It’s finally here!
We are a proud sponsor of the Local Motive, a collaboration between The Skinny Pancake and Vermont PBS that explores the Vermont food system in a six-part series. The series launched this past Thursday and a new episode will be aired each week on Vermont PBS.
In the world of energy bars, there are countless options, and many of those options contain bizarre ingredients that most of us can’t even pronounce. Fortunately, those in need of an energy boost here in the Green Mountain State can ignore the overly abundant, mass-produced products and simply reach for a Garuka Bar. These locally-made, small-batch bars feature raw Vermont honey in a recipe designed to provide the ideal pre-exercise combination of natural carbohydrates and healthy, plant-based fats.
In addition to being a delicious way to fuel up and stave off hunger during a workout or hike, Garuka Bars are also helping stave off hunger for a number of Vermont families this holiday season. For the third year in a row, Garuka donated one meal to the Vermont Foodbank for every one of their bars purchased during the week leading up to Thanksgiving; an additional meal was donated for every customer who posted their bar purchase on social media using the hashtag #VTBizCares. This year, the company donated 1,616 holiday meals, an almost 300% increase from the 600 or so meals they were able to donate in 2015. While impressive even out of context, these meal donations become even more important when you consider that an estimated 153,000 Vermonters need to access food shelves and meal service programs each year.
While for many individuals and businesses this kind of philanthropic giving is limited to the holiday season, for Garuka it is a central tenet of the business’ mission. Since its inception in 2011, Garuka has focused on a unique hybrid of local and global social responsibility. While the company focuses on supporting innovative local producers here in Vermont, it also donates 1% of profits to support gorilla conservation efforts in Rwanda. The name of the company translates to ‘return well’ in the national Rwandan language of Kinyarwanda. This concept pervades the company’s social endeavors, such as their partnership with the Vermont Foodbank. For a small business, Garuka has a big impact.
If you ask company founder Mike Rosenberg, this is in part thanks to the support Garuka received from Sodexo over the past five years. Garuka bars are sold at almost every Vermont institution served by Sodexo and at some of the food service provider’s accounts in New Hampshire and Maine. The relationship operates as a two-way street: not only does Sodexo provide a large market for the local energy bars, the bars also align with the goals of Vermont First and the Real Food Challenge, two initiatives that represent core values of many Sodexo accounts in the state. In this way, Garuka exemplifies how local businesses benefit from increased institutional demand for local products.
This begs the question, what is the relationship between local business and addressing hunger in Vermont? According to the Vermont Foodbank website, of 51 donor businesses, about 75% are Vermont-based. When one considers the significant impact that local businesses have on addressing dire problems, like hunger, that affect Vermonters, the mission of Vermont First takes on another dimension. In promoting local products like Garuka Bars, not only is Vermont
First fostering the local Vermont economy; it is also promoting a network of businesses that together are working to help Vermonters in need. So it seems appropriate, at this time of year, to remember the impact we can all have by supporting Vermont businesses, and therefore Vermonters, first.
We couldn’t be more excited about the two upcoming Maine Course Scaling Up Events on November 1st and November 3rd. Are you a farmer, fishermen, or food processor looking to learn more about selling to institutions in Maine? If so, this event is for you!
Register for the Scaling Up Events
On November 1st and 3rd the Sodexo in partnership with the University of Maine System will hold the inaugural Scaling Up Events as part of the Maine Course initiative.
This one-day forum is a supply chain training and networking opportunity for growers, processors, and distributors. The goal of this event is to foster collective learning about selling locally grown and/or manufactured products within the commercial and non-commercial food service industry. Sodexo leadership from the state of Maine along with their supply management team will be working together to further this conversation on these very important topics.
In 2015, Sodexo made a commitment to the state of Maine to increase local food purchasing at all of accounts in Maine, a commitment called the Maine Course. You are invited to come learn more about how Sodexo’s Maine Course commitment will impact local purchasing in Maine and if selling, or increasing current sales, into the food service industry might be the right fit for your operation.
Topics covered are intended to build business to business relationships between the producers, distributors, and buyers in the room, including topics like:
How Sodexo’s food procurement works
How the University of Maine Orono’s food procurement works
Maine Course as a local procurement strategy
Trends in the food service industry
Regional and national distributor interfacing
Approved vendor process
Stories from producers about their path in selling to Sodexo
If you are interested in attending, we ask that you register for the event nearest you.
NOTE:The content of the events will be the same at each location therefore you need only attend one date.
