Assess your State Distribution Program Look at two SDA Models MD CO. Planning for change, sharing ideas and information

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Gertrude Marshall
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3 Assess your State Distribution Program Look at two SDA Models MD CO Planning for change, sharing ideas and information

4 How does State allocate entitlement? How does State assess SFA needs? State operating constraints? What are the distribution and administrative fees? State limitations on processing? What are the distribution channels?

5 Financial Health Are you in the red or in the black? What are your financial operational goals? How do you assess commodity value? Is commodity value a part of food cost or held out? Food Service Operations What type of kitchen facilities, storage space? How do you factor in food safety? Are rising labor costs a concern? Menus - USDA Foods or Processed?

6 What does your organization need from the food distribution program? What about neighboring districts? What additional guidance do you need to plan for future?

7 Maryland State Department of Education School and Community Nutrition Programs Branch Food Distribution Section

8 Mike Birkmeyer- Section Chief Yvette Bogan- Operations Specialist Purva Hukmani- Admin. Specialist Brenda Pryor- Section Secretary

9 24 School Districts 6 Of The Largest 100 Nationally 16, 17, 25, 32, 45, and 92 Prince Georges County 13,938,176 Meals

10 37 Non Public Schools and RCCIs 13 Charitable Institutions 22 Summer/Special Milk Camps/ Programs

11 Largest $2,781,823 Smallest $158.00

13 Offer Approximately 60 Commodities No Requisitions/ No Orders 7% Unallocated

14 46 Approved Processors/44 NPA SPA by Request Schools select products, delivery schedules, value pass thru methods, storage, and distribution of end products Allow Carryover Inventory to Match Usage

15 2.5 Million Pounds of Flour 2.8 Million Pounds of Chicken 5 Tanker Trucks of Liquid Eggs 1.5 Million Pounds of Cheese 3 Million Pounds of Bulk Potatoes

16 All School Districts Represented 38 Processors Morning Training Food Show

17 No State Owned/All Commercial State Divided Into 3 Regions 2 Regions Delivery/1 Pick Up 1 School District Gets Direct Delivery 4 Districts Get 60% Direct Delivery

18 Storage, Distribution and Delivery Costs Depend On Region 1.10 per case Administrative Fee No Fee on Processed Commodities RAs Responsible for All Costs

19 All RAs Place Requisitions, Track Orders, Monitor Entitlement in ECOS All Warehouses/Processors Receive Orders and Get Allocations From ECOS RA Notification of Commodity Delivery Based on ECOS

20 December 31 Go Live Demonstrations October/December Customers Trained January 2010

21 Held in Computer Lab Limited to 24 Participants Spread Around State Perform Actual Work Warehouses Done Separately On Site

22 Phone Resource Site Visits April LEA Meeting

23 Real Time Information RAs Control Their Commodity Destiny Reduced Labor Reduced Costs

24 Training Initial Set Up Time Summer Programs Charitable Institutions Surveys Which Are Only Offered For Less Then 12 Days

25 Questions?

26 Food Distribution Program

27 Opportunity and Challenges Business Logic Economic Business Model Resources Integration Automation Leverage Outcome & Performance Monitoring Winning Mindset

28 Fiscal Constraints Diversified Customer Base State Business Concept Customer Expectations Align Business Practices Leverage USDA Efforts

31 The warehouse/distribution/and storage contract for SY2010 was awarded to: Colorado Food Bank Association North Zone serviced by: Food Bank of the Rockies South Zone serviced by: Care and Share Leverage efficiency and cost gains

32 M o ffa t U S D A C o lo r a d o Z o n e M a p Jackso n Larim er L o g a n S e d g w ic k Ph illips R o u tt W e ld R io B la n c o N o r th S e rv ic e d b y : F o o d B a n k o f th e R o c k ie s E 4 5 th A v e n u e D e n v e r, C O G r a n d B o u ld e r B r o o m fie ld G ilp in D e n v e r A d a m s M o r g a n W a s h in g t o n Y u m a G a rfie ld E a g le Summit C le a r C r e e k Jefferson A r a p a h o e M e s a D e lta P itk in G u n n is o n Lake C h a ffe e P a r k Teller D o u g la s E l P a s o E lb e r t L in c o ln K it C a rs o n C h e y e n n e Montrose S a n M ig u e l D o lo r e s M o n te z u m a O u r a y L a P la ta S a n J u a n Hinsdale Mineral A r c h u le ta S a g u a c h e R io G r a n d e C o n e jo s F r e m o n t C u s te r A la m o s a Costilla H u e r fa n o P u e b lo L a s A n im a s C ro w le y O te r o B e n t S o u th S e rv ic e d b y : C a re & S h a re P re a m b le P l C O S p rin g s, C O K io w a B a c a P r o w e r s

33 Multiple warehouse locations benefits expected Improved supply and demand cycling Schools realize savings Decentralization allows for focused customer services Winning Outcome: efficiencies and savings!!

34 . CAPITALIZING ON TECHNOLOGY

35 Compile commodity food requests and status via ECOS Ensure business practices, fiscal rule, and statutory compliance requirements are met

36 Centralized Business and Business Repository Business activities/data resides in one area Pre-determined timeline for reporting Analysis is business critical

37 Business Strategy Analysis, Formulization & Execution Analysis follows data Adjust business model Fiscal advantage can realized

38 Understanding business practices viability Visualization intended outcome Willingness to incorporate automation Set goals and monitor performance

40 Questions?

Food Distribution Program

Food Distribution Program Whole Child Whole School Whole Community 1 Topics Illinois Commodity System (ICS) Spending Options Forecasting Annual Order Period Diversion to Processor Resources Whole Child