Herkimer Country Hunger Coalition Ten Step Program

TEN STEPS TOWARD NEGATING HUNGER IN
THE RURAL COUNTIES OF UPSTATE NEW YORK

Prepared by: R. J. Lenarcic

INTRODUCTION

Revolution can be defined as change impacting significantly on the lives of numerous people. As such, the remarkable transformation of the Emergency Food Distribution system in Upstate New York's poverty-stricken, rural Herkimer County can be aptly described in those terms.

The Herkimer County "revolution" is the product of a cooperative effort among the Herkimer County Hunger Coalition, Food Bank of Central New York, food pantries and their volunteers, and Catholic Charities. While it is obvious that the catalyst for change has been the Coalition, the day-to-day operational changes were the product of a willingness by pantry volunteers to work with the County Hunger Coordinator. Collectively, those involved understand that eliminating hunger in Herkimer County demands subordinating ego and individual operations to the welfare of the Emergency Food Distribution Program as a whole. Working in concert, when combined with the expertise and invaluable resources of the Food Bank of Central New York, has enabled us to attain our goals with a minimum of problems.

The recommended ten-step program is not to be construed as the answer to the problem of ending rural hunger; but instead should be interpreted as a series of suggestions, based on our experiences, for other counties to consider in dealing with their specific situations.

To set the stage for the aforementioned, we ask you to study the following before - after comparison. The latter, replete with substantiating data, helps define the Herkimer "Revolution" along with providing a basis for thoroughly understanding the prescribed ten steps.

BEFORE AND AFTER COMPARATIVE ANALYSIS OF HERKIMER COUNTY'S EMERGENCY FOOD DISTRIBUTION PROGRAM
BEFORE (PRE-1999)	AFTER (POST-1999)
1. No Countywide Emergency Food Distribution Coordinator.	1. Countywide Food Distribution Coordinator hired in 2000. (Position recommended by Herkimer County Hunger Coalition; Job Description - Addendum #1).
2. Five food pantries serving the southern third of the county; each with different hours ranging from Ilion/Frankfort, two hours/day, Monday-Friday to Newport with no hours.	2. Nine food pantries serving the entire county - work together - hours expanded in most cases (e.g., Herkimer/ Mohawk open 22 hours per week), Newport now open once a week (Listing - Addendum #2).
3. Four belonged to the Food Bank of Central New York, though some wasted money by buying directly from local grocery stores (more convenient) when same products were free or significantly cheaper ($.14/pound) at the Food Bank.	3. Seven belong actively to the Food Bank - accounts much larger than pre-1999 due to accessibility of HCHC funds. Other two pantries soon to join.
4. Pantries operated independently.	4. With addition of County Coordinator, pantries are networking; sharing resources when necessary, further guaranteeing constant supply of foodstuffs.
5. Some pantry volunteers insensitive to clientele; older and given to prejudicial - stereotypical views of the needy.	5. Some pantry volunteers insensitive to clientele; older and given to prejudicial - stereotypical views of the needy.
6. Obsolete means of refrigerating foods.	6. State-of-the-art freezers at six pantries provided by Food Bank/HPNAP in recognition of efforts of Herkimer County's Emergency Food Distribution personnel.
7. Pantries operating expenses (including food purchases) dependent on donations and HPNAP - FEMA grants. Community food drives helped. Constant concern regarding running out of money, which in turn affected the amount of food distributed.	7. HCHC alone averaging $17,000 per year in donations (Addendum #3). These funds when added to HPNAP and FEMA contributions has eased considerably concerns stated to the left. Goal of creating a no-concern situation is attainable.
8. Somewhat rigid restrictions regarding the number of times pantries could be utilized - most allowed three times/year per household (3.5 clients).	8. Restrictions generally relaxed with some pantries providing meals up to nine times/year plus three holiday packages (also eligible for mass distributions). Goal is to implement these reasonable regulations throughout. To do so, consistent funding must be provided.
9. Allotment of food per visit varied throughout; on average nine meals (three days worth) were allocated per household.	9. Allotment of food increased to 5-7 days (one exception among nine pantries) although in a serious emergency situation, up to 30 days worth is meted out. Some choice of foods is available at five pantries. Choice allows some dignity into the process and enhances the possibility that all the food will be used (Addendum #4).
10. Two pantries (Ilion/Frankfort and Little Falls) provided an opportunity for signing up for the Food Sense Program.	10. There are ten Food Sense signup sites servicing hundreds of people. We believe this program is the key in alleviating the problem of hunger for low-income families (Addendum #5).
11. No Food Sense sponsors.	11. Unique Food Sense Sponsor Program introduced by HCHC whereby individuals pay for a given family's month of Food Sense ($15) - (Addendum #6).
12. No "Senior" Sense (renamed Super Saver) Program.	12. Because the regular Food Sense Program focuses on family needs, a special program geared for seniors and individuals was developed by the HCHC. For $10 the recipient receives $20-$25 worth of non-perishable items. (Addendum #6).
13. No Senior Sense (Super Saver) sponsors.	13. Same as #11 save for type of program and cost. Also developed by HCHC.
14. Only one Mass Food Distribution per year.	14. At seven sites at least three per year reaching in total an estimated 11,300 households. Distribution provides several days of nutritious food from the Food Bank and is funded by local organizations. To qualify, recipients' income must be 185% of Federal Government Poverty Level guidelines.
15. One Holiday Food Distribution per year (Christmas) at three sites.	15. Three holiday food distributions (Easter, Thanksgiving, Christmas) reaching an average of 800 households. Same qualifications as #14. Funded by local contributors.
16. No mobile food pantry.	16. Thanks to the HCHC, a mobile food pantry (two vehicles donated) is in operation enabling food to be distributed throughout Herkimer County - no small feat given the size and topography of this County.
17. Very little gleaning (one store).	17. Extensive gleaning ranging from several local stores (e.g., Hannaford's) to a local farm produce operation. Much more can be done in this area.
18. Pantries depended heavily on a voucher system for purchasing items like milk, bread, margarine, etc. Not at all cost effective.	18. Voucher system passé. Combination of freezers, gleaning, powdered milk, and greater usage of Food Bank products has rendered vouchers obsolete.
19. In 1998, more than 53,000 meals distributed by County Emergency Food Distributors.	19. In 1999, some 156,000 meals were distributed. In 2000, that number rose to more than 287,000 (Addendum #7). Greater accessibility, increasing poverty and higher numbers of working poor account in great part for the aforementioned increases.
20. Little media coverage of Emergency Food Distribution Programs; no brochures publicizing services; the system relatively unknown to those for whom it was intended to help.	20. Huge media coverage - especially the print media; descriptive brochure available (Addendum #6); flyers on specific programs (e.g., Food Sense) available; HCHC testified before NYS Assembly subcommittee and introduced to State Legislature; list of Emergency Food Distributors used by County DSS personnel for deserving parties it identifies (Addendum #8).

