Food Banks Canada (B): 2014 1
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As Katharine Schmidt prepared for the September 2014 Board meeting she reflected on the positive
outcomes that resulted from the significant governance and membership restructuring that occurred in
2006–2007. The original five–year strategic plan (2008–2013) was, overall, considered to have been
successfully implemented. It included: a rebrand of Food Banks Canada; the development of a stronger
national organization with a credible voice with the public and government (several ‘wins‘ in budget and
policies); greater support in the form of food and funds with a 4.5 fold increase in financial donations
and a doubling of food donations; and significant positive growth over a five–year period in all areas of
Schmidt also reflected on the more recent past – the last 18 months since the Board approved the new
strategic plan in April 2013. Schmidt noted only two Board Directors remained from the original Board in
2006 due to normal turnover and retirements. Most of the retiring Board Directors indicated when they
wrapped up their terms that they felt satisfied that the organization had accomplished what it was set
out to do when the first five–year plan was set.
While significant progress had been achieved on the goals set five years earlier, the harsh reality was
that the challenges related to food insecurity remained intense. Millions of Canadians continued to live
in poverty, unable to provide enough food for themselves and their families. The annual HungerCount,
Food Banks Canada (B): 2014 2
goals were set within this new strategic plan including audacious goals of doubling food and tripling
funds to share with the network, and annual progress toward government policy and program changes.
Exhibit 1 sets out Food Banks Canada’s: Vision, Mission, Mantra, Values and Guiding Behaviours, and
Objectives/Strategies/Goals.
The two main thrusts of the organization that Food Banks Canada’s Board was pondering as they
entered the strategic planning process in 2012 remained priorities within the new strategic plan:
providing access to more food (through food and fundraising) and engaging in research and advocacy.
The Board also clarified through the strategic planning process that the organization existed for
Schmidt and the Leadership Team were well aware that they had a challenge ahead of them, and quickly
got to work immediately after the strategic plan was approved in April 2013. Over the summer months
of 2013, they created a comprehensive five–year operational plan that was to be presented to the Board
at the September 2013 meeting. Significant considerations and challenges to implementing the plan
were identified along with risks and mitigating strategies that needed to be considered and further
developed. It was noted that greater alignment and trust among some in the network would be
important to gain for the organization to move forward as outlined in the plan.
Within that operational plan, three key tactics were identified to ensure successful implementation of
the plan:
1. Creation of a Fundraising Framework ensuring alignment with the food bank network;
2. Increase the capacity of the staff team for programs and communications; and,
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A new staffing plan was created, including the development of new roles and responsibilities, the
shifting of current roles, and timelines for new staff hires. It was projected that the staff team would
grow from 17 in 2013 to 27 full–time equivalent by 2018. Human resource investments would be made
Determining the most effective structure focussed primarily on new ways to work with the provincial
associations, the Network Council and affiliate food banks. Several tactics (i.e. different ways to
communicate, advisory groups, etc.) were identified by the Food Banks Canada Leadership Team and
were being piloted to see if they would help increase alignment and trust.
By September 2014 many positive developments occurred as Schmidt and her team moved to
implement the new plan. In addition to the launch of a new food retail program that matches existing
retail stores with the local food banks in their communities (Loblaw, Walmart), there was an increase in
both food and funds raised for the network and shared across the country. The implementation of a
new food acquisition strategy resulted in a 17% increase (from 17,675,000 lbs to 20,900,000 lbs) in the
amount of food shared across the country. On the fundraising side, there was an 11% increase (from
$2,797,000 to $3,102,000) in the dollars raised nationally for redistribution to food banks across the
As Schmidt made final revisions to the draft Board agenda, it was obvious to her that change
management was an ongoing process. Progress would be made, and then the environment would
change. Movement toward greater alignment of the network would be celebrated, and then some trust
would be lost and the team would feel as if they had moved a few steps backwards. It was also clear
that as positive change was realized, new information became available and new challenges presented
themselves, so the approaches, strategies and tactics needed to be altered and adjusted.
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Exhibit 1
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