From left to right: Karen Guile (Peaslee’s Potatoes), James Marsh (Johnson State College Dining Team), Tom Fondakowski (General Manager at Johnson State College), Annie Rowell (Sodexo’s Vermont First), Janice Peaslee (Peaslee’s Potatoes), and Corey Kelley (Johnson State College Dining Team) Photo Credit: Nicole Chicoine
In 1928, on the eve of the Great Depression, Fred and Gertrude Peaslee set out to find land along the Connecticut River to start a farm. Settling in Guildhall, Vermont, little did they know they were building a business that would be the livelihood of their family for multi-generations. Eighty-five years later, Janice Peaslee, Fred and Gertrude’s daughter-in-law, together with Karen Guile, their granddaughter, own and operate the 250-acre potato farm.
This year, through Vermont First, we identified an opportunity to increase our local potato purchasing in partnership with Peaslee’s Potatoes and our distributor partner Black River Produce. In our excitement, we made the trek to Guildhall to see the potato crop in full bloom and meet Karen’s family and team.
By UVM Dining Sustainability/Marketing Intern, Eva Sherman, firstname.lastname@example.org
Rockville Market Farm
Recently, I was able to visit some of UVM Dining’s local partners in the Burlington area. Our first stop was Rockville Market Farm, located on a beautiful stretch of land in Starksboro. Upon arrival, we were invited to try some of their famous maple lemonade. Aside from being a perfect refresher on a hot day, this drink is actually the largest source of income for the farm. Every weekend during the growing season, Eric and other crew members make the drive down to NYC to set up a stand at the famous Smorgasburg market in Brooklyn, an event they have been participating in for years that draws some unique and well-loved vendors from all over New York and New England.
However, there is a lot more being produced at Rockville Market Farm besides their lemonade. The organic farm produces tomatoes, squash, onions, corn and more for their CSA shares, farmer’s market stands and wholesale orders. Their produce is also included in CSA shares through the Intervale Food Hub. Rockville Market Farm’s relationship with the Intervale started five years before they made the move to Starksboro, as the farm took its roots there before they were able to purchase their current land from the Vermont Land Trust. This is a great example of the success that can come from a supported start from the Intervale Center, parent organization of UVM’s newest produce distributor,Intervale Food Hub that brings Eric’s peeled butternut squash to campus.
There never seems to be a dull moment at Shelburne Farms, from their cheesemaking facility to the market garden education and sustainability drives the work they do. When we arrived, Rory, the cheese sales manager gave us a brief history of the estate and the different operations that run throughout the year. Our focus was on their most well-loved product, Shelburne Farms cheddar. We were talked through a cheddar tasting with six different types and given tips on how to get the most flavor from the cheese, for example holding the cheddar between your fingers for a minute to warm and soften it makes for an even richer bite. We were encouraged to share flavor notes as we tasted the cheeses with beef broth and onions coming up for the savory two year aged cheddar.
The cheesemaking facility is set up so that farm guests can watch the production from start to finish. The milk from the farm’s herd of Brown Swiss cows is piped directly into a large vat where the cheddaring process begins. Through a series of steps, the cheese begins to form until it is firm enough to cut into large blocks. At this point, they are stacked repeatedly in a way that is unique to creating cheddar. After this, the blocks are cut into curds before the aging process begins. Shelburne Farms is unique in that they completely transparent with their cheese production process and recipes. They are an educational center with the main goal to share the traditional cheddaring process and historical culture of cheese making with visitors and are more than happy to answer questions and talk all things cheese!
To end this delicious visit, we were each given a block of the two year cheddar to take home and savor. If you haven’t tried Shelburne Farm’s award winningcheddar, look for it on menus across campus to get a taste of this Vermont staple.
The last stop on the tour allowed us to cool off with a tasting of Burlington’s own Citizen Cider. UVM purchases the hard cider for catering events and hopes to bring their non-alcoholic cider, Citizen Sweet, to campus as Citizen Cider scales up their production. The business has steadily grown over the past couple of years since 2011 and they have moved from large plastic containers full of cider to state of the art tanks.
The market for local, natural cider is growing and Citizen Cider has risen to the top of the market in Vermont. As our tour leader Jordan said, “Five years ago if I ordered a cider at a bar, my friends would have laughed at me. Now retired men and 21-year-old women can drink the same cider and no one bats an eye. I think that is success!” They continue to experiment with new flavors and product ideas, a complex process that we were able to catch a glimpse of as we walked through the production area. For example, their Homesteader Cider came about after inviting locals to bring apples from their farms and properties that would be turned into a specialty cider and put on tap for a limited time for people to enjoy knowing that their apples were a part of the mix. What a commitment to local sourcing!
All apples used to make the cider are local (within 200 miles) and come from Vermont and New York. They use a variety of apples, many of which are not traditionally sold in grocery stores. For instance the Northern Spy apple, an heirloom variety that is solely used to make their Northern Spy Cider. Along with this cider, our group tasted the B-Cider which uses local honey as natural flavoring, but is not as sweet as you would think. Lasty, the Brosé which is infused with blueberries, no added sugar or coloring and has a similar light taste to rosé. This name came from the three men who started Citizen Cider with the goal of elevating hard cider’s reputation in the alcohol world. They recognized that cider was one of the libations that never bounced back after prohibition. To do this, they wanted to make a local cider that was not overly sweet due to added sugars, would align with Vermont’s exploding craft beer industry, and have the added appeal of terroir.
