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Meeting You Where You Are: A Preview of Our Future Network

Maryland Food Bank
September 21, 2018

Meeting You Where You Are: A Preview of Our Future Network

Learn how capacity building, tiering, and new leadership opportunities will strengthen the network.

Maryland Food Bank

September 21, 2018


  1. #CAUSINGCHANGEMFB OUR NETWORK Through a comprehensive plan, building a deeper

    understanding of our network including developing a capacity building plan, for the future. Presenters: Jennifer Small, Managing Director, Eastern Branch Michelle Nowak, Director of Partner Services & TEFAP Frank Ducey, Programs Manager, Western Branch
  2. #CAUSINGCHANGEMFB Network Assessment Project Plan Surveying the Network Network Leadership

    Structure Development of Capacity Building • JHU survey tool sent to 300 network partners with 162 responses • MFB created tiers • MFB surveyed entire network and placed in tiers • MFB developed standard rating system for network • Identify leaders within the network • Build a tier mentoring program • Enhance the Network Partner Area Council (NPAC) • Working with External Affairs to educate the network on grant writing/ fund sourcing • Seeking grant funding for the network • Begin education around capacity building, succession planning, and nutrition • Nurturing the Network
  3. #CAUSINGCHANGEMFB JHU Survey Results • Surveyed Emergency Network Partners •

    162 responses (from approximately 300 surveyed) • Results tabulated and analyzed by OpinionWorks, an Annapolis-based company that has done survey and data analysis work for External Affairs • Each survey result produced a score for the survey participant • Goal was to score all 162 respondents, then follow up with remaining partners through tiering process
  4. #CAUSINGCHANGEMFB Section Topic Max Score Question Range A A. CLIENT

    SERVICES 70 A1 1.Client Food Management and Client Intake Process 20 Q1-5 A2 2.Healthy Food Availability and Nutrition Education 20 Q6-9 A3 3.Community Relationships and Engagement 10 Q10-11 A4 4.Client Assessment Practices. 20 Q12-15 B B. OPERATIONAL 85 B1 1.Coordination with the Network, MFB, and Other Service Agencies. 10 Q16-18 B2 2.Workforce Composition, Staffing Process, and Workforce Performance 15 Q19-21 B3 3.Organization Sustainability 10 Q22-24 B4 4.Non-traditional Hours and Emergency Response 25 Q25-29 B5 5.Food Transportation 5 Q30-31 B6 6.Managing Processes and Procedures 5 Q32 B7 7.Inventory and Record Keeping 10 Q33-34 B8 8.Safe Food Handling 5 Q35-36 Total 155 Network Survey
  5. #CAUSINGCHANGEMFB Network Tiering Best Practices Model Client Services Operational Services

    Sustainability Services • Distribution Model • Managing Client Food Amount & Frequency of Service • Hours of Operation • Client Intake Process & Customer Service • Healthy Food: Availability & Nutrition Education • Assessment & Innovation • Community Relations/Engagement • Additional Information or Services • Food Transportation • Computer Hardware & Software • Inventory/Record Keeping • Management Processes & Procedures • Infrastructure & Physical Distribution Site • Safe Food Handling • Food Storage • Office Equipment/Technology • Workforce Composition & Staffing Process • Workforce Performance • Organization Mission & Vision • Fundraising & Finances
  6. #CAUSINGCHANGEMFB Network Tiers • Strategic Partners – Partners in this

    tier fulfill all categories in our best practices model. They provide leadership within the network, mentoring and assist other partners, may offer wrap around services, and work closely with MFB to achieve its strategic objectives. • Core Partners – Partners in this tier fulfill many of the categories in our best practices model. With targeted capacity building efforts, partners at this level may evolve to the Strategic Partner tier.
  7. #CAUSINGCHANGEMFB Network Tiers • Community Partners – This tier consists

    of the majority of our network partners. Partners in this tier fulfill some of the categories in our best practices model. With targeted capacity building efforts, they may be able to meet more best practice categories. They are key to meeting the need across the network, but their mission, size, or capacity may restrict their growth. • Emerging Partners – This tier consists of new and existing partners who may be under some restriction(s). We would expect partners in this category to graduate to the Community tier within a year.
  8. #CAUSINGCHANGEMFB Network Assessment JHU Survey Results Network Tier Survey Score

    Range Target Percentage Survey Results Number Survey Results Percentage Strategic Partner 139 and above 10% 1 0.6% Core Partner 108 - 138 15% 48 29.0% Community Partner 78 - 107 70% 90 55.0% Emerging Partner 77 or below 5% 25 15.4%
  9. #CAUSINGCHANGEMFB Network Tier Central Partners Western Partners Eastern Partners Total

    Percent Strategic Partner 4 1 5 10 3.8% Core Partner 10 7 10 27 10.3% Community Partner 115 20 32 167 63.2% Emerging Partner 47 4 9 60 22.7% Total 176 32 56 264 100% Network Assessment MFB Assessment Results
  10. #CAUSINGCHANGEMFB Partner Tier Benefits - Suggestions • Strategic Partner •

    Media Publicity/priority • Priority for outreach, fundraising • Priority for grant opportunities • Mentoring program • Advanced MFB support for capacity building • Data, mapping, other analytics • Workshops for capacity building • Core Partner • Considered for outreach, fundraising • Access to MFB support for capacity building • Workshops for capacity building • Mentoring program
  11. #CAUSINGCHANGEMFB • Community Partner • Continued support from Network Relations

    • Targeted workshops on capacity building • Online ordering • Report assistance • Mentoring program • Emerging Partner • New and existing network partners • Support from Network Relations • Online ordering • Report assistance • Mentoring program Partner Tier Benefits - Suggestions
  12. #CAUSINGCHANGEMFB Capacity Building Effort • Focus on specific capacity factors

    • Regional focus using MPIN data • Create a process of identifying high-need areas • Establish partner recruiting process to add partners where needed • Establish ongoing performance metrics for capacity building • Develop targeted training workshops to build capacity in key areas
  13. #CAUSINGCHANGEMFB MFB Network Partner Area Council (NPAC) NPAC is a

    group of Maryland Food Bank partners (pantries, soup kitchens, shelters, etc.) that meet regularly to address the needs of their local community through communication and collaboration. Council meetings create a direct dialogue with the Maryland Food Bank, sharing information and feedback from network partners.
  14. #CAUSINGCHANGEMFB • Exploring available resources in partner communities • Collaborating

    to ensure coverage of gaps in service • Collectively working together to obtain grants and volunteers • Sharing best practice and working through challenges • Building large-scale events • Cultivating relationships with donors and community leaders Evolution of NPAC