Northern Food Prices Report - Province of Manitobaon nutritious foods such as milk and milk...

Northern Food Prices

Report2003


Report2003

Exploring strategies to reduce the high cost of food in northern Manitoba


Project ReportPrepared for

Healthy Child Committee of Cabinet

by

Northern Food Prices Project Steering Committee

Chair: Debora Lyall, PHEc

May 2, 2003

Executive Summary i

By mandate of the Healthy Child Committee of Cabinet, the Northern Food Prices Project was estab-lished and completed from July to December 2002. A group of provincial, federal and non-governmentnorthern agencies made up the inter-agency Steering Committee charged with the responsibilities for thisproject. They did so through a process of information gathering and stakeholder discussions.

This report completes the mandate of the Northern Food Prices Project and satisfies its purpose: to sub-mit a report to Healthy Child Committee of Cabinet identifying strategic options to address the concernabout high food prices in northern Manitoba. This concern is related to the nutritional health and foodsecurity of northern citizens. The purpose was further defined to focus on one specific aspect of the issue:strategic options that could reduce the retail price of nutritious foods to northern citizens. The focus wason nutritious foods such as milk and milk products, including infant formula and lactose-reduced prod-ucts, fresh fruits and vegetables, meats, whole grains and staples.

The report describes the multi-faceted and complex issues related to the high cost of food in northernManitoba. The report also describes the process of discovery that the Northern Food Prices Project wentthrough in the development of possible strategic options. Seven priority strategic options are recom-mended by the Committee, which if implemented, have the potential to have the greatest impact onnorthern nutritious food prices. Other strategic options that have merit and stakeholder support aredescribed in the report as well.

The prioritized strategic options (listed below) recommended by the Northern Food Prices Project relateto the nutritional health and food security of northerners and build on the Northern DevelopmentStrategy of feasible community and economic development.

1. Northern Food Self-Sufficiency Initiative – a comprehensive and long-term strategy to build local foodprovision activity and capacity in the north. As nutritious foods are produced, harvested, processedand marketed locally, the costs may be reduced by replacing the imported product with a local foodsupply.

2. Milk Price Review in Northern Communities – applies the current Milk Price Review program to all ofManitoba. This option also recommends a broadening of the Milk Price Review Commission’s mandateto include two- and four-litre fluid milk, UHT milk, canned milk and lactose-reduced milk products.

3. Northern Food Business Development – focussing on existing business and community developmentprograms, funds and services, this option encourages the development, financing and support ofnorthern food businesses and activity.

4. Northern Community Foods Program – builds on the cultural tradition of sharing abundance with oth-ers. This option facilitates the sharing of successful community models of community foods programs.These include organized hunting, fishing or gathering, community food distribution, food preserva-tion, and cultural education about using traditional foods.

5. Northern Greenhouse Pilot Project – will identify the types of technology and best practices related togreenhouse-type production to grow fruits and vegetables in northern Manitoba communities.

6. Northern Gardens Initiatives – facilitates and supports northern gardening activity. The form of gar-dening (individual, community, commercial, market, school or youth-based) will be determined bycommunity identified need.

7. Northern Food Price Survey Program – provides credible, accurate northern food pricing information.A collaboration of northern stakeholders will design and use the food pricing, data base and reportsto satisfy their information and research needs.

Executive Summary

Executive Summary — Northern Food Prices Report 2003 ii

The Northern Food Prices Project Steering Committee is confident that through collaborative efforts, thehigh cost of nutritious foods can be lowered over time. This report provides Healthy Child Committee ofCabinet with an information base from which the solutions to the high cost of nutritious foods can bepursued. It is hoped that other northern stakeholders also see their role and opportunities to work towardsa common goal of an affordable and accessible nutritious food supply for northern Manitoba citizens.

Table of Contents iii

Executive Summary i

Table of Contents iii

Introduction 1

Background 1

Context 2

Project Details 5

Approach 5

Steering Committee Participation 5

Parameters and Key Issues 7

Findings 7

– Information Gathering and Fact Finding 7

– Stakeholder Feedback 17

Analysis 19

A – Local Food Provision 19

– Northern Food Self-Sufficiency Re-Discovery Project 19

– Northern Food Self-Sufficiency Awareness Initiative 19

– Northern Food Business Development 19

– Northern Greenhouse Pilot Project 20

– Northern Gardens Initiatives 20

– Northern Country/Wild Foods Development Program 20

– Northern Livestock Production Pilot Projects 20

– Northern Freezer Purchase Program 20

– Northern Community Foods Program 21

– Northern Youth Leadership Training Initiative 21

B – Systems Factors 21

– Milk Price Review in Northern Communities 21

– Northern Food Price Survey Program 21

– Northern Freight Rate Reduction Options 21

– Northern 18-Month Food Mail Pilot Project 22

Table of Contents — Northern Food Prices Report 2003 iv

C – Consumer Rebate or Incentive 22

– Northern Nutritious Food Rebate Program 22

– Northern Nutritious Food Retail Incentive 22

– Northern Healthy Foods Rewards Program 22

Guidelines and Criteria for Analysis 22

Impact and Implementation Analysis 24

Resource Implication Analysis 24

Recommendations 25

Assumptions 25

Prioritized Strategic Options 25

– Northern Food Self-Sufficiency Initiative 26

– Milk Price Review in Northern Communities 26

– Northern Food Business Development 26

– Northern Community Foods Program 26

– Northern Greenhouse Pilot Project 26

– Northern Gardens Initiatives 27

– Northern Food Price Survey Program 27

Additional Strategic Options 27

Conclusion 31

Appendix A – Terms of Reference 33

Appendix B – Bibliography of Materials 37

Appendix C – Northern Communities Map 41

Appendix D – Northern Communities Chart 43

Appendix E – Stakeholder Suggestions 47

Appendix F – Detailed Strategic Option Descriptions 49

Appendix G – Decision-making Tool 110

Introduction 1

By mandate from the Healthy Child Committeeof Cabinet the Northern Food Prices Project wasestablished. A Northern Food Prices ProjectSteering Committee completed its work over aperiod of six-months from July to December2002. The purpose of the Northern Food PricesProject as stated in the Terms of Reference(Appendix A), was to submit a report to HealthyChild Committee of Cabinet identifying strategicoptions to address the concern about high foodprices in northern Manitoba. This concern isrelated to the nutritional health of northerners.The purpose was further defined to provide focusto the project work and to respect the relativelyshort time frame of the mandate. The SteeringCommittee concentrated on strategic options thatcould reduce the retail price of nutritious foods tonorthern citizens such as milk and milk products,including infant formula and lactose-reducedproducts, fresh fruits and vegetables, meats, wholegrains and staples.

The inter-agency Steering Committee was estab-lished to accomplish its task through a process ofinformation gathering and stakeholder discus-sions.

This report describes the multi-faceted and com-plex issues related to the high cost of food innorthern Manitoba. The report also describes theprocess of discovery that the Northern Food PricesProject Steering Committee went through in thedevelopment of possible strategic options thatmay reduce the retail price of food in northernManitoba. Seven priority strategic options are rec-ommended by the Committee, which if imple-mented, have the potential for the greatest impacton northern nutritious food prices.

Background

The issue of food prices in the north is a multi-faceted and complex one. These issues areexplored in more detail later in this report. Publicexpression of concern has been expressed in vari-ous forms over time. Northerners are concernedabout the high cost of nutritious foods in relationto nutrition and health. Northerners with incomelimitations find it difficult to purchase nutritiousfoods for their families. Often, the public also raisesthe issue of high cost of food in the north by com-paring the price of milk to that of liquor, which issold at set prices throughout the province. TheNorthern Food Prices Project Report attempts tospeak to these concerns in its mandate to proposestrategic options that can reduce the retail price ofnutritious foods in the north.

In the late 1990s, a tripartite committee (Manitoba,Canada and First Nations) worked co-operatively toidentify options addressing food security in north-ern Manitoba. This committee, the ManitobaTripartite Working Group on the Northern SocialAssistance Food Allowance produced a report enti-tled Report on an Examination of Issues Related to theSocial Assistance Northern Food Allowance RateWithin Manitoba Keewatinowi Okimakanak andOther Remote Communities, September 1998.

The work of the committee resulted in an incomeassistance increase for communities without all-weather access roads in April 1999. The NorthernFood Prices Project builds on solutions for north-ern communities that go beyond the focus onincome assistance programs. There is recognitionthat the solution to reducing the retail price ofnutritious foods is complex requiring both imme-diate and long-term measures by a variety of part-ners, levels of government, the private sector andnorthern communities.

Introduction

Introduction — Northern Food Prices Report 2003 2

Context

The approaches to improving food security andnutritional health must be multi-sectoral andmust address change as well as individuallifestyles. Food security refers to a condition inwhich all people at all times can acquire safe,nutritionally adequate and personally acceptablefoods that are accessible in a manner that main-tains human dignity.1 The principles of food secu-rity are to build on capacity not charity, maximizechoice and ensure cultural acceptability.2 Thereare two key elements of food security: the readyavailability of nutritious foods, and an assuredability to acquire personally acceptable foods. Thequalifier, personally acceptable, recognizes the rolefood plays in meeting psychosocial as well as phys-iological needs.

Strategies to ensure food security range amongagricultural, community development, health,social policy, employment, education, research/information, inter-sectoral collaboration and eco-nomic areas. Figure 1 of this report (page 3) is aconceptual map provided to the Northern Food

Prices Project by Paul Fieldhouse, ManitobaHealth. This conceptual map demonstrates howeach of these strategies is inter-related and togetherlead to food security (entitlement) as defined inthe above paragraph.

The task of the Northern Food Prices Project wasto make economic strategy recommendationsaimed at reducing the retail price of nutritiousfoods. Although it is acknowledged that foodsecurity can only be accomplished through inte-grated, collaborative efforts that address severalstrategy areas, the Northern Food Prices ProjectSteering Committee concentrated on strategicoptions that may effectively reduce the retail priceof nutritious foods such as milk and milk prod-ucts, including infant formula and lactose-reduced milks, fresh fruits and vegetables, meats,whole grains and staples to northern citizens.

1 The Canadian Dietetic Association. (1991). Hunger andFood Security in Canada: Position of the CanadianDietetic Association. J Can Diet Association 53:139.

2 Houghton, J. (1999). The Dietitians Role in BritishColumbia Food Security Movement. Prince George FoodSecurity Network.

Northern Food Prices Report 2003 — Introduction 3

Figure 1. A conceptual map for promoting Nutritional health and food security in Manitoba

HEALTH STRATEGYSupport breastfeeding

Support nutrition surveillanceand research

EDUCATION STRATEGYPromote healthy eating

ECONOMIC STRATEGYPrice control

SubsidiesLETS systems

Community kitchensTrade, barter, share

CustomaryHospitality

CharityFood banks

Soup kitchens

RationingFood stamps

Feeding programs

PersonalWealth

Earned Income

Social SupportWelfareTax breaks

Credits/allowances

CommunityEconomic

Development

EMPLOYMENT STRATEGY SOCIAL POLICY STRATEGY

RESEARCH/INFORMATION STRATEGY INTER-SECTORAL COLLABORATION STRATEGYFood and Nutrition Policy Council

MARKET REDISTRIBUTION

COMMUNITY DEVELOPMENTSTRATEGY

Land resourcesAGRICULTURAL

STRATEGY

FOOD SYSTEM RENEWALGardens

Traditional practicesFish, hunt, grow, gather

FOODENTITLEMENT/

SECURITY

Use of food dollar mediated bymaterial and socio-cultural

forces acting on food choice

Jobs Increasing$$

Diagram is illustrative and not intended to be exhaustive.

Introduction — Northern Food Prices Report 2003 4

Project Details 5

Approach

The Healthy Child Committee of Cabinet, as itworks towards solutions for healthy children andfamilies, recognizes the relationship between theability to make healthy nutritional food choicesand the high cost of nutritious foods for northerncitizens. Consequently, Cabinet made a decisionto commit to action in March 2002.

The Northern Food Prices Project was designedand implemented through the Northern FoodPrices Project Steering Committee. ManitobaAgriculture, Food and Rural Initiatives secondedDebora Lyall, Manager of the Home EconomicsSection, for six-months to Chair the Project.Manitoba Aboriginal and Northern Affairs wasdesignated as the Lead department offeringCommittee participation, administrative andmanagement support and project supervision.Various provincial and federal government depart-ments as well as interested stakeholders andnorthern non-governmental organizations wereinvited to participate on the Northern Food PricesProject Steering Committee.

The Steering Committee met weekly from July 31to October 3, detailing the Terms of Reference(Appendix A) for the Northern Food PricesProject and completing the information gatheringand fact finding component of the project. TheCommittee met on four additional occasions todevelop the proposed strategic options for discus-sion with stakeholders and the recommendationsfor this report. With the submission of theNorthern Food Prices Project Report, the SteeringCommittee’s work is complete.

Healthy Child Committee of Cabinet holds theauthority to make decisions on behalf of theprovincial government as to which, if any, strate-gic options will be implemented and how.

Northern Development Strategy MLAs andMinisters support solutions that increase commu-nity capacity, local sustainability and addressnutrition, social and economic wellness in north-ern Manitoba and are keenly interested in theresults of the Northern Food Prices Project. TheNorthern Development Strategy Ministers andMembers of the Legislature provided direction.

Steering Committee Participation

Invitations were sent to appropriate provincial andfederal government departments to participate onthe Northern Food Prices Project SteeringCommittee. By recommendation from theAssembly of Manitoba Chiefs, First Nation repre-sentation included Manitoba KeewatinowiOkimakanak (MKO), Keewatin Tribal Council(KTC) and South East Resource DevelopmentCorporation (SERDC). Dr. Marian Campbell,retired professor from the Faculty of HumanEcology, was invited and attended as a follow-upto her previous research and interest in northernfood security. Manitoba Metis Federation and theNorthern Association of Community Councilswere invited to participate in the decision-makingprocess and joined the Steering Committee inaddition to participating in the stakeholder feed-back component of the project. Representativesattended meetings, as they were available. Someparticipated by tele-conference.

Project Details

Project Details — Northern Food Prices Report 2003 6

Committee representation included:

Allec, RobertSenior Negotiator/Policy AnalystManitoba Region Indian and Northern Affairs Canada

Beardy, JimSocial Development AdvisorKeewatin Tribal Council

Betker, JeffNault, AnnaPolicy AnalystsManitoba Metis Federation

Campbell, Dr. MarianPrivate Consultant and Researcher

Constant, LouisaSocial Services AdvisorGardiner, LaurelBuilding Sustainable Workforces ProjectManitoba Keewatinowi Okimakanak

Doak, GrantExecutive Director Policy and PlanningWhite, Judy Policy AnalystProgram and Policy ServicesManitoba Family Services and Housing

Fontaine, JanetProject Manager Community and Economic DevelopmentCommittee of Cabinet

Gudmundson, BrianSenior Policy AnalystManitoba Aboriginal and Northern Affairs

Irvine, RayAnalyst Program Planning and DevelopmentManitoba Aboriginal and Northern Affairs

Keeper, KittySocial Services Co-ordinatorSouth East ResourceDevelopment Corporation

Lacquette, Anne/Lacquette, NormanWestern Regional ChairpersonMeade, Reg/McIvor, FrancisPresident/Northern Regional ChairpersonNorthern Affairs Community Council

Lyall, DeboraChairNorthern Food Prices Project Co-ordinatorManitoba Agriculture, Food and Rural Initiatives/Manitoba Aboriginal and Northern Affairs

MacMartin, JoyceCo-ordinator Program and Policy ServicesManitoba Education, Citizenship and Youth

McQuillen, KellyManager Diabetes and Chronic Diseases UnitManitoba Health

Russell, Susan ManagerNutrition, Diabetes and Wellness UnitFirst Nations and Inuit Health Branch, Health Canada

Storey, JudyFood Marketing OfficerManitoba Agriculture, Food and Rural Initiatives

Northern Food Prices Report 2003 — Project Details 7

Parameters and Key Issues

Within the time line of six months to completethe analysis, consultation and development ofstrategic options, the Northern Food PricesProject was directed by Healthy Child Committeeof Cabinet to focus on one specific componentrelated to high food costs in the north. The focusfor the recommended strategic options was towork towards a reduction in the retail price ofnutritious foods such as milk and milk products,including infant formula and lactose-reducedproducts, fresh fruits and vegetables, meat, wholegrains and staples to northern citizens.

