Strategic Plan, 2016-2018

In January of 2016 the Rogue Valley Food System Council met and adopted the strategic plan that will guide its work until 2018. The goals and strategies of that plan are as follows:

  1. Increase visibility and engagement with the community by:
  • Visiting communities, organizations, and businesses working in the food system to hear about priorities and issues important to them;
  • Seeking out opportunities to share our work and that of others working with any willing audience, through presentations and information-sharing at their events;
  • Having a visible, supported presence at the major food related events throughout the year in the Rogue Valley;
  • Repeating and improving on our success at the Jackson County Fair;
  • Developing a core of volunteer community members who can represent the Network at these and other public events; and
  • Creating a robust, interactive website full of useful and accessible information, and a media/facebook/publicity strategy to drive people to that source.
  1. Convene critical stakeholders to assess and address challenges, and to connect the dots, by
  • Actively reaching out to individuals and groups working in the food system and providing a forum through monthly Council meetings and other creative means;
  • Facilitating meetings or other gatherings of stakeholders with common interests or common challenges, with the goal of getting them working together where they see common value in doing so;
  • Providing a structure to incubate new projects and support existing projects without taking on administration of food system projects;
  • Facilitating development of measures to evaluate effectiveness of ongoing programs and efficacy of new ideas; and
  • Encouraging collaboration and use of shared metrics.
  1. Collaborate with regional and statewide food system efforts, by
  • Encouraging active participation (and membership) in the Oregon Community Food Systems Network; and
  • Providing opportunities to support and learn from food system work in other communities or regions within the state.
  1. Ensure the sustainability of the Network, by
  • Securing long-term funding for a Coordinator and for Network activities.

Responsibilities for carrying out this work were established as follows:

  • The full Council is collectively responsible for approving and carrying out this plan, with the input and assistance from staff, partners, supporters and other stakeholders. The Council members share responsibility for planning meaningful Council meetings and representing the Network in outreach opportunities. The Council is responsible for developing and implementing a diversified and sustainable funding model.
  • The Executive Committee is responsible for operations and governance as described in the bylaws and as delegated by the Council. This committee will develop a plan regarding the hiring and employment of staff, and will have primary responsibility for managing staff.
  • Staff is responsible for day-to-day operations. Staff will be the primary public face of the Network, representing the Network in meetings and at events. Staff will support and work with each of the committees and with appropriate work groups to accomplish their goals.
  • The Outreach Committee has primary responsibility for creating an annual outreach plan including maintaining the website, social media, scheduling presentation opportunities and recommending to the full Council which outside events to participate in.
  • The Development Committee has primary responsibility for identifying and recommending to the full Council funding strategies and opportunities, and for ensuring appropriate opportunities are capitalized on.
  • Project-specific Work Groups (Fair, Wholesale Development, etc.) will be formed and disbanded as appropriate to support activities of the Network.

For more information, please contact any member of the Council or Staff.