Food Rescue (Yellowknife) Business Plan
Prepared by: Leanne Tait and Todd Sasaki
Submitted: March 20, 2013
Contents
Executive Summary ...... 1 Context for business plan ...... 1 Operational plan summary ...... 2 Kitchen management ...... 2 Other volunteers ...... 3 Business management...... 3 Governance (board management) ...... 4 Public relations and communication ...... 4 Donor relations ...... 4 Financial/budget ...... 5 About Food Rescue ...... 6 Organizational history and status ...... 6 Facility and equipment ...... 6 Operations ...... 10 Staffing ...... 12 Business management...... 15 Governance ...... 15 Food Rescue’s Role in the Community...... 17 Service provided ...... 17 Suppliers and recipients ...... 18 Current Need and Trends ...... 19 The need ...... 19 Strategic Plan ...... 23 Critical Issues and Limiting Factors ...... 25 Critical success factors ...... 26 Barriers ...... 26 Operations Plan ...... 27 Facility ...... 27
Pickups and deliveries ...... 28 Kitchen management ...... 29 Other volunteers ...... 30 Business management...... 31 Governance (board management) ...... 32 Public relations and communication ...... 33 Donor relations ...... 34 Financial/budget ...... 35 Other considerations ...... 37 Consolidated operations plan ...... 38 Action plan ...... 40 Appendices ...... 44 2011/2012 donations in kind ...... 45 Recipient organizations ...... 46 Job descriptions ...... 47 Food Rescue Space Requirement ...... 51 Sources of funding...... 52
Executive Summary
Food Rescue (Yellowknife) began operations in June 2008 and became registered as a NWT Society in July 2009. The Canadian Revenue Agency granted Food Rescue charitable status in May 2010.
Food Rescue represents far and away the single largest source of food for the hungry in Yellowknife. Since 2009, Food Rescue has recovered 418,000 kg of food, and has “refreshed” and returned approximately 95% of that (404,000 kg) to agencies feeding those in need in Yellowknife. Without Food Rescue, most, if not all, of these food products would have gone directly to the Yellowknife landfill. In this way, Food Rescue achieves its mission of being a bridge between the sources of excess usable food and those in Yellowknife who are in need.
Context for business plan
In the summer of 2013, the founders and champions of Food Rescue, Laurin and Ruby Trudel, will leave Yellowknife, and will no longer be active in Food Rescue. This business plan anticipates and acknowledges the changes that will accompany this attrition, and outlines plans to address these changes and continue to grow the strength and sustainability of Food Rescue.
Food Rescue operates from an insulated tent structure situated on land currently donated by a local business. This facility is currently over capacity during peak periods, and will not enable Food Rescue to accommodate any increase in donations. Likewise, workload on current volunteers and paid staff are nearing, at, or over capacity.
This business plan takes a holistic look at Food Rescue’s operations, offers projections for the future, and identifies what will be needed in order to sustain Food Rescue’s current level of operation, and for continued growth (of donations).
This business plan is written for the benefit of current, future, and potential board members to support their governance and operation of Food Rescue. It is also intended to provide an overview of the need for Food Rescue, quantify the benefit it provides to our community, and provide potential funders and supporters with information on which to choose to support Food Rescue’s operations.
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Operational plan summary
Facility Currently, Food Rescue is situated on the property of Central Mechanical Services located at 345 Old Airport Road in Yellowknife. The facility was erected as a temporary structure until such time as Food Rescue could secure a permanent facility. The current structure is permitted for occupancy until the end of August, 2014, although further occupancy permit extensions may be possible.
1 year plan: Continue operations in existing facility with existing resources.
3 year plan: Secure permanent facility consistent with the scope and recommendations in the “Options for a Permanent Location and Tenancy Arrangements” study and report produced in January 2012.
Pickups and deliveries Food Rescue has a cargo van used for pickups and deliveries. At present levels, and with the current operational model, Food Rescue’s ability to complete pickups and deliveries is at or very near capacity. While the vehicle itself has additional capacity (an additional shift), additional staffing or volunteers, as well as additional business management and co-ordination with partners would be required to expand capacity. Without expanded capacity for pickups and deliveries, or a change in operational model that requires no additional pickups or deliveries, Food Rescue will be unable to continue at its current and anticipated future rate of growth.
1 year plan: Continue current model and structure for pickups and deliveries, using increased loading (fuller van loads) to absorb any volume increase.
3 year plan: Hire driver on full-time basis to enable additional pick-ups. Add second (shortened) shift of pick-ups, staffed by volunteer driver(s), using existing van.
Kitchen management
Kitchen management is currently shared by three volunteers. One kitchen manager will be leaving in the summer of 2013. Ideally, the kitchen management role would be shared by 4 volunteers on rotation.
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1 year plan: Recruit and train one to two additional kitchen managers for a total complement of 4 “regular” kitchen managers. Cross train business manager to function in kitchen manager role on vacation “relief” basis.
3 year plan: Maintain 3 – 4 person kitchen manager rotation with business manager relief.
Other volunteers
Deliberate volunteer recruitment, training and management is required to replace anticipated immediate vacancies and to ensure continuous access to a pool of appropriate volunteers for operations and board vacancies.
1 year plan: Establish job descriptions for kitchen helper, driver, and driver helper. Recruit for specific positions and establish volunteer schedule for assistance.
3 year plan: Continuous recruitment, training and management of volunteers.
Business management
This business plan requires dedicated staffing in the form of a business manager (or executive director). Without a dedicated staff person, Food Rescue’s already stretched volunteer board will be unable to achieve the activities in this business plan.
1 year plan: Hire a half or full time business manager to support the Board of Directors in managing and implementing the administrative functions of the organization. This would include administrative functions such as liaising with donors, functions currently not done due to lack of time or human resources to do them (such as active profile building and public relations), and additional functions required to support this business plan, including fundraising and securing government, corporate and community support.
3 year plan: Maintain business manager position and functions. Review position to determine whether it should be profiled as a part-time or full time position.
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Governance (board management)
With the attrition of the founders, Food Rescue will lose corporate knowledge, energetic and committed volunteer contributions, and leadership. The ability to attract new, effective board members will be critical to Food Rescue’s continued successful operation.
1 year plan: Develop Board of Directors job description/terms of reference. Describe specific skill sets desirable on the board. Recruit to secure a board of 6 – 8 members. Discuss and resolve challenges of departure of two board members (and Food Rescue founders) in summer 2013, including need for strong leadership.
3 year plan: Evolve the board to structure from the current structure (board members are key and primary Food Rescue volunteer workers), to one where the board members are the heads of teams (or committees) and manage specific functions that are undertaken by volunteers.
Public relations and communication
In order to attract the support and funding required to achieve this business plan, Food Rescue will require a heightened profile such that the community has the information it needs to recognize the value that Food Rescue’s service provides to the community.
1 year plan: Develop and implement a public relations and communication plan in support of raising awareness of the work and benefit that Food Rescue provides to the community, and in aid of recruiting appropriate board members, funders, and volunteers.
3 year plan: Update public relations and communication plan annually in support of the ongoing activities of Food Rescue.
Donor relations
The need for donors will increase significantly over the duration of this business plan. Deliberate recognition of, and relationship with donors will help ensure their continued support of Food Rescue.
1 year plan: As part of the promotion strategy, develop and implement a plan to recognize and continue to publicly thank those who contribute in cash, in food and in kind,
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to Food Rescue. Tie the donors to the outcomes achieved by Food Rescue (for example: Thought that Matrix Helicopters was just an aviation company? Think again! Matrix has helped redirect half a million dollars of food to fill hungry bellies in Yellowknife through its generous and unfailing commitment to supporting Food Rescue.)
3 year plan: Continue with recognition of donors.
Financial/budget
Implementing this business plan will require the equivalent of approximately $150,000 in addition to current sources annually. This is an exponential increase, which will challenge an organization that has relied heavily on goods and services in kind, and focussed its efforts more on service delivery than on finding funding.
1 year plan: Develop 3-year financial plan including: financial requirements (budget projections), cash flow requirements, and target funding sources. Double current multi-year cash funding sources; grow in-kind donors by 25%.
3 year plan: Establish base of (repeat) individual donors.
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About Food Rescue
Organizational history and status
“In March 2008 while attending a Homelessness Coalition public forum, I was greatly moved by member organization presentations concerning their overwhelming challenge of chronic under- funding. I felt a hand on my right shoulder, and in my head I heard, ‘Are you listening? You can do something about this.’ God inspired a thought: useable food that was going into the Yellowknife landfill that could otherwise be used to feed those in need.”
Ruby Trudel Founding member, Food Rescue (Yellowknife)
Food Rescue (Yellowknife) was registered as a NWT Society with the Department of Justice in July 2009. The Canadian Revenue Agency granted Food Rescue charitable status in May 2010.
In the summer of 2013, the founders and champions of Food Rescue, Laurin and Ruby Trudel, will be leaving Yellowknife, and will no longer be active in Food Rescue. This business plan anticipates and acknowledges the changes that will accompany this attrition, and outlines plans to address these changes and continue to grow the strength and sustainability of Food Rescue.
Facility and equipment
Facility Currently, Food Rescue is situated on the property of Central Mechanical Services located at 345 Old Airport Road in Yellowknife. The facility was established and erected under a one year Temporary Development Permit issued by the City of Yellowknife in August 2009. In August 2010, Food Rescue applied for a two-year extension to occupy the current site until August 31, 2012, and the City of Yellowknife approved the extension. As a condition of the extension, City of Yellowknife required Food Rescue to submit a plan for its long-term tenure by August 31, 2011. Food Rescue submitted a letter to the City at the end of August 2011 to fulfil that requirement, indicating its intention to diligently pursue options for a permanent suitable location and tenancy arrangements within the next 12 months. In August 2011, a further temporary permit was issued. The current occupancy permit expires August 31, 2014.
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Temporary occupancy permits will continue to be used until such time as a permanent location can be secured for Food Rescue. While a permanent permit may be available for the existing facility, it would create additional challenges when the time comes to strike the current facility.
Food Rescue operates from an insulated tent facility, owned and insured by Matrix Aviation Solutions Inc., where food is cleaned and refreshed and temporarily stored prior to deliveries.
