicates the co-operative and mutual federations that will be called to implement their various strategies .

tHe Plan

sTraTegic direcTions

strategiC DireCtioN 1 susTAiNAbLE ANd PrOFiTAbLE grOwTH

strategy 1 streNgtheN small aND meDium-sizeD Co-ops aND CreatiNg New Co-operatives

Improve quality of life and increase individual, family and community independence, by:

• proactivelyproposingideastogovernmentofficials;

• developingandstructuringhumanservices(FCSDSQ,FCFQ, CQCH, FCPQ) in partnership with all players (provincial government, regional, municipal and other stakeholders);

• developingsupportservicesforActivitiesofDaily Living (ADL) and Home Living Activities (HLA) offeredby40co-ops;

• housingtargetedclienteles(seniors,immigrants,Aboriginals,youngfamilies)(CQCH,FCNQ,FCSDSQ);

• increasingyoungfamilies’accesstohomeownership(CQCH, Desjardins);

• developingpartnershipswithgovernmentandvariousother authorities, particularly for parks, protected zones, support services for teaching institutions, hospitals, etc .

Expand into new territory through the development of local economies, by:

• meetingserviceneedslocally;

• developingaregionalserviceofferforpromisingsectorsand with few existing co-ops: tourism and leisure, information and communications technologies, business services and manufacturing .

Support the transformation of businesses into co-operatives (acquisitions by existing or new co-operatives) (WC, WSC) and other types of co-ops) in all activity sectors by:

• providingtrainingontheco-operativemodel

• monitoringandevaluation

• acommunicationsplan

• anactionplan

• anofferofservicesthatshowsourexpertiseandpartnerships (particularly with Desjardins Business Centres) .


For all sectors and regions: Reinforce the support and guidance available to co-operatives;

Support unfederated co-ops with an increased service offer, particularly through the CDRnetwork and with certain partners, as needed;

Develop strategies according to local and regional priorities (ACCORD projects9) .

iNdiCATOrs• Creationofabout2,160jobsperyear.

• Start-upof140-160co-opsperyear,including 25-35 company take-overs .

• Increaseinsalesfrom$2.4billionto$3.5billion(+43%)for existing small- and medium-sized co-ops .

• Increaseinserviceoffertoencourageterritorialexpansion .

• Increaseinthenumberofjobsoutsidelargeurbancentres, mainly in underdeveloped areas .

9 TheACCORD(Action concertée de coopération régionale de développement) projects are niches of excellence in development identified by local leaders, mainly MRCs, in close collaboration with the Quebec government, and that present opportunities for co-operatives and mutuals .

tHe Plan

strategiC DireCtioN 1 (after)susTAiNAbLE ANd PrOFiTAbLE grOwTH

strategy 2 eNCourage soliD CoNtributioN by large Co-operatives aND mutuals

strategy 3streNgtheN Co-operative preseNCe iN greater moNtréal

Natural growth

Acquisitions:

• developmentofnewmarkets;

• additionofsecondaryactivities;

• expansionoutsideofQuebec.

iNdiCATOrs• Creationofabout1,840jobsperyear

• Growthinsalesfrom$31billionto$41.5billion(+35%)

Integrate immigrants

Breakthrough in:

• thedomestic,healthcareandfoodservicesectors;

• businesssuccessionstoco-ops.

Strengthen existing co-ops and create new ones in the following sectors:

• arts,cultureandcommunication;

• businessservices.

Participate in developing Montréal’s economy, particularly by leveraging the enthusiasm around the375th anniversary of the City’s foundation .

iNdiCATOrs• 35%increaseinthenumberofco-opsinMontréal incomparisontoQuébecCity(2014:25%)

• OverthePlantimeframe,additionof5,000jobs to the existing 10,000 co-operative and mutualist jobs in Montréal in 2014


strategy 4 lauNCh a multi-seCtors/multi-regioN iNter-CooperatioN projeCt

Adopt a method for identifying large “network” projects based on business criteria similar to those used by the Direction du développement des coopératives (see Item C)

Analyse potential projects according to the criteria laid out in Item C, particularly those connected with the local economy:

• Forestandagriculturalbiomassheating;

• DevelopmentprojectalongtheSt.Lawrence corridororthePlanNord;

• Spearheadingaprojectinoneoftheprospectivesectors in the mid- or long term;

• Establishingoneormoreprojectsfosteringor re-enforcing business partnerships between co-operatives and other partners (government, municipalities) in promising niches (renewable energies, cable and new agriculture) .

iNdiCATOrsIndicators will be set when the project is chosen .

tHe Plan

strategiC DireCtioN 2

PrOmisiNg PArTNErsHiPs FOr dEvELOPmENT

strategy 1 soliDiFy partNerships with the QuebeC goverNmeNt, regioNal aND City goverNmeNts aND other players

strategy 2 improve the legal Framework to Foster greater eFFiCaCy

strategy 3 optimize tax tools (Cooperative iNvestmeNt plaN aND tax-DeFerreD patroNage DiviDeNDs) aND support the establishmeNt oF CapitalizatioN strategies

These strategies:

• Continueourdiscussionwithgovernmenttotargetopportunities;

• Solidifyourpartnershipwithmunicipalgovernment so that they increase their use of the co-op model in providing services to citizens;

• Betterpositionco-opstotakeadvantageofmajorpolicies, measures or laws to foster business opportunities;