TEN STEPS* TOWARD NEGATING HUNGER IN RURAL UPSTATE NY
*Applied on a county basis

1. HIRE A QUALIFIED EMERGENCY FOOD DISTRIBUTION COORDINATOR - Among the responsibilities would be coordinating pantry activities, keeping latter's shelves stocked, overseeing special programs (e.g., Food Sense, Mass Food Distributions; etc.) See Addendum #1 for job description. Funding could be from several sources including private donations, grants, government subsidies, etc. Unless Emergency Food Distribution Programs are coordinated and overseen, the hunger problems cannot be resolved.

2. DEVELOP A WORKING RELATIONSHIP WITH THE NEAREST FOOD BANK (e.g., Food Bank of Central New York). These facilities enable pantries to purchase foodstuffs at a rate of $1 = $14 worth of food, not to mention participation in critical programs such as Food Sense; best way to insure that pantry shelves remain well stocked. See Addendum #10 for Food Bank Brochure.

3. ORGANIZE A COALITION CONSISTING OF FRATERNAL AND SERVICE ORGANIZATIONS, CHURCH GROUPS AND BUSINESSES. Among responsibilities of above would be raising funds, attaining volunteers, providing media coverage, etc. See Addendum #6 for HCHC Brochure. The Coalition works with but is not under the auspices of the Emergency Food Distributors (pantries).

4. OBTAIN A VEHICLE TO SERVE AS A "PANTRY ON WHEELS." The latter guarantees that the most isolated areas can be accessed re; food distribution. Said vehicle can be obtained in several ways - e.g., donation by an ambulance agency; direct purchase; grant, etc.

5. INCORPORATE THE "SPECIAL PROGRAMS" INTO THE PANTRY SYSTEM to insure that deserving parties have access to every available means to deal with their problem. Among the aforementioned are:

a) Food Sense - monthly; $15 = $30-$40 worth of meats, vegetables, non-perishables, etc. from the Food Bank. The key to ending hunger as it provides nourishing food on a regular basis. Especially critical for families. This program is available to anyone, regardless of income eligibility.

b) "SENIOR" SENSE - monthly; $15 = $30-$40 worth of food. Developed to meet seniors' special needs or for individuals; provides non-perishables only freeing them to purchase other items as needed. This program is available to anyone, regardless of income eligibility.

c) MASS DISTRIBUTION - 3-4 times per year funded by private sources (e.g., Coalition; donations); 20-30 pounds of food from Food Bank; recipients must be at or below Federal Government Poverty Guidelines; $6,000 = $70,000+ worth of foodstuffs.

d) HOLIDAY PACKAGES - 5-7 days worth of food three times per year (Christmas, Thanksgiving, Easter) with special items included (e.g., turkey, ham). Same guidelines as c) above.

e) FOOD AND SENIOR SENSE SPONSORS - Individuals sponsor a deserving family by financing their involvement in said programs. Work with Food Coordinator in this program.

