Summer/Fall Pilot Evaluation Report
March 2017 Page intentionally left blank. Acknowledgements
The development and implementation of an in-depth evaluation of the Mobile Food Market pilot was completed with the ongoing and continuous support of the following individuals:
• Aimee Gasparetto, Senior Coordinator, Community Food, Ecology Action Centre • Ali Shaver, Healthy Built Environment Coordinator, Public Health, Nova Scotia Health Authority • Heather Monahan, Nutritionist, Public Health, Nova Scotia Health Authority • Joshua Bates, Senior Policy Advisor, Office of the Mayor, Halifax Regional Municipality • Julia Kemp, Project Coordinator, Mobile Food Market • Kelly Poirier, Planning & Evaluation Coordinator, Public Health, Nova Scotia Health Authority • Kristine Webber, Research Analyst, Public Health, Nova Scotia Health Authority • Mike McKenzie, Manager of Business Development, Partners for Care, Nova Scotia Health Authority
For more information about the Mobile Food Market please visit www.mobilefoodmarket.ca. For more information about this evaluation report please email [email protected]. Mobile Food Market - Summer/Fall Pilot Evaluation Report i Page intentionally left blank. ii Table of Contents
Acknowledgements ...... i
Table of Contents...... iii
1. Introduction...... 1
2. Understanding the Issue...... 3
3. Project Development...... 4
4. Project Implementation...... 11
5. Evaluation Methodology...... 17
6. Evaluation Findings...... 22
7. Conclusions and Recommendations...... 35
8. References ...... 36
9. Appendices...... 37
Mobile Food Market - Summer/Fall Pilot Evaluation Report iii Mobile Food Market Project Partners
Many hands make light work.
The Mobile Food Market is the result of the dedication, commitment and creative vision of many different partners across various organizations and groups. The following partners have worked together to turn a good idea into reality.
Advisory Team
Food Suppliers
Funders Local Host Organizations
Halifax
Women with a Vision
iv Executive Summary
To enhance food security, healthy, culturally appropriate and sustainably produced food must be physically and economically available to all residents. While low income is often the biggest barrier to healthy food access, this barrier is further compounded by living in neighbourhoods with few affordable healthy food retail options. Individuals in areas that are under-served by healthy food retail options face additional challenges accessing healthy food, particularly seniors, newcomers, low-income residents, people with disabilities and single parents with young children.
In early 2015, government representatives and local community partners began to work together to address food access issues in the Halifax region. The team spent many months creating a collaborative governance structure and detailed project plan in order to develop and implement the Mobile Food Market (MFM). The result of the work was the launch of the MFM as a 21-week pilot in May 2016. This evaluation report presents the story of how the MFM was developed and what was learned through the pilot project. The findings will be applied by project partners to inform the next steps for the MFM.
We hope that others embarking on similar projects can learn from the process and findings detailed in the report.
Photo: Sydney MacLennan
Mobile Food Market - Summer/Fall Pilot Evaluation Report v List of Abbreviations
Food ARC Food Action Research Centre HRM Halifax Regional Municipality ISANS Immigrant Settlement Association of Nova Scotia LHLO Local Host Lead Organization MFM Mobile Food Market NECHC North End Community Health Centre NS Nova Scotia NSHA Nova Scotia Health Authority
List of Figures and Tables
Figure 1 Description of healthy, just, sustainable food systems as described in the Making Food Matter report Figure 2 The food system, as illustrated in Food Counts: Halifax Food Assessment Figure 3 Priorities outlined by workshop participants to inform purchasing decisions Figure 4 Visual summary of topics discussed throughout the Stakeholder Workshop Figure 5 Rendering of design for the bus Figure 6 Survey administration dates for each respective pilot community Figure 7 How customers/visitors traveled to the MFM Figure 8 Average number of minutes customers/visitors spent travelling to the MFM Figure 9 Impact of the Mobile Food Market on customers’ fruit and vegetable intake
Table 1 Description of partner roles Table 2 Pilot site locations, market days, times and local host lead organizations Table 3 Key expenses associated with the pilot Table 4 Comparison between original sales projections and final Mobile Food Market sales Table 5 List of outreach materials Table 6 Local host lead organizations and partners Table 7 Total number of volunteer hours contributed to the pilot Table 8 Summary of what worked well, areas for improvement and future considerations
vi 1. Introduction
Over the last few years, interest has grown to collaboratively create healthy, just and sustainable food systems in the Halifax region (Fig. 1). Much work across various sectors has contributed to a growing body of evidence around food issues and potential solutions. A significant contribution to this work was the Halifax Food Policy Alliance’s Food Counts: Halifax Food Assessment.1 Food Counts compiled food-related data from a variety of sources and provides an in-depth understanding of food security in the Halifax region.
Another significant contribution to the conversation was the report entitled Making Food Matter: Strategies for Activating Change Together – A participatory research report on community food security in Nova Scotia,2 developed by the Food Action Research Centre (Food ARC) at Mount Saint Vincent University. Making Food Matter highlighted a variety of innovative ideas “ripe for action”. The list of innovative ideas, which included mobile/pop-up fresh and local food outlets, was tailored to the Nova Scotia context to address issues identified through Food ARC’s research.
In October 2014, Halifax Mayor Mike Savage, along with partners, co-hosted a conversation focused on prioritizing key actions to create healthy and livable communities in our region. The results of this conversation are outlined in the Mayor’s Conversation on a Healthy and Liveable Community Report,3 which highlights food issues as one of five priorities discussed by participants. In addition, Halifax’s Regional Municipal Planning Strategy also includes an objective to “design communities that promote community food security.”4
In addition to the reports and projects noted above, the following initiatives and factors were important facilitators in the development of the MFM pilot: • Mobile markets identified as a potential support to help address community food insecurity through a series of community dialogues hosted by Public Health (Central Zone, Nova Scotia Health Authority) 1 Halifax Food Policy Alliance (2015). Food Counts: Halifax Food Assessment. Retrieved from: https:// halifaxfoodpolicy.wordpress.com/resources. 2 Activating Change Together for Community Food Security (2015). Retrieved from: www.feednovascotia.ca/ images/MakingFoodMatter.pdf. 3 Halifax Regional Municipality (2014). Mayor’s Conversation on Healthy and Liveable Community. Retrieved from: www.halifax.ca/council/agendasc/documents/140128ca1131.PDF. 4 Halifax Regional Municipality (2014). Regional Municipal Planning Strategy. (pg 41). Retrieved from: www.halifax. ca/regionalplanning/documents/RegionalMunicipalPlanningStrategy.pdf.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 1 • The advancement of Ecology Action Centre’s Our Food Project5 • Increased focus for Partners for Care in developing and managing food-related initiatives and social enterprises • Inspiring learnings and results from mobile markets in other cities
Many cities, including Toronto and Ottawa, have piloted mobile food markets to increase access to affordable fruits and vegetables in neighbourhoods with limited access to fresh produce. In 2015, the Halifax Mobile Food Market project team connected with colleagues in Toronto and Ottawa who were generous in sharing their lessons learned, as well as resources and tips for developing a mobile market in Halifax. These conversations with partners from Toronto’s Mobile Good Food Market and Ottawa’s Market Mobile suggested that price and convenience were the most important factors for MFM customers. Additional success factors of the markets included partnership development, appropriate selection of market location, logistical capacity to deliver high-quality, inexpensive produce to communities, and effective engagement and training of residents and volunteers.
In spring 2015, it was clear that the conditions for initiating the development of a mobile market in Halifax were abundant. The need to increase food access was clear; relevant, locally focused research was supportive; artners from a variety of organizations and governments were interested in working together to explore the idea further. In response to this momentum, a small project team was formed to further investigate how a mobile market could be developed and piloted in the Halifax region.
This evaluation report presents the story of how the MFM was developed and what was learned through the 21-week summer/fall pilot project. Section two of the report presents local data on food security and food access. Section three then describes how the MFM project was developed outlining key project milestones, while section four provides details of implementation of the pilot project. The next two sections, five and six, describe the evaluation methodology and key findings. The report closes with a short conclusion and a few recommendations for next steps for the MFM.
The findings in this report will be applied by project partners to inform the next steps for the MFM. In addition, we hope that others embarking on similar projects can learn from our process and findings. For more information or to speak to someone about the report, please contact: publichealth@ nshealth.ca.
Figure 1. Description of healthy, just, sustainable food systems as described in the Making Food Matter report
Healthy food systems provide Just food systems honour the Sustainable food systems supportive environments for rights of all individuals to dignified maintain the health of the equitable access to appropriate and equitable access to food, environment without jeopardizing amounts of safe and nutritious including the economic and social the ability of current and future foods as a resource for physical, resources to do so. People working generations to harvest and produce emotional, spiritual and mental within these systems are able to food (farming, fishing, hunting health for all people. People earn an appropriate living and are and foraging). Sustainable food are able to satisfy their needs treated fairly. Just food systems systems restore and protect natural and preferences, and have the also ensure that everyone has resources, because without healthy knowledge, resources and abilities equitable opportunities and abilities environments, we will not have necessary to improve their own to participate in decisions that food. health. affect them.
5 Ecology Action Centre (2014). The Our Food Project: Reconnecting Food and Community. Retrieved from: https:// ecologyaction.ca/ourfood. 2 2. Understanding the Issue
To enhance food security, healthy, culturally appropriate and sustainably produced food must be physically and economically available to all residents. While low income is often the biggest barrier to healthy food access, this barrier is further compounded by living in neighbourhoods with few affordable healthy food retail options. Individuals in areas that are under-served by healthy food retail options face additional challenges accessing healthy food, particularly seniors, newcomers, low- income residents, people with disabilities and single parents with young children.
Individual and community food security are intrinsically linked to the food system. Figure 2 illustrates the main components of the food system and its many influencers and potential supports.
Quick Facts
• In 2012, Halifax had the highest level of household food insecurity of 33 Census Metropolitan Areas across Canada.6 • In 2012, one in five Halifax households experienced food insecurity, meaning they had difficulty accessing enough healthy food on a regular basis. More recent literature indicates that one in seven Halifax households experience food insecurity.7 • Since 2008 there has been a 40.9% increase in food bank use in Nova Scotia and 30.4% of people accessing food banks are under 18 years old.8 • Recent estimates suggest it costs approximately $823 per month to feed a Halifax family of four a basic healthy diet.9 • There are many areas in Halifax that do not have access to grocery stores that supply a full range of food items. • People who experience food insecurity report having poor physical and mental health, as well as chronic health conditions. While low income is often the greatest barrier to accessing healthy food, living in neighbourhoods with few quality, affordable grocery stores or markets can further compound food insecurity.10 • Many Haligonians do not meet their daily fruit and vegetable requirements with only 38% of Halifax residents 12 years of age and older reporting adequate fruit and vegetable intake.11 • Income has a significant impact on fruit and vegetable consumption with individuals who earn less than $20,000 yearly being less likely to meet their fruit and vegetable requirements. Other factors such as lack of access to grocery stores and level of food literacy also affect fruit and vegetable consumption.12
6 Tarasuk, V., Mitchell, A., Dachner, N. (2015). Household food insecurity in Canada, 2013.Toronto: Research to identify policy options to reduce food insecurity (PROOF). Retrieved from: http://proof.utoronto.ca. 7 Tarasuk, V., Mitchell, A., Dachner, N. (2016). Household food insecurity in Canada, 2014.Toronto: Research to identify policy options to reduce food insecurity (PROOF). Retrieved from: http://proof.utoronto.ca. 8 Food Banks Canada (2016). Hunger Counts 2016: A Comprehensive Report on Hunger and Food Bank Use in Canada, and Recommendations for Change. Retrieved from: www.foodbankscanada.ca. 9 Food Action Research Centre (2013). Can Nova Scotians Afford to Eat Healthy? Report on 2012 Participatory Food Costing. Retrieved from: http://foodarc.ca/wp-content/uploads/2013/05/NSFoodCosting2012_Report.pdf. 10 Tarasuk, V., Mitchell, A., Dachner, N. (2015). Household food insecurity in Canada, 2013.Toronto: Research to identify policy options to reduce food insecurity (PROOF). Retrieved from: http://proof.utoronto.ca. 11 Statistics Canada (2014). Canadian Community Health Survey. CANSIM table 105–0501. Retrieved from: http:// www5.statcan.gc.ca/cansim/a05?lang=eng&id=1050501. 12 Statistics Canada (2014). Canadian Community Health Survey. CANSIM table 105–0501. Retrieved from: http:// www5.statcan.gc.ca/cansim/a05?lang=eng&id=1050501. Mobile Food Market - Summer/Fall Pilot Evaluation Report 3 3. Project Development
In early 2015, staff from Public Health (Central Zone) and the Office of the Mayor, along with local community partners, began to work together to determine community interest and capacity for delivering a mobile food market in the Halifax region and to create a governance structure with representatives from communities, businesses and municipal government. The development and implementation of the MFM pilot began with a robust stakeholder engagement process and operated in partnership with local community leaders to leverage available community resources. A description of key project development actions and relevant milestones for the engagement process are described below.
Figure 2. The food system, as illustrated in Food Counts: Halifax Food Assessment
4 Community food security exists when all community residents have access to enough healthy, safe food through a sustainable food system that maximizes community self-reliance and social justice.
Household food security exists when everyone has access to safe, nutritious food of the variety and amount that they need and want, in a way that maintains their dignity.
Definitions from the Food Action Research Centre (www.foodarc.ca)
Creating the Project Team – January/February 2015
In January 2015, the MFM Project Team was established with partners from Public Health and the Office of the Mayor. A project charter was developed in February 2015 (Appendix 1), which defined the project scope, goals, objectives and overall approach to the work. Stakeholder engagement was supported by a facilitator. The Ecology Action Centre joined the project team in the spring of 2015.
Selecting Pilot Communities – February 2015
In February 2015, six potential pilot communities were selected based on community indicators associated with higher levels of food insecurity as well as community capacity and interest in supporting the MFM at a local level. Communities were selected using information from Capital Health’s Population Health Status Report,13 as well as Community Health Profiles14 related to health and food security. The selection criteria for communities included: • Location within HRM boundaries • Serviced by Halifax Transit • Existing community capacity, interest and assets to deliver a successful MFM.
Several indicators from the Population Health Status Report and the Community Health Profiles were also considered: • Total deprivation15 score at the community level • Material deprivation score at the community level • Percentage of seniors • Public and other affordable housing units per 1000 population • Percentage of population self-identified as a newcomer • Percentage of lone parent families • Percentage of low-income families • Grocery store density by community
Engaging Stakeholders – January-July 2015
In January 2015, Public Health with support from the Mayor’s Office, secured a Thrive! Healthy Eating grant from the Department of Health and Wellness. This grant allowed the project team to: • Build connections with community partners • Explore the need for a mobile market • Build a governance and delivery model for a 21-week pilot project
13 D’Angelo-Scott, H. (2014). Population Health Status Report: An Overview of the Health of Our Population. Retrieved from: http://www.cdha.nshealth.ca/public-health/population-health-status-report. 14 Capital Health (2014). Community Health Profiles. Retrieved from: http://www.cdha.nshealth.ca/primary-health- care/community-profiles. 15 A deprivation index is a proxy measure of the health status of a population based on the aggregation of a number of variables representing the determinants of health. Mobile Food Market - Summer/Fall Pilot Evaluation Report 5 The activities supported by the grant included conducting research in preparation for community stakeholder meetings, determining potential municipal policy barriers for mobile markets (e.g., vending bylaws), connecting with potential community partners to explore implementation strategies for a mobile market, developing governance and delivery models tailored to the Halifax region, identifying potential locations for a mobile market and supporting a staff report and presentation to Halifax Regional Council to secure in-kind funding support for a mobile market.
Dialogue Interviews with Stakeholders Between February and April 2015, Public Health staff met with more than 50 stakeholders connected with community organizations or associations located within six potential pilot communities. These stakeholders included potential funders, organizations with a food security or poverty reduction focus, food distributers, local producers and provincial and municipal government staff and elected officials. Stakeholder dialogue interviews (Appendix 2) were then conducted to explore potential delivery and governance models for the MFM. Community assets and needs connected to the pilot were also identified. Recommendations for a governance and delivery model were provided to clarify decision-making processes and potential funding sources were explored.
Feedback from stakeholders confirmed that food insecurity was a serious and growing issue in the identified priority communities and stakeholders demonstrated enthusiasm and support for a mobile food market as part of the solution. Key feedback captured during the stakeholder interviews provided a starting point for an in-person planning session with community partners. In total: • 53 individual stakeholders were interviewed • 6 conversations were initiated with provincial colleagues • 10 email updates were sent to elected officials
Throughout the engagement process, stakeholders spoke to the need for the project to achieve a number of co-benefits, including: • Increasing vulnerable individuals’ access to healthy foods • Building community and social inclusion • Creating a community gathering place • Supporting local food producers • Increasing food skills, job skills and civic engagement
Stakeholder Workshop – April 2015 On April 13, 2015 a stakeholder engagement workshop was facilitated with 45 individuals representing community organizations, food producers, elected officials, municipal staff, and NSHA staff. Participants explored ways to implement a mobile market and identified partners to support next steps associated with launching the pilot (Appendix 3). The goals of the workshop were to: • Co-create a proposed operating approach for the market • Map funding scenarios to ensure MFM sustainability • Identify a team of community partners to launch and implement the pilot
During the workshop, several individuals agreed to participate on the MFM Launch Team, including representatives from each of the six potential pilot communities (described in greater detail below). Key principles for food procurement, including their relative priority, were confirmed by stakeholders. Healthy and affordable fruits and vegetables were identified as the top two priorities, followed by cultural appropriateness, local to Nova Scotia and organic (Fig. 3). Additional topics were also discussed, including community gathering spaces, food supply, evaluation, sustainability, funding, leadership, delivery and marketing (Fig. 4).
6 Figure 3. Priorities outlined by workshop participants to inform purchasing decisions
Figure 4. Visual summary of topics discussed throughout the Stakeholder Workshop
Launch Team Meeting In June 2015, the MFM launch team met to further develop the governance and delivery models, prepare content for funding proposals and identify next steps to prepare for the MFM launch. The launch team included members of the existing project team as well as individuals who had expressed interest during the April stakeholder engagement workshop. Four key topics were the focus of discussion: • Roles for local hosts16 • Roles for the project coordinator • Logistics: kit for the bus, length of markets, cash vs. debit and frequency of markets • Community capacity and local host lead organization (LHLO) selection criteria.
Public Meetings in North Preston and East Preston In July 2015, the project team collaborated with the municipality’s African Nova Scotian Affairs Integration Office to host public meetings in North Preston and East Preston (Appendix 4). Many who attended were community leaders and/or members of local community organizations. In total, 16 Local host refers to the group of organizations, key partners and volunteer leaders who work together to implement the MFM in one of the MFM pilot communities. Mobile Food Market - Summer/Fall Pilot Evaluation Report 7 nineteen attendees participated in North Preston and sixteen attendees participated in East Preston. The purpose of these meetings was to engage in additional outreach to explore the potential need for a mobile food market in each community, strategies to best meet the unique needs of each community, and determine which community groups/organizations might best serve as local hosts to organize the MFM.
Both communities expressed a need for and interest in a mobile food market and generated a number of ideas to ensure the MFM would meet the unique needs of their communities (e.g., locations for the bus to stop, use of a portable debit machine, bright/colourful signage, personal shoppers to assist customers with mobility issues and learning and educational opportunities to complement the market). During the East Preston public meeting, participants suggested that the East Preston United Baptist Church’s Health and Wellness Ministry should be chosen as the LHLO. North Preston residents generated a list of possible LHLOs, which provided a starting point for future conversations.
Securing Municipal Council Approval – August 2015
During the summer of 2015, members of the project team supported the development of a staff report submitted to the Community Planning and Economic Development Standing Committee of Council. At the July 23, 2015 meeting, the committee approved the following two recommendations included in the report: • Council approval for a one-time in-kind donation of a Halifax Transit bus to the Mobile Market Project Team coalition of NSHA Public Health, Ecology Action Centre, Partners for Care and HRM, for use one day per week, for a 21-week mobile market pilot program. • Council to direct staff to develop a policy lens through which to assess municipal responses and actions to social support, health and liveability initiatives.