• Betterexploitresearch,developmentandfiscalprograms (ex .: Fiscal credit for scientific research and experimental development or the Fiscal credit for forestry regional development, Co-operative Investment Plan and Tax-deferred Patronage Dividends);

• Innovateinfunding(ex.:matchinggrantswherelargeco-operatives and mutuals and government invest equal amounts) for activities like our network of large-scale projects and a large social projects .


strategy 4 CoNtiNue DisCussioNs withiN the iNterNatioNal Co-operative aND mutualist Networks

These strategies:

• Watchsuccessfulco-opsaroundtheworld;

• Setupexpertiseandknowledgesharingwithvariousco-ops around the world .

iNdiCATOrs• Numberofopportunitiestaken

• Numberofprogramssolidified

• Numberandimportanceofpartnershipswith co-operatives and mutuals in Canada or abroad .

tHe Plan

strategiC DireCtioN 3

rECOgNiTiON ANd dEvELOPmENT OF THE EXPErTisE OF grOuPs ANd EFFECTivE usE OF THE CONSORTIUM DE RESSOURCES ET D’EXPERTISES COOPÉRATIVES’ (CrEC) sErviCEs

strategy 1 aligN CreC’s serviCe oFFer with strategiC plaN priorities

Identify the common priorities underpinning the strategic plan .

Adjusttheserviceoffertoaccount for the Plan’s evolving needs .

iNdiCATOrs• NumberofservicesunderpinningtheStrategicPlan

• Subscriptionrate

• Membersatisfaction


strategy 2 set up a serviCe oFFer that meets members’ NeeDs

Study the opportunity and feasibility of consolidating theexistingserviceofferinlegalconsulting,humanresources and healthcare and workplace safety .

Set priorities for these consolidations and, if needed, identifyneedstobroadentheserviceoffer.

In partnership with the FCDRQ, help unfederated co-opsjointogetheror,atleast,coordinateeffortsnationally and stimulate an augmented CDRserviceofferfortheseco-operatives.

Offerindividualserviceswithoutlimitinggroups whosodesiretochooseafullserviceoffer.

Make the most of members’ (federations or CDR) or CREC specialists’ expertise .

Guarantee organizations the freedom to join and to leave CREC according to agreements and the law .

Adopt a human resources management plan according to expected growth .

Develop and implement strategies to publicize theserviceofferwithfederations,CDRsand other co-operative partners .

iNdiCATOrs• Numberofnewservices/year

• Numberofmembers

• Growthrateofmembership/year

• Membersatisfaction

• Averagenumberofservicespermember

• Growthrateofthevolumeofservicesused

• Numberofservicesunused

• Numberof“lost”members

tHe Plan

strategiC DireCtioN 3 (after)rECOgNiTiON ANd dEvELOPmENT OF THE EXPErTisE OF grOuPs ANd EFFECTivE usE OF THE CONSORTIUM DE RESSOURCES ET D’EXPERTISES COOPÉRATIVES’ (CrEC) sErviCEs

strategy 3 implemeNt FiNaNCiNg tools to mitigate CreC’s FiNaNCial risks

Identify the funding conditions for these services or activities (ex .: a patient capital loan from CQCM)

Encourage members to purchase hours set aside for projects .

Identify the opportunities to close long-term contracts in some sectors, which would make it possible to invest on a as-need basis .

Encourage members and support members to buy preference shares .

Over the long-term, foresee a greater profit margin(example:2or3%more)tocreateareserve fund for the development of new services .

Solicit members for one-time contributions (special contributions) .

Solicit outside contributions (grants or private funding) .

iNdiCATOrs• Capitalizationrate

• Surplus


strategy 4 iNCrease the serviCe oFFer to Co-operatives to eNCourage them to iNCrease FiNaNCial iNvolvemeNt iN their respeCtive Network

Encourage co-ops to use more resources and business services in their group .

Encourage co-ops to use more of CREC’s resources and common services .

iNdiCATOrCo-ops’ financial participation in their groups .

tHe Plan

strategiC DireCtioN 4 PrOACTivE iNTEr-COOPErATiON ANd mOdErNiZEd gOvErNANCE

strategy 1 eNCourage Co-operative aND mutualist Networks to subsCribe to the objeCtives laiD out iN this strategiC plaN

Include in each co-operative and mutualist network’s strategic or business plan the directions, strategies, indicators and methods of the Strategic Plan for Quebec’s Co-operative and Mutualist Networks: Looking Forward to 2020.

Help develop multi-network opportunities (see Direction 1) according to sector-based leadership, defined as follows:

• Eachfederationleadsitssector’sgrowth and strengthening;

• TheCDRsleadunfederatedsupportersandco-ops(formerlycalled“unfederated”ororphans);

• TheCDRsleadtheco-operativeandmutualistassociative activities in rural areas;

• Whenactionisrequiredwithaco-operativeor a projected co-operative between two or more sectoral groups, the main activity sector will determine the leadership role and other groups willcollaborateforthisspecificactivityNOTforall of the co-operative’s activities .

Develop network-specific sectors (see Direction 1) .

Set up on-site action committees to develop multi-network opportunities coordinated by project leaders .

Adopt mechanisms to identify opportunities and communicate them .

Favour a climate of collaboration and joint action .

Support the CQCM by making available the specialized resources for implementing the business plan (project leaders, monitoring / evaluation and communications experts, etc .) .

Take advantage of contributions by large co-operatives and mutuals and CREC .

iNdiCATOrReaching the goals laid out in the Strategic Plan for Quebec’s Co-operative and Mutualist Networks: Looking forward to 2020


strategy 2 use iNter-CooperatioN to reiNForCe our Cross-CuttiNg kNowleDge aND skills

Make the various training programs designed by any given network available to all networks:

• theco-operativeandmutualistmodel;

• cross-cuttingknowledgeandskills.

Spearhead training on leadership by elected officials inourdifferentnetworks.

Provide CQCM with the means to:

• coordinatenewtrainingprogramstomeet member needs;

• publishacalendarofgeneralinteresttraining sessionsofferedbymembersinordertoallowothernetworkstoparticipateinthegoalofofferingmoretraining outside of urban centres .

iNdiCATOrs• Numberoftrainingprogramsinthecontentpool

available across the network

• 50%10 of officers, managers and employees take training over the Plan timeframe

• 80%9 were satisfied or very satisfied

Revise the CQCM Board of Director’s mandate to account for its influential leadership in the development and growth of Quebec’s co-operative and mutualist network .

Give Board members the means to carry out their mandates and reinforce their roles as co-operative and mutualist network representatives when they sit on the CQCM Board of Directors (ex .: dashboard) .

Adopt a code of ethics .

Continue reflecting on the composition of the Board of Directors, particularly in regards to:

• Representation;

• Co-operativevalues;

• Newrealities;

• Bestgoverningpractices.

Adopt a three-fold communications policy: information, consultation, joint action .

Reflect on our values

iNdiCATOrMobilizing the Board of Directors

10 This percentage will be revised, as needed, during the period covered by the Strategic Plan .

strategy 3 aDjust CQCm’s goverNaNCe to allow boarD members to Fully play their role iN implemeNtiNg the strategiC plaN

TheiTems

tHe iteMS

Item A

QueBec’s co-oPeraTive and muTualisT neTworks

One of the strengths of co-operatives and mutuals is how they operate as a network . They can cooperate, share expertiseandservicestobetterdevelopandeffectivelymeettheirmembers’andcommunities’needs.

sECTOrAL FEdErATiONsIn Quebec, co-operatives that work in a same economic sector join together in sectoral federations to which they confer certain jobs, such as informing them, defending theirinterests,supportingtheirdevelopmentefforts,coordinatingtheiractionsandofferingthemcommonservices . There are 21 sectoral federations or groups:

• Confédérationquébécoisedescoopérativesd’habitation

• FédérationdescaissesDesjardinsduQuébec

• Fédérationdescoopérativesd’alimentationduQuébec

• Fédérationdescoopérativesdecâblodistribution et de télécommunication du Québec

• Fédérationdescoopérativesdedéveloppementrégional du Québec

• Fédérationdescoopérativesdeservicesàdomicile et de santé du Québec

• FédérationdescoopérativesdesparamédicsduQuébec

• FédérationdescoopérativesduNouveau-Québec

• FédérationdescoopérativesfunérairesduQuébec

• Fédérationquébécoisedescoopératives des Maisons familiales rurales

• Fédérationquébécoisedescoopérativesenanimationet en formation financière, L’Actif

• Fédérationquébécoisedescoopératives en milieu scolaire

• Fédérationquébécoisedescoopérativesforestières

• FédérationCoopHabitatEstrie

• Fédérationdescoopérativesd’habitationintermunicipale du Montréal métropolitain

• Fédérationdescoopérativesd’habitation de la Mauricie et du Centre-du-Québec

• Fédérationdescoopérativesd’habitationduRoyaumeSaguenay-Lac-Saint-Jean/Nord-du-Québec

• Fédérationdescoopérativesd’habitationmontérégiennes

• Fédérationrégionaledescoopérativesd’habitation de Québec – Chaudière-Appalaches

• LaCoopfédérée

• RéseaudelacoopérationdutravailduQuébec


COOPérATivEs dE dévELOPPEmENT régiONAL – Cdr (rEgiONAL dEvELOPmENT CO-OPErATivEs)A Coopérative de développement régional (CDR) gathers co-operatives by region . Its mission consists of supporting the creation of new co-ops, helping to develop those in place and promoting co-operation and mutuality . There are 11 CDRs throughout Quebec that are grouped in a federation whose mission is to coordinate and represent the CDR network:

• CDRAbitibi-Témiscamingue

• CDRBas-Saint-Laurent/Côte-Nord

• CDRCentre-du-Québec/Mauricie

• CDRdel’Estrie

• CDRGaspésie-LesÎles

• CDRdeLanaudière

• CDRdelaMontérégie

• CDRdeMontréal-Laval

• CDRdeQuébec-Appalaches

• CDRSaguenay-Lac-Saint-Jean/Nord-du-Québec

• CDROutaouais-Laurentides

• FédérationdesCDRduQuébec

muTuALsA network of mutuals exists in Quebec . Promutuel Assurance groups 25 insurance mutuals throughout Quebec . La Capitale and SSQ are also mutuals .

CONsEiL québéCOis dE LA COOPérATiON ET dE LA muTuALiTéFoundedin1940,theConseil québécois de la coopération et de la mutualité (CQCM) gathers all of Quebec’s sectoral and regional co-operative and mutuals . It aims to participate in the social and economic development of Quebec by fostering the full development of Quebec’s co-operatives and mutuals according to the principles and values laid out by the International Co-operative Alliance (ICA) .