In relation to how/why the food is priced, theCommittee investigated the following topics/issues:

■ Demographics and diversity of northern com-munities

■ Access to communities by all-weather road,winter road, ferry, barge, rail, air and by otherpotential transportation systems such as air-ships

■ Freight costs in relation to retail prices■ The Food Mail Program (federal freight sub-

sidy program)■ Types of food stores and their cost of doing

business in the north■ The effect of food retail competition in the

northern communities■ The effect of food distribution systems, ware-

housing systems and volume of sales on theretail price of nutritious food

■ Self-sufficiency in food production, process-ing, marketing and retailing by northern citi-zens

■ Building community capacity and economicdevelopment for food self-sufficiency

■ Taxation/regulation issues related to the deliv-ery and/or sale of food in the north

■ Options for youth both in the school systemand youth programs for employment, busi-ness development and leadership skill devel-opment within the food system

■ Nutrition and health issues related to nutri-tious food costs and supports to communityhealth workers

■ Food consumption patterns and choices■ Identification of indigenous food supplies

Strategic options have been developed that areintended to result in nutritious foods being offeredfor sale at a price lower than current practise. It wasthe intention of the project to find options thatwould benefit all northern people including, butnot limited to, income assistance clients.

Findings

Information Gathering and Fact Finding

Over 50 people shared their expertise and infor-mation with the Northern Food Prices ProjectSteering Committee. This was accomplishedthrough a variety of methods. At each SteeringCommittee meeting three to four in-person pre-sentations were made which included written andpresentation materials.

In addition, the Chair completed 14 in-personand telephone interviews and submitted writtennotes to the Steering Committee. These inter-views contributed to the knowledge and under-standing of the issues. A bibliography of all thematerials gathered is found in Appendix B. Allmaterials have been organized and retained in theAboriginal Affairs Secretariat library. The materi-als can be accessed by contacting Tanis Mulder at945-2510. The key points regarding each issuestudied are as follows:

■ Demographics and diversity of northerncommunitiesFor the purpose of the Northern Food PricesProject, ‘Northern’ corresponds to the bound-ary used by Manitoba Aboriginal andNorthern Affairs. The mix of communitiesincludes:• Those governed by First Nations, larger

Municipal Corporations, and smallercommunities that are members ofNorthern Association of CommunityCouncils.

• Community size ranging from a popula-tion of five to 14,385.

• Communities with all-weather roadaccess; communities with winter road


access which is supplemented by air, ferry,barge or rail service; communities withrail service only.

• Northern Manitoba spans a land massfrom approximately the 52nd parallel tothe 60th parallel and makes up approxi-mately 82 per cent of the province withjust over 80,000 people in total.The following statistics further describethe targeted communities:

Total Population 80,429

Population of Flin Flon, 25,051 The Pas and Thompson (31%)

Population excluding Flin Flon, 55,378 The Pas and Thompson (69%)

Per cent of population living in 18 66%

communities of over 1,000 people

Average size of smaller communities 336

Number of communities 98

- First Nation communities 39

- NACC communities 50

- Municipal Corporations 9

Number of communities without 31

all-weather road access

The Northern Food Prices Project produced aNorthern Manitoba Communities map, whichshows all the northern and First Nation com-munities and their comparative size (AppendixC). An internet format of this map also showsthe road and air transportation systems as well asthe school and food retail outlets. For moreinformation about the Northern ManitobaCommunities map contact Brian Gudmundsonat [email protected] from a number of informationsources, the Northern Food Prices Project alsoproduced a Northern Communities Chartshowing these same descriptors plus addition-al information related to social assistancerates, trucking companies and more specificinformation about roads and air strips(Appendix D). This Northern CommunitiesChart is available in Excel and can be updat-ed as needed. Contact Brian Gudmundson [email protected].

■ Access to communities by road, winter road,ferry, barge, rail, air and by other potentialtransportation systems such as airships; andfreight costs in relation to the retail priceThe issue of access is directly related to freightcosts charged to ship nutritious foods intocommunities. Generally speaking, in moreremote communities, there are higher freightcosts contributing to higher food costs.Decisions related to transportation access toremote communities are complex, long-termand require substantial funding from both theprovincial and federal governments. Thisreport does not attempt to recommend a spe-cific action for the province to take withregards to winter roads. However, it is impor-tant to note that there is a direct relationshipbetween road access to a community andlower costs for nutritious foods. In communi-ties that have all-weather road access, thefreight costs, the cost of doing business andtherefore food prices are relatively competitivewith southern food retailers. In addition, all-weather road access allows residents to driveto nearby centres that offer even lower pricesand sales. Food retailers and trucking companies servingnorthern communities concur with analysisby Manitoba Transportation and GovernmentServices that there is food freight cost savingsto communities when all-weather roadsbecome available. The following data fromNorth West Company shows their freightcosts as a per cent of their sales.

Road Stores Fly-In Remote Stores

Grocery 3.3% 12.4%

Beverages 8.3% 25.6%

Meats 2.7% 11.8%

Dairy 6.6% 27.9%

Produce 6.5% 24.0%

Frozen 2.6% 13.0%

Average 3.3% 12.5%

The industry average for freight costs is 3.2per cent and this compares to an average


freight cost of a North West CompanyNorthern Road Store of 3.3 per cent and aNorthern Fly-In Remote Store of 12.5 per cent. Gardewine North is one of the principletrucking companies that ships food to north-ern communities. In their presentation to theSteering Committee, it was clear that whenwinter roads are open, there are large volumesof largely non-perishable products shippedover a short period of time into the commu-nities. This transportation method is used toavoid the higher cost air freight services.However, truck freight costs are still high overwinter roads due to wear and tear on thetrucks, higher employee costs, equipmentlosses, unpredictable weather, less than a truckload (LTL) requirements and reduced backhaul opportunities.Frequency of barge and ferry service also affectsfreight costs, especially for perishable nutri-tious foods that need to be shipped into thecommunity on a regular basis. Ferry service, atleast weekly, allows food retailers to ship per-ishables in at the lower freight costs rather thanhaving to use the higher cost of air freight.Improvements to air strips and air service alsoimpact on the retail price of foods in thenorth. Air freight is the most costly way toship foods into communities. The air freightcost (at road end) is as much as 65-70 per centof the total freight cost to a retailer who hasno other option than to fly-in the goods. Thenecessity to use freezer blankets adds to thecost of sending perishables by air becausethere is no air temperature control while onthe plane or when the foods are unloaded andtransported to the retail outlet. Despite suchefforts, the quality of perishable foods is oftenless than desirable and can result in wastagecosts to the retailer when the product cannotbe sold. Food is freighted by rail to Churchill and theBay Line communities. A recent policy by therail company to charge individual passengersadditional freight costs for groceries pur-chased in Thompson has added significantlyto the cost of food for these citizens. Mathias Colomb Cree Nation (Pukatawagan)and Lynn Lake are also served by rail and donot have road access. No refrigerated contain-

ers for this service adds to the difficulty andcost of delivering quality perishable foods. Inaddition, a proposal has been submitted toeliminate this rail service. Should this occur,retail food prices could be expected to rise inMathias Colomb Cree Nation (Pukatawagan),Sherridon and Lynn Lake.Manitoba is currently investigating the poten-tial of an airship industry. The use of airships(dirigibles) could possibly provide a lowerfreight cost in comparison to fixed wing. It ispossible that airships could provide an alter-native shipping system to winter roads for iso-lated communities. The airship industry inManitoba does not currently exist and theactual costs are not known. However, there ispotential requiring further consideration. Tosupport this end, provincial and federal gov-ernments, industry and the TransportInstitute held international airships confer-ences in Winnipeg in October 2002 and 2003.For further information, contact Dr. BarryPrentice, Transport Institute at 274-9766.

