Addressing Food Insecurity in the Northern Territory

Transcription

FOODBANK NT
BUSINESS PLAN 2010 - 2015
Addressing
Food Insecurity
in the Northern
Territory
A Baptist Care NT initiative
September 2010
NORTHERN TERRITORY
BUSINESS PLAN | 2010 - 2015
© FOODBANK NORTHERN TERITORY
9 Mel Road
Berrimah NT 0828
ABN 64 141 539 442
p 08 8981 1101
e info@bcnt.org.au
FOODBANK NT
CONTENTS
EXECUTIVE SUMMARY
4
1 INTRODUCTION
5
1.1 The Foodbank need
1.2 The Foodbank NT demonstration project
1.3 Good Samaritan legislation
1.4 NT government’s 2030 plan
1.5 Salvaged food – green benefits
2 FUNCTION
2.1 Vision
2.2 Mission
2.3 Function
7
3 GOVERNANCE FRAMEWORK
8
3.1 Baptist Care NT Board
4 CORPORATE AND MANAGEMENT FRAMEWORK
9
4.1 Organisational structure
5 OBJECTIVES
10
5.1 How Foodbank NT implements its Objectives
6 BUDGETS
6.1 Financials and audit
6.2 Budget - 2010 to 2015
6.3 Budget considerations
6.4 Expansion to full NT operations
14
7 OCCUPATIONAL HEALTH AND SAFETY (OH&S)
8 RISK MANAGEMENT
8.1 Safety/OH&S
8.2 Operations
8.3 Financial
17
9 KEY PERFORMANCE INDICATORS (KPIs)
9.1 Evaluation
9.2 Strategic horizons
20
10 PERSONNEL STRATEGY
10.1 General Manager
10.2 Darwin Distribution Centre Manager
10.3 Administration Manager
10.4 Other personnel
10.5 Recruitment timing
10.6 Staff benefits
21
11 DECLARATION OF INTEREST
16
7.1 A safe workplace
23
11.1 Food for Life Program
ATTACHMENTS
A Foodbank history
24
B Report on Foodbank demonstration project in Darwin
25
C Letters of support and Woolworths media release
27
D Foodbank National Support
33
E Budget 2010 to 2015
28
F Budget 2010 to 2015 explanatory notes
29
Contents p3
FOODBANK NT - BUSINESS PLAN - 2010-2015
EXECUTIVE SUMMARY
The goal of Foodbank NT is to create a central donation/
collection point for “surplus” food in Darwin, for subsequent
distribution to not-for-profit organisations. These NFPs then
provide this food to disadvantaged people who, without the
provision of such food, would go hungry. Foodbank NT is an
initiative of Baptist Care NT, a not-for-profit company limited
by guarantee.
The Foodbank NT initiative mirrors similar initiatives already
in place in all Australian states, and, once affiliated, will
fall under the aegis of Foodbank (Australia), the national
coordinating body. An interim arrangement is in place
between Foodbank NT and Foodbank Australia pending
formal affiliation, which will occur once sufficient funding
has been obtained to permanently establish Foodbank NT.
Significant food benefits will flow to Foodbank NT once it
is affiliated.
Foodbank NT has no revenue generating functions, and
relies totally on contributions of food, goods and operational
expenses to underwrite its operations. This business plan
identifies the Northern Territory government as its principal
funding source, without which the initiative cannot proceed.
Around $440,000 is required in the first year, with a total
of around $2million over 5 years. This will translate into
around $9.4million in distributed food.
Foodbank NT’s goals in addressing food insecurity will
assist the NT government achieve goals set out in the NT
government’s 2030 plan including health and wellbeing
of Territory residents, addressing poverty, supporting
volunteering and reducing impact on the environment.
p4 | Executive Summary
Recipients of Foodbank NT food are essentially given the
food for free, albeit a small fee is charged to offset handling
costs.
The initiative is initially focussed in Darwin. Once Darwin
operations are in place it is planned to expand operations
to cover the whole of the Northern Territory, consistent with
the goals of the NT government’s 2030 plan.
A key element of growing food donations in the NT is the
tabling in October 2010, in the NT Parliament, of “Food
Donor” legislation that will provide protection of food
donors
INTRODUCTION
This Plan sets out the business case to establish and run
Foodbank NT, including function, structure, objectives,
budget and other key considerations.
Foodbank NT is an initiative of Baptist Care NT, a notfor-profit company limited by guarantee. The goal of
Foodbank NT is to create a central donation/collection point
for “surplus” food in Darwin, for subsequent distribution to
not-for-profit organisations. These NFPs then provide this
food to disadvantaged people who, without the provision
of such food, would go hungry.
The establishment of Foodbank NT was driven by an
identified need, supported by a successful demonstration
project. Details of these are covered below.
The demonstration project also identified legislative
limitations constraining food donations in the Northern
Territory. This is also addressed below.
In the simplest terms the objectives of Foodbank NT, beyond
the demonstration project, are to establish a permanent
Foodbank in Darwin and to minimise costs as part of an
overall effective management regime. In 3-5 years Foodbank
NT would seek to expand its role to cover the whole of the
NT, addressing food needs, the need for donations of both
food and money, and as a food advocacy group.
The initial establishment and running of Foodbank NT relies
entirely on funding from the NT government. However, in
the drive to establish long-term sustainability beyond the
first five years, Foodbank NT will offset some NT government
funding against private sector financial contributions as this
aspect of Foodbank NT is developed.
The Foodbank NT initiative supports the NT government’s
2030 plan.
Foodbanks had their genesis in the United States in the
1960’s, subsequently spreading to Australia in 1992. A
detailed background is at Attachment A.
1.1 The Foodbank need
The Foodbank Australia Annual Report 2009 indicates a
number of trends reflecting an inability of many Australians
to feed themselves
• 2.4 million Australians don’t have enough money to take
care of basic needs such as housing, clothing and food
• 2 million Australians rely on food relief every year - half
of them are children
• these children often go to school without breakfast, or
to bed without dinner
• 15% of Australian children live in jobless households and
this figure has increased by 30% in the last 20 years.
Noting these trends Foodbanks have been established in all
Australian states, under the aegis of Foodbank Australia, to
meet the food needs of disadvantaged Australians. Baptist
Care NT seeks to establish a Foodbank in the Northern
Territory.
1.2 The Foodbank NT
demonstration project
The first Objective (see section 5 below) of Foodbank NT
was to establish a Foodbank demonstration project in
Darwin. The need for such a Foodbank in the NT, and the
establishment and outcome of the Foodbank demonstration
project in Darwin, are covered in detail in Attachment B.
Introduction | p5
This has clearly and unambiguously demonstrated that within
the Territory there is not only a great need, but also strong
support for, Foodbank. Initial consultation with various
community service agencies, including the Salvation Army,
St Vincent de Paul Society, Anglicare and Mission Australia,
indicated a strong willingness by the sector to be involved in
the Foodbank concept to address food insecurity.
In summary, there was overwhelming support for the project
from a broad range of community organisations. Samples
of letters of support, including a Woolworths media release,
are at Attachment C.
Baptist Care NT funded the establishment of this
demonstration project. As an interim arrangement
Foodbank Australia is supporting Foodbank NT. However,
the continuation of Foodbank Australia support is
contingent on Foodbank NT obtaining substantial recurrent
funding, similar to that received in other jurisdictions in
Australia. Foodbank Australia support means continuation
of Foodbank NT under the national umbrella, allowing
access to both food and in-kind national sponsors with
significant benefits to the NT (Refer to Attachement F).
1.3 Good Samaritan
legislation
The NT Foodbank demonstration project, through
particular feedback from key suppliers, identified that a
key impediment to food donations in the NT was a lack of
legislation protecting donors.
This has led to the drafting of ‘Food Donor’ legislation
in the Northern Territory, which will be tabled in the NT
Parliament in October 2010. Such legislation will facilitate
the donation of foodstuffs and other items for the benefit
of community, and is expected to provide a significant boost
in local donations to Foodbank NT.
p6 | Introduction
1.4 NT government’s
2030 plan
The initiative to establish a Foodbank in the NT supports
the NT government’s 2030 plan in a number of significant
areas
• 2030 plan calls for investment in a greater service
provider mix that includes private, community controlled
and non-government organisations
• Specifically, Foodbank NT
-
enhances the health and wellbeing of Territory
residents
-
addresses the issue of poverty in our community
-
supports volunteering in a positive and constructive
manner
-
is environmentally friendly, in particular it reduces
waste at tips, and reduces greenhouse gas
emissions
-
provides an avenue to support the NT emergency
management network in times of emergency.
1.5 Salvaged food –
green benefits
With a lack of Good Samaritan legislation many Darwin
businesses perceived that it was safer/easier to throw
surplus food away, rather than donate it to charity. With
the (pending) guarantee of legislative protection this food
will be diverted away from landfill, for re-distribution within
the community.
A study by Hyder Consulting (A Sustainability Fund Project,
released 8 October 2008) identified significant savings
arising from four environmental benefits associated with
the redistribution of surplus and unwanted food, which
included
• greenhouse benefits
• water savings
• energy savings
• landfill savings.
2 FUNCTION
2.1 Vision
Foodbank NT shares the Foodbank Australia vision “An
Australia Without Hunger”.
2.2 Mission
Foodbank NT seeks to eliminate hunger in our community
through providing donated food (for a minimal handling
fee), to community organisations that feed hungry people
in our community.
2.3 Function
Foodbank NT’s function is to implement its Vision and it’s
Mission. It will do this by establishing a central collection
and distribution centre for food in Darwin, and in the longer
term throughout the Territory.
The key objectives of Foodbank NT’s function are embodied
in its 5 major corporate objectives, section 5 following.
Function | p7
3 GOVERNANCE FRAMEWORK
The Baptist Care NT Board consists of a Chair and six voting
representatives, including the Secretary. The option exists
for the NT government to nominate a Board member.
3.1 Baptist Care NT Board
Mal Sercombe - Chair
Pastor Bruce Clow
Mal Sercombe is the senior Pastor in the Darwin Baptist
Church. He has a background in community service
and pastoral ministry, with 20 years experience in
administration and accounting.
Pastor Clow is currently Pastor of Cross Roads Christian
Church. He has a background in retail management,
marketing and economic development, working with
large retail outlets, power authorities and district
councils.
Mr Bob Adams - Secretary
Mr Adams is the Secretary and Public Officer of the Baptist
Union NT, and the Chair and Secretary of Casuarina
Baptist Church. He has worked for the Northern Territory
Department of Minerals and Energy for the past 26
years, initially as Director of Mines and now as Principal
Advisor, Minerals and Energy.
Ms Bronwyn Bidoli
Ms Bidoli is an environmental scientist with strong
interests in community development and environmental
science. She has an academic background in international
and community development, and community relations
(resource sector), with published works on weed
management on mining sites. Ms Bidoli has a long
involvement with community groups and voluntary
work.
Ms Sue Chittick
Ms Chittick is currently the Head of Primary at Marrara
Christian College with a background in education,
nursing and small business management. She has been
an active participant in a range of ministries within
Church families.
p8 | Governance Framework
Mr Brett Midena
Mr Midena is a practising lawyer and the principal for the
last decade of the Darwin law firm Midena Lawyers. He
is formerly the Principal Legal Adviser for the Northern
Land Council, where he did extensive work on native title
land rights. He has practised in the NT for over 25 years.
Mr Midena is a past Board member of the NT Christian
Schools Association, and a Board member of Youth for
Christ Australia (NT Branch). He has presented a number
of papers on native title rights.
Mr Robert Parrott
Mr Parrott has been a civilian/serving officer in the
Department of Defence/RAAF, for the past 32 years.
His role involves responsibility for the logistical needs of
battalions. He has been active for 10 years in the Darwin
Baptist community as a Church elder.
4 CORPORATE AND MANAGEMENT FRAMEWORK
The Baptist Care NT Board determines policy and strategic
focus. The Board ensures appropriate governance of
Foodbank NT including approval of all budgets.
The Board regulates its own meetings and proceedings. It is
currently meeting 12 times annually.
4.1 Organisational
structure
The Baptist Care NT company articles indicate, amongst
other things, that the Board
• must cause proper accounting and other records to
be maintained and audited in accordance with the
requirements of the Corporations Act and any applicable
State or Territory legislation
• can appoint sub committees as required, including
specifying the functions and powers, the nature
of the Chair, and directions regarding meetings of
Committees.
The lines of communication and control within the Foodbank
NT management structure are detailed in the following
chart. Details of the various positions in this organisation
structure are covered in section 10, Personnel Strategy.
Baptist Care NT Board
Baptist Care CEO
Foodbank
General Manager
Distrubution Centre
Manager
Storeman/Driver
Administration
Manager
Volunteers
Volunteers
Corporate and Management Framework p9
5 OBJECTIVES
Foodbank NT has 5 major corporate objectives
Objective 1 Set up a Foodbank demonstration project
in Darwin
Objective 2 Establish a permanent Foodbank in the NT
Objective 3 Achieve financial sustainability including
minimal handling costs
Objective 4 Develop Foodbank NT as a leading voice on
NT hunger relief
Objective 5 Expand Foodbank NT operations to meet
food insecurity needs throughout the NT
5.1 How Foodbank NT
implements its
Objectives
Objective 1 – Set up a Foodbank demonstration project in Darwin
Objective 2 – Establish a permanent Foodbank
in the NT
The following three action items set out the broad
requirement to establish a Foodbank demonstration project
in Darwin. As at August 2010 the Baptist Care NT Board
assessed that this Objective had been met. A brief report
setting out both the background to, and the achievement
of, this Objective is at Attachment B.
Action 2.1 Obtain NT government funding &
logistics underwriting of Foodbank NT
Action 1.1
Obtain free supplies of surplus food from
retailers
Action 1.2
Distribute
free
organisations
Action 1.3
Promote concept of Foodbank in the NT
p10 | Objectives
food
to
needy
A 2.1.1
Align Foodbank NT Objectives with NT
government 2030 strategic plan
Foodbank NT Objectives align with significant aims of the NT
government 2030 strategic plan (“the plan”). As noted in
1.4 above, the plan calls for action on health and wellbeing,
poverty, volunteering and the environment.
Action 2.2
Establish quality
operations
management
and
A key element of quality Foodbank NT operations is recruiting
staff with experience in the food, logistics, packaging and
other support industry and/or community service agencies.
Personnel strategy, including the very important aspect of
volunteerism, is covered in section 10.
The following are other key elements of this action item.
A2.2.1
Operating processes and procedures at
Foodbank NT
Foodbank NT has adopted, in the short term, the most useful
operating processes and procedures of Foodbank Australia.
Foodbank NT will continue to develop these processes/
procedures to effectively adapt them to local conditions.
A key target for Foodbank NT is to identify the full range
of processes and procedures essential to its effective and
efficient operation, and to prepare recommendations to the
Board on needs and requirements in this area. These will
include, but are not limited to
• Access policy
• OH&S policy
• Ensuring food quality procedures
• Cyclone plan and procedures – standard operations
• Territory and/or national emergency operations
OH&S is a particular priority, especially given the level of
volunteers and work experience personnel expected to
assist in Foodbank NT operations. For more detail on this
see section 7 OH&S.
A2.2.2
Reporting requirements
Foodbank NT will prepare an annual report for the period 1
July to 30 June, for submission to the Board by 30 September
each year.
The Board will review the Annual Report in light of key
performance indicators in line with objectives and goals, in
particular the strategic horizons set out in section 9.
A2.2.3
Quality and balance of food
Foodbank NT will ensure that distributed food meets all
Territory health food standards, and that where specific food
parcels are distributed that these contain an appropriately
balanced diet. Foodbank will explore options to access
dieticians and nutritionists (see 10.4 – Other Personnel) to
ensure that food parcels contain the right balance and mix
of staples to provide for a balanced nutritional diet.
Reference will be made as necessary to on-line resources,
such as Victoria Foodsmart, in assuring food safety, and
assuring the right mix of staples for food recipients.
Warehousing of some foods will be necessary, plus the
purchase of some foods, in order to match supply and
demand in an appropriate manner. Other than refusing some
donations, Foodbank NT has little control over donations of
food that it receives. The dual strategies of warehousing
and strategic food purchasing provide mechanisms to level
out` supply and demand fluctuations in the NT, and ensure
a quality nutritional mix in distributed foods.
A2.2.4
Darwin Distribution Centre (DDC)
The identification and acquisition of a suitable location
for, and a properly equipped, DDC is a critical short term
establishment objective. However, Foodbank NT is cognisant
that its operations will grow substantially over at least the
next 5 years. The “best” DDC is one that meets Foodbank
NT warehousing needs in the short, medium and longer
terms, to avoid the need to continue changing its warehouse
to cater for growing needs. The DDC warehouse should
be suitable for fresh, frozen and ambient temperature food
products.
To this end it is critical that the Foodbank NT source a DDC
that will support the efficient collection of a broad range
of food, for subsequent distribution to community service
agencies.
