2. Table of Contents
Minister’s Challenge 3
Approach Methodology 5
Key Findings 9
Frameworks13
Recommendation 1 17
Recommendation 2 21
Recommendation 3 23
Recommendation 4 27
Final Thoughts 31
Appendix 1: Innovation Portfolio 33
Appendix 2: Ranking with 12 Point Criteria 41
Appendix 3: Summary of Meeting Notes 47
Table of Contents 1
3. Minister’s Challenge
“I challenge you to apply your creativity to explore and design innovative solutions
that generate greater efficiencies in food purchase, distribution and storage to maximize
the impact of Ontario’s Student Nutrition Program.”
- Minister Teresa Piruzza
Minister’s Challenge2 3
4. Approach Methodology
We approached the Minister’s Challenge with a seven-step methodology of
literature review, problem definition, system sensing, system mapping, qualitative
stakeholder consultation, analysis and recommendation. We arrived at this approach
through a synthesis of advice from the MCYS, the MaRS Solutions Lab, ad-hoc interviews
with contacts in the civil service combined with insights from the Studio Y curriculum.
We began a literature review of relevant articles from government agencies,
academics, and civil society organizations reading over thirty-five articles, documents,
and websites from the Ministry of Agriculture, Farms and Rural Affairs (OMAFRA), the
Ministry of Health and Long Term Care (MOHLTC), the Ministry of Child and Youth
Services (MCYS), and third party organizations.
Next, we reviewed the challenge and submitted a revised problem definition to
the MCYS, where we shifted focus from inventing innovations ourselves to an approach
we believed could generate a larger impact: examining how the MCYS- Child and Youth
Development Branch (CYDB) could scale existing and stimulate new innovations in food
purchase, distribution and storage.
In the next two concurrent phases, System Sensing and System Mapping, we
conducted a rapid succession of informal interviews with a diverse set of SNP actors,
building a systems map as we deepened our understanding.
During the next phase, Quantitative Stakeholder Consultation, we conducted
interviews with Lead Agencies and Food and Logistics Coordinators to identify their
processes, needs, challenges, and ideas for improvement of the system. We consulted
nine Lead Agencies or Food and Logistics Coordinators and some highlights from this
process included a roundtable discussion we convened at MaRS between Lead Agencies
from different corners of the province with MCYS-CYDB staff to discuss the challenges
and opportunities within the Student Nutrition Program and a research trip to Thunder
Bay. In addition to our consultations with stakeholders, we met with over 15 issue
experts such as directors of civil society organizations and sales associates for food
service providers. Lastly, we optimized our unique position at MaRS and consulted with
Innovation and Complexity Issues experts to inform our approach. Highlights include
REOS Partners, the MaRS Solutions Lab, Cense Research + Design, and the Deputy
Secretariat to the Cabinet at the office of the Privy Council who was responsible for
setting up the first ‘change lab’ within the Privy Council of the Federal Government.
Concise meeting summaries are included in Appendix 3.
Finally in our analysis phase, we used a twelve point criteria provided by the
MCYS-CYDB to assess a number of solutions identified through the previous phase and
inform the selection of the four final recommendations included in this report. The
Approach Methodology4 5
5. twelve-point criteria can be found in Appendix 2.
It is worth noting that during the course of this challenge we were simultaneously
completing a curriculum in Human-Centred Design, Social Labs Methodologies, and
Systems Thinking; these three lenses consciously and subconsciously influenced our
approach.
Approach Methodology6 7
6. Key Findings
The Student Nutrition Program (SNP) is characterized by a high-level of regional
differentiation, localized program delivery, and dependency on central funding from the
Ministry of Child and Youth Services - Child and Youth Development Branch (MCYS-
CYDB). By eschewing a top-heavy governance structure, local programs have been
enabled to deliver the program in contextually specific ways and have been required
to secure resources at the local level. While this arrangement has many advantages,
there are several implications that are likely difficult for the CYDB to discern from its
perspective. To offer insight to the CYDB, we dedicate this section to offering a handful
of these top-level insights from the diverse perspectives across the SNP system. We will
first address challenges, then turn the focus to opportunities.
Challenges:
Geographically isolated, and chronically bootstrapped, the SNP has developed a
spiritofresourcefulnessandaheavyrelianceondonationsofresources:especiallyhuman
labour. This reliance on volunteers, while cost efficient in many regards, has created some
challenges for achieving effective storage, procurement, and distribution mechanisms
in the local context. We heard several examples of uncertainty and inconsistency caused
when key volunteers moved on from the program (as in the case of school principals
who were posted to a new school), or had to scale back commitment. Furthermore, since
many volunteers lack continuity with the program they cannot be routinely relied on for
future planning and it becomes difficult to realize ambitious, innovative, and cost-saving
ideas like bulk procurement that requires consistent and reliable local bandwidth.
Another source of uncertainty facing local SNP programs is their infrastructure.
We heard of a handful of cases involving schools closing, amalgamating, or otherwise
leaving the program causing the loss of important storage, preparation, and distribution
spaces.
Next, lack of institutional commitment of schools to the SNP is a consistent
challenge to programs across the province and especially in rural and northern contexts
where support is less available. A common story was recounted of a new principal
arriving who didn’t prioritize the SNP, and scaling back or pulling the informal support
integral to the program. This not only inhibits access to important infrastructure, but
also negatively impacts a large base of teachers, volunteers, and ultimately students.
Simply put, the lack of explicit institutional commitment by schools, school
boards, and the Ministry of Education has been a significant hurdle to achieving goals of
universal student nutrition.
Key Findings8 9
7. The final challenge we observed was the sense of isolation amongst actors within
the system. Ontario is a large province and although teleconferencing has helped bridged
the distance, system actors consistently reminded us how valuable they found face-to-
face time with colleagues, and how they would value more opportunities to collaborate
in-person.
Opportunities:
With a long history and deep community roots, we observed a strong sense of local
ownership over the SNP. This local sense of ownership results in a strong commitment
and program is fortunate to have passionate people at every level of program delivery.
Throughout our research, we encountered staff, volunteers, and third party associates
who understood, believed in, and diligently fulfilled the mandate of the SNP. In addition
to passion, we observed extensive experience and local knowledge embodied by the staff
and volunteers who deliver the program at a local level. This awareness of local context
is invaluable and irreplaceable and represents an important opportunity for improving
the SNP.
Finally, we would like to underscore the opportunity that we believe exists with
the Food and Logistics Coordinators. As a new source of energy in the program, these
key actors can improve local and regional program connectivity across the province.
When exploring opportunities to develop and scale innovations in the SNP, we highly
recommend leveraging the capacity of the Food and Logistics Coordinators to generate
and implement these innovations successfully. Supports to this emerging network will
likely have strong and positive ripple effects throughout the SNP system.
Key Findings10 11
8. Frameworks
In order to situate the recommendations generated through the process of the
ministers challenge, we have developed three frameworks or mindsets for the MCYS-
CYDB to consider itself in relation to the SNP system. Below we have laid out these three
options for considerations and our recommendation regarding the best framework given
the current context and constraints.
In order to contextualize the recommendations below, it is worth noting that these
frameworks are not necessarily mutually exclusive, and that MCYS-CYDB may evolve
from one framework to another over time.
Framework #1: Systems Change
Within a Systems Change framework, the MCYS-CYDB considers its role as that
of a driver of systems change. In this frame, the Ministry considers policy implications
beyond its own mandate, and in timelines that extend well beyond election cycles. From
this perspective, MCYS-CYDB takes a holistic approach to solving policy challenges, and
drives change not only within their own programs, but also builds strategic partnerships
with other ministries for common challenge ares. Prioritizing local food procurement
within the SNP in order to address broader issues in community economic development
and food security is an excellent example of activities that fit within this framework.
Framework #2: Catalytic Leader
Within a catalytic leader framework, the MCYS-CYDB understands itself as an
integral catalyst of growth and improvement in the system’s capacity. In contrast to the
System Change framework where the MCYS-CYDB would deeply invest in understanding
root causes of systems challenges, the Catalytic Leader actively observes their own
system to identify opportunities to strategically direct money, enable connectivity, and
invest in learning and improvement. In other words, the MCYS-CYDB is invested not only
in what the output is of system actors, but also in how they arrived at their outputs, and
how they will achieve outputs in the future. Hiring of the Food and Logistics Coordinators
are an excellent example of an activity within this framework.
Framework #3: Hands-Off Support
Within a Hands-Off Support framework, the MCYS-CYDB understands its role to
pass along funding, ensure accountability, and then get out of the way. In this framework,
the MCYS-CYDB acknowledges the local history and ownership of the individual
programs and gauges success on achieving the highest rates of student nutrition (as
measured by calories per child) for the lowest amount of government investment within
Frameworks12 13
9. minimum standards for health and freshness. Most considerations beyond this metric
are not included in analysis performed by the government. To date, this has been the
predominant approach of the MCYS.
We believe the Systems Change framework to be the ideal end point for the
MCYS-CYDB to work towards, as it offers the most thorough approach to addressing
why students are hungry. However, considering the current context, we advocate for
the MCYS-CYDB to approach the SNP through a Catalytic Leadership framework. Our
subsequent recommendations fit within this framework.
Frameworks14 15
10. Recommendation 1
Pooling Resources via
Home Economics Classes
Description:
It is recommended that the MCYS-CYDB pilot partnerships between local home
economics classes and the SNP to access larger food budgets, leverage existing
procurement, distribution, and storage channels, improve the quality of food served
through freshly prepared meals, and enhance the educational outcomes of the SNP.
Rationale:
While students prepare meals from scratch in home economics classes, SNP
programs are often unable to access adequate food procurement budgets, storage
and procurement facilities, and volunteers (and staff) to help with food preparation.
A partnership between the SNP and home economics classes would enable cross-
ministerial resource sharing between the MCYS and the Ministry of Education (MoE) at
the program level and improve both the SNP and home-ec program outcomes.
Considerations:
Given cross-ministerial nature of this recommendation, successful implementation
would require an established decision making framework prior to widespread SNP-home
economics class partnerships. A key point to resolve will include the resource (both
financial or otherwise) contribution levels of the SNP and home economics classes.
Additionally, since the partnership at the local level is dependant on school
participation, further analysis would need to occur determine the province-wide viability
of this recommendation. Questions also arises around the home-scale cooking being
taught in the home economics classes and the large volumes required for the SNP, food
handling and safety considerations from school cooks, and consistency of the new cooks.
It is therefore recommended that additional supervision for this partnership is provided
by professional cooking programs at local colleges.
Risk Mitigation:
A successful partnership is contingent on a strong commitment between the
MCYS-CYDB and the MoE at the ministry level. In addition, this recommendation requires
the building and maintenance of relationships between the ministries, local school
Recommendation 116 17
11. boards, lead agencies and other civil society partners. As such, it is recommended that
a working group is established to support the partnership development.
Next Steps:
The next steps are to learn from existing instances of SNP-home economics
partnerships (Thunder Bay pancake mix case study), and begin establishing relationships
between the ministries, school boards and local lead agencies. Finally it is recommended
that a pilot is set up under supervision with a professional cooking program, where kinks
in infrastructure, scale, and health considerations are tested out.
Recommendation 118 19
12. Recommendation 2
Develop Shared Brand
Description:
It is recommended that the MCYS-CYDB fund and coordinate the development of
a shared brand for the Ontario Student Nutrition Program that facilitates the expression
of the provincial mandate while allowing for local differentiation.
Rationale:
This recommendation addresses three problems. First, a shared brand will allow
SNP actors to reach out and be perceived by large food producers as an established
purchaser, thus enhancing their negotiation position. Second, the process of developing
a shared brand and identity will result in a shared understanding of mandate, values, and
aspirations across the province paving the way for easier collaboration and knowledge
transfer. Thirdly, building a coherent and compelling brand will bolster efforts to attract
resources and volunteers by creating recognition, authority, and magnetism around the
program.
Considerations:
As mentioned earlier, there is a strong sense of local ownership of the program,
and creating a shared brand is likely to surface tensions between local identities and the
identity of the provincial system.
Risk Mitigation:
In order to address the strong sense of local ownership, it is recommended that
the MYCS-CYDB approaches this process deliberatively, bringing on a branding agency
experienced in multi-stakeholder consultations and local actors should be a central
priority from the first steps of this process. It is recommended that the final brand
provides ample space for local customization: as one Lead Agency stated “Student
Nutrition Program + local flair.” Finally it is recommended that the MCYS-CYDB signal
their intention to develop this identity from the bottom up by seeking to hire a branding
firm from outside of Southern Ontario.
Next Steps:
The first step to take are to convene the Lead Agencies and Food and Logistics
Coordinators to gauge interest.
Recommendation 220 21
13. Recommendation 3
Infrastructure Map
Description:
It is recommended that the MCYS support the development of an interactive
infrastructure map which highlights storage, transportation and processing facilities
across the province.
Rational:
Developed in conjunction with the Food and Logistics Coordinators, this resource
would enable improved supply management decision-making at local and regional levels
across the SNP. Specifically, the map would enable the identification of opportunities
to leverage existing food volumes that the SNP could use to lessen their food logistics
costs. Additionally, a resource like this would support a culture of knowledge sharing
amongst key SNP actors. Lastly, by creating a common map where infrastructure details
are captured, this recommendation would help mitigate the duplication of efforts among
disconnected groups seeking to address similar logistical challenges.
Considerations:
There will likely be a considerable learning curve for map users that would need
to be overcome. Furthermore, as in any shared resource platform, there is that potential
that programs will default to using the infrastructure and producers noted on the map
rather than continuing to explore new and potentially more competitive options
Risk Mitigation
It is recommended that adequate technical support be provided to ensure that the
Food and Logistics Coordinators are able to meaningfully use the platform. This could
come in the form of partnerships with computer science programs at local universities. In
addition, given that other industry players have likely done much of the leg work mapping
transportation distribution infrastructure, it is recommended to involve actors with prior
experience to shorten the learning and development curves. To address the potential
that programs will default to using the infrastructure noted on the map rather than
continuing to explore new and potentially more competitive options, it is recommended
that this platform be tested as a trial, with a specific focus to this potential in the initial
rounds of evaluation. Given that the users will be professionals whose full time job is to
develop new infrastructure and business contracts, this risk seems unlikely.
Recommendation 322 23
14. Next Steps
To avoid replication of effort by others in the sector, we recommend conducting a
scan of other groups using social mapping technologies.
