11/21/2013. Expansion of FPC Model. Organization, Vision, Communication and Leadership: Keys to Effective Food Policy Implementation Mark Winne

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1 Organization, Vision, Communication and Leadership: Keys to Effective Food Policy Implementation Mark Winne Current position Independent consultant at Mark Winne Associates Senior Advisor with Johns Hopkins Center for a Livable Future Previous positions Executive Director, Hartford Food System ( ) Community Food Security Coalition(CFSC), Hartford Food Policy Council, Connecticut Food Policy Council, New Mexico Food & Agriculture Policy Council, Santa Fe Food Policy Council Author of: Food Rebels, Guerrilla Gardeners, and Smart-Cookin Mamas and Closing the Food Gap Websites materials: Doing Food Policy Councils Right and Harvard Food Policy Law Clinic guides to local and state food policy) win5m@aol.com. Food Policy Networks: A Project of Johns Hopkins Center for a Livable Future TO SEND TO THE LIST: send your message to fpnclf@lists.johnshopkins.edu SUBSCRIBE TO FPN-CLF: UNSUBSCRIBE: ACCESS FPN-CLF archives: Food Policy Networks website description of project, FPC directory, and FPC resource materials: Expansion of FPC Model 9% increase from 2012 to 2013 overall; 100% expansion since Total Food Policy Councils, October US Canada Updates 56% New Additions 44% Governance Structures 27% 61% 12% Government-Appointed Advisory Body Independent 501c3 Independent Grassroots Coalition However, 56 extra Canadian FPCs with limited information listed 1

2 Do you work or collaborate with other FPCs? What is the current status of your FPC? Capacity Building Left Question Blank Not Sure No 21% Blank: 7% Inactive 0% In Development 17% Assessment Tools Best Practices Policy Development Networking Food Hub Yes 72% Active 83% Administrative Support Funding Organizational Development Interest in More Information Our Town s Food Policy Council: Whither Goest Thou? Our Town Food Policy Council s 12 government-appointed members worked with their local university to prepare a bold food policy plan for Our Town. 0 The new Food Policy CLF's Food Policy Network Network discussion forum website Comfood listserv Other 2

3 It presented the plan containing 96 specific and progressive policy recommendations to the Mayor and City Council. The Plan included: An aggressive urban agriculture strategy Curtailment of the availability of unhealthy food Comprehensive farmland preservation initiatives New anti-poverty and food security actions Our Town s overweight but beloved Mayor strongly endorsed the proposal The Our Town Daily Gazette gushed its enthusiasm with feature stories that highlighted the local food pantry s need for more food donations. Editorials called the FPC members the Twelve Visionaries. The articles and editorials were flanked with advertisements for McDonalds and Little Caesar s Pizza. Our Town s City Council members virtually tripped over themselves praising the 12 wise ones and the far-sighted nature of the plan. Immediately after their vote to endorse the plan, two members purchased Cokes at the vending machine in Council Chambers 3

4 Two years later Nothing has happened. 5 of the 12 FPC members, including its leader have resigned The remaining members struggle to get their phone calls returned by the Mayor and City staff The Gazette has not run a food policy story since the proposal was launched Meanwhile, Back in Our Town Why? My thesis: An FPC s success with policy implementation is directly linked to the strength of its organization, vision, membership, and communication plan 4

5 Vision Was the vision the product of one or two people who immediately assumed leadership positions with the consent of the others? An adequately understood and shared vision is necessary; it promotes shared leadership and ownership of FPC s work Was enough time allowed (process) for all members to articulate their individual visions and allow a unified vision to form? Ex. Boulder, CO Was the vision communicated frequently and consistently? Members Relationship and Authority Are the Council s proposals commensurate with the authority of members who represent organizations and agencies? This is especially problematic with agency or institutional representatives. Ex. EBT/Farmers Markets Has the FPC spelled out the relationships between its members with respect to individual interests v. group (FPC) interests, sharing of resources, messaging, and conflict resolution? Has sufficient attention been paid to developing trust between members? Connecticut anti-hunger coalition: $75,000 leveraged millions Does It Understand the Different Types of Networks and Their T Implications? (Life is a partnership you get out of it what you put into it) Cooperating: low risk to member; little chance of systems change; can model best practices, test ideas, convene problem-solving sessions Coordinating: low to moderate risk; better chance of systems change; can push organizational boundaries, engage in activities requiring greater mutual reliance Collaborating: moderate to high risk; best chance of systems change; has methods to resolve conflict; longterm system creation How Does theorganizational Type Influence Operation and Effectiveness? Municipality-driven food policy initiative and council: Baltimore Hybrid model with direct links to government: Hartford Hybrid model with indirect links to government: Cleveland FPC linked to government through a secondary agency: San Antonio (City Health Dept.) Non-profit organization with limited government participation: NM Food & Ag. Policy Council (Farm to Table) 5

6 External Communication Did the council have a communication plan sufficient to garner public support? Theory: Mayor Bloomberg s soda cap did not have sufficient public backing, and as a mayoral fiat did not rise to the level of public policy, hence the state court s rejection of his regulation Communication Do the members, public, and policymakers feel the problem? Is their emotional response intense enough for public action to occur? Examples: Childhood hunger and obesity elicit strong public reaction: more donations to food banks, Pew Opinion Survey (60% want gov t to intervene with childhood obesity), but problem not felt sufficiently to impose soda caps, taxes, strong fast food restrictions Communication Lukewarm public response to GMO-labeling campaigns as reflected in failed referenda Loss of farmland was made palpable in Connecticut Restricting community gardens, front yard gardens, and farm stands evoke strong public response. Ex. Santa Fe, Orlando Community food assessments and public forums are good gauges of public interest and potential support as well as good organizing tools. Communication Is the FPC viewed by the public and policy makers as a credible entity? Has your communication plan built the recognition and profile of the Council? 3-Fs Fact, Fear, and Force versus the 3-Rs Reframe, Relate, and Repeat. Reframe the way the issue is viewed; relate to someone s experience; repeat its importance; 3-Fs: 30% of children obese; will die sooner than their parent s generation. Must regulate fast food industry. What would the 3-Rs look like? 6

7 Communication Field trips increase understanding of food system issues; visualize problems; can make challenges and opportunities more palpable: Ex. CO FPC field trip Was there relationship building within the Council, between the Council and elected officials, and with those who might oppose the proposals, e.g. soda industry, Big Ag? CT Story of Ralph; NM dairy industry; CO community that didn t work with gov t; 3cups of coffee Leadership Are the Council s meetings interesting and engaging? Does leadership do a good job of facilitating and coordinating (non-hierarchical)? Tips: Everyone s worth and contribution must be acknowledged and sufficient space allowed to voice feelings and ideas Is each agenda item actionable, e.g. resolution or follow up is clearly defined at the end of discussion Are agendas fresh and interesting; areoutside speakers invited; do you always bring food? Conclusions Must have clear vision and mission that expresses member values and is shared by all Leadership should be working toward shared leadership emphasizing coordination and facilitation by the leader(s) members competence increases and act more like managers with equal responsibility Relationship and trust building are necessary and ongoing activities, both internally and externally Conclusions Patience will be necessary to build a strong FPC and to effectively influence policy All representatives must have authority determined by their agencies Work toward MOUs among members that reflect vision/mission, roles, responsibilities, and as clear a perspective on the problems as can be negotiated Stay in touch with policy makers and community to ascertain their readiness for various policy initiatives Reframe, Relate, Repeat 7

8 Sources: Rich Pirog, Michigan State University Creating Change in the Food System, Rich Pirogand Corry Bregendahl Darriel Harris, Johns Hopkins School of Public Health 2013 Directory of North American Food Policy Councils, Emily Nink and Ryan Lee, Johns Hopkins School of Public Health Networks that Work, Paul Vandeventer Municipal Sources Food Policy Entrepreneurs, Rod MaCrae, York University, Toronto, CA Change or Die, John Richardson Doing Food Policy Councils Right Mark Winneand Michael Burgan 8