Foodbank NT will explore all options including but not
limited to the following
• Donation/upkeep of suitable property by NT government/
private enterprise
• Solicit public donations to purchase/lease premises
• Lease premises with budgeted funding
It is estimated that a capital investment of between $1-2m
is required to purchase or build a suitable DDC.
In the timeframe 2013-2015 as Foodbank NT expands its
operations to cover the whole of the Territory (see Objective
5), distribution centres will be established at other locations
in the Territory.
Objectives | p11
Action 2.3
Source secure, long term funding,
supplies of food & other donations
Foodbank NT will initiate a range of strategies to source
secure, long term supplies of food and other donations,
including
• partnering with the NT government as the principal and
key financial supporter
• affiliation with Foodbank Australia to source key
benefits
• establishing high level relationships with major food
retailers, the food industry and service providers to
-
acquire food via donation
-
access financial support
- purchase specific food needs at best prices
• identifying, linking and working with key nongovernment financial sponsors
• developing a close working relationship with Foodbank
operations in Australian states
• actively engage with community service agencies
• work within established networks to share resources to
drive efficiencies in the supply chain
• develop communication tools to keep all networks
informed of Foodbank NT operations
• obtain ongoing philanthropic sponsorship and support
to reduce reliance on government offset funding.
Action 2.4
Find cheap food purchasing sources
Foodbank NT will leverage through its networks and food
donor sources to obtain needed supplies of food at the
best available (and preferably wholesale/discount) prices, to
ensure that Foodbank NT receives the greatest quantity and
best value of food per purchasing dollar.
Action 2.5
Provide free food to not-for-profit
organisations in the Darwin area
Provide a food collection point at the DDC, or distribute
food to those agencies unable to collect it. A small handing
fee will be charged to cover some Foodbank NT costs.
Foodbank NT will work with stakeholders to optimise
distribution logistics.
The summary of the Foodbank demonstration project at
Attachment B sets out the broad framework on which
Foodbank NT will build its operations.
Experience with ongoing operations will provide the
opportunity to refine and seek efficiencies in food
distribution operations.
p12 | Objectives
Objective 3 – Achieve financial sustainability
including minimal handling costs
Action 3.1
Contain operating costs and achieve
minimum handling cost targets
Foodbank NT costs will be tightly managed by
• ensuring that administrative costs are kept to the
minimum necessary to achieve organisational objectives
• seeking economies of scale with donors, service providers
and stakeholders
• obtaining wherever possible in-kind contributions to
offset cash expenditure items
• exploring any other avenues for savings that become
available.
Action 3.2
Pursue additional funding and support
Re-visit, review and revise Action 2.3.
Objective 4 – Develop Foodbank NT as a leading voice on hunger relief in the NT
Action 4.1
Monitor and promote the level and
need to supply food to people affected
by food insecurity within the Territory
community
Action 4.2
Engage the food industry and community
service agencies to better understand
their needs, and the challenges they face
in accessing assistance from Foodbank
NT
Action 4.3
Develop/implement/articulate business
procedures to support stakeholders in
their support of Foodbank NT
Action 4.4
Actively promote to the community
work being done by Foodbank NT to
address food insecurity, focusing on the
support that industry, sponsors, agencies
and others provide
Action 4.5
Represent the community regarding
hunger relief eg government enquiries,
public forums, conferences, local media
etc
Action 4.6
Develop educational programs for the
food industry and agencies focussing on
Foodbank NT goals
Action 4.7
Cultivate an NT research agenda
targeting hunger relief through:
• liaison with Charles Darwin University to establish a PhD
scholarship focussing on food insecurity in the NT
• seek inclusion of “food insecurity in the Territory” in to
the content of social sciences curricula in the NT at both
secondary and tertiary levels
• invite other Australian universities to conduct research
into food insecurity in the NT
• identify, pursue and provide encouragement for other
research opportunities into food insecurity in the NT
• work closely with Foodbanks throughout Australia to
value add, and have access to, research being done by
them into hunger/relief/food insecurity.
Objective 5 – Expand Foodbank NT operations
to meet food insecurity needs throughout
the NT
Action 5.1
Evaluate the need and opportunity to
expand existing facilities throughout NT
A5.1.1
In conjunction with NT, Federal and
local governments, community service
agencies, service providers and others,
identify areas of food insecurity in the
Northern Territory
A5.1.2
Define the role that Foodbank NT can
play as part of emergency management
in the NT.
Action 5.2
Explore initiatives to diversify the nature
and style of Foodbank operations to
meet food insecurity needs throughout
the Northern Territory
A5.2.1
Grow the number of industry partners
and their volume of contribution to
ensure that all Northern Territorians eat
properly every day
A5.2.2
Develop plans based on the findings in
Action 5.1 to target food insecurity in
the NT
A5.2.3
Mobilise volunteers as a key element of
Foodbank NT personnel strategy. For
more detail on volunteers see section 10
A5.2.4
Participate as called upon and as
necessary in Federal and NT emergency
management processes, procedures and
operations.
Objectives | p13
6 BUDGETS
6.1 Financials and audit
Foodbank NT annual financial statements are prepared on
an accrual basis by David Martin Chartered Accountant
in accordance with Australian accounting standards for
companies. Foodbank NT accounts are audited by Peter
Hourigan Chartered Accountant. The Foodbank NT audited
accounts are included in the Annual Report submitted to
the Board.
6.2 Budget - 2010 to 2015
The Foodbank NT budget 2010 to 2015 is at Attachment
D, with explanatory notes at Attachment E. In framing the
Foodbank NT operational budgets in this business plan,
detailed attention was given to providing realistic estimates.
As a general rule estimates have been indexed by 5 per cent
a year.
Also, given that the establishment of Foodbank NT is a new
enterprise for Baptist Care NT, detailed reference has been
made to budgets of other Foodbanks throughout Australia
to assist in framing this budget.
The estimates will be revisited, reviewed and revised
annually on the basis of experience gained during the year,
as estimates translate in to realities.
6.3 Budget considerations
6.3.1
NT government role
The NT government contributions identified in the
budget above are central, fundamental and critical for
the establishment of Foodbank NT. Without robust NT
government support the initiative to establish Foodbank
NT cannot proceed. State government support to other
Foodbanks in Australian states is substantial.
Other than handling fees (see note below) Foodbank NT
has no independent sources of generating revenue, and is
totally reliant on funding from donors. A reliable funding
source is critical to establishing Foodbank in the NT.
Within the budget two NT government funding lines are
identified
1 NT government base funding
2 NT government offset funding.
The base funding is an ongoing contribution from the NT
government that underwrites the operation of Foodbank
p14 | Budgets
NT, in its first five years, and beyond. This is the core funding
that keeps Foodbank NT going.
The offset funding is a guarantee from the NT government
to Foodbank NT that ensures availability of funding of
Foodbank NT’s ongoing operations above the base funding
level, but can be reduced, possibly substantially, depending
on certain variable factors.
Offset funding is reduced on a 2 for 1 basis (in the
subsequent financial year’s payments) against private donor
financial contributions received by Foodbank NT. Hence if
private donor financial contributions in 2011-12 in excess of
those already noted in the budget amounted to $200,000,
the NT government offset funding in 2012-13 would reduce
by up to $100,000.
Under this formula Foodbank NT’s payment reduction in any
subsequent year is limited by the budgeted offset funding
amount in that subsequent year.
This offset funding by the NT government recognises
Foodbank NT’s need for reliable start-up capital to establish
operations in the Territory, but that once Foodbank NT is
established that it has a capacity to attract private donations
that can be used to progressively offset the financial support
from the NT government.
6.3.2
Donor contributions
Foodbank NT will identify and pursue a range of networking
and promotional strategies, firstly to promote work being
done to combat food insecurity in the NT, and secondly, to
attract major private sector sponsorship for Foodbank NT’s
operations. Estimates of donor contributions in the budget
are conservative, as little is known of the NT private sector’s
capacity and willingness to contribute money to Foodbank
NT’s operations.
However, a comprehensive list of potential donors will be
generated after consultation with the NT government, NGO’s
and key industry contacts as a first step to systematically
engaging this potential revenue source.
In-kind contributions will also be welcomed.
6.3.3
In-kind contributions
In-kind contributions provide an important avenue for
Foodbank NT to use donated goods or services to offset
revenue expenditure. This can result in, amongst other
things, a reduced need for revenue, a reduction in handling
fees to recipients, an increased supply of food to those
affected by food insecurity, or the expansion of service
provision beyond the existing area of service provision eg to
Territory-wide operations in the medium term.
Foodbank NT takes a pragmatic view of in-kind contributions
– if something can be used to benefit its mission, then it will
be gratefully accepted and used.