The facility comprises two tents: the main tent with an area of 95.2 m2 (1024 ft2) and a smaller tent of 23.8m2 (256 ft2) for a total area 119 m2 (1280 ft2). One tent is 4.9 x 4.9 metres; the other is 4.9 x 19.6 metres.
The current facility was developed through the City of Yellowknife development permit process and constructed under City permit to conform to all relevant building codes. The two-tent structures are insulated double-wall weather haven tents sitting on insulated wooden floors. They are wired for power and plumbed for propane, heating and water and sewage. The main structure includes a single washroom, comprised of a bathroom sink and cabinet and an electric powered pump toilet.
Facility limitations
Floor space The physical layout of the operation evolved. Food Rescue began within two tents. In November 2011 the main tent was extended by 4.9 m (16 ft). When the facility was first built, did not envision the expansion. There are limited outlets and electrical capacity with existing wiring, which dictates the location of coolers, freezers, and kitchen equipment. Additional circuits could be installed however the need for more outlets is somewhat restricted by lack of space for more coolers/freezers etc.
When a large donation is received, the resulting physical layout of the facility creates challenges and bottlenecks, which in turn limit the ease and safety of volunteers/workers to productively work in the facility.
Wall/stacking space The tent walls are curved, creating challenges in placing equipment, tables, supplies, and food products close to the tent’s walls.
Temperature control Because Food Rescue’s facility is a tent structure with limited insulation (R12 equivalent), climate control is a challenge. Two oil-fired heaters with internal fans in opposite corners of the facility provide heat through the tent. The outside temperature, and one’s proximity to the heating sources, can determine the overall comfort of those working in the facility.
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Temperature-sensitive vegetables left on the floor at the outer edges of the facility may be susceptible to damage from cold.
In the summer, heat is the challenge. As a closed structure without windows, temperatures within the structure can climb. Cooling is created by opening doors on opposite ends of the structure to allow for cross-ventilation and using fans to circulate air.
Limitations with respect to temperature control create challenges all seasons with respect to food handling and storage.
Security and integrity Food Rescue does not advertise or promote the location of its facility. Few other than volunteers and donors are familiar with its location. This provides some level of security to Food Rescue’s facility, where structural security is limited. Because it is a tent, the facility could be easily damaged by anyone intent on gaining access to the structure. However, to date, this has not occurred.
Reliance on business generosity Food Rescue has been blessed with the generosity of many Yellowknife businesses and donors:
Its tent facility was donated by Matrix Aviation The land on which it sits is being provided free of rent or other charge by Central Mechanical Northwestel provides a phone line Kingland Ford donates and discounts services to maintain the delivery van Bluewave Energy donates a tank of gas per month for the van Kavanaugh Brothers donates recycling services In 2011, BHP Billiton committed $10,000 per year, for five years ($50,000) to support Food Rescue’s operations.
These and other donations of goods and services in kind are essential to the successful operation of Food Rescue (See Appendix for a full list of 2011/12 donations in kind).
While all of these in-kind donations are highly valued, with work, each individually could be replaced or a new donor found if a donor stopped providing its contribution; all except for the in-kind donation of land for the Food Rescue facility.
The tent currently sits on commercial property, for which the owner is actively a permanent tenant. While Food Rescue does not feel threatened by this – the landlord has indicated his intention to consider Food Rescue’s future needs in any development – this creates some
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uncertainty and the risk that Food Rescue could be, even temporarily, displaced during a future construction project on the site.
There is currently no written or formalized agreement between the land owner and Food Rescue. Food Rescue is the beneficiary of the land owner’s exceptional generosity.
Equipment Food Rescue owns a 2010 Ford E-150 cargo van used for the pick-up and deliveries, which was purchased with funds donated by BHP Billiton. It has a convertible hand-truck/dolley and two collapsible roller units.
Annual operating costs for the cargo van are estimated approximately $1,250, which includes fuel and maintenance (but excludes insurance). Costs are covered from general revenues. Currently, routine maintenance is provided by Kingland Ford under the purchase agreement/warrantee plus donated services. The warrantee expires June 2013. After that date, routine maintenance costs of approximately $500 are anticipated, with increasing costs for repairs and maintenance as the vehicle ages. The vehicle is estimated to have 7 – 10 years of remaining life based on current levels of use.
Food Rescue has kitchen counters and equipment, including working counter surfaces, two double sinks, two commercial coolers, three freezers, a propane range/stove, kitchen appliances, tables and chairs. Additional cooling equipment would be useful to current operations; however it cannot be easily accommodated in the current facility.
In addition, Food Rescue has work and storage counters, a filing cabinet, a wireless computer network and printer, a telephone, two 400 pound capacity electronic scales, and one 20 pound mechanical scale.
Equipment limitations
Cooling equipment Cooling capacity is currently maximized. Additional cooling capacity would provide Food Rescue better and more opportunities to receive and temporarily store perishable product before redistributing. Additional cooling capacity may reduce the number of donations Food Rescue has to turn away, and would also provide the capacity needed if growth is to continue at approximately 10% per year.
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Food handling capacity Food Rescue is limited by its ability to either redistribute or refresh perishable food donations while they are still optimal for consumption. Some simple refreshing is done at Food Rescue, for example blending past-prime tomatoes into tomato purée.
Operations
In 2012, Food Rescue collected 128,600 kg of otherwise waste food, and redistributed 122,900 kg (96%) to those in need.
In its 4 ½ year history, Food Rescue has received and redistributed more than 400,000 kg of food. That’s equal to about 22 kg (about 50 lb) for every resident in Yellowknife, or 16 fully loaded semi-trailer loads of otherwise waste food diverted from the landfill, or 4 semi trailer loads each year.
Over its history, Food Rescue has obtained the co-operation of a number of organizations that purchase bulk foods. These include grocery stores, food distributors, and mines/expediters, among others. These organizations donate food that is considered surplus or is nearing or at its “best before” date (“Best before” dates refer to the quality and shelf life of an unopened food product, not safety. They tell you how long a product will retain its optimum flavour, texture and nutritional value when stored under normal conditions1), and make these foods, which are no longer considered saleable by the vendor, available to Food Rescue. However, there are no written commitments between Food Rescue and its donors, and Food Rescue relies on ongoing good relationships with these donors for continued donations.
With those organizations – primarily the grocery stores – which donate regularly, Food Rescue has established a regular schedule of pick-ups. The Food Rescue driver picks up food identified by the donor, loads it on the van, and delivers it to the Food Rescue “kitchen”. There, it is off- loaded from the van, and, with the help of a roller/conveyor, moved into the Food Rescue tent where it is weighed, inventoried, and sorted. Non-perishable items are either stacked or temporarily stored. Perishable items are placed in a cooler or freezer as appropriate. Some perishables require refreshing. For example, tomatoes which cannot be redistributed fresh may be turned into tomato purée for distribution.
The kitchen manager either daily contacts Food Rescue’s recipient agencies to identify what food is available for distribution on that day, or, as a result of prior arrangements determines
1 Globe and Mail on-line edition, “What do ‘best before’ dates on food really mean?”, Monday, November 19, 2012, as sourced at http://www.theglobeandmail.com/life/health-and-fitness/ask-a-health-expert/what-do-best- before-dates-on-food-really-mean/article5381341/
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what each recipient will receive that day. On that basis, the day’s donations are repackaged, loaded into the van, and delivered to the recipient organizations.
Food Rescue accepts fresh, perishable, and non-perishable items. The current Food Rescue model is for fresh and perishable food products received on any given day to be handled and distributed the same day. Given a shortage of storage space, Food Rescue has limited ability to store non-perishable items for long periods.
Operational limitations
Storage and distribution That noted, food donations are such that at times Food Rescue receives more of a particular product than there is demand for in a single day, or is unable to process all that is received on the day it is received. Where this is the case, Food Rescue will store what it can on-site either on shelves, stacked in the facility, or stored in the coolers and freezers. Where donations exceed Food Rescue’s ability to receive, process, distribute and/or store food, it will either reach out to partners (such as the Salvation Army) to see whether they are able to receive additional supply or temporarily store additional supply on behalf of Food Rescue.
Additionally, there are some donations for which there is limited demand, and limited recipients who will receive the donation, for example, a donation of several cases of very ripe bananas. With a very short shelf life, limited uses, and selective recipients, Food Rescue may not be able to redistribute within the community.
When there is no place to store the food, or no recipients who can use the food being donated, Food Rescue will turn away a donation.
Peaks and valleys Food Rescue has little control over the volume and nature of food donated. While it can, and does, decline some donations, either on the basis of quality, or when it feels it will be unable to find a suitable recipient for the donation, Food Rescue generally accepts what is offered by its donors.
Donations from regular donors may be very small one day, and very large the next. A periodic donor, such as a mining company, may make an unexpected and very large donation. Ordering errors, changes in season (for example reductions in yogurt sales once children are out of school), camp closures, and a myriad of other factors outside the control of Food Rescue affect the volume of food donations.
This makes it very difficult to predict or schedule in response to an anticipated need for volunteers. On a “normal” day at Food Rescue, the kitchen manager and one to two kitchen
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helpers, plus the driver is sufficient to operate. Extraordinary donations or heavy volume days can mean that the kitchen manager will work longer.
Operating at 125% capacity Given the peaks and valleys of its operation, members of the Food Rescue board feel the organization is operating very close to, and even as much as 25% over the space capacity of the current facility.
Volunteers are over-taxed Also a result of peaks and valleys of its operation, volunteers of Food Rescue are overtaxed. Current kitchen manager volunteers have identified that ideally, the role would be more evenly spread over a larger number of volunteers, for example. Current volunteers often take on a number of roles, for example holding a position on the board of directors in addition to volunteering time to the hands-on operation of Food Rescue.
Pick up/delivery capacity Food Rescue is currently near maximum capacity with respect to pickups and deliveries using existing resources. Additional sources of donations, or significant increases in the volume of donations, could not be handled within the work week of the current driver. Extended hours of operation would require a second driver.