At the August 4, 2015 Regional Council meeting, council unanimously passed the motion to approve a one-time, in-kind contribution of a Halifax Transit bus for the purpose of a 21-week pilot project.
Pilot Planning with Local Hosts and Partners – December 2015
Using funds from an Evergreen We are Cities grant, potential LHLOs and project partners met in December 2015 to create a four-month work plan, in preparation for the MFM launch. Representatives from Ottawa’s Market Mobile attended the meeting and presented lessons learned from their experience developing and implementing a mobile market.17 The Ottawa Market Mobile representatives acted as advisors throughout the meeting as small groups explored various ideas for how the MFM might be developed in Halifax.
The objectives for the day were to: • Provide an overview of decisions to date • Learn from Ottawa’s Market Mobile experience • Develop a work plan to prepare for the launch of the MFM, including: community outreach and promotion, channels of communication and team coordination, volunteer recruitment and coordination, site selection and needs, schedule details, evaluation and sustainability
After careful consideration of timing, capacity, and community feedback, the original plan to launch the MFM in the winter was shifted to a spring launch.
17 To learn more about the Market Mobile, please see: www.marketmobileottawa.ca.
8 Securing Funding for the Pilot
Through the leadership and support of public, private and community partners funding was secured to support a 21-week pilot. Funders included the United Way Halifax ($33,000), the Nova Scotia Department of Health and Wellness ($15,000), Evergreen: We Are Cities ($5,000), and Doctors Nova Scotia ($1,500). A number of organizations also offered significant in-kind contributions (estimated value of more than $70,000).18
Formalizing Partnerships
During the summer of 2015, the project team approached Partners for Care to be a project partner and to serve as the coordinating organization, which included overseeing administrative and accounting needs and offering strategic business planning advice. Partners for Care was viewed as an ideal project partner, as they were connected to the health system, currently engaged in health- promoting initiatives such as the Common Roots Urban Farm19 and The Mindful Mango,20 and they were a registered charity eligible to receive grant funding.
In January 2016, the project team expanded to form the MFM advisory team composed of NSHA Public Health (Central Zone), the Halifax Mayor’s Office, the Ecology Action Centre and Partners for Care. Table 1 below details each partner’s specific contribution/role in the project.
A terms of reference (Appendix 5) was created outlining the purpose, principles, structure, term and role of the formalized collaborative relationships between project partners during the preparation, implementation and final evaluation of the pilot.
In February and March 2016, partnership agreements (Appendix 6) were developed and signed by each of the five local community hosts. These agreements outlined the responsibilities of the host organization, the project coordinator, the advisory team and LHLOs, as well as expectations regarding the funds provided to local host teams.
Lawrence MacAulay (Federal Minister of Agriculture and Agri-Food), Halifax Mayor Mike Savage and Keith Colwell (Provincial Minister of Agriculture) attending the launch of the East Preston Mobile Food Market.
18 For a full list of partners who supported the project through significant in-kind contributions, see Appendix 20. 19 To learn more about Common Roots Urban Farm, please see: http://partnersforcare.ca/urban_farm. 20 To learn more about The Mindful Mango, please see: http://themindfulmango.ca. Mobile Food Market - Summer/Fall Pilot Evaluation Report 9 Table 1. Description of partner roles Role Role Description Support/Partners Project Coordinator Coordination of the pilot, including Advisory team planning, implementing, evaluating and reporting on the daily operational logistics of the market (Appendix 7). Local Host Lead Support implementation of the pilot Veith House, East Preston Organization focusing on partnership building and United Baptist Church Health public outreach within their local and Wellness Ministry, Fairview community Community Association, YWCA Halifax, Women with a Vision Coordinating Provide accounting, administration, Advisory team Organization business and sustainability planning (Partners for Care) for the advisory team and act as the employer for the project coordinator. Advisory Team Identify priority neighbourhoods, provide N/A in-kind nutrition and evaluation support and act as a convener.
Project catalyst and convener; assist with marketing and promotion, liaise with Regional Council and staff.
Liaise with local farmers and communities, assist with marketing and promotion.
Provide advice and expertise to support the ongoing operational and sustainability planning and evaluation for the MFM. Community A number of local community volunteers Includes community volunteers as Volunteers supported various aspects of the pilot, well as individuals associated with which would not have been successful local organizations. without their support.
Appendix 8 details the MFM volunteer role descriptions, including the time commitment associated with each role and general description of responsibilities.
10 4. Project Implementation
The following section provides a comprehensive description of the MFM pilot project, including the purpose and objectives of the project, target populations, pilot communities, partners involved and the budget including food costs and revenues. Additionally, the distribution method, produce suppliers, and marketing and promotional methods are detailed below.
Purpose and Objectives
The purpose of the MFM pilot was to deliver fresh, healthy, affordable fruits and vegetables in communities within the Halifax region that have limited access to healthy food. The objectives of the pilot were to: • Improve the accessibility of fresh, high-quality, culturally appropriate fruits and vegetables for residents within the MFM pilot communities • Increase engagement and collaboration among and between existing and new partners • Build capacity among community volunteers and local hosts to play an active role in shaping food systems in their communities • Enhance the sense of neighbourhood pride and community engagement among residents and MFM visitors and customers • Assess the market potential for alternative methods of food distribution for underserved communities within the Halifax region
The target population includes low-income residents, seniors, newcomers to Canada, people with disabilities, single parents and people who have difficulty accessing grocery stores or markets. Within the target population, access to food may be limited due to a lack of transportation, an inability to afford the foods that are available, a lack of access to culturally appropriate foods as well as a combination of these factors.
Pilot Communities
In response to the community’s ability to support the project, five communities were selected to participate in the pilot (3 of which were urban communities and 2 rural communities). The civic addresses and LHLOs associated with each pilot site are summarized in Table 2. On May 14, 2016, the 21-week pilot project officially launched in North Preston and East Preston. The full schedule is detailed in Appendix 9.
Table 2. Pilot site locations, market days, times and local host lead organizations Community Civic Address Market Day + Local Host Lead Time Organization East Preston East Preston Recreation Centre, Saturday East Preston United 24 Brooks Road 9:30am-11am Baptist Church Health and Wellness Ministry North Preston North Preston Community Saturday Women with a Vision Centre, 11:35am-1:05pm 44 Simmonds Road North End Devonshire Arena, Saturday Veith House Halifax 3395 Devonshire Avenue 9:30am-11am Fairview Titus Park, Saturday Fairview Community Titus Avenue and Evans Avenue 11:30am-1pm Association
Mobile Food Market - Summer/Fall Pilot Evaluation Report 11 Community Civic Address Market Day + Local Host Lead Time Organization Spryfield Lions Rink, Saturday YWCA Halifax 111 Drysdale Road 1:35pm-3:05pm
Food Box Program – In partnership with the North End Community Health Centre
In addition to the five pilot communities, beginning in June 2016, the MFM received a request from the North End Community Health Centre (NECHC) to support a food box program. The program originally started at the NECHC as a 100 in 1 Day21 project focusing on providing fresh produce to seniors in the area adjacent to the NECHC. Through this partnership, every two weeks, the health centre would collect orders for 50 food boxes, costing $7 each and containing six to seven different fruit and vegetable items that were purchased from the MFM. Customers then had the option to pay in advance or at the time of pick-up. On a biweekly basis, the food boxes were delivered to three Metropolitan Regional Housing Authority seniors’ manors.
Throughout the pilot, an average of 42-46 food boxes were consistently pre-ordered and the remainder purchased at pick-up. The food box program was not an original intention of the MFM project but the summer pilot provided an opportunity to test an alternative model of wholesale food distribution. It is expected that the ability to adapt to varying needs that exist within each community will be key to successful iterations of the project in the future.
Governance Structure
In order to fulfill the overarching purpose and achieve the project objectives, a governance structure, informed by stakeholder engagement, was created to support implementation. The governance structure included a project advisory team, a project coordinator abd local host organizations/teams. The project coordinator worked with a group of core volunteers to assist with market preparation and had volunteer market assistants that supported her on market days. Local host teams were supported by community volunteers in each of the pilot communities.
The advisory team provided leadership and support to the implementation and evaluation of the project and engaged community partners, funders and private businesses in ongoing project development. The team included representatives from Partners for Care, NSHA Public Health (Central Zone), Ecology Action Centre and the Halifax Mayor’s Office.
The project coordinator was responsible for the day-to-day logistics of the MFM, including planning and preparation, market coordination, volunteer recruitment, management and support, communications, and administration. The project coordinator also participated in advisory team meetings.
Local host teams supported implementation of the MFM, with a focus on partnership building, community outreach, operational logistics, volunteer recruitment and management and communications.
21 To learn more about the 100 in 1 Day initiative, please see: https://halifax.100in1day.ca. 12 Produce Suppliers
In March 2016, the advisory team asked two potential large retail suppliers the following questions in order to determine an appropriate partner for the project: 1. Please provide us a “cost in time” per pound for each item listed. Note that we won’t necessarily be selling each item on every market day and we may wish to add additional items, based on community demand. 2. Are there other ways in which you envision supporting the mobile market (e.g., marketing and promotional support)? What type of recognition would you expect to receive if you are the supplier of choice? 3. To what extent are you able to provide local (grown in Nova Scotia) and/or organic produce? 4. Do you have a proposed location where we would retrieve items for the market and is this flexible? 5. Would you be okay with selling your product alongside product from a small scale local producer? 6. Anything else you would like to share with us?
The advisory team chose to partner with the Atlantic Superstore. Produce was purchased in bulk from Atlantic Superstore and at prices consistent with discount grocery operations. The produce ordered was based on customers’ preferences and included a mix of seasonal, local and conventional foods.
In addition, the advisory team also partnered with a local producer to boost the availability of local food at the market and to support the local food economy, which aligned with one of the original MFM principles of supplying local foods. The advisory team connected with a few local producers that had expressed an interest in the project and/or that had the capacity logistically to meet the project’s needs. Based on a combination of the interest of the producer, logistics of food pick-up and cost, Elmridge Farm was selected. The project coordinator made purchasing local produce a priority, dependent on cost. For example, local produce was purchased when the produce was equivalent to or less expensive than the comparable produce from the main supplier. The first delivery of local produce from Elmridge Farm was provided to the market on June 25, 2016.
Design and Retrofit of a Halifax Transit Bus
Halifax Regional Council approved the one-time in-kind donation of a Halifax Transit bus and operator for the duration of the 21-week pilot. The bus design (Fig. 5) was created to provide a visually appealing display of produce which was easy to install, transport, and clean. The design concept dealt with the challenge of transforming the physical space of a Halifax Transit bus to a community gathering space. The following principles informed the final design of the bus: • Storage: When not being used for the MFM, the bins used for storing produce could be stacked efficiently for storage. • Ease of installation: Each frame could be handled by one person. To install, frames were lowered over the back edge of each seat, and securely positioned. Bins were then dropped into place for produce storage. • Secure during transit: All bins were secured during transit to avoid movement. Figure 5. Rendering of design for the bus Mobile Food Market - Summer/Fall Pilot Evaluation Report 13 • Cleanliness: Each frame was constructed out of painted plywood with vinyl graphics, while bins were plastic allowing for easy cleaning. • Experience: MFM customers entered the bus from the back door and were greeted with two aisles of colourful fruit and vegetables displayed in bins of varying depths (e.g., potatoes in deep bins, apples in medium bins and berries in shallow bins). MFM customers could collect their groceries while moving to the front of the bus to pay for their purchase. The front door was used to exit the bus.
Detailed diagrams illustrating the flow of the Halifax Transit bus as well as the project component included in the bus design can be found in Appendix 10.
Pilot Expenses, Projected Revenues, and Produce Sales
The pilot was supported by several funders, including the United Way of Halifax, the Nova Scotia Department of Health and Wellness, Evergreen: We Are Cities and Doctors Nova Scotia. Other major supporters included Halifax Transit, Atlantic Superstore and Elmridge Farm.
Pilot Expenses A pilot budget was developed for the advisory team to support human resource costs (e.g., project coordinator salary, local host team funds) and project operational costs (e.g., start-up supplies, mileage, branding and promotion, printing). LHLOs were also allocated funds that they could use to fund staff time or to support purchasing local site supplies (e.g., equipment, signage, promotional material). At the end of the pilot, each organization was required to submit a Local Host Funds Report (Appendix 11). Table 3 below summarizes the original budget for major pilot expenses.
Table 3. Key expenses associated with the pilot Expenditures Budgeted Personnel $32,276
Planning & Training $3,351 Operations $16,907 Subtotal $52,534 Contingency (5%) $2,627 Total $55,161
Projected Revenues Prior to the pilot, the advisory team calculated projected food sales and revenues based on monthly market sales and average amount spent per customer at mobile markets in Toronto and Ottawa. The team originally anticipated a gradual growth in the number of customers per market week with a conservative increase in average sales per customer. The following assumptions informed the development of a budget including amounts for food costs, food sales and food waste: • 21-week pilot project • Three community sites per week (total of six participating communities22) • Average of 18 customers per market site • $6.50 average sale per customer • Food sold at cost plus 20% • 10% food waste per week 22 A total of five communities participated in the pilot with the bus visiting North Preston and East Preston one week and North Halifax, Fairview and Spryfield the following week. 14 The following equations were used to provide anticipated food costs and revenues for the MFM pilot: • Gross Food Sales was calculated using 18 customers x $6.50 average sale x 3 sites x 21 weeks) = $7,371 • Food Costs were calculated by taking 90% of Gross Food Sales (80% to account for mark-up and 10% to account for unsold food or spoilage) ($7,371 x 90%) = $6,634 • Gross Profit = Gross Food Sales ($7,371) – Food Costs ($6,634) = $737
Produce Sales During the pilot, sales expectations and customer attendance far exceeded original projections. Table 4 below details differences between original projections and final sales data.
Table 4. Comparison between original sales projections and final Mobile Food Market sales Original Sale Final Sales Difference Projections (Averages) # of customer 18 39 Total # of customer transactions was 2.2 times transactions per greater than original projection. week Average amount $6.50 $9.16 Average amount spent per customer was 1.4 spent per times greater than original projection. customer Total customer $117 $406 Total customer sales per market was 3.5 times sales per market greater than original projection.
The project video was produced by Nova Scotia Health Authority and can be viewed at www.mobilefoodmarket.ca.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 15 Marketing and Promotion
Marketing and promotion of the MFM was supported through the development of outreach materials distributed in pilot communities. Table 5 outlines a list of the outreach materials created for the MFM (Appendix 12).
Table 5. List of outreach materials
Outreach Product Descriptions Project Backgrounder Summarizes the development of the pilot and provides a brief project description. Key Messages/ Provides a brief project background, key messages and common answers Questions & Answers to a number of questions related to the MFM pilot.
Official Launch Outlines the details of the official launch of the MFM on May 14, 2016 in Poster North and East Preston. Video Details the initiation of the MFM, including the engagement phase of the pilot, to demonstrate broad impacts of the MFM. Shared on MFM website and via social media. Price Cards Communicate product pricing with customers. Door Knockers 600 door knockers were printed and distributed across all five pilot communities. Posters 250 posters were printed to promote MFM locations and dates. Postcards 1,500 postcards were created to promote location and dates. Banner A large outdoor vinyl banner was displayed on the outside of the bus at each market stop. Email Reminder Weekly email reminders detailing dates, locations and produce for sale were sent through a listserv. Website Provided information regarding locations, schedules, what to expect, partners and contact information (www.mobilefoodmarket.ca). Facebook Page Provided current information regarding the MFM schedule, weekly produce, volunteer opportunities, pictures and other community events occurring at the market (www.facebook.com/mobilefoodmarket).
16 5. Evaluation Methodology
The following section details the evaluation process, approach, purpose and key questions, as well as the data collection tools and methods employed for the MFM evaluation.
Process
The advisory team collaboratively developed a logic model (Appendix 13) to define resources, activities, outputs and outcomes of the pilot and to define key objectives for a pilot evaluation. An evaluation framework was also developed, which focused on assessing both the development (pre- pilot) and implementation (pilot) phases of the project beginning in November 2014 and ending in October 2016.
Approach
Due to the innovative and dynamic nature of the pilot, it was decided that the use of a developmental evaluation approach would best support evaluative thinking among members of the advisory team, while also encouraging reflective processes to promote timely feedback. During the initiation of the pilot, an evaluator and a research analyst from Public Health joined the advisory team to provide a comprehensive understanding of the evolving evaluation processes and to support decision-making processes throughout the pilot. This also provided an avenue for evaluation findings to be shared with the advisory team on an ongoing basis to support participatory decision-making processes.
Purpose
The purpose of the evaluation was to assess the extent to which the original project objectives were achieved, while also identifying and highlighting key lessons learned during the pilot to inform next steps. To achieve this, the following evaluation questions were developed:
1. To what extent did the MFM increase the accessibility of fresh, high-quality, culturally appropriate fruits and vegetables for residents within the MFM pilot communities? • To what extent did the MFM increase the physical accessibility of fresh, high-quality, culturally appropriate fruits and vegetables for residents within the MFM pilot communities? • To what extent did the MFM increase the affordability of fresh, high-quality, culturally appropriate and vegetables for residents within the MFM pilot communities? 2. Did the MFM impact fruit and vegetable consumption among MFM customers? 3. What effect did the MFM have on enhancing community engagement and collaboration among and between existing and new partners? • To what extent did the MFM build capacity among community volunteers and local hosts to actively shape food systems in their community? • What impact did the MFM have on the sense of neighbourhood pride and community engagement among residents, MFM visitors and customers? 4. What lessons were learned during the development (pre-pilot) and implementation phases of the MFM pilot? • Which strategies (e.g., MFM communications, outreach, promotion, volunteer recruitment, food literacy) worked well and which strategies provided opportunities for improvement?
Mobile Food Market - Summer/Fall Pilot Evaluation Report 17 Data Collection
Several data collection methods and tools were established to support an evaluation of the MFM pilot: • Customer/visitor feedback posters and comment cards • Customer/visitor surveys • Tracking of market sales • World café conversation with Local Host Teams and community volunteers • A key informant interview with the project coordinator • A focus group with the advisory team • Journaling
Customer/Visitor Feedback Posters and Comment Cards To obtain ongoing feedback from MFM customers and visitors, a feedback poster was used at each market to capture what customers/visitors most liked about the MFM and any suggestions for improvement. Customer/visitor comment cards (Appendix 14) were also available to allow customers to provide feedback anonymously. To limit respondent fatigue, customer feedback was not collected during markets when customer/visitor surveys were being administered.
All customer/visitor feedback was thematically analyzed and unique and common feedback among pilot sites was consolidated, summarized and shared with the advisory team weekly to inform ongoing operations. When operationally feasible, suggestions for improvement were implemented by the advisory team. For example, many customers provided suggestions regarding preferred produce options. When feasibly possible, the project coordinator would purchase suggested items for the following market.
Customer/Visitor Surveys A customer/visitor survey (Appendix 15) was administered in each of the selected communities to determine the impact the MFM had on increasing accessibility (including physical and financial access) to fresh, high-quality, culturally appropriate fruits and vegetables within the five pilot sites. The draft survey was reviewed by the advisory team and modifications were made based on feedback. The survey was then tested by a convenience sample of seven local partners from the pilot communities to ensure the content and language was clear. The final survey consisting of nine questions collected information regarding: • Respondents’ purchasing patterns (return vs. new customer) • Method of transportation • Customers’ perceptions regarding the affordability and accessibility of MFM produce • Extent to which customers felt the market was a fun and welcoming place • Customers’ likelihood of attending a year-round MFM.
Surveys were administered by MFM volunteers, a Public Health research analyst and a Public Health student at weeks 3, 6 and 9 of the pilot in each of the communities to capture feedback at the beginning, midpoint and end of the pilot. Figure 6 details the respective dates for each survey round within each pilot community. Following each round of surveys, all survey respondents were entered into a draw to win a $20 MFM gift card as an incentive for participating. One winner was selected for each survey round. Many residents at the Fairview and Spryfield sites were not fluent in English; translation support was provided by NSHA to facilitate completion of the customer surveys during the third survey round.
