Progress 10/01/23 to 09/30/24
Outputs
Target Audience:The target audience for this project are: Farmers and food producers, particularly those identifying as Black, Indigenous, or People of Color (BIPOC) Food chain workers, particularly those who are socially, economically, and educationally disadvantaged, Owners and operators of small to mid-sized food businesses, Staff at Institutions participating in Good Food Purchasing, City and county representatives engaged in promoting Good Food Purchasing, Food system stakeholders, food justice advocates. The first two groups were prioritized due to their historical exclusion from equitable access to procurement opportunities, fair labor conditions and systemic barriers within the food system. Additionally, we targeted institutional buyers such as schools, hospitals, and community organizations that are committed to shifting their procurement practices toward more locally-sourced, culturally-relevant, and sustainable food pathways. We also worked with municipal officials from Chicago and Cook County as they are critical for advancing policies and practices that can accommodate good food purchasing. These groups were chosen because they represent the key stakeholders who are both impacted by, and have the power to influence, transformative changes in the local food system. The project aimed to empower these groups by addressing disparities in market access and supporting a more inclusive, resilient food system that honors a plurality of values and practices. Our focus on BIPOC producers and food chain workers was critical, given their unique challenges in navigating traditional supply chains and the broader goal of building a sustainable, equitable food economy. Changes/Problems:Late Project Start Due to administrative delays, the project was officially signed and executed in January 2024, which meant that we were not able to conduct any research or hire new personnel to work on the project until February. The only activities charged to the grant in October to January were the travel for three participants (Ashton, Nussbaum-Barbarena, Wilson) to the NSF CIVIC Cohort kick-off meeting in October 2023, and CFPAC's hosting of the Winter 2023 Buyer-Supplier Mixer. We officially kicked-off the project in February 2024, with the onboarding of new personnel, and have developed a regular schedule of meetings, reporting of activities, and sharing of information across the teams. Emphasis on Data Strategy Initial Proposal: The proposal lightly touched on the importance of data but lacked a comprehensive strategy for data stewardship, interoperability, and accessibility for BIPOC producers. Current Approach: Data strategy has become a core workstream, focusing on nonprofit stewardship of data, interoperability across food networks, and the development of a visual procurement system map. This pivot arose from stakeholder feedback emphasizing the need for actionable, transparent data to navigate complex supplier-buyer relationships. Focus on Supplier Readiness Over Priority Products Initial Proposal: Focused on developing and promoting priority products to address gaps in local sourcing and institutional procurement. Current Approach: Pivoted to building supplier readiness, emphasizing training, data tools, and operational capacity development. This change stemmed from stakeholder feedback highlighting systemic barriers to procurement readiness as more urgent and impactful than focusing narrowly on specific products. Increased Focus on Coalition Building Initial Proposal: While coalition building was mentioned, it was not deeply integrated into the strategy.? Current Approach: Coalition-building work streams has become a cornerstone of CF-MOB, with efforts to prototype organizational models, support producer pathways, and build identity and strategy for coalitions like GFPI. This change stemmed from the recognition that systemic change requires robust, well-supported coalitions capable of sustaining long-term efforts. Engagement has broadened to include a wider range of stakeholders--nonprofits, data strategists, government agencies, and community leaders. This expansion arose from the recognition that the food system's complexity requires multi-layered collaboration to address issues holistically. Broadening of Middle Infrastructure Development Initial Proposal: Middle infrastructure (e.g., food hubs, aggregation, and distribution) was a secondary focus, primarily aimed at logistical support. Current Approach: Middle infrastructure development has expanded to include social infrastructure and the business models needed to support it. This shift acknowledges that infrastructure must also address relational and equity-based considerations, not just operational needs. What opportunities for training and professional development has the project provided?Equity Design Essentials (Studio Magic Hour) The design fellow at Illinois Tech (J. McElderry) participated in the Equity Design Essentials course provided practical tools for embedding equity into design processes, emphasizing the importance of centering marginalized voices, addressing systemic inequities, and fostering inclusive collaboration. These principles directly enhance CF-MOB's work by informing coalition building, equitable data strategies, and participatory approaches to middle infrastructure development. The course reinforced the need to co-create solutions that prioritize transparency, accessibility, and justice in transforming food systems. Design training The Illinois Tech design team has led CF-MOB partners through several design-led inquiry processes, transferring design methods and process know-how to the team through practice. How have the results been disseminated to communities of interest?Results have been presented through various platforms, including but not limited to newsletters, workshops, and conferences/ events. Please see examples below: Written: GFPI Supplier Newsletter, on the GFPI website Updated Growers Guide - Reviewed and made additions (2024 Working Draft) to the Growers Guide to include updated information and 3 grower case studies as well as collected feedback from a diverse steering committee of 4 external organizational partners and 2 in-house staff members. Online Resources: Metro Chicago Good Food Dashboard, which visualizes procurement data to aid institutions and producers in tracking local sourcing opportunities. CF-MOB webpage on the Illinois Tech Food Systems Lab website: https://www.food.lab.id.iit.edu/cfmob Notion website for internal resource sharing Hosted Events: Farm and Food Business Tour/Supplier Roundtable - Facilitated discussion CFPAC Winter Mixer: Hosted as a networking and collaboration event where project goals and outcomes were shared with stakeholders, including institutional buyers and producers. This event helped build momentum for GFPI-aligned procurement. Producer Educational Workshops: Facilitated several co-design workshops, including mentoring sessions for BIPOC producers, helping them understand institutional procurement processes and how to align with GFPI standards. Food Justice Summit: Participated in the summit to discuss the systemic challenges BIPOC producers face and presented insights from the CFMOB project related to equitable food access and procurement. Developed data models and dashboards, such as the Metro Chicago Good Food Dashboard, which visualizes procurement data to aid institutions and producers in tracking local sourcing opportunities. Land Access Events (FLO & ISA): Attended and supported the land access events organized by FLO and ISA, contributing knowledge around land access barriers for BIPOC farmers and offering solutions developed from our project findings. NSF Civic Meeting:Five members of the project team (Griffis, Herd, McElderry, Nussbaum-Barbarena, Rosing) participated in the October 2024 NSF CIVIC Cohort meeting in Washington, DC. The project was presented and a summary video was screened to an audience of over 200 NSF officials and researchers from other CIVIC teams. Jennifer Herd of the City of Chicago Department of Public Health participated in a panel discussion, sharing the perspective of a stakeholder partner on the CF-MOB team. What do you plan to do during the next reporting period to accomplish the goals?The CF-MOB team has prioritized three work streams to focus on achieving the project goals in the coming months. Workstream 1: GFPI Coalition Strategy & Identity Development This workstream focuses on informing the future of the Good Food Purchasing Initiative coalition working to build food systems equity and resilience in Metro Chicago, as they develop their capabilities, strategy, and identity. It also aims to create clear, actionable pathways for farmers, workers and food producers to engage with the coalition and benefit from their initiatives. By aligning diverse stakeholders and fostering equitable governance, this workstream supports sustained collaboration and systemic impact. Output Types: Process Maps, Lo-Fi Figma Prototypes, Flourish Diagrams Strategic Questions What capabilities, strategy, and identity should GFPI develop to fulfill its mission? What should the future structure and role of GFPI look like to drive systemic change? How can we design clear and accessible pathways for farmers, workers and food producers to access new market opportunities? Workstream 2: Middle Infrastructure Development This workstream addresses gaps in supply chain investment while advocating for social infrastructure as a foundation for equitable food systems. It focuses on documenting business models, tools, and frameworks that bridge producers and institutions, amplifying the perspectives of BIPOC and small producers. Output Types: Slide Design, Storyboard Design, Poster Design, & Infographics Strategic Questions What are the pathways and future scenarios of various farmers, workforce, and market opportunities, informed by our research on farmers, workers, food producers, buyers, and eaters' distinct perspectives and aspirations? How can middle infrastructure models (e.g., food hubs, distribution networks) better integrate equity and efficiency? How can menu planning and food service strategies reshape regional procurement systems? What business models will be needed to support a resilient and equitable food system in the future? How do we make the case for social infrastructure as a critical component of food system transformation? Workstream 3: Data Infrastructure Strategy This workstream emphasizes the critical role of data in building trust, transparency, and equity in the food system. It focuses on creating interoperable and accessible data-sharing frameworks while documenting business models that can sustain these systems. By addressing historical mistrust, particularly with BIPOC producers, this workstream seeks to empower stakeholders with actionable insights while fostering sustainable, data-driven solutions. Output Types: Slide Design, Poster Design, & Infographics Strategic Questions How can data systems be equitable, accessible, and actionable for all stakeholders? How can data insights inform institutional procurement, reduce food waste, and strengthen regional food systems? What features and standards are essential for effective and interoperable data-sharing? How can sustainable business models incentivize participation and ensure long-term data infrastructure development? How can our work be positioned as useful and accessible to others through a repository? Team members agreed that three parameters guide the workstreams. Highlight and amplify existing efforts. The team will use the research and outputs to demonstrate the aspirations and contributions of the diverse stakeholders engaged throughout the research project, with care to attribute the diversity of thought, and showcase exemplars who can provide learning cases for others to emulate. Support the GFPI coalition. The team will collaborate with the growing GFPI coalition to help focus their strategies and support their initiatives, by providing relevant input from the research, facilitating working sessions with the GFPI core team, and identifying and bringing in other strategic collaborators. Enhance data sharing. The team is committed to sharing data among ourselves and as appropriate with other key stakeholders and the general public. We will create a repository where the data, artifacts and outputs that have been collected and created can live on past the end of the project, for use by interested parties.
Impacts
What was accomplished under these goals?