Distribution is at or nearing capacity Food Rescue’s business model is that it receives donations, refreshes and repackages them, and distributes them to recipient organizations. It is not (nor does it foresee a change in its business model to start) distribute food to individual recipients. This requires equilibrium between the volume of donations and the ability to redistribute these donations to recipients. If donations were to increase, Food Rescue may find itself in a situation where it does not have a recipient able to accept the donation. In this situation, Food Rescue would be forced to decline the donation.
Staffing
Paid staff: driver The organization has one part-time paid staff person (28 hours per week): a driver who does pick-ups and deliveries. The job description for the driver is included in the appendix.
Owing to financial resource limitations, the driver works four days a week (Monday through Thursday). In the morning, the driver picks up donations from one local grocery and delivers them to Food Rescue. While waiting to make deliveries in the afternoon, the driver runs
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errands and does tasks as directed by the kitchen manager. In the afternoon, the driver reloads the van with food products for delivery to recipient organizations. Following deliveries, the driver then picks up donations from three additional stores and returns to Food Rescue for off- loading.
Staff management The driver seconded to Food Rescue from the Side Door Youth Centre. Side Door works with Food Rescue to complete the hiring process, and to assist with personnel issues. Side Door pays the employee and makes statutory remittances. Food Rescue reimburses Side Door for direct costs associated with staffing, but Side Door donates the time it takes to administer staffing and payroll.
Volunteers Other staffing requirements are currently met with a small team of dedicated volunteers.
At the time of this business plan, the volunteer roster comprised approximately 19 individuals, each with varying degrees of commitment, involvement, and engagement with Food Rescue. Additionally, Food Rescue has “drop in” volunteers, who may come on a one-time basis. These volunteers may include school students, clients of the Yellowknife Association for Community Living, and students wishing to fulfil volunteer requirements for school.
WSCC coverage of volunteers is statutorily voluntary. Food Rescue does not currently take out WSCC coverage for its volunteers.
Kitchen manager There are currently three dedicated and committed volunteers who together fulfill the full-time “kitchen manager” role. While called a kitchen manager, this position (see attached job description) is more accurately described as an operations manager, overseeing not only kitchen functions, but also scheduling workers, supervising the driver, and liaising with both donors and recipients. Currently, two of the three volunteers work 4-day shifts, separated by a one-day shift of the third volunteer.
Kitchen helper A number of people volunteer in the role of kitchen helper. There is currently no job description for the kitchen helper. The role of the helper is to work with the kitchen manager mainly to clean and refresh incoming food donations. This can include a other activities, including assisting with inventory, and packaging bulk products, such as flour into individual packages for distribution to Food Bank clients. All this is done under the supervision of the kitchen manager.
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Given the current size and typical daily volume of Food Rescue, the optimum number of kitchen helpers is 1 or 2 volunteers every morning.
Drivers and driver’s assistants Although the paid driver works four days per week, however food pickups and deliveries are done six days per week with the help of volunteers who drive on Fridays and Saturday mornings. As well, at least twice weekly, additional volunteers assist the driver by attending to one grocery store and preparing the donations for pick-up, then loading the cargo van at the store and later off-loading the van at Food Rescue.
Staffing limitations
Loss of key volunteers Laurin and Ruby Trudel, founders of Food Rescue, and key working volunteers for the organization will be leaving the north within the next six months. While some success has been achieved in replacing Laurin’s role in the upkeep and maintenance of Food Rescue (in the appointment of Bryan Manson to the board), no new kitchen manager has been identified. If a replacement kitchen manager(s) is/are not in place before Ruby leaves, the current operational model will be at risk.
No “on call” volunteers While there is a regular group of volunteers who volunteer regularly as their schedules allow, when there are extraordinarily large donations, or unexpected donations there is not a pool of additional volunteers to draw from to address the bulge in workload.
Reliance on retirees Because Food Rescue’s work happens during “regular working hours”, it cannot attract people who have regular or full time jobs to volunteer: the times of day volunteers are needed conflict with working hours. Therefore, most of the highly committed volunteers of Food Rescue are retirees. The commitment required by Food Rescue, particularly in key positions (see below), can be fundamentally at odds with retirement, where retirees are seeking to shed commitments that tie them down for extended or scheduled periods.
Specialized knowledge, commitment, or abilities The volunteer position of kitchen manager requires significant knowledge of Food Rescue, its processes, donors, and recipients. This pivotal volunteer role cannot be filled by a casual volunteer without significant training and experience. This becomes an issue when one of the three kitchen managers goes on vacation or leaves for an extended period.
Likewise, the role of driver requires specialized skills. The driver must be physically strong and capable of loading and unloading cargo daily and often. Even kitchen helpers must be physically
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strong to receive and process inventory. From pick up from the donor to delivery to Food Rescue’s recipient, food gets handled at least 7 times: (1) packing and (2) loading the van at the donor location, (3) unloading the van, (4) inventory, (5) repacking, (6) reloading the van at Food Rescue and (7) unloading at recipient site.
Deliveries at capacity As identified elsewhere, pickups and deliveries are at capacity unless a second shift is organized for afternoon pickups with donors and staffed by one or more volunteer drivers.
Business management
At present, business management is undertaken by members of the board. However these board members, in addition to managing the operation, also work as volunteers. This has been by default, not by design.
Limitations Lack of a large pool of volunteers, combined with more pressing needs associated with operations, means that only those administrative functions necessary to the operation of Food Rescue, such as facility and vehicle maintenance, paying bills and managing finances, are handled. Administrative and support functions that could improve the operations of Food Rescue, build relationships, attract support and volunteers, and support achievement of Food Rescue’s mission, but which are not essential, such as marketing and public relations, are largely left undone.
Governance
The bylaws of Food Rescue allow for a board of up to 8 members. Minimum membership is considered to be 6 members. The current board consists of 6 members as follows:
Laurin Trudel, President (and co-founder) Todd Sasaki, Vice President Denis Bowen, Secretary Marg Henderson, Treasurer Ruby Trudel, Director (and co-founder) Bryan Manson, Director
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The board is currently a working board, with each member of the board expected to volunteer time to the operational or administrative/business functioning of Food Rescue. For example, two directors (Ruby and Marg) share the role of kitchen manager, along with a third (non- board) volunteer.
The organization holds directors liability insurance for all board members.
The board is expecting turnover on the board within the next year, as co-founders Ruby and Laurin Trudel relocate outside of Yellowknife.
Limitations The current governance model limits who can be attracted to participate on the board. The time and energy commitment required of working board members is higher, generally, than on governance boards. Additionally, working boards must attract specific and often specialized skill sets to meet the working requirements. These two factors, together, make it challenging to replace board members who have pivotal roles in the formation, governance, and day-to-day operation of the organization. At the same time, board turnover is a natural process, and provides opportunities for other members of the board to “step up”, and for the injection of new energy, passion, and ideas in the form of new members.
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Food Rescue’s Role in the Community
Service provided
Food Rescue provides a bridge between the sources of excess usable food and those in Yellowknife who are in need. The sources of food are grocery stores, food warehouses and businesses such as the mines. Those in need are the many organizations that serve the homeless or otherwise marginalized persons and the working poor.
Food Rescue picks up excess and dated food items considered non-saleable by the grocery stores and food wholesalers in Yellowknife and refreshes items as needed to prepare them to be passed on to agencies and organizations in Yellowknife that feed and provide food to needy individuals and families.
In 2011, Food Rescue worked in partnership with some 15 recipient organizations assisting people in need. Food Rescue provides reclaimed food to organizations, who in turn distribute the food to their clients. On average, Food Rescue collects and distributes approximately 2,202 kg of food products every week.
Total Annual Weights (kg)
Year Total Received Total Delivered Daily Average
2008* 12,289 10,827 129
2009 62,192 60,436 211
2010 102,461 100,865 301
2011 112,600 109,000 367
2012 128,500 122,900 417
*Note: 2008 was a partial year (June to December)
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According to estimates of the United States Department of Agriculture (USDA), the average American eats between 725 and 885 kg of food per year. If we can assume that Canadians eat a similar amount, this means that the food diverted from landfill and redistributed to Yellowknifers in need is the equivalent of feeding about 136 people, or about 45 households (of 3 people) completely each year.
Food Rescue uses the multiplier of $4.40 per kilogram (based on a Canadian Food Bank evaluation in 2010) to quantify the value of the food it diverts from the waste stream, processes and redistributes. Based on a value of $4.40 per kilogram of food, the value that Food Rescue contributed to Yellowknife in 2012 was approximately $540,000!
The volume of food rescued and redistributed more than doubled between years 1 and 2, increased by 65% between years 2 and 3, and increased by a further 10% between years 3 and 4, and by approximately 14% in year 5. If future year-over-year increases continue at current rates (10% per year), or even half the current rate (5%), the volume of food rescued in the next 3 years would increase to approximately $150,000 - 170,000 kg, with approximately (95%) redistributed.
The estimated value of this food would total close to $700,000. This is an annual distribution, and therefore an annual contribution to the community.
(In order for this to happen, however, current capacity limitations – building, deliveries, recipient organizations - would need to be addressed).
Suppliers and recipients
Recipients Food Rescue does not distribute food directly to individuals. Rather, Food Rescue reaches people in need through a number of organizations that prepare, serve or distribute food products to Yellowknife residents in need of food.
The following is an estimation of the percentage of Food Rescue’s total distribution that goes to each of its recipients:
Salvation Army 30% Yellowknife schools (5) 20% Centre for Northern Families 18% John Howard Society/Somb’Ke Day Shelter 15% YK Food Bank 12% All others 5%
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Current Need and Trends
Food Rescue plays an important role in not only diverting food from the waste stream, but more importantly, feeding people in Yellowknife.
Some of the role and contribution of Food Rescue can be quantified from the need and from the value and volume of food redirected to needy organizations as identified in a variety of research reports.
Note: much of the information in this section (“Current Need and Trends”) is taken directly from other research reports. No effort has been made to verify this information, update it, or to change it. Much of it is presented verbatim as it appears in the reports. Sources of all reports have been cited, along with corresponding page numbers.
The need
Income and hunger are closely related.
Families with low income have greater difficulty meeting basic needs. The cost of nutritious food is a reason low‐income families tend to buy cheaper food. Low income is a main factor in food insecurity. Food insecurity is associated with poor health, chronic disease, obesity, depression, distress, and food allergies.
