FINE NAC Onboarding Packet

NETWORK ADVISORY COUNCIL
NEW MEMBER ONBOARDING
Learn more at:
www.farmtoinstitution.org/about

2017-19 STRATEGIC PLAN
Published in full January 2018
Table of Contents
1. Guiding Ideas
2. Goals, Indicators & Strategies
3. Implementation

Part 1: Guiding Ideas
Mission
To mobilize the power of New England institutions to transform our food system.
Vision
Preamble​: FINE’s vision is in alignment with those of many other food system entities, including
the ​New England Food Vision​ created by Food Solutions New England. The vision we hold
places emphasis on both the way that institutions and the farm to institution network will be
operating, and the cultural conditions we see existing by 2030.
By 2030, we envision New England institutions and the FINE network playing leadership roles in
cultivating a region that is moving towards self-reliance. We envision an equitable and just food
system that provides access to healthy and abundant food for all New Englanders, and is defined
by sustainable and productive land and ocean ecosystems.
Role
In alignment with our values, mission, and vision, FINE works in three primary ways. We: 1) serve
as the backbone for the farm to institution network in New England, 2) catalyze collaborative
projects that address key barriers in the New England institutional supply chain, and 3) advance a
policy and programmatic agenda.
Core Values
Preamble​: FINE’s values have been developed to reflect our collective aspirations and guide us
in carrying out our mission to transform the food system. These values reinforce each other and
are not to be viewed in isolation. Together they reflect the need for whole systems thinking to
understand and integrate the complex connections of the people, programs and policies related
to the food system. They aim to create a high level of accountability, trust, and identity, both
internally within the network and externally to our stakeholders and the broader public. Our
values guide our behavior and articulate what we think is important. We commit to being
intentional and aware about how our work reflects these values.
We value:
Collaboration: ​Networks of diverse actors working together with a spirit of trust and generosity
toward shared goals.
Community & Place:​ Place-based multi-state approaches that build on the unique geographic
identity and history of our New England communities and region to promote relationships and
foster productive change.
Diversity:​ All dimensions of diversity, which include (but are not limited to) age, sexual
orientation, ethnicity, ancestry, gender identity, race, physical abilities, marital status, military

experience, religious beliefs, economic class, geography, education, parental status and/or work
experience. These inform a wide range of opinions, traditions, approaches, backgrounds,
communities, and ways of knowing.
Equity:​ Fair and just access to resources and opportunities for all within the food system and
beyond, regardless of any dimension of diversity.
Healthy Ecosystems: ​The integrity and biodiversity of natural systems. From recycling nutrients
to promoting healthy fish stocks, crop diversity, soil and water quality, energy conservation, and
resilience in the face of changing climates, we recognize that the wellbeing of people and planet
are inextricably linked.
Strategic Disruption: ​Actions that directly challenge elements of the food system that run
counter to our values.
The Right to Food:​ The belief that everyone deserves access to nutritious, affordable,
sustainably produced, culturally appropriate food.
Thriving Local Economies: ​Economies that cultivate socially equitable, financially viable, and
environmentally healthy food systems and ensure that economic power resides locally to the
greatest extent possible. This includes ensuring decent and dignified livelihoods for farmers,
community-based fishermen and all supply chain workers.
Transparency:​ Open access to information that has the potential to create positive change in the
food system, and a commitment to honesty regarding goals and purpose when working in
collaboration.

Part 2: Goals, Indicators & Strategies
Following are the FINE goals for our work, indicators of success and strategies that we will follow
over the next three years (fiscal years 2018-2020). They are built on the foundation of our
enduring values, vision, mission, and role.
Definitions of key terms for this document
Farm to Institution​: The infrastructure, processes, supply chain relationships, and policies that
enable food to travel from producers to institutional consumers within the region.
Stakeholder​: A person with some relationship to the institutional food system, including
institutions, distributors, food service operators, food system organizations, and producers,
including all members of the FINE network.
FINE Network​: People who are connected to FINE via projects, events, committees, or
communication platforms.
Institution​: Any organized entity that creates a demand for food and serves food to a defined
population. FINE’s programs target K-12 schools, colleges, and hospitals.
Local​: At this time, FINE does not have a single definition of “local food.” FINE recognizes that
many of the New England states and partner organizations have their own definitions of “local
food,” as does the USDA.
Sustainable​: A means of production that promotes the long-term viability of natural or social
systems and is reflective of FINE’s values.
Food​: Any item that is a form of sustenance. FINE’s priority is to increase the proportion of foods
consumed that meet healthy diet standards and are culturally appropriate.
Community of Practice​: A temporary cohort of practitioners and partners with expertise in a given
topic who gather to share information related to that topic. In some cases, these COPs generate
cooperative solutions to common challenges.
Region​: FINE’s region is New England. We recognize that for states that border states or
provinces outside New England, their definition of region may include those border states or
regions.
Summary
Goal 1:​ More local food served at institutions
Goal 2: ​A more developed and diverse regional network of individuals and entities across all
parts of the food system that are mobilizing the power of institutions to transform the food system
Goal 3:​ Broader stakeholder understanding of the role of farm to institution
Goal 4:​ Stronger state and federal policies in support of farm to institution
Goal 5: ​A stronger organizational foundation to support FINE’s mission-driven work