■ The Food Mail program (federal freight sub-sidy program)The federal Northern Air Stage Program iscommonly known as the Food Mail Program.It has been in operation for 30 years and isCanada’s transportation subsidy to isolatednorthern communities for nutritious foods.There is an air transportation subsidy pro-gram for perishable foods in Labrador, fundedby the Government of Newfoundland andLabrador that supplements the Food MailProgram in some communities. All isolatedcommunities are eligible to use the Food Mailfreight subsidy. Food Mail’s definition of iso-lated is any community that does not haveyear-round road or rail access.Currently, Food Mail is not being utilized inManitoba. It is understood that Manitoba cus-tomers do not currently use the Food MailProgram because they can negotiate relativelycompetitive rates with Manitoba freight carri-ers. Wholesalers and retailers also indicate thatFood Mail restrictions make using the programcomplicated. For example, the perishable foodsthat are subsidized must be shipped separatelyfrom ineligible foods and non-perishables.


Food Mail Eligibility and Use

Canada

# eligible (provinces/territories) 9 (6/3)

# eligible communities 140

population of eligible communities 90,000

Canada

# province/territories using Food Mail 7 (4/3)

# communities using Food Mail 60

population of communities 46,000

using Food Mail

Manitoba

# eligible communities 19

population of eligible communities 17,000

# communities using Food Mail 0

The following Manitoba communities are eli-gible to participate in the Food Mail Program:

Gods RiverGods Lake NarrowsOxford HouseRed Sucker LakeIsland Lake (Gardenhill)WaasagomachSt. Theresa PointNegginan (Poplar River)Berens RiverLittle Grand RapidsShamattawaYork LandingSouth Indian LakeTadoule LakeBrochetLac BrochetGranville LakePauingassiPukatawagan

The Food Mail Program is a partnership withthree federal agencies:

Canada Post • Provides the Food Mail service to eligible

destinations at least once a week• Negotiates contracts with air carriers to

deliver the food products and verifiesshipments

• Collects the postage charge from the cus-tomer

• Submits quarterly reports to INACIndian and Northern Affairs Canada• Sets program policy, eligibility, rate struc-

ture and points of mailing• Obtains program funding• Makes payments to Canada Post• Monitors the impact on food prices, food

consumption and nutrition• Provides public information and consul-

tationHealth Canada• Provides nutrition advice and guidance

on program administration• Provides funding for and collaboration in

implementing pilot projectsCustomers who are eligible to use the FoodMail Program to ship nutritious foods intothe eligible isolated communities are businessesin the south that have a Food Mail accountwith Canada Post. Shipments can be made toindividuals in the north, but the shipmentmust be made by businesses with the CanadaPost account. The customer has a contractualagreement with Canada Post and pays onlythe subsidized freight rate and not the actualfreight cost. Since 1993, the Food Mailfreight rate for perishable foods has been set at$0.80/kg plus $0.75 per parcel. Food Mailfunding covers the remaining costs to CanadaPost for the shipping.The list of perishable foods that qualify forthe Food Mail Program include:• Fruit – fresh, frozen; Juice – fresh, frozen,

boxes• Vegetables – fresh, frozen• Milk products – excluding canned• Bread and unsweetened bakery products


• Meat, fish, poultry – fresh, frozen (excludesfried chicken and other products that arebreaded, battered or in pastry)

• Eggs• Margarine• Infant foods• Some semi-perishable foods (e.g., nuts,

peanut butter, cook-type cereals, saladdressing, mayonnaise)

• Frozen combination foods (e.g., pizza,frozen dinners)

■ The 18-Month Food Mail Pilot ProjectOver the past year, pilot projects involving alower postage rate for certain foods and someadditional complementary measures havebeen initiated. At the time of this report twopilot projects were underway in Kugaaruk,Nunavut and Kangiqsujuaq, Quebec. In addi-tion, a third pilot begins in Fort Severn,Ontario on January 1, 2003, although therehas not yet been an official announcement ofthis program. This is the first pilot project ina First Nation community. There is someindication that food prices are lower and therehas been an increased use of nutritious foodsin the Quebec pilot where there is a very co-operative food retailer involved. Componentsof the pilot project include:• Postage rate reduction of $.50/kg for pri-

ority perishable foods for 18 months inpilot communities (i.e., priority perish-able foods are shipped at a cost to the cus-tomer of $.30/kg plus $.75 per parcel)

• Retail promotion of healthy foods• Nutrition education for consumers to

increase the awareness of new foods andto influence food choice in the directionof nutritious foods

• Research and evaluation:– price and quality monitoring– nutrition and food security surveys– data from Canada Post on volumes of

shipments– data from retailers on sales and/or

shipments and losses– focus groups/community meetings/

local advisory group

• Oral and written reports for the community• The list of Priority Perishable Foods that

are shipped at a rate of $.30/kg, plus $.75per parcel include:– Fresh milk (excluding chocolate milk),

UHT milk, buttermilk, cheese,processed cheese, cottage cheese,yogurt, yogurt drinks, powdered milk

– Fresh vegetables; frozen vegetables,excluding french fries and similarpotato products

– Fruit – fresh, frozen; frozen juiceconcentrate

– Eggs• Should Manitoba request a pilot project,

there is an expectation that the provincewould contribute financially. This contri-bution could be towards the nutritionand food security surveys and by provid-ing the community nutrition educationcomponent of the pilot.

• There is no assurance that federal fundingrequired to support a pilot project inManitoba would be available.

Currently, INAC expends more for the FoodMail Program than is designated in their annu-al budget because of the demand and volumesfor the program. In 2001-2002 the totalexpenditure on this program was $25.1 M.The December 2002 Auditor General ofCanada’s Report indicates that “Indian andNorthern Affairs Canada should undertake areview of the location of its major entry points.Such a review should focus on whether theexisting points are the most effective in termsof contributing to the overall levels of nutritionin the north. That review would look not onlyat the financial costs and benefits associatedwith existing and alternative locations, but alsothe less tangible, but equally important issuessuch as quality, freshness, variety of foods andhow long it would take to deliver the fooditems from entry points located farther south.”Churchill is an entry point for service to theKivalliq region of Nunavut. Loss of business toChurchill would have a significant economicimpact on that community.The points of entry for Food Mail in Manitobaare Winnipeg, Thompson and Lynne Lake.


■ Types of food stores and their cost of doingbusiness in the north; and the effect of fooddistribution systems, warehousing systemsand volume of sales on the retail price ofnutritious foodThere are a variety of food stores servingnorthern Manitoba. This information isincluded in the Northern CommunitiesChart found in Appendix D.The major food retailer is the North WestCompany (NWC) with 30 stores known as theNorthern Store in Manitoba. NWC operates150 stores across northern Canada and 25 inAlaska with their headquarters in Winnipeg.Northcan Food Distribution Centre is respon-sible for providing the stores with all their gro-ceries and Crescent Multi-Foods is the whole-sale supplier of fresh produce. Safeway, IGA and Federated Co-ops also dobusiness in larger communities and have largewholesale and distribution systems support-ing the business.There is one co-op store at Mathias ColombCree Nation (Pukatawagan) that is a memberof Arctic Co-Ops Ltd. In addition, there are anumber of independent stores and/or BandCouncil owned stores. In some communities,there may only be a small convenience storeselling food and in some small communities(more than 24), there is no food store. Volume of sales is a key factor determiningthe retailer’s per unit cost of food. A greatervolume of sales can result in a lower per unitcost for food items. An independent store,and therefore the customer in a small com-munity, must pay a higher price when lessthan a standard ‘case’ is ordered and delivered.Freight charges are also higher when there isinsufficient volume and the trucking companymust bring in ‘less than a truck load’ (LTL).Therefore, increasing the volume of sales byencouraging the purchase of nutritious foods,wherever possible, can help to reduce theprice of those nutritious foods.The North West Company identified severalother costs of doing business in the north thatare higher than in the south. • Warehousing for cold and heated storage

and all associated costs (heat, light, staff,

handling costs, construction) are requiredin remote areas to take advantage of lowerwinter road freight rates (lower than airfreight).

• Finance costs for carrying large quantitiesof inventory over a long period of timeadds to the cost of goods.

• Small market sizes of some communitiesincrease per unit cost for each item.

• Travel of support staff from Head Officeto and from stores and transfers ofemployees between stores are costly.Maintenance and repair costs are inflatedby travel and waiting time spent by repairpersons and also by the added cost oftravel in the north. For example, a typicalrepair bill for a failed produce case com-pressor in Shamattawa is $2,155. InWinnipeg, the cost is $155.

• The down time of failed heating or refrig-eration equipment adds to the rate ofspoilage and damage, lost sales and highercosts.

• Less frequent deliveries and the time, dis-tance and frequent handling in the deliv-ery of perishables into the north increasesthe rate of spoilage and damage, lost salesand higher costs.

• Other examples of the high cost of doingbusiness in more isolated northern com-munities include higher building con-struction costs, rental costs, utilities andother occupancy costs.

In addition, Arctic Coops Ltd. identified thatthe cost of employees and staff turnover andtraining add significantly to the cost of doingbusiness in the north. Another example comesfrom the Gardenhill convenience store thatpaid a $9,000 cost to repair two doors thatwere vandalized.

■ The effect of food retail competition in thenorthern communitiesOutside the three major centres of Flin Flon,The Pas and Thompson which have fairlylarge and more than one food/grocery storeapproximately 20 other communities havemore than one food retailer offering somecompetition in food prices in those commu-


nities. Competition helps to sustain lowerprices for the customer. Small market size is alimitation to increased competition. It is notknown which northern communities mightbe able to sustain an additional food retailerwithout putting the existing local food retailerout of business.Competition also comes from nearby larger cen-tres. This is called outshopping. Many familieschoose to drive or fly to the larger communitiessuch as Flin Flon, Thompson and The Pas,where significantly lower prices are available. Surprisingly, southern-based food retailersalso compete for the northerners’ food dollar.Companies such as Wal-Mart will ship non-perishable foods, C.O.D. to customers in thenorth.

■ Self-sufficiency in food production, process-ing, marketing, and/or retailing food bynorthern citizensAs late as the 1950s, northern communitieswere relatively self-sufficient, except for flour,sugar and similar products. It was not uncom-mon to have had market gardens, canningand other locally produced foods. Some com-munities continue to have a measure of self-sufficiency. Wherever possible, these havebeen identified and described as examples touse in helping other communities to becomemore self-sufficient in their food supply. Wherever practical and sustainable, producing,processing and marketing food locally canreduce the freight and other costs of shippingthese foods into the community. Buildingfood-based businesses and activity must bedone on a community-by-community basissince transportation to even nearby communi-ties can be extremely high. However, there maybe some natural groupings of communitiesthat can work together and do some inter-community sharing and/or trade.

■ Building community capacity and economicdevelopmentSolutions to reduce the retail price of foods innorthern communities over the long term isclosely linked to community and economicdevelopment. Self-sufficiency and breakingthe dependency on the south for at least some

of its food supply, can build self-esteem andconfidence as well as economic development. A community must analyze its own capacityto engage in food self-sufficiency initiatives bylooking at the knowledge, skills, resources andwill available in the community. Any new ini-tiative to help reduce the cost of food in acommunity must be owned and supported bythe community to be successful.Community Asset Mapping is a process bywhich a community analyzes its own capacityto initiate change and undertake new initia-tives. In this people-centred approach to com-munity development, the individual andcommunity knowledge, skills, resources andwill are identified and collected. A communityasset mapping survey and analysis tool couldbe developed to focus on a community’scapacity to produce, process, market andretail food.This type of analysis is a critical first step innot only shaping the design of an initiativebut also in adapting implementation plans tounique community characteristics. It definescommunity and individual strengths as well aspotential problem areas. The profile includes:• A community image of itself and its goals• Its past history and recent changes• Its current resources, readiness and capac-

ity for local food provisionThe process of community asset mapping canalso provide a unique opportunity for citizeninvolvement. Through involvement in thestudy process, citizens and organizations candevelop awareness and ownership of an initia-tive and build commitment to local action. Itis also important in establishing plans thathave the greatest chance of success and not seta project up for failure, which can be devas-tating to a community.Several community asset mapping resources arereferenced in the Bibliography of Materials(Appendix B). These include materials fromCommunity Building Resources – Aim Highinternet site; The Asset-Based CommunityDevelopment Institute, Northwestern University;and text by Chris Rissel and Neil Bracht. Community asset mapping has been incorpo-rated into many of the strategic options


described in this report. This approach alsorespects the principles articulated in theProvince’s CED Lens (Community andEconomic Development Lens) initiative. TheManitoba government is committed to sup-porting CED by assisting communities tomeet the following five main CED goals:1. Building greater community capacity2. Nurturing individual and community

pride, self-reliance and leadership3. Enhancing knowledge and skills4. Developing businesses that are responsive to

social, economic and environmental needs5. Fostering balanced, equitable and sus-

tainable economic development

■ Taxation/regulation issues related to thedelivery and/or sale of food in the northIt is possible that retail food prices could belowered through government (provincial orfederal) intervention. Currently, there is aNorthern Residents Deduction that canreduce personal income tax payable for citi-zens living in northern communities. As well,the income assistance rate for clients in isolatedcommunities is 20 per cent higher thanManitoba rates. Several employers provide anorthern living allowance to help offset thehigher costs of living in the north.There is no PST or GST charged on nutri-tious foods but there is GST charged onfreight service. The provincial governmentmay wish to lobby the federal government tohave air freight into isolated communitiesexempt from GST. Perhaps there is merit in having a freight raterebate available for food companies who mustfly perishable nutritious foods into isolatedcommunities. Another option might be to offera fuel tax rebate, similar to the one currentlyavailable for northern off-road mining activity.The Northern Food Prices Project did notinvestigate in detail the possibilities in this areasince it is complex and difficult to design aneffective subsidy and to estimate cost to gov-ernment. It is also challenging to ensure thatsuch actions taken by government will actuallyresult in lower food prices for the customer.

■ Options for youth both in the school systemand youth programsIt is generally acknowledged that the involve-ment of youth in any options related to foodself-sufficiency is critical. Reaching youthwith nutrition programs will help to changeconsumption patterns and help increase thevolume of sales of nutritious foods locally.Food business ventures and food productionoptions need to have a youth education, train-ing, employment and career developmentcomponent. This helps to build communitycapacity, ensures the transition of businessesto the next generation and helps to deal withyouth vandalism and unemployment.Schools in the community are an importantpartner and need to be included in communitysolutions for high food costs. Frontier SchoolDivision is implementing a Healthy FoodPolicy that requires community support andcan be integrated into community solutionsrelated to consumption patterns, food choicesand high food costs. The Manitoba FirstNations Education Resource Centre providesprogramming and service support to FirstNation schools and can be asked to help reachthese schools with youth business and leader-ship initiatives.The 4-H program and Junior Achievement aretwo youth leadership and business programsthat are currently funded by government.Where these youth programs are known, theyare considered to be quality desirable programsthat could benefit northern youth.

■ Nutrition and health issues related to nutri-tious food Healthy Child Manitoba implemented theNorthern Food Prices Project because of theperceived impact of high food prices on thenutritional health of northern Manitobans.One of the major health issues related to nutri-tional health is diabetes. In June 1996, theMinister of Health declared diabetes to be botha major public health issue and an epidemicamong Aboriginal people and the elderly of allpopulations. Evidence from the DiabetesBurden of Illness Study3 indicated that:

3 Manitoba Health, Diabetes: A Manitoba Strategy, 1998.


• There are now more than 55,000 peoplein Manitoba who have been diagnosedwith diabetes.

• 13 per cent of people over 55 and 15 percent of people over 65 years have beendiagnosed with diabetes.

• More than 20 per cent of Status womenand 13 per cent of Status men over theage of 25 have been diagnosed with dia-betes. Most Status adults with diabetesare less than 45 years old, whereas in thegeneral population, most adults with dia-betes are over 55 years of age.

• The diabetes prevalence rate for Statuspeople is 18.9 per cent verses 4.5 per centfor non-Aboriginal people (all ages).

