A FOOD CENTRE FOR THE LOWER MAINLAND JEWISH COMMUNITY - JUNE 2020
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A FOOD CENTRE FOR THE LOWER MAINLAND JEWISH COMMUNITY JUNE 2020
2 A FOOD CENTRE
ACKNOWLEDGEMENTS
This project was initiated and managed by
Jewish Federation of Greater Vancouver and
Jewish Family Services. We are grateful to Ilana
Labow Consulting for their advice, research
and crafting of this plan. We would also like
to acknowledge Alexa Pitoulis for additional
research and writing support; Darlene Seto
for editing support; and Matthew Thomson
Design for the illustrations.
We also want to acknowledge the input and
thoughtful suggestions on the draft that were
provided by Stan Shaw, Tanja Demajo and
Shelley Rivkin.
This report was completed before COVID-19
happened. As we move forward with our
plans, the current public health precautions
will be followed to maximize safety for staff,
volunteers and recipients of the service.
We are grateful to the Diamond Foundation
and the Jewish Community Foundation of
Greater Vancouver for their generous financial
support of this initiative.
June 2020
Illustrations: matthewthomsondesign.com
FOR THE JEWISH COMMUNIT Y 3 Contents ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 FOOD CENTRE CONCEPT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 A JEWISH FOOD CENTRE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 KEY ELEMENTS OF A FOOD CENTRE . . . . . . . . . . . . . . . . . . . 8 PLANNING PHASE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 COMPONENT PARTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 EXPANDED PROGRAMMING . . . . . . . . . . . . . . . . . . . . . . . . . 14 CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 FOOD SECURITY MILESTONES . . . . . . . . . . . . . . . . . . . . . . . 16
4 A FOOD CENTRE
INTRODUCTION
The vision for a Jewish Food Centre arose from the work of the The Task Force’s report recognized that in order to better serve
Jewish Food Security Task Force that was jointly established and the Lower Mainland’s Jewish population, a new approach to
managed by Jewish Federation of Greater Vancouver (JFGV) food distribution would be required, more in line with how food
and Jewish Family Services (JFS) “to identify and implement security and food aid organizations across the continent have
food security strategies to ensure dignity and promote healthy been innovating to more squarely address the root causes of
choices for people in need.” The Task Force met over a 14-month
1
poverty and food insecurity. Its final conclusions stated:
period to gather information and research best practices to
better address the needs of community members considered
food insecure. “The ultimate focus should
Among the Task Force’s findings were that approximately one be toward a new vision: an
in six Jews in Metro Vancouver is living in poverty2, comprising integrated, diversified Jewish
almost 4,500 individuals in the Lower Mainland. By 2021, it is
expected that the number of Jews living in poverty will increase
Food Centre that offers a range
to 5,500. While historically the Jewish Food Bank (as operated by of opportunities, including a
JFS) primarily served older adults, new immigrants and people
struggling with multiple health issues, the composition of those
food bank, cooking classes, a
needing support from the Food Bank has changed. An increasing community kitchen, and an open
number of Jewish community members living in poverty now
include young working families who are impacted by the region’s
farmer’s market that would result
high cost of living and lack of affordable rental housing. Yet, in lower-cost food purchases.
approximately 70% of Jewish community members living in
A Jewish Food Centre would
poverty in the Lower Mainland are not being served by the Food
Bank. The Task Force identified several factors that contributed be accessed by a wide range of
to this low number: community members and become
»» shame and stigma; a place for social connection.”
»» distance from where people live;
This report builds on the Task Force’s recommendation by
»» lack of frequency of service; and
providing a more detailed examination of the food centre
concept and describing how it could be implemented in the
»» (perceived) lack of choice regarding food options.
Lower Mainland Jewish community.
1 Report of the Jewish Food Security Task Force, Jewish Family Services &
Jewish Federation of Greater Vancouver, December 2018.
2 2021 Demographic Projections, The Jewish Population of Greater
Vancouver, Shachar, 2019
FOR THE JEWISH COMMUNIT Y 5
FOOD CENTRE CONCEPT
Food banks are changing. Initially created as a temporary cooking, sharing meals, and hosting gatherings. In this way, the
solution to food insecurity and hunger, food banks are now food centre acts as a social hub that facilitates access to other
considered to be part of the fabric of non-governmental and supportive services and enables individuals and families to live
needed social services. As our understanding of food security healthy and productive lives by:
has evolved, many in the food justice movement across Canada
»» Using food as a pathway to fostering social
and the US are looking for ways to recognize and address some
inclusion, cultural connection and identity;
of the underlying factors contributing to food insecurity, such
as income and social inequality. There has been a move away »» Ensuring food is universally accessible and all
from stand-alone emergency food services to more long-term, community members are able to access nutritious,
community-wide approaches that incorporate an array of safe and affordable food in a dignified manner; and
programs and services associated with food insecurity. One of
the promising models that has emerged that has the capacity to »» Providing a one-stop shop for integrated programming
address food distribution in a more wide-ranging and dignified and services to support individuals and families through
manner is the food centre model: a comprehensive, holistic the range of barriers they may face on their life paths.
approach to community food security and resiliency . While each
3
centre incorporates different components, core to each is the
creation of a space where people gather to grow, cook and share
good food – a space to ‘grow’ community. It is not a place where
only those ‘without’ go – rather, it is a place to support the
myriad food security needs of the entire community, not only its
low-income members4.
Many food centres use a strengths-based community
development approach that enables staff and clients to focus
on their mutual assets and strengths to achieve their goals. By
layering supportive services alongside educational and social
programs, workers and volunteers are able to foster social
connection, joy and capacity. These supportive programs may
include: employment services, housing support, counselling,
low-cost or pro-bono professional services (legal aid, accounting,
dental), childcare, youth and family programming, seniors’
programs, and more. These support services are delivered
alongside other food-oriented activities, such as gardening,
3 Social Innovation in Food Banks: An Environmental Scan of Social
Innovation in Canadian and US Food Banks, Urban Food Strategies,
Greater Vancouver Food Bank, Maple Leaf Foods, Summer 2016.
4 Beyond the Emergency: How to evolve your food bank into a force
for change, Community Food Centres Canada, 2017.
6 A FOOD CENTRE
COMMUNIT Y FOOD CENTRES OF CANADA FOOD HUBS IN METRO VANCOUVER
The community food centre model was developed at The Stop The food landscape in Vancouver is changing, largely
Community Food Centre in Toronto’s west end. Funding from influenced by the Greater Vancouver Food Bank’s (GVFB)
the Province of Ontario and private donors supported the relocation to Burnaby. This, as well as with other changes in
development of two pilot projects in 2011 and 2012. Following its operations, presents a novel opportunity, as many of its
a successful pilot phase, Community Food Centres of Canada current partner organizations are seeking to develop new
(CFCC) was founded in mid-2012 to fund and support the partnerships that extend dignified access to food across the
development of community food centres (CFC) across the Lower Mainland. With the GVFB’s move to Burnaby, the City
country. Today, the CFCC supports the broader community food of Vancouver is also pursuing new food hub opportunities to
sector across Canada by providing financial and programmatic support community-based food security initiatives.
support, training and mentoring along with conferences and
While the GVFB has focused on food distribution at its
an annual Food Summit.
food bank sites, it is partnering with neighbourhood-based
The mandate of these centres is to create a “welcoming space organizations to transform its food bank locations into “food
in a low-income neighbourhood where people come together hubs,” whereby the GVFB operates the food bank and the
to grow, cook, share, and advocate for good food.” Service users partner agency(ies) provide wrap-around supportive services to
are able to access high quality food in a dignified way. They learn the clients who wish to access those services.
gardening and cooking skills, make healthier food choices and
Existing GVFB “hubs” are located in various Vancouver and
diversify their food options. They build friendships, access social
Burnaby neighbourhood houses. These agencies are also exploring
supports and become empowered to address their challenges.
additional options for offering dignified food access. JFS is part of
There are nine CFCs across Canada, with two located in BC
the conversation about the food hub model in Vancouver. JFS is
(Nelson and Kamloops). Both BC centres are associated with
the only organization at the table that self-operates a functioning
large multi-purpose social service agencies that offer an array
food bank, creating interesting potential. These neighbourhood
of services and have strong community connections.
houses, together with JFS, have applied for (and received) funding
to explore how JFS and Vancouver based-food hubs can work
together to support dignified food access.
While in very early stages of exploration, there are opportunities
for collaboration in areas such as food recovery, procurement,
mobile pantry programming, and off-site locations. The City of
Vancouver has expressed interest in supporting this kind of work.
