Recipient Organization
UNITED WAY OF NORTHERN NEW YORK INC.
200 WASHINGTON ST
WATERTOWN,NY 136013997
Performing Department
(N/A)
Non Technical Summary
Jefferson County lacks a coherent understanding of the food system sectors and the impacts on low-income families who face food insecurity on a regular basis. Without county-wide transportation, low-income families are often stranded in food deserts where food sources are limited, and consumer goods are higher in cost. In Watertown, where food is more plentiful through retail outlets and nonprofit food pantries, accessibility is improved; however, the hours of operation for the food pantries are often prohibitive to the vulnerable residents gaining access to their services. We lack a collaborative approach to creating and sustaining a food system that embraces the strengths of each stakeholder in each food sector, while addressing the limitations of our food ecosystem.A detailed study of the individual food sectors with respect to food insecurity will reveal gaps and inefficiencies in our food system that can be eliminated through a coordinated approach. Not only will this strategy directly address the needs of low-income families, but will incentivize local growers, production facilities, distributors and all other stakeholders to embrace a food system policy that is inherently more effective and efficient for all. Entrepreneurial ideas, collaboration with for-profit businesses, coordination among non-profits, and input from consumers - all who currently often operate in silos, will put together ideas and plans to solve access and affordability issues for all of our citizens - including the most vulnerable.
Animal Health Component
25%
Research Effort Categories
Basic
25%
Applied
25%
Developmental
50%
Goals / Objectives
This Food Policy Council requires a unique and uncommon mix of agriculture, human service and community improvement agency partners that rarely interact, but who represent key sectors of the food system. The simple act of coming together, gaining understanding and developing common goals and a strategic plan will result in positive outcomes for the food system and the community. The goals and objectives listed in the logic model demonstrate a project that meets the needs of our community, correspond with the goals of the CFPCGP, and focus on the food needs of low-income individuals. The UWNNY and food sector partners will work to increase the self-reliance of our community by providing for the food needs of our residents and developing a planning project that promotes comprehensive responses to local food access, farm, and nutrition issues. This project brings together stakeholders from the distinct parts of the food system and develops linkages; supports the development of entrepreneurial projects (to be determined and developed by sector partners); develops innovative connections between the for-profit and nonprofit food sectors (see leadership team letters of commitment); and encourages long-term planning activities through the development of a Food Policy Council. Through this year long planning project, the Council will be created and work to develop implementation plans (to be carried out beyond the life of this project), new resources, and strategies to help reduce food insecurity by: Developing creative food resources; Coordinating food services with community-based outlets to reduce barriers to access; and Promoting existing nutrition education programs (CCE's SNAP-Ed and EFNEP programs) for at-risk populations to enhance food-purchasing and food-preparation skills and to heighten awareness of the connection between diet and health. The ultimate goal is for the Council to develop a comprehensive Implementation Plan that includes a community food assessment. As this is a planning project, the Plan will be implemented in future years.Front and center in this planning project are objectives that create the linkages and set the groundwork and foundation to meet the following hunger-free communities' goals: Understanding and eventually coordinating the services of programs such as food pantries, food banks, and congregate meal facilities; Assessing food insecurity problems and evaluating existing services in the community to determine necessary strategies for responding to unmet needs; Ensuring maximum participation in federally assisted nutrition programs; Integrating public and private resources, including local businesses, to alleviate food insecurity; Ensuring all members of the community and the public understand the food needs of the community and the need for increased local citizen participation in activities to alleviate food insecurity; Having available information and referral services for accessing both public and private programs and services; Having initiatives for alleviating food shopping constraints through the development of creative food resources such as community gardens and year-round farmers markets; Having adequate transport and distribution of food from all resources; Having nutrition education programs for low-income citizens to enhance good food purchasing and food-preparation skills and to heighten awareness of the connection between diet and health; and Having a program for collecting and distributing nutritious food, either agricultural commodities in farmers' fields or foods that have already been prepared, that would otherwise be wasted. While these will not be achieved at the end of this one-year project, the framework will be set for future implementation plans.The following specific outcome-based goals meet the needs described above, most notably that no groups are currently working together to address food security and local food capacity issues. It is imperative for strategic planning to happen in unison instead of in silos for impactful community change. Likewise, ALL impacted parties, including low-income individuals, not just "decision makers" must be at the table. Having low-income representatives will ensure the strategies and goals developed will actually work. Low-income residents will be specifically targeted to serve on workgroups as represented in the Food Policy Council sector map (see appendices). CCE will recruit for participation from their SNAP-Ed and EFNEP nutrition education programs. Having a direct seat at the table will ensure low-income residents are actively engaged in planning project goals, objectives, and outcomes as the Council is formed and future plans are put into place. The Council leadership team will also seek input from Getting Ahead program participants. "Getting Ahead in a Just-Gettin'-By World," is an innovative workshop series built from the "Bridges out of Poverty" framework and can help by providing those living in poverty with a safe environment in which to step outside of the problems of everyday life ... and look to the future. Over the course of 16 weeks, groups of 12 to 14 participants--referred to as investigators--come together, along with one to two facilitators, to investigate poverty in their own lives and in their communities. Getting Ahead provides the tools to encourage investigators to write their own future story, and come to grips with the environmental, circumstantial, and psychological challenges they face, along