In addition to the paper survey, an online survey was created for residents who, for a variety of reasons, were unable to complete the paper survey. For example, several customers had friends, 18 family or caregivers purchase their groceries as they were unable to personally attend the market due to mobility challenges. There were also regular customers who were simply unable to attend the market on the day when surveys were administered. The online survey was created using Select Survey®, launched over a four-week period between August 15 and September 10, and promoted through an embedded survey link on the MFM website and Facebook page. Email reminders were also sent to customers.
All qualitative feedback was thematically analyzed and key themes are described in the Evaluation Findings section. Key survey findings were shared with the advisory team for review and collaborative interpretation following each survey round to inform ongoing MFM operations. Survey findings and sales data were also shared with each LHLO following the first survey round and at the end of the pilot (Appendix 16).
Figure 6. Survey administration dates for each respective pilot community
Survey Round #1 Survey Round #2 Survey Round #3 June 11, 2016 - July 23, 2016 - East Sep 3, 2016 - East East Preston, North Preston, North Online Survey Preston, North Preston Preston Aug 13 to Sep 10, Preston June 18, 2016 July 30, 2016 2016 Sep 10, 2016 - Halifax, Fairview, - Halifax, Fairview, - All communities - Halifax, Fairview, Spryfield Spryfield Spryfield
Tracking Market Sales Weekly sales data was provided by Partners for Care and the project coordinator and then entered into an Excel spreadsheet in order to track market sales. The following sales information was collected for the 21-week pilot, as well as the sales information for each pilot community: • Total market sales (includes: customer sales and after-market sales to community groups, and NECHC Food Box sales) • Total customer market sales (excludes: after-market sales and NECHC Food Box sales) • Total number of customer transactions (excludes: after-market sales and NECHC Food Box sales) • Average number of customer transactions • Average number of customers per market • Average amount spent per customer
World Café Conversation with Local Host Teams and Community Volunteers To capture additional context, a world café23 was facilitated with local host teams and community volunteers from the pilot communities on September 22, 2016. The purpose of the world café was to capture feedback regarding the key impacts of the MFM on local communities and partnerships and to capture lessons learned from the perspective of community members involved. The following questions were discussed during the world café: • From your experience, what have been some of the most positive impacts of the Mobile Food Market within your community? • What impact has the Mobile Food Market had on partnerships within and/or between your community and other communities? • Reflecting back on the pilot, what have been some key learnings? 23 A world café is an approach to hosting meaningful conversations, in groups of various sizes, to surface collective knowledge and allow for sharing of ideas and insights to create a deeper understanding of the issues. To learn more about the world café approach see www.kstoolkit.org/The+World+Cafe. Mobile Food Market - Summer/Fall Pilot Evaluation Report 19 A total of 19 individuals representing local host teams, community volunteers and the NECHC Food Box program attended the world café. During the activity, participants were encouraged to discuss the first question with others from their respective communities with the intent of capturing community-specific impacts of the market. For the second and third questions, participants connected with individuals from other communities to provide an opportunity for sharing and learning.
Members of the advisory team facilitated the world café capturing detailed notes for each group. In addition, one member of the Project Advisory and a Public Health student took detailed notes throughout the activity. All notes were cross-referenced, consolidated and analyzed to identify common themes. Feedback collected through the world café is detailed throughout the findings section including verbatim quotes. The world café was exploratory in nature, therefore the findings are not intended to be generalized or quantified.
Key Informant Interview with the Project Coordinator A two-hour key informant interview (Appendix 17) was facilitated with the MFM Project Coordinator on September 28, 2016. The purpose of the interview was to identify key successes and challenges associated with the MFM operations, as well as potential suggestions to address the challenges identified.
Focus Group with the Advisory Team A two-hour focus group (Appendix 18) was conducted on October 5, 2016 with advisory team members to identify key successes and challenges associated with the MFM, assess the impact of the MFM on community engagement and collaboration and on building the capacity of community members to actively shape food systems in their community, and to capture any other unexpected outcomes fulfilled by the MFM. Two members of the advisory team were unable to attend the focus group due to scheduling conflicts.
Journaling Throughout the pilot, journaling was used to capture additional context to inform the MFM evaluation, such as the number of volunteer hours, community activities occurring concurrently with the MFM and media coverage of the MFM. This information was gleaned throughout the pilot during advisory team meetings and through email communications. Based on the content, the information was themed and summarized and is incorporated throughout the findings.
20 Limitations
• Customer/visitor feedback posters were designed to capture positive feedback as well as areas for improvement based on respondents’ experiences at the MFM. Despite this, it is possible that respondents may have experienced social desirability bias in which they responded to questions in a socially desirable way. To reduce bias, respondents were provided with the opportunity to share their feedback anonymously on a customer/visitor comment card if they preferred. • Because surveys were conducted three times during the 21-week pilot, respondents may have experienced survey fatigue. Strategies were implemented to avoid this, such as identifying clear goals for each survey question, limiting the length of the survey to one page double-sided and keeping the number of surveys at three. • In several of the MFM pilot sites there were language barriers which may have limited respondents’ comprehension of the customer/visitor survey questions. To manage this, NSHA provided translators from Nova Scotia Translation Services for the third survey, specifically to support Arabic- and Napali-speaking residents to complete the survey. • Throughout the pilot there were several factors impacting the ability to track MFM sales data. These factors included: • Differences between the products ordered and the products delivered on the market day (e.g.,16 peppers ordered and a case of 35 peppers provided by the distributor) • Inconsistencies in MFM volunteers managing the market cash. Many MFM volunteers would work only one shift per month therefore mistakes were not uncommon. Potential mistakes included ringing in items incorrectly (e.g., cherry tomatoes versus whole tomatoes), reporting purchase as debit versus cash, providing the incorrect change and deletion of orders
Mobile Food Market - Summer/Fall Pilot Evaluation Report 21 6. Evaluation Findings
The evaluation findings were informed by a total of 281 survey respondents, customer/visitor feedback via comment cards and feedback posters, a world café with local host teams and community volunteers, a key informant interview with the project coordinator and a focus group with the advisory team. See Appendix 19 for a detailed summary of the percentage of survey respondents from each of the pilot communities.
Key findings will be presented in the following sections: • Impact on food access • Impact on fruit and vegetable intake • Impact on neighbourhood pride and community engagement • Impact on collaboration among existing and new partners • Impact on capacity of residents and volunteers to shape food systems in their community • Lessons learned
1.0 IMPACT ON FOOD ACCESS
Customer/visitor surveys, feedback posters and comment cards were developed and used to assess the impact of the market on the physical accessibility and affordability of fresh, high-quality, culturally appropriate fruits and vegetables among residents within the five pilot communities.
Physical Access to Fruits and Vegetables
A total of 93% survey respondents strongly agreed or agreed that the MFM location made it easier for them to buy fresh fruits and vegetables. Consistent with the survey findings, feedback provided through customer/visitor feedback posters and comment cards highlighted satisfaction with the convenience and accessibility of the MFM. This was associated with an increased ability to purchase fresh fruits and vegetables within their community.
“It provides access to quality foods “It’s very accessible to low income for healthy living in communities families, i.e. walking distance.” outside of the city.” – Poster/Comment Card, North End Halifax – Poster/Comment Card, East Preston
To obtain a deeper understanding regarding the impact of the MFM on customers’ physical access to fruits and vegetables, survey respondents were asked to identify how they travelled to the MFM and how long they spent travelling to the market. Figure 7 illustrates the overall survey results of how customers/visitors were travelling to the MFM.
Primary modes of transportation differed between urban and rural communities. In North End Halifax, Fairview and Spryfield, more customers/visitors walked, biked and took public transit to the MFM, while residents in East Preston and North Preston reported carpooling and using their own vehicle more often. Furthermore, survey respondents reported spending an average of 8 minutes travelling to the MFM. Figure 8 notes the variation in the duration of travel between communities with Spryfield customers/visitors spending an average of 13.4 minutes travelling to the market and North Preston residents spending only 3.5 minutes.
22 Figure 7. How customers/visitors travelled to the MFM
Figure 8. Average number of minutes customers/visitors spent travelling to the MFM
“It makes a huge difference not only to myself but also to the seniors in this area, low income people, and people with disabilities like myself. You don’t have really far to walk to get to it and that makes a huge difference to me and my family.” – Fairview Resident
Affordability of Fruits and Vegetables
When asked, 93% of survey respondents strongly agreed or agreed that the prices at the MFM made it easier for them to buy fruits and vegetables. Consistent with the MFM’s main objective of providing fresh, affordable produce to residents, customer/visitor comments provided within the feedback posters, comment cards and surveys highlighted the significance of affordability of produce available at the MFM.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 23 “[The market] makes it easier for low “It makes us healthier and not forced income people to get produce.” to do without because of exorbitant – Survey, Spryfield prices.” – Survey, Fairview
In particular, customers valued the ability to purchase items as a single portion (e.g., bagged grapes, single head of garlic) at affordable prices, particularly for those living alone such as seniors. During the world café, individuals from North End Halifax also described the benefit of customers having the ability to purchase small single-serving portions of produce at the market (e.g., single onions). This was especially valued by seniors allowing them to purchase groceries based on their needs while also maintaining their food budget. Communities also highlighted how the affordability of products at the market allowed customers to try new foods they may not have otherwise had the opportunity to try.
“I like the amounts. You can buy one “People don’t have to take such a big or two of most items for people living risk in trying new things.” alone, mainly seniors, this is great” – World Café, North End Halifax – Poster/Comment Card, East Preston
Fresh, High-Quality Fruits and Vegetables
When asked, 94% of survey respondents strongly agreed or agreed the MFM made it easier for them to buy fruits and vegetables in good condition.
Customer/visitor feedback provided through comment cards, posters and surveys supported this finding, highlighting satisfaction with the quality and freshness of the produce at the market.
“The veggies and fruit are very fresh.” “How fresh and beautiful the produce – Customer/Visitor Comment Card, East Preston was and the reasonable prices.” – Customer/Visitor Comment Card, East Preston
Culturally Appropriate Fruits and Vegetables
When asked, 89% of survey respondents strongly agreed or agreed the MFM made it easier to buy fruit and vegetables that met their family and cultural needs.
While customer/visitor feedback highlighted appreciation for the variety of foods available at the market, feedback also included the need for more foods from other cultures to support the diversity of customers visiting the market.
Customer/visitor comments and feedback supported the survey finding that the market made it easier to buy fruits and vegetables that met their families’ needs. These comments were often in reference to their children.
24 2.0 IMPACT ON FRUIT AND VEGETABLE INTAKE
“Have more cultural produce since “I can feed my children healthy multicultural community, e.g., cilantro, snacks thanks to you!” I EAT MOREeggplant, MY FAMILY okra.” – Poster/Comment Card, Fairview FRUITS AND EATS MORE VEGETABLES – Survey,FRUITS AND Fairview I EAT MORE MY FAMILY BECAUSE I VEGETABLES SHOP AT THE BECAUSE WE FRUITS AND EATS MORE MFM SHOP AT THE VEGETABLES FRUITS AND To determine the impact of the MFM on customers’ produce consumption,MFM MFM customers/visitors BECAUSE I VEGETABLES were asked whether the market had increasedDoes their not apply personal as12 well as their17 family’s fruit and SHOP AT THE BECAUSE WE vegetable intake. MFM SHOP AT THE Strongly disagree 12 11 MFM and disagree Does not apply 12 17 When asked, 75% of survey respondents stronglyStrongly agreeagreed & or agreed76 that they72 eat more fruit and agree vegetables because of the market. Similarly, 72% of survey respondents strongly agreed or agreed Strongly disagree 12 11 that their family eats more fruit and vegetables because of the market. Figure 9 details all MFM and disagree customer/visitor responses regarding the impact of the market on fruit and vegetable intake. Strongly agree & 76 72 agree Strongly disagree and disagree Does not apply Strongly agree & agree Figure 9. Impact of the Mobile Food Market on customers’ fruit and vegetable intake
100 Strongly disagree and disagree 12% 11% Does not apply 12% 17% Strongly agree & agree 75 76% 72%
50 100 12% 11%
25 12% 17% 75 76% 72% 0 I eat more fruits and My family eats more fruits and vegetables because I shop at vegetables because we shop 50 the MFM at the MFM
!4 25 “Since [the market] has been open I’ve “[The market has] helped us a lot. No 0 eaten more vegetables than I’ve ever more junk food, no chips,I eat lots more fruitsof waterand My family eats more fruits and eaten.” and lot of fruits. Keepvegetables coming because up I shop to at vegetables because we shop the MFM at the MFM – Survey, East Preston the community, I love it.” – Survey, North Preston !4 Survey respondents and customer comments provided on the feedback posters and comment cards highlighted the positive impact of the market on their personal as well as their families’ fruit and vegetable intake and their overall diet.
“My children have taken a greater interest in the quality of food in our home and are more eager to try new foods.” – Survey, North End Halifax
Mobile Food Market - Summer/Fall Pilot Evaluation Report 25 3.0 IMPACT ON NEIGHBOURHOOD PRIDE AND COMMUNITY ENGAGEMENT
The Market is a Fun and Welcoming Place
To determine the impact of the market on neighbourhood pride and community engagement, MFM customers/visitors were asked about the impact of the MFM on their community in the market survey. A total of 95% of survey respondents strongly agreed or agreed the MFM was a fun and welcoming place to visit. The written responses on the survey echoed this.
“A social experience. It’s great [for “I love the mobile market. It’s those] who have difficulty getting to convenient and it brings the the city.” community together. Staff are really – Survey, East Preston friendly too, very good feature.” – Survey, North Halifax
Creation of Community Gathering Spaces
The MFM created community gathering spaces where customers could get to know their neighbours, other customers and volunteers. Feedback shared by MFM volunteers and local host leads during the world café, as well as through customer/visitor comment cards and posters, highlighted how the MFM also provided a physical space for residents from diverse cultural backgrounds to gather and interact. In Fairview, which has a relatively high population of newcomers, the market created a welcoming atmosphere for residents to socialize and connect with one another.
“A lot of people in Fairview don’t speak the same language but we all speak the same language of food.” – World Café, Fairview
“I love it! It’s fresh, exciting, creative “It has brought the community and a great way to bring community together every second Saturday in a together.” positive fulfilled way.” – Poster/Comment Card, North End Halifax – Survey, North Preston
The MFM helped to facilitate interactions between communities. In East Preston and Fairview, residents from surrounding communities were reported to be attracted to the idea of the market and took the initiative to visit these communities to support the pilot.
The MFM has also promoted community spirit and pride while providing a space for intergenerational relationships to solidify.
“Enjoyed the community spirit during this shopping event. Really enjoyed to see the young children helping parents and grandparents.” – Survey, East Preston
26 In addition to the sale and delivery of fruits and vegetables to communities, many of the pilot sites offered a variety of community activities in partnership with local organizations during MFMs. This helped create engaging community gathering spaces. Activities included:
• Visits from NSHA Community Health Team and Atlantic Superstore dietitians who provided nutrition tips, recipes, and samples • Recreation activities provided by Halifax R.E.C. Van • Art tables for children hosted by volunteers, EAC staff, etc. • Live music • Napoli and Syrian coffee ceremonies • Zumba
Encouraging Community Ownership
During the world café, participants reflected on a sense of shared community ownership of the MFM. Local community volunteers, for example, described the feeling of having a genuine impact on their community through their involvement with the MFM. Members of the advisory team also reported the MFM had helped enhance co-ownership among community members in shaping a service that would meet the unique needs of their community.
“It brought groups that work together “This is something you can do. You to come together once again, but in feel involved and you can talk to this case, in a much different way.” people.” – World Café, North End Halifax – World Café, Spryfield
“…I also believe that people see [the market] as an opportunity just to socialize. People are coming, they’re shopping, they’re talking, they’re engaging and they’re doing it in their communities...” – Dr. Wanda Thomas Bernard (Local Host Lead for East Preston), Shades of Green Interview
Mobile Food Market - Summer/Fall Pilot Evaluation Report 27 4.0 IMPACT ON COLLABORATION AMONG EXISTING AND NEW PARTNERS
Community Engagement and Partnership Development
Within each pilot community, partners identified a LHLO to provide leadership to the project within their community. The LHLO worked with key partners and volunteer leaders to form a local host team to oversee implementation of the MFM at the local level. Each local host team built upon existing relationships to identify leaders and volunteers within their communities and expand support for the market as a whole. Throughout the pilot, local host teams advised on various aspects of the project and helped champion the project within their respective communities.
Throughout the MFM pilot, community engagement has been integral to the project’s success. During a world café with LHLOs and community volunteers, participants described how the MFM has provided a tangible project encouraging diverse residents and community organizations, who would not typically partner, to work collaboratively toward a shared common goal. According to communities, the MFM not only helped strengthen existing partnerships within communities, it also encouraged the development of new partnerships. For example, in Fairview, newcomers and long-time residents teamed up to collectively support the market and create a welcoming space for residents of all backgrounds.
The MFM has also helped strengthen existing relationships between community partners. For example, many of the pilot communities serviced by the MFM including Fairview, north end Halifax and Spryfield are home to newcomer families. To encourage families to attend the market, the LHLOs and the project coordinator worked with the Immigrant Services Association of Nova Scotia (ISANS) to access interpreters. In Spryfield, a new relationship was formed between the LHLO (YWCA) and ISANS when several ISANS staff visited the weekly market to support language interpretation for newcomer families attending.
An evaluation question focused on determining what effect the MFM had on enhancing community engagement and collaboration among and between existing and new partners. To capture this information, the project coordinator asked each LHLO to provide a list of local community partners involved in the MFM pilot. After the information was collected for each community, consolidated lists were shared with each LHLO to validate the information and identify which of the named partners were existing partners and which were new partners.
Photo: Sydney MacLennan
28 Table 6 details the local host organizations as well as new and existing partners created through the MFM. New and existing partners are not identified for Fairview because this site was supported through a group of local community volunteers, some of which were associated with community organizations. Appendix 20 provides two figures detailing partners involved in the pre-pilot stage as well as during the pilot stage of the MFM.
Table 6. Local host lead organizations and partners Local Host Lead New Partners Existing Partners Organization East Preston United • Ceasefire • Boys and Girls Club Baptist Church Health • East Preston Gives Back • East Preston Day Care Centre and Wellness Ministry • Let’s Grow Together • East Preston Family Resource • Lions Club Centre • Stetsons and Spurs • East Preston United Baptist Church • Seniors Group Ladies Auxillary • East Preston Recreation Centre • Girl Guides • Rate Payers Association Women with a Vision • Ceasefire • Cain Family Society (North Preston) • Home Warming (Clean Nova • North Preston’s Future Scotia) • Saint Thomas Baptist Church Fairview Community Many organizations in Fairview • Chebucto Community Health Board Association had previously worked together • Fairview Family Resource Centre on different community inititatives, • Halifax Regional Police however the MFM was the first time • Immigrant Services Association of the group collaborated on one single Nova Scotia cause. • Keshan Goodman Library • United Way of Halifax: Action for Neighbourhood Change Veith House • 100 in 1 Day Halifax • Mulgrave Park Centre for Caring (North End Halifax) • Communities in Progress and Learning • Future Roots • Needham Recreation Centre • North End Community Health • North End Community Circle Centre • Our Food Project (EAC) YWCA Halifax • African Community Investment • Chebucto Connections (Spryfield) Cooperatives of Canada • Chebucto West Community Health • Food Action Network of Board Spryfield • ECHO Hub • Youth Health Centre (NSHA) • Pathways • Spryfield Lions Rink • St Paul’s Family Resource Institute
Partnership Development for Advisory Team
During a focus group with the advisory team, members highlighted how the market has not only strengthened partnerships within and between communities but also strengthened partnerships for members of the advisory team who represent several organizations. This would include the municipality, Nova Scotia Health Authority and a local not-for profit organization. For example, members from Public Health discussed several benefits associated with the partnerships developed through the pilot including:
Mobile Food Market - Summer/Fall Pilot Evaluation Report 29 • The development of trusting relationships between Public Health and MFM communities. This was cited as being valuable for Public Health working with communities in the future. • Increasing understanding among the public regarding Public Health’s broad role. • Strengthening existing relationships within Nova Scotia Health Authority, as well as with the municipality and other partners. • Application of lessons learned to future Public Health work.
