Strategic Plan

Cochrane Regional Food Bank: 5-Year Strategic Plan (2026–2030)

Empowering people through dignity, access, and community care

Background & Vision

With a new warehouse expansion completed in late 2025, the Cochrane Regional Food Bank is poised to transition from a traditional hamper-based model to a choice-based shopping model. Clients will now be able to “shop” for groceries two days a week, offering more dignity and autonomy. This plan also acknowledges regional challenges, including food insecurity in remote communities, the rising cost of living, and increasing demand.

Strategic Pillar 1: Implement a Dignified, Choice-Based Model

Goal: By mid-2026, fully operate a two-day-per-week shopping-style food bank.

Key Actions:

• Redesign the interior of the warehouse for a client shopping layout (aisles, signage, baskets/carts).
• Establish clear traffic flow, appointment or drop-in scheduling to manage volume.
• Train volunteers/staff on trauma-informed care and inclusive client support.
• Create bilingual (English/French) signage and intake documents.

Metrics:

• 100% transition from hampers by August 2026
• ≥ 90% client satisfaction with new model (surveyed quarterly)
• Weekly capacity planning in line with average 2-day service load

Strategic Pillar 2: Maximize New Warehouse Capabilities

Goal: Optimize the new warehouse’s infrastructure for bulk storage, cold chain, and organized inventory management.

Key Actions:

• Invest in inventory tracking software for food expiry, frequency of use, and demand forecasting.
• Partner with grocery stores, farms, and distributors to increase consistent in-kind donations.
• Explore small cold/frozen storage units for rural locations to reduce transportation frequency.

Metrics:

• Reduce food spoilage by 25% by end of 2027
• Inventory restocked monthly on average with 90% fill rate
• ≥3 new food supply partnerships secured by 2028

Strategic Pillar 3: Expand Access to Underserved Communities

Goal: Bring food security solutions to people outside Cochrane with rural barriers to access.

Key Actions:

• Launch a “Mobile Pantry” van or trailer for small surrounding communities (e.g., Smooth Rock Falls, Matheson, Iroquois Falls).
• Partner with existing community centres or churches to host monthly distribution points.
• Explore long-term goal of satellite pick-up lockers or partner pantries with stocked fridges/freezers.

Metrics:

• Serve 5+ rural locations by 2029
• Increase unique households served outside Cochrane by 40%
• Quarterly feedback loops from mobile program clients

Strategic Pillar 4: Strengthen Organizational & Volunteer Capacity

Goal: Build a resilient, well-supported team of staff, volunteers, and board members.

Key Actions:

• Host annual volunteer recruitment campaigns and offer role-specific training (inventory, client support, mobile programs).
• Ensure diversity on the board and create term limits to promote fresh leadership.
• Develop leadership succession plans and role redundancy within operations.

Metrics:

• Volunteer base grows by 30% by 2028
• All volunteers trained in at least one specialty by 2027
• Board renewal meets target every year

Strategic Pillar 5: Secure Financial Sustainability & Community Support

Goal: Diversify funding and deepen public engagement to support operations and future growth.

Key Actions:

• Launch a recurring donor campaign tied to visible impact stories (“Feed 1 Family a Month”).
• Expand annual events like Blues, Brews, and BBQ with sponsorships and local media.
• Apply for provincial and federal food infrastructure and poverty reduction grants.
• Use social media to highlight community wins, impact data, and donation needs.

Metrics:

• Increase annual fundraising revenue by 50% by 2030
• Build 3-month operating reserve by 2029
• Reach 10K+ residents annually via digital/social engagement

Service Schedule Commitment

🕓 Client Shopping Days: 2 Days/Week (2026 onward)

• Ensure consistent open hours posted online and in community bulletin boards.
• Flexible intake to accommodate newcomers, families, and seniors.

2026–2030: Timeline Summary