To carry out this mission, it:

• Servesasanumbrellaorganizationforco-operative and mutualist sectors and their partners;

• RepresentsanddefendstheinterestsofQuebec’s co-operative and mutualist movement as a whole;

• Fostersco-operativeandmutualistdevelopment to expand the benefits of co-operation and mutuality for its members and communities .

“ … cooperate, share expertise and services to better develop and effectively meet their members’ and communities’ needs.”

tHe iteMS

Item B

reference framework for co-oPeraTion and social resPonsiBiliTy sTATEmENT ANd dEFiNiTiON OF COmmiTmENTs iNCLudEd iN THE rEFErENCE FrAmEwOrK(Adopted by the CQCM Board of Directors in June 2012)

gENErAL PriNCiPLEsThe following principles guided the Board in identifying and writing up the commitments inherent to the reference framework:

• Thecommitmentsmustpresentavisionthat mobilizes first-level leaders and all stakeholders;

• Commitmentsmustberealisticandconsidertheresources and needs of the co-operative movement and co-operatives and mutuals;

• Ongoingimprovementmustbetargeted.

COmmiTmENTsCross-cutting• Considersocial,environmentalandeconomic

outcomes in decision-making and position-taking on social issues .

Social and human• Encouragedemocraticactionandthevitality

of associative life;

• Contributetothesupportanddevelopment of the community;

• Bearesponsibleemployer.

Economic• Contributetolocaleconomicvitalitybypromoting

benefits of the co-operative and mutualist model;

• Findresponsiblesuppliers;

• Ensuretheco-operative’slongevity.

Environmental• Adoptin-housemanagementthatisecologically

responsible and sustainable;

• Helpcounterclimatechange.


To make an informed choice about multi-sector and multi-region large-scale projects (strategy 4 of Direction 1), selection criteria must be developed .

The MEIE uses the following criteria to identify high-potential sectors . They will serve as a spring board for the committee in charge of making recommendations to the CQCM Board of Directors .

The co-operative sectors selected for development have been chosen according to certain favourable characteristics, summarized as follows:

• Majormarketgrowthforeseenoveratleastthenext 10 years in the sector or in specific sub-sectors;

• Reducedormoderateexposuretoforeigncompetitionduetospecificitiesoftheofferedgoodsandservices:

> Local products (ex .: food products, customized products, some construction materials);

> Highly technological products (difficult to imitate);

> Products with certain barriers to entry, particularly, legislative requirements (ex .: financial products);

>Nicheproducts(ex.:veryspecializedproductsadapted to a specific clientele);

> Cultural or tourist products (ex .: products specific to a French-speaking clientele);

• Connectedtoatleastoneeconomicorsocialtrend;

• Favourableexternalfactors(publicpolicy,partnershipperspectives, etc .);

• Possibilityofoneormoreanglesofinterventionfavourable to co-operative development;

• Co-operativepresenceorexpertisethatcan be contributed .

Item C

ProPosal of criTeria

tHe iteMS

Item D

conTriBuTion of The co-oPeraTive and muTualisT neTworks To The direcTions and sTraTegies The implementation of the Strategic Plan takes on its full meaning through collaboratively and inter-cooperatively carryingoutthestrategicplansofeachnetwork.ItistheCQCM’sresponsibilitytospearheadthe“bignetwork.”

PArT 1 THE PLAN’s sTrATEgiC dirECTiONs ANd THE mAiN rEsPONsibiLiTiEs OF THE NETwOrKs11

Direction 1 – Sustainable and profitable growth

sTrATEgiEs rELEvANT TO:

1 . Strengthen small and medium-sized co-ops and creating new co-operatives

• Humanservices • Humanandhealthcareservices• Funeralservices• Paramedicservices• Housing• Nouveau-Québec• Desjardins

• Occupationoftheterritory Relevant to all networks, especially: • CDR• Food• LaCoopfédérée• RCTQ

• Turningcompaniesintoco-ops Relevant to all networks, especially:• CDR• Funeral• Food• Desjardins• RCTQ

11 The content of this table may change as the Plan is implemented .


Direction 1 – Sustainable and profitable growth (after)

Direction 2 – Promising partnerships for development


1 . Strengthen small and medium-sized co-ops and creating new co-operatives (after)

• Follow-upofco-operativesandunfederated co-operatives

• CDR• Allsectoralnetworks• CREC

• Accordprojects • CDR• Allsectoralnetworks

2 . Encourage solid contribution by large co-operatives and mutuals

• LaCoopfédérée• Agropur• LaCapitale• PromutuelAssurance• SSQ• Desjardins

3 . Strengthen co-operative presence in Greater Montréal • CDRMontréal-Laval• Humanandhealthcareservices• RCTQ• Funeral• Food

4 . Launch a multi-sector/multi-regions inter-cooperation project

• RelevanttotheCQCMandallnetworks, especially the CREC


1 . Solidify partnerships with the Quebec government, regional and city governments and other players

The CQCM and relevant networks

2 . Improve the legal framework to foster greater efficacy

3 . Optimize tax tools (Cooperative Investment Plan and Tax-deferred Patronage Dividends) and support the establishment of capitalization strategies

4 . Continue discussions within the international co-operative and mutualist networks

tHe iteMS

Item D (after)

Direction 4 – Proactive inter-cooperation and modernized governance

Direction 3 – Recognition and development of the expertise of groups and effective use of Consortium de ressources et d’expertises coopératives’ (CREC) services