The Ecology Action Centre (EAC) also listed benefits of their involvement with the MFM including: • Expanding community food actions to new communities and forging new relationships within these communities. • Fostering deeper relationships with key stakeholders including the municipality and the health authority, as well as positive partnerships with private industry. • Facilitating ongoing learning regarding strategies for collaboration with the municipality. • Communicating with EAC’s member base and board about strong program level impact.
Volunteer Engagement
Throughout the MFM pilot, volunteer recruitment, engagement and training were key responsibilities of the project coordinator and local host teams. During a focus group with the advisory team, members reflected on the various benefits of proactive community engagement with key stakeholders, potential partners and residents in the pilot communities, prior to and during the MFM pilot. According to members, this helped enhance community ownership of the project.
During the pilot, the numbers of volunteer hours contributed to the project were tracked as well as the number of new volunteers recruited to support the market. Table 7 presents volunteer participation during the pilot for each community as well the total for all communities. It also includes the volunteer hours of the core volunteers that supported the project coordinator. The combined volunteer hours totaled more than 1,362 hours during the duration of the pilot. MFM volunteers included youth, seniors, long-time residents and newcomers. Volunteers helped to facilitate connections across generations and cultures.
“Nothing would have happened without the work of community “It brought groups that work together members, as well as organizations. to come together once again, but in It took so many people in the this case, in a much different way.” community to make it happen!” – World Café, North End Halifax – World Café, Fairview
30 Table 7. Total number of volunteer hours contributed to the pilot Community Total # of Volunteer Average # of Total # of Volunteers Hours Volunteers/Market Recruited East Preston 131 8 12
North Preston 169.5 5 17
Fairview 203.5 10 32
North End Halifax 183.5 10 8
Spryfield 86 6 17 Core Volunteers 589 N/A N/A (MFM Assistants, market prep, set-up, take down) Total 1,362.5 8 86
Mobile Food Market - Summer/Fall Pilot Evaluation Report 31 5.0 IMPACT ON CAPACITY OF RESIDENTS AND VOLUNTEERS TO SHAPE FOOD SYSTEMS IN THEIR COMMUNITY
Changing Community Conversations About Food
Since launching, the MFM has received a great deal of media coverage that has helped shine a light on food access issues in Halifax neighbourhoods, while also helping to change conversations about food and food issues. The positive media coverage included not only traditional print, radio and television, but also reports, newsletters and magazines from partner organizations and funders. Between June 2015 and October 2016, the project was featured in 31 media stories. Appendix 21 provides a complete list of the media stories produced throughout the pilot.
A sample of the many media articles released over the course of the pilot.
The MFM has also helped enhance community awareness regarding the role the municipality can play in supporting food security projects. There was also a shared sentiment that the market was about more than simply food and that the MFM has helped encourage broader thinking around health. During the world café conversation, community members from north end Halifax described the market as shifting customer relationships and attitudes toward food. The market was also associated with raising the public’s and volunteers’ awareness regarding food security.
“Thinking differently not just about “I saw just how hungry people are.” eating, but about overall health and – World Café, North End Halifax wellbeing.” – World Café, North End Halifax Community Food Leaders
The establishment of local host teams created opportunities for organizations and groups to tackle other food-related issues in their community. For example, through their involvement in the MFM pilot, the local host team in Spryfield identified an opportunity for strengthening the focus on food work within the community. In response, the local host team created the Food Action Network of Spryfield comprised of individual organizations focused on supporting additional food-related discussions within their community.
LHLOs and local host teams are now viewed as food leaders within their communities and, as such, other groups have reached out to them for their participation or input on food-related initiatives. This has helped to connect communities while also providing the opportunity for community leaders to participate in shaping the broader food movements within Halifax.
32 6.0 LESSONS LEARNED
To understand lessons learned during the implementation phase of the MFM, members of the project advisory team were invited to a focus group to share their experiences throughout the pilot. In addition, key lessons as well as opportunities to address these challenges were discussed during regular advisory team meetings. Table 8 highlights key lessons learned including what worked well, areas for improvement and future considerations.
Table 8. Summary of what worked well, areas for improvement and future considerations What Worked Well Ideas to Consider/Areas for Improvement GOVERNANCE • Advisory team model. Each team member • Additional capacity building among local host contributed unique expertise and skills to teams is required to develop volunteer job support the pilot. Furthermore, various forms of descriptions and outreach strategies for the communication supported operational decision MFM. making among members, which allowed for co- • Project coordinator to facilitate skill-building ownership of the project. and training opportunities for local host teams • Capacity of local host teams to support training to ensure effective operations. among market volunteers. • Consider grant opportunities to support local host teams. COMMUNICATIONS • MFM volunteers were valuable in supporting • There is a need for additional lead time communication strategies for the market. to support local community host teams to develop and implement promotional strategies. An outreach plan and schedule should also be developed prior to a winter pilot and implemented throughout. HUMAN RESOURCES • An evaluation framework ensured the pilot • An evaluation should continue to be aligned with the original project objectives supported and prioritized for the winter pilot. and the use of a developmental evaluation • A contingency plan should be developed to approach allowed the evaluator to participate cover planned and unplanned absences for on the advisory team on an ongoing basis. the project coordinator. • Timely provision of the evaluation findings to • Additional funding to support a MFM assistant the advisory team informed ongoing market position for a winter pilot should also be operations. MFM customers/visitors also felt explored. their ideas were heard and implemented and • Include a volunteer sign-up poster at each valued seeing changes made based on their market site to allow interested customers to feedback. sign up to become involved. • Volunteer recruitment included job postings on university job boards and volunteer websites for retirees as well as promotion via the website and Facebook page. Local host teams shared volunteer job descriptions with partners and the MFM project coordinator maintained an ongoing list of interested volunteers.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 33 What Worked Well Ideas to Consider/Areas for Improvement LOGISTICS • Customer flow on the bus was reversed for • Servicing three communities during one individuals with mobility challenges to enter market day led to an extended work day for using an access ramp at the front of the bus. the project coordinator and volunteers. • Personal shoppers were available to assist • Consider servicing a maximum of two shoppers. communities per market day that offer • Produce orders were based on previous 90-minute markets. weekly market sales. • Consider potential customer mobility • Leftover produce was sold or donated to local challenges during a winter pilot. businesses and organizations, however this • Develop additional relationships with potential added delivery time to the market schedule. after-market customers. • Seasonal availability of produce was adequate. • Despite more than double the number of • Currently the market is reaching many people customers originally estimated, during several with food access issues including seniors and markets customer numbers decreased due to individuals with disabilities. other conflicting community events. • Produce availability during the winter may be limited. Additional suppliers should be investigated. • Explore opportunities to extend the reach of the MFM. PARTNERSHIP DEVELOPMENT • Dedicating time for early stakeholder • There is a need to ensure timely product engagement during the developmental procing and product availability from the phase and ongoing stakeholder engagement supplier. If product prices are not avialable, during the pilot was crucial. It supported the prices from the previous market should be development of strong partnerships, fostered shared with customers. community ownership of the project and allowed the advisory team to gain a better understanding of communities and their local capacity. • Halifax Transit was reliable, bus operators were friendly and many operators expressed an interest in working the MFM shift. • The produce supplier contributions including space to weigh, bag and price produce on Friday, fridge space to store the produce, storage of removable retrofit for the bus and dollies to transport produce was particularly valuable. POLICY CHANGE • There is a role for pilot projects to influence healthy public policy. • The pilot raised awareness of the municipality’s role in food access, resulting in supportive policies in the draft Secondary Municipal Planning Strategy (the Centre Plan).
34 7. Conclusions and Recommendations
Throughout the course of the 21-week pilot, the Mobile Food Market demonstrated the success of a seasonal (summer/fall) market. Community members were enthusiastic about the MFM and showed up to shop. Market sales surpassed original sales projections as the number of customers and average amount spent per customer were greater than anticipated.
The MFM increased access to fresh, affordable, high-quality, culturally appropriate fruits and vegetables among market-goers in the five pilot communities. Market-goers also reported that the MFM helped them and their families to eat more fruit and vegetables.
In addition to improving food access, the MFM contributed to the creation of vibrant communities. It created community gathering spaces where neighbours could get to know one another and provided opportunities for volunteers from diverse backgrounds to work together to make a positive change in their community.
During the development and implementation of the pilot project, existing partnerships were strengthened and new ones were formed at both the community and regional levels. Local host teams formed in each community and provided leadership to the market, while also providing a voice to food issues in their communities. By bringing people together to address issues that affect their community, the MFM has helped to mobilize community leadership around food.
As highlighted in the evaluation report, there were many project partners, volunteers and aspects of the project that were important to the project’s success. Dedicating time for early and ongoing stakeholder engagement was key to developing strong partnerships, fostering community ownership and building a better understanding of communities and local capacity. The importance of agile project management and evaluation was also very valuable as it allowed for continuous process and impact evaluation, thereby facilitating responsive quality improvement throughout the project. The role that pilot projects can play in influencing healthy public policy should also be noted. The MFM pilot helped to raise awareness of the municipality’s role in food access, resulting in supportive policies in the draft Centre Plan.
Recommendations
For the continued success of the Mobile Food Market in delivering fresh, affordable fruits and vegetables to communities with limited access to healthy food, the recommended next steps include: • Implementation and evaluation of a MFM winter pilot, considering the lessons learned from this evaluation, with the following goals: • To evaluate the potential for a winter market and thereby, a year-round market in pilot communities • To broaden the reach and impact of the MFM by testing new modes of food distribution, such as delivery of bulk food orders for food box programs in a couple of communities • Continue to support existing partnerships and foster new partnerships to build support for the MFM at the community and regional levels. • Continue to work with partners on long-term sustainability plans for the MFM.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 35 8. References
Activating Change Together for Community Food Security (2014). Making Food Matter: Strategies for Activating Change Together. Retrieved from: www.feednovascotia.ca/images/MakingFoodMatter. pdf. Halifax, NS.
CGIR (2016). Knowledge Sharing Toolkit: The World Café. Retrieved from: www.kstoolkit.org/ The+World+Cafe.
D’Angelo-Scott H. (2014). An Overview of the Health of Our Population: Part 1. Retrieved from: http://www.cdha.nshealth.ca/public-health/population-health-status-report.
D’Angelo-Scott H. (2014). An Overview of the Health of Our Population: Part 2. Retrieved from: http://www.cdha.nshealth.ca/public-health/population-health-status-report.
Ecology Action Centre (2014). The Our Food Project: Reconnecting Food and Community. Retrieved from: www.ecologyaction.ca/files/images-documents/file/Food/EAC%20OFP%20AR%20Aug1- 2014%20Email.pdf.
Gamble, J. (2016). A Developmental Evaluation Primer. Retrieved from: http://www. mcconnellfoundation.ca/assets/Media%20Library/Publications/A%20Developmental%20 Evaluation%20Primer%20-%20EN.pdf.
Halifax Regional Municipality (2014). Regional Municipal Planning Strategy . Retrieved from: www. halifax.ca/planning/documents/Halifax_MPS.pdf.
Halifax Food Policy Alliance (2015). Food Counts: Halifax Food Assessment. Retrieved from: www. cdha.nshealth.ca/public-health/halifax-food-assessment.
Halifax Regional Municipality (2015). Mayor’s Conversation on a Healthy and Livable Community Report. Retrieved from: www.halifax.ca/council/agendasc/documents/140128ca1131.PDF.
Nova Scotia Department of Health and Wellness. (2012). Nova Scotia Public Health Protocols. Retrieved from: http://novascotia.ca/dhw/publichealth/documents/09-Healthy-Communities-Protocol. pdf.
Nova Scotia Participatory Food Costing Project (2013). Can Nova Scotians Afford to Eat Healthy?: Report on 2012 Participatory Food Costing. Retrieved from: www.feednovascotia.ca/images/ NSFoodCosting2012_Report.pdf.
Nova Scotia Health Authority (2014). Community Profiles: Understanding Our Populations. Retrieved from: http://chdintra.cdha.nshealth.ca/announcements/communityProfiles.html.
Tarasuk V., Mitchwell A., Dachner N. (2012). Household Food Insecurity in Canada 2012. Retrieved from: http://nutritionalsciences.lamp.utoronto.ca/wp-content/uploads/2014/05/Household_Food_ Insecurity_in_Canada-2012_ENG.pdf.
36 9. Appendices
Appendix 1: Project charter for initial stages of project development Appendix 2: Stakeholder dialogue interview guide Appendix 3: Stakeholder workshop invite Appendix 4: Public meeting invite for East Preston Appendix 5: Primary project partners terms of reference Appendix 6: Partnership agreements with local host lead organizations Appendix 7: Mobile Market coordinator job description Appendix 8: Community volunteer job description Appendix 9: MFM schedule Appendix 10: MFM bus design Appendix 11: Local host funds report Appendix 12: Outreach materials Appendix 13: MFM logic model Appendix 14: Customer/visitor comment card Appendix 15: Customer/visitor survey Appendix 16: MFM community evaluation summaries Appendix 17: Project coordinator key informant interview guide Appendix 18: Advisory team focus group guide Appendix 19: Percentage of survey respondents from each of the five pilot communities Appendix 20: Partners involved in the pre-pilot and pilot phases of the MFM Appendix 21: Media coverage of the MFM
Mobile Food Market - Summer/Fall Pilot Evaluation Report 37 Appendix 1: Project charter for initial stages of project development
Public Health, CDHA Project Charter Public Health Project Charter
Project Name: Assessment and Planning Phases for the Mobile Food Market Department/Team: Understanding Communities Unit Focus Area: Healthy Communities: Food Security, Healthy Built Environments Product/Process: TBD Version: V1.0
Prepared By Document Owner(s) Project/Organization Role Ali Shaver Healthy Built Environment Coordinator, UCU
Heather Monahan Nutritionist, UCU
Project Charter Version Control Version Date Author Change Description 1 Feb 9, A. Shaver Original 2015
Project charter – Version 1.0 Assessment + Planning Phases for the Mobile Market Last printed/revised on Feb 9, 2015
38 Mobile MarketProjectCharter_Draft_27Mar2017– Assessment and Planning
TABLE OF CONTENTS
1 PROJECT EXECUTIVE SUMMARY ...... 1
2 PROJECT OVERVIEW ...... 2
3 PROJECT GOALS AND OBJECTIVES...... 3
3.1 Goals and Objectives ...... 3
3.2 Organizational Impacts ...... 3
4 PROJECT APPROACH ...... 3
5 PROJECT SCOPE...... 5
5.1 Project Deliverables ...... 5
5.2 Deliverables Out of Scope ...... 5
5.3 Project Estimated Duration ...... 5
6 PROJECT CONDITIONS ...... 6
6.1 Project Assumptions ...... 6
6.2 Project Approval and Final Sign-off Requirements ...... 7
6.3 Project Risks ...... 7
6.4 Project Constraints ...... 8
7 PROJECT TEAM ORGANIZATION ...... 8
7.1 Roles and Responsibilities ...... 8
7.2 Communication ...... 10
8 APPROVALS ...... 10
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PROJECT CHARTER PURPOSE
This project charter defines the scope, objectives and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan and budget. In addition, it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks, resources and standards agreed upon for the project.
1 PROJECT EXECUTIVE SUMMARY
The mobile food market is a proposed partnership between Public Health Services, Halifax Regional Municipality (HRM), private business and diverse community stakeholders to sell affordable, high-quality, fresh vegetables and fruit in communities where access to healthy food is a concern for residents.
In order for this project to be successfully implemented, at least two conditions must first be met:
1) The creation of a supportive policy environment for such a project to flourish; and
2) Identification of and collaboration with existing community groups and organizations, as well as private business, working within communities where access to healthy food is a concern for residents.
This proposal outlines how we will work with the Mayor’s Office, HRM staff, community partners, and private business to respond to policy barriers and build broad community support for advancing the mobile healthy food markets in Halifax. The project work plan has been broken into four phases.
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2 PROJECT OVERVIEW
The mobile food market is a proposed partnership between Public Health Services, Halifax Regional Municipality (HRM), private business and diverse community stakeholders to sell affordable, high-quality, fresh vegetables and fruit in communities where access to healthy food is a concern for residents.
According to research cited in Halifax Food Policy Alliance’s forthcoming Food Counts: Halifax Food Assessment, about 1 in 5 households across the Halifax region experience difficulty 1 accessing healthy food options. This may be due to a lack of transportation, an inability to afford the foods that are available locally, specifically culturally appropriate foods, or a combination of these factors. Therefore, improving accessibility requires addressing both geographic (distance to grocery stores), as well as economic (ability to afford healthy food) barriers.
A number of cities across North America, including Ottawa, Toronto and Chicago have successfully responded to community food security challenges through mobile markets (see Ottawa’s Market Mobile: www.marketmobile.ca). Public Health Services has had preliminary discussions with HRM senior officials about implementing a mobile healthy food market locally. In order for this project to be successfully implemented, at least two conditions must first be met:
3) The creation of a supportive policy environment for such a project to flourish; and
4) Identification of and collaboration with existing community groups and organizations, as well as private business, working within communities where access to healthy food is a concern for residents.
This work leads from and supports HRM’s recently approved Regional Municipal Planning Strategy objective to “design communities that promote community food security2” (p 41), as well as Mayor Mike Savage’s Conversation on a Healthy and Liveable Community (www.halifax.ca/council/agendasc/documents/140128ca1131.PDF ). Mobile/pop-up fresh and local food outlets have also been named in the recently released Making Food Matter: Strategies for Activating Change Together report as a timely opportunity for action (p 85).
This proposal outlines how we will work with HRM, community partners and private business to respond to policy barriers and build broad community support for advancing the mobile healthy food markets in Halifax.
1 “Tarasuk, V., Mitchell, A. & Dachner, N. (2014) Household food insecurity in Canada, 2012. Retrieved from http://nutritionalsciences.lamp.utoronto.ca/resources/proof-annual-reports/annual- report-2012/ 2 The Regional Plan defines community food security: “when community residents obtain a safe, culturally acceptable, nutritionally adequate diet through a sustainable food system that maximizes community self-reliance and social justice.
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3 PROJECT GOALS AND OBJECTIVES
We have designed an ambitious 10-week project work plan in order to achieve the following project goals: 1. Address existing municipal policy barriers for Mobile Food Markets in HRM 2. Build trust and relationships with community partners and private business 3. Collaboratively develop a governance and a delivery model for mobile markets in HRM 4. Determine funding partner / strategy
3.1 Goals and Objectives
Goals Objectives Address policy barriers Determine HRM policies surrounding bus use, vending, etc. that might be a barrier to this project. Explore CDHA policies associated with partnerships, corporate sponsorship, healthy food policies, etc. Learn from others’ (e.g., Nourish Nova Scotia) research on PPPs. Build trust and Identify and connect with potential project participants relationships with through interviews/focus groups and two workshops. partners Collaboratively develop Create workshop agenda to facilitate small group governance and delivery discussions that explore potential governance and models delivery models. Review draft models with project participants. Outline a proposed delivery model. Determine sustainable Explore possible funding opportunities (grants, funding partner (or organizational support, etc.). strategy) Engage potential funding partners.
3.2 Organizational Impacts
Impact to and Participation of Organization (role, skills, Organization culture, staffing) Public Health Services, Partnership with HRM further developed and deepened Capital Health Project management skills built and enhanced Trust and relationships built with community partners Relationships built between UCU staff
4 PROJECT APPROACH
The 4-phase work plan outlined below focuses on the following key activities: Conduct research and develop knowledge products in preparation for meetings with community stakeholders.
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Determine and begin to address existing municipal policy barriers for Mobile Markets (e.g., vending bylaws). Bring together potential community partners to explore ways to implement Mobile Food Markets and contributions of different partners. Collaboratively develop governance and delivery models tailored for HRM. Identify suitable locations for a mobile market in Halifax, based on criteria such as lack of existing food access programs, high proportion of low-income residents, including seniors, high proportion of Metropolitan Regional Housing Authority residents, low access to retail food outlets and rural population. Identify funding partners and strategy for pilot Mobile Market. Present report to HRM Regional Council (research to date, proposed governance and delivery models) and ask for Council support for implementation and evaluation of the Mobile Market pilot project.