Examples: FallingFruit.org
Recommendation 324 25
15. Recommendation 4
Innovation Fund and
Competition
Description:
It is recommended that the MCYS create an innovation fund and ideas competition
to surface ideas and catalyze innovation within the Student Nutrition Program. The
creation of this fund will create the breathing room for local programs to think beyond
the day-to-day of their operations and find resources to realize their innovative ideas.
An annual conference bringing together SNP Lead Agencies and Food and Logistics
Coordinators can kick off each new funding cycle with a competition that will create a
novel exchange of ideas, and stimulate a culture of innovation within the SNP system.
Rationale:
We found an abundance of passion, nuanced local knowledge, and well considered
ideas for improvements to the SNP. The next ingredients for successful SNP innovation
are resources and bandwidth to allow new ideas to be tested, and we believe that a
small investment has the potential to improve the systems capacity to innovate, both by
generating and testing locally sourced ideas and by spurring a culture of innovation that
will sustain past any external intervention.
Furthermore, an innovation fund will create give an opportunity for MCYS-CYDB
to set innovation themes that will stimulate collective effort and the synergism that
comes when multiple people are working on the same problem. For example, over the
first three years the innovation fund could be targeted at food purchasing, storage, and
distribution respectively.
Considerations:
Currently the MCYS-CYDB allocates funding for ideas on an ad-hoc basis, so there
are concerns that this recommendation is duplicative. Furthermore, as innovations take
time to prove their value, and there is a high rate of failure, accounting for impact will be
challenging and can potentially expose the MCYS-CYDB to political risk.
Risk Mitigation:
Impact accounting is a burgeoning and dynamic field, and it is recommended that
Recommendation 426 27
16. the MCYS-CYDB track evolutions . In early days, MCYS-CYDB should consult with leaders
in the field, such as MaRS Centre for Impact Investing, Purpose Capital, and Social Asset
Measurement. In addition to employing the most cutting edge impact measurement
tools, it is recommended that the MCYS-CYDB invest in extensive storytelling efforts
to mitigate political risks and enhance retail appeal of this recommendation. Given
the retail appeal of this recommendation, this creates opportunity to leverage new
corporate donations through sponsorship of a competition. Finally, administering such
a fund through a third party foundation will allow the MCYS-CYDB to tap into existing
expertise, and mitigate some of the political risk.
Next Steps:
As a first step, it is recommended that MCYS-CYDB research analogous innovation
fund models, and connect with the administering organizations. Relevant case studies
include the McConnell Foundation’s Social Innovation Fund, Tides Canada Foundation’s
Salmon Aquaculture Innovation Fund Case study, and Nesta’s Social Action Innovation
Fund.
Recommendation 428 29
17. Final Thoughts
The Student Nutrition Program is ripe for innovation, both in the areas of food
purchase, storage and distribution defined by the Minister’s Challenge and more
broadly across the system. This potential stems from the combination of networked,
knowledgeable, and passionate individuals and local programs who are backed by a
government ministry who is both ideologically aligned, and currently enjoys a favourable
political climate. By including the opportunity created by Studio Y - a second MCYS
program that is endowed with resources, talent, and situated within a world-leading
innovation centre - what results is a unique opportunity to push the limits of public
sector innovation.
We believe that MCYS-CYDB should work with Studio Y to seize this opportunity
and embed the SNP Challenge as an ongoing element of the Studio Y curriculum. We
believe that the MCYS-CYDB should take a more active role in the SNP Challenge as both
instructors to the process and as students of 21st century policy making - working and
learning alongside Studio Y fellows.
Although it was ultimately outside of the scope of this project, we would like to
share our vision that the MCYS-CYDB set up a SNP Change Lab, housed at Studio Y and
embedded within core Studio Y curriculum. In this SNP Change Lab, Fellows will work
with the MCYS-CYDB, leading Change Lab practitioners in Europe and in North America,
and Ontario civil society organizations to design a Change Lab, convene stakeholders,
and study innovative ideas as they are designed, prototyped, tested and iterated in
within the SNP. This change lab would operate in tandem with Recommendation #4, and
the process would be overseen by an innovation partner such as MaRS Solutions Lab
or REOS Partners, and a content partner such as one of the civil society organizations
working on food issues in Ontario.
This lab will be developed alongside the MCYS-CYDB that will select staff and will
work alongside Studio Y Fellows to learn about and co-design the change labs. This will
create the corollary benefit of achieving professional development goals of the MCYS-
CYDB and providing Studio Y Fellows an opportunity to truly imagine a future working in
the Ontario Public Service.
Change Labs, or Social Labs have become essential elements of European
Policymaking, and as the Canadian Public Service institutions begin to explore this
model (Government of New Brunswick, Privy Council of the Federal Government), we
believe that the MCYS-CYDB has an opportunity to situate itself on the cutting edge, and
develop methods that it can pilot and share with other ministries and jurisdictions.
Through this approach of tackling not only what policy gets made to improve
the SNP, but also how it gets made, we believe the MCYS-CYDB can evolve from the
currently proposed Catalytic Leadership Framework to the bold leadership of a Systems
Change Framework.