1 . Encourage co-operative and mutualist networks to subscribe to the objectives laid out in this strategic plan

All networks

2.Useinter-cooperationtoreinforceourcross-cuttingknowledge and skills

The CQCM, supported by member training services

3 . Adjust CQCM’s governance to allow board members to fully play their role in implementing the strategic plan

CQCM


1. AlignCREC’sserviceofferwithstrategicplanpriorities

The Consortium de ressources et d’expertises coopératives

2.Setupaserviceofferthatmeetsmembers’needs

3 . Implement financing tools to mitigate CREC’s financial risks

4.Increasetheserviceoffertoco-operativestoencourage them to increase financial involvement in their respective network

Sectoral and regional networks, mainly through who benefit from the Partnership Agreement


sECTOr PrOjECTs LEAdErs PArTNErs

1. Forestry

1 .1 Biomass heating FQCF

1 .2 Processed wood products FQCF

1 .3 Non-timberforestproducts FQCF

1 .4 Forestry groups FQCF CDR

1 .5 Forest planning FQCF

2. Agro-food

2 .1 Food production and processing La Coop fédéréeAgropur coopérativeFCAQ

2 .2 Newagricultureandlocaldistribution CDR

2 .3 Greenhouse production CDR

2 .4 Acquisitions in the agro-food sector La Coop fédéréeAgropur coopérative FCAQ

2 .5 Hardware store acquisitions La Coop fédérée

2 .6 Super fertilizer factory La Coop fédérée

2.7 Expansion of pork production La Coop fédérée

2 .8 Development the convenience store/gas station/hardware store concept

La Coop fédérée CDR

2.9 Market, products (innovation) La Coop fédéréeAgropur coopérative

2 .10 Distribution of certain food products FCAQ

2 .11 Consolidation of services, follow-up and consulting FCAQ

2 .12 Development of a real estate sector FCAQ

2 .13 Food processing La Coop fédérée Agropur coopérative

CDR

2 .14 Newagricultureandlocaldistribution CDR

2 .15 Greenhouse production CDR

12 The contents of this table may change as the Plan is implemented .

PArT 2 sECTOrs wiTH POTENTiAL FOr dEvELOPmENT ANd PrOjECTs12

tHe iteMS

Annexe D (after)

PArT 2 sECTOrs wiTH POTENTiAL FOr dEvELOPmENT ANd PrOjECTs


3. Manufacturing

3 .1 Activities with compared advantages (other than agriculture and forestry)13

CRCDRCTQ

CDR

3 .2 Accord projects CDR

4. Information and communications technologies

4 .1 ImplementationoftripleserviceofferinginMontréal FCCTQ CDR

4 .2 Establishment of call centres FCCTQ

4 .3 Acquisition/representation of existing networks FCCTQ CDR

4 .4 Newco-opsinunservedareas FCCTQCRCD

CDR

4 .5 Redeployment in web and digital FQCMS

4 .6 Electronic commerce, software, etc . FQCMS

5. Business services

5 .1 Logistics, maintenance, security, management, advertising, etc .

CDRCRCDRCTQ

6. Tourism and leisure

6 .1 Regional opportunities CDRCRCDRCTQ FCNQ

6 .2 Establishment of networks (shared services) CDRRCTQ

7. Culture and communication

7.1 Regional opportunities CDRRCTQ

7.2 Establishment of networks (shared services) CDRRCTQ

13 For example, products with reduced or moderate exposure to foreign competition due to specificities, such as difficult-to-imitate technology, low energy costs, etc . (see Item C)



8. Human services

8 .1 Domestic services: development of ADL (activities of daily living)

FCSDSQ CDR

8 .2 Domestic services: development of a free market (senior assisted living)

FCSDSQ CDR CQCH

8 .3 Development of partnerships with the government FCSDSQ CDR

8 .4 Healthcare: development of new income sources (ex .: adding points of service)

FCSDSQ CDR

8 .5 Healthcare: FMG certification FCSDSQ CDR

8 .6 Paramedic services FCPQ

8.7 Acquisition of funeral homes (2-3/year) FCFQ

8 .8 Increaseof50%inpre-arrangedfuneralplans FCFQ

8.9 Funeral services: stimulating activity in Montréal FCFQ

9. Local services, provisioning and services in Inuit communities and cafeteria management

9.1 Local services: food, gas, hardware, etc . FCAQLa Coop fédéréeCDRFCNQ

9.2 Provisioning and services to Inuit communities FCNQ

9.3 Institutional and industrial cafeterias FQCMS

10. Financial services and insurance

10 .1 Grow market shares DesjardinsSSQ La Capitale, Promutuel Assurance

10 .2 Develop beyond Quebec’s borders La CapitaleDesjardins

10 .3 Increase the holding products by members and clients Desjardins

10 .4 Merge new clients through acquisitions and partnerships (Montréal)

Desjardins

10 .5 Create jobs in non-urban areas Promutuel Assurance

tHe iteMS


11. Renewable and conventional energies, large-scale projects (mining, other)

11 .1 Forest and agricultural biomass La Coop fédéréeFQCF

11 .2 Wind power CDR

11 .3 Conventional energies La Coop fédéréeFCNQ

11 .4 Mining and related exploration services CDR FQCF

11 .5 Transportation of goods to work sites and infrastructure sites

CDRFCNQFQCF

12. Housing

12 .1 Housing with home ownership CQCH

12 .2 Assisted living homes for seniors CQCH CDR FCSDSQ

12 .3 Specific projects (immigrants, Inuits) CQCH CDR FCNQ

Item D (after)

PArTiE 2 sECTOrs wiTH POTENTiAL FOr dEvELOPmENT ANd PrOjECTs


Item E

Profiles and Primary ProjecTs By grouP

AgrO-FOOd sErviCEs FiNANCiErs ET AssurANCE

Number of jobs 2014 (estimated): 24,300Sales 2014 (estimated): $14.6 billionMembers 2014 (estimated): 120,000

Primary projects:

• Variousacquisitions(milkprocessing,meat, ingredients, equipment, etc .)