By extension, the value of Food Rescue extends beyond the direct impact of connecting food with those who need it. It has an indirect impact on improving health, and reducing costs associated with poor health.
According to the “Low Income Measure” (From the Poverty Reduction Policies and Programs: NWT for the Canadian Council on Social Development, as reported in the NT Poverty Progress Profile by Canada without Poverty, May 2012) fully 10% of all households in Yellowknife have low incomes (the average low income earner receives $16,344/year), with an additional 5% of all households having an income under $30,000.
Northern News Services Limited reported on March 31, 2011, that food bank use in Canada’s three territories has increased by 70% over the course of the recent recession. “Championing Well-Being in Yellowknife – The City of Yellowknife Social Action Plan” (June 2009), as cited in the Community Food Action Plan (CFAP) document compiled by Lutra Associates in 2010, identified income and food security issues as impacting at least 10% of Yellowknife residents.
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In recent years food costs have increased in Yellowknife, Ndilo and Dettah. Between 2006 and 2008, the average weekly cost of purchasing a healthy, nutritious food basket for a family of four increased by an average of 4% per year. In 2008, a family of four required $12,220 annually to pay for a healthy and nutritious food basket costing $235 per week (CFAP Yellowknife Ndilo Dettah March 2010 page 8). For a household with an income of $30,000/year, this represents an astonishing 40% of income.
The segment of the population (9% of families in 2006) with annual incomes of less than $25,000 are likely to feel marginalized and less secure than those (79% of families in 2006) with incomes of $60,000 or more. At most risk of marginalization are the some 15% of Yellowknife children who live in low income families, of which 41% are members of single parent families. (from CFAP March 2010 page 13).
There is no agreement in Canada on what constitutes the best measure of poverty. The GNWT does not officially define ‘poverty’. In the absence of a definition, income reported over time is regarded as a useful measure of poverty. The Low Income Measure (LIM) used by Statistics Canada for the NWT is not an indication of whether a household has sufficient income to meet their basic needs but defines low income as one that is much worse off than average. The wide variation in incomes coupled with the high cost of living in Yellowknife results in a higher incidence of low income (LIM) in lone parent families and individuals. In 2005, one third of lone‐parent families were living with low income in Yellowknife. Consequently children and persons in these lone parent families have a much higher incidence of low income than persons and children living in couple families. (CPAP page 13)
Persons and families with low income are more at risk of hunger, and are those who benefit from the important work done by Food Rescue in redirecting food from waste to plate.
Table 15: Family Income: Incidence of Low Income*, Yellowknife 2005 (from page 14)
Families Persons Children Persons 65 ages 0‐17 & over (% in low income) All families 9.4 9.8 14.4 8.3 Couple families 3.1 3.4 4.8 Lone parent families 33.3 34.9 42.1 Non-family persons 16.8 8.7
* Note: After‐Tax Low Income Measures (LIM). Incomes are combined for Yellowknife, Ndilo and Dettah
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Source: Government of the Northwest Territories. Department of Education, Culture and Employment. 2007. Income Security: Breaking Down the Barriers to Poverty
According to the Lutra Associates study (page 15), the population groups most at risk of food insecurity are:
1. Homeless 2. Low income single and two-parent families 3. Youth and children 4. Aboriginal people 5. Seniors
This same study listed its findings related to the demand for food in Yellowknife, Ndilo and Dettah as follows (from page 36):
Agencies Relieving Evidence Imputed value Hunger Food YK Food Bank Distributes up to 150 grocery bags every second Saturday at $117,000 a biweekly cost of $5,000. In September 2009, 400 household members (200 adults and 200 children) benefited from Food Bank grocery bags compared to 350 household members in September 2008. Salvation Army Food 50 emergency food hampers are distributed weekly at a cost $78,000 Bank of $1,500 St. Vincent De Paul In 2009, volunteers attended 76 emergency calls from $15,200 families for basic needs including groceries. Food Rescue In 2009, 126,364 lbs of food was donated to the community $252,728 at an imputed value of $252,728. Yellowknife Garden In 2009, members grew 6,000 lbs of food and donated 1463 $2,926 Collective lbs of fresh produce to community agencies. Meals Salvation Army Soup 30 lunches and 60 suppers are prepared and served to $114,975 Kitchen people daily. YK Day Shelter 30 of the 60‐70 daily visitors take advantage of the hot $38,325 breakfast served daily. Centre for Northern In 2008/09 the Centre provided an average of 30 meals per $37,723 Families day (10,778 meals) to people living in Yellowknife, Dettah and Ndilo. Side Door In 2009, the 90 youth who stayed 1200 bednights at the Side $8,400 Door had access to the equivalent of 2400 meals. K’alemi Dene School KDS spends about $300 to $500 per week for lunches. $16,000 Weledeh School In late 2009, an average of 25‐30 lunches were consumed $19,250 lunches each day by students in need. YK Seniors Society Lunch With A Bunch food costs are about $300 per week $ 15,600
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feeding up to 90 people. YKDFN Community In 2010, an elders lunch is prepared and delivered to 15 $1,560 Services elders in Ndilo and Dettah
The values in the table above are based on the following assumptions/calculations: Food is valued at $2 per lb. and meal cost calculated at $3.50 per meal.
Even considering the data in this table is 3 or more years old, and acknowledging the inherent duplication (a significant amount of the food distributed by Centre for Northern Families, Side Door, and Salvation Army is already captured in the Food Rescue amount) in stating the values, Food Rescue represents far and away the single largest source of food for the hungry in Yellowknife.
The Lutra report went on to identify several gaps in the local food system, including the following, many of which are experienced by Food Rescue:
Human Capacity Staff burn out and high turnover, low wages, and insufficient skills impact service delivery and service sustainability. Current volunteer efforts are not sustainable. Food bank abuse can overtax resources, undermine a group’s reputation, and cause community people to rethink where to donate or volunteer their time. The myriad of operating functions associated with providing relief from hunger is onerous for volunteers. Some NGOs lack full or part time funded positions to take on these responsibilities. Funding and Fundraising Funding for emergency hunger relief food programs is an ongoing challenge. Project funding applications and reporting requirements combined with planning and food delivery exacerbate the demands on staff and volunteers. Operational conditions (e.g. lost charitable status, deficits, nearing the end of a sponsorship commitment) potentially impact financial and fundraising capacity. School food programs require dedicated staff (volunteer) time and generous donors. Any failure, such as the cancellation of funding support from a main donor, could jeopardize the sustainability of food in a school.
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Strategic Plan
Mission Food Rescue provides a bridge between the sources of excess usable food and those in Yellowknife who are in need. Food Rescue supports its mission through its four key activities of:
a) Minimizing waste of food by accepting food products from donors, b) Supporting over 15 organizations who feed the homeless and otherwise nutritionally or socially disadvantaged persons through donations of reclaimed food, c) Distributing reclaimed food within the community of Yellowknife so that it is utilized to the best extent possible, and d) Helping to conserve the environment through composting of food waste and recycling wherever possible.
Envisioned future Food Rescue envisions a future characterized by opportunities for growth in service delivery and sustainability in operations. It sees a future where it will serve an increasing number of people in the community by redirecting otherwise waste food to those who need it, in a way that is sustainable for the long-term.
Growth of service and sustainability for Food Rescue has several dimensions.
Food Rescue will strive to grow its service such that:
It continues to rescue and distribute food to groups in need, and serve an increased number of recipients. It is recognized as an organization that contributes to community well-being. Its work will result in better nutrition, less hunger, and more knowledge of where people can access food. Food Rescue serves as a role model for other communities, and through outreach, may be a catalyst for Food Rescue groups in other communities. It will have reached out to the community and become increasingly collaborative, with suppliers, helping organizations and others. Food Rescue will have strong ties with suppliers.
In order to achieve sustainability, Food Rescue will:
Recognize that it can’t achieve its mission or vision by itself, and as a result will look at opportunities to share human resources (people), financial resources, food, infrastructure (building). Have better infrastructure (building, driver, vehicle).
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Have a strategy for rejuvenation of personnel and volunteers. Have policies and procedures in place and to promote operational efficiency. Have support of various levels of government. For example, rent may be paid by the City, staff could be paid by the GNWT, and facility improvements could be supported by the GNWT or other levels of government. Have a strong and dedicated -- if small – pool of volunteers. The pool of volunteers will be well-organized, scheduled, and committed to the work. There will be volunteers who can step in whenever help is needed. There will be a waiting list of people wanting to volunteer. Continue to replenish its volunteer base by creating interest, commitment and involvement Have a full board of strong and committed leaders who will provide skills, leadership, planning and governance.
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Critical Issues and Limiting Factors
Food Rescue is at a turning point in its life cycle.
In its initial three years, it refined its role, established donors and recipients, and grew its operations from a household garage to a larger, commercial location.
Now entering its sixth year of operation, it is again at a point where it needs to make changes in order to remain sustainable and further changes if it is to continue to respond to opportunities to expand the volume the organization handles.
Food Rescue has two main options:
1) maintain the status quo operation, and selectively decline food donations that it does not have capacity to either handle with current resources or find recipients for, or
2) prepare to respond to possible growth in donations (potentially up to 10% per year for the next 3 years).
Under scenario 1 Food Rescue must secure additional volunteers to offset the departure of the founders who have had active involvement at the board and operations levels since the organization’s inception. Operation would continue as they currently exist, with excess donations being declined by Food Rescue.
The risks of this scenario are that new champions will be hard to find, especially those that are willing to take on both leadership and working roles. The risk of burnout increases, as those “left behind” try to fill the gaps. Burnout can lead to further attrition and threaten the overall success of the organization. This risk can be mitigated through successful recruitment of additional board and working volunteers and hiring a business manager.
Scenario 2 is better aligned with the vision of Food Rescue, which sees both growth in Food Rescue’s delivery of service (accepting increased donations and distributing increased volumes of food), and greater sustainability. In order to achieve this scenario, Food Rescue will require a permanent, larger facility in addition to more volunteers, board members, and a business manager.
The risk of this scenario comes in the significantly higher budget requirements to support this scenario, and the organization’s ability to secure it year over year. There is the additional risk that the organization will pursue the second scenario without sufficiently energetic or motivated champion, and be unable to succeed.