Figure 1 - Project GANTT
Jan Feb Mar Apr May 1 Develop project team, work plan and charter
2 Identify + address policy barriers (e.g., UARB issues, vending bylaw) 3 Literature and evidence review
4 Develop project logic model + evaluation framework 5 Identify and interview potential partners
6 Plan, organize + host stakeholder meeting(s)
7 Develop draft governance + delivery model
8 Draft + submit Final Report to funder Apr 15 9 Report to Council
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5 PROJECT SCOPE
The primary scope of this assignment is the assessment (determine need for action, conduct situational assessment) and planning phases of the Mobile Market pilot project.
5.1 Project Deliverables
Milestone Deliverable 1. Evidence review Annotated bibliography, logic model 2. Potential partners List of potential partners identified 3. Partner interviews Notes synthesized + analyzed 4. Partner workshop(s) Agenda, intro powerpoint, notes synthesized + analyzed, ideas for governance, delivery and funding models 5. Create Governance, Governance and Delivery Model for Mobile Market Delivery Models 6. Report to Council Report
5.2 Deliverables Out of Scope
This Project Charter does not cover the Implementation and evaluation phases of the Mobile Market pilot project.
5.3 Project Estimated Duration
Project Milestone Date Estimate Deliverable(s) Included 1. Evidence Review Feb 10 Lit review, annotated bibilography
2. Logic model Feb 10 Logic model
3. Compile evidence to Feb 5 4-6 pilot project neighbourhoods to determine in-need consider neighbourhoods 4. Partner interviews Feb 9 – Mar 13 Interview guide, list of potential partners, consolidated notes
5. Partner workshops WS1: March Graphic illustration of workshop 26 results/topics Consolidated notes WS2: Apr 10 Increased support for project Ideas for draft governance + delivery model
6. Project report to funder Apr 15 Final report (use report template provided by DHW)
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Project Milestone Date Estimate Deliverable(s) Included 7. Draft governance, Apr 30 Pilot Project Report delivery and funding model 8. Report to Regional May (TBD) Council support for pilot project Council
6 PROJECT CONDITIONS
6.1 Project Assumptions
Project will be completed in collaboration with the Mayor’s Office and Public Health Services. Our key connect with the Mayor’s Office is Josh Bates. The Mobile Market supports and is supported by the goals articulated in the Nova Scotia Public Health Protocols, the Mayor’s Healthy and Liveable Communities report and HRM’s Regional Municipal Planning Strategy (2014). Adequate assignment of staff to develop project. Project milestones are reasonable and achievable. Project supports are aware of the tight timeline and will ensure they are able to provide advice and support the project in a way that does not impede progress. Effective, adequate and appropriate levels of communication occur between the project supports, key stakeholders and the project team during all phases of the project. Public Health Services will use the resources made available through the Thrive! Healthy Eating grant ($15,000) to work through the Assessment and Planning phases of the Mobile Market by convening potential partners to collaboratively develop a governance and a delivery model.
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6.2 Project Approval and Final Sign-off Requirements
Key Decision Decision Decision Communicate Decision Milestones Influencer Maker Decision To Due Date Finalize project Logic Project Team Manager, UCU Project Feb 17 Model Advisors, PHLT Determine Project Team Manager, UCU Project Feb 10 communities to Advisors, engage for the pilot PHLT project
Determine list of Project Team Project Team Manager, UCU Feb 17 stakeholders to + Sera + Sera + Advisors engage, interview Thompson Thompson questions + schedule
Create workshop Project Team, Project Team Manager, UCU Mar 20 agendas + Sera Sera + Advisors Thompson Thompson Draft governance, Project Team, Project Team, PHLT Apr 30 delivery and funding Josh Bates, Josh Bates + models Sera Community Thompson, + Partners partners Prepare report to HRM Project Team Project Team, PHLT Apr 30 Council + Josh Bates Josh Bates + Community Partners
6.3 Project Risks
# Risk Area Likelihood Project Impact-Mitigation Plan 1 Resource High Regular communication with Project Sponsor. Availability PHLT commitment to the project and dedicated resourcing. May need to prioritize other work. 2 Regional Medium Build and ensure community support and buy-in. Council Support Invite Councillors to workshops. project Work closely with Josh Bates to ensure strategic and timely communication with Mayor and council. 3 Lack of funding High Assign funding research to staff. to advance to Communicate with potential funders early. implementation Community stakeholder interviews and workshops will build ownership.
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Mobile MarketProjectCharter_Draft_27Mar2017– Assessment and Planning
6.4 Project Constraints Level of participation of key partners and stakeholders 6.4 CompetingProject Constraintpriorities of projects team members Limited resources LevelTight timelinof participaties andon deadlines of key partners and stakeholders
Competing priorities of project team members Limited resources 7 TightPROJECT timelines and TEAM deadlines ORGANIZATION
77.1 RolesPROJECT and Responsibilities TEAM ORGANIZATION
Project Team Role Project Team Member(s) Responsibilities 7.1Project RolesTeam and ResponsibilitiesNutritionist, PHS - Conduct lit review + situational assessment. Healthy Built Environment - Conduct interviews with partners. Coordinator, PHS - Design + participate in partner meeting(s). Project Team Role ProjectPublic Health Team Nurse Member(s), PHS Responsibilities- Consolidate partner meeting findings. Project Team NutritionistPolicy Advisor, PHS, HRM - ConductDevelop draftlit review governance, + situational delivery assessment. + funding Healthy Built Environment -model. Conduct interviews with partners. Coordinator, PHS - DesignPrepare + presentation participate in for partner Coun cil.meeting(s). Public Health Nurse, PHS - ConsolidateCommunicate partner with + meeting provide findings.regular updates to Policy Advisor, HRM -colleagues Develop draft/project governance, supports. delivery + funding Co-leads Nutritionist, PHS model.- Overall project management. Healthy Built Environment - Prepare presentation for Council. Coordinator, PHS - Communicate with + provide regular updates to colleagues/project supports. CoFacilitation-leads Support Nutritionist,Consultant (SeraPHS - OverallSupport project development management. of interview process. HealthyThompson) Built Environment - Design engagement process. Coordinator, PHS - Host and facilitate meetings. - Aid in consolidation of partner meetings. Facilitation Support Consultant (Sera - Support developmentdraft governance, of interview delivery process. + funding Thompson) -model. Design engagement process. Project Sponsor Manager, UCU - HostProvide and advice facilitate to Projectmeetings. Team. (PHS) - AidAttend in consolidation weekly update of meetingpartner s.meetings. - SupportCommunicate draft governance, with + seek approvalsdelivery + fromfunding PHLT model. ProjectTeam Advisor: Sponsor Manager,Healthy Communities UCU - Provide advice to Project Team. (PHS)Healthy Communities Coordinator - Attend weekly update meetingmeetingss.. - Communicate with + seek approvals from PHLT
Team Advisor: HRM Supervisor, Halifax Transit - Liaise with Halifax Transit decision-makers. Teamstaff Advisor: Healthy Communities - ProvideAddress advice issues torelated Project to Team.the use of Halifax Healthy Communities Coordinator -Transit Attend bus. weekly update meetings. Mobile Market ProjectCharter_Draft_27Mar2017 – Assessment and Planning Team Advisor: Communication Advisor - Provide communication support.
TeamCommunication Advisor: HRM Supervisor, Halifax Transit - LiaiseCollabor withate Halifax with HRM Transit Communications decision-makers. Dept. staff - AddressAttend weekly issues project related update to the meetings.use of Halifax Transit bus. Team Advisor: Research and Evaluation - Support logic model development. TeamEvaluationProject Advisor: Team Role CommunicationCoordinatorProject Team Member(s) Advisor -Responsibilities ProvideAttend weekly communication project updates. support. Communication - Collaborate with HRM Communications Dept. - Develop pilot evaluation framework. - Attend weekly project update meetings. Leadership Medical Officer of Health - Liaise with HRM decision-makers. TeamConfidential Advisor: Research and Evaluation Page- Support8 logic model development. 3/27/2017 Director, PHS Evaluation Coordinator - Attend weekly project updates.
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7.2 Communication
Communication will help support the project team meet defined goals and objectives. Effective and timely communication between the project team and with key project supports and advisors will be achieved through: Regular project team meetings Weekly update meetings with UCU project sponsors and advisors Use of Google Documents to share information Work with PHS Communications Advisor to prepare proactive and timely project sheets. Connect between PHS, HRM and Mayor’s Office communication advisors.
8 APPROVALS
Prepared by ______Ali Shaver, Project Co-Lead
Approved by ______Marcia DeSantis, Project Sponsor
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48 Appendix 2: Stakeholder dialogue interview guide
Halifax Region Mobile Food Markets Dialogue Interviews February-March 2015
A) PREPARATION
Interview Process
A series of interviews are being planned with relevant stakeholders (potential host communities), these interviews may last up to one hour.
Ideally an interviewing team will include two members of the project team. One will be the host conducting the interview and the other will be a note taker. The note taker will take notes during the dialogue, so the host can focus on the conversation and have a partner for reflection on the exchange.
Choosing the Interview Environment/location
If the interview will take place in person, consider what would make the most hospitable atmosphere and what would allow you to be fully present during the interview. If possible, offer you interviewee a locations to choose from that would allow them to be frank and comfortable. Consider having water/juice/coffee available. Aim for a relaxed atmosphere, in whatever ways you can.
B) CONDUCTING INTERVIEWS
1. “The hour before the interview is the most important hour of the interview”. The presence and energy you bring to the interview is key in setting the tone and inviting the full presence of the person you are interviewing. Take some time before the interview to center individually and as a team, to go over the questions and to set your intention. 2. Set the container. Inquire into the person’s understanding of the meeting and the larger process of which it is a part. Briefly introduce yourselves, the purpose of the interview (see “Purpose”, below), and the process. It is important to be as transparent as possible about the purpose of the conversation, explaining how the data will be reported and how the process is likely to unfold. Do whatever you can to create a climate of relaxation and trust.
For example, assure the person that you will not attribute any quotations to him or her and will take care not to use examples that are identifiable. Finally, make it safe for the interviewee to say “no” or not answer questions they are uncomfortable with. Tell them that they should feel free not to answer questions should they feel uncomfortable. Keep in mind that there may not be opportunity for all of these questions and, new questions not on the guide may arise that you may wish to explore. The questions below are simply a guide.
2. Invite their story. Begin by inviting the person to talk about his or her life story, starting with early childhood and the influences of family. This process of tracing life stories can help people reacquaint themselves with their sense of purpose. The focus on personal history may seem unusual, but this emphasis signals your aspiration to suspend the usual pattern of interaction and to go deeper. People rarely have the
Mobile Food Market - Summer/Fall Pilot Evaluation Report 49 opportunity to explore the ways in which their personal beliefs and aspirations shape their view of their professional challenges.
3. Connect heart-to-heart to the interviewee, trying to hear and connect to what they care about-the source of their commitment. When you welcome people’s personal stories, connections between personal dilemmas and organizational challenges and social issues are also more likely to reveal themselves. It is these connections that release energy and allow something new to be created. As the person recounts his or her story and gets closer to the present time or situation, the conversation will turn naturally toward systemic challenges. Of course, if you judge that an individual feels time pressured, it may make sense to start by focusing on present-day issues.
4. Monitor your listening. As the person begins telling his or her story, notice how you are listening. Are you judging the person through the lens of your own mental models and values? Observing as an outsider? Strive for reflective, empathetic, and generative dialogue.
5. Seek to understand deeper patterns at play. An objective of generative dialogues is to unearth the system’s reality as it is constructed by its members, involving assumptions, mental models, and embedded patterns of interaction. Once you have established a rapport with a person, probe more deeply into their own thinking by asking what has hindered their capacity to address the concerns they are expressing, and how they are contributing to the patterns they are concerned about.
6. Leave the door open. Move the dialogue toward closure by checking to see whether you have given the person an opportunity to fully express his or her concerns (e.g., “Is there any question you wish I had asked but didn’t?”)…. Ask if they have any questions for you, and respond to them if they do. Then thank them for their time and confirm follow up.
DIALOGUE INTERVIEW PRINCIPLES
1. Create transparency and trust about the purpose and the process of the interview.
2. Inquiry: the primary mode of interviewing is the inquiry, not advocacy; focus the interview on hearing their point of view, not yours. Practice deep listening.
3. VOJ: suspend your “Voice of Judgement” and cultivate a sense of wonder.
4. Access your ignorance: pay attention to and trust the questions that occur to you; don’t be afraid to ask simple or “stupid” questions.
5. Access your appreciative listening: put yourself in the interviewee’s shoes and thoroughly appreciate/enjoy/love the story you hear unfolding.
6. Access your generative listening; listen for the best future possibility for your interviewee and the situation at hand.
7. Go with the flow: Don’t interrupt. Ask questions spontaneously. Always feel free to deviate from your questionnaire if important questions occur to you.
50 8. Leverage the power of presence and silence: One of the most effective “interventions” as an interviewer is to be fully present with the interviewee – and not to interrupt a brief moment of silence.
C) THE INTERVIEW GUIDE/QUESTIONS
Purpose We are conducting a set of interviews with community stakeholders, to better understand the where there is desire and readiness to host a mobile market. We are looking to get a sense of the assets, and needs in the your community that would connect with the project. We are looking for your insight and creativity to help create a governance (how decisions will get made) and delivery (how the project will be run) model. The interviews will be compiled into a brief presentation that will be serve as a starting point for an in-person planning session that we will hold with host community partners.
Framing
Thank you for taking the time today
A little bit about each of us
Why we are having these conversations: See the need for greater access to health affordable food. Inspired by the models in Ottawa and Toronto (share a bit). Support coming from HRM in the form of a bus. We have identified 5 in-need communities, based on selection criterion Why we are talking to you We are speaking to potential community partners and funding partners. We are doing these interviews leading up to a March 25 planning session with to identify host communities and key partners and get a strong starting point for the session(s). Understand the issues: hurdles, risks, opportunities and champions who will help launch a possible mobile market in HRM.
We are seeking the voice of the individual, your private voice – not just your role or your job title. Please tell us what you as a person honestly think.
Confidentiality
1) We may be sharing some of your quotes and insights back at the gathering. We will not attribute quotes to anyone. 2) Would you like us to check with you on the quotes we wish to use before including them in the report and/or presentation? Personal nature of questions
It may seem a bit unusual to ask you about your life story in an interview. We really want to get to know you better and would encourage you to bring all of your resources and gifts (as a whole person) to the conversation. Please share as much or as little as you like.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 51
Questions
Although we want to remain free to let the dialogue take the course that naturally emerges, below is a list of questions that might serve as an entry point and help probe deep systemic aspects of the system.
Dialogue Interviews Questions
Story
1. Who are you? What is your story? 2. How did you get involved in the work you’re doing now? 3. What is your current work? What is your reason for being involved in this kind of work? Food Access
4. What are the biggest challenges in this community for households to access healthy, affordable food (e.g. distance to supermarket)? 5. What key demographics live in the area (are served by your organization)? 6. Do you think that a mobile market would work well as a solution? What would help it to be most successful? 7. What challenges would there be to implementation? How might the project overcome these challenges? 8. Where are the existing hubs in this community (gathering places, organizations, networks, churches, schools etc.) that might serve as a connection point and/or market location? 9. Would you see yourself or your organization playing a role? What role would you like to play?
Governance share our existing thinking based on other jurisdictions
10. Would similar governance model work well here? 11. What ideas, if any do you have to improve on this approach? (How could you imagine the teams and decision-making and information flow within the project?)
Delivery share our existing thinking based on what we’ve learned from other jurisdictions
12. Would a model like this work? 13. Any practical suggestions about how to make the operations succeed? 14. Where do you think would be the most appropriate locations and times? 15. Who do you think would be the obvious people / groups to market this and get the word out? 16. Do you see any spin-off opportunities or synergies that we aren’t aware of?
Closing thoughts
17. Are any questions that we didn’t ask that you wished we did? Anything else you’d like to share/we need to know?
52 Thanks for your time. We will be in touch with more information as we conclude our conversations in other communities. Please save the date – and we’ll get back to you when we get a sense of the right mix for this project.
D) AFTER THE INTERVIEW
1. Reflection on the Interview. Take some time immediately after the interview to review: - What struck me most? What surprised me? - What touched me? - Is there anything I need to follow-up on?
2. After all interviews have been completed, review the interview data, and summarize key themes.
3. Close feedback loop: After each interview (by the following morning) send a thank- you note to your interviewee.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 53 Appendix 3: Stakeholder workshop invite
Launching a Mobile Market in Halifax! Let’s imagine what could be and work together to make it happen!
In recent weeks, many community partners have been exploring the possibility of April 13, 10am-4pm, pilo:ng a mobile healthy food market in select communi:es across Halifax. Now it is :me to bring our perspec:ves together and build a plan that could launch this Saint Mary’s Boat Club exci:ng pilot, and assemble an expanded team to make this happen. 1641 Fairfield Road, Halifax The purpose of this event is to: • Co-‐create a proposed approach to opera:ng the market • Map out funding scenarios to make the market sustainable • Iden:fy a team of community partners to help launch and run the market pil • Commit to next steps Please join us if you are interested in helping shape, ini8ate and/or operate the market, as a: • Coordina:ng organiza:on • Local host in a neighbourhood hub • Volunteer Current Resources: • Funding partner • An agreement in principle from Halifax Transit to provide a bus for the market, pending approval We know that it is difficult to commit to something that is from Halifax Regional Council not yet clear. Rest assured, by joining this event you are • A wealth of evidence suppor:ng the need for not commiKng to be a pilot partner. At the same :me, greater access to healthy affordable food in this event is not for spectators; please join us if you have Halifax the passion, commitment and poten:al to take • Knowledge, experience, tools and mentorship responsibility to make Halifax’s first Healthy Mobile from similar markets in other ci:es Market a reality. • Commitment from Capital Health Public Health ! and the Mayor’s Office to con:nue to work with Please RSVP HERE by April 8 partners to help support the launch of this project Ques:ons, please contact: • Connec:on to diverse group of individuals and Ali Shaver -‐ [email protected] or phone 902-‐240-‐4232 organiza:ons working across the municipality Heather Monahan -‐ [email protected] and within specific neighbourhoods to build or phone: 902-‐481-‐5370 healthy communi:es • Poten:al funding partners who are excited about Space is limited, so please do not share this invita:on with this approach others. If you feel that there is someone we should invite, please let us know. Funds are available to support childcare and transporta:ons costs.
! The project was funded by the Department of Health and We llness through Thrive! A plan for a healthier Nova Scotia."
54 Appendix 4: Public meeting invite for East Preston
Public Meeting: Please join us to discuss the potential for a Mobile Food Market in East Preston!
Date: Tuesday, July 7th
Time: 6:30 – 8:00pm (Light Refreshments will be provided)
Location: Family Resource Centre of the East Preston Daycare Centre 1799 Highway 7
The Mobile Food Market is a proposed partnership between Public Health Services, Halifax Regional Municipality, community partners, private business and funders to use a Halifax Transit bus to sell fresh and affordable vegetables and fruit in several communities in the city.
Should the Mobile Market stop in East Preston? Please join our meeting to give input on whether a mobile food market would work in East Preston and how the community can make it a success!
For more information please contact: African Nova Scotian Affairs Integration Office, Halifax Phone: 902-490-3326 or 902-490-2391 Email: [email protected]
Mobile Food Market - Summer/Fall Pilot Evaluation Report 55 Appendix 5: Primary project partners terms of reference
Mobile Food Market Pilot Project Terms of Reference for the Primary Project Partners
Primary Project Partners The primary project partners described in this Terms of Reference refers to the organizations providing leadership to the Mobile Food Market pilot project. These are: Partners for Care (Operating name of QEII Health Sciences Centre Auxiliary) Public Health, Nova Scotia Health Authority (Central Zone) Office of the Mayor, Halifax Ecology Action Centre
Purpose of the Terms of Reference 1. To formalize the collaborative relationship between the primary project partners providing leadership to the following three phases of the pilot project: preparation for the mobile market launch; implementation of the mobile market; and final project evaluation, funder reports and long-term sustainability discussions.