with the resources they have - or lack. The Food Policy Council work fits perfectly into this model.While the Food Policy Council will focus on various food issues, a main focus will be low-income food security issues. Jefferson County is rural and extremely poor. The current unemployment rate is 7.9% compared to 6.3%4 for the U.S. Like most vulnerable populations our economically depressed region feels the impacts of crises, such as the current pandemic, more intensely. The Food Insecurity Index5 documents the significant needs of Jefferson County - with over half of the zip codes showing high need. This includes both rural and urban areas. Additionally, the child food insecurity rate is 16.9% and 15.2% higher than state and national averages respectively. The project's specific knowledge-based outcomes are as follows:35 partners know the needs of the JC food system as evidenced by the Implementation Plan.7 food sector workgroups (with a minimum of 5 participants each) understand the gaps and opportunities available in the North Country food system as evidenced by the Implementation Plan. • Jefferson County consumers of all income levels understand the gaps and opportunities available in the North Country food system as evidenced by the Food Policy Council Implementation Plan.These increases in knowledge will lead to community action. Food Policy Council Members will:Develop an Implementation Plan for a Food Policy Council that includes a system analysis and needs assessment of the Jefferson County food system.Establish 1 priority Community Food Initiative/ Goal per sector for a total of 7.Assess food insecurity problems and evaluate existing services in the community to determine necessary strategies for responding to unmet needs.Over the long term, community change will occur resulting in significant community benefit:Greater visibility and connectivity of the network of resources and people supporting the food system.Increased community/ stakeholder awareness of community needs related to nutritious, affordable, and sustainable foods for all, including the often under-represented rural low-income population.Improved ability to begin to meet the needs of all food sectors, maximizing local production and sustainability and meeting and addressing food insecurity.
Project Methods
The Jefferson County Food Policy Council will consist of key stakeholders in the food system that bring a wealth of experience, innovation, and best practices. In order to achieve the outlined goals, the Food Policy Council is divided into 7 sector workgroups: food production; food processing; economic development; food procurement and distribution; food access and consumption; workforce development; and governance and policy. During the execution of this 12-month plan, representatives of the 7 different sectors will understand the strengths and gaps in each sector, develop policy and advocacy for a more resilient system that can withstand supply and demand stresses, and prepare for an eighth sector, food waste, to be developed and included in subsequent phases of the Food Policy Council's efforts. The leadership team will consist of United Way of Northern New York (UWNNY), Cornell Cooperative Extension of Jefferson County (CCE), and co-chairs from each of the food sectors. Both UWNNY and CCE will provide oversight, organization and administrative support to the workgroups. Page 2 of the Appendices is a graphic that details the sectors and participants.Cornell Cooperative extensionhas been in existence for well over 100 years and is an integral part of education and assistance initiatives. They will provide a local connection to agriculture, producers, agriculture related research and education of producers. They also provide nutrition education for low-income audiences and are at the forefront of work to communicate needs and issues related to agriculture and food. They have a history of community garden work, helping farmers become certified to accept SNAP benefits, and promoting food assistance programs. They also have a direct connection to the military populations with 9 employees who work directly on Fort Drum.Food Production: Co-chairs are the JC Farm Bureau and Carly Basinger of Riverside Farm. These organizations bring a wealth of experience in agriculture knowledge, farming economics and nutrition to the Council. Other members include local farmers, ag-related businesses and financial institutions.Food Processing: Luff Farms and Morgia's Pasta will co-chair this sector workgroup, bringing a long history of local small business food processing experience. Other members include transport companies, packaging providers, environmental advocates, and health advocates.Economic Development: Co-chairs are JC Economic Development and the Small Business Development Center. With agriculture being 23% of the local economy, these two agencies are intimately involved in the sustainment and creation of businesses that are part of the local food system. Other stakeholders include the Chamber of Commerce, banks and credit unions.Food Procurement and Distribution: Co-chairs are Hill & Markes, a major distributor to retail, restaurants, schools and nonprofits, and the Board of Cooperative Education Services (BOCES), which is a regional educational organization. BOCES has food procurement oversight of 18 different school districts in the region and intimately understands the challenges of large-scale procurement of healthy food. Other members include large and small retailers, hospitals, and restaurants.Food Access and Consumption: Co-chairs are the Watertown Urban Mission (WUM) and the Cape Vincent Food Pantry (CVFP). WUM has been instrumental in addressing food insecurity since 1968. Their current capacity includes a client choice food pantry that serves the urban population. CVFP is a best-in-class small village pantry serving rural areas in the county. CVFP's expertise is reaching rural residents challenged with food insecurity. Other members include health/wellness advocates, large and small retailers, farmers who participate in local farmers markets and roadside stands, schools and, importantly, low-income consumer representatives.Workforce Development: Co-chairs are Jefferson Community College and BOCES, who are the main drivers of workforce educational opportunities in the region. Combined, their expertise covers the education of high school students studying skills related to the ag-business industry and adults continuing education with concentrations in business and other ag-related fields. Other members include the JC Farm Bureau and the Workplace. ? Governance and Policy: Co-Chairs are the JC Planning Department and the Tug Hill Commission. Both organizations work with municipalities. Other members include the Chamber of Commerce, elected and appointed community leaders, and the Development Authority of the North Country.This project will unite partners representing the entire food system, provide the needed data to effectively identify needs, and inform long range planning for a profitable, sustainable and just food system. Consumers will have increased access to local food, emergency food systems will have broader access to nutritious foods and the mid-tier value chain will have an identified role.