Food Security Innovation Lab

Welcome to Vermont Foodbank’s Food Security Innovation Lab. A 2022 time-bound initiative that was created to develop and execute pilot projects and study their potential for scalability and their effectiveness at addressing root causes of food insecurity.

Photo of an adult's hands and a child's hands holding up a seeding in front of a setting sun.

Reporting Back: Vermont Foodbank's 2022-2024 Innovation Projects

Food banking began in the 1960s and was more broadly established in the 1980s. That model has steadily evolved, and, today, a national network of food banks collaborate to identify best practices and remain responsive to emerging needs. Vermont Foodbank has been part of this network since the 1980s. In 2022, its 36th year of gathering and providing food resources to a statewide network of partners, the team at Vermont Foodbank identified a need to explore and test new ideas and solutions.

Food banks are known for addressing the immediate, everyday problem of food insecurity by supporting a local network of food shelves and meal sites. Gathering and delivering food is their most visible activity. Vermont Foodbank is committed to continuous improvement to access and meaningful community impact. In addition, reducing the need for its services in the long term – addressing the root causes of food insecurity – is an unwavering goal and critical strategy for supporting its network.

With the generosity of several supporters and a surprise gift, Vermont Foodbank was able to invest $2.5M into a structured 2-year process to identify and pilot new initiatives to address the root causes of food insecurity.

Root causes of food insecurity are underlying social, economic, and structural conditions that determine whether people can reliably access the food they need. In Vermont, root causes include factors such as affordable housing; livable wages; childcare costs; transportation; resilient local agriculture; and intersecting systems of oppression including racism, classism and ableism that impact access to food.

A temporary innovation lab team employed a team of two PhD researchers and a project manager. Additionally, community-driven initiatives employed a team of three food access organizers who supported community engagement work focused on elevating neighbor voice with partners and existing systems. 

These efforts yielded four pilot projects and direct investments into communities across Vermont.

Pilots

Accessing All Benefits Through One Door 

What we were trying: Hunger doesn’t happen in isolation — if you’re struggling with food, you’re often struggling with housing, healthcare, and/or income. We wanted to see if neighbors could get connected to all the resources and programs for which they qualify – not just food – by accessing a single resource.  We asked: “how much better off would community members be if they were accessing all the services that are available to them?”

What happened: We partnered with a local health network and used a tool called “Find Help,” a shared online referral system. It lets organizations talk to each other and track whether folks actually get connected to programs that could help them.

Outcome: Lamoille Health Partners continues to manage the referral component of Find Help in Lamoille County. It is working with its network of partners to improve the accessibility of the tool for both service providers and neighbors seeking help.

The pilot revealed that technology alone isn’t enough — people need trusted, local guides to navigate complex benefit systems. Those lessons are reflected in our efforts to create simpler, more personal pathways in our programs that blend technology and person-centered service. For example, our 3SquaresVT Team supports people in Vermont in applying for 3SquaresVT Benefits. In addition, they help identify other benefits and services a neighbor may be eligible for.

We are disseminating our learnings as well; most notably through advocacy for Vermont’s 211 resource.

Community Governance of Foodbank Programming 

What we were trying: We asked: “What if the people coming to our food distribution events got to decide how they are run?” In one Vermont town, we tested this idea with a VeggieVanGo mobile pantry.

What happened: We set up an advisory board made up of people who had previously been or were currently food insecure themselves. After some training, the board identified potential improvements and was given $25,000 to test their ideas. They moved the event to a convenient, walk-up friendly spot downtown in partnership with Greater Bennington Community Services (GBCS), an organization that works with people living in or near poverty in Bennington County. This expanded access for many neighbors, as all other sites require a car. In addition, this pilot furthered accessibility by purchasing carts to help neighbors bring groceries home.

The board also increased choice in available food items beyond produce only to support the creation of a complete meal. This added tremendous value; yet it is important to note that the board used one-time funds to supply these items.

Outcome: The walk-up location is still active and still offers a wider variety of foods as Vermont Foodbank is able to supply it. As Vermont Foodbank begins reenvisioning VeggieVanGo, learnings from this pilot are providing significant insights about the importance of listening to neighbors and partners who hold unique expertise about needs in their communities, and the role that neighbor voice and community partnerships bring to creating impactful and sustainable solutions to food access in communities.