Final Thoughts30 31
18. Appendix 1: Innovation Portfolio
LatentSystemInnovationsareideascurrentlyexistingwithintheStudentNutrition
Program that demonstrate potential to address systemic challenges. In Table 1.1 we have
identified the seventeen most promising latent innovations including a brief description,
individual or organizational champion, and a categorization into stage, scale, and focus
of innovation.
Stage
1. Problem identified
2. Problem defined
3. Hypothesis solution
4. Feasible solution
5. Viable solution
6. Scalable solution
Scale
1. School
2. Local
3. Regional
4. Inter-regional
5. Provincial
6. National
Focus of innovation
1. Procurement
2. Distribution
3. Storage
4. Processing
5. Fundraising
6. Local food
7. Collaboration
8. Coordination
9. Learning
10. Community
Development
11. User Experience
Appendix 1: Innovation Portfolio32 33
22. Appendix 2: Ranking with 12 Point Criteria
In Table 2.1 we have presented the assumptions made to utilize the 12 pt. criteria.
In Table 2.2 we have created quantitative assessment tool based off of the twelve point
assessment framework, and have subjected each Latent System Innovation to an analysis
based on our understanding to date. In Table 2.3 we have expanded the binary analysis
to a more nuanced ranking. This tool is designed to be used by experts and users across
the system and the results are to be compared for a better understanding of the most
promising innovations.
Table 2.1 - Criteria and Assumptions
Criteria Assumptions
1. There is a value proposition – cost / benefit
2. For the purposes of Minister’s Challenge, it’s a
provincial solution
a. Disparity is the main issue
3. Early buy-in and expected future buy-in of key
stakeholders and agents
4. Implementable
5. If implemented, clear and measurable change and
impact
6. It’s specific to the problem
7. It’s not duplicative
8. It’s scalable
9. It leverages available and diverse evidence bases and
insights
a. Key people, key evidence sources, key
informants have been engaged
10. It’s understandable and has retail appeal – off-the-
shelf resonance
11. It’s novel (novel for that sector / for that problem)
12. Very fiscally conservative 2.
1. Benefit outweighs costs, measured in financial ROI
2. Solution is applicable in all of the province
a. Implementation addresses disparity between
parts of province
3. Early buy-in future buy-in
4. Feasible plausible
5. Based on financial ROI
6. Challenge problem areas (procurement, storage,
distribution)
7. Doesn’t duplicates existing work in SNP by ministry
funding
8. Subsequent implementations provincially are less
expensive
9. Requires engagement and research prior to
implementation
10. Both considered but understandable retail appeal
11. Represents an untested approach, if needed
12. Doesn’t require any additional funding - or any
additional cost is easily recoverable
Appendix 2: Ranking with 12 Point Criteria40 41
25. Appendix 3: Summary of Meeting Notes
WhenWhoNotes
06/02/2014Zarah Ibrahim -
Principal, Architext
● Follow the user experience
● Take multiple approaches to problem
● Breadth of interviews over depth
13/02/2014Susan Paekau -
MaRS Solutions
Lab: Future of
Health
● Future of Health: Prevention of Chronic Diseases Starting
with Making Healthy Eating the Easy Choice for young
People
● Food + youth work overlaps with multiple partners: PHAC,
Heart and Stroke, Toronto Public Health, TDSB (innovating
education, bringing in entrepreneurship into Gr 7-9)
● George Brown College partnership where kids would do
cooking for other students
● Working on Food Innovation Space (Guelph, Windsor,
Toronto)
14/02/2014Jerry Koh - MaRS
Solutions Lab
● Systems and process related advice
● Attack drivers with the greatest uncertainty and influence
(couldbepointsinsystemsmapwiththemostconnections)
25/02/14Susan Paekau,
Terrie Chan, RJ
Kelford - MaRS
Solutions Lab and
Studio Y
● Planning meeting to explore collaboration between
Studio Y SNP Minister’s Challenge and MaRS Solutions
Lab Future of Health work.
25/02/14Duncan So - Phink
Life
● Exploring interesting new models of fresh food distribution
for convenience stores, shifting idea of convenience
● New distribution models: transparency, trust, engagement
27/02/14Tracy Robertson
- Ontario Trillium
Foundation
● Formerly with Canadian Living FDN and worked on SNP to
shift mentality of giving from ‘needy poor child’ to ‘everyone
needs good food to succeed’ - “nourished learning”
● Regional Bank Manager is often local champion in rural
communities
○ connected to corps
○ thought leader
● Key is to bring together actors (kids, community, school
board, corporations, government) to design a system that
includes an index of well-being, sense of belonging, child
development
○ The Trillium Foundation could fund this
Appendix 3: Summary of Meeting Notes46 47
26. WhenWhoNotes
05/03/14Scott Watson -
Sandbox Project
● 4-5 focus areas (environment, healthy bodies - working to
create new body mass index, disabilities, injury prevention
and mental health)
● Collaboration with Concerned Kids Advertisers including
Corus Entertainment which is working to ensure that
cartoons they broadcast don’t have kids eating junk food
● Healthy Bodies is where SNP would connect, tons of partners
in the space. For example:
○ Ontario Fruit and Veg Producers
○ MacDonalds (Richard Ellis is co-chair of focus area)
○ Coke (which interestingly subsidizes milk in the
north)
19/03/2014Erin Kasungu -
Community Foun-
dations Canada
● Erin referenced a conversation about a pan-Canadian SNP
that was taking place with the Conference Board of Canada
● CFC is working on supporting aboriginal groups to start and
manage their own foundations
09/04/14Erin Kasungu, Sara
Lyons, Lesley -
Community Foun-
dations Canada
● Suggested targeted fundraising for improved food
procurement,e.g.GrowforTheStop(http://www.thestop.org/
grow-for-the-stop) Ride for Real Food (http://westendfood.
coop/content/ride-4-real-food-4-all)
● Community Foundations could fund SNP locally and CFC
could be interested in funding a process to redesign the SNP
● Consider advocacy as intervention
● Issues of grant making/receiving in aboriginal communities
14/04/14Round Table Meet-
ing
Main themes included:
● Supply chain efficiencies and coordination, e.g. pilot software
in Toronto
● Local food hubs
● Unified messaging
● Infrastructure in schools
Appendix 3: Summary of Meeting Notes48 49
27. WhenWhoNotes
22/05/14Bob Wasson -
SYSCO
● SNP should piggyback off existing food purchases and
distribution channels at school
● Focus on bulk purchasing for 10 food items and get a better
deal on them rather than trying to do 100s
● Distribution example: Starbucks gets food deliveries at night
- drivers have keys and can store food
○ need proper storage to leave the product
○ might have a separate dairy guy who delivers early
morning
● Most deals are done through the manufacturer for rebate
programs, not the grocery stores
22/05/14,
03/06/14
Carolyn Webb - Sus-
tainOntario
● Numerous hypothetical solutions exist within the SNP
Network (e.g. Consolidated ordering from farms, delivery
via bicycle etc.)
● Local Food and Infrastructure coordinators are hungry for
knowledge integration (leadership from Timmins and Sault
Ste Marie)
● Learning Lab model will facilitate experimentation and
knowledge transfer between lead agencies and SNP sites,
best piloted on a local or regional scale
● Learning Labs could be built with assets and process
expertise from SustainOntario, Farm to Cafeteria Canada,
FoodShare, Studio Y and others regional coordinators.
○ Precedents and funding for this kind of work
exists (CLASP)
27/05/14Jody Luckasav-
itch and Patricia
Starling - Breakfast
Clubs of Canada
● Create structure to coordinate fundraising of SNP
● Co-develop some guidelines for the program to be applied
in contextually relevant ways.
28/05/14Kendal Donahue -
Eco Superior
● Good context and connections relating to the food system
in Thunder Bay
Lulu Cohen-Farnell
- Real Food for Real
Kids
● Suggested strategic with school trustees and unions - they
want to see change and are seeking direction and vision.
● Idea for one school to prepare food for others in the area,
consolidate kitchen resources in a few key places
Appendix 3: Summary of Meeting Notes50 51
28. WhenWhoNotes
19/06/14Debbie Field, Mer-
edith Hayes, Ulla
Knowles - Food-
Share
● Idea to host an event to showcase the ideas that are being
developed in the SNP
● Food distribution via school buses was previously tried and
failed due to health and safety grievances
● Cross ministerial collaboration is important to improve SNP
(including Ministry of Transportation)
● Align innovations in school food programs with supply
management system as done in Finland, US, Great Britain
● Value of money spent on food provincially can act as an
economy stabilizer
30/06/14Lorraine Spooner -
Thunder Bay SNP
Program Volunteer
● Has developed a good process for program coordination and
delivery and is able to work with limited infrastructure
● Acts as local coordination
● Suggested budgeting as area to support.