• Fertilizermarket,constructionofalarge-scale factoryinBécancour($1.5billion)

• Agriculturalbiomassheating

• Expansioninhigh-valuefoodproductsandothers

• Expansioninporkproduction

Job target for 2020: 29,100

» Forecastedannualincreaseof960jobs(bynaturalgrowth or acquisitions)

Sales target for 2020: $19.9 billion

» Forecastedannualincreaseof$1billion

Number of jobs 2014 (estimated): 52,100Sales 2014 (estimated): $16.3 billionMembers 2014 (estimated): 7,500,000

Primary projects:

• Variousacquisitions

• ExpansionbeyondQuebec’sborders

• Developmentofnewmarkets

• Additionofsecondaryactivities

Job target for 2020: 56,500

» Forecasted annual increase of 880 jobs (by natural growth or acquisitions)

Sales target for 2020: $21.8 billion

» Forecastedannualincreaseof$1.1billion

tHe iteMS

Item E (after)

HumAN sErviCEs14 rETAiL ANd LOCAL sErviCEs15

Number of jobs in 2014 (estimated): 6,000Sales in 2014 (estimated): $240 millionMembers in 2014 (estimated): 350,000

Primary projects:• DevelopingADL• DevelopingHLA• Signingcontractswithassistedlivingfacilities• BroadeningtheroleofFMGinmanyhealthcareco-ops• Addingservicepointsandnewhealthco-ops• Makingacquisitionsinthefuneralsectorand

implementation in new markets• Naturalgrowthinparamedics

Job target for 2020: 10 000» Forecasted annual increase of 800 jobs, more than80%ofwhichareindomesticservices (mainly natural growth)

Sales target for 2020: 380 MILLION» Forecastedannualincreaseof$28million

Number of jobs in 2014 (estimated): 7,000Sales in 2014 (estimated): $1.4 billionMembers in 2014 (estimated): 830,000

Primary projects:• OptimizingcurrentactivitiesandPlanNord(FCNQ)

provisioning • Institutionalcafeterias,addingservicepointsand

the Anglophone public sector market (school sector)• Webanddigitalmarket(publishing)• Acquisitions(buyingoutorbeingboughtout)

in the food sector• Settingupnewfoodco-operativesandnewprojects,

in particular with La Coop fédérée

Job target for 2020: 9,000» Forecasted annual increase of 400 jobs

(mainly through natural growth)

Sales target for 2020: $1.9 billion» Forecastedannualincreaseof$100million

14 Includes domestic, healthcare, paramedic and funeral services .15 cludesfood,otherbulkandretailbusinesses,schoolsandco-operativesinNouveau-Québec.


FOrEsTry ANd ENErgy

mANuFACTuriNg, CiT, busiNEss sErviCEs, PrOFEssiONAL

sErviCEs ANd TELECOmmuNiCATiONs


Primary projects:• Forestbiomassheating• Purchasingwoodontheopenmarket• Turningforestrygroupsintoco-ops• Strengtheningentrepreneurshipintheforestrysector• Involvementinforestplanning


(primarily natural growth and development of the biomass sector)

Sales target for 2020: $348 million» Forecastedannualincreaseof$17.5million


Primary projects:• TakeoversbyWCsorWSCs(ICT,businessservices,

manufacturing)• HoldingsoracquisitionsviaCRCDfunds• CabledistributionprojectinMontréal(Internet,

telephone, television)• Professionalgroups(buying,marketing,various

services in common)


(natural growth, acquisitions and majority shareholdings via co-operative and mutualist funds)

Sales target for 2020: $299 million» Forecastedannualincreaseof$30million

tHe iteMS

Item E (after)

HOusiNg

OTHEr (ArTs ANd CuLTurE, LEisurE, TOurism, TEACHiNg,

CHiLdCArE, diNiNg, PubLiC sErviCEs, TrANsPOrTATiON, ETC.)

Number of units in 2014 (estimated): 27,00016

Sales in 2014 (estimated): $235 millionMembers in 2014 (estimated): 31,000

Primary projects:• Developingprojectsforspecificclienteles(seniors,immigrants,NorthernQuebec)

• Developingindividualfundingco-operatives(homeownership)

• Managinganon-profitthatbuysoutfalteringco-operatives

• Developingservicecentreactivities

Target for 2020: 29,000 co-op housing units per year» Forecasted annual increase of 400 co-op housing units

Sales target for 2020: $286 million» Forecastedannualincreaseof$10million


Primary projects:• Creatingnewco-opsinthesesectors• Naturallydevelopingthisgroup’sco-operative

activities• Takinginitiativetofavourmembershipinagroup

(for business development)• Creatingsectoralcollaborationwithacriticalmass

of co-operatives

Job target for 2020: 4,200» Forecasted annual increase of 240 new jobs (natural

growth and new co-operatives)

Sales target for 2020: $305 MILLION» Forecastedannualincreaseof$21million

16Thehousingsectorhasfewjobs(estimatedat170in2014)andshouldthusbeevaluatedbythedevelopmentofhousingunits.


