Food Banks Canada Case Study

Food Banks Canada Case Study

Food Banks Canada Case Study

Food Banks Canada is a not-for-profit national organization that distributes food to the less fortunate residents of Canada. This organization was formed by members to address hunger problems and as well as feeding the poor. The organization has been faced with declining relevance and below average performance. The governance process has been modified; a federated structure has been implemented in addition to restructuring the leadership and staff members of the organization. For that matter a revitalized vision and strategy was implemented.

In late 2007, Katharine Schmidt became Executive Director of Food Banks Canada. During this period of time the organization had significantly progressed. However, after five years a strategic review and a development of a strategic plan for the future were recommended. As CEO, Schmidt must take all factors into consideration when moving ahead regarding the direction that the organization should go.

Deciding of Change

A period of five years has lapsed therefore the CEO, The Board and Member Councils are reevaluating the current state of the organization and will make decisions regarding the future of Food Banks Canada. It is apparent that the current federated structure provides potential for the organization. The concerns pertain to the expanding of the strategic and operational roles of the organization. There are matters and issues that must be discussed to improve the success of the organization. However, after careful consideration and thoughtful deliberation Food Banks Canada should stay with their current strategy.

Structure and Governance

Food Banks Canada underwent a major change initiative in 2006-07 changing their board structure, hiring new executive leadership, and adjusting their vision to reflect the bigger impact they felt they could make on ending hunger in Canada.  The board had been comprised of members from various local food banks which often times felt conflicted between fighting against hunger in Canada and fighting for what they felt was best for their own local food bank.  This inherit conflict led to the board’s decision to restructure itself and make the changes necessary to adjust the focus and better align with the mission.  The new board included members with a wide variety of skill sets, and was more representative of local food banks and impartially pan-Canadian in its focus.  With the new autonomy of the board, they were free to hire an executive director who could help realize the expanded vision and make the changes necessary to lead against hunger in Canada.  They hired a leader with extensive background in food services and leadership, who had demonstrated success in running her own local food bank.  

When Katharine Schmidt took over, she first created a vision statement, and then set out to ensure she had the appropriate staff to achieve that vision, first by reducing, and then by adding the skill sets needed over time.  She reviewed their processes for receiving donations and distributing goods focusing on fairness for all the local food banks but also training on food safety concerns.  Together with the board she created a new membership structure.  Instead of the prior voting based on size of province structure, members were able to elect representatives from their province to join The Member Council, which would help ensure that the voice of the food banks across the country were heard by the board.  This structure allowed more voice for each province and provided more congruence in communication between the national board and the member affiliations.  The purpose of this member council was to represent the national council and further the work of ending hunger together, rather than just addressing the needs of a particular geographic area.  This new shift in individual thinking to more holistic, community thinking, led to a huge increase in donations received and distributed, a more reputable brand for the national organization and thus, the local members, and a more unified approach to ending hunger in Canada.  

Stand Point and Direction

Although Katherine Schmidt’s leadership and vision has increased levels in donor and distribution and succeeded in fulfilling its approach to ending hunger, Food Banks Canada is at its 5-year review and must choose their direction of change.  The most important role to preserve is getting the food to those who need it.  Members of the committee have suggested several important aspects that preserve the integrity and vision of the company.  However, it is also crucial that Food Banks Canada be able to sustain relationships with donors and distributors.   Any changes that were to be made needed to be sensitive to those involved at all levels.  

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