● Would like better coordination between schools
30/06/14Harriet DeBruins
- DeBruins Green-
houses, Thunder
Bay
● Would need to scale up to meet school demands, however
needs proof of contracts to secure financing to scale
● Noted that good produce lasts longer (2 weeks vs days) -
restaurants willing to pay extra to reduce distributi on costs
● Has surplus of cherry tomatoes at end of season $4/
clamshell, $2.75/lb
○ it’s likely that there are many other producers in
this relationship
30/06/14Frank at Gardewine
Transportation,
Thunder Bay
● No minimum orders for distributions
● Importance of flow through for efficient distribution hubs,
(one side is inboud other is out)
30/06/14Erin Beagle - Roots
to Harvest, Thun-
der Bay
● Need group to coordinate and bring different groups in SNP
system together and strengthen connection between SNP
and farm to cafeteria work
● Lead Agencies take a large portion (40%+) of SNP staff
funding for general admin costs
● Missed opportunity with the hiring of the Food and Logistics
Coordinators by not creating the network/supports that
would have added value
● Curious to know what’s happened in the last 20 years as a
result of program funding – room for a study
Appendix 3: Summary of Meeting Notes52 53
29. WhenWhoNotes
02/07/14Karling Zaporzan
-Thunder Bay Dis-
trict Health Unit
● Does trainings/menu workshops at schools but these seem
to be disconnected from SNP check-ins
● Cafeterias taken a hit since 2011 with PPM 150, kids now go
to the SNP lunch program, increasing numbers but have
money and were willing to pay
● Suggested creating one set of food standards (for rec
centres, pools, etc.) rather than a few different one what are
confusing to adhere to and enforce
● 15% isn’t enough from MCYS – schools are left to pick-up the
pieces and can’t divert other funding
● Not enough support for FLC, big learning curve
● Programs lack of year to year consistency, great volunteer
but aged and could no longer help
02/07/14Erin Beagle, Rebec-
ca , Emma McKay -
Red Cross, Thunder
Bay
● 15% MCYS investment is often 100% of SNP funding for
schools
● Consistentprogramformatsandbenefitsoflocalcoordination
can result in admin cost savings: better budgeting (saving
error management) and requiring less admin intervention
● Opportunity for better coordination with health units for site
visits - need to create incentives for volunteers and teachers
to attend (teacher release or promotion budget to cover
this)
● Bulk purchasing as a way to ensure guidelines are being
met, which currently they’re not (as confirmed by process
of going through receipts) - mandated menu is important to
drive demand, otherwise it’s hard to create volumes for bulk
purchasing
● During conversation, Emma and Erin figured out a
partnership to use existing resources to help with berry
harvesting for the SNP
02/07/14Volker Krom - Re-
gional Food Distri-
bution Association,
Thunder Bay
● Exploring warehouses and food processing facilities in Fort
Francis, Dryden, Thunder Bay which could support SNP
● Thunder Bay, the RFDA has freezer and storage space which
can be used by the SNP
● In northern communities, mining companies drive volume so
it’s worth using their distribution channels
● SNP as added volume - not enough to create new supply
chains, but enough volume to contribute to a other
developments
● YES employment and other job training is providing pay for
RFDA employees and could be used to resource summer
students working on SNP
Appendix 3: Summary of Meeting Notes54 55
30. WhenWhoNotes
02/07/14Emma McKay, FLC
Red Cross, Thunder
Bay
● Requested more education for FLCs, e.g. warehouse
distribution training
● Funding for a trained coordinator to deliver program at
school and provide schools options for how to run program,
not just free for all
● Suggested housing all Lead Agencies under the same
organization with visionary leadership rather than mixed
bag of parent organizations
● Insight that 60% of programs in Thunder Bay run by school
principals who have an average 2 year turnaround, resulting
in a problematic lack of program consistency
● Catholic school board has mandated that every school has
an SNP but not all schools don’t want to so there’s tension
there
02/07/14Kelly Skinner, Lake-
head University,
Thunder Bay
● Shared story of Ft. Albany – snack program has run for 20
years as result of champion – Joan Matawapin (teacher)
● Community invests resources into program because they
see how it is a positive asset,
● Hot lunch didn’t keep kids around in afternoon but breakfast
did help them come to school - iteration and experimentation
was key to success.
● Student Nutrition Survey 2004 found kids had low calcium
– which they used to get with fish bone soup, so SNP also
supporting traditional foods
03/07/14Wendy Trylinski;
Charmaine McCraw
- Nishnawbe Aski
Nation
● Nutrition North subsidy cut had big effect on the SNP
● Trillium project which has resulted in a community food
systems planning toolkit
● Presented idea that NAN could be the LA for northern and
aboriginal communities
Appendix 3: Summary of Meeting Notes56 57
31. WhenWhoNotes
03/07/14Joseph Leblanc
- Green Party of
Ontario, Thunder
Bay
● Cautions of imposing food solutions - the potential for
another imposed disruption unless the project is driven
by the community - idea of indigeneity, that which is
developed in place
● Referenced terrible experience with Fruit and Vegetable
Program - stigma from managers who didn’t respect
existing expertise of program coordinators, mandated
them to come for a training successfully running SNP for
20 years. Now food is now prepped in Timmins before
being shipped up
● How funding is being used is key, there’s a danger of public
money being used for private profit
● Don’t have the same resources as in the south and so
things need to be done differently
● Suggested doing a cost analysis of shipping food vs
purchasing locally harvested Forest and Fresh Water foods
03/07/14Jeff Bruke - Brule
Creek Farms, Thun-
der Bay
● Great example of good food in the SNP - Emma McKay
(FLC) contracted Brule Creek to make a special SNP
pancake mix for the program
● Ran successful pilots and could do a larger volume as
they’re currently operating at 1/3 capacity
● Still does own distribution but can foresee contracting
that out
03/07/14Kevin Belluz - Belluz
Farms, Thunder
Bay
● Developed an online platform ‘Superior Seasons’ for
other farms to sell product and colates pickups at a range
of sites - could be what the SNP uses to order from – there
are likely equivalents in many regions
● Currently developing a 1 million lbs cold storage and wash
and pack facility for farms in the area
● Referenced storage is a way to buffer against risk and
push back against low-ball prices during peak season
volumes.