“ Inter-co-operation is not just a concept. It is a way of thinking and acting.”

tHe iteMS

CONSORTIUM DE RESSOURCES ET D’EXPERTISES COOPÉRATIVES (CREC)

BACKGROUNDOn August 28, 2014, the members of the Board of Directors of the Conseil québécois de la coopé-ration et de la mutualité (CQCM) passed a recommendation made by the Chantier 4 working committee to the Plan de développement coopératif et mutualiste pour le développement de l’expertise to continue forming the Consortium de ressources et d’expertises coopératives (CREC).

CREC, IN A FEW WORDSThe CREC was born of the Consortium coopératif québécois de services fédératifs, coopérative de solidarité (the Consortium) with the goal of expanding membership mainly to federations and Regional Development Co-operatives (RDC) and of increasing its complimentary specialized service o�er. By facilitating the grouping of co-operative organizations and thus the access to more resources, expertise and services, the CREC aims to increase the value of group contribu-tions to the business development of co-operatives in their respective sectors of activity. The process stems from a collective desire to contribute to carrying out the business plans of Consor-tium and the Quebec co-operative and mutualist network, as put forth by the CQCM and its members, and favour inter-cooperation.

A SOLID FOUNDATION

The CREC developed out of an existing orga-nization (the Consortium) where resources and services were already being shared. Another key to success leading to the creation of CREC, the Consortium’s evolution arose out of concerted collective action by potential users, thus ensuring the relevance of its service o�er.

LEGAL STATUS

The Consortium’s legal status—a multi stakeholder co-operative—was retained.

Members: national sectoral and multi-secto-ral groups of co-operatives and mutuals, mainly federations and regional development co-operatives.

Supporting members: Individuals or organi-zations with economic, social or cultural interests in reaching CREC’s objectives.

Moreover, a category of auxiliary members allowed unfederated co-operatives to join CREC for the national dialogue. CREC’s invol-vement will be carried out in partnership with the Fédération des coopératives de dévelop-pement régional du Québec.

CREC’s Board of Directors is made up of 11 members. For election purposes, these members are divided up into groups:• Sectoral and multi-sectoral groups: 3 seats• RDC and the FCDRQ: 3 seats• Groups (RDC and sectoral and multi-secto-

ral groups) doing the greatest amount of business with CREC: 2 seats

• Support members: 2 seats• Non-member Board member: 1 seat

MEMBERS

THE BOARD OF DIRECTORS

Item F


HUMAN RESOURCES

CREC has about fifteen employees, for the most part directly assigned to specialized services, such as legal, human resources, health and workplace safety, marketing and business development. It is also slated to hire several other specialized professional resources over the coming months according to needs and demands.

FUNDING

Each member must purchase 10 member shares at $10 each. Like at the Consortium, CREC does not require any annual contribu-tion (membership fees) from its members. CREC’s activities and services will be funded mainly by professional fees from members for the use of its human resources. Fees are paid on a user-pay basis. Concretely, CREC issues monthly invoices for the number of hours used by members at cost, plus fixed and administrative fees.

CREC strives to:

• Provide its members, who are primarily co-operative groups, high-level professional services that meet their needs at fair and a�ordable costs so that they can carry out their mission, operations and the development of their businesses and those of their members;

• In partnership with the FCDRQ, solidify the organizational capacities of unorganized groups of co-operatives by helping them join forces or by meeting their needs on a one-time basis;

• Foster inter-cooperation between member organizations;

• Innovate in the field, according to member initiatives and in collaboration with members, to support co-ope-rative companies or groups and provide them with professional services.

CREC and its members adhere to recognized co-operative values and principles, which take form in the following commitments:

• Guarantee organizations the freedom to join and to leave CREC according to agreements and the law;

• Ensure democratic governance of CREC by the organizational users of its services;

• Respect organizations’ autonomy and the independence of their democratic authority;

• Remain entirely devoted to its members and act at all times in their best interest, without undermining their mission and authority;

• Meet organizations’ needs by providing quality professional services;

• Adopt a flexible approach in closing service agreements, facilitating operations adapted to the needs and expectations of users and their members;

• Ensure equity between users, vis-à-vis their economic participation in CREC, particularly by making sure that members pay for the services they use and assume an equitable share of shared expenses;

• Encourage inter-cooperation between member organizations in co-operative interest and to meet their needs, from an entrepreneurial and business development perspective.

MISSION

...................................................................................................

tHe iteMS


SERVICE OFFER An adapted and evolving service o�er

CREC’s service o�er is divided into three parts: Part 1: Business development (government representation, research and development, marketing and business development, management and development of companies);Part 2: Support for activities and associative life (networking and dialogue, event organizing, training, information and communication technologies).Part 3: Shared administrative centre (administrative support, legal advice, human resource mana-gement, health and workplace safety).

CREC will put measures in place to ensure that its service o�er remains current and relevant, while meeting member needs.