2. To confirm a model of working together over the course of the project
3. To confirm the roles of each partner organization.
Pilot Project Description:
The Mobile Food Market is a 21-week pilot project that will sell fresh and affordable vegetables and fruit in neighborhoods that have limited access to healthy food. Food procured at a low cost from food suppliers will be placed on a Halifax Transit bus and sold at affordable prices in five neighbourhoods in Halifax. The produce will be selected based on residents’ needs and preferences, purchased in bulk and sold at costs that are in line with discount grocery operations. The Mobile Market will visit the five communities across Halifax, on a Saturday, stopping in three communities one week and the other two communities the following week. The communities selected for the pilot project include: Spryfield, Fairview, far north end of Halifax, East Preston and North Preston.
Background Mobile markets have been successfully introduced in other cities, such as Toronto and Ottawa, 1 and were named as one of five areas ripe for action in the Making Food Matter report on community food security in Nova Scotia.
Over the past year the initial project team (the Mayor’s Office, Public Health and the Ecology Action Centre) has been working together to provide leadership to the development of this pilot project. During this time community partners, funders and private business have been engaged to explore the need for a mobile market and to begin building a governance and delivery model for the pilot project. The extensive stakeholder engagement confirmed that food insecurity is a
1 Activating Change Together for Community Food Security. (2014). Making Food Matter: Strategies for Activating Change Together. Halifax, NS: Food Action Research Centre (FoodARC), Mount Saint Vincent University. Retrieved from: http://foodarc.ca/wp-content/uploads/2014/11/Making-Food-Matter- Report_March2015rev.pdf
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56 serious and growing issue in our communities and showed enthusiasm and support for a mobile food market as part of the solution.
Principles The Primary Project Partners will profile the partnership and the results of the project in the community. A timeline for project implementation will be agreed upon. Partner organizations will commit the necessary in-kind resources, as outlined in the project budget, to undertake the agreed upon actions. Outputs and outcomes of the project and partnerships will be monitored and evaluated. Sales data and other required information for project evaluation will be shared between Partners for Care and Public Health.
Structure
The specific roles and responsibilities of each of the Primary Project Partners are detailed in Appendix A.
The project will be supported by an Advisory Team2, a Mobile Market Coordinator (Appendix B), Local Hosts in each of the pilot communities (Appendix C), and volunteers. The Local Hosts will serve as representatives for community organizations. In addition to sitting on the Advisory Team, Public Health will lead the development of the evaluation framework and tools.
At least one representative from each of the Primary Project Partners will sit on the Advisory Team, which will meet at least monthly to provide leadership and oversight to the project.
Responsibilities of Project Advisory Team Members: Provide relevant advice and expertise, oversight to the operations of the pilot project Provide support to the Mobile Market Coordinator Collaborate on the development and implementation of project work plan Provide feedback and advice to inform the project evaluation and long-term sustainability Interpret and utilize evaluation findings to inform project activities Share project related information with own organization and with potential partner organizations Assist with marketing and promotion Attend regular scheduled Advisory Team meetings Assist with chairing of Project Advisory Team meetings and agenda preparation
Term:
It is anticipated that the 21-week pilot project will start May 7, 2016 and run until September 24, 2016. The term of this partnership will continue until at least 6 weeks post pilot to allow for the completion of the final evaluation report and discussions regarding long-term sustainability.
2 Advisory Team Members will include: Public Health, Mayor’s Office, Ecology Action Centre, Partners for Care, and the Mobile Market Coordinator. There may be some ad hoc members invited to support specific elements of the project. March 24, 2016
Mobile Food Market - Summer/Fall Pilot Evaluation Report 57 Agreement
The undersigned parties agree to support their organizations to work together to support the Mobile Food Market Pilot Project and agree to the principals and responsibilities outlined in this Terms of Reference, including the appendices.
Agreement signed by:
______Dan Bell, Director of Business Development Date Partners for Care
______Marcia DeSantis, Manager, Understanding Communities Unit Date Public Health, Nova Scotia Health Authority
______Aimee Carson, Community Food Coordinator Date Ecology Action Centre
______Joshua Bates, Senior Policy Advisor Date Office of the Mayor, Halifax
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58 Appendix A: Primary Partner Organizations’ Roles and Responsibilities
Partner Organization Role (s) Description of Responsibilities
Partners for Care Host Human Resources: Organization Lead the project coordinator hiring process (i.e. finalize, post and circulate job posting; coordinate dates for interviews with hiring In-kind budget notes: committee; book interview location; sit on Partners for Care will hiring committee; review and select provide in kind applicants for interview; support administrative, development of interview questions; etc.) advisory, and project Provide ongoing HR support, including support: orientation/training
2 hr/wk x 31 wks x 1 Accounting and financial support: staff Oversee project budget and co-lead financial reporting with Project Coordinator Fulfill the reporting requirements to funders. Administer payroll for the Mobile Market Coordinator Track sales, point of sale and other project related data. Provide data reports and information to the Project Advisory Team on a regular basis
Business and sustainability planning: Provide leadership in establishing a strong business model for the pilot. Provide support to sustainability planning for the project (i.e. grant writing, partnership development, outreach and promotion, incorporating in findings from the evaluation)
In-kind office expenses: Phone, computer, desk, stationary, printing
Marketing and Communication Support the development and implementation of the marketing and communication plan Act as a media spokesperson and/or support the Mobile Market Coordinator in this role. Support overall promotion of the project
Project Advisor Membership on the Project Advisory Team See Structure section for responsibilities. March 24, 2016
Mobile Food Market - Summer/Fall Pilot Evaluation Report 59 Partner Organization Role (s) Description of Responsibilities
Public Health, Nova Project Advisor Identify priority neighbourhoods as needed for Scotia Health future phases of the project. Authority (Central Support the transition between two governance Zone) structures (Project Team to Project Advisory Team and Mobile Market Coordinator) Meet with each Local Host Team to assist In-kind budget notes: with their local level planning Draft the initial work plan from Jan to In-kind advisory & Launch and support implementation project support: Follow-up on grant applications 7 hr/wk x 31 wks x 1 staff (Healthy Built Human Resources: Provide support to the Mobile Market Environment Coordinator hiring process (i.e. input into Coordinator) final job posting, circulate job posting, sit on hiring committee, review and select In-kind advisory, applicants for interview, support project and & nutrition development of interview questions, etc.) support: 10 Provide support on orientation and training hr/wk x 31 wks x 1 staff for the Mobile Market Coordinator (project (Public Health content, relationships, work plan) Nutritionist) Business and sustainability planning: In-kind evaluation Inform business planning discussions for support: 7.5 hr/wk x 33 the pilot. wks (Planning & Provide support to sustainability planning Evaluation Coordinator for the project (i.e. grant writing, with support from partnership development, outreach and Research Analyst) promotion, incorporating the findings from the evaluation)
Stakeholder engagement and partnership development
Providing strategic support to the Mobile Market Coordinator (i.e. project content and history, relationships, work plan).
Marketing and Communication Support the development and implementation of the marketing and communication plan Provide a media spokesperson for the project Support targeted and strategic outreach and promotion
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60 Partner Organization Role (s) Description of Responsibilities
Membership on the Project Advisory Team See Structure section for responsibilities
Evaluation Develop and lead the evaluation of the Support Mobile Market project.
Collaborate with the Project Advisory Team and Mobile Market Coordinator to develop and support implementation3 of the evaluation plan and data collection tools.
Share key evaluation findings with Project Advisory Team and project partners.
Nutrition Support Provide nutrition advice to the project regarding: food sold by the Mobile Market food security food literacy initiatives
Halifax Mayor’s Office Project Advisor Act as the liaison with Halifax Council and staff
In-kind budget notes: Support the transition between two governance structures (Project Team to Project Advisory Team In-kind advisory & and Mobile Market Coordinator) project support: Meet with each Local Host Team to assist 5 hr/wk x 31 wks x 1 with their local level planning staff. Draft the initial work plan from Jan to Launch and support implementation Follow-up on grant applications
Human Resources: Provide support to the coordinator hiring process, if needed Provide support to orientation and training for Mobile Market Coordinator (project content, relationships, work plan)
Provide support with business and sustainability planning: Inform business planning discussions for the pilot. Provide support to sustainability planning for the project (i.e. grant writing,
3 Please note, evaluation support provided by Public Health will not include data capture of ongoing daily activities within the mobile market. The Mobile Market Coordinator will be responsible for tracking and submitting all sales data and other evaluation data to the Public Health Planning and Evaluation Coordinator for review and analysis. March 24, 2016
Mobile Food Market - Summer/Fall Pilot Evaluation Report 61 Partner Organization Role (s) Description of Responsibilities
partnership development, outreach and promotion, incorporating the findings from the evaluation)
Stakeholder engagement and partnership development
Providing strategic support to the Mobile Market Coordinator (i.e. project content and history, relationships, work plan).
Marketing and Communication Support the development and implementation of the marketing and communication plan Provide a media spokesperson for the project Support targeted and strategic outreach and promotion
Membership on the Project Advisory Team See Structure section for responsibilities
Ecology Action Project Advisor Act as a liaison with local producers and provide Centre general support for food procurement as needed.
In-kind budget notes: Support the transition between two governance structures (Project Team to Project Advisory Team In-kind advisory & and Mobile Market Coordinator) project support: Meet with each Local Host Team to assist 6 hr/wk x 31 wks x 1 with their local level planning staff. Draft the initial work plan from Jan to Launch and support implementation Follow-up on grant applications
Human Resources: Provide support to the Mobile Market Coordinator hiring process (i.e. input into final job posting, circulate job posting, sit on hiring committee, review and select applicants for interview, support development of interview questions, etc.) Provide support to orientation and training for Mobile Market Coordinator (project content, relationships, work plan) Support volunteer recruitment for the Mobile Market as needed
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62 Partner Organization Role (s) Description of Responsibilities
Provide support with business and sustainability planning: Inform business planning discussions for the pilot. Provide support to sustainability planning for the project (i.e. grant writing, partnership development, outreach and promotion, incorporating the findings from the evaluation)
Stakeholder engagement and partnership development
Providing strategic support to the Mobile Market Coordinator (i.e. project content and history, relationships, work plan).
Marketing and Communication Support the development and implementation of the marketing and communication plan Provide a media spokesperson for the project Support targeted and strategic outreach and promotion
Membership on the Project Advisory Team See Structure section for responsibilities
March 24, 2016
Mobile Food Market - Summer/Fall Pilot Evaluation Report 63 Appendix 6: Partnership agreements with local host lead organizations
Appendix C:
PARTNERSHIP AGREEMENT
Between
Partners for Care
Mobile Food Market Pilot Project
and
[Local Host Organization]
Effective as of ______, 2016
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64 PARTNERSHIP AGREEMENT
The Mobile Food Market (MFM) is a 21-week pilot project that will sell fresh, high quality, affordable and culturally appropriate vegetables and fruit in communities in the Halifax region that have limited access to healthy food. The project is a partnership between Partners for Care, Public Health (Nova Scotia Health Authority, Central Zone), the Mayor’s Office, Ecology Action Centre, Halifax Transit, and other local community organizations and businesses. A Halifax Transit bus and driver will bring the MFM to participating communities every other Saturday. It is anticipated that the MFM pilot project will begin on May 7th and run until September 24th, 2016.
Mobile Food Market Objectives:
1. To assess the potential for alternative methods of food distribution for under-served communities within the Halifax region.
2. To improve the accessibility of fresh, high quality, culturally-appropriate fruit and vegetables for residents within the MFM pilot communities.
3. To increase engagement and collaboration among and between existing and new partners.
4. To build capacity among community volunteers and local hosts to play an active role in shaping food systems in their communities.
5. To enhance the sense of neighbourhood pride and community engagement among residents, MFM visitors, and MFM customers.
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Mobile Food Market - Summer/Fall Pilot Evaluation Report 65
THIS PARTNERSHIP AGREEMENT: This agreement sets out the parameters for collaboration for the Mobile Food Market Pilot Project and the roles and responsibilities of the collaborators.
BETWEEN:
[Local Host Organization]
- and -
Partners for Care Mobile Food Market Pilot Project
WHEREAS [Local Host Organization] and Partners for Care entered into the Partnership (as defined herein) effective as of ______, 2016 on the terms and conditions hereinafter set forth;
ARTICLE 1 - MOBILE FOOD MARKET PROJECT RESPONSIBILITIES
1.1 The Mobile Food Market Project (Partners for Care, Mobile Food Market Coordinator and Mobile Food Market Advisory Team) is responsible for the following:
(a) Coordinate and oversee the 21-week Mobile Food Market pilot project.
(b) Facilitate regular communication within and across local host sites, as well as with the project advisory team, to support the ongoing planning, development, implementation and evaluation of the Mobile Food Market
(c) Work with local host teams to provide support for site logistics, volunteer management and trouble shooting
(d) Act as primary liaison with Halifax Transit to coordinate timing and location of stops and provide a schedule to the Local Host Organization of when the Mobile Food Market will be in the community
(e) Coordinate food supply chain including procurement of food, display and retail activities of the mobile market (including signage and pricing)
(f) Reconcile sales and collect sales, financial, and other mobile market data for tracking and evaluation purposes
(g) Develop and implement a coordinated communications plan for the MFM, with support of the Local Host Organizations
(h) Develop and distribute key communications materials (promotional materials and social media), according to the communications plan
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66 (i) Develop and implement the Mobile Food Market evaluation, including necessary evaluation tools.
(j) Liaise with Local Host Organization to ensure that there are sufficient community volunteers, and that volunteer supports are in place (i.e. information and training).
ARTICLE 2 - LOCAL HOST ORGANIZATION’S RESPONSIBILITIES
2.1 [Local Host Organization] is responsible for supporting the implementation of the Mobile Food Market in East Preston, with a strong focus on partnership building and public outreach within their local community.
The specific responsibilities of the [Local Host Organization] include:
Operational Logistics
(a) Act as the primary liaison between the Mobile Food Market Coordinator and the local community, feeding into a central process of community feedback, monitoring suggestions and complaints, usage, and support requirements for host site
(b) Work with MFM Advisory Team and/or MFM Coordinator to establish a local site to host the MFM, according to community needs and the availability of space and resources. Where possible, the site will be close to a community space with accessible washrooms for volunteers and customers.
(i) Provide documentation of approval of site use for the Mobile Food Market.
(ii) Ensure maintenance of parking space/site and ensure Mobile Food Marketcan access the space
(c) Use existing and new partnerships within the local community (service providers, community organizations, etc.) to establish a network of communication and support for the Mobile Food Market
(d) Facilitate opportunities for on-going citizen and community engagement
(e) Support overall implementation of the MFM throughout the pilot project and each market day. This includes making sure that a minimum of one staff person or one member of the Local Host Team is present on each market day.
(f) Support the daily logistics of the market (i.e. table set up, community gathering space, alignment with other community events and/or food literacy opportunities, tear down and clean up after bus departs, etc.)
(g) Arrange for storage of supplies at local sites as required
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Mobile Food Market - Summer/Fall Pilot Evaluation Report 67 (h) Work with MFM Coordinator and other local hosts to co-plan and support the on- going development and evaluation of the project.
Volunteer Recruitment and Management
(i) Coordinate with MFM Coordinator on volunteer needs and oversee volunteer requirements (recruitment, scheduling and management) for market days to ensure that there are an adequate number of volunteers present for each market day.
(j) Track pertinent information for volunteers (i.e. screening process, volunteer hours, etc.) to feed into central tracking system and project evaluation plan.
Communications
(k) Coordinate and disseminate information across local host neighbourhood/community, and engage in active public outreach.
(l) Contribute to the development and distribution of communication materials as needed, in accordance with the Mobile Food Market communication plan.
ARTICLE 3 – LOCAL HOST FUNDS TO SUPPORT THE MOBILE MARKET (TOTAL FUNDS = $1662)
3.1 Local Host Honorarium Funds ($1512)
The [Local Host Organization] will receive an honorarium to support the launch and operation of the MFM in their community that will operate every second Saturday from early May until late September.
The honorarium amount of $1512 is being provided to build on existing capacity within the [Local Host Organization] and local host team.
These funds are to be used between late April and late September and will be used to support the MFM in the following ways:
a) support additional staff hours to support the implementation of the MFM in [name community]; and/or
b) support and/or recognize MFM volunteers; and/or
c) community engagement and events that promote the MFM and/or food literacy in [name community].
3.2 Local Site Supply Funds ($150)
The [Local Host Organization] will receive $150 to assist in the purchasing of local site supplies (such as equipment, signage, promotional materials, etc.) that are needed for the MFM in [name community]. Prior to using these funds the [Local Host Organization] March 24, 2016
68 will connect with the MFM Coordinator to confirm project supplies being purchased centrally to avoid duplication.
3.2 Reporting on Local Host Funds
At the end of the MFM pilot project, the [Local Host Organization] will submit a brief report on the: honorarium funds (outlining how the funds were spent as per the categories listed in 3.1 and what activities were undertaken); and local site supply funds detailing how the funds helped to support the implementation of the MFM in [name community].
This information will be helpful in our evaluation and will allow the MFM pilot project be accountable to its funders. The brief reports will be required by October 31, 2016. A report template or form will be sent to the [Local Host Organization].
4.1 Time Frame
This agreement shall be in force until the end of the pilot project in October 2016. The agreement will then be reviewed and confirmed or revised as necessary to reflect the evolution of the collaborative partnership.
5.1 Amendments
No amendment of this agreement shall be valid unless it is in writing and signed by each partner hereto. Any such amendment shall be adhered to and have the same effect as if they had been originally embodied in and formed a part of this agreement.
6.1 Right to Termination
Partners for Care reserves the right to terminate this partnership at any time prior to the end date if site responsibilities are not met and all avenues for amelioration have been exhausted.
7.1 Agreement
The undersigned parties agree to work together to support the Mobile Food Market pilot project and to follow the expectations outlined in this collaborative agreement.
March 24, 2016
Mobile Food Market - Summer/Fall Pilot Evaluation Report 69 Agreement signed by:
______Date: ______Dan Bell Director of Business Development, Partners for Care
______Date: ______[Name of individual] [Name role/position of individual, Name of Local Host Organization]
IN WITNESS WHEREOF the parties hereto have duly executed this Agreement this day of ______, to be effective as of the Effective Date of this Agreement.
Per: Name: Title:
Per: Name: Title:
March 24, 2016
70 Appendix 7: Mobile Market Coordinator Job Description
Appendix B
Mobile Market Coordinator Job Description
Job purpose
The Mobile Market Coordinator is responsible for coordinating the 21 week pilot project, including planning, implementing, and reporting on the day to day logistics of operating the Mobile Market.
Duties and responsibilities
Project Management and Operations:
Ensure that mobile market services operate in a safe and effective manner, and that the values of the mobile market are accurately represented in on-going activities. Coordination of food supply chain including procurement of food (building upon and maintaining relationships with suppliers), display and retail activities of the mobile market (including signage), and purchasing of market leftovers. Act as primary liaison with Halifax Transit to coordinate timing and location of stops, weekly set-up and tear town of mobile market infrastructure, and travelling with the bus every Saturday. Finalizing details around materials procurement and installation of the bus. Collecting sales, financial, and other mobile market data for tracking and evaluation purposes. Work with local host teams to finalize partnership agreements; and provide support for site logistics, volunteer management, and meeting facilitation as required. Plan and host a workshop with local host teams to facilitate learning across sites. Work with the Project Advisory Team and local host teams to implement the mobile market evaluation and communications plans. Ensure regular communication within and across local host sites, as well as with the project advisory team. Attend monthly meetings with the project advisory team and assist with agenda preparation. Implement the project budget and provide up-to-date financial reports as required; Make weekly bank deposits. Work with the project advisory team to research project sustainability options and advance fundraising opportunities as they arise.
Volunteer Recruitment and Management:
Establish process for recruiting new volunteers and tracking pertinent information in accordance with the project evaluation plan. Liaise with Local Host teams to ensure that there are sufficient community volunteers, and that volunteer supports are in place (i.e. information and training). Supervise volunteers while participating in Mobile Market activities and develop a plan for volunteer recognition.
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Mobile Food Market - Summer/Fall Pilot Evaluation Report 71 Communications:
Work with the project advisory and local host teams to develop and Implement a coordinated communications plan for the mobile market. Develop and distribute key communications materials (promotional materials and social media), according to the communications plan. Act as media representative for the mobile market as required.
Additional duties as required.
March 24, 2016
72 Appendix 8: Community volunteer job description
Volunteers Needed! The Mobile Food Market is a 21-week pilot project that sells fresh and affordable fruit and vegetables in communities across the Halifax region. Every Saturday, a Halifax Transit bus is transformed into a mobile fresh produce market. The Mobile Food Market stops in 5 communities; North and East Preston one week and Spryfield, Fairview and North End Halifax following week.
We’re looking for Volunteers to help the Mobile Food Market run smoothly!
Food Prep - join us for a 2.5 hour shift on Fridays to help prepare the bulk produce for sale on Saturdays. This will involve weighing and bagging the produce into smaller portions, pricing, creating signage, and packing the produce away for overnight storage. Food Prep Crew shifts will take place from 2pm to 4:30pm or 5pm.
Market Set Up (for the early birds) - join us early Saturday mornings for 1.5 - 2 hours to load and prepare the bus for the day. Market Set Up shifts will take place between 7am-9am on Saturdays.
Market Take Down - join us at the end of each Market Saturday for 1.5 hours to take down and store Market day supplies. Market Take Down shifts will take place between xx-xx on Saturdays.
Market Day Assistant - join us on the bus as we roll into communities with our pop up market. These shifts start between 8am-8:30am and will wrap up between xx-5pm on Saturdays.
All Food Prep, Market Day Set Up, Take Down shifts will take at the Joseph Howe, 3601 Joseph Howe Drive.
What you bring: You’re reliable, have good attention to detail and enjoy working alongside others. We welcome volunteers who can commit weekly, but can also accommodate bi-weekly shifts.
How we’ll support you: The Coordinator will be present for all Market Prep shifts and will provide on-the- job training. Tea and coffee provided.
Interested? To sign up or for more information, contact: Julia Kemp, Mobile Market Coordinator [email protected] 902-402-6498
The project is a partnership between Partners for Care, Public Health (Nova Scotia Health Authority, Central Zone), the Mayor’s Office, Ecology Action Centre, Halifax Transit, local community organizations, private businesses and funders.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 73 Appendix 9: MFM schedule
Mobile Food Market – Schedule DRAFT
COMMUNITIES DATES Halifax, Fairview, Spryfield May 7
East Preston, North Preston May 14
Halifax, Fairview, Spryfield May 21
East Preston, North Preston May 28
Halifax, Fairview, Spryfield June 4
East Preston, North Preston June 11
Halifax, Fairview, Spryfield June 18
East Preston, North Preston Jun 25
Halifax, Fairview, Spryfield July 2
East Preston, North Preston July 9
Halifax, Fairview, Spryfield July 16
East Preston, North Preston July 23
Halifax, Fairview, Spryfield July 30
East Preston, North Preston Aug 6
Halifax, Fairview, Spryfield Aug 13
East Preston, North Preston Aug 20
Halifax, Fairview, Spryfield Aug 27
East Preston, North Preston Sept 3
Halifax, Fairview, Spryfield Sept 10
East Preston, North Preston Sept 17
Halifax, Fairview, Spryfield Sept 24
74 FLOW DIAGRAM
AppendixThis aerial perspective 10: MFM of thebus front design half of the bus shows the key components, where they are located, and how they work together to deliver the overall experience of the mobile market. FLOW DIAGRAM
This aerial perspective of the front half of the bus shows the key components, where they are located, and how they work together to deliver the overall experience of the mobile market. PRODUCE FRAMES, BINS
PRODUCE FRAMES, BINS CASH
CASH VINYL GRAPHICS
INFORMATION/ LITERATURE VINYL GRAPHICS
PRODUCE FRAMES, BINS INFORMATION/ LITERATURE
EXIT ENTER PRODUCE FRAMES, BINS PROJECT COMPONENTS
EXIT IKEA TROFAST STORAGE BINS ENTER
After installing the frames, the bins are lowered into place. Each bin has a lid which can be secured during travel. The bins for PRODUCE surplus produce can be kept at the back of the bus as well as under the seats in the stopped condition. Bins come in different depths for Produce is stored in secure bins during travel. different types of produce Once the bus is stopped, the lids come off and the colourful produce is seen in great contrast to the white bins and frames which display it.
PAINTED MILLWORK PRODUCE FRAMES
VINYL GRAPHICS Supported by front and back of each The white frames can be treated seat. Slip on back with vinyl graphics. The left aisle of seat keeps each reads “MOBILE”, while the right frame secure and the aisle reads “MARKET”. frames can be esily hung for storage.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 75 Appendix 11: Local host funds report
Mobile Food Market Local Host Funds Report
CONTACT INFORMATION Local Host Team Location: ______
Contact Person: ______
Local Host Organization: ______
Phone: ______Email: ______
LOCAL HOST FUNDS ALLOCATION DETAILS (Total Funds = $1662) As per the Mobile Market Partnership Agreement, local host honorarium funds ($1512) and local site supply funds ($150) are provided to support the launch and operation Mobile Food Market (MFM) in ______in the following ways;
Local Host Honorarium Funds ($1512) a) support additional staff hours to support the implementation of the MFM in ______b) support and/or recognize MFM volunteers; and/or c) community engagement & events that promote the MFM and/or food literacy in ______
Local Site Supply Funds ($150) a) assist in the purchasing of local site supplies (such as equipment, signage, promotional materials, etc.) that are needed for the MFM in ______. Prior to using these funds ______will connect with the MFM Coordinator to confirm project supplies being purchased centrally to avoid duplication.
REPORTING The information you provide will help the Mobile Food Market to learn about the impact of the local host funds and will also allow us to report back to our funders on how funds were spent.
How did the Local Host Honorarium Funds ($1512) help support the implementation of the MFM in ______? Please include a brief description of how these funds were used to: support additional staff hours; and/or support/recognize volunteers; and/or for community engagement & events that promote the MFM and/or food literacy. What activities were undertaken as a result of these funds?
______
______
______
______
______
______76
______Mobile Food Market Local Host Funds Report
______
______
______
How did the Local Site Supply Funds ($150) help support the implementation of the MFM in ______?
______
______
______
______
______
What impact do you feel the Local Host Funds had on the success of the MFM in ______?
______
______
______
______
______
What impact do you feel that local in-kind supports, such as community organizations' support and volunteer support, had on the success of the MFM in ______?
______
______
______
______
Mobile Food Market - Summer/Fall Pilot Evaluation Report 77 Mobile Food Market Local Host Funds Report
FINANCIAL BREAKDOWN OF SPENDING OF LOCAL HOST FUNDS Expense Amount
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$ TOTAL EXPENSES $
*Please include copies of receipts for expenses.
ADDITIONAL SOURCES OF FUNDING Funder or Organization Name Amount
$
$
$
$ TOTAL AMOUNT $
78 Mobile Food Market Local Host Funds Report
IN-KIND SUPPORTS (ex. meeting spaces, printing, volunteer hours, staff time, planning meetings, donations, supplies, etc.) Type of Support Provided (with Organization name if Estimated Value appropriate)
$
$
$
$
$
$
$
$
$
$ TOTAL AMOUNT OR VALUE $
Additional comments:
______
______
______
______
______Signature Date
Please complete and return by October 12, 2016. Feel free to contact Julia with any questions.
Julia Kemp, Mobile Market Coordinator Partners for Care [email protected] Centennial Bldg - Room 026A 902-402-6498 1276 South Park St Halifax, NS B3H 2Y9
Mobile Food Market - Summer/Fall Pilot Evaluation Report 79 Appendix 12: Outreach materials
Project background document Winter 2015 HALIFAX MOBILE MARKET Transit buses to sell affordable, high quality, fresh vegetables and fruit in neighbourhoods that have limited access to healthy food. This project must involve a robust community consultation process and operate in partnership with local community leaders at each site in a partnership model designed to leverage all available community-grounded resources. Funding has been secured from the Department of Health and Wellness through Thrive! A plan for a healthier Nova Scotia to build connections with community partners and to develop a governance and delivery model to pilot a mobile healthy food market. Background Food may be procured from local, regional or Progressive cities around the world are coming up national suppliers, with the overarching objective with innovative ways to bring fresh and affordable to provide access to healthy and affordable food. vegetables and fruit to neighbourhoods that have Similar initiatives have been successfully introduced limited access to healthy food. At the same time, in cities across the country, including Ottawa and significant momentum has been growing to pilot Toronto, with the mark-up above wholesale prices Halifax’s first mobile healthy food market. The in the range of 5-20%. While providing local and Mayor’s Conversation on a Healthy and Livable organic produce would be considered a bonus, food Community in 2013 signaled the Municipality’s sold at the mobile food market must be affordable intention to play a significant role providing solutions to customers. to the municipality’s public health challenges. The Nova Scotia Public Health Healthy Communities Protocol speaks to food security, including the creation of healthy food environments that support access to affordable healthy foods such as vegetables and fruit. The idea of a mobile food market has arisen through numerous conversations in Halifax, and Halifax Transit has agreed in principle to provide in-kind access to a bus, pending council approval.
The mobile healthy food market is a proposed partnership between Public Health Services, Halifax Regional Municipality, private business, and diverse community stakeholders to use Halifax Mobile Market food buying criteria to consider Halifax Mobile Market - Proposed Pilot (inspired by Food Share’s buying practices)
80 Winter 2015 The Way Forward
We are engaging community partners to build a model and a team, and to secure the funding to pilot a mobile healthy food market in four communities. Even with strong community support, core funding is required to make this project a reality. Funding is needed both to procure produce to be sold at the market, and to Impact hire part time staff for this project. Successful mobile healthy food markets in other jurisdictions have been According to research cited in Halifax Food Policy administered by a not-for-profit organization, had Alliance’s forthcoming Halifax Food Assessment1, 1 a paid part time coordinator and been staffed on site in 5 households across the Halifax region experience by local volunteers. We would need to partner with an food insecurity2, and it costs $823 per month to feed organization in Halifax to build credibility, and open up a family of four with a basic healthy diet in Halifax3. additional external funding opportunities. People experiencing food insecurity report having poor physical and mental health, as well as chronic health conditions1,2,3.
While low income is often the biggest barrier to healthy food access, this barrier is further compounded by living in neighbourhoods with few quality, affordable food retail options. Even individuals in areas that are well served by healthy food retail can face challenges, especially seniors, newcomers, those with disabilities and single parents with young children. Mobile healthy food markets have the potential to increase vegetable and fruit consumption among individuals struggling to access healthy food. An increase in vegetable and fruit intake is one way to promote health and reduce the risk of diabetes, heart disease, stroke and some types of cancers1. Moreover, the material, cultural and social importance of food can Potential pilot sites be used as a tool to empower individuals, local leaders, and communities. Get in touch! 1 Halifax Food Policy Alliance (Forthcoming 2015). Food Counts: Halifax Food Assessment. If you’d like to learn more or get involved, please get in touch! 2 Tarasuk, V., Mitchell, A. & Dachner, N. (2014). House- Heather Monahan hold food insecurity in Canada, 2012. http://nutrition- alsciences.lamp.utoronto.ca/wp-content/uploads/2014/05/ [email protected] Household_Food_Insecurity_in_Canada-2012_ENG Ali Shaver [email protected] 3 Nova Scotia Participatory Food Projects (2013). Can Nova Scotians afford to eat healthy? Report on 2012 Par- ticipatory Food Costing. Retrieved from: http://foodarc.ca/
wp-content/uploads/2013/08/2012-Food-Costing-Report_ Final_website.pdf This project received funding from the Department of Health and Wellness through Halifax Mobile Market - Proposed Pilot Thrive! A Plan for a Healthier Nova Scotia.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 81 Mobile Food Market Launch Poster Invite
You are invited to the Official Opening of the Mobile Food Market!
When: Saturday, May 14th, 2016
9:00 am Light refreshments 9:15 am Speakers: Mayor Mike Savage and Dr. Wanda Thomas Bernard Yvonne Atwell will serve as MC 9:30 am Ribbon cutting 9:30 – 11 am Mobile Food Market is open
Where: East Preston Recreation Centre, 24 Brooks Road, East Preston
Supported by: East Preston United Baptist Church Health and Wellness Ministry, Women with a Vision, Fairview Community Association, Veith House, YWCA Halifax, Elmridge Farm Ltd., and Atlantic Superstore
Thank you to our funders! United Way Halifax, Evergreen: We Are Cities, Nova Scotia Department of Health and Wellness, Thrive!, and Doctors Nova Scotia
82 Price cards and produce information sheets
Postcard
Healthy food GOOD PRICES OUR COMMUNITY
Banner Every 2nd Saturday
Brought to you by:
Supported by: United Way Halifax, Department of Health and Wellness, Thrive!, Evergreen: We are Cities, Doctors Nova Scotia, Veith House, East Preston United Baptist Church, The Fairview Community Association, Women with a Vision, YWCA Halifax, Elmridge Farm, Atlantic Superstore
mobilefoodmarket.ca • Follow us on Facebook
Mobile Food Market - Summer/Fall Pilot Evaluation Report 83 Poster
DEVONSHIRE ARENA EVERY 2ND SATURDAY
3395 Devonshire Avenue • 9:30 – 11: 00 am May 21 • Jun. 4, 18 • Jul. 2, 16, 30 • Aug. 13, 27 • Sep. 10, 24 Cash & Debit. Please bring your own bag.
For more information contact: [email protected] • 902-402-6498
mobilefoodmarket.ca • Follow us on Facebook!
84 Appendix 13: MFM logic model for
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& F M
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FOOD DELIVERY
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HUMAN FINANCIAL Secured PHYSICAL 1. Version
Mobile Food Market - Summer/Fall Pilot Evaluation Report 85 with
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# new partnerships formed # customers,
Indict
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1. 2. 3. Mobile Food Market - Summer/Fall Pilot Evaluation Report 87 Appendix 14: Customer / visitor comment card
Comment Card North Halifax 1) What do you most …………………………………………………………………………………………… like about the Mobile Food Market? …………………………………………………………………………………………… ……………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………..
………………………………………………………………………………………………………………………….. 2) Do you have suggestions to improve …………………………………………………………………………………………………………………………… the Mobile Food …………………………………………………………………………………………………………………………… Market? ……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………….
Comment Card Spryfield 1) What do you most …………………………………………………………………………………………… like about the Mobile Food Market? …………………………………………………………………………………………… ……………………………………………………………………………… …………………………………………… ……………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………..
………………………………………………………………………………………………………………………….. 2) Do you have suggestions to improve …………………………………………………………………………………………………………………………… the Mobile Food …………………………………………………………………………………………………………………………… Market? ……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………
……………………………
88 Appendix 15: Customer / visitor survey
Mobile Food Market Survey
Please tell us what you think! This survey is being used to get your ideas about the Mobile Food Market and to learn about any differences this project may be making for you and your community. Please remember… o Your participation is voluntary. You can skip any questions you don’t want to answer. o o You can stop the survey at any time. There are no right or wrong answers. o
Today’s Date: ______
1) Which Mobile Food Market are you attending today? (Please Check One Answer) qEast Preston qNorth Preston qNorth Halifax qFairview qSpryfield
2) How did you hear about the Mobile Food Market? (Please Check All Answers that Apply) q Flyer/poster q Social media (Facebook, Twitter) q Radio/Newspaper q I heard about it in my community (i.e. church, recreation centre, health centre) q Other (please describe): ______
3) Did you buy food from the Mobile Food Market today? (Please Check One Answer) q Yes q No If no, why not? ______
4) Have you bought food from the Mobile Food Market in the past? (Please Check One Answer) q Yes q No If no, why not? ______
5) How did you travel to the Mobile Food Market today? (Please Check All Answers that Apply ) q Walked q Biked q Halifax Transit Bus q Carpooled q Volunteer Driver q Taxi q Personal Vehicle
Mobile Food Market - Summer/Fall Pilot Evaluation Report 89 Mobile Food Market Survey
Turn over 6) How many minutes did it take you to travel from your home to the Mobile Food Market today? ______Minutes (please write the number)
7) In the table below, please mark an “X” to show your level of agreement with the following statements: Does Not Strongly Disagre Agree Strongl Apply DISAGRE e y E AGREE a) The location of the Mobile Food Market q q q q q makes it easier for me to buy fresh fruits and vegetables. b) The food prices at the Mobile Food Market q q q q q make it easier for me to buy fruits and vegetables. c) The Mobile Food Market makes it easier for q q q q q me to buy fresh fruits and vegetables that are in good condition.
d) The Mobile Food Market makes it easier for q q q q q me to buy fruits and vegetables that meet my family/cultural needs.
e) I eat more fruits and vegetables because I q q q q q shop at the Mobile Food Market.
f) My family eats more fruits and vegetables q q q q q because we shop at the Mobile Food Market.
g) The Mobile Food Market is a fun and q q q q q welcoming place in my community.
8) Please share your thoughts on how the Mobile Food Market has impacted your community: ______
9) Would you attend a year-round Mobile Food Market? (Please Check One Answer) qYes qNo qUnsure
90 Appendix 16: Community evaluation summaries
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including market sales, survey findings and a few key quotes that reflect the overall feedback received from MFM customers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN NORTH END HALIFAX The following sales are based on 10 markets in North End Halifax.
Total Market Sales: $4,320
Total Number of Transactions: 459
Average Number of Customers Per Market Day: 46
Average Amount Spent Per Customer: $9.41
Mobile Food Market - Summer/Fall Pilot Evaluation Report 91 NORTH END HALIFAX SURVEY FINDINGS Survey findings were captured from 70 total survey respondents. Who completed the survey?
96% of survey respondents were market customers.
56% of survey respondents were repeat market customers.
How are People Hearing about the Market?
36% of respondents heard about the market through social media.
How are People Getting to the Market?
60% of respondents walked to the market.
5.6 minutes was the average time respondents spent travelling to the market. Customer Satisfaction with the Market
96% of respondents agreed the market is a fun and welcoming place in their community.
94% of respondents reported they would attend a year–round market.
Sydney MacLennan Photography Sydney MacLennan Photography Sydney MacLennan Photography Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
92 NORTH END HALIFAX SURVEY FINDINGS Survey findings were captured from 70 total survey respondents.
Impact of the Market on Food Access
93% of respondents agreed the market location makes it easier for them to buy fruits and vegetables.
91% of respondents agreed the market food prices make it easier for them to buy fruits and vegetables.
94% of respondents agreed the market makes it easier to buy fresh fruits and vegetables in good condition.
83% of respondents agreed the market makes it easier to buy fruits and vegetables that meet their family and cultural needs. Impact of the Market on Fruit and Vegetable Intake
69% of respondents agreed they consume more fruits and vegetables because of shopping at the market.
66% of respondents agreed their family consumes more fruits and vegetables be- cause of shopping at the market.
CUSTOMER FEEDBACK
“Excellent program for the community. Important that people have the ability to purchase food close to where they live and at reasonable prices.”
“We just moved here and its been a great way to meet people and strengthen the feeling of community . My children have taken a greater interest in the quality of food in our home and are more eager to try new foods.”
Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 93
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including market sales, survey findings and a few key quotes that reflect the overall feedback received from MFM customers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN FAIRVIEW The following sales are based on 10 markets in Fairview.
Total Market Sales: $4,181
Total Number of Transaction: 469
Average Number of Customers Per Market Day: 47
Average Amount Spent Per Customer: $8.91
94 FAIRVIEW SURVEY FINDINGS Survey findings were captured from 53 total survey respondents . Who completed the survey?
96% of survey respondents were market customers.
53% of survey respondents were repeat market
customers.
How are People Hearing about the Market?
36% of respondents heard about the market through their community. How are People Getting to the Market?
63% of respondents walked to the market.
10 minutes was the average time respondents spent travelling to the market. Customer Satisfaction with the Market
98% of respondents agreed the market is a fun and welcoming place in their community.
96% of respondents reported they would attend a year–round market.
Sydney MacLennan Photography
Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 95 FAIRVIEW SURVEY FINDINGS Survey findings were captured from 53 total survey respondents.
Impact of the Market on Food Access
98% of respondents agreed the market location makes it easier for them to buy fruits and vegetables.
96% of respondents agreed the market food prices make it easier for them to buy fruits and vegetables.
98% of respondents agreed the market makes it easier to buy fresh fruits and vegetables in good condition.
81% of respondents agreed the market makes it easier to buy fruits and vegetables that meet their family and cultural needs. Impact of the Market on Fruit and Vegetable Intake
77% of respondents agreed they consume more fruits and vegetables because of shopping at the market.
68% of respondents agreed their family consumes more fruits and vegetables because of shopping at the market.
CUSTOMER FEEDBACK “I am very proud to buy fruit and vegetable from mobile market because I have time to take my kids outside.” “It's an interesting place to meet the wonderful community people and have the chance to talk.” “This mobile food market makes a huge difference to low income fami- lies, those with disabilities and seniors in general.”
Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
96
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including market sales, survey findings and a few key quotes that reflect the overall feedback received from MFM customers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN EAST PRESTON The following numbers are based on 11 markets in East Preston.
Total Market Sales: $2,970
Total Number of Transactions: 358
Average Number of Customers Per Market Day: 33
Average Amount Spent Per Customer: $8.30
Mobile Food Market - Summer/Fall Pilot Evaluation Report 97
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including market sales, survey findings and a few key quotes that reflect the overall feedback received from MFM customers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN EAST PRESTON The following numbers are based on 11 markets in East Preston.
Total Market Sales: $2,970
Total Number of Transactions: 358
Average Number of Customers Per Market Day: 33
Average Amount Spent Per Customer: $8.30
98
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including market sales, survey findings and a few key quotes that reflect the overall feedback received from MFM customers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN EAST PRESTON The following numbers are based on 11 markets in East Preston.
Total Market Sales: $2,970
Total Number of Transactions: 358
Average Number of Customers Per Market Day: 33
Average Amount Spent Per Customer: $8.30
Mobile Food Market - Summer/Fall Pilot Evaluation Report 99
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including mar- ket sales, survey findings and a few key quotes that re- flect the overall feedback received from MFM custom- ers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN NORTH PRESTON The following sales are based on 11 markets in North Preston.
Total Market Sales: $2,676
Total Number of Transactions: 340
Average Number of Customers Per Market Day: 31
Average Amount Spent Per Customer: $7.87
100 NORTH PRESTON SURVEY FINDINGS Survey findings were captured from 34 total survey respondents . Who completed the survey?
100% of survey respondents were market customers.
68% of survey respondents were repeat market customers.
How are People Hearing about the Market?
49% of respondents heard about the market through their community. How are People Getting to the Market?
52% of respondents used their personal vehicle to travel to the market.
3.5 minutes was the average time respondents spent travelling to the market. Customer Satisfaction with the Market
85% of respondents agreed the market is a fun and welcoming place in their community.
97% of respondents reported they would attend a year–round market.
Sydney MacLennan Photography
Sydney MacLennan Photography Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 101 NORTH PRESTON SURVEY FINDINGS Survey findings were captured from 34 total survey respondents.
Impact of the Market on Food Access
88% of respondents agreed the market location makes it easier for them to buy fruits and vegetables.
91% of respondents agreed the market food prices make it easier for them to buy fruits and vegetables.
88% of respondents agreed the market makes it easier to buy fresh fruits and vegetables in good condition.
91% of respondents agreed the market makes it easier to buy fruits and vegetables that meet their family and cultural needs. Impact of the Market on Fruit and Vegetable Intake
79% of respondents agreed they consume more fruits and vegetables because of shopping at the market.
74% of respondents agreed their family consumes more fruits and vegetables because of shopping at the market.
CUSTOMER FEEDBACK “Very good it helps me to look at my health and eat well.”
“It has brought the community together every Saturday in a positive fulfilled way.”
Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
102
The Mobile Food Market (MFM) is a 21-week pilot project providing affordable, high quality, fresh fruits and vegetables to five communities that have limited access to healthy food. The market visited each community on alternating Saturdays between May and October 2016.
Public Health, Nova Scotia Health Authority provided evaluation support to the market by identifying what was working well and areas for improvement. Customer feedback was gathered through surveys, posters, and comment cards and market sales were tracked throughout the pilot. This document provides some key highlights from the evaluation, including mar- ket sales, survey findings and a few key quotes that re- flect the overall feedback received from MFM custom- ers and visitors.
For more information about the project please visit: www.mobilefoodmarket.ca
AVERAGE MOBILE FOOD MARKET SALES IN SPRYFIELD The following sales are based on 10 markets in Spryfield.
Total Market Sales: $4,438
Total Number of Transactions: 404
Average Number of Customers Per Market Day: 40
Average Amount Spent Per Customer: $10.99
Mobile Food Market - Summer/Fall Pilot Evaluation Report 103 SPRYFIELD SURVEY FINDINGS Survey findings were captured from 61 total survey respondents . Who completed the survey?
98% of survey respondents were market customers.
53% of survey respondents were repeat market customers.
How are People Hearing about the Market?
36% of respondents heard about the market through social media. How are People Getting to the Market?
46% of respondents used their personal vehicle to travel to the market.
13.4 minutes was the average time respondents spent travelling to the market. Customer Satisfaction with the Market
98% of respondents agreed the market is a fun and welcoming place in their community.
90% of respondents reported they would attend a year–round market.
Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
104 SPRYFIELD SURVEY FINDINGS Survey findings were captured from 61 total survey respondents.
Impact of the Market on Food Access
95% of respondents agreed the market location makes it easier for them to buy fruits and vegetables.
95% of respondents agreed the market food prices make it easier for them to buy fruits and vegetables.
95% of respondents agreed the market makes it easier to buy fresh fruits and vegetables in good condition.
97% of respondents agreed the market makes it easier to buy fruits and vegetables that meet their family and cultural needs. Impact of the Market on Fruit and Vegetable Intake
77% of respondents agreed they consume more fruits and vegetables because of shopping at the market.
76% of respondents agreed their family consumes more fruits and vegetables because of shopping at the market.
CUSTOMER FEEDBACK
“I can now eat the way I should and will spend less time sick.”
“It's a great way for people in the community to purchase fresh fruit and veggies :)”
Agree refers to survey respondents who selected “agree” and “strongly agree” responses.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 105 Appendix 17: Project coordinator key informant interview guide
1
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Can you describe some of the of some you describe Can the Can of describe some you any have you do back, Reflecting provi you Can perspective? Logistics of Logistics market weekly (i.e Volunteer engagement Involvement of local hosts hosts local of Involvement Marketing/promotion Advisory Team Governance Model Model AdvisoryGovernance Team engagement Volunteer Relationships with key partners (i.e. Transit, Superstore, Partners for Partners for Relationships partners Superstore, with key (i.e. Transit, Original Pilot Goals/Objectives General logistics (i.e. Point of Sale software, MFM schedule) schedule) software, Sale MFM of GeneralPoint logistics (i.e.
Advisory Team Governance Model Model Governance Team Advisory Community enga Community General logistics (i.e. MFM schedul General logistics Original Pilot Goals/Objectives Goals/Objectives Original Pilot Volunteer Engagement Engagement Volunteer Office) Mayor’s for Care, Partners Superstore, Transit, (i.e. partners key with Relationships Partnership development development Partnership
LessonsLearned 1. Probes: 2. Probes: 3. 4. Probes:
106 Appendix 18: Advisory team focus group guide n
1 the Halifax region with region Halifax the
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Focus Group Guide
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Mobile FoodEvaluation Market
impact the MFM has had on building capacity among community volunteers and local hosts to actively shape food systems i actively food hosts to among community local shape and building volunteers on hashad capacity MFM the impact
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(evaluation question #1) (evaluation
key challenges key
riginal Pilot Goals/Objectives riginal Pilot Goals/Objectives elationships between and within pilot and within communities elationships between Considering the MFM’s original objective of providing fresh, affordable, high quality fruits and vegetables to communities in communities and vegetables to quality high fruits affordable, fresh, originalof Considering the MFM’s objective providing successe key the been have what food, healthy to access limited What partners? between and among collaboration and engagement community on MFM of the impact the describe you Can Can describe what you their community? pilot MFM the ofcommunities? met within being each are needs unexpected What and/or other unique Advisory Team Governance Model Model AdvisoryGovernance Team among partners Community engagement/collaboration Partnership development Engagement Volunteer Offic Care, Partners Mayor’s for Relationships partners Superstore, with key (i.e. Transit, O Model AdvisoryGovernance Team engagement Volunteer Care, Partners Mayor’s for Relationships partners Superstore, with key (i.e. Transit, O issuesAddressing food systems community R
Lessons Learned 1. Probes: 2. Probes: question Engagement#2) Community (evaluation 3. Probes: question #3) (evaluation Engagement Key LearningsSteps / Next 4. 5.
Mobile Food Market - Summer/Fall Pilot Evaluation Report 107 PARTICIPANT UNITS SOLD North End Halifax 25 East Preston 22 Spryfield 22 Fairview 19 North Preston 12
Appendix 19: Percentage of survey respondents from each of the five pilot communities
26 25%
22% 22% 20 19%
13 12%
7
0 North End Halifax East Preston Spryfield Fairview North Preston
In total, 281 customers / visitors responded to the survey. Most respondents were from North End Halifax (n=70) followed by East Preston (n=63), Spryfield (n=61), Fairview (n=53), and North Preston (n=34). !1 Of the 281 survey respondents, 97% were customers and of these 57% eere “repeat” customers. For the purposes of the customer/visitor survey, MFM customers were defined as individuals who had purchased food from the MFM on the day the survey was administered. “Repeat” customers were defined as individuals who had purchased food from the MFM in the past.
108 Appendix 20: Partners involved in the pre-pilot and pilot phases of the MFM
Pre-pilot Partners
Elected officials Community stakeholders • Halifax councillors • Dartmouth Community Health Board • Members of the Legislative Assembly • Dartmouth Family Resource Centre • Downtown Dartmouth Business Commission • Feed Others Of Dartmouth Organizations & government stakeholders • Public Good Society of Dartmouth • Community Coalition to End Poverty • Take Action Society • Food Action Research Centre, MSVU • African United Baptist Church Association • Halifax Transit • Akoma Family Centre • Government Relations & External Affairs • Association of Black Social Workers • Parks & Recreation • Cain Family Society • Halifax Regional School Board • Community Health and Wellness Centre • Nourish Nova Scotia • Health Association of African Canadians • Metropolitan Regional Housing Authority • North Preston’s Future • Department of Agriculture • Saint Thomas Baptist Church • Department of Health and Wellness • Southeastern Community Health Board • United Way Halifax • East Preston Boys & Girls Club • East Preston Day Care • East Preston Family Resource Centre Local producers & food suppliers • East Preston United Baptist Church Ladies Auxiliary • Abundant Acres • East Preston Recreation Centre • Common Roots Urban Farm • East Preston Girl Guides • Farmers’ Markets NS • Carrot Co-op • Seaport Farmers Market • Mulgrave Park Centre for Caring and Learning • Shani’s Farm • Halifax Community Health Board • TapRoot Farms • Needham Recreation Centre • North End Community Circle Launch team • North End Community Health Centre • Phoenix Youth • Carrot Co-op • Immigrant Services Association of Nova Scotia • Fairview Community Association • Spryfield Boys and Girls Club • Community Wellness Centre (Spryfield) • Chebucto Connections • Community Health & Wellness Centre • Chebucto West Community Health Team (North Preston) • Pathways • Ecology Action Centre • Spryfield Urban Farm • Halifax Mayor’s Office • YWCA Halifax • Public Health, NSHA • North End Community Circle • Action for Neighbourhood Change (Fairview) • St. Paul’s Family Resource Institute • Veith House • YMCA Centre for Immigrant Programs
Mobile Food Market - Summer/Fall Pilot Evaluation Report 109 Partners During Pilot
Host Organization Advisory Team • Partners for Care • Public Health, NSHA • Ecology Action Centre • Halifax Mayor’s Office Local producers & food suppliers • Partners for Care • Elmridge Farm • Atlantic Superstore
North Preston Local Host Team East Preston Local Host Team • Lead: Women with a Vision • Lead: East Preston United Baptist Church Health & • Cain Family Society Wellness Ministry • Ceasefire • Ceasefire • Home Warming (Clean Foundation) • Boys and Girls Club • North Preston Future Community Organization • Day Care Centre • Saint Thomas Baptist Church • Family Resource Centre • East Preston Gives Back North End Halifax Local Host Team • East Preston United Baptist Church Ladies Auxiliary • Recreation Centre • Lead: Veith House • Girl Guides • Mulgrave Park Centre for Caring and Learning • Let’s Grow Together • 100 in 1 Day Halifax • Lions Club • Future Roots • Ratepayers Association • Communities in Progress • Stetsons & Spurs • Needham Recreation Centre • Seniors Group • North End Community Circle • North End Community Health Centre • Our Food Project (Ecology Action Centre) Spryfield Local Host Team • Lead: YWCA Halifax Fairview Local Host Team • African Community Investment Cooperatives of Canada • Lead: Fairview Community Association • Chebucto Connections • Chebucto Community Health Board • Chebucto West Community Health Board • Fairview Family Resource Centre • Chebucto West Community Health Team • Halifax Regional Police • ECHO Hub • Immigrant Services Association of Nova Scotia • Food Action Network of Spryfield • Keshen Goodman Library • Pathways • Action for Neighbourhood Change (United Way) • Public Health • Spryfield Lions Rink • St. Paul’s Family Resource Institute
110 Appendix 21: Media coverage of the MFM
Title of the Story Date Source Source 1. Bringing the good June 18, Metro News http://www.metronews.ca/news/h food to you: city 2015 Halifax alifax/2015/06/18/bringing-the- considers donating good-food-to-you-city-considers- transit bus to donating-transit-bus-to-mobile- mobile food project food-project.html
2. Halifax considers June 18, CBC News http://www.cbc.ca/news/canada/n mobile market to 2015 Nova Scotia ova-scotia/halifax-considers- bring fresh food to mobile-market-to-bring-fresh- 'food deserts' food-to-food-deserts-1.3118321
3. Moveable feast to July 24, The Chronicle http://thechronicleherald.ca/metro fit Halifax 2015 Herald /1301193-movable-feast-to-hit- halifax
4. Halifax Council to Aug 4, 2015 CBC News http://www.cbc.ca/news/canada/n vote if mobile food Nova Scotia ova-scotia/halifax-council-to- market will get use vote-if-mobile-food-market-will-
of transit bus get-use-of-transit-bus-1.3176239
5. Halifax approves Aug 6, 2015 CBC News http://www.cbc.ca/news/canada/n lending bus to Nova Scotia ova-scotia/halifax-approves- Mobile Market lending-bus-to-mobile-market-
Project project-1.3181115
6. Halifax Transit bus Aug 6, 2015 The Chronicle http://thechronicleherald.ca/metro to become a weekly Herald /1303596-halifax-transit-bus-to- mobile food market become-a-weekly-mobile-food-
market
7. Moveable feast to Aug 11, CTV Morning http://atlantic.ctvnews.ca/video?cl
fit Halifax 2015 Live ipId=676708
8. Market on the Sept 2015 Dartmouth http://www.publicgoodsociety.ca/ move: Mobile Food North Echo Documents/ECHO-SEPT-2015-
Market brings fresh .pdf produce to the neighbourhood
1
Mobile Food Market - Summer/Fall Pilot Evaluation Report 111 9. Mobile Food Market Oct 1, 2015 The Wave: Mobile Food Market to visit to visit Halifax Nova Scotia Halifax communities communities Health Authority Newsletter 10. Free Kitchens & Nov 4, 2015 Food Stuffs https://soundcloud.com/foodstuff Government Podcast s-1/episode-7-free-kitchens-
Process (peek government-process inside the process involved in getting six communities in the Halifax Regional Municipality a Mobile Food Market)
11. Mobile Food Market May 2, 2016 CBC News http://www.cbc.ca/news/canada/n set to launch in Nova Scotia ova-scotia/mobile-food-market- East and North launch-1.3562458 Preston
12. Mobile Food Market May 5, 2016 Nova Scotia http://www.nshealth.ca/news/mo gets rolling May 14 Health Authority bile-food-market-gets-rolling- (press release) may-14
13. Halifax’s Mobile May 12, The Coast http://www.thecoast.ca/Restaura Food Market 2016 ntandBarNews/archives/2016/05/ launches this 12/halifaxs-mobile-food-market- weekend launches-this- weekend?utm_content=buffer81 57a&utm_medium=social&utm_s ource=twitter.com&utm_campaig n=buffer 14. Benefits of MFM May 13, Radio from a population 2016 News 95.7 health perspective
15. Mobile Market May 13, Halifax Metro http://www.pressreader.com/can Gaining Traction 2016 ada/metro-canada- halifax/20160513/textview 16. The Mobile Food May 14, CBC News http://www.cbc.ca/news/canada/n Market makes its 2016 Nova Scotia ova-scotia/halifax-mobile-food- debut in East market-1.3582834
2
112 Preston
17. Nova Scotia’s first May 14, Global News http://globalnews.ca/news/27015 ‘Mobile Food 2016 28/first-ever-mobile-food-market- Market’ rolls rolls-through-halifax/ through HRM
18. Mobile food market May 15, Haligonia https://haligonia.ca/mobile-food- pilot project hits 2016 market-pilot-project-hits-the-road- the road 144731/
19. Mobile market May 2016 Chebucto News http://chebuctonews.com/wp- comes to Spryfield content/uploads/2016/03/Chebuc to-News-May-2016-second- proof.pdf
20. Un nouveau May 18, Radio-Canada http://ici.radio- marché mobile à 2016 canada.ca/emissions/bien_dans_ Halifax son_assiette/2015- 2016/archives.asp?date=2016- 05-18
{Click on "Audio fil du mercredi 18 mai 2016" at the top of the page and scroll sideways to "Un nouveau marché mobile à Halifax”}
21. Halifax’s Mobile May 23, Chronicle http://thechronicleherald.ca/metro Food Market 2016 Herald /1366514-photos- improving access halifax%E2%80%99s-mobile- to quality food food-market-improving-access- to-quality-food
22. Mobile Food Market June 5, CBC News http://www.cbc.ca/beta/news/can attracts more 2016 Nova Scotia ada/nova-scotia/mobile-food- shoppers than market-preston-spryfield-fairview- expected north-end-halifax-grocery-store- 1.3616856
23. Mobile Food Market June 12, Nova Scotia http://www.nshealth.ca/news/mo gets rolling 2016 Health Authority bile-food-market-gets-rolling- video-420
3
Mobile Food Market - Summer/Fall Pilot Evaluation Report 113 24. Shades of Green – July 27, Sound Cloud https://soundcloud.com/sadie- Wanda Bernard 2016 beaton/wandabernard?utm_sour ce=soundcloud&utm_campaign= wtshare&utm_medium=Faceboo k&utm_content=https%3A%2F% 2Fsoundcloud.com%2Fsadie- beaton%2Fwandabernard
25. Foodbus Keeps Aug 7, 2016 Halifax Citizen http://halifaxcitizen.ca/2016/08/0 Local Food on the 7/foodbus-keeps-local-food-on- Move the-move/
26. Killam Properties Aug 7, 2016 Halifax Citizen http://halifaxcitizen.ca/2016/08/0 looks to do the 7/killam-properties-looks-to-do- right thing the-right-thing/
27. North Preston's Aug 13, CBC News http://www.cbc.ca/news/canada/n Future aims to 2016 ova-scotia/north-preston-s-future- create change in 1.3718684?platform=hootsuite the community
28. Mobile market Aug 31, Halifax Metro makes food 2016 News accessible
29. Health promotion in Sept 2016 Doctors Nova action Scotia Newsletter 30. Partnering Sept 2016 Nova Scotia http://www.nshealth.ca/AnnualRe Together Health Authority port2016/partnering.html – Annual General Report 31. Halifax Votes 2016: Sept 28, Halifax Metro http://www.metronews.ca/news/h Talking food and 2016 News alifax/2016/09/28/halifax-votes- walkability in 2016-district-11-profile.html District 11
4
114 This report was generously prepared by Nova Scotia Health Authority (Public Health, Central Zone). For more information about the report or the project, please get in touch!
7 Mellor Avenue, Unit #5, Dartmouth, NS B3B 0E8 [email protected] (902) 481-5800
Mobile Food Market - Summer/Fall Pilot Evaluation Report 115