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Health 3.0 Leadership Conference: Bay Area Hospital Sourcing Project with Ariane Michas


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In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.

We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:

- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.

Enjoy this Bright Spot presentation from Ariana Michas of Community Alliance with Family Farmers, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.

To learn more about this event, please visit:

Learn more about CALPACT:

Learn more about the CHL:

Published in: Health & Medicine, Business
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Health 3.0 Leadership Conference: Bay Area Hospital Sourcing Project with Ariane Michas

  2. 2. PROJECT PARTNERS- Convened by PSR,, the Hospital Leadership Team is a groupof foodservice leaders from Bay Area Hospital Systems whojoined forces to source more sustainable, fresh produce fromlocal farmers.- CAFF’s mission is to serve CA family farmers and promotesustainable agriculture. CAFF has pioneered farm to institutionsourcing throughout the state.-Participating Hospitals: John Muir Health, UCSF,SFVA, )Kaiser Permanente, Washington Hospital, St. Francis/St. Mary’s, SF General). Project Funder: Kaiser CommunityBenefits-Distributors: Freshpoint, Bay Cities, Daylight Produce-Farms: Coke, Dwelley, Green Solar, Greene & Henley,Zuckermans…
  3. 3. PROJECT ARCHITECTURE:-Change goals in the supply chain are focused on thetraditional distribution infrastructure.-Combining volumes from the hospitals to influence suppliersto make changes in purchasing and ordering-Focus on 9 “flavor crops” than span the 12 month growingcycle, including both fruits and veg, whole, and fresh-cut-Recruiting appropriate farms to supply the project-Regularly tracking volumes-Creating marketing materials so the story doesn’t stop at theplate/tray
  4. 4. CHALLENGES TO IMPLEMENTATION:-Distributors don’t have point of purchase ID for local,family farmed produce-Distributors favor working with big farms-Hospital food safety requirements bar many farmersfrom eligibility-Institutional reliance on fresh-cut produce-Food & labor budgets
  5. 5. - Measured current sourcing practices & volumes- Recruited a farm able/willing to supply products- Worked with distributors to create point of purchaselabeling- Shared order details with hospitals-  Tracked progressRESULT: 8,478# organic, local strawberries into theHospitals. Coke Farm is increasing its acreage of organicberries by 30% this season to meet the demand from thisproject.CASE STUDY 1: Strawberries
  6. 6. - Measured current sourcing practices & volumes- Recruited a farm able/willing to supply products-  Worked with 1 distributor to create point ofpurchase labeling-  Worked with distributor to segregate product duringprocessing and create farm-specific label- Shared order details with hospitals-  Tracked progressRESULT: 3,830# local green beans in a variety of cuts into2 Hospital Systems. Only the distributor with in-houseprocessing was able to make this product available.CASE STUDY 2: Green Beans
  7. 7. - Measured current sourcing practices & volumes- Huge volume of cheap product coming from Mexicofloods the market and makes finding farmers whogrow the “right” product a challenge- Labor budgets in hospitals prevent usage of locallyavailable product- Locally available product ‘not well suited’ toprocessingRESULT: Only 1 case of local cherry tomatoes makesit through the value chain to the SFVA.CASE STUDY 3: Tomatoes
  8. 8. TELLING THE STORY: Marketing Materials www.johnmuirhealth.comwww.caff.orgwww.psr.orgCOMMUNITY ALLIANCE WITH FAMILY FARMERS WWW.CAFF.ORGWHY BUY LOCAL?
  9. 9. TELLING THE STORY: Marketing Materials
  10. 10. LESSONS LEARNED -Sourcing more local, sustainable food is not asupply problem, it’s a connection problem-Collective volume not as meaningful as collectiveinfluence (yet…)-There must be internal will all around the table-Pilot-scale project to create new distributionmechanisms-Need a third party organization or consultant-Each supply chain is unique, requires creative,hybrid solutions-Keep making the case
  11. 11. LESSONS LEARNED “Having a roundtable discussion with other hospitals onthe challenges, failures, strategies, sharing recipes,generating ideas as to how to grow this, discussing how toline up behind a farmer – that type of discussion is veryvaluable. If everyone is independent, no one is going tobe able to drive this huge system forward, but if we havethree or four hospitals, that’s a game changer. Al off asudden, our distributor is listening to everything we haveto say.”-Luis Vargas, Purchasing Director, University of CaliforniaSan Francisco Medical Center 
  12. 12. QUESTIONS? PLEASE CONTACT: ARIANE MICHASariane@caff.org510-832-4625 xt.12 KENDRA KLEINkleinkec@yahoo.com415-350-5957