Goal 1: More local food served at institutions
Indicators of Success
●
●
●
●
More local food purchasing expenditures:
○ 5% average increase in local food purchases across surveyed schools, campuses,
and health care facilities between 2015 and 2020 (as measured by FINE’s metrics
initiative)
More purchasing goals:
○ Baseline measurement of the number of institutions that have stated goals around
local food purchasing in their food service contracts or other documentation
More tracking:
○ Percentage of colleges and universities that track local food purchases with a
specified tool increases from 68% to 80% from 2015 to 2018 (as measured by
FINE’s metrics initiative)
More viable farm and fishing businesses in New England​:
○ Increase in the overall number of producers
○ Reduction in off-farm employment among farm owners
○ Increase in the number of producers selling to intermediaries
○ Increase in the volume of direct-to-institutions sales
Core Strategies
A. Events:​ Convene institutional stakeholders to share local procurement best practices.
B. Research & Tools: ​Conduct original research to capture institutional local procurement
strategies and create tools, resources, and trainings based on results.
C. Technical Assistance: ​Develop and implement programs that focus on specific
institutions and producers to demonstrate strategies in action and move the sector
forward.
D. Measurement: ​Continue to hone metrics to measure progress through collaboration with
leaders in the region and around the country.
E. Outreach: ​Conduct outreach and public relations that will increase demand for local food
by stakeholders at institutions.
Goal 2: A more developed and diverse regional network
of individuals and entities across all parts of the food
system that are mobilizing the power of institutions to
transform the food system
Indicators of Success
●
Deeper participation in the FINE network:

●
●
●
○ 15% increase in the number of individuals and/or organizations in total and from
each state who consider themselves “somewhat” or “very” active members of the
FINE network, according to responses to FINE’s stakeholder survey
○ Each state has a group of farm to institution stakeholders and decision makers
who meet and collaborate at least two times per year
Broader advisory representation across FINE:
○ FINE advisory bodies (e.g., NAC and committees, program/project advisory
groups) have representatives from government, business, nonprofit sector, and
seafood-focused entities
Increased engagement with FINE network communications program:
○ 25% increase in e-newsletter subscribers each year for the next three years, with a
30% open rate, on average
○ 10% increase in unique visitors across FINE’s websites per year, on average
○ 15% increase in FINE followers on Facebook and Twitter per year
○ At least five requests, on average, per month for FINE support in communicating
events, activities, research findings, and other similar services
A more diverse network:
○ More diversity in FINE network membership and member participation in FINE
programs
○ Makeup of the FINE network is reflective of the diversity of the region
Core Strategies
A. Award Program: ​Start an award program to celebrate institutions that demonstrate the
value of FINE’s mission to mobilize the power of institutions to transform the food system.
B. Storytelling: ​Compile and communicate stories that demonstrate the value of FINE’s
mission, vision, and priority goals each year for three years.
C. Membership: ​Explore membership options (e.g., structures, benefits, responsibilities) and
move forward with one of the options.
D. Communities of Practice: ​Identify and convene two to three high-value communities of
practice that support farm to institution work in the region.
E. Partnerships:​ Engage a wide array of stakeholder organizations with the aim of
expanding their awareness of the role of farm to institution and increasing perspectives in
FINE’s program planning and implementation.
F. Council:​ Actively utilize Network Advisory Council members and take advantage of the
group’s standing and ad hoc committees in order to gain guidance on key programmatic
and organizational issues.
G. Outreach: ​Perform targeted outreach (e.g., communications, programming) to
organizations representing diversity to join the FINE network and participate in FINE’s
network and programs.
H. Diverse Programs:​ Feature diverse representatives as speakers at events and in stories
on our website, and integrate this content into our regular programming as opposed to
reserving it for when we address equity or diversity.