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Critical success factors
In order to achieve either scenario in this business plan, Food Rescue requires the following, which are critical to its success:
Strong kitchen management (recruitment of replacement for departing kitchen manager volunteer) Strong organizational leadership with clear vision (recruitment of replacement leadership for departing founders) Solid relationships with donors and recipients (continue status quo at a minimum) Sufficient capacity to handle volume of donations received daily and annually. Physical capacity of the existing building, and capacity to do pickups/deliveries, have been reached or exceeded. Any increase in donations will require a larger, permanent facility and additional pickup/delivery capacity)
Barriers
Barriers exist that make it challenging to achieve the factors critical to success. The barriers are identified below. Together, the critical success factors and barriers dictate the elements that need to be addressed in this business plan.
There are not a lot of volunteers who can commit regular daytime hours to volunteerism. The pool of “qualified” volunteers is small. Strong, visionary leadership is hard to find. There are no clear leaders within Food Rescue’s current organization to draw from, so leadership would have to come from one who has not already engaged with the organization. Food Rescue has a low profile. Successful securing of volunteers, leadership and funding requires that Food Rescue is highly visible, credible, and valued by the community. Our community is small, the donor pool is limited, and there are many organizations pursuing limited funding sources. Many existing funding sources fund projects, but do not support operating costs. Existing recipients have a finite need or desire for products provided by Food Rescue. An increase in donations received by Food Rescue will require Food Rescue to identify and establish relationships with new recipients.
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Operations Plan
Facility
Currently, Food Rescue is situated on the property of Central Mechanical Services located at 345 Old Airport Road in Yellowknife. The facility was erected as a temporary structure until such time as Food Rescue could secure a permanent facility. The current structure is permitted for occupancy until the end of August, 2014, although further occupancy permit extensions may be possible.
1 year plan: Continue operations in existing facility with existing resources.
3 year plan: Secure permanent facility consistent with the scope and recommendations in the “Options for a Permanent Location and Tenancy Arrangements” study and report produced in January 2012.
Implications Food Rescue has outgrown its current facility. Any growth within the next five years is not sustainable in the current facility. Historical trends suggest that there is a potential for donations to continue to grow at a rate of up to 10% in food volume per year. The donations cannot be expected to be evenly dispersed throughout the year. Some growth can be expected to come from additional donations from existing donors; some will come from acquiring new donors, and some will come from an increase in “exceptional” and one-time donations, such as from the closure of seasonal mining exploration camps.
Ideally, if the donated food volume could be spread evenly over the year, the current facility might be able to manage the additional growth. However, exceptional and one-time donations currently stretch Food Rescue’s ability to process and redistribute donations. Without a new facility (and requisite additions of volunteer and paid staff), Food Rescue will be forced into a position of having to decline food donations that exceed its capacity to receive, refresh and redistribute.
Securing a permanent facility will come with a significantly increased financial commitment. Food Rescue currently benefits from zero rental and minimal facility operating costs due to gifts in kind from the business community. This plan anticipates the need to secure funding – or additional services in kind – equal to these increased operating costs. A new, stable funding stream will be required to pay regular rent and utilities.
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Based on a facility of 2024 square feet, per “Options for a Permanent Location and Tenancy Arrangements” report, January 2012 (see Appendix), and rental and O&M cost assumptions in that report, a new facility would require an increase in ongoing funding support of about $60,000 annually, as well as $100,000 (or more) in one-time capital investment costs.
Increased volunteer/board time/effort will be required to do the public relations, profile- building, and relationship building required to secure the funding required for both capital and ongoing rent and O&M costs. Some of these tasks could fall to a new business manager function, which it is recommended Food Rescue initiate.
Actions required in support of plan Secure additional temporary occupancy permit from City of Yellowknife. Initiate marketing and communication activities to raise profile of Food Rescue, its contribution to the community, and to prime the community for a fundraising drive. Identify sources of grant funding for capital costs. Identify potential opportunities for support from all levels of government. Identify potential corporate donors. Secure keystone donor/benefactor, and then pursue additional donors. Identify, negotiate and secure suitable facility. Initiate fundraising drive in co-operation with a corporate benefactor (for example, Yellowknife Co-op)
Pickups and deliveries
Food Rescue has a cargo van used for pickups and deliveries. At present levels, and with the current operational model, Food Rescue’s ability to complete pickups and deliveries is at or very near capacity. While the vehicle itself has additional capacity (an additional shift), additional staffing or volunteers, as well as additional business management and co-ordination with partners would be required to expand capacity. Without expanded capacity for pickups and deliveries, or a change in operational model that requires no additional pickups or deliveries, Food Rescue will be unable to continue at its current and anticipated future rate of growth.
1 year plan: Continue current model and structure for pickups and deliveries, using increased loading (fuller van loads) to absorb any volume increase.
3 year plan: Hire driver on full-time basis to enable additional pick-ups. Add second (shortened) shift of pick-ups, staffed by volunteer driver(s), using existing van.
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Implications
Expanding the number of pickups and deliveries will require greater co-ordination with donors, thus increasing the need for business/administrative management.
The financial implication of this would be zero in year one, as the status quo is maintained, and increase by approximately $10,100 in year three as the driver moves to full time hours (37.5 hours) from the current 28 hours.
In addition to the full time driver, additional volunteer drivers will be required to complete the second driving shift and additional supervision (kitchen manager hours. Because the shift would occur in the evening, it should be easier to recruit volunteers.
There will be greater wear and tear on the existing cargo van, reducing its active life slightly, and increasing maintenance, repair, and fuel costs. Estimated additional budget requirement in the first year is $2,000, increasing over time to $3,500 in year three. This projection is based on year one costs holding steady with 2012/13 costs (projected at $1450 in gas and $500 in maintenance), and use, and therefore costs increasing to double historical averages ($1,500) in three years, without a corresponding increase in donated fuel.
Actions required in support of plan Recruit additional volunteer drivers (to address immediate needs) Get funding stream in place for full time driver and related costs. (Do not hire until such time as funding arrangement is in place.) Secure dedicated volunteer for additional kitchen manager
Kitchen management
Kitchen management is currently shared by three volunteers. One kitchen manager will be leaving in the summer of 2013. Ideally, the kitchen management role would be shared by 4 volunteers on rotation.
1 year plan: Recruit and train one to two additional kitchen managers for a total complement of 4 “regular” kitchen managers. Cross train business manager to function in kitchen manager role on vacation “relief” basis.
3 year plan: Maintain 3 – 4 person kitchen manager rotation with business manager relief.
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Implications
Recruiting volunteers for the kitchen manager position is challenging: it is a position that requires a high level of competence and self-motivation; it demands a significant and regular commitment of time; and the need exists during what is otherwise regular working hours, which limits the number and type of people available to volunteer to fulfil this role. Notwithstanding these challenges, retirees, rotational mine workers, and stay-at-home parents are potential volunteers to fulfill that role. Dividing the workload over a larger number of volunteers (3 – 4) would also make the commitment for each volunteer less onerous and therefore more appealing. It may also open the possibility of exploring a “secondment” for one of the shifts from a local employer such as a GNWT social envelope department/agency.
This plan anticipates that whoever is fulfilling the business manager role would be cross trained and able to fill in for vacation and travel absences by any of the volunteer kitchen managers. Being fully conversant in the kitchen manager role will also benefit the business manager in carrying out his or her business/administrative role for Food Rescue.
Actions required in support of plan Identify sources of potential kitchen manager volunteers. Initiate “promotion” campaign to recruit 2 or more kitchen manager volunteers. Initiate discussions with corporations and government with respect to possibility of secondment of kitchen manager.
Other volunteers
Deliberate volunteer recruitment, training and management is required to replace anticipated immediate vacancies and to ensure continuous access to a pool of appropriate volunteers for operations and board vacancies.
1 year plan: Establish job descriptions for kitchen helper, driver, and driver helper. Recruit for specific positions and establish volunteer schedule for assistance.
3 year plan: Continuous recruitment, training and management of volunteers.
Implications
Volunteer management and scheduling currently function without a significant amount of management. With the current operations and structure of Food Rescue, this works. However, if additional volunteers are to be recruited, if the kitchen manager function is to be split among
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a larger number of volunteers, greater organization and co-ordination will be required. This will be part of the function of the business manager.
Actions required in support of plan Establish job descriptions Identify sources of potential volunteers Promote need for volunteers through public speaking engagements and advertising (donated) Screen and select volunteers Train volunteers Maintain roster of volunteers and their availability Initiate volunteer appreciation initiative (in partnership, for example with a donor)
Business management
This business plan requires dedicated staffing in the form of a business manager (or executive director). Without a dedicated staff person, Food Rescue’s already stretched volunteer board will be unable to achieve the activities in this business plan.
1 year plan: Hire a half or full time business manager to support the Board of Directors in managing and implementing the administrative functions of the organization. This would include administrative functions such as liaising with donors, functions currently not done due to lack of time or human resources to do them (such as active profile building and public relations), and additional functions required to support this business plan, including fundraising and securing government, corporate and community support.
3 year plan: Maintain business manager position and functions. Review position to determine whether it should be profiled as a part-time or full time position.
Implications
The business manager role would be the organization’s second paid position. It would be staffed in order to provide support to the Board of Directors in undertaking the significant work to implement this business plan. Once the key elements of this plan are achieved - a permanent facility is secured with stable funding through expanded community support, and an expanded committed volunteer base, it possible that the role may reduce to a part-time position.
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The budget implications of hiring a full time business manager would be $50,000 per year or more.
Actions required in support of plan Create job description for business manager Identify funding sources in support of business manager position Once funding source is in place, recruit for business manager and hire
Governance (board management)
With the attrition of the founders, Food Rescue will lose corporate knowledge, energetic and committed volunteer contributions, and leadership. The ability to attract new, effective board members will be critical to Food Rescue’s continued successful operation.
1 year plan: Develop Board of Directors job description/terms of reference. Describe specific skill sets desirable on the board. Recruit to secure a board of 6 – 8 members. Discuss and resolve challenges of departure of two board members (and Food Rescue founders) in summer 2013, including need for strong leadership.
