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@hayleylapalmePublic Sector Purchasers as Value Creators in a Resilient Food System
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Public Sector Purchasers as Value Creators in a Resilient Food System A Case Study of the Public Purse Procurement (3P) Mentorship Program Hayley LapalmeProgram Designer/Facilitator
M.Ed. Candidate Adult Education & Community DevelopmentUniversity of Toronto
Visiting Graduate Student at OCAD U@hayleylapalme
RSD4 | September 3, 2015 | The Banff Centre
@hayleylapalmePublic Sector Purchasers as Value Creators in a Resilient Food System
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@hayleylapalmePublic Sector Purchasers as Value Creators in a Resilient Food System
4 Karen Blaha
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# farmers
farm size
consolidation
1927 20112001
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“The trends of fewer operators, fewer young operators
and fewer farms showed no signs of reversing and may indicate
more consolidation and significant turnover in farm assets in the future.”
- Statistics Canada, February 2015
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Rigidity in the SystemEfficiency > Resilience Tradeoff Consolidation of ownership and decision making leads to a loss of redundancy and diversity in:
Farms and farmersVariety of agricultural practicesSeed varieties cultivatedInfrastructure
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Who cares?
Altruism in business?Consumers buy our way to better?
Government? Public Institutions
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“The secret behind value creation is building a better and better fit between relationships
and knowledge.”- Normann & Ramirez, Harvard Business Review, 1993
Institutions: Claiming or Creating Value?
CLAIM VALUE
Optimize for efficiency.
CREATE VALUE
Optimize for resilience.
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The Ecological System of Value
future
Impa
ct
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Impa
ct
future
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Food System Stakeholders
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Complexity in the Food SystemPublic Procurement of Food in Ontario
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Complexity in the Food SystemPublic Procurement of Food in Ontario
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Consolidation in the Value ChainSupply Subsystem
“to engulf everything”-J.K. Galbraith (1967) in Meadows
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Complexity in the Food SystemPublic Procurement of Food in Ontario
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Demand Subsystem
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Claiming Value in the RFP Process
can exclude based on volume + accessibility
can exclude based on visibility
can exclude based on criteria
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More simply, as one Food Service Procurement Manager said:
“It’s easier to work with the incumbent.”
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Design Intervention How might we design a
minimally disruptive intervention within the
space of public procurement to increase
resilience in the food system?
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Leverage Points
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Key Influencer: The Nutrition Manager
Set menus. Purchasing. Stay on budget. Do more with less Takes pride in her
work. Bound by BPS
Directive.
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Mental Models
“We make public
dollars work for the public good.”
ESPOUSED THEORY
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Mental Models
“We take the best value we
can get with the dollars we
have.”
THEORY IN USE
“We make public
dollars work for the public good.”
ESPOUSED THEORY
gap
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Limited time.Limited resources.
Limited buy-in.Aversion to risk.
“I’m not sure where to start.”“I’m on contract – I can’t.”
DELAYS!
Why the gap?
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Some foresight is needed to get here:
future
Impa
ct
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The Public Purse Procurement (3P) Mentorship Program3P Mentorship Program
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The Public Purse Procurement (3P) Mentorship Program3P Mentorship Program14%
cost neutral increase in
local purchases
from baseline
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Impact Measures of the 3P Program
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PRINCIPLE 1: DISRUPT DISCRETELYWork with a high leverage, minimally disruptive point of intervention.
“We are farther along than we’d ever be without this program…
We may not have done any of it at all this year.” – Lindsay, Humber College
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PRINCIPLE 2: COLLABORATE ACROSS DIFFERENCELeverage buyers who purchase with similar missions and processes.
…and that we are not alone. -
Joli
[I learned] that other institutions are really looking and changing the way their supply chain is structured -
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PRINCIPLE 3: JUST ASK!Encourage the flow of information to cultivate an appreciation of complexity.
A strong and attainable goal emerged: let’s keep digging to get clear reporting of all foods procured.” - Kathy, HSN
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The most common way people give up their power is by thinking they
don't have any. – Alice Walker
PRINCIPLE 4: CHALLENGE ASSUMPTIONSReimagine roles and question paradigms to reimagine the system.
- “Your distributor does that for you?”
“Yes, I’m the client!”
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PRINCIPLE 5: NURTURE THE DESIRE TO LEARNEncourage self-organizing within the cohort.
“We are this year’s mentees, but next year we can be the mentors.”
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A Resilient Community of Practice
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Expansive Notion of Value & a Diverse Pool of Suppliers
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Empowering Feedback for Policy Change
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From Claiming Value from the Chain…
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ToCreating Value in a Constellation
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Thank you.hayley.lapalme@gmail.com
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Acknowledgements
Scott BakerRobin NewmanEugene KimCaitlin ColsonAdeline CohenLars Boggild
Leah PollockTim NashAnil PatelTerry LapalmeJan RossDeb Halmo
Arlene SilversteinMike SchausKim PeterIlana Ben-AriDave KranenbergErica Lemieux
Cassie WeverThe VanGroningens
Infinite gratitude to CHERYL HSU for the design, illustrations, and support.
dsdsd
Thank you also to my professors: PETER JONES, JEREMY BOWES (OCAD) and JENNIFER SUMNER (UofT).This case study is possible because of Wendy Smith’s willingness to take risks with me and due to the hard work, foresight, and drive of the first cohort of the 3P Mentorship Program: Kathy, Lindsay, Joli, Barb, and Don. Thank you also to the Greenbelt Fund and Tania Del Matto. dsdsd
Thanks for the big ideas: Donella Meadows, Richard Normann and Rafael Ramirez.
I am very grateful for the feedback and support of my friends, colleagues, and family: