<![CDATA[Cooperative leaders in Bekasi Regency faced three interrelated partner problems: annual work programs were not consistently derived from strategic diagnosis; governance and business priorities were fragmented; and the cooperative movement lacked shared indicators and a structured follow-up mechanism. These weaknesses were urgent because they constrained resource allocation, member accountability, organizational learning, and adaptation to market and digital change. This community-service program strengthened strategic-planning capacity through a participatory workshop conducted on 6 March 2025 with 60 cooperative and local-government participants. Its novelty was the integration of cooperative identity, governance, business competitiveness, participatory decision-making, and measurable implementation in a program-derived Cooperative Strategic Alignment Canvas (CSAC). Evaluation used a multi-source documentary instrument covering participation, conceptual clarification, problem relevance, product completion, and follow-up commitment. Evidence came from attendance records, facilitator observations, participant questions, workshop materials, photographs, and the official report. The program exceeded its reach target (60 participants compared with 50 planned), completed all four learning stages, generated the CSAC and a four-cycle mentoring roadmap, and established a shared planning language. Direct social effects included stronger dialogue, coordination, and governance awareness. Economic effects were identified as plausible early pathways better prioritization, resource alignment, and business focus rather than as measured income gains. The findings support a staged capacity-building model combining workshops, co-drafting, mentoring, and periodic monitoring.]]>
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