● Would do own delivery but other distributors (Louden
Bros or LA Foods) could also help
● Former tree nurseries have greenhouse capacity and cold
storage
Appendix 3: Summary of Meeting Notes58 59
32. WhenWhoNotes
07/07/14Algoma Family
Services
Barb,
Julie Torcaso - Lead
Coordinator, Alison
Lynes - FLC
● Consistency of volunteers is an issue so are developing
training materials and retention strategies
● Unpredictability of schools closing is a challenge, resulted
in hub being shut down - need connection between
ministries of Education and Health alongside MCYS
and suggested “ISNC (integrated services for northern
children)” as an analogous model
● Want one set of nutritional guidelines: confusion at
school levels, some stricter than others Ex: MCYS - SNP
guidelines, Health Unit, PPM 150
● Suggested lead person at MCYS level for aggregating
products across the province and using number of the
schools in catchment areas to negotiate reduced prices
with wholesalers - estimated between 25-50% reduction
● Need budget for marketing/promo, some branding could
be done at provincial level
● Chronic deficit of funding for professional development
and learning, cited importance of attending Waves of
Change conference in November
Farmers would get GAP Cert in exchange for guaranteed
orders - http://www.canadagap.ca/becoming-certified/
certification-options/
08/07/14Joeri Van Den
Steenhoven, MaRS
Solutions Lab
● Overview of lab potential, how to leverage private sector
to create impact
● Idea of event to showcase innovations in SNP system
08/07/14Joanne Bayes -
Farm 2 Cafeteria
Canada
● Learning labs are happening in Canada and US - two
operating, proposal is out for others BC and NFLD
● Suggested to start with large school district and not scale
until you have proved model with one or two.
● Have a lab coordinator, focus on institutional procurement
and connecting supply chain, getting them to commit
them to 2-3 achievable goals over a timeline
● Include diverse group, e.g. farmers, representation from
from OMAFRA, 3PL, health professionals
● Knowledge products are being developed to support
process
Appendix 3: Summary of Meeting Notes60 61
33. WhenWhoNotes
10/07/14Viviane Degagne,
Community Living
North Bay
● Working to create food ordering guide for schools, helping
explain process
● ‘Reverse economies of scale’ for elementary schools
which had to leave SNP as schools got bigger - problem
was the large shopping that needed to be done, more
than one person could manage
● Suggested paid coordination for SNP at schools as key to
program success
● Lack of branding for SNP makes negotiations with
producers hard, don’t know who were are, logo and
coherent website would go a long way
● Suggested using data to show suppliers size of SNP
market the SNP - could be a good place for MCYS to be
involved
17/07/14Amanda Sheedy
- Food Secure
Canada
● Advocated for federal government to improve program
funding
● Prefers language of School Food Program vs Student
Nutrition Program
● No silver bullet solutions - suggested need for research
and pilot funding
● Working on a project to map school programs across
Canada to get a better sense of what they are doing and
what is required to help them improve
19/07/14Monica Pohlmann -
Reos Partners
● Employ a collaborative approach to identify the top three
most innovative ideas.
● Innovation is not the creation of something brand new, it’s
the recombination of existing ideas, that are then ground
tested based on what the system participants are saying
● Test ideas before taking to pilot phase
● Recognition that a lab methodology is appropriate when
no single person can solve a problem. When trying to shift
a system, the only way to do it is with everyone together
Appendix 3: Summary of Meeting Notes62 63
34. WhenWhoNotes
21/07/14Indra Noyes - FLC
Peterborough and
Region
● Despite differences across FLCs, similar challenges
(therefore similar tools would help support)
● In region there’s no central repository to store/distribute
food to 600 school - exploring arrangement with Daily
Bread
● Interestedinmorefacetofacemeetingsandimprovements
to communication platforms for FLCs
● Working towards terms of reference as FLC group,
current focus is local communities, some challenge with
openness of job description
● Cautions of eroding local communities with solutions that
meet nutritional need but not those of local communities
- there are big opportunities for local processing and
employment in Ontario and it’s worth finding ways to
work with small farmers
23/07/14Sarah Doyle - MaRS
Centre for Impact
Investing
● Design for easy implementation
● Deliver max 4 pages, dense info in appendices
12/08/14FLC Call - All FLCs● Interested in having ministry support development of a SNP
knowledge and collaboration portal
● Group purchasing - one FLC is doing an analysis to show
the benefits of bulk purchasing and estimates that 60% of
funding could be diverted
Appendix 3: Summary of Meeting Notes64 65