FOR THE JEWISH COMMUNIT Y 7 A JEWISH FOOD CENTRE The vision of the Jewish Food Centre (JFC) is to create a well- designed physical space and welcoming social environment that both incorporates the support services offered through JFS and other community organizations that provide critical social services and childcare, as well as other programs that foster social engagement and address the loneliness and social isolation experienced by many older adults and people with diverse needs. The JFC has the potential to deeply root Jewish culture, values and support networks in a Jewish context. As an anchoring part of Jewish life and heritage, food offers ways to connect to one another, as well as to the broader community.
8 A FOOD CENTRE
KEY ELEMENTS OF A FOOD CENTRE
The following physical and program elements form the basis of the overall JFC plan:
PHYSICAL ELEMENTS ASSUMPTIONS
»» Community Kitchen In preparing this plan, the following assumptions were made:
»» The JFC will be a community-wide initiative
»» Learning Garden
and resource operated by JFS;
»» Multipurpose Gathering Space
»» A governance structure will be formed, representing
»» Food Pantry key JFGV and JFS representatives;
»» Warehouse & Storage (cold, dry, & frozen) »» Organizations and synagogues currently involved with
food security initiatives will be part of the planning process
»» Offices and ultimately part of the program and service hub;
»» The JFC would enable JFS to increase both the number of
PROGR AM ELEMENTS clients served and the frequency of service, with a goal of
»» Cooking Classes serving up to 600 unique clients four times per month. An
additional 150 people would benefit from the mobile pantry
»» Gardening Programs program modelled on the current Food Link program*;
»» Food Recovery »» Costs associated with the design are based on the
assumption that total square footage of indoor programmatic
»» Social Support Services space will be 4,200 sq. ft. The total square footage of
outdoor programmatic space will be 5,000 sq. ft5;
»» Satellite Locations
»» Good access by public transit is essential and either free
While many Jewish communities throughout North America
parking or refunds for paid parking will be required;
are participating in the growing movement around food justice,
few have married Jewish-centred food programming within »» Although location and facility space are yet to be determined,
an explicit community food security framework. Vancouver is it is assumed that renovations, use designation, electrical,
one of the first Jewish communities to adopt the concept of an and other capital components will be in place and up to code.
integrated food centre that incorporates the interests of the
wider Jewish community with community members in need. * During COVID-19, approximately 1,300 unique clients are being served weekly.
Guided by the experience and practices of existing food centres,
and the expertise that JFS has developed, our community is
uniquely positioned to leverage our current circumstances and
create a unique JFC.
5 Square footage is calculated using numbers of people JFS intends to
serve and programmatic space needed to accommodate.FOR THE JEWISH COMMUNIT Y 9
PLANNING PHASE
The following elements need to be addressed during the planning phase:
LOCATION to the planning, so that they can offer their active support and
engagement in animating the space. This will ensure that the
As one of the goals is to increase the number of people who use
space and programs are designed in ways that work for them.
the JFC, a location should be found where current and future
Research shows that stakeholder involvement in the early stages
users of the service will feel comfortable coming to participate
of a new initiative reduces stigma and deepens relationships with
in programs and services. Key considerations include being close
clients6. Further, during the planning process, it will be essential
to public transit, access to free parking, and general proximity to
to also involve a wide range of potential users of the JFC
other Jewish services and general amenities.
(older adults, participants in inclusion services, newcomers) to
“recognize they have assets and skills to bring (…to the process)
FULL COSTING OF THE PHYSICAL SPACE
that promote a sense of empowerment and ownership.”7
As the location has not yet been identified, costs associated
To maximize engagement, a strengths-based community
with leasing, building, retrofitting, etc. are not included. Once a
development approach will be used that starts from the belief
location has been determined, further work will be undertaken to
that every client or partner has something to offer8. As with any
document the true capital and ongoing building operation costs.
significant organizational change, this will require dedicated time
and resources to support the transition for staff, service users
PHYSICAL SPACE and volunteers to a new model. It will also mean that all staff and
Creating a warm, inviting space is key to helping people feel volunteers are trained to use client-centered and empowerment
comfortable and fostering relationships. It should feel the same as approaches to deliver services once the JFC is operational.
if walking into Bubbe’s home: the living room is cozy, the kitchen
inviting, and everything circles back to food. Natural light, warm PROGR AM AND SERVICES HUB
colours, and comfortable spaces will be critical to success.
One of the benefits of the food centre model is that it can
also serve as a program and services hub to support, empower
CHILDCARE AND CHILDMINDING and engage clients in one location. While JFS will be the
Access to childcare and childminding services are imperative primary provider of critical social services, other community
for viable food centres. Going forward, this project will need organizations, including Tikva Housing, the JCC, Jewish Seniors
to consult with community-based childcare and childminding Alliance and Jewish Addictions Counselling Services, could
professionals about potential partnerships to provide these provide additional services at scheduled times. Programs that
services on site.
6 Dilemmas of Emergency Food: A Guide for the Perplexed,
CLIENT AND COMMUNIT Y ENGAGEMENT Jan Poppendieck, Fall 1994.
Current and potential service users of the JFC need to be 7 Beyond the Emergency: How to evolve your food bank into a force for
change, Community Food Centres Canada, 2017
involved in the planning process. They need to be seen as
8 IAP2’s Public Participation Spectrum, IAP2 International
co-creators of the JFC and contribute their “lived experience” Federation, 2014. www.iap2.org.au/wp-content/uploads/2019/07/
IAP2_Public_Participation_Spectrum.pdf10 A FOOD CENTRE
provide more social, spiritual or recreational services could also the Jewish community. In particular, collaboration with existing
be included, based on client interests. Ultimately, the programs food hubs or food centres will enable the JFC to benefit from
selected would fit with the needs identified by JFS staff and economies of scale for food recovery, procurement, mobile
clients as well as best practices in the field. pantry programming, staff and volunteer training, and even
shared space for satellite locations. Support from the City of
STAFF AND VOLUNTEER TR AINING Vancouver to facilitate these partnerships may be possible.
Ongoing training will need to be provided to both volunteers
STAKEHOLDER COMMUNICATION
and professional staff directly involved with the JFC. A phased-
in approach to training is most effective. As there are a number Through the course of this research we learned that intentional
of food centres across Canada, we will not have to start messaging is critical to a food centre’s success. Intentional
from scratch. There will be opportunities to consult with and messaging is designed to engage and inspire target audiences
learn from these centres about their training and operational and create a sense of community among those receiving the
experiences. messages. One example of how this was done effectively
was the Dartmouth North Community Food Centre. They
PARTNERSHIPS AND COLLABOR ATION began intentional messaging a year before the Centre opened
with their various stakeholder groups. They attribute their
To provide the diversity of programs and services typically found
tremendous opening success to their work prior to the opening.
in food centres, partnerships will need to be established beyondFOR THE JEWISH COMMUNIT Y 11
COMPONENT PARTS
FACILITIES COMMUNIT Y KITCHEN
It is estimated that the JFC will require 4,200 square feet of The community kitchen is designed to be multifunctional: a
inside building space as well as 5,000 square feet of outdoor space to offer meal programs, cooking classes and learning
space for the entrance, learning garden and associated opportunities for food preserving. It is for classes like “Learning
programming. These estimates are based on the JFC having the to Bake with Bubbe/Savta,” and “The Great Matzah Ball Cook-off,”
capacity to serve up 1,200 people per month as has been the while at the same time hosting large community meals for all. It
case over the past few months in response to COVID-19. Before will be a commercially-licensed space to increase program and
an actual site is selected, we will need to confirm that the space rental opportunities, and to support broader access to a non-
is adequate to support a warehouse and commercial kitchen, supervised kosher dairy kitchen. There is potential to rent the
including but not limited to the availability of adequate electrical kitchen and multipurpose gathering space to food businesses,
capacity; sprinkler systems; flooring for freezers and coolers; and e.g., caterers, entrepreneurial food start-ups, and non-profits
ventilation. for programming and events. It is estimated that approximately
800 square feet of space would be required, with sliding doors
WELCOME DESK that open to the multipurpose gathering space. The community
kitchen will require a pantry area, refrigeration and all stainless-
The entrance to the JFC will be a welcome desk space (200 ft2)
steel equipment that can be kashered.
that connects to the multipurpose gathering space. The staffing
of this desk is an ideal position for a community volunteer. It
FOOD PANTRY
will be open concept, while providing privacy for clients and
members. This area will include two to three adjacent small The Food Pantry is a small grocery ‘store’ that will be open
offices for client intake, rotating supportive services, and during specific hours and days of the week. It is a place where
frontline staff preparation space. low-income families can choose food in a dignified way,
according to their unique culture, tastes and dietary restrictions.