BUSINESSDEVELOPMENT

GOVERNMENT REPRESENTATION• Thoroughly analyzing needs• Identifying targeted means and

strategies• Developing targeted action plans• Representing and following-up vis-à-vis

various authorities

RESEARCH AND DEVELOPMENT• Planning sectoral strategies• Writing manifestos, memos, reports, official

letters, etc.• Developing, coordinating, supervising and

following up on projects• Carrying out research• Conducting activity sector development

studies• Managing information• Developing management tools

SUPPORTFOR ACTIVITIES

ANDASSOCIATIVE LIFE

NETWORKING AND DIALOGUE• Organizing dialogue activities

(in collaboration with sectoral, multi sectoral or regional groups)

• Promoting and coordinating for sharing resources among member groups

• Identifying potential collaborations among member groups to encourage synergy and inter-cooperation

• Contracting out the general direction (for groups currently members of the Consortium)

EVENT ORGANIZING• Organizing and coordinating events• Fulfilling turn-key projects or specific mandates• Providing event planning and logistics• Ensuring visibility plan promotion and

development• Providing leadership of all kinds according

to the event• Ensuring post-event follow-up: preparing

reports, summary accounts, follow-up with participants, surveys, etc.

• Providing any other related event organization tasks or needs

SHAREDADMINISTRATIVE

CENTRE

ADMINISTRATIVE SUPPORT• Receptionist and secretary• General accounting• Financial project management

follow-up• Preparation and support for year-end

audits• Accountability reporting for financial aid

programs

LEGAL ADVICE• Drafting and review of various legal documents• Legal research and drafting of legal advice• Telephone advice and support• Assembly presidency• Representation to organizations and administra-

tive courts• Conflict resolution• Training: presenting training sessions on specific

legal topics


BUSINESSDEVELOPMENT

MARKETING AND BUSINESS DEVELOPMENT• Strategic business planning• Development of marking and

communication plans• Design of promotional tools• Design/revision of branding• Marketing advice• Advice for developing sponsorship,

product/market targeting• Co-operative communication and

promotional campaigns• Group purchasing• Positioning co-operatives on bids• Development of co-operative

provisioning plans

BUSINESS MANAGEMENT AND DEVELOPMENT• Operational and financial diagnostics• Strategic and operational planning• Development of business plans• Telephone advice• Consulting for Boards of Directors and

Executive Officers• Corporate turn-around• Taxes and capitalization • Interim subcontracting (development advice

or management advice)• Conflict resolution• Business acquisitions, take-overs and merges

SUPPORTFOR ACTIVITIES

ANDASSOCIATIVE LIFE

TRAINING• On demand and in collaboration with

member groups• Favoured niches• Training providers and advisors• Specialized training (ex., legal considera-

tions, HR management, marketing, etc.)• Support for developing and adapting

content• Development of a pool of training tools

INFORMATION AND COMMUNICATION TECHNOLOGIES• Graphic design• Updating of websites• Social media• Publication and mailing• Telecommunications (ex., videoconferencing)

SHAREDADMINISTRATIVE

CENTRE

MANAGEMENT OF HUMAN RESOURCES• Organizational diagnostics• Guidance through change implementa-

tion, impact management and crucial challenges

• Tool design• Work flow organization• Recruitment and hiring• Training and competency development• Results and performance management• Work relations• Pay management

HEALTH AND WORKPLACE SAFETY • Prevention mutuals management• Prevention management• Specific or general training• Management of employment injury claims• Representation in cases at the CSST and CLP• Administration of defense and management

funds


SERVICE OFFER An adapted and evolving service offer

tHe iteMS

Item G

lisT of acronyms ACCORD (projects) Action concertée de coopération régionale de développement (MEIE)

ADL Activities of daily living

BC Business Centre

CDR Coopérative de développement régional

CIP Co-operative Investment Plan

CMC Co-operatives and mutuals Canada

CQCH Confédération québécoise des coopératives d’habitation

CQCM Conseil québécois de la coopération et de la mutualité

CRCD Capital régional et coopératif Desjardins

CREC Consortium de ressources et d’expertises coopératives

FCAQ Fédération des coopératives d’alimentation du Québec

FCCTQ Fédération des coopératives de câblodistribution et de télécommunication du Québec

FCDQ Fédération des caisses Desjardins du Québec

FCFQ Fédération des coopératives funéraires du Québec

FCNQ Fédération des coopératives du Nouveau-Québec

FCSDSQ Fédération des coopératives de services à domicile et de santé du Québec

FMG Family medicine group

FQCF Fédération québécoise des coopératives forestières

FQCMS Fédération québécoise des coopératives en milieu scolaire

FCDRQ Fédération des coopératives de développement régional du Québec

HLA Home living activities

ICA International Co-operative Alliance

ICT Information and Communication Technologies

MAMOT Ministère des Affaires municipales et de l’Occupation du territoire

MEIE Ministère de l’Économie, de l’Innovation et des Exportations

MRN Ministère de l’Énergie et des Ressources naturelles

NPO Non-profitorganization

RCTQ Réseau de la coopération du travail du Québec

SWC Shareholder Worker Co-operative

TDPD Tax-deferred Patronage Dividends

WC Worker co-operative

ADOPTED BY THE CQCM BOARD OF DIRECTORS FEBRUARY 25, 2015

5955, rue Saint-Laurent, suite 204Lévis (Québec) G6V 3P5

Phone: 418-835-3710Fax: 418-835-6322www.coopquebec.coop

Strategic Plan for Quebec’s Co-operative and Mutualist Networks

Looking forward to 2020

Thank you to allthe co-operative development partners

Strategic Plan for Quebec’s Co-operative and Mutualist ...€¦ · of co-operative and mutual...

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