6. DEVELOP AN ACTIVE VOLUNTEER BASE WILLING TO GIVE 10-12 HOURS A MONTH TO THE CAUSE. Duties include working at a pantry, delivering food packages, packaging goods, speaking engagements, etc. Agencies like Catholic Charities (RSVP Program) can be tapped for resources as can church groups in general. Sensitivity training must be provided to insure a quality relationship between volunteer and client.

7. DEVELOP AN EFFECTIVE FUNDRAISING PROGRAM EMPHASIZING DOLLARS OVER CANNED DONATIONS. $1 = $14 worth of food at the Food Bank. The money raised goes directly into pantry accounts at the Food Bank or to defray expenses for the special programs previously mentioned. The Coalition would play an active role in this step. While canned food drives reflect concern and effort, they are not nearly as effective as "Dollar Drives" would be. Step 10 relates to this step as well.

8. A POSITIVE, WORKING RELATIONSHIP WITH AREA MEDIA IS ESSENTIAL. If any Emergency Food Distribution Program is to be effective, the public must be informed. Also to that effect, informative, concise brochures and/or information sheets relative to all aspects of Emergency Food Distribution Programs must be produced and disseminated everywhere throughout the County. A special Educational Emergency Food Distribution Committee including representatives from various media should be formed.

9. DEVELOP AN EFFECTIVE OUTREACH PROGRAM BY USING #8 AND OTHER MEANS (E.G., PERSONAL CONTACT VIA LETTER/ PHONE) TO NETWORK WITH KEY COUNTY AGENCIES (Social Services, Office of the Aging, Community Action Program; low income housing units; schools (their newsletters are an ideal way to reach people in need); senior facilities and local governments (e.g., County Legislature). This interrelationship helps Emergency Food Distribution personnel reach deserving clients and develop a computer list of the latter. This list is useful for other programs (e.g., Christmas clothing programs) as well. Pantry personnel can help other agencies by making referrals (e.g, food stamps, HEAP, health concerns, employment, etc.) and/or providing some general counseling to needy clients (e.g, help latter apply for food stamps - often a difficult, intimidating experience). Working together can help an individual in several areas which in turn can improve significantly that person's quality of life.

10. DEVELOP A COMMITTEE WHOSE PURPOSE IT IS TO SEEK OUT GRANT FUNDING ALONG WITH SERVING AS A LIAISON WITH LOCAL, STATE, AND FEDERAL GOVERNMENT OFFICIALS. Ideally if local funding can be matched by the State and Federal Governments, no Emergency Food Distribution Program would have to worry about food shortages. With a relaxation of limits re; usage (e.g, formerly a person could access a food pantry only three times in a given year), and the distribution of increased amounts of food (e.g., from three days worth to 6-7 days worth per person), it's essential that a consistent means of securing funds be developed. Essentially, availability of food isn't the problem - purchasing and efficiently distributing it is.

SUGGESTIONS FOR IMPROVING
THE EXISTING
EMERGENCY FOOD DISTRIBUTION PROGRAM
IN HERKIMER COUNTY
1. Expand both Food Sense Program (e.g., low income housing areas) and its registration sites.

2. Expand Food Sense Sponsor Program.

3. Improve Gleaning Program - especially with area farms.

4. Preserve and expand the Super Saver Program.

5. Establish pantries in Mohawk and Schuyler.

6. Increase the number of volunteers to relieve pressure on those presently involved.

7. Increase the participation of area churches. Only one of 95 to date has made a financial contribution to the Coalition.

8. Secure matching funds from State and Federal Government.

9. Expand the hours of those pantries open less than ten hours per week and establish hours convenient for the "working poor."

10. Enjoin representatives from area clergy, schools, and businesses to attend Coalition meetings.

For additional information regarding Herkimer County's Emergency Food Distribution Program, call any of the following:

1. Tracy Bush-Clements - Herkimer County Emergency Food Security Coordinator - (315) 823-1793

3. Lydia Sexton - Catholic Charities - (315) 894-9917

4. R. J. Lenarcic - Herkimer County Hunger Coalition, Inc., Founder - (315) 866-7765

5. Jo Parsons - Food Bank of Central New York, Director of Member Services - 1-800-444-1562

BEFORE AND AFTER COMPARATIVE ANALYSIS OF HERKIMER COUNTY'S EMERGENCY FOOD DISTRIBUTION PROGRAM

BEFORE (PRE-1999)

AFTER (POST-1999)

1. No Countywide Emergency Food Distribution Coordinator.

1. Countywide Food Distribution Coordinator hired in 2000. (Position recommended by Herkimer County Hunger Coalition; Job Description - Addendum #1).

2. Five food pantries serving the southern third of the county; each with different hours ranging from Ilion/Frankfort, two hours/day, Monday-Friday to Newport with no hours.

2. Nine food pantries serving the entire county - work together - hours expanded in most cases (e.g., Herkimer/ Mohawk open 22 hours per week), Newport now open once a week (Listing - Addendum #2).

3. Four belonged to the Food Bank of Central New York, though some wasted money by buying directly from local grocery stores (more convenient) when same products were free or significantly cheaper ($.14/pound) at the Food Bank.

3. Seven belong actively to the Food Bank - accounts much larger than pre-1999 due to accessibility of HCHC funds. Other two pantries soon to join.

4. Pantries operated independently.

4. With addition of County Coordinator, pantries are networking; sharing resources when necessary, further guaranteeing constant supply of foodstuffs.

5. Some pantry volunteers insensitive to clientele; older and given to prejudicial - stereotypical views of the needy.

5. Some pantry volunteers insensitive to clientele; older and given to prejudicial - stereotypical views of the needy.

6. Obsolete means of refrigerating foods.

6. State-of-the-art freezers at six pantries provided by Food Bank/HPNAP in recognition of efforts of Herkimer County's Emergency Food Distribution personnel.

7. Pantries operating expenses (including food purchases) dependent on donations and HPNAP - FEMA grants. Community food drives helped. Constant concern regarding running out of money, which in turn affected the amount of food distributed.

7. HCHC alone averaging $17,000 per year in donations (Addendum #3). These funds when added to HPNAP and FEMA contributions has eased considerably concerns stated to the left. Goal of creating a no-concern situation is attainable.

8. Somewhat rigid restrictions regarding the number of times pantries could be utilized - most allowed three times/year per household (3.5 clients).

8. Restrictions generally relaxed with some pantries providing meals up to nine times/year plus three holiday packages (also eligible for mass distributions). Goal is to implement these reasonable regulations throughout. To do so, consistent funding must be provided.

9. Allotment of food per visit varied throughout; on average nine meals (three days worth) were allocated per household.

10. Two pantries (Ilion/Frankfort and Little Falls) provided an opportunity for signing up for the Food Sense Program.

10. There are ten Food Sense signup sites servicing hundreds of people. We believe this program is the key in alleviating the problem of hunger for low-income families (Addendum #5).

11. No Food Sense sponsors.

11. Unique Food Sense Sponsor Program introduced by HCHC whereby individuals pay for a given family's month of Food Sense ($15) - (Addendum #6).

12. No "Senior" Sense (renamed Super Saver) Program.

12. Because the regular Food Sense Program focuses on family needs, a special program geared for seniors and individuals was developed by the HCHC. For $10 the recipient receives $20-$25 worth of non-perishable items. (Addendum #6).

13. No Senior Sense (Super Saver) sponsors.

13. Same as #11 save for type of program and cost. Also developed by HCHC.

14. Only one Mass Food Distribution per year.

14. At seven sites at least three per year reaching in total an estimated 11,300 households. Distribution provides several days of nutritious food from the Food Bank and is funded by local organizations. To qualify, recipients' income must be 185% of Federal Government Poverty Level guidelines.

15. Three holiday food distributions (Easter, Thanksgiving, Christmas) reaching an average of 800 households. Same qualifications as #14. Funded by local contributors.

16. No mobile food pantry.

16. Thanks to the HCHC, a mobile food pantry (two vehicles donated) is in operation enabling food to be distributed throughout Herkimer County - no small feat given the size and topography of this County.

17. Very little gleaning (one store).

17. Extensive gleaning ranging from several local stores (e.g., Hannaford's) to a local farm produce operation. Much more can be done in this area.

18. Pantries depended heavily on a voucher system for purchasing items like milk, bread, margarine, etc. Not at all cost effective.

18. Voucher system passé. Combination of freezers, gleaning, powdered milk, and greater usage of Food Bank products has rendered vouchers obsolete.

19. In 1998, more than 53,000 meals distributed by County Emergency Food Distributors.

19. In 1999, some 156,000 meals were distributed. In 2000, that number rose to more than 287,000 (Addendum #7). Greater accessibility, increasing poverty and higher numbers of working poor account in great part for the aforementioned increases.

20. Little media coverage of Emergency Food Distribution Programs; no brochures publicizing services; the system relatively unknown to those for whom it was intended to help.