Goal 3: Broader stakeholder understanding of the role of
farm to institution
Indicators of Success
● More programming:
○ 10% more workshops, discussions, and conversations about farm to institution at
primary food and agriculture events in New England (e.g., NESAWG, Harvest New
England) each year
○ 10% more professional development opportunities for institutional food service
staff to learn about local procurement, seasonal menus, and cafeteria promotion
each year
● More usage of farm to institution language:
○ 10% increase in the use of the phrase “farm to institution” as a term that refers to
regional supply chains serving a variety of institutions (as measured by Google
Alerts)
● More food committees:
○ 10% more institutions have active food or wellness groups (as measured by FINE’s
metrics initiative), between 2015 and 2018
● More diversity represented in FINE’s communications:
○ 50% of newsletters and 25% of case studies represent photos or stories of diverse
populations or institutions around the region
● Broader stakeholder engagement in the FINE network​ (see goal 2)
Core Strategies
A. Key Messages: ​Craft strong messages and compelling stories about the value of farm to
institution.
B. Communicating Importance:​ Communicate the importance of farm to institution to all
stakeholders, including FINE network members, policy makers, institutional leaders, and
supply chain operators.
C. Resources: ​Expand the number and value of tools and resources that support farm to
institution efforts.
Goal 4: Stronger state and federal policies in support of
farm to institution
Indicators of Success
●
Defined role for FINE in the policy arena ​(6-12 months out)
○ Critical partners are identified for this work and relationships with them have been
established
○ There are clearly articulated criteria, including criteria for equity and diversity, for
when FINE signs onto a policy action, pushes a policy opportunity to its network,
or takes a leadership role on policy issues

○ There is a defined role for FINE in advocacy related to federal policy issues
including the Farm Bill, Fish Bill, Child Nutrition Reauthorization, and Dietary
Guidelines
● Clear policy platform established​ (12-24 months out)
○ For each of the six New England states, there is a completed review of
state-based policies that are relevant to farm to institution
○ Types of state-based policies that are highest leverage for FINE agenda have
been identified
○ Explicit priorities for state-based advocacy have been identified
○ Explicit priorities have been set for the next Farm Bill and Child Nutrition
Reauthorization Act
○ FINE has completed a written report with stated goals and priorities related to
regional and national policies
● Policy agenda implemented​ (years 2-5)
○ A set of specific process and outcome goals have been articulated based on
policy platform
○ 75% of process-based goals established in platform
Core Strategies
A. State Food Plans:​ Deepen involvement in the community of practice for New England
state food planners.
B. Policymakers:​ Deepen communication with key state and federal food policy makers and
policy advocates.
C. Policy Priorities:​ Work with leaders in the states in order to determine appropriate
national, regional, and state farm to institution-related policy priorities.
D. Policy Research: ​Perform targeted policy research and analysis.
E. Policy Platform:​ Produce a collaboratively-developed, regional farm to institution policy
platform and infuse a leading national good food policy platform with farm to
institution-focused elements.
F. Advocacy: ​Provide state testimony and advocacy materials upon request.
Goal 5: FINE’s mission-driven work is built upon a
stronger organizational foundation
Indicators of Success
●
●
More and broader funding:
○ FINE has an annual fund development plan
○ FINE has received funding from two additional foundations or institutional donors
○ 25 new individual donors give to FINE in each of the next three years
Stronger governance:
○ The role of the Network Advisory Council is clearly defined
○ 80% or more Network Advisory Council (NAC) members attend each NAC
meeting, on average