Twenty years ago, Vermont restaurants began marketing their commitment to source local and fresh ingredients under the brand of the newly-minted Vermont Fresh Network. In many ways, this network brand was outside the realm of typical marketing strategies, largely because the widespread consumer hunt for local food was barely on the horizon. Ahead of its time on the local food front, Vermont Fresh Network’s strongest emphasis, as prominently displayed in its name, was the other key word: ‘fresh’.
All good things are associated with ‘fresh’.
Eric Rozendaal of Rockville Market Farm
Crisp, ripe, just picked/baked/chopped, high quality, good tasting. Years before twelve-year-olds began asking their waiter where the roasted chicken on the menu came from, Vermont chefs and restauranteurs were looking to their trusted Vermont farmer neighbors to provide the freshest and highest quality ingredients.
Today, both in Vermont and around the country, institutions are doing the same thing. “It has taken longer for our local food system to become robust enough to allow institutional kitchens to express their purchasing muscle within the system,” explains Meghan Sheridan, Executive Director of the Vermont Fresh Network. “As Vermont’s food system continues to grow in size and diversity, it is ever more possible for institutional kitchens to source local and regional products.”
Norwich Dining and UVM Dining visit Shelburne Farms
Vermont institutions are now qualifying to join the Vermont Fresh Network. Four of
Sodexo’s Vermont campuses are Network members: University of Vermont, St. Michael’s College, Norwich University, and Champlain College. In addition to membership, St. Michael’s, Norwich, and UVM join 51 other restaurants and a few institutions in receiving the recognition of Gold Barn Honorees, an award recognizing chefs who are exceptional partners with Vermont farmers. Explore the list of Vermont Fresh Network members and our fellow Gold Barn Honorees here.
As demand for local and sustainable food in cafeterias continues to increase, “culinary excellence is much more of an expectation, cooking is an art and [today’s college student] appreciates a chef’s passion for their trade,” shares Melissa Jordan, Sodexo’s Vice President for Strategic Alliances. “The days of preparing large masses of commercially purchased ingredients in the back kitchen, bringing it out front and ‘parking it under heat lamps’ is not going to fly with today’s college student,” says Jordan.
The role of institutional chefs has become widely recognized and revered. In a November 2015 Burlington Free Press article, the spotlight was on UVM Executive Chef Kate Hays. “The progress we have made [in the] two and half years I’ve been there in terms of local food has been amazing,” Hays reflects on her experience in shifting from running restaurants to institutional kitchens. Currently, UVM is in the process of opening a new dining hall that doubles as an educational center for sustainable and healthy food, and forging new partnerships with local producers. “[We’re] really breaking all expectations,” says Hays. Read the full interview here.
Serving thousands of meals per day throughout the year to diverse communities, institutional markets are seen by many in the food system world as the holy grail of local market opportunities. While we cannot overlook the big questions still looming on the horizon, from institutional market viability for local businesses to optimizing food access for economically-challenged populations, we enjoy pausing for a moment to reflect on this evolution in institutional culinary trends. From statewide recognition of our chefs for their culinary prowess to receiving best in class awards for volume of local purchasing, we are proud of our engagement and responsiveness to the Vermont community’s demand for culinary excellence in serving fresh, high quality, local food to our campus communities.
With this, we roll up our sleeves, dust off our aprons, and get back to work.
St. Michael’s College slow-cooking 400lbs of local beef brisket from Black River Meats.
Exciting news from University of Vermont: the 5th signatory in the country to the Real Food Challenge, a commitment to achieve 20% Real Food purchasing by 2020, released this past week that they are currently at 19% Real – and it’s only 2016!
The Real Food Challenge is one way UVM Dining supports UVM Food Systems Initiative’s aim to “establish itself as a global leader in food systems education, research and collaboration, building on decades of food systems leadership” by 2020. Follow the UVM Dining Blog or @uvmdining on Instagram to stay in the know on UVM Dining’s other food systems work.
Congratulations to the members of UVM’s Real Food Challenge Working Group, past and present, as they continue build new benchmarks for campus dining.
The University of Vermont is on track to surpass its current goal of purchasing 20 percent local, sustainable, fair, and humane food. In the 2015-2016 school year, 19 percent of the food purchased by UVM Dining qualified as “real,” according to the Real Food Challenge, indicating that the institution is likely to exceed 20 percent Real Food by 2020, the current target date.