Inviting people with lived experience to surface and test new ideas elevated the feeling of respect and dignity for board members and program participants. We are continuing to evolve how we engage community members in decision-making.

Reinventing Food Access for Older Adults 

What we were trying: The federal Commodity Supplemental Food Program (CSFP), operated in Vermont by Vermont Foodbank, provides a free box of shelf-stable food for income-eligible adults over age 60. While helpful, the program requires many participants to get to a pick-up site on a certain date at a certain time, and the contents cannot be customized for dietary restrictions or preferences. We wanted to test if home delivery, with more food choices, could make things easier and more dignified.

What happened: In the Rutland area, we launched a monthly delivery service using DoorDash and a Vermont Foodbank driver. Eligible older adults could order ahead — online or on paper — from a wide selection of fresh, frozen, and shelf-stable foods, plus needed non-food items like pet food or hygiene supplies. We also built an advisory board comprised of older adults to help guide the program.

Read the 2023 Study for more information.

Outcome: The result was greater choice, convenience, and dignity.

Participants appreciated an increase in choice, convenience and dignity. At the same time, we learned that it is harder for older adults to use an online ordering system; and current organizational capacity cannot sustain this programmatic change.

We have shared our research with other food banks across the country and with the USDA, so that it can provide an analysis by which we can continue to improve food access for older adults.

The pilot reinforced our commitment to deliver services in ways that respect autonomy while maximizing access.

First Step: Black Wealth Redistribution Pilot 

What we were trying: Marginalized groups experience food insecurity at higher rates. For example, people identifying as BIPOC experience food insecurity 2.5 times more than the statewide average. We wanted to see how steady, no-strings-attached monthly cash payments could have an impact on Black Vermonters experiencing economic insecurity. This pilot was also about reflecting our commitment to equity in our investments.

What happened: We established an advisory board comprised of Black leaders. Once assembled, they told us Vermont Foodbank wasn’t ready to lead this type of racial justice work. They were right. So instead of moving ahead under-prepared, we shifted the funds and gave them directly to Black-led organizations who would be able to provide no-strings attached cash payments to Black Vermonters experiencing economic insecurity.

Outcome: We clarified a philanthropic approach to raising funds specifically for programs aimed at benefitting marginalized communities—work that was new for the Foodbank. In response to guidance from our advisory board we clarified that fundraising efforts, messaging, and funding itself for such restricted programs would not be combined with other restricted efforts. We would not use programs aimed at marginalized communities to help fundraise for other restricted programs.

Community-Driven Initiatives: Additional Innovations and Collaborative Work

Community-driven initiatives employed a team of three food access organizers who supported community engagement work focused on elevating neighbor voice with partners and existing systems.

Community Conversations

What we were trying: Listen, learn and collaborate with food insecure communities in Bennington County, Addison County and the Northeast Kingdom.

What happened: Series of conversations (81) with 250 community members experiencing food insecurity. Seven community members completed training as Community Leaders to facilitate Conversations and help groups implement projects.

Outcome: Developed “Community Conversations Guidebook” and grant program. Decision to diversify Vermont Foodbank Board of Directors membership to include members with living experience of hunger and poverty. Learnings informed new guiding principles, goals and strategies for network partners.

Lessons Learned and Next Steps

At the outset, we hoped to find one or more new programs that could significantly reduce food insecurity in Vermont. The pilots provided something more valuable than a singular solution: key learnings to integrate into current programs and confirmation that many of the ways Vermont Foodbank works are already impactful.
Going forward, we continue to center dignity, trust staff, listen to neighbors, innovate, and build culture. We continue pushing on the root causes of food insecurity from within our lane and in deep partnership.

We move forward with deep gratitude to everyone who engaged in this effort – neighbors, partners, funders, and staff. Thank you all for the opportunity to learn from trying new things.

Innovation Lab Staff

Lab Lead: Tatiana Abatemarco
VF Chief of Staff: Hillary Orsini
Quantitative Researcher/Data Analyst: Noah Hirschl
Research Consultant (UVM): Ike Leslie
Project Manager: Genna Williams