School Food FOCUS Evaluation: The 3 “P”s<br />Gail Feenstra, ASI, UC Davis<br />
School Food FOCUS<br />Priorities<br />Procurement<br />Process<br />
Priorities<br />Each Learning Lab school district sets their own priorities<br />Example: Saint Paul School District<br />...
Procurement<br />Procurement diagram for SPPS (produce)<br />Quantitative assessment (pre and post) for each priority area...
Saint Paul Public Schools: Most Common Routes for Produce PurchasesBefore Involvement with the Learning Lab (2007/2008)<br...
Innovative Modification using RFP<br />Wholesale Distributors<br />Growers<br />Packers/<br />Shippers<br />Processors<br ...
Saint Paul Public Schools: Most Common Routes for Produce PurchasesAfter Involvement with the Learning Lab (2008/2009)<br ...
Process<br />Participatory (eval advisory committee)<br />Interim/ Final<br />40 interviews (leadership, school food servi...
Process	<br />Organizational impacts<br />Programmatic impacts<br />School food learning lab<br />Education and Outreach<b...
Process: What works<br />Organizing data <br />Trying out NVivo<br />Eval team: Triangulate results<br />Incorporating quo...
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Research Short Course: School Food FOCUS Evaluation

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Gail Feenstra of UC Davis presents on the "3 P's" of evaluation: priorities, procurement and process during the Farm to Institution Short Course offering. Saint Paul Public Schools is used as the case study.

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Research Short Course: School Food FOCUS Evaluation

  1. 1. School Food FOCUS Evaluation: The 3 “P”s<br />Gail Feenstra, ASI, UC Davis<br />
  2. 2. School Food FOCUS<br />Priorities<br />Procurement<br />Process<br />
  3. 3. Priorities<br />Each Learning Lab school district sets their own priorities<br />Example: Saint Paul School District<br />Reduced sugar in milk<br />More whole grain bread products<br />More local fresh, produce<br />More healthful poultry products<br />Evaluation: To what extent has SPPS achieved these goals and how?<br />
  4. 4. Procurement<br />Procurement diagram for SPPS (produce)<br />Quantitative assessment (pre and post) for each priority area<br />Qualitative (process) evaluation<br />
  5. 5. Saint Paul Public Schools: Most Common Routes for Produce PurchasesBefore Involvement with the Learning Lab (2007/2008)<br />Wholesale Distributors<br />Growers<br />Packers/<br />Shippers<br />Processors<br />Specialized Distributors<br />Broadliners<br />Buyer<br />Products<br />% of total<br />Produce Purchases (2008/2009)<br />Pepin Heights<br />Orchard<br />Apples<br />?<br />?<br />3%<br />?<br />Central Kitchen<br />?<br />?<br />?<br />?<br />?<br />?<br />Cre8it<br />Fresh Produce<br />?<br />?<br />23%<br />?<br />Bergin<br />Fresh Produce<br />?<br />?<br />17%<br />?<br />Upper Lakes Foods<br />Food Processor<br />?<br />Fresh & Processed Produce<br />6%<br />family owned Minnesota Broadliner<br />US Foods<br />Food Processor<br />?<br />Fresh & Processed Produce<br />25%<br />USDA<br />Commodities<br />Canned & Frozen Produce<br />19%<br />Brown Box via truck load<br />= Local/Regional<br />
  6. 6. Innovative Modification using RFP<br />Wholesale Distributors<br />Growers<br />Packers/<br />Shippers<br />Processors<br />Specialized Distributors<br />Broadliners<br />Buyer<br />Products<br />Request for Proposal: <br />Locally Grown Fresh Fruits & Raw Vegetables <br />(200 mile radius from St Paul, including Wisconsin, Iowa and North Dakota) <br />Pepin Heights<br />Orchard<br />Apples<br />Central Kitchen<br />Transparency to farm gate<br />a<br />b<br />c<br />Cre8it<br />Fresh <br />LOCAL<br />Produce<br />e<br />d<br />f<br />Bergin<br />Fresh Produce<br />Upper Lakes Foods<br />Food Processor<br />?<br />Fresh & Processed Produce<br />family owned Minnesota Broadliner<br />US Foods<br />Food Processor<br />?<br />Fresh& ProcessedProduce<br />USDA<br />Commodities<br />Canned & Frozen Produce<br />Brown Box via Truckload<br />= Local/Regional<br />
  7. 7. Saint Paul Public Schools: Most Common Routes for Produce PurchasesAfter Involvement with the Learning Lab (2008/2009)<br />Wholesale Distributors<br />Growers<br />Packers/<br />Shippers<br />Processors<br />Specialized Distributors<br />Broadliners<br />Buyer<br />Products<br />% of total<br />Produce Purchases (2009/2010)<br />Pepin Heights<br />Orchard<br />Apples<br />?<br />?<br />__%<br />?<br />Central Kitchen<br />?<br />?<br />?<br />?<br />?<br />?<br />Cre8it<br />Fresh &<br />LOCAL<br />Produce<br />a<br />b<br />c<br />__%<br />e<br />d<br />f<br />Bergin<br />Fresh Produce<br />?<br />?<br />__%<br />?<br />Upper Lakes Foods<br />Food Processor<br />?<br />Fresh & Processed Produce<br />__%<br />family owned Minnesota Broadliner<br />USFoods<br />Food Processor<br />?<br />Fresh & Processed Produce<br />__%<br />USDA<br />Commodities<br />Canned & FrozenProduce<br />__%<br />Brown Box via truck load<br />= Local/Regional<br />
  8. 8. Process<br />Participatory (eval advisory committee)<br />Interim/ Final<br />40 interviews (leadership, school food service, community partners, nat’l and policy partners)<br />30 interviews (engaged, peripheral, leaders, USDA)<br />
  9. 9. Process <br />Organizational impacts<br />Programmatic impacts<br />School food learning lab<br />Education and Outreach<br />Policy<br />Future direction<br />Other<br />
  10. 10. Process: What works<br />Organizing data <br />Trying out NVivo<br />Eval team: Triangulate results<br />Incorporating quotes<br />Keep report short and direct<br />Start with strengths; move on to areas needing attn<br />Provide concrete recommendations<br />

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