The following lists just some of the areas that can be
explored as in-kind contributions (over and above food) that
Foodbank NT would eagerly welcome
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Land for Darwin Distribution Centre (DDC)
Suitable premises for DDC
Fitout for DDC
Suitably qualified and experienced personnel (seconded
from either NT government or private enterprise) for
(preferably) a minimum of 6-12 months to ensure
stability and continuity of Foodbank NT operations (refer
Other Personnel, section 10.4)
Refrigerated delivery truck
Car
Vehicle maintenance and support
Scales
Computer hardware & software (prefer single integrated
system)
Computer support services
Printers
Fridge/freezer
Office equipment
Access to marketing expertise/guidance/support
Accounting and audit services
Concessional power charges
Donated or concessional freight services
Experience in other Foodbanks around Australia indicates
that much of the equipment required to establish Foodbank
NT can be acquired by donation.
6.3.4
Handling fee revenue
With regard to the handling fee, it is Foodbank NT’s policy
to reduce the fee (calculated in this budget at 0.75cents/kilo
of food handling) to a minimum, and if possible to eliminate
the fee entirely. This is a significant goal, given that food
handling fees are estimated to generate $444,000, or nearly
49% of gross revenue, in 2014-15.
6.3.5
Net benefit comparison
Set out at the bottom of the Budget at Attachment D is
a net benefit comparison. This compares the dollar value
of the NT government’s combined funding (base + offset),
with the figure for estimated value of distributed food,
valued at $5/kg.
This shows a “status quo” scenario for NT government
contributions – that is, a scenario in which donor
contributions listed in the budget are achieved but not
exceeded – private sector contributions above the budgeted
amount result in a decrease of the NT government offset
contribution.
In year 1 there is a positive benefit of $35,200; ie the
NT government pays out $35,200 less than the value of
distributed food in that year, and has also underwritten the
establishment of Foodbank NT.
By year 5 NT government contributions have fallen from
nearly $440,000 to $365,000, with distributed food
having grown from an estimated value of $473,000 in
year 1 to nearly $3m in year 5. For year 5 this represents
a 711.0% net benefit to the NT government compared to
total NT government financial contributions, plus essential
groundwork has been carried out to extend Foodbank NT
operations throughout the Territory.
The five year total is NT government contributions of $2.0m,
against estimated food distributions of $9.4m, a net benefit
of $7.4m. In practise it is expected that the NT government
contributions will be further offset by increasing private
sector financial and in-kind contributions, so this $7.4m net
benefit to the NT government is expected to be higher.
6.4
Expansion to full NT operations
Objective 5 above identifies Foodbank NT’s goal to expand
operations to cover the whole of the NT. Apart from two
amounts budgeted in 2011-12 ($25,000) and 2012-2013
($50,000) for preliminary work addressing this Objective,
this budget does not contain any funding allocation for
Foodbank NT activities outside of Darwin.
Substantial additional funding support will be required
and sought form the NT government and other donors to
expand Foodbank NT operations in this manner.
Budgets | p15
7 OCCUPATIONAL HEALTH AND SAFETY (OH&S)
OH&S is a priority for Foodbank NT, with policies and
procedures being established by drawing upon expertise of
Foodbanks in the Australian states. Key process will include
all staff at Foodbank NT being subject to:
7.1 A safe workplace
• a risk assessment of activities being provided for
Foodbank NT consideration for each new activity/person
• induction in Foodbank NT processes and procedures
for all new staff, and clients active on Foodbank NT
premises.
Specific risk assessments will be conducted where it is
believed new risks in the work environment arise.
Other relevant training will be provided where the potential
for OH&S risk arises, including
• forklift operation
• manual handling of goods
• first aid
p16 | Occupational Health and Safety (OH&S)
8 RISK MANAGEMENT
The aim of assessing Foodbank NT risks is to contribute to the
achievement of Foodbank NT’s objectives in a manner that
is integrated, positive, proactive and forward looking. This
enables Foodbank NT to confidently manage daily operational
risks, and to keep key players informed on risk matters.
This means
• Foodbank identifies risk to avoid unwelcome surprises
• Risks are systematically dealt with/managed
• Ongoing risk management is integrated into Foodbank
NT activities, processes and procedures to provide
workable, innovative responses.
The following section identifies actions to mitigate
Foodbank NT risks, based on a comprehensive Foodbank NT
SWOT analysis. The methodology focuses on key concerns,
with mitigation measures identified to minimise impact on
operations.
8.1 Safety/OH&S
The main safety/OH&S concerns at Foodbank NT are
8.1.1
Concern
Mitigating activity
Accident/injury to workers at DDC
• Attention to OH&S matters during fit-out of DDC
• Induction of all staff into Foodbank NT processes and
procedures
• Advice and support on OH&S issues from NT government
• Training of staff in first aid and OH&S
• Annual OH&S audit
8.1.2
Food misadventure
• Robust processes and procedures for accepting, handling,
storing and distributing food
• Workplace training on industry best practice for storage and
handling food
• Establish and maintain a close working relationship with
regulatory bodies/inspectors
• Incorporation and regular review of the Food Smart Program
into all areas of operations
8.1.3
Damage to DDC/equipment from
natural events/disasters
• Cyclone/emergency plan prepared as a priority
| p17
8.2 Operations
The main operational concerns at Foodbank NT are
Concern
Mitigating activity
8.2.1
Pressures on operational and
• Develop action plans and task lists – focus on critical items
administrative budgets mean that
• Unlikely to be fully mitigated – slippage of some administrative
core staffing will be minimal with
deadlines vis-a-vis operational imperatives can be expected,
resultant on-going high workloads for
with some tasks not completed
Foodbank NT staff
8.2.2
Inability to source a suitable site/
building for establishing DDC
• Network through NT government, community service agencies
and commercial donors to locate suitable site
• Engage appropriate real estate agency to canvas options
8.2.3
Required volunteers not available
• GM regularly reviews skill gaps
• GM develops close working relationship with community
agencies of interest
• Volunteers inducted, trained and supervised appropriately and
performance reviewed
• Recognition and reward program developed
8.2.4
Donated food supplies unreliable
• Demand research refined in collaboration with agencies
• Proactive planning with donors and Foodbank Australia to
identify potential/pending shortfalls
• Food procurement plan to supplement donor food
• GM to establish strong relationships with donors and suppliers
8.2.5
Attracting and retaining the best
possible staff
• Position descriptions for all staff developed on commercial
terms and contracts offered for 3 years
• Appointments made on merit
• Supervision and performance review processes implemented
• Suitable staff incentives program implemented
• Salary sacrificing implemented, plus special benefits available to
employees of charitable organisations
8.2.6
Foodbank NT seen of limited value to
stakeholders
• Food Industry Advisory Group, representing “captains of food
industry” in the NT, established to champion Foodbank NT
• Communications strategy developed to publicly recognise all
suppliers, sponsors and donors
• NT government recruited to promote Foodbank NT and its value
to the community
• Feedback mechanism established for stakeholders to give
suggestions and feedback
8.2.7
Competition for donated foods from
new entrants in the NT market
• Where possible initiate and develop complementary working
relationships with new entrants
• Promotion of Foodbank brand, services, reliability and
“National” nature.
p18 | Risk Management
8.3
Financial
The main financial concerns at Foodbank NT are
Concern
8.3.1
Mitigating activity
A lack of NT government financial
• Lobby key government ministers and members
support, or insufficient financial
• Representations to Chief Minister
support (from any source), to establish
• Identify and implement strategies seeking to establish funding
Foodbank NT operations
from private sources, including a public appeal
• Review expenditure to minimise operational and administrative
costs
• Review business plan to re-scale Function in line with available
resources
8.3.2
Lack of private support/philanthropy
for Foodbank NT initiative
• Promote the role, need for and importance of Foodbank,
together with the need for giving
• Seek support of local media to promote Foodbank NT
-
including request to ABC for special edition of “Stateline”
-
highlight broader benefits to community
Risk Management | p19
9 KEY PERFORMANCE INDICATORS (KPIs)
The following are specific KPIs of particular
interest in 2010-2011
• Establishment of the NT government as a key long term
financial sponsor of Foodbank NT
• Obtaining full membership of Foodbank Australia
• Locate and establish a suitable DDC to meet immediate
Foodbank NT needs to establish Darwin operations
• Acquisition of both suitable land and building for a
permanent Darwin Distribution Centre
• Achievement of approved financial targets – keeping
expenditure within budget and obtaining sufficient
funds to cover expenditure
• Commencement of key processes, procedures and
operations, including progress in establishing networks,
donors and distribution, and promoting Foodbank NT’s
function.