The CFMOB project aimed to address the issue of equitable food access and sustainable procurement practices within underserved communities. It sought to mitigate the barriers faced by small and mid-sized farmers in connecting with institutional buyers like schools, hospitals, and food banks. These barriers include limited market access, inefficient data use, and gaps in policy that prevent a diverse and resilient local food system from thriving. We are working to better understand and more clearly present the pathways for growers, producers, and businesses to sell/supply into institutional or community meal sites. Goal 1: We conducted over 50 interviews with farmers across the region, with a priority focus on farmers of color, to identify their locations, operations, motivations, and aspirations for the future. We conducted 6 workshops with ~30 food chain workers each. The workshops documented their unique values, meanings, and visions related to food system change. It has also led to a series of semi-structured interviews with 40+ food chain workers to gain greater understanding of workers' knowledge of food systems work, value for their labor roles and interest in transition within food chain work. The team conducted research with organizations and enterprises that are supporting transitions in the food system, through worker training, consulting around menu planning and kitchen management, as well as nutrition and food education program development. We conducted 20 interviews, each with 1-3 individuals from institutional buyers and the supply chain intermediaries who service them, to determine and visualize their purchasing processes and decision frameworks. We led conversations with City and County officials on a bi-monthly basis to understand and co-develop the tools officials require to implement new institutional purchasing processes, contracts and agreements. We organized and analyzed data from multiple stakeholder groups to understand their values, needs, and visions for change. A positionality analysis aims to show how we might weigh the intersecting and contradictory concerns in designing diverse participation channels, that emphasize the needs of those structurally excluded from the food system, both historically and contemporaneously. The findings helped clarify how different stakeholders envision changes in procurement systems and their implications for their work. These insights were integrated into the design of strategies for building equity in the supply chain and strengthening the GFPI coalition to achieve its goals. Goal 2: A critical learning during the project was that the lack of updated purchasing data from institutional buyers, as well as the limited number of local suppliers capable of supplying institutions, prevented development of priority products, and instead has caused us to shift to identifying suppliers who were at or near readiness for selling to institutions. We have been analyzing current purchasing data to identify current cost per plate, calculate the additional (per plate) expenditure to meet procurement transformation goals, and calculate the impact in terms of human indicators. They are constructing an economic model to show how food purchasing decisions impact the local economy, in order to build justifications for investing tax dollars into the food supply chain. We are building two product life cycle assessments (LCAs), focused on Illinois-grown apples that are being sold into the Cook County Sheriff's Office, and Chicago-produced tofu using organic soybeans, grown in Illinois. The LCAs drew on published data as well as primary data collected from these producers, and is expected to demonstrate the environmental costs and benefits of sourcing these products locally and convert these into "true economic costs." Goal 3: CFPAC leveraged CF-MOB funding to host several events bringing together local suppliers with institutional buyers, and meetings with ecosystem stakeholders to deepen understanding of opportunities for advancing values-based purchasing. GFPI successfully piloted new formats for our buyer/supplier event series to address the needs and interests of participating vendors. The 105 attendees of the CFPAC Winter '2023 Mixer GFPI were able to experience development workshops organized by topics. The GFPI team piloted the format of having an in-person farm and food business tour followed by a round table discussion split by role in the supply chain (buyer side vs suppliers). We held a bi-monthly working sessions to visualize the procurement system and detail the functional relationships between stakeholders, particularly focusing on BIPOC food communities. Through design-driven workshops, we collaboratively mapped procurement systems, emphasizing culturally-affirming, scale-appropriate strategies for engaging producers, workers, entrepreneurs, and eaters. This process culminated in a visual procurement system map, which highlights critical gaps and opportunities for advancing values-based local sourcing and actionable shifts in operations and supplier-selection procedures. We updated the GFPI Growers Guide to include case studies through collecting feedback from a diverse steering committee representing four partner organizations and growers. We have completed a landscape assessment of the City of Chicago's policies and practices that currently act as levers and/or barriers for GFPP implementation, as well as a scan of best practices from other jurisdictions. We conducted a national scan for best practices in policy and implementation that address the opportunities and challenges identified in the landscape assessment. The results of this scan and the landscape assessment will be pulled into a final memo that serves to identify gaps, opportunities, and recommendations to either (1) change existing policies or processes that may be impeding Good Food Purchasing Initiative goals; or (2) adopt new policies and processes to advance Good Food Purchasing Initiative's goals. This will inform how our team plans for programming and services within our Equitable Supply Chain Development and GFPI Community Fund workstreams to better address the gaps between the supply-side and growing demand for GFPP-aligned food products. We are also looking to improve transparency and equity in decision making by moving the GFPI structure to a coalition model. Goal 4: We have made significant progress in understanding and responding to the needs of GFPP-committed institutions and stakeholders. A key accomplishment has been reviewing data availability and requirements for institutional buyers, providing a clearer picture of what is needed to support values-based procurement. To facilitate collaboration, we created a Notion platform to enable efficient data sharing among team members and partners. Through workshops with CFPAC and Community Food Navigator teams, we've deepened our understanding of stakeholder needs, identifying critical data gaps and visualizing requirements to better align tools with real-world use cases. These collaborative sessions have informed the development of iterative prototypes designed to demonstrate how data systems can support suppliers in accessing opportunities, buyers in tracking sustainability metrics, and aggregators in coordinating supply chains. Key questions remain: How can we ensure that data-sharing frameworks are accessible and actionable for small-scale and BIPOC producers? How can institutional buyers better align their procurement practices with values-based goals while balancing cost and efficiency constraints??
Publications
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