MULTIPURPOSE GATHERING SPACE Food offerings will be healthy and high quality, and include a
produce area, non-perishables, dairy, and eggs.
The multipurpose room is a flexible gathering space for
programs. It can act as a dining room for meals, an event This client-choice grocery store will be located adjacent to the
space for programming, and a drop-in space for community. welcome desk area to allow easy oversight and accessibility.
Eighty percent of the space will have moveable tables, and the Using an estimated 300 square feet, it will be set up as a
remaining space will be designed into a lounge-style hangout small conventional grocery store. It will be self-serve in design
area. It is recommended that approximately 1,200 square feet be and include retail cooler and freezer space, shelving for non-
dedicated for this space. Approximately one quarter of this space perishables and non-refrigerated produce, and a checkout area.
(300 ft2) will be designed as a casual lounge. Over time, the Food Pantry could run a weekly, low-cost farmer’s
market offering fresh produce at affordable prices.12 A FOOD CENTRE
WAREHOUSE LEARNING GARDEN
The warehouse component refers to the space and equipment The learning garden is an outdoor space designed to connect
needed to keep foods dry, cold or frozen. Maintaining a safe cold people to growing food and to learning about where food comes
chain for perishable foods (eggs, dairy, produce, and meats) from from. The garden could offer experiences to children, youth and
the time a product arrives at the Food Centre until it reaches adults to plant, grow, tend, harvest, and eat vegetables, herbs
its end user is critical to ensuring food safety as well as creating and berries. The specific infrastructure required to operate the
dignified food access. Many retailers will not donate perishable garden includes multiple garden beds, a tool shed, a compost
foods to organizations that do not have proper cold chain area, a post-harvest processing area, and a greenhouse.
infrastructure in place. Adequate dry, cooler and freezer space
will directly support all food programs. PROGR AM AND SERVICE HUB
It is estimated that a warehouse space of 800 square feet will Supportive services help food centres achieve their core goals of
be needed to properly and safely store food and equipment. supporting the self-determination of individuals and families to
This space would be located behind the Food Pantry to facilitate live healthy and productive lives. The JFC will integrate already
stocking. A warehouse includes one walk-in freezer (80 ft2) and existing JFS services with additional complementary programs
one walk-in cooler (200 ft2), both with moveable racks. Dry offered by other community partners.
storage will require appropriate warehouse racking as well as a
pallet jack to maximize space and safely move large quantities.FOR THE JEWISH COMMUNIT Y 13
STAFFING
To fully operate the JFC and to coordinate the range of proposed The JFC will be a community-wide initiative supported by
new programs, we estimate that we will require two full-time and partner organizations. Operationally, it will be managed by JFS,
two part-time employees/drivers. Based on industry standards, allowing for the leveraging of program and administrative staff
office space requirements per person range from 100 to 180 ft2; and integrating into JFS “back office functions” to reduce costs
therefore, an estimated 480 square feet of office space would be and avoid duplication. The JFS will be staffed by a combination of
required. current Food Bank staff and volunteers plus three new positions
(one full-time director and two half-time positions).
ROLES AND RESPONSIBILITIES
The chart below illustrates the proposed staffing structure.
Title Key Responsibilities Position Status Hours/Week
Food Centre Director »» Holds vision and mission of the JFC New 37
»» Manages day-to-day operations of JFC
»» Supports fundraising activities
»» Reports to JFS CEO and JFC/JFGV Advisory Committee
Maintenance Manager »» Cleans and repairs all facilities New 20
»» Reports to Food Centre Director
Food Security Manager »» Oversees and supports the volunteers, develops on-site Currently the Food 37
programs and manages the food distribution logistics Bank Coordinator
position
»» Reports to Food Centre Director
Garden Coordinator/ »» Manages the learning garden and gardening New 37
Hub Liaison
»» Facilitates garden-based programs as well
as the logistics related to the hubs
»» Reports to Food Security Manager
Receptionist »» Greets and sits at welcome desk with JFS receptionist Volunteers 35
»» Books programs offered in the multipurpose space
»» Manages sales and rentals of JFC spaces
Drivers (1 FT, 1 PT) »» Operates refrigerated vehicle to transport Transition Role TBC
food (food collection and mobile pantry)
Formerly Driver for
»» Assists with warehouse duties (stocking, the Food Bank
shipping and receiving)
»» Reports to Food Access Coordinator14 A FOOD CENTRE
EXPANDED PROGRAMMING
MOBILE PANTRY ON THE GO! SATELLITE LOCATIONS
The use of a mobile pantry would greatly expand the ability While many JFS clients will travel to benefit from the range of
to reach community members unable or unwilling to travel programs and services offered through the JFC, plans need to
to the permanent location. This “food pantry on wheels” is be made to ensure that those who can’t travel will still benefit.