9.1
Evaluation
In the broader picture of the 2010 to 2015 period, KPIs will
be a quantification of meeting the objectives and associated
action items set out in section 5. This will be achieved by a
number of measures, including but not limited to
• Number of sponsor and donor agencies in place
• Number of agencies’ food programs supported and
partnerships developed
• Total value of food rescued, impacting on reduced
environmental impact
• The total value of food distributed as a ratio of total NT
government financial contributions
• Feedback from Foodbank NT stakeholders
• Research projects into food insecurity and nutrition
supported or encouraged by Foodbank NT
• Clear evidence of having established an efficient and
effective working relationship between Foodbank NT
and Foodbank Australia.
The outcome of KPIs will form a key input in to Foodbank
NT’s annual report, for distribution to key supporters and
stakeholders.
Evaluation of KPIs will be developed and refined on an
ongoing annual basis.
9.2 Strategic horizons
In terms of the current 5 year Foodbank NT business plan, it
is envisioned that the organisation will evolve in four distinct
stages, or strategic horizons. These strategic horizons will
form a bigger-picture KPI for Foodbank NT, assisting with
strategic long term planning and evaluation.
p20 | Key Performance Indicators (KPIs)
The four horizons are
Horizon 1
Demonstration project established
in Darwin
Horizon 2
Establishment of permanent
Foodbank NT
Horizon 3
Consolidation and growth
Horizon 4
Expansion and value adding
Foodbank NT will develop detailed operational measures
applying its objectives to these four strategic horizons. The
following gives a brief snapshot of how the four Horizons
will operate.
9.2.1 Horizon 1
Demonstration project
established in Darwin
The first horizon, now completed, has been a demonstration
project involving the set up of an initial site in Darwin, the
sourcing of food from Woolworths and Coles and supply
to and testing the use of the service by relief organisations.
Attachment B refers.
9.2.2 Horizon 2
Establishment of
permanent Foodbank NT
Horizon 2, years 1-3, involves the establishment of Foodbank
NT, the establishment of reliable NT government funding,
the sourcing of and equipping of a suitable medium to long
term distribution centre in Darwin, and subsequent capacity
for expansion and accessing the benefits of full Foodbank
Australia membership. Further development of the necessary
relationships with the food industry and Territory relief
organisations, will take place. Planning will commence to
establish Foodbanks in both Katherine and Alice Springs,
as a precursor to the expansion of Foodbank NT operations
covering the whole of the Territory in Horizon 3.
9.2.3
Horizon 3
Territorial growth
Horizon 3, years 3-5, will focus on the growth of Foodbank
NT to cover the whole NT, including establishing Foodbanks
in both Katherine and Alice Springs.
9.2.4 Horizon 4
Consolidation and
value adding
Horizon 4, 5 years and beyond, is seen as a period of
consolidating recent expansion, and value adding to those
established operations. If funding and other resources
permit, consideration will be given to establishing a
Foodbank in East Arnhem Land and remote areas.
10 PERSONEL STRATEGY
Foodbank NT’s personnel strategy is designed to
• optimise staffing requirements
• not compromise OH&S or organisational benefits
• maximise utility and versatility
• explore innovative options.
The strategy uses a mixture of permanent staff, seconded
personnel, volunteers, work-experience people, outsourced
functions and consultants to address Foodbank NT’s
function.
The key staff members recruited and resident to establish
and run the organisation are the GM, the Darwin Distribution
Centre Manager and the Administration Manager.
The organisational chart in section 4.1 sets out the structure
for a fully established Foodbank NT. General functions are
as follows
10.1 General Manager
•
•
•
•
•
•
•
•
•
•
•
Works to Baptist Care NT CEO, under direction of Board
Executive authority and responsibility
Foodbank NT vision, mission and function
Policy & direction, organisational procedures
Business planning and execution
Financial stewardship
Development and maintenance of relationships, including
NT government, Foodbank Australia and corporate
sponsors
Management of, and secretariat to, Baptist Care NT
Board
Foodbank NT development and promotion
Personnel and recruitment of senior personnel
Public relations and media liaison.
10.2 Darwin Distribution
Centre Manager
•
•
•
•
•
•
DDC volunteers and other personnel (per 10.4 below)
• Develop and maintain productive relationships with
-
user organisations
-
food donors
-
Foodbank Australia stock controller
-
other stakeholders.
10.3 Administration Manager
• Works to and supports GM
• Minute secretary to Baptist Care NT Board
• Foodbank NT administration
-
financial and donor management
-
correspondence
-
logistics.
10.4 Other personnel
A flexible and innovative personnel strategy will be pursued
with other Foodbank NT personnel. It may include, but not
be limited to the following
Strategy
Comment
Seconded personnel
Foodbank NT encourages
seconded personnel from the
NT government and private
enterprise to assist with its
function. This includes both
the DDC and Administration
Managers positions above,
where
such
seconded
appointments are in Foodbank
NT’s best interest
Works to and supports GM
DDC management
Operating processes and procedures
OH&S management
Induction processes
Recruiting, supervision, training and management of
Personel Strategy | p21
Strategy
Comment
Volunteers
Volunteers and “volunteerism”
are key aspects of personnel
strategy, fundamental to
Foodbank NT effectively/
efficiently
addressing
its
function.
Will include
developing relationships with
community organisations that
support volunteer workers
eg community service orders,
disadvantaged workers, work
for the dole and seniors/
retired workforce
Work experience
Foodbank NT will provide
an avenue for individuals on
work experience programs to
gain experience and training
as well as participating
in a community service
organisation
Outsourced functions
Outsource specific work as
required subject to funding,
need and urgency.
10.5 Recruitment timing
Baptist Care NT has tasked its CEO to establish and initially
manage the Foodbank demonstration project in Darwin,
and to prepare the business plan and submission to the NT
government for funding support.
Once funding approval has been received from the NT
government, Baptist Care NT will move to recruit and
appoint a permanent occupant to the GM role. The
newly appointed GM will then proceed with the following
recruitment plan
p22 | Personel Strategy
Year 1 – 2010/11
• DDC manager
• Administration manager
• Storeman/driver
Year 3 – 2012/13
• Two additional staff members
10.6 Staff benefits
Foodbank NT will explore and utilise the benefits extended
by government(s) to employees of approved charitable
organisations as part of its strategy to attract and retain the
best possible staff.
11 DECLARATION OF INTEREST
A Food for Life Program is being established by Baptist Care
NT, and will become a client agency of Foodbank NT. As
such Food for Life will share the same Board of Directors as
Foodbank NT, but as a client agency of Foodbank NT it will
be subject to the same access protocols, handling fees etc.
A Food for Life Program is being established by Baptist Care
NT, and will become a client agency of Foodbank NT. As
such Food for Life will share the same Board of Directors as
Foodbank NT, but as a client agency of Foodbank NT it will
be subject to the same access protocols, handling fees etc.
11.1 Food for Life Program.
The Food for Life Program intends to establish food provision
outlets for disadvantaged families in Darwin/Palmerston.
Food will be directly supplied to struggling families and
individuals who are holders of benefits cards.
This access to low cost food will be provided with minimum
assessment, reducing potential embarrassment, and
reaching those who would not otherwise seek assistance
for food through community service organisations.
The service is based on a model operating in New South
Wales. Baptist Care NT anticipates these outlets will be
financially self sufficient, and while they are not the focus of
this business plan’s request for NT government support, the
feasibility of the Food For Life Program is directly connected
to Foodbank NT’s viability and supply.
It is intended the Food for Life outlet/s will commence
operation in early 2011, at a Darwin or Palmerston location,
close to public transport. It is planned to open a second
location approximately 6 months later.
The development of the Food for Life program is supported
by major Darwin-based relief organisations.
As part of the Foodbank demonstration project delivery was
taken of recently cooked (perishable) food and delivered this
directly to community groups. The Food for Life Program
will examine the viability of continuing and expanding this
service.