• Population projections for Status peoplesuggest that the prevalence of diabeteswill triple by the year 2016. There is noevidence that diabetes occurred amongAboriginal people in Canada before1940.

• Aboriginal people with diabetes have veryhigh rates of complications of the disease.For example, in First Nations population,persons with diabetes account for:– 91 per cent of lower limb amputa-

tions– 60 per cent of hospitalizations for

heart disease– 50 per cent of hospitalizations for

stroke– 41 per cent of hospital days, and– 30 per cent of hospitalizations.

• By 1996, there were 43 Aboriginal childrenunder 18 years of age with Type 2 diabetes.This is an alarming statistic, particularlywhen it is estimated that the actual numberof affected Aboriginal children may bethree times higher. This is a new disease inchildren and has been noticed to date inAboriginal children only, and predomi-nantly in Aboriginal girls.

Manitoba is implementing a ManitobaDiabetes Strategy3 and is currently working onthe development of provincial nutrition andhealthy schools strategies. These strategies areneeded to provide focussed programming.

Such programs can help minimize the impactof diabetes on their health and life as well ashave a major impact on long-term health anddisease prevention.Manitoba First Nations Diabetes Strategy: ACall to Action4 was developed by representa-tives from First Nation communities and tribalcouncils at the request of the Assembly ofManitoba Chiefs. This document was createdto assist First Nation communities in devel-oping community-based diabetes implemen-tation plans and initiatives.Diabetes Among Aboriginal People in Canada:The Evidence5 provides a national perspectiveto the disease and its impact on Aboriginalpeople. Some additional facts include:• Rates of diabetes appear to be higher on-

reserve than off-reserve.• Although much less is known about dia-

betes among Metis people, results fromthe Aboriginal Peoples Survey show rateswell above the non-Aboriginal average.

• Metis people have diabetes prevalencerates higher than that reported amongFirst Nations living off-reserve.

• Data available for some First Nationsindicate a high prevalence of complica-tions such as heart disease, hypertension,stoke, lower limb amputations, kidneydisease and eye disease.

The Northern Food Prices Project has incor-porated nutrition education and awarenessinto each of its strategic options. By doing so,health and nutrition educators are given newtools to use in reaching northerners withhealthy food messages. However, jurisdictional barriers were frequently identifiedwhen trying to reach both Status and non-Status people. The Romanow Report, “TheCommission on the Future of Health Care inCanada”6 recognized the serious health and

4 Assembly of Manitoba Chiefs, The Manitoba FirstNations Diabetes Strategy: “A Call to Action,” August1999.

5 Health Canada, Diabetes Among Aboriginal People inCanada: The Evidence, March 2000.

6 Brain Gudmundson, Summary of Romanow Report –Aboriginal Recommendations; The Commission on theFuture of Health Care in Canada, 2002.


nutrition issues for Aboriginal people. Thisreport indicated that funding should be pooledand that Aboriginal Health Partnerships beestablished. The partnership and joint-fundingapproach with the province, Canada, non-gov-ernment agencies and industry is also built intoeach of the Northern Food Prices Project’s rec-ommended options.

■ Consumption patterns and choicesLactose intolerance is of concern with north-ern Aboriginal citizens. Many Aboriginal peo-ple experience a sensitivity to the lactose influid milk. This presents challenges for theindividual, the family as well as nutrition andhealth professionals. In addition, manyAboriginal people do not see the consump-tion of milk as important to their traditionaleating habits.In seeking statistical information, it was dis-covered there are no Canadian or Manitobastatistics describing the incidence or degree oflactose intolerance. Recent research indicatesthe majority of people who have a sensitivityto lactose, have the ability to adapt to smallamounts of milk taken with food. Milk prod-ucts such as cheese and yogurt can be con-sumed because the bacteria used to producethese foods break down the lactose.Many perishable nutritious foods are seasonaland sometimes not available in local foodstores. This is of particular concern in commu-nities served by winter roads and especially attimes when weather limits the use of winterroads to these isolated communities.There are times when the quality of nutritiousperishable foods is poor and at the same timehigh in price. This discourages consumers frompurchasing and consuming these products.Access to credit for food purchases often buildsa loyalty/dependency on the food retailer andcan provide both a benefit and a disadvantageto the retail price of foods for a consumer.The North West Company understands manyof its customers to be brand loyal, despitecomparative lower prices of other brands. Fresh fluid milk can be the most costly formof milk delivered to more remote communi-ties. The acceptance and use of other forms of

milk is unique to each community. Cannedmilk is well used by most northern citizens.Ultra High Temperature (UHT) milk can bea good alternative to fresh fluid milk sinceUHT milk does not require refrigeration untilit is opened and has a longer shelf life. UHTand powdered milk can be and are available inmost northern communities, depending onconsumer choice. Nutrition education andawareness campaigns and taste testing canaffect consumer choice. When these milkalternatives are cheaper than fluid fresh milk,these education and awareness campaign canassist consumers to reduce the cost of milk forthe family.Many northern families have access to wildgame and fish to augment their meat andmeat products intake. The North WestCompany indicates that, in addition to thispractise, their customers purchase meats fromthe store at a rate similar to most Canadians.By using a community-based approach,Frontier School Division designed and isimplementing a new Healthy Foods Policy inall of its 40 schools. This policy dictates thatany food-related activity organized under theschool’s authority must follow the policy inusing nutritious foods. The policy coversschool parties, fundraisers, lunch/breakfast/snack programs, vending machines, etc.Continued community support is needed tomake the policy successful and to contributeto the long-term health of northern citizens. It is important that schools and food retailerspartner in this effort to increase the consump-tion of nutritious foods. Increased consump-tion leads to increased volume of sales andtherefore lower retail prices for all citizens inthe community. The province of Manitoba is developing asimilar strategy for all schools and should beencouraged with the same message whereretail food prices are an issue of concern.

■ Identification of food alternatives andindigenous food suppliesThe question was raised, and not wellanswered by the Northern Food PricesProject, as to what the traditional calciumfood was for indigenous and northern people


prior to the promotion of milk in a healthydiet. Part of the answer was breastfeeding forinfants and possibly a traditional tea foradults. Further research on this topic may leadto a lower cost nutritional replacement formilk in the northern adult diet.Traditional hunting, gathering, and fishingremains an important food source for manynortherners. Country/wild foods may beavailable near some communities to providemore of the nutritional requirements ofnorthern citizens. Use of native wild life andplant species must be done within sustainablelevels. Decisions in this area are complex andrequire a co-operative and fact-based approachamongst all users. For example, Manitoba Conservation studiesindicate that the province’s moose and cariboupopulations are at maximum sustainable use atthis time. There are opportunities for increasedharvest of wild geese in the Churchill area. Elkand deer are not abundant in most northerncommunities where the land does not sustainanimals that graze on grasses. There are opportunities in some locations foran increased harvest of fish. However, thecommercial and lodge industries compete forfishing rights with local citizens. Also, if thecommunity is not located on a lake with anabundance of fish to harvest, citizens who donot have access to boats and equipment cannot easily provide fish for their family.The Northern Forest Diversification Centre(NFDC) works with individual entrepreneursto start micro-businesses. NFDC has infor-mation and protocols for the sustainable useof non-timbre forest products such as wildmushrooms, mint, Labrador tea, other teas,cranberries, etc.

Stakeholder Feedback

The Northern Food Prices Project recognized theimportance of obtaining input from a wide rangeof northern stakeholders to formulate the recom-mendations in its report. Two methods of invitingstakeholder response proved to be successful:1. Manitoba Aboriginal and Northern Affairs

Deputy Minister Harvey Bostrom’s letter ofinvitation to northern organizations to be

involved in the Information Sharing andExchange Sessions was received with quickresponses requesting involvement.

2. Northern Food Prices Project Co-ordinator,Debora Lyall, contacted various organizationsdirectly and made arrangements to participatein one of the group’s upcoming meetings.

Information Sharing and Exchange Sessions wereheld with 25 stakeholder agencies reaching 354people in total. These sessions were informal andinteractive and were planned around each organi-zation’s existing meeting schedule.

Feedback was received from the following groups:

Aboriginal Leadership and Organizations

■ Manitoba Keewatinowi Okimakanak■ South East Resource Development Corporation■ Keewatin Tribal Council■ Swampy Cree Tribal Council■ Manitoba Metis Federation■ Chief and community workers with Bloodvein

First Nation ■ Kathi Avery Kinew and Keely Tenfingers (AMC)

Municipal/Regional Leadership Organizations■ Northern Association of Community

Councils■ Northern Municipal Corporation members

of Association of Manitoba Municipalities■ Burntwood and Norman RHA dietitians and

community health workers

Provincial Government Agencies■ Northern Development Strategy Ministers■ Manitoba Agriculture, Food and Rural

Initiatives staff work groups – Home EconomicsSection, Animal Industry Branch, Boards andCommissions, 4-H Program Team

■ Manitoba Aboriginal and Northern Affairs workgroups – Local Government DevelopmentManagement, Aboriginal Affairs Secretariatwork group

■ Healthy Child Manitoba work group■ Manitoba Intergovernmental Affairs■ Manitoba Finance■ Manitoba Women’s Directorate


Federal Government Agencies

■ Indian and Northern Affairs Canada

Industry

■ North West Company ■ Thompson, Flin Flon and The Pas Chambers

of Commerce■ Manitoba Milk Producers■ Food retailers in Flin Flon (2) and

Nisichawayasihk Cree Nation (1)■ Northern Forest Diversification Centre

A discussion document of 17 possible strategicoptions was drafted and used as the base for dis-cussion and feedback during the InformationSharing and Exchange Sessions. The purpose ofthe stakeholder sessions was to gain direct feed-back about the workability, suitability and possi-ble improvements to the strategic options thatwere being investigated.

Also, new ideas were gathered directly from north-ern citizens that had not been discussed by theSteering Committee. Data from the InformationSharing and Exchange Sessions were gathered dur-ing the actual meeting as well as from written,mail-in Feedback Forms (9 received).

Many of the suggestions and ideas expressed dur-ing stakeholder discussions sessions have beenincorporated into the proposed strategic optionsand are reflected in the report’s recommendations.

Individual stakeholders made a number of addi-tional suggestions. These can be found inAppendix E with explanations as to why thesesuggestions were not developed into proposedstrategic options.

Analysis 19

To test the viability of possible strategic options,and to encourage feedback from northern stake-holders and partnering agencies, 17 strategicoptions were developed and summarized.

The strategic options were grouped into three dif-ferent categories:

A. Local Food Provision – Strategic options focuson a community development approach togrowing and/or producing foods locally.These are long-term approaches to reducingthe price of food in northern communities.This would be accomplished by producing ormaking foods locally at a lower cost than ittakes to freight in these same foods.

B. Systems Factors – Strategic options focus onactions that the provincial or federal govern-ment could take using existing programs, reg-ulations or taxation.

C. Consumer Rebate or Incentive – Strategic optionssuggest a subsidy or incentive for northern cus-tomers to purchase nutritious foods.

The following is a summary of the 17 proposedStrategic Options:

A. – Local Food Provision

In all of the suggested options, the decision to par-ticipate would be made by each community, itsleaders, champions and interested partners.

The detailed description of each option is refer-enced in Appendix F.** Note: In the Recommendations section of

this report, the Northern Food Self-Sufficiency Re-Discovery Project and theNorthern Food Self-Sufficiency AwarenessInitiative were combined into one optionentitled Northern Food Self-SufficiencyInitiative (Appendix F page 50).

Northern Food Self-Sufficiency Re-DiscoveryProject (Appendix F page 50)

This option takes a community developmentapproach to identifying what new resources andprograms are needed to increase the provision oflocal nutritious foods in northern Manitoba. Overa period of one year, a Northern Food Project man-ager will: 1) gather research and information aboutproducing food in the north; 2) organize the first ofa series of self-sufficiency conferences (see below);3) develop the best practises guidelines for increas-ing local food provision in northern Manitoba; andwill 4) submit a report that outlines the details of anew program that supports local food provision innorthern and remote communities. Throughoutthe project, community participation and inputwill contribute to the project results.

Northern Food Self-Sufficiency AwarenessInitiative (Appendix F page 50)

For a period of five years, a conference, event and/or sharing of community capacity building activi-ties will be organized to: 1) share information andresearch about the issues related to the high cost offood in northern communities; 2) showcase initia-tives that have been successful in addressing thehigh cost of food in the north; 3) build commu-nity capacity to improve nutritional health and toinitiate food-based self-sufficiency ventures; and4) plan next steps to be taken by participants(community, private sector, non-governmentagencies, government) to reduce the cost of foodand increase nutritional health in the north.

Northern Food Business Development (AppendixF page 60)

To reduce the reliance of food imported from thesouth, this option promotes and supports busi-nesses that produce, process and market nutritiousfoods in the north. Examples of such businessesinclude: bakery, greenhouse, gardens, country/wild foods, livestock farms, food retail co-opera-tives, etc. The types of additional support needed

Analysis

Analysis — Northern Food Prices Report 2003 20

include: a focus and emphasis by all communityand economic development programs, services,and funding agencies promoting businesses innorthern communities; promote visibility andawareness of northern food issues at conferences,events and training programs; targeted funding,training and support services; the development ofnorthern/remote community economic develop-ment models; youth focussed development andtraining; partnerships with local retailers in themarketing and sale of products.

Northern Greenhouse Pilot Project (Appendix Fpage 68)

Pilot test in two to three remote communities, theviability of alternative greenhouse-type of produc-tion as a means to increase local production of fruitsand vegetables. Alternative greenhouse-type systemsmay include: commercial all-year round structures,low-cost structures used on a seasonal basis, use ofabandoned buildings, plastic mulches, abandonedmines, hydroponic systems, systems that utilizewaste heat, etc. Additional resources will be neededand include: funding for research and gatheringknowledge about new technologies and successeswith greenhouse production systems in northern cli-mates; a paid community greenhouse project man-ager; subsidized energy costs; technical and businessmanagement training; funding for capital and oper-ational costs; complementary nutrition educationdirected at influencing consumption.

Northern Gardens Initiatives (Appendix F page 73)

Increase the number of northern gardens (private,community, school, business) through the promo-tion and provision of the necessary supports. Thereare successful models of northern gardens and thefollowing components of success can be shared withother communities: access to local gardening tillageequipment, seed and fertilizer; knowledge, skills andtechnical support in gardening, storage, preservation,and sales; management and control of vandalism andtheft through development of community pride andinvolvement; youth training and employment.

Northern Country/Wild Foods DevelopmentProgram (Appendix F page 81)

This option focuses on the encouragement, sup-port and development of food enterprises for thesale and use of locally available country/wild foods.

Project teams will work with communities andentrepreneurs to identify, research, develop, pro-duce, process, market and sell country/wild foodslocally and as an export product. Partnering agen-cies will adjust and focus resources to provide sub-stantial support to the Project teams. The NorthernForest Diversification Centre provides services inthis area and has been identified as the lead agency.

Northern Livestock Production Pilot Projects(Appendix F page 96)

This option will pilot test the viability of livestockoperations for remote and isolated communities.There is some history where farm animals havebeen raised for food in northern communities.However, there is a need for current informationand research as to the viability of livestock opera-tions such as chickens, eggs, rabbits, goats, beef orpork, etc., in remote and isolated northern commu-nities. In addition, issues related to animal slaugh-ter, butchering, inspection, waste management,feed supply, etc., require investigation and innova-tive solutions. Two to three remote communitieswould identify themselves to participate in thisthree to five year pilot study. Manitoba Agriculture,Food and Rural Initiatives would be approached tofacilitate the pilot by co-ordinating the research,providing technical expertise and working with thecommunities to provide training, resources, andbusiness planning and other support as needed.Additional resources would be required andinclude: funding for research and gathering knowl-edge about new technologies and systems that willwork in Manitoba’s northern communities; a proj-ect manager for each pilot site; technical and busi-ness management training and support; funding forcapital and operational costs; training on animalslaughter, butchering, food safety and handling sys-tems.

Northern Freezer Purchase Program (Appendix Fpage 91)

The freezer purchase program will assist familiesto purchase bulk quantities of nutritious foods ata lower/sale price. A freezer purchase fund will beestablished by provincial and federal governmentpartnership funding. Northern organizations,MKO, SERDC, MMF and NACC will work co-operatively to purchase the freezers and makethem available to any northern citizen, community

Northern Food Prices Report 2003 — Analysis 21

organization or food business that wishes to pur-chase one. The program will negotiate a bulk pur-chase price for freezers, as close to wholesale costas possible. Northern citizens, organizations, busi-nesses can apply to purchase the freezer and repaythe cost monthly, as income level permits. Theprogram will be ongoing for as long as there isdemand for freezer purchases. The freezer pur-chase fund, renewed by repayments, continues tobe available for future purchases. Nutrition andfood preservation information and education willcomplement the program.

Northern Community Foods Program (AppendixF page 64)

There have been successful community-based mod-els that help to make traditional foods available to allmembers of the community. These are based on thecultural tradition of sharing and a sustainable use ofnative foods. Generally, local hunters or fishermenvolunteer to hunt or fish for geese, moose, caribou,or fish and then donate the food to the community.This idea could be extended to native plants such aswild rice, mushrooms, cranberries, etc. Communitysupport would be needed for input into the finan-cial costs and for organizing food storage, preserva-tion and distributions. The Community FoodsProgram option would promote this concept withvarious interested communities where the sustain-ability of the resource is established and if a respon-sibility centre was identified. If needed, theCommunity Foods Program option would providean annual grant to support the costs.

Northern Youth Leadership Training Initiative(Appendix F page 88)

A long-term approach is the training of northernyouth today for their future roles in communityfood self-sufficiency and food business develop-ment. A new northern youth leadership skills coursewill be developed for use with middle grades schoolstudents. In addition, a technical education schoolprogram will be developed to prepare youth innorthern food business careers. Based on commu-nity interest and need, the 4-H program as well asJunior Achievement will be promoted, supportedand delivered in northern communities in partner-ship with Frontier School Division, Manitoba FirstNations Education Resource Centre and otherschools.

B. – Systems Factors

The detailed description of each option is refer-enced in Appendix F.

Milk Price Review in Northern Communities(Appendix F page 57)

The Manitoba Milk Price Review Commissionwill apply procedures currently used in southernManitoba to review the cost of milk in the northand set appropriate maximum prices. This optionwill increase the Commission’s mandate to also setmaximum prices for two and four-litre fluid milk,UHT tetra brick milk, canned milk and lactose-reduced milk products in addition to the currentone-litre fluid milk.

Northern Food Price Survey Program (AppendixF page 77)

Food price surveys will be completed in northernand remote communities on a regular basis, usinga pricing protocol appropriate for the north andconsistent across communities. Data will be usedby a variety of partners including MKO, MMF,SERDC, Manitoba Bureau of Statistics, ManitobaAgriculture, Food and Rural Initiatives, INAC,Food Mail, HC (FNIHB) and Manitoba Hydro.The data will be used to identify food price issuesrequiring further investigation such as: compari-son of nutritious food prices with other northerncommunities; establishment of northern cost ofliving or social assistance allowances; developmentof family budgeting resources; monitoring theeffect of programs under other strategic optionssuch as local food provision, transportation sub-sidy, milk price review, etc.

Northern Freight Rate Reduction Options(Appendix F page 85)

There are several options that government maychoose to implement that will reduce thefreight/transportation costs of nutritious foods tothe north:1. Government may choose to change regula-

tions to allow trucking companies to uselonger truck trailers (Rocky MountainDoubles) on the more narrow northern roads.It is argued that the change in regulation willhelp to decrease trucking companies’ costs tonorthern communities. This option proposes


that all such cost savings to the company willbe directed to reducing the freight cost ofnutritious foods transported to the north.

2. Manitoba may choose to lobby Canada to elim-inate the GST charged on the freight costs ofnutritious foods to northern Manitoba.

3. Government of Manitoba may choose todesign and implement a fuel tax exemptionfor trucking freight and airfreight companiesdelivering nutritious foods to northern com-munities. The province may wish to target theexemption to shipments into the isolatedcommunities without all-weather road access.This exemption could be modelled after theone offered to mining exploration companiesfor off road exploration and or recovery.

4. Government of Manitoba may choose toenhance the frequency of ferry service intoremote communities. During the times ofyear where ferry service is provided, more fre-quent ferry service allows for retailers to shipin nutritious perishables on a more regularbasis. This supports food retailers in providinga greater quantity of better quality nutritiousfoods to those communities.

Northern 18-month Food Mail Pilot Project (alsoa freight reduction option) (Appendix F page 93)

A pilot project in one remote community will testthe effectiveness of a substantial transportationsubsidy ($.30/kg) for a select list of nutritiousfoods. This subsidy would be through the FoodMail program funded by INAC and HealthCanada and has been found effective in remotecommunities in other provinces and Territories.The pilot project includes significant consumereducation, food and nutrition surveys, and pricemonitoring throughout the two year pilot.

C. – Consumer Rebate or Incentive

In all of the suggested options, the decision to par-ticipate will be made by each community, its lead-ers, champions and interested partners.

The detailed description of each option is refer-enced in Appendix F.

Northern Nutritious Food Rebate Program(Appendix F page 103)

Northern families who are eligible for the HealthyBaby, Baby First and Early Start provincial pro-grams would receive coupons that can be used topurchase nutritious foods at their local food store.The target group includes pregnant and breast-feeding women and families with children undersix years. Food and nutrition education activitieswould supplement the nutritious food rebate.This option will require a partnership with thefood retailer, its banking institution and theprovincial and federal governments.

Northern Nutritious Food Retail Incentive(Appendix F page 107)

Northern food retailers will be encouraged to sella select list of nutritious foods at lower prices andwill receive an incentive based on increased vol-ume of sales. The incentive could involve a finan-cial incentive from government and/or an equip-ment or merchandise incentive from participatingindustry wholesalers and processors.

Northern Healthy Foods Rewards Program(Appendix F page 100)

This option encourages the North West Companyand Frontier School Division and other schools towork together to develop a Healthy FoodsRewards Program. The Healthy Foods RewardsProgram would encourage families to buy nutri-tious foods and to submit receipts for these pur-chases to their local school. Based on the volumeof sales, the school would obtain rewards in theform of nutritious food products and/or othermerchandise from the North West Company.

Guidelines and Criteria for Analysis

A detailed description of each proposed strategicoption was developed. These are found inAppendix F.

The detailed description for each proposed optionincludes:■ Summary description■ Goals■ Outcomes■ Program components

Northern Food Prices Report 2003 — Analysis 23

■ Partners■ Benefits■ Challenges■ Costs

In addition, the detailed description of each pro-posed strategic option includes an evaluation ofthe option based on the following criteria andguidelines (see Appendix F page 49):■ Length of time required to implement –

immediate, intermediate, or long-term■ Community need – those with highest food

prices – high, medium or low■ Specific issues targeted or type of benefit –

These issues are directly related to those iden-tified in the Terms of Reference for theNorthern Food Prices project. They include:• Extremely high food prices• Variability and differences amongst

northern communities• Issues related to healthy food and healthy

lifestyle choices• Acceptance or non-acceptance of milk• Availability of nutritious foods• Transportation and freight charges• Distribution system challenges of storage,

warehousing and shelf life• Food production potential• Food processing potential• Food retailing potential• Disposable income available to purchase

nutritious foods• Availability of nutritious wild/country

foods■ Community type that benefits – This recog-

nizes that a variety of communities make upthe north – Remote with Winter Access Roads;Remote with all-weather road and/or railaccess; First Nation community; NorthernAssociation of Community Councils smallernon-incorporated communities; MunicipalCorporation larger communities.

■ Holistic approach to reducing food prices inthe community – This recognizes the impor-tance of a broad community-based approachto reducing the retail price of food.

The holistic components that were used inthe evaluation include:• Use of partnerships• Building networks• Use of existing resources• Reaches all citizens in northern Manitoba• Provides equity with programs, services

or policies with southern Manitoba• Includes education and awareness activi-

ties related to nutritious food