|Plan Region||New Hampshire|
|Entry reviewed by original author||Yes|
|PDF attachment||View Full Report|
|Plan Title||Farm, Fish, & Food Enterprise Viability in New Hampshire|
|Author(s)||New Hampshire Food Alliance, coordinated by the Sustainability Institute at the University of New Hampshire|
|Author Type||University; Network|
|Funding Sources||Foundations; Individual Donors; State University|
|Funders||The John Merck Fund, The New Hampshire Charitable Foundation, The Kendall Foundation, Share our Strength, Jane’s Trust, NH Children’s Health Foundation, and the UNH Sustainability Institute|
|Total Project Budget||Approximately $150,000 annually plus in kind funding from UNH|
|Plan Goals||The Alliance outlines 5 central goals and four overarching strategies to realize their vision:|
1. People understand that their local food choices support thriving businesses, healthy communities, and vibrant working landscapes;
2. Everyone has access to healthy, affordable, and culturally diverse food;
3. Local farm, fisheries, and food businesses are profitable and rewarding to all involved;
4. Policy, regulation, and infrastructure supports long-term local and regional food production, distribution, and marketing;
5. The ecosystems and resources that sustain a robust food system are conserved and enhanced.
Strategies:1. Food systems perspective2. Network building3. Identifying areas of leverage and opportunity4. Growing one initiative at a time
|Intended Audience||New Hampshire community members|
|Plan Recommendation Structure||The recommendations are organized around four opportunity areas that support farm, fish, and food enterprises:|
1. Education (p. 10);2. Market development (p. 14);3. Food accessibility (p. 18);4. Land and sea resources (p. 22). + regional collaboration ideas
Within each priority area, the plan outlines specific goals followed by short-term, mid-term, and long-term approaches to reach each goal. There are 10 goals in total.
|Catalyst for Plan||Unspecified|
|Creation Process||The creation of this plan was conducted over the course of 2 years. Through extensive research of food systems reports and related literature and conversations with specific stakeholder groups, they identified critical opportunities and challenges. Through this process, farm, fish, and food enterprise viability were selected as their primary priority areas.|
The subsequent creation process was as follows:
1. 2013: Design & connect (network structure, process identification, review of existing plans & reports, building connections across food system).
2. 2014-2015: Engage and develop (250+ stakeholders via listening sessions, focus groups, and workshops. Developed shared vision, goals, and strategy. Synthesized research to identify opportunities and approaches).
3. 2016+: Collaborate & Adapt (revision, prioritization, collaboration and implementation, nurturing network, and adding initiatives).
This plan also adopts the Collective Impact Framework theory of change. They outline their steps in line with this framework’s stages:
1. Common agenda: The Viability Initiative articulates a shared vision and identifies approaches to strengthening the New Hampshire food system by addressing farm, fish, and food enterprise viability over the short-, medium-, and long-terms.
2. Mutually reinforcing activities: The NH Food Alliance supports new and existing programs, projects, and organizations; advances new ideas; and coordinates actions among participants.
3. Continuous communication: Network participants communicate, share resources, learn from one another, and coordinate initiatives through easily accessible communication channels such as a website, social media, newsletters, and a Listserv.
4. Shared measurement: The Viability Initiative includes a set of indicators consistent with others in New England, for measuring progress towards goals and monitoring Viability Initiative effectiveness.
5. Backbone support: The University of New Hampshire Sustainability Institute (UNHSI), provides logistical and administrative support to coordinate continued network building and collaboration.
|Theoretical Framework(s) Employed||Collective Impact Framework|
|Theoretical Framework(s): Additional Literature||Kania, J. and Kramer, M. 2011. Collective Impact, Stanford Social Innovation Review. Winter: 36-41.|
|Development Timeline||2+ years|
|Implementation Strategy||The plan offers suggested approaches to reach their goals (shorter-term, mid-term, and long-term). Additionally, the plan adopts the Collective Impact Framework, “or the idea that greater connectivity and goal alignment between stakeholders… ultimately leads to more effective action and lasting change” (p. 30). This indicates that the creation process of building networks is a key strategy for implementation as well.|
|Evaluation Strategy||This plan lists outlines a “Viability Initiative Indicator Chart” (p. 32) which synthesizes:|
1. The goal;2. Suggested approach (short-term, mid-term, and long-term);3. Suggested indicators (e.g. “Trends in enrollment vs. eligibility of NH Food Stamp programs” (p. 33));4. Data source to measure said indicator (e.g. “Department of Health and Human Services and UNHCE” (p. 33)).
Additionally, the plan and strategy has evolved since the document’s original 2015 publication. While no new formal plan exists, these strategies are documented on the Food Alliance’s website (nhfoodalliance.org).
|International Development Framework(s)||None|
|Current Plan Status||Active|
|Government Adoption Status||Not Adopted|
|Government Adoption Status (Notes)|