a refrigerated van that delivers food to different areas in the The reality is that many in our community who struggle with
Lower Mainland on a rotating schedule. The idea of a mobile food security are older, and this population is expected to double
food pantry came from the findings of the Task Force’s report by 2030. Transportation to attend programs or receive services
about the need to address those community members outside can be a challenge. One possible option could be to establish
of Vancouver or those yet unable to travel by transit to access partnerships with local neighborhood houses or other community
the Jewish Food Bank . The GVFB recently commissioned a
9
agencies outside the Jewish community to bring JFS services to
report to determine the feasibility of a mobile pantry program satellite locations. This could significantly increase accessibility
throughout the Lower Mainland. Their findings could be helpful to programming, while still fostering a sense of social connection
to the JFC in determining the overall operational costs of this with other community members closer to home.
initiative. A refrigerated van or truck would be needed to meet
food safety requirements to maintain the cold chain. The vehicle
could be used for food pick-up and distribution as well, and could
be transformed into a mobile produce stand that sells fresh,
affordable produce at the same time as “customers” would be
picking up their food orders.
9 Report of the Jewish Food Security Task Force, Jewish Family Services
& Jewish Federation of Greater Vancouver, December 2018.FOR THE JEWISH COMMUNIT Y 15
CONCLUSION
The purpose of this report is to outline the steps required to up in response through the leadership of Jewish Family Services.
shift from the traditional food bank model to an integrated and This has shown even more clearly the importance of moving
comprehensive Jewish Food Centre. Based on the emerging forward on the establishment of a food centre.
trends in the food security sector, experiences in other
This is an opportunity for those currently supporting food
jurisdictions, and the vision of local community members, this
security initiatives, along with those concerned about the
report describes the component parts required and provides
equitable distribution of food to come together to move this
some of the specifications that have been successful in other
vision to a reality. Based on the scope of the project and the
jurisdictions. Suggested best practices from other food centres
need to engage in a dynamic change process involving staff,
have also been included.
volunteers and clients, the proposed milestones described on
With the onset of COVID-19, our community has seen both the the next page will enable us to begin transitioning toward a new
demand for food rise dramatically and our existing systems ramp model in a thoughtful and timely manner.FOOD SECURITY MILESTONES
YEAR ONE YEARS 2-3
FOOD BANK TR ANSITION FOOD HUB EXPANSION
i. Location found and appropriate permits i. New volunteer database system established.
and plans are underway.
ii. Modify piloted programs and incorporate
ii. Governance structure established. into regular programming.
iii. Renovations underway: designing warehouse, storage iii. Pilot new components: learning garden
and meeting spaces to support the new model. and community kitchen.
iv. New staffing structure and training implemented: iv. Build new partnerships with Jewish
Food Security Manager, Food Hub Coordinator and non-Jewish agencies.
& Food Link Liaison.
v. Continue to expand the programs.
v. Food Bank shifts toward a new food
distribution and delivery model. vi. Develop client leadership program to support clients
to move from a “recipient” to a “participant”.
vi. Piloting of new program underway.
vii. New online ordering system implemented. Clients can YEARS 3-5
pre-order food by calling or placing an online request.
FOOD CENTRE
ESS & PARTNERSHIPS i. Program Evaluation is implemented.
i. Expand the partnerships with the regional communities. ii. Permanent location is identified.
ii. Build relationships with Community iii. Capital investment into the Food Centre.
Food Centres of Canada.
iv. Transition into the permanent space.
iii. Increase awareness of programs
in the regional communities.
iv. Engage community partners currently involved in
food distribution processes to be part of the
distribution process.You can also read