The Real Food Challenge is a nonprofit organization that supports a national, student-led movement to shift 20 percent of existing university food budgets (equivalent to approximately $1 billion) from conventional agricultural products to local, ecologically sound, fair and humane products by 2020.
“Growing numbers of students across the country are concerned about how their food is produced — and how it affects farmers, fishers, and workers — and the Real Food Challenge is a response to that concern,” says Anim Steel, executive director of the Real Food Challenge. The motivation for the Real Food Campus Commitment is to empower students to hold their universities accountable for responsible purchasing decisions.
UVM responded to student interest and signed the commitment in 2012, pledging to purchase 20 percent Real Food by 2020. UVM was the fifth institution to do so and 32 campuses have signed since. Student interns work with UVM Dining to audit purchases at dining venues across campus and submit the data to the Real Food Calculator, an online tool that calculates a university’s percentage. Those associated with the effort at UVM expressed excitement that the changes made over the past four years have brought UVM so close to the 20 percent target so quickly.
To qualify as real, products must meet specific criteria in the categories of local, ecologically sound, fair or humane. Local products must be sourced from within 250 miles of campus. Popular local products include apples from Champlain Orchards and maple syrup from UVM’s own Proctor Maple Research Center. The ecologically sound category includes organic products and seafood that is sustainably sourced. All of the granola, maple syrup, tofu and most fish on campus qualify as ecologically sound. The fair category includes products with certifications indicating that farm workers involved are paid and treated well. Fair Trade coffee and tea are the standard on campus, and UVM is one of few colleges with a Fair Trade banana program. Lastly, there are many qualifying certifications for humane that ensure animals are well treated. Certified Humane (cage-free) eggs make up the highest portion of UVM’s humane category.
UVM Dining serves about 13,000 meals daily and Melissa Zelazny, resident district manager, understands the opportunity each of those meals presents. “We are proud to be creating dining experiences that are better for the planet, healthier for our students and support our local community.” Zelazny is working with others in the UVM food systems community to build a culture that will help students carry these values with them after graduation.
UVM Dining’s demonstrable progress in increasing Real Food purchasing reflects the passion and values at UVM for holistic food systems education and practice. Although the 20 percent goal is within sight, Gina Clithero, student co-chair of the UVM Real Food Working Group (a multi-stakeholder group of students, faculty, administrators and UVM Dining staff), says the work is far from done. “The working group will continue leveraging UVM’s purchasing power to create a sustainable, ethical food system, beyond 20 percent!”
We are excited to share an article written by one of the two inaugural UVM Dining Fellows, Hailey Grohman. The UVM Dining Fellowship was created in the creative and collaborative process between the University of Vermont and Sodexo in the innovative dining contract launched last year.
We appreciate Hailey’s perspective on the incredible complexity behind the decisions made every day at UVM – and all institutions – to “[translate] the dietary needs, health choices, and value preferences of 10,000 people into three meals a day while keeping costs down.”
Complex, wicked problems are dynamic [and] require generative responses – learning, innovation, and adaptation over long periods of time.
– Peter Plastrik, Madeleine Taylor, JohnCleveland Connecting to Change the World
Lynn Jennings, one of the best female American runners of all time, posts up in Vermont’s Northeast Kingdom for a few months of the year as a running camp director. When asked why even some of the most committed, self-motivated runners seek out her camp year after year, her answer is simple: “Because we all get lazy.” We all need a jolt, a reminder of what all our training, day to day, is amounting to.
I must admit, before I began reading, I was feeling comfortable in my understanding of the language, function, and importance of networks. All to quickly, I realized that like Lynn’s runners, I was in need of a boot camp jolt in my network training. So I kept reading.
Taken from the book, here are eight insights I will pass along so that we all keep our pencils sharp in the intentional act of building and participating in networks.
Know the Network Difference. Networks have unique capabilities for achieving social impact that distinguish them from other forms of social organizing, and generative social-impact networks are particularly suited for addressing complex problems
Design Thoughtfully. Social-impact networks can be thoughtfully designed from the start; you don’t have to fly blind.
Connect, Connect, Connect. The foundation of generative social-impact networks is the connectivity of its members to each other, which can be cultivated by network weavers.
Anticipate a Network’s Evolution. A generative network’s capabilities, complexity, and potential for impact increase as the connectivity of its members deepens and the structure of their connectivity evolves.
Enable and Adapt. The growth and development of established social-impact networks depend on managing a set of inevitable challenges.
Assess to Improve. Monitoring and assessing a social-impact network’s condition and performance is the basis for improving its impact.
Revisit Design. Making an existing network more generative, with more engaged members and impact, requires resetting of key design decisions to boost members’ connectivity.
Be Network-Centric. In addition to skills and knowledge, network builders hold a distinct net-centric point of view with its own rules.