●
●
●
●
○ Three or more sub-committees each meet a minimum of three times per year
Strong staff team:
○ All staff have professional development plans that include opportunities for
personal and professional growth
○ All staff are satisfied with their work
○ Staff share responsibilities for leadership and/or decision making
○ We have an adequate staff team to meet our goals and commitments
More accountability and clearer direction:
○ FINE staff with support from Network Advisory Council members use the strategic
plan to track work on a quarterly basis and adjust indicators and work plans
○ Staff use strategy filter to make decision on new opportunities
Stronger evaluation:
○ FINE has a program of evaluation that measures the impact of our core programs
A more diverse team:
○ FINE’s Network Advisory Council, staff, consultants, and interns reflect the
demographics of New England in terms of race, class, age, gender identity, sexual
orientation, and other identifiers
Core Strategies
A. Development Plan: ​Create a development plan for each fiscal year.
B. Advisor Engagement: ​Engage FINE’s Network Advisory Council as a whole and as
individual council members on a regular basis in a systematic way.
C. Staff Development: ​Perform regular staff development and team-building activities.
D. Strategy:​ Use strategic plan as a “living document.”
E. Evaluation:​ Develop and implement a program of evaluation.
F. Professional Development: ​Invest in professional development opportunities on diversity
and racial equity for FINE’s Network Advisory Council members and staff.
G. Internal Policy: ​Develop an internal policy to ensure that issues of diversity, inclusion, and
equity are represented in decision-making by staff and advisors.
H. Diverse Team: ​Ensure that all new FINE advisory teams and core groups are diverse in
their initial composition and in recruitment of new members.
I. Evolution: ​Make specific, positive changes as a result of critical feedback related to
diversity on evaluations and assessments, both formal and informal.

Part 3: Implementation
Strategy Filter
This filter is used to assess opportunities (or threats) that arise and to help us determine whether and how to
adjust our current work plan. Opportunities may include a new project, partnership, involvement in a meeting
or conference, or other effort that will require a commitment of our energy, resources, thinking, and brand.
The filter helps us remain nimble and responsive to new opportunities and yet be accountable to existing
commitments and plans.
The filter is divided into two sections. The first seven categories correlate to FINE’s strategic plan and
organizational mission. The last two categories relate to staff and budget capacity. ​When an opportunity
receives between 14 and 21 points in the first part of the filter, it will progress to the second section.​ If it
scores below 14 points or receives any zeros, it will be revisited and modified before moving ahead to the
second section. Note that “New England” is abbreviated to “NE.”
0 POINTS [RED FLAG] 1 POINT 2 POINTS 3 POINTS
Values &
Mission &
Vision
Conflicts with one or
more key values
Involves food system or
institutions
NE institutions and NE
food system
NE institutions and NE
food system and other
values
Geography No NE connection Nationwide with a
moderate impact on NE
1 to 5 NE states, may
inform regional strategy
or benefit other NE
states
All six NE states and
may include nationwide
impacts
Sectors
Does not relate to
institutions
Serves only one of our
core sectors
Serves two or three of
our core sectors
Serves all of the core
sectors
Local Food
Served at
Institutions
Does not directly
increase local food at
institutions
Indirectly supports local
food at institutions
(education)
Very supportive of
activities that increase
local food at institutions
Creates measurable
increase in local food at
institutions
Network
Duplicates, confuses or
conflicts with work of
other partners
Unclear demand from or
conflicts with partners
High demand for work,
some overlap with other
partners
No other partner does
the work; all partners
want the work done
Stakeholder
Awareness
Will not increase
stakeholder awareness
Low visibility and
unclear impact of story
or data
High visibility OR
compelling story or data
High visibility and
compelling story or data
Food System
Impact Through
our Key Values
No impact on regional
food systems
development or
institutional markets
Impact on regional food
systems, but not
institutional markets -
national or state level
Small impact on both
regional food systems
and institutional markets
- national or state level
Large impact on both
regional food systems
and institutional markets
- national or state level
Staff Capacity
No new funds or good
fit for current staff
capacity
Hire new staff with
project funds
Have staff skills but
need to shift workload
Will put existing staff
skills and capacity to
work
Budget/
Funding
Prevents us from doing
other core work
Pays for project costs
Covers project costs
and some general
operating
Generates
unrestricted revenue

NETWORK ADVISORY COUNCIL
MEMBER ORIENTATION
THE FINE BASICS
A PRIMER TO FARM TO INSTITUTION NEW ENGLAND

OVERVIEW

OUR MISSION
To mobilize the power of
institutions to transform
our food system

OUR HISTORY
Founded in 2011
as a partnership among regional
farm to school leaders and the six
New England agricultural
commissioners
Photo: Hampshire College

WHY INSTITUTIONS?
Diversified and stable market
Serve 3.8 million people per day
Buy 17% local food, on average
Want to buy more local food
Major employers

WHY REGIONAL?
More producers up north and
more consumers down south
Distributors and FSMCs operate
across state lines
Shared history + culture ➡ collaboration

WIDE-REACHING IMPACT
4,628
Schools
210
Colleges
256
Hospitals
And 34,877 farms in New England

CORE VALUES
Collaboration
Diversity
Equity
Transparency
Community & Place
Healthy
Ecosystems
Strategic
Disruption
The Right to Food
Thriving Local
Economies

OUR GOALS
Goal 1: More local food purchased by regional institutions
Goal 2: A more developed and diverse regional network of individuals and
entities across all parts of the food system that are mobilizing the power of
institutions to transform the food system
Goal 3: Broader stakeholder understanding of the role of farm to institution
Goal 4: Stronger state and federal policies in support of farm to institution
Goal 5: A stronger organizational foundation to support FINE’s
mission-driven work

WHAT FINE OFFERS
NETWORK SERVICES
EVENTS & TRAININGS
COMMUNICATIONS
RESEARCH & METRICS
PROGRAMS
FARM TO CAMPUS
CAMPUS FOODSHIFT
FOOD SERVICE
PUBLIC POLICY
COMMUNITIES OF
PRACTICE
PROCESSORS
FOOD HUBS
METRICS ENTHUSIASTS
DINING OPERATORS

OUR TEAM
The FINE team has many players,
including staff, interns, fellow(s),
the Network Advisory Council (18
members), campus working groups,
and various project advisory boards.

NETWORK SERVICES

EVENTS & TRAININGS
We host the biennial Northeast
Farm to Institution Summit as
well as other convenings and
webinars. Our staff also makes
dozens of presentations at
partner events each year.

COMMUNICATIONS
We regularly communicate with our
network of more than 2,800 partners
through FINE’s website, blog,
e-newsletter, social media, key
stakeholder outreach and more.

RESEARCH & METRICS
The information we share about the
state of farm to institution through
our dashboard, research reports,
webinars, and other publications is
built from a foundation of primary and
secondary research.

PROGRAMS

FARM TO CAMPUS
The New England Farm & Sea to
Campus Network is a community of
higher education and food systems
stakeholders who connect, share, and
collaborate to develop transparent
regional supply chains and educate
campus communities about regional
food systems.

CAMPUS FOODSHIFT
We’re providing technical assistance
to pilot campuses, helping them to:
(1) increase the amount of local food
they procure, (2) build informed and
active campus communities, and (3)
participate in a region-wide cohort of
other campuses committed to
building strong local food programs.

FOOD SERVICE
We offer a toolkit called “Setting the Table
for Success: Increasing Local Food Purchasing
by Institutions”to help food service providers
at schools, colleges and hospitals navigate
the process of buying local food. Plus, we’ve
published guides that help demystify the
world of food service management companies.
FINE’s food service toolkit is available online:
www.farmtoinstitution.org/food-service-toolkit

PUBLIC POLICY
Our new strategic plan
identifies the development of
“stronger state and federal
policies in support of farm to
institution,” as one of five core
goals. In early 2018, FINE
launched a policy working group
to help us reach this goal.

COMMUNITIES OF
PRACTICE

LOCAL FOOD PROCESSORS
Photo: Vermont Food Venture Center
The New England Local Food Processors
Community of Practice was formed to
create a culture of collaboration and
teamwork among food processing facilities
in New England that serve food businesses,
farms, distributors, schools, colleges,
hospitals, restaurants, retailers, and others.

FOOD HUB NETWORK
In 2016, FINE received a USDA LFPP
Planning Grant to explore opportunities
for food hubs to increase their sales to
regional institutions in order to increase
the amount of local food flowing into
institutions, and leverage institutional
markets for food hub growth and long
term viability.

METRICS COLLABORATIVE

DINING OPERATORS
FINE coordinates a listserv for campus
dining operators such as nutrition directors,
chefs, and procurement specialists, with a
current membership of nearly 100
individuals.

KEY TOOLS

METRICS DASHBOARD
NEW ENGLAND FARM TO
INSTITUTION METRICS DASHBOARD
Your source of cross-sector metrics
measuring the breadth and impact of farm
to institution in six states
Explore the dashboard:
dashboard.farmtoinstitution.org

RESEARCH REPORTS
Download digital copies of these three research reports and watch
recordings of our one-hour webinars about key findings:
dashboard.farmtoinstitution.org/research-reports

STATE PROFILES
Download state profiles for all six New England states:
dashboard.farmtoinstitution.org/state-profiles

BLOG SERIES
Read our six-part farm to institution metrics blog series:
dashboard.farmtoinstitution.org/measuring-up

FOOD SERVICE TOOLKIT

CASE STUDIES
Want to learn about how institutions
around New England are sourcing local
food, growing their own, and spreading
the word? Check out our set of case
studies featuring exciting farm to
institution initiatives at colleges, schools
and hospitals.

EVENTS

PARTNER EVENTS
Our team members actively participate
in the programs offered by many
partners organizations by presenting at
their conferences and events, and
attending their meetings.

WEBINARS

MEETINGS
FINE hosts a variety of
project-focused and big-picture
meetings throughout the year, both
in-person and virtual.

SUMMIT

THANKS FOR
TUNING IN!
Photo: Hampshire College

2017 ANNUAL REPORT
JULY 2016 - JUNE 2017
Mobilizing the power of New England
institutions to transform our food system.
www.farmtoinst.org
1

FY2017
ANNUAL REPORT
Director’s Letter
Dear FINE Friends,
The 2017 New England Farm to Institution Summit in April was a watershed
moment for the farm to institution movement. Watching the nearly 500 leaders from
all parts of the value chain share their experiences and make connections to source
more local food, I was struck by how much has changed since 2011 when FINE was
launched. It’s clear, farm to institution is not just a promising idea, but it has become
an established part of our institutional food culture. We are having an impact – and
yet our work is far from complete.
This past year, FINE’s metrics program has deepened our collective understanding
of this system we are working to change. We now have a good baseline of local food
procurement percentages and practices for the three sectors we focus on, as well
as institutional sales data for distributors who deliver the food and the farmers who
produce it. We also better understand the motivations and barriers for all.
Our New England Farm & Sea to Campus Network has emerged to serve as a
valuable forum for campus food system leaders to exchange ideas and develop tools
to address critical barriers in their sector. Campus FoodShift was launched to apply
these tools to select institutions that are ready to step forward as the next cohort of
local food system leaders.
FINE’s food service program, which features a local food buying toolkit for food
service professionals, continues to help partners navigate the sometimes opaque
and dynamic world of food system contracts that define the opportunities and
barriers of local food practices.
FINE’s Network Advisory Council and staff team have also deepened our
commitment to our core values and updated our mission statement, vision, and
goals to align with the broader purpose of our work and to clarify our path forward.
The FINE team is pleased to share the highlights of our work in fiscal year 2017.
Thank you for partnering with us on this journey!
Sincerely,
2
Peter Allison
Network Director
Farm to Institution New England

OUR MISSION
To mobilize the power of New England
institutions to transform our food system
OUR VISION
By 2030, we envision New England
institutions and the FINE network playing
leadership roles in cultivating a region that
is moving towards self-reliance.
We envision an equitable and just food
system that provides access to healthy and
abundant food for all New Englanders, and
is defined by sustainable and productive
land and ocean ecosystems.
OUR VALUES
We value collaboration, community and
place, diversity, equity, healthy ecosystems,
strategic disruption, the right to food,
thriving local economies, and transparency.
3

BY THE NUMBERS
NEW ENGLAND
FARM TO INSTITUTION
4,628
K-12 Schools
210
Colleges & Universities
256
Hospitals
34,877
Farms
3.8 million
People eat at
institutions every day
17% local
Average percent of food
budget spent on local
food across institutions*
*Based on surveyed populations
ENGAGEMENT
450
Summit attendees
915
Webinar registrations
32
Advisors on
project committees or
network council
1,456
Newsletter
subscribers
18,360
Website users
4,423
Food service toolkit
pageviews
NETWORK ROLES
Responding network members told
us their role in the food system*:
28%
Production
17%
Processing
20%
Aggregation
21%
Wholesale Distribution
39%
Dining Services
57%
Education
21%
Public Policy
*Respondents could select
more than one option
4
FY 2017
GROWTH
July 2016 to June 2017
37%
Newsletter
subscriber growth
63%
Twitter
follower growth
35%
Facebook
follower growth

CORE STRATEGIES
Network
We serve as the
backbone for the farm
to institution network
in New England.
Catalyze
We catalyze projects
that address key
barriers in the
food supply chain.
Organize
We organize
communities of
practice to increase
rates of success.
REGIONAL NETWORK
Farm to Institution New England is a six-state network of nonprofit, public
and private entities working together to transform our food system by
increasing the amount of good, local food served in our region’s schools,
hospitals, colleges and other institutions.
The FINE network consists of non-profit organizations, government
agencies, institutions, foundations, farms, food distributors, food
processors, food service operators and others.
PROGRAM AREAS
Farm to Campus Food Service Food Processors Food Hubs
Events & Trainings
Communications
Research & Metrics
The following pages feature fiscal year 2017 program highlights.
5

2017 FARM TO INSTITUTION SUMMIT
New England network demands bold food system change
Bold Region. Big Change. Bright Future. That’s what hundreds of food system leaders adopted as
their motto for FINE’s biennial New England Farm to Institution Summit on April 6th and 7th at the
DoubleTree by Hilton Hotel in Leominster, Mass.
SUMMIT AT-A-GLANCE
450
Attendees
201
Presenters
34
Sponsors
22
Exhibitors
Participants represent a
variety of different entities*
Overwhelmingly, participants had positive reports*
91% of respondents said the summit helped them learn about
innovative, successful work being done in other communities
82% of respondents said the summit inspired them to set
and achieve bolder goals for our food system
*Based on responses from our post-event
evaluation survey in spring 2018.
6
“
There is a reason FINE’s summit is known as the premier farm to institution
conference in the region. Between the diversity of attendees and session
topics, it is certain that one will walk away with valuable new perspectives
on food systems development in our region.
– Dave Robinson, USDA Rural Development

RESEARCH & METRICS
Increasing awareness of the opportunity and impact of New
England’s farm to institution market
Over the past fiscal year, FINE has increased the level of knowledge of the regional farm to institution
market across K-12 schools, hospitals, and institutions of higher education – and across the supply
chain – through an interactive online dashboard and three in-depth research reports.
We have informed key audiences about data-based findings and shared specific recommendations
with state policymakers, elected officials, funders, and supply chain actors through webinars on food
distribution, food production, and campus dining; individual state profiles; and numerous
in-person presentations to state departments of agriculture and funder affinity groups and at
regional conferences.
METRICS PROGRAM AT-A-GLANCE
3
Research
Reports &
Webinars
6
State
Profiles
1 12
Online Metrics
Metrics Presentations
Dashboard
Dig In Deeper!
All of our metrics resources are
available for free on FINE’s
metrics dashboard:
dashboard.farmtoinstitution.org
“
It can be hard to come by comprehensive data on the procurement practices of
Massachusetts’s institutions of higher education. FINE’s published research and their
willingness to provide the Mass. Food Policy Council with a customized data set served
as essential tools in the research and drafting of the Massachusetts State Food Policy
Council’s white paper on farm to institution sales.
– Noah Baustin, Northampton, Mass.
7

FARM TO CAMPUS
FINE’s Farm & Sea to Campus Program
mobilizes students, staff and faculty at
institutions of higher learning
Photo: Hampshire College
New England Farm & Sea to Campus Network
In fiscal year 2017, FINE’s New England Farm & Sea to Campus
Network has grown to include more than 150 members. The
network now accomplishes the goals established by the
steering committee through hands-on projects organized by
four working groups:
1. Communications & Outreach
2. Supply Chain Development
3. Education & Engagement
4. Evaluation & Tracking
This year, the network launched its own
newsletter and developed a unique
visual brand, featuring a new logo!
Campus Foodshift
In fall 2017, to complement the campus network and open a
door to working more closely with individual campuses, FINE
launched a pilot initiative called Campus FoodShift. Over the
next few years, we aim to create a sense of momentum and
critical mass around food system change led by colleges and
universities in New England.
Photo: Henry P. Kendall Foundation
CAMPUS PROGRAM AT-A-GLANCE
150
Network
Members
4
Working
Groups
8
Steering
Committee
Members
3
Case
Studies
8
“
I see the New England Farm & Sea to Campus Network
in a unique position to coordinate the incredible
potential of institutions in higher education – and
all the stakeholders involved – to advance
real change in the food system.
– Hannah Weinronk, Real Food Challenge

Photo: Henry P. Kendall Foundation
ADDITIONAL ACCOMPLISHMENTS
FINE’s impact on the lives of those who grow, move, cook, and eat
local food in New England is furthered by our other project areas
In fiscal year 2017, FINE expanded our reach,
providing programs that help mobilize hundreds
of people to transform our food system in their
own significant way. Here are some of the other
highlights of our recent work:
1. Food Service: Increased awareness of key
leverage points in food service management
contracts through webinars and trainings
utilizing the food service toolkit.
2. Food Processing: Supported seven food
processing facilities around New England
by hosting a community of practice and
publishing case studies about each facility.
Promoted lightly processed local food for
institutions through a pro video.
“
3. Food Hubs: Explored the feasibility of a New
England food hub network through a study
with six food hubs and six institutions.
4. Storytelling: Inspired people with success
stories through more than a dozen case
studies and six Moth-style stories at the 2017
New England Farm to Institution Summit.
5. Strategic Planning: Revised our guiding
ideas and goals and mapped out specific
strategies and indicators in our 2017-19
strategic plan.
6. Outreach: Gave dozens of data and storyrich
presentations at partner events such as
webinars, meetings, and conferences.
FINE’s food service management toolkit has provided a fantastic launching point for
the development of trainings for health care facilities related to how they can integrate
their local and sustainable values into contracts with management companies and
group purchasing organizations. We expect that the toolkit and associated trainings
will lead multiple hospitals to change the way they issue RFPs and think about their
contracts as a tool for increased access to regionally produced foods.
– Jennifer Obadia, Health Care Without Harm
9

OUR TEAM
10
Network Advisory Council
Sue AnderBois | State of Rhode Island
Charlene Andersen | NH Community Loan Fund
Kevin Blaney | Chartwells Higher Ed
Ramon Borges-Mendez | Clark University
Andy Cox | Smith College
Shelley Goraj | Maine General Medical Center
Christopher Howland | University of Massachusetts Amherst
Mark Lapping | University of Southern Maine / Maine Food Strategy
Monica Nakielski | Partners HealthCare
Jen Obadia | Health Care Without Harm
Renee Page | Healthy Communities of the Capital Area / Maine Farm to Institution
Kenneth Payne | Rhode Island Agricultural Partnership / RI Food Policy Council
Alicia Pedemonti | Northeast Pork Association / NH Agency of Agriculture
Margaret Read | Rudd Center for Food Policy & Obesity
Annie Rowell | Sodexo
Brett Tolley | Northwest Atlantic Marine Alliance
John Turenne | Sustainable Food Systems
Sarah Waring | Center for an Agricultural Economy
Core Staff
Peter Allison | Network Director
Kaitlin Haskins | Communications Manager
Riley Neugebauer | Campus Project Manager*
Nessa Richman | Research & Evaluation Director
Dana Stevens | Event & Project Manager
*Left in May 2017
A number of skilled temporary staff and consultants
also contributed to our work in FY2017 (listed at right).
Dozens of other changemakers
serve on our
project advisory
boards!
Thanks also to:
Hannah Leighton | Metrics Intern
(now Research Associate)
Sarah Lott | Campus Intern
Kathleen Nay | Communications Intern
Lauren Olson | Campus Intern
Mike Zastoupil | Campus Intern
(now Campus Project Associate)
Nathaniel Brooks | Research Associate
Alissa Matthews | Food Processing
Community of Practice Coordinator
Lydia Oberholtzer | Metrics Specialist
Jeremy Phillips | Strategy Consultant
KK&P | Food Hub Consultants

FINANCIAL SUMMARY
Fiscal Year 2017 Revenue
Fiscal Year 2017 Expenses
Total Revenue:
$546,893
Grants
The John Merck Fund
Henry P. Kendall Foundation
USDA Local Food Promotion Program
Anonymous
Sponsorships
USDA Agricultural Marketing Service
Health Care Without Harm
Red’s Best
Maine Farm to Institution
Sodexo
Main Street Resources
Commonwealth Kitchen
USDA Food & Nutrition Service
Food Solutions New England
SecondsFirst
UMass Amherst
Lef Farms
UConn
Costa Fruit & Produce
Coalesce
Total Net Assets on July 1, 2017: $424,368
Total Expenses:
$594,122
FUNDERS & SPONSORS
“
Franklin County CDC
Arnolds Meat
Farm Credit East, Maine Family Farms
Crave Food Service / What’s Good
Upper Valley Produce
Dole & Bailey
Fresh Point / Sysco
Thank
you!
We value the role of FINE as a leading voice and
convenor in the farm to institution network in New
England. They connect and enhance the capacity
of disparate actors in the regional value chain who
together are overcoming critical barriers to increasing
the amount of New England-produced food served
to institutional customers. By providing good
data, strong case studies, and best practices, FINE
enhances the viability and sustainability of the New
England agricultural economy.
– Christine James, The John Merck Fund
Sea to Table
Fair Food Fund
Roch’s Distribution
Happy Valley Meat Co.
Grandy Oats
Walden Meats
11

Join us in creating a
healthier tomorrow.
Donate today!
Contact Us
info@farmtoinst.org – We’d love to hear from you!
FINE c/o TSNE MissionWorks | 89 South Street | Suite 700 | Boston, MA 02111
www.farmtoinst.org

THANKS FOR READING!