Declaration of Interest | p23
ATTACHEMENTS
A
B
C
D
E
F
Foodbank history
Report on Foodbank demonstration project in Darwin
Letters of support and Woolworths media release
Foodbank National support
Budget 2010 to 2015 – Darwin Operations
Notes on Foodbank NT Budget 2010 - 2015
– Darwin Operations
ATTACHMENT A
FOODBANK HISTORY
• The concept of food banking originated in Arizona, USA
in the 1960’s, in response to an increase in demand for
food provision to hungry people
• Feeding America (formally Second Harvest) is the peak
body in the USA and its network of more than 200
foodbanks across all 50 states provides assistance to more
than 25 million Iow-income people facing hunger in the
USA a year, including more than 9 million children
• The Sydney Foodbank began in 1992, followed by
Melbourne (1993), Perth (1994), Brisbane (1995)
and Adelaide (2000). Satellite warehouses have been
established in seven regional centres - Townsville, Mt
Gambier, Dandenong, Albany, Geraldton, Bunbury and
Mandurah
p24 | Attachment A
• Foodbank Australia, the peak body in Australia, was
formed in 1996, with its primary role one of co-ordinating
the development of donation agreements with the major
Australian food companies for the benefits of its statebased affiliates
• Foodbank acts as a conduit between the food and
grocery industries’
donations and the community service sectors’ needs with
2,500 community service agencies relying on Foodbank
as their pantry and to help stretch their dollar further
• In 2008, Foodbank in Australia distributed over 16 million
kilogram of donated food and groceries - helping feed
around 50,000 Australians a day.
ATTACHMENT B
FOODBANK DEMONSTRATION PROJECT IN DARWIN
“Everyone has the right to a standard of living
adequate for the health and wellbeing of himself
and of his family, including food….”
UN Declaration of Human Rights 1948
Background - need for Foodbank NT
In the first six months of 2009 Baptist Care NT conducted
a series of structured interviews with key individuals in
government and non-government agencies providing
community services in the Darwin region. The interviews
were supported by a detailed literature search. This research
was aimed to assess needs of disadvantaged people in the
community, and to identify gaps in service provision. One
major gap identified was the provision of affordable food.
The NT Council of Social Services (NTCOSS) stated in its
February 2009 submission to the NT government (on the
20/30 strategic plan) that the increasing cost of basic items
such as fresh fruit, vegetables, and fuel compounds the
[adverse] circumstances of some in our society.
According to the Australian Council of Social Services
(ACOSS), quoted in the NTCOSS submission above, the
price of food nationally has risen over the last 3 years by
15%. ACOSS found that the inadequacy of Commonwealth
benefit payments compounds the problem of affordability
of basic items such as food.
The 6th Annual Demographia International Affordability
Survey 2010 (p56) stated “data continues to show Darwin
[housing] as severely unaffordable”. It follows that if
disadvantaged people cannot afford housing, then they will
also struggle to afford food.
The Salvation Army and Mission Australia suggested to
Foodbank NT in interviews that a 30% increase in people
coming for material aid assistance had occurred in the
previous 12 months, due mostly to people being squeezed
by the rental market. This 30% reflects people who have
never had to access support services before.
The Salvation Army indicated that a 27% increase in electricity
charges in the Territory was hurting people, particularly
low income families. The Salvation Army provides food
parcels and vouchers, and distributes $35,000/year Power
and Water vouchers. The Salvation Army anticipates that
similar needs by disadvantaged groups will double in the
next year.
Existing support services
Numerous organisations in Darwin provide food to
disadvantage groups, most typically by providing food
vouchers for the purchasing food at full retail prices, or at
best by soliciting needs from potential donors. These efforts
were frequently piecemeal, uncoordinated, costly/inefficient,
they did not necessarily provide a sound nutritional content,
and were time consuming.
One major provider, the St Vincent de Paul Society (SVdP)
provides food parcels and food vouchers for perishables and
has access to government Emergency Relief Funding, used
to support bonds, rent and chemist prescriptions. SVdP
advises that it operates a food van which visits Rapid Creek
and The Esplanade. On any one night SVdP advises that 20
to 40 people are fed at these locations.
Foodbank demonstration project in Darwin – A Baptist Care NT initiative
In mid 2009, as the result of its own research, the Baptist
Care NT Board considered that a significant need existed for
a cost effective and efficient mechanism to provide food to
not-for-profit organisations that addressed food insecurity
in the Darwin community.
In order to test their belief, the Baptist Care NT Board
allocated significant funding to initiate and run a Foodbank
demonstration project in Darwin, on the same lines as
Foodbank initiatives in all Australian states.
The concept was simple – solicit donations of food from
potential donors, then distribute this food to the hungry.
From this concept Foodbank NT was established, and began
limited pilot operations in December 2009 with the goal
of testing the concept through a demonstration project.
The focus was a warehouse located in Woolner, Foodbank
NT’s first base for receiving, sorting and storing donated
goods, and as a focus for subsequent distribution to needy
agencies.
It was anticipated that opening at this time would help
with the provision of Christmas food relief for organisations
supporting those in need, while testing the concept.
Significant early progress was made when Foodbank
NT was recognised by Woolworths and Coles as their
“partner” for the NT (see Attachment 3, Woolworths
Media Release), providing a major local source of donated
food, and an efficient single-point of contribution for these
food retailers.
Attachment B | p25
Uptake of Foodbank NT food by distribution agencies was
encouraging, indicating a very high level of demand for the
service on offer by the demonstration project, with goods
being distributed to
• Salvation Army Red Shield hostel - Darwin, drop-in centre
and associated programs
• Salvation Army - Palmerston
• St Vincent de Paul – Stuart Park
• St Vincent de Paul – Palmerston
• Mission Australia – Community initiatives program
(includes sobering-up shelter)
• Mission Australia – Palmerston
• Marrara Christian School – family group homes
• Multi Cultural Council of the NT
• The Ark – Animal Rescue Centre
• Darwin Baptist Church
• Hope City Church
• Casuarina Baptist Church – Tuesday Tucker
• My Sisters Kitchen (Darwin Arts Multicultural Program)
• Youth With a Mission
• Melaleuca Refugee Centre
• Anglicare NT
• Community Street Soccer
• Top End International Church
• Indonesian Outreach
• WiWin Outreach
• Missionaries of Charity
• Cornerstone Baptist Church
• Fusion
• Community Support Service
At the time of writing the list of organisations supported by
Foodbank NT was expanding weekly.
Other key parts of the demonstration project included
• mapping food assistance programs in Darwin, Palmerston
and Litchfield
• assessing Foodbank need to provide and promote healthy
food
• acquiring the services of a dietician
• developing emergency (food) shelf packs that contain a
balanced diet
Conclusions from demonstration project
The demonstration project was an invaluable opportunity to
test the Foodbank concept in the NT. Key conclusions are
• there is significant demand from hungry/disadvantaged
people for “free” food in Darwin
• there is a significant amount of food wasted/dumped in
the Darwin community, that can be retrieved at source
and utilised to address food insecurity
p26 | Attachment B
• Foodbank is strongly supported by major Darwin food
retailers, and others in the community
• legislation is required in the Territory to protect/
indemnify food donors, which in turn will lead to greater
contributions
• there is a significant opportunity in Darwin to address
hunger through a centralised, coordinated agency such
as Foodbank
• Foodbank NT can access support and resources, including
food, from interstate, through confirmed membership of
Foodbank Australia
• Foodbank NT has the potential to provide a basis
for a range of innovative training and employment
opportunities in food collection and provision services
• Foodbank NT can achieve efficiency and effectiveness in
distributing donated food
• Foodbank has a profile and ready acceptance that will
significantly assist its development in the NT
• major on-going government support is required to get
Foodbank NT off the ground
• Foodbank NT can leverage government support to show
very significant returns
• Foodbank has the potential to assist remote communities
across the Territory.
On-going developments
Since the demonstration project, Foodbank NT has
continued to provide food to organisations, and to build
on achievements to date. Key developments include
• a larger (interim) warehousing facility of 600m2 has been
leased in Berrimah to meet immediate needs
• links with Foodbank Australia have been further
developed, pending confirmation of permanent funding
• further donations of non-food items have been received,
including
-
a refrigerated van from Woolworths
-
freezers
-
cool room
-
warehouse shelving
-
computers
• Negotiation, and partnership with both Woolworths and
Coles, have taken place and will result in Foodbank NT
taking delivery of donations of fresh and frozen food
once NT food donor legislation is in place
• Foodbank NT had provided an estimated 15,000 meals
as at August 2010.
ATTACHMENT C
LETTERS OF SUPPORT: WOOLWORTHS MEDIA RELEASE
Launch of Woolworths
Fresh Food Rescue Campaign 2010
•
•
•
Announcement of national campaign to assist with food relief
Target of two million meals for Australians in need
$2 million grants scheme for food relief charities
January 22, 2010: Woolworths supermarkets, together with the Hon Jenny Macklin MP, Federal Minister for
Families, Housing, Community Services and Indigenous Affairs, is today launching a year long campaign to
rescue a record amount of surplus food from the waste stream and turn it into meals for the needy. With a
target to provide two million meals for those in need and $2 million for those who serve them, this extensive
program will help address an underlying social problem in Australia. The Australian Government will partner
with Woolworths to advise on the allocation of the funding.