3 year plan: Evolve the board to structure from the current structure (board members are key and primary Food Rescue volunteer workers), to one where the board members are the heads of teams (or committees) and manage specific functions that are undertaken by volunteers.
Implications
When board members are also the primary volunteers of an organization, there are benefits and risks. The benefits include a high level of engagement, commitment and involvement of volunteers, and the ability to build “team” among those involved in the organization. The risks, however, are also great. The organization is put at risk with the departure of even one board member: risk of loss of corporate knowledge, risk of loss of a key volunteer/operational function. Additional risks include risk of volunteer burn-out; and a lack of dynamism, new ideas, and new energy in the organization; and the risk that either governance or operational functions do not get the full attention they require because there is too much for a small team to accomplish.
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Actions required in support of plan Develop Board of Directors Terms of Reference that reflects current need (but with future organizational evolution in mind) Identify board skill sets required in immediate support of Food Rescue and identify gaps Recruit for specific immediate board requirements Once board membership is stable, initiate transition from board members as key volunteers, to board members as “portfolio managers” with non-board volunteer “committees” or groups. Identify “portfolios” required by Food Rescue, and recruit volunteers for these portfolios (portfolios might include things such as: maintenance, staffing/volunteer management, public relations and communications, fundraising, and so on) Establish/encourage movement from volunteerism to board membership (that is, draw new board members from field of volunteers involved in various “portfolios”.
Public relations and communication
In order to attract the support and funding required to achieve this business plan, Food Rescue will require a heightened profile such that the community has the information it needs to recognize the value that Food Rescue’s service provides to the community.
1 year plan: Develop and implement a public relations and communication plan in support of raising awareness of the work and benefit that Food Rescue provides to the community, and in aid of recruiting appropriate board members, funders, and volunteers.
3 year plan: Update public relations and communication plan annually in support of the ongoing activities of Food Rescue.
Implications
This business plan calls for significant change and growth in the work of Food Rescue. At a minimum, the effort, contributions and leadership of the founders must be replaced in the next six months, as they exit the organization. Optimally, Food Rescue will continue to pursue a new building, volunteer participation, and incremental growth in the work it does in and for the community.
Even the minimal scenario requires an increase in promotion and profile of Food Rescue and how it benefits the community. Achieving the fundraising requirements detailed in this plan
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cannot be done without a deliberate, intentional, well-planned marketing and promotional effort. While marketing and promotion is necessary but not sufficient to generate increased funding. It must be followed up with effort by the board of directors and the business manager to secure results.
Much public relations and marketing can be achieved at little or no cost – but rather, involves time and effort on the part of staff, board, and volunteers. Goods and services in kind may be available from media and creative personnel to offset some costs. In addition, some organizations, such as the Yellowknife Community Foundation, provide grants for specific projects. Marketing activities may qualify for project funding. An annual budget of $5,000 has been identified.
Actions required in support of plan Identify director or volunteer to lead communication and PR portfolio Develop key messages (relating to volunteer recruitment, profiling benefit of Food Rescue to the community) Develop communication and PR plan in support of achieving business plan objectives Implement plan
Donor relations
The need for donors will increase significantly over the duration of this business plan. Deliberate recognition of, and relationship with donors will help ensure their continued support of Food Rescue.
1 year plan: As part of the promotion strategy, develop and implement a plan to recognize and continue to publicly thank those who contribute in cash, in food and in kind, to Food Rescue. Tie the donors to the outcomes achieved by Food Rescue (for example: Thought that Matrix Helicopters was just an aviation company? Think again! Matrix has helped redirect half a million dollars of food to fill hungry bellies in Yellowknife through its generous and unfailing commitment to supporting Food Rescue.)
3 year plan: Continue with recognition of donors.
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Implications
Thanking is powerful. While many Food Rescue donors will say they don’t want or need to be thanked, everyone likes to be appreciated. The simple act of sincere and public gratitude can keep existing donors supportive, and can help create new donors. Everyone likes to get aboard a successful initiative. Budget implications have been considered as part of the marketing approach.
Actions required in support of plan Identify all cash and in-kind donors. Quantify value of in-kind contributions. Create list/spreadsheet with critical information on each donor: name, contact person, email, phone, website address, nature of donation, value of donation, date and nature of last communication/recognition Consider donor recognition as part of the public relations/communication plan, and integrate
Financial/budget
Implementing this business plan will require the equivalent of approximately $150,000 in addition to current sources annually. This is an exponential increase, which will challenge an organization that has relied heavily on goods and services in kind, and focussed its efforts more on service delivery than on finding funding.
1 year plan: Develop 3-year financial plan including: financial requirements (budget projections), cash flow requirements, and target funding sources. Double current multi-year cash funding sources; grow in-kind donors by 25%.
3 year plan: Establish base of (repeat) individual donors.
Implications
This business plan anticipates annual budgets over the next three years as follows:
2013/14 2014/15 2015/16 Capital investment $100,000 Rent and O&M $60,000 $60,000 Add’l driver costs $5,000 $10,000
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Add’l van costs $2,000 $2,800 $3,500 Business manager $50,000 $50,000 $50,000 Marketing $5,000 $5,000 $5,000 TOTAL ADD’L BUDGET $157,000 $122,000 $128,000 Current cash budget $43,125 $44,450 $45,775 TOTAL BUDGET $200,125 $167,250 $174,250 Current income $36,550 $37,300 $38,200 Add’l cash/in-kind required $163,575 $129,950 $136,050
Funding model and sources
Food Rescue relies 100% on donations to maintain its operation. Food Rescue receives financial and in-kind support from varies business and individuals from the Yellowknife area and occasionally from other parts of Canada. The local donors consist of 12 building donors, 41 corporate donors, and 8 business food donors. Support at moments is variable, but Food Rescue is grateful for all the support received. A list of in-kind donations is included in the appendix.
Actions required in support of plan Confirm existing budget and forecasts Prioritize funding allocation (what gets funded first, as funding sources are found) Identify those for which in-kind contributions may be available Develop fundraising plan: o Identify potential corporate donors, and for what elements o Identify potential grants and contributions, and for what elements o Identify existing partner organizations and explore opportunities for further partnership (ie YK Co-op, Government of the NWT, etc.) o Co-ordinate with communications/PR plan for . Announcing fundraising drive . required supports (such as pitch document that defines the need and the benefits of FR) . promotable progress (ie news release opportunities) o Co-ordinate with donor recognition for required supports (donor recognition benefits) o Set targets, work the plan, track progress
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Other considerations
There are some additional considerations and actions that Food Rescue should address as part of its go forward plan. These include the following:
Insurance Consider WSCC coverage for staff and volunteers. As Food Rescue’s volunteer and staff base increase, the risk of accident may increase, and with it, Food Rescue’s liability. WSCC coverage would help mitigate this risk.
Letters of intent with donors Food Rescue relies on the good will and ongoing good relationships with its donors and recipients. These arrangements (particularly with donors) are informal, and are thus subject to changes in relationships, personalities (staff or management turnover), and corporate philosophy. While it is no guarantee that these arrangements will not be subject to change, Food Rescue should consider obtaining letters of intent from its donors that describe the current arrangement, and management’s commitment to this arrangement.
Letter of intent with landlord Just as Food Rescue relies on the goodwill and ongoing good relationship with its donors, it likewise relies on the goodwill of Bill Aho (Central Mechanical) and Matrix Helicopters for its facility. Central Mechanical provides the land, while Matrix provides the structure. Food Rescue may wish to confirm those arrangements in writing with these generous supporters.
Recipient organizations The volume of food that Food Rescue diverts from waste, and distributes to recipients is limited by its ability to find recipient organizations that can and wants to receive food from Food Rescue. At present, this is more or less in equilibrium. Should donations to Food Rescue continue to increase, even nominally, this equilibrium could be lost. That is, Food Rescue may find itself with food donations that it is unable to find recipients for. This is not to say that the issue of hunger in Yellowknife has been fully addressed. Rather, the mechanisms for getting food to those who need it may not keep pace with the ability of Food Rescue to receive and provide donations. Therefore, Food Rescue may need to work with those who work within the social envelope of government and others to identify ways to make use of the food that is available.
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Consolidated operations plan
Operational priority Priority 1 year plan 3 year plan area level Facility 2 Continue operations in existing facility with existing resources. Secure permanent facility consistent with the scope and recommendations in the “Options for a Permanent Location and Tenancy Arrangements” study and report produced in January 2012. Pickups and deliveries 3 Continue current model and structure for pickups and deliveries, Hire driver on full-time basis to enable additional using increased loading (fuller van loads) to absorb any volume pick-ups. Add second (shortened) shift of pick-ups, increase. staffed by volunteer driver(s), using existing van. Kitchen management 1 Recruit and train one to two additional kitchen managers for a Maintain 3 – 4 person kitchen manager rotation with total complement of 4 “regular” kitchen managers. Cross train business manager relief. business manager to function in kitchen manager role on vacation “relief” basis. Other volunteers 3 Establish job descriptions for kitchen helper, driver, and driver Continuous recruitment, training and management helper. Recruit for specific positions and establish volunteer of volunteers. schedule for assistance. Business management 2 Hire a half or full time business manager to support the Board of Maintain business manager position and functions. Directors in managing and implementing the administrative Review position to determine whether it should be functions of the organization. This would include administrative profiled as a part-time or full time position. functions such as liaising with donors, functions currently not done due to lack of time or human resources to do them (such as active profile building and public relations), and additional functions required to support this business plan, including fundraising and securing government, corporate and community support. Governance 1 Develop Board of Directors job description/terms of reference. Evolve the board to structure from the current Describe specific skill sets desirable on the board. Recruit to structure (board members are key and primary Food secure a board of 6 – 8 members. Discuss and resolve challenges of Rescue volunteer workers), to one where the board departure of two board members (and Food Rescue founders) in members are the heads of teams (or committees) summer 2013, including need for strong leadership. and manage specific functions that are undertaken by volunteers. PR/Communication 2 Develop and implement a public relations and communication plan Update public relations and communication plan in support of raising awareness of the work and benefit that Food annually in support of the ongoing activities of Food Rescue provides to the community, and in aid of recruiting Rescue. Page 38
appropriate board members, funders, and volunteers. Donor relations 3 As part of the promotion strategy, develop and implement a plan Continue with recognition of donors. to recognize and continue to publicly thank those who contribute in cash, in food and in kind, to Food Rescue. Tie the donors to the outcomes achieved by Food Rescue (for example: Thought that Matrix Helicopters was just an aviation company? Think again! Matrix has helped redirect half a million dollars of food to fill hungry bellies in Yellowknife through its generous and unfailing commitment to supporting Food Rescue.) Financial/budget 2 Develop 3-year financial plan including: financial requirements Establish base of (repeat) individual donors. (budget projections), cash flow requirements, and target funding sources. Double current multi-year cash funding sources; grow in- kind donors by 25%.
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Action plan
The following action plan is intended as a living document; to be reviewed on a regular basis and updated as needed to support new requirements that align with Food Rescue’s key goals and objectives. It supports and informs current and future efforts to advance Food Rescue’s goals.
Action Area(s) Timing Responsibility Comments/Notes supported Secure additional temporary occupancy permit from Facility City of Yellowknife. Initiate marketing and communication activities to Facility raise profile of Food Rescue, its contribution to the community, and to prime the community for a fundraising drive. Identify sources of grant funding for capital costs. Facility Identify potential opportunities for support from all Facility levels of government. Identify potential corporate donors. Facility Secure keystone donor/benefactor, and then pursue Facility additional donors. Identify, negotiate and secure suitable facility. Facility Initiate fundraising drive in co-operation with a Facility corporate benefactor (for example, Yellowknife Co- op) Recruit additional volunteer drivers (to address Deliveries immediate needs)
Get funding stream in place for full time driver and Deliveries related costs. (Do not hire until such time as funding arrangement is in place.)
Secure dedicated volunteer for additional kitchen Deliveries manager Identify sources of potential kitchen manager Kitchen volunteers. management Initiate “promotion” campaign to recruit 2 or more Kitchen
Page 40 kitchen manager volunteers. management Initiate discussions with corporations and government Kitchen with respect to possibility of secondment of kitchen management manager Establish job descriptions Volunteers Identify sources of potential volunteers Volunteers Promote need for volunteers through public speaking Volunteers engagements and advertising (donated) Screen and select volunteers Volunteers Train volunteers Volunteers Maintain roster of volunteers and their availability Volunteers Initiate volunteer appreciation initiative (in Volunteers partnership, for example with a donor) Create job description for business manager Business management Identify funding sources in support of business Business manager position management Once funding source is in place, recruit for business Business manager and hire management Develop Board of Directors Terms of Reference that Governance reflects current need (but with future organizational evolution in mind) Identify board skill sets required in immediate Governance support of Food Rescue and identify gaps Recruit for specific immediate board requirements Governance Once board membership is stable, initiate transition Governance from board members as key volunteers, to board members as “portfolio managers” with non-board volunteer “committees” or groups. Identify “portfolios” required by Food Rescue, and Governance recruit volunteers for these portfolios (portfolios might include things such as: maintenance, staffing/volunteer management, public relations and communications, fundraising, and so on) Establish/encourage movement from volunteerism to Governance board membership (that is, draw new board members
Page 41 from field of volunteers involved in various “portfolios”. Identify director or volunteer to lead communication PR/Comms and PR portfolio Develop key messages (relating to volunteer PR/Comms recruitment, profiling benefit of Food Rescue to the community) Develop communication and PR plan in support of PR/Comms achieving business plan objectives Implement plan PR/Comms Identify all cash and in-kind donors. Donor Rels Quantify value of in-kind contributions. Donor Rels Create list/spreadsheet with critical information on Donor Rels each donor: name, contact person, email, phone, website address, nature of donation, value of donation, date and nature of last communication/recognition Consider donor recognition as part of the public Donor Rels relations/communication plan, and integrate Confirm existing budget and forecasts Financial/ budget Prioritize funding allocation (what gets funded first, as Financial/ funding sources are found) budget Identify those for which in-kind contributions may be Financial/ available budget Develop fundraising plan: Financial/ Identify potential corporate donors, and for budget what elements Identify potential grants and contributions, and for what elements Identify existing partner organizations and explore opportunities for further partnership (ie YK Co-op, Government of the NWT, etc.) Co-ordinate with communications/PR plan for o Announcing fundraising drive o required supports (such as pitch
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document that defines the need and the benefits of FR) o promotable progress (ie news release opportunities) Co-ordinate with donor recognition for required supports (donor recognition benefits) Set targets, work the plan, track progress Consider WSCC or liability insurance Other Obtain donor letters of intent Other Obtain landlord letter of intent Other Identify additional recipient organizations Other
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Appendices
2011/2012 donations in kind
Recipient organizations
Job descriptions
Food Rescue space requirement
Sources of funding
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2011/2012 donations in kind
Company Description Monetary Value of Goods and Services Central Mechanical Lot $13,824.00 Kavanaugh Cardboard container rental plus $979.44 dumping Kavanaugh Sewer pump-out ($65/time) $130.00 Matrix Structure/addition $12,000.00 Superior Propane Free propane $300.00 Bluewave Energy One free fill per month $1,560.00 Darin North Co-op gas card $100.00 Kingland Ford Van maintenance/bulkhead $1376.00 TD Canada Trust Bank Fees $59.40 Yellowknife Co-op Donation for volunteer barbecue $200.00 Northern Fancy Meats Food for volunteer barbecue $142.00 Wal-mart Gift card $75.00 SideDoor Ministries Venue for barbecue at no charge $50.00 Global Storm IT Computer work - network $120.22 connections Staples Printer Cartridge $188.00 Fire Prevention Fire extinguisher annual inspection $80.45 Services Ltd. Sutherland's Drugs 12 bus passes @$15.30 ea $183.60 Tru Value Hardward Keys $23.92 Pioneer Supply House Floor mat $75.00 Time Horton's Large roll plastic wrap $30.00 Diamond Glass Key cutting $24.00 TOTALS $31,521.03
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Recipient organizations
Salvation Army Centre for Northern Families Day Shelter Mildred Hall School Weledeh School St. Joseph School Sir John Franklin School William MacDonald School Side Door Kids' Day Care Territorial Treatment Centre Baker Centre for Seniors YWCA Rockhill Apts. YK Food Bank SPCA
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Job descriptions
Job Description for Kitchen Manager The Kitchen Manager is key to the smooth workings of Food Rescue’s day-to-day operations. This is done by ensuring the availability of the volunteers; assigning daily tasks as required to volunteers; and receiving and distributing items to our recipient organizations. In addition the Kitchen Manager must have or develop a good working relationship with donors and recipients and be always looking for new and different ways to ensure the product we receive is used to its best potential. Skill Requirements This position requires an individual who: is able to interact in a pleasant and respectful manner with business people, clients (recipient organizations) and Food Rescue volunteers; has a working knowledge of email, word processing, and excel spreadsheets; is able to clearly communicate in English, both verbally and in writing; is capable of physical labour including lifting heavy items; is dependable and able to work during weekdays; has good organizational skills; and is able to work in an often fast paced environment. Job Duties This position requires an individual who can perform the following duties: - inventory items as they are received; - contact recipient organizations regarding their needs either by phone or email; - package orders for delivery; - maintain an up-to-date computer listing of inventory items; - schedule volunteers; - assign duties to volunteers and driver; - is able to assist as required with pick-ups and deliveries; - deal with ad hoc requests from various groups and/or individuals; - Perform other activities as required Work Conditions Food Rescue operates in a large insulated tent at 345 Old Airport Road. Fans and heaters are available and every effort is made to keep the tent cool in the summer and at a reasonable
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temperature in the winter. During the winter the storage portion of the tent is unheated so warm clothing is required. Mice are occasionally a problem.
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Job Description for Pick-up and Delivery Driver The SideDoor in co-operation with Food Rescue is currently hiring a driver for pick-up and delivery within Yellowknife. This position entails picking up food products and other items from several sectors of the food industry in Yellowknife and delivering these products to the Food Rescue facility and its partner organizations. This is a daytime position starting at 9:00 a.m. Monday to Thursday and working 7.5 hours per day Skill Requirements This position requires a candidate, 25 years of age or older who: Has a valid Class 5 NWT license Has a clean driving abstract Has a clean criminal record check Is capable of physical labour and lifting heavy items Is dependable Is presentable Is able to work during specific times Is able to work with a variety of people Is able to interact in a pleasant and respectful manner with business people, clients of recipient organizations and Food Rescue volunteers Educational Requirements This position requires a candidate whom: Is able to clearly communicate in English, both verbally and in writing Is able to record mileage, gas consumption and other data, as may be required Is able to conduct basic vehicle checks Is self motivated Has good organisational skills Is a team player Has an interest in volunteer organizations Job Duties This position requires a candidate who performs the following duties: Using the Food Rescue vehicle, picks up donations at a variety of businesses in Yellowknife and delivers to Food Rescue and its recipient organizations Is responsible for vehicle cleanliness and operating maintenance: adequate fuel, tire air pressure, fluid level checks, and monitoring on-going vehicle conditions Load, unload and move products by hand or using basic handling equipment
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Assist the Kitchen Manager with tasks at the Food Rescue site including recycling, garbage disposal and cleanliness of the site Be a positive, visible representative of Food Rescue to businesses, the public and client organizations Perform other activities as required Work Conditions The driver will work under the direction of the SideDoor and in co-operation with the Food Rescue Kitchen Manager. Most of the driver’s workday is spent driving: picking up and making deliveries. The driver must be prepared to safely operate the vehicle in all kinds of weather and under adverse conditions. The driver must be in good physical condition to bend, stretch, lift and carry food and other products. The driver will be required to wear a safety vest identified with Food Rescue’s logo which provides appropriate identification to sponsoring and receiving organizations. Wages and Benefits The salary of this position is paid bi-weekly by the hour. The minimum starting hourly wage is $18.00 and may be negotiable with the right candidate.
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Food Rescue space requirement
(from: Options for a Permanent Location and Tenancy Arrangements summary)
December 4, 2011 ALL AREAS IN SQUARE METRES (Except as indicated otherwise)
e
rooms -
Public Access Public Unload Load/ Handling Product Admin. Storage Cold Storage Freezer Process Kitchen Dry Storag Distribution Circulation Utilities Wash Room Meeting Areas of Sum Total Current Area Total Current Ft. Sq. Area in Total Proposed Area (m2) Total Proposed Ft.) Area (Sq. FOOD RESCUE ALONE
Existing Areas 0 7.3 3 2 1.5 3 15 28 0 7.6 23.8 4 0 95.2 95.2 1024 % growth new 301 333 450 600 200 167 153 new 132 63 200 new 197 Proposed Areas 10 22 10 9 9 6 25 43 6 10 15 8 15 188 188 2024
FOOD BANK ALONE
Existing Areas 15 0 3 0 0 1.5 0 16.8 6.3 15 0 0 0 57.5 57.5 619 % growth 150 new 300 new - 100 - 100 200 150 new new new 267 Proposed Areas 22.5 22 9 9 0 1.5 0 16.8 12.5 22.5 15 8 15 153.8 154 1655
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Sources of funding
None of the following sources of funding has been contacted or verified. Rather, this list is provided as a starting point for the Board of Directors, volunteers, and staff, and to demonstrate that the significant funding required in this plan is attainable with required effort. (Many of these were found at the following URL: https://charityvillage.com/directories/funders/corporate-funding-programs.aspx )
Organization Funding Yellowknife Project-specific funding available through a variety of funds, such as Yellowknife Community Community Fund. Applications reviewed quarterly. Project-related. Could be Foundation tapped for marketing or capital investment. Rotary Rotary takes on community projects and may also provide grants. United Way NWT “From Poverty to possibility”. Moving people out of poverty and meeting basic human needs. Yellowknife Co-op Co-op has a commitment to funding hunger and/or food related charity in Yellowknife. No specific program exists, but negotiation is possible De Beers NWT BHP Billiton Rio Tinto Diavik Diamond Mines Inc. strives to support community based projects that can make a difference in a sustainable way for present and future generations without creating dependency. The focus of Diavik's sponsorship and donations contribution efforts is generally on the Northwest Territories and Nunavut Territory's West Kitikmeot. Since inception, Diavik has distributed over $800,000 in donations and sponsorships. Northwestel Community Investment Program For over 60 years, Northwestel has been committed to the well-being of the communities we serve. As a corporation and as employees, we work actively to improve the quality of life in the North. Our Community Investment Program is an expression of this commitment. In the past year, Northwestel contributed more than $550,000 in cash and in- kind donations to many northern community groups. There are three areas that Northwestel primarily supports with sponsorships and donations: arts and cultural programs, recreation and sport activities, and issues of community concern, with priority given in all three areas to programs focused on youth. Det’on Cho No specific funding programs. Ec Dev arm for the YKDFN Corporation Tli Cho Investments No specific funding programs. Ec Dev arm for the YKDFN Mining interests Aurora Geosciences, Avalon Rare Metals, Shear Diamonds, Agnico Eagle Mines, Airlines Discovery Air, Arctic Sunwest Charters, Air Tindi, Air Canada, Canadian North, Westjet, First Air, Buffalo Airways Public Health Community Action Plan for children (CAPC) Agency of Canada Northern Region Public Affairs, Consultations and Regions Branch 60 Queen Street, Suite 1400 Postal Locator 3914A
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Ottawa, ON K1A 0K9
Tel: (613) 946-8081 General Inquiries: 1-866-509-1769 Fax: 613-954-9953 or 1-800-949-2718 E-mail: [email protected] Health Promotion Department of Health and Social Services Fund Public Health Healthy Living Fund (needs to be applied for by GNWT. There are no NWT Agency of Canada projects active at the moment) YKHSSA Unknown Alcan Inc. Through its community investment program, Alcan contributes to Canadian nonprofits and charities in the areas of youth, education, technology, health care research, environment, sports, community services, and the arts. Atco Electric Atco assists charities in the communities in which the company operates. Their main areas of focus are community safety, the environment, education, and community projects such as community services, arts and culture, or community infrastructure. Aviva Canada Inc. The Aviva Community Fund (ACF) was created to inspire local or national ideas to create positive changes within communities across Canada. Individual Canadians or charitable organizations can submit an idea for a cause within their community they feel passionate about. The top ideas, as chosen by Canadians, have a chance to share in $1,000,000 of funding. BLG Foundation The BLG Foundation, run by Borden Ladner Gervais, was created to raise funds and coordinate donations to registered Canadian charities in need of support. The majority of donations are made to charitable, educational, cultural, and social initiatives BMO BMO welcomes the opportunity to contribute to both large and small organizations across a variety of areas including education, health, arts and culture, civic and community, and sports and athletics. Although support is broadly based, the focus is on assisting organizations and initiatives that encourage and facilitate learning. Canadian Tire Canadian Tire Jumpstart is a community-based charitable program that helps Jumpstart Charities kids in financial need aged 4 -18 participate in organized sports and recreation such as hockey, dance, soccer and swimming so they can develop important life skills, self esteem and confidence. Canadian Tire's charitable actives also extend into community initiatives, the community crisis program, and the regional disaster recovery program. Chrysler Canada Inc. Chrysler Canada Inc. aims to provide funding in the following key areas: health, social services, education, arts, culture, environment, local and civic causes. The program primarily funds causes which are national in scope or regionally significant. CIBC Community As one of Canada's largest corporate donors, CIBC is committed to fostering Investment program strong, healthy communities. Its support extends to health, education, community, arts and culture, the environment and United Way agencies, with a focus on youth. ConocoPhillips ConocoPhillips provides grants and contributions to nonprofits in communities
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where their employees live and work. They focus mainly on initiatives that benefit education, the environment, and health and safety. The Co-operators As a financial services organization providing insurance and financial service products, we have a responsibility to support the efforts of charitable organizations in Canada to ensure a safer, healthier and happier environment. In reviewing requests for funding, the following four main criteria are considered: to help a significant number of people; to help people help themselves; to have local Co-operators Board and/or staff involvement and/or support; to have broad community support. Desjardins Desjardins provides donations, sponsorships, and scholarships in communities across Canada. Desjardins and its network of caisses and subsidiaries support numerous community endeavours that contribute to economic development, health, the environment, community services, education, arts and culture, as well as sports and leisure. Application forms and guidelines are available on their website. Encana The company's four focus areas include: youth & education; health & wellness; the environment, and community development; with an emphasis on the communities and regions where EnCana has an operating interest. The Epicure The Epicure Foundation™ is committed to promoting food security in Canada. Foundation To support this vision, the Epicure Foundation™ runs the Community Initiative National Grant Program, which awards grants of up to $5,000 and in-kind donation packs valued at $250, $500 and $750 to community initiatives across Canada supporting food security. Finning Finning's community investment program provides program funding to registered non-profit organizations working in the field of education, particularly those dealing with the trades industry, as well as health organizations. General Motors of General Motors of Canada Limited believes that providing support in the Canada communities in which it operates and has a significant employee population is of vital importance. Areas of focus include education, the environment, and civic causes. George Weston George Weston Limited and its subsidiaries are committed to improving the Limited quality of life in their local communities, and believe that business should partner with its employees to make a positive contribution to community organizations. Contributions of both cash and in-kind donations are made to voluntary organizations. HBC Foundation Each year the Hbc Foundation, by working closely with local and national organizations across the country, invests more than $10 million towards three key areas: building healthy families, building strong communities, and inspiring Canadians. Imperial Oil Over half of the foundation's grants are in the field of education. About 30% are Charitable made to programs in the fields of community activities, health, social services Foundation and civic causes, and about 15% of grants are made to arts and culture activities in communities where Imperial Oil has employees. Investors Group Investors Group is committed to supporting grassroots programs that benefit local communities directly and with immediacy. Recipient organizations fall within one of these general categories: arts and culture, civic causes, education
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and youth, environment, health, social services, and amateur sport and recreation. ING Direct Although the company focuses their giving on children's health and education, their goal is to give every child the opportunity to achieve a bright and fulfilling future. KPMG Foundation In addition to providing grants to post-secondary institutions across Canada, the KPMG Foundation supports a wide variety of activities relating to healthcare, children and youth needs, communities, and the environment, although grants to organizations in other fields are made. They also run an employee matching donation program. Manulife Financial By promoting healthy futures, supporting leaders of tomorrow and by being a partner in the community, globally, Manulife Financial is committed to giving back to the community. Maple Leaf Foods Philanthropic giving focuses on three sectors: effective health research and services; community and social services programs; and education, particularly in the area of food nutrition research. Montreal Canadiens The Montreal Canadiens Children’s Foundation provides help and support to Children’s children in need. The foundation approves and supports projects that are aimed Foundation at underprivileged youth up to 17 years of age and whose objectives are: a healthy lifestyle through regular, physical activity and healthy eating habits and personal development through educational recreational activities. Rexall Foundation The Rexall Foundation supports reputable community and health-based charitable organizations and causes across the country, particularly in the areas of health research, health promotion, disease prevention, and hospital and local health care needs. Funds are raised through store coin boxes and fundraising events such as the annual Rexall Foundation Golf Classic. Royal Bank of In the company's "Community Centre", find a wide range of information about Canada the bank's donation, sponsorship and voluntarism programs. Shell Canada Provides funding primarily in the areas of education and the environment, and supports local communities through the Shell Community Service Fund Shoppers Drug Mart The Shoppers Drug Mart Life Foundation supports the health of Canadian women in body, mind and spirit, helping them live life to the fullest. They focus their giving on programs that promote good health, prevent diseases, and help Canadian women lead stronger, healthier lives. Sodexo Foundation The Sodexo Foundation is an independent charitable organization that sponsors and supports hunger-related initiatives, targeting the root causes of hunger in Canada. TD Bank Financial TDDFG's charitable giving philosophy places emphasis on three fundamental Group elements of a bright future - children's health, children's education and literacy, and the environment. Walmart Canada Walmart's Good Works program offers support to Canadian, focusing on donating and raising money, as well as increasing awareness for Canadian charities and organizations in need. Organizations interested in receiving support from Walmart Canada must email a one page proposal or request, including a short description of the organization.
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