Each year households, retailers, restaurants and businesses throw out millions of tonnes of food which then
finds its way into landfill sites. Although not always fit for sale, much of it is good quality and could easily be
rescued and turned into nutritious, healthy meals for the needy or vulnerable in our society.
In Australia today more people than ever before are dependent on the generosity of over-stretched charities to
put food on their table. Organisations such as Foodbank, OzHarvest, FareShare, Food 4 Life and SecondBite
and others work hard to turn excess food into nutritious meals for the homeless, the vulnerable and the needy.
These charities are primarily staffed by volunteers and only have limited resources to provide the help that is
so desperately required. Food is not the only thing they need, the sector is also crying out for vehicles,
storage, refrigeration and other facilities to maintain and expand their operations.
FareShare CEO Marcus Godinho commented: “There’s no shortage of quality surplus food in Australia,
however sadly local charities have lacked the means to handle the food donations on offer. Woolworths’
announcement will help charities to receive, store and hand out hundreds of tonnes of quality food and help
the growing number of Australian families who are struggling to afford three meals a day, seven days a week.”
OzHarvest Founding Director Ronni Kahn added: “The unwanted food is there and Australians in need are
there. OzHarvest is only limited by lack of funds to enable us to collect more food from more stores to deliver
to more people. An injection of funds like this to the food rescue sector helps all of us to share the surplus food
with those in need.”
SecondBite also supports the Woolworths initiative to expand the provision of surplus fresh food and donate
$2million dollars to the food relief sector. Food Program Manager Russell Shields said: “With SecondBite’s
focus on providing recipient agencies with fresh food and innovative food relief programs that provide long
term preventative solutions to families in crisis, this funding will help us to collect and redistribute over 900
tonnes of fresh food in 2010 across Victoria and Tasmania.”
Foodbank CEO John Webster commented: “This initiative is a wonderful adjunct to the current Woolworths’
program to capture and distribute surplus packaged goods from individual stores and distribution centres.
Woolworths is already our single largest national food donor and this will assist in expanding donations as we strive
to meet the demands of the 2,200 welfare agencies that we provide food to across the country.”
- More Over -
Attachment C | p27
ATTACHMENT C
- Page 2 of 3 –
Woolworths Director of Supermarkets Greg Foran said: “Woolworths recognises that we have a significant role
in ensuring that fresh edible food, which for various reasons, we can no longer sell is put to the best possible
use by turning it into meals. However, it is also very important for us to support the charities providing those
meals and our $2 million grants scheme should go a long way towards building their capacity. Therefore
Woolworths wants 2010 to be the year in which Australia gets serious about food waste and serious about
helping the charities who convert the food we cannot use into meals for those who need them.”
The Woolworths Fresh Food Rescue campaign will support food relief charities at two core levels:
1) Expanding food rescue and food donation schemes from Woolworths stores to charity groups
With 687 supermarkets already participating in some kind of food rescue program, Woolworths wants
to substantially increase its partnerships with local food relief charities or soup kitchens. Woolworths
target is to turn its food surplus into two million meals for the needy in 2010.
2) Building additional capacity amongst charity groups through a major grants scheme
Woolworths will contribute $2 million to help charity groups expand their operations and ensure
thousands more people can access healthy, nutritious food.
Woolworths is itself working toward an ambitious target to reduce organic waste to zero by the year 2015. In
2009 the company was one of Australia’s largest food donors, providing 1.35 million kilos of consumable food
which is the equivalent of 1.5 million meals.
As Woolworths ensures that its shelves are fully stocked throughout the day, there is inevitably a surplus of
fresh food by the end of the day. Already, 687 supermarkets are rescuing this food, which would otherwise go
to landfill and Woolworths ultimately aims to have all 810 supermarkets operating a successful food rescue
program. As such Woolworths is actively seeking new charity partners to work with local stores right across
the country.
Woolworths will be consulting with a number of current charity partners to understand how the grant scheme
can best address their needs. Further details, criteria and eligibility will be released later in the year. Enquiries
can be made by email - freshfoodrescue@woolworths.com.au.
PRESS CONFERENCE:
WHAT:
WHEN:
WHERE:
WHO:
VISION:
# Ends #
Launch of Woolworths Food Rescue Campaign
9:30am, Friday 22 January 2010
Woolworths Victoria Harbour
63-93 Merchant Street, Docklands (Melbourne), Victoria
• Federal Minister for Families, Housing, Community Services and Indigenous Affairs, The Hon
Jenny Macklin MP
• Woolworths Director of Supermarkets, Greg Foran
• FareShare CEO, Marcus Godinho
• OzHarvest Founding Director, Ronni Kahn
• SecondBite Program Manager, Russell Shields
• Foodbank CEO, John Webster
Woolworths staff collecting surplus food from shelves, arrival of food relief collection van, loading
of food and delivery to food relief kitchen.
CONTACTS:
Interviews, photo and vision opportunities are available in most states and territories. For further information
please contact Clare Buchanan on 0404 829 033 or the Woolworths Press Office on (02) 8885 1033.
– More Over –
p28 | Attachment C Woolworths Continue
ATTACHMENT C
– Page 3 of 3 –
CHARITY CONTACTS:
Major Fresh Food Rescue Charities partnering with Woolworths are listed below. Please contact the Woolworths
Press Office for further details on food rescue charity partners in regional areas.
National, WA, SA
•
•
New South Wales
•
Victoria
•
•
Queensland
•
•
Tasmania
•
Northern Territory
•
Foodbank www.foodbank.com.au – Contact John Webster on 0408 680 788
Working with Woolworths distribution centres and stores nationally to receive packaged
groceries for redistribution to food relief agencies and fresh food in WA and SA
OzHarvest www.ozharvest.org.au – Contact: Ronni Kahn on 0418 616761
Currently working with Woolworths stores in Sydney
FareShare www.fareshare.net.au – Contact Marcus Godinho on 0416 180 802
Currently working with Woolworths stores in Melbourne and Victoria
SecondBite www.secondbite.org – Contact Russell Shields on 0400 939 234
Currently working with Woolworths stores in Tasmania, Melbourne and Victoria
Food Relief NQ www.foodreliefnq.org.au – Contact Ray Roberts on 0417 797 268
Currently working with Woolworths stores in Far North Queensland
We Care 2 – Contact: Scott Croxon on 0488 280 101
Currently working with Woolworths stores in Central Queensland and the Sunshine Coast
SecondBite www.secondbite.org – Contact Russell Shields on 0400 939 234
Currently working with Woolworths stores in Tasmania and parts of Victoria
Food 4 Life – Contact Peter Fisher on 0401 560 980
Currently working with Woolworths stores in Darwin and Northern Territory
FOOD RESCUE FACT SHEET:
•
There are around two million Australians in need in our communities, who rely on food relief organisations every
year to put food on their tables.
•
Those affected could live on your street and could include the elderly, homeless, families on the poverty line,
displaced by fire, disaster or the death of a loved one.
•
The need may be long-term, i.e. home support for the elderly, or short term due to factors such as
unemployment or illness.
•
Half of those requiring food relief are children with one million children in Australia often going to school without
breakfast or to bed without dinner.
•
There are a number of different types of food relief organisations in Australia. The largest is Foodbank, known
nationally as the pantry by some 2200 welfare agencies, which rely on Foodbank to stretch their resources.
•
Food relief organisations, such as OzHarvest, FareShare and SecondBite rescue food throughout Australian
communities, from manufacturers and retail outlets and deliver it to relief agencies or cook rescued food
themselves in to nutritious meals for distribution by relief agencies.
•
There are also local food relief organisations and soup kitchens that take fresh food products and use them to
prepare meals or distribute within pre-packed parcels.
•
There are many reasons why good quality food cannot be sold to consumers. For example, incorrect labelling,
products that are close to but not beyond the ‘best before date’ or damaged packaging. All food donated by
Woolworths for human consumption is strictly monitored to ensure it is good quality and safe to eat.
####
Attachment C Woolworths Continue | p29
ATTACHMENT C
LETTERS OF SUPPORT: Mission Australia
To Whom It May Concern:
It is with great pleasure that I write this letter in support of Baptist Care NT on behalf of
Mission Australia. Our organisation and our clients have directly benefited from Baptist Care
NT’s establishment of a Food Bank in the area.
Through working collaboratively with the non Government, Government and private sector in
the Darwin and Palmerston areas Baptist Care NT have been able to identify a need, develop
a response and implement a much needed service.
Mission Australia receives hundred’s of requests for assistance each week, as do many other
organisations. This number continues to rise as more and more people who were self
sufficient previously find that they cannot afford the increasing cost of living in the Territory.
People place a high priority on ensuring that they have a home to live in, often at the expense
of affording the basics such as food and clothing.
Our organisation, like others receives a small amount of funding to assist clients directly with
this type of emergency relief; however, the vouchers that we provide are usually spent at
major retail chains and at full retail price. The success of Baptist Care NT in attracting
donated goods from supermarkets and stores in the region and their ability to make these
available at low cost to organisations such as ours ensures that we can stretch the small
funding received to assist many more clients.
As a direct result of our relationship with Baptist Care NT and the Foodbank, Mission
Australia has been able to assist 1200 people with meals over the last 5 months.
We believe that Baptist Care NT are quickly becoming an integral part of the NGO sector in
the region and their collaborative and consultative approach is well suited to ongoing strong
relationships with the community.
Should you require any additional information please feel free to contact me at your
convenience.
Kind Regards,
Brad McIver
Northern Territory Community Services Operations Manager
Mission Australia
89350900
p30 | Attachment C Mission Austalia
ATTACHMENT C
LETTERS OF SUPPORT: The Salvation Army
TO WHOM IT MAY CONERN
I would very much like to put this letter of support to you as an organisation that is supported
by Baptist Care - Food Bank. The Salvation Army Red Shield Hostel provides Emergency
Relief support to many of the homeless people in Darwin, we give out food Parcels which we
supply from goods we get from the Food bank. Until the foodbank opened we purchased food
from a wholesaler, the cost was too high. Now that the food bank is open we are able to do
this at a much more affordable price.
Any queries please call me.
Yours sincerely
Peter Wood (Major) - Manager
The Salvation Army Red Shield Hostel Darwin
Phone: (08) 8981 5994 Mobile No: 0412 029 659
Fax:
(08) 8981 0454
E-mail: peter.wood@aus.salvationarmy.org
Attachment C The Salvation Army | p31
ATTACHMENT C
LETTERS OF SUPPORT: Mission Australia
p32 | Attachment C St Vincent de Paul Society (NT) Inc.
ATTACHMENT D
FOODBANK NATIONAL SUPPORT
Attachment D Foodbank National Suppport | p33
ATTACHMENT E
Foodbank NT – Budget 2010 to 2015 – Darwin Operations
Foodbank NT- Budget 2010 to 2015 - Darwin Operations
1
INCOME
2010-11
2011-12
2012-13
2013-14
2014-15
2
Baptist Care funding
$30,000
$33,000
$36,300
$39,930
$43,923
3
Handling fees @ 0.75cents/
kilo
$71,000
$206,000
$309,000
$386,000
$444,000
4
NT government base
funding
$300,000
$327,500
$356,000
$347,000
$365,000
5
NT government offset
funding
$137,800
$47,650
$93,138
$27,135
$-
6
Donor contributions
$8,000
$20,000
$30,000
$40,000
$60,000
7
Total income
$546,800
$634,150
$824,438
$840,065
$912,923
$60,000
$63,000
$75,000
$79,000
$83,000
8 ADMINISTRATION EXPENSES
9
Administration
10
Salaries + oncosts + FBT
$239,000
$251,000
$354,000
$371,000
$390,000
11
Office expenses incl
computing
$17,000
$18,000
$19,000
$20,000
$21,000
12
Rent - office & warehouse
$80,000
$84,000
$88,000
$92,000
$97,000
13
Marketing
$6,000
$6,300
$6,600
$6,900
$7,300
14
Staff training/education
$2,400
$2,500
$2,600
$2,800
$2,900
15
Insurances
$3,000
$3,200
$3,300
$3,500
$3,600
16
Accounting & audit
$2,400
$2,500
$2,600
$2,700
$2,800
17
Adm sub total
$409,800
$430,500
$551,100
$577,900
$607,600
$38,000
$53,000
$70,000
$87,000
$100,000
18 OPERATIONAL EXPENSES
19
Food purchases
20
Freight
$18,000
$27,000
$41,000
$51,000
$60,000
21
Levies & fees
$-
$9,000
$14,000
$17,000
$20,000
22
Vehicle running costs
$10,000
$15,000
$20,000
$25,000
$30,000
23
Equipment leasing
$38,000
$40,000
$42,000
$44,000
$46,000
24
Power
$12,000
$12,600
$13,200
$13,900
$14,600
25
Minor Equipment
$10,000
$10,500
$11,025
$11,576
$12,155
26
Maintenance eqpt &
building
$6,000
$6,300
$6,600
$6,900
$7,300
27
Miscellaneous
$5,000
$5,250
$5,513
$5,789
$6,078
28
Expansion to full NT
operations
$-
$25,000
$50,000
$-
$-
29
Operational sub total
$137,000
$203,650
$273,338
$262,165
$296,133
30
TOTAL EXPENSES
$546,800
$634,150
$824,438
$840,065
$903,733
31
Net benefit comparison
32
Value of dist food @ $5/kg
$473,000
$1,373,000
$2,060,000
$2,573,000
$2,960,000
33
NT govt base + offset
funding
$437,800
$375,150
$449,138
$374,135
$365,000
34
net benefit
$35,200
$997,850
$1,610,862
$2,198,865
$2,595,000
35
Net benefit as % govt
funding
8.0%
266.0%
358.7%
587.7%
711.0%
p34 | Attachment E Budget 2010 - 2015
ATTACHMENT F
Notes on Foodbank NT Budget 2010 to 2015 –
Darwin Operations
Except where otherwise noted, estimates are indexed at
5% per annum
2
Baptist Care funding
11
Office expenses including computing
Items include postage, printing, stationery, landline
telephones, mobiles, fax, computer software and licensing,
and subscriptions.
19
Food purchases
Food purchases increase at a rate estimated to complement
the rate at which donated food is received and distributed.
Funding is indexed by 10% per annum.
20
3
Freight increases in proportion with the expected increase in
Foodbank NT operations.
Handling fees
Handling fees are set at an average of 0.75cents/kilogram
of goods provided to recipient agencies.
4
NT government base funding
This is set initially at $300k, and indexed by 5% per annum. Upward adjustments are made of $12,500 in 2011-12 and
$25,000 in 2012-2013 to cover half the cost of item #25,
“Expansion to Full NT operations”.
5
NT government offset funding
This is a balancing figure for unfunded expenditure in the
budget. It is important that the offset mechanism set out in
section 6.2.2 Income & Expenditure of this business plan be
considered when reviewing this line item.
6
Donor contributions
Lists reasonably expected donor contributions based on
experience in other Foodbanks in Australia. Foodbank NT
expects that with the official launching of Foodbank NT that
donor contributions will grow significantly.
21
Administration
Administration will include the following
• staff travel
• staff supervision by BCNT CEO
• book keeping services, including BAS
• computer network management
• management of web site
• volunteer support
• legal services, including corporate costs
• Board and committee expanses
10
Salaries + on-costs + FBT
Indexed at 5%, includes a superannuation component of
9% and an allocation for WorkHealth insurance. The large
increase in 2012-13 reflects increased staffing in line with
the business plan. There is no FBT currently included in
these estimates.
Levies and fees
Key levies and fees include membership of peak and
supporting bodies, such as Foodbank Australia, and Baptist
Care Australia.
22
Vehicle running costs
Vehicle running costs are estimated to increase in line with
the level of activity of Foodbank NT operations.
23
Equipment leasing
Lease costs are expected to be set in the first year of
operations and not increase over the 5 year term of the
budget. The Foodbank NT leasing schedule currently covers
11 separate items. Big-ticket items include a car, a forklift
and pallet jacks. Note that the equipment leasing budget
has been adjusted to take account of equipment already
acquired consequent to the demonstration project, reported
in Attachment B.
24
9
Freight
Power
Power is calculated on the basis of current experience
by Foodbank NT and other Foodbanks in Australia, and
includes large freezers and cool rooms for handling food; it
includes a 5% index.
25
Minor equipment
Includes uniforms, personal safety equipment and general
equipment required for WorkHealth compliance; includes a
5% index.
27
Miscellaneous
Miscellaneous covers contingencies
circumstances; includes a 5% index.
28
and
unforeseen
Expansion to full NT operations
These are two one-off expenditures funding preliminary
work on Foodbank’s NT expansion to Territory-wide
operations.
Attachment F Notes on Foodbank Budget 2010 - 2015 | p35
9 Mel Road | Berrimah NT 0828 | ABN 64 141 539 442 | p 08 8981 1101 | e info@bcnt.org.au

Addressing Food Insecurity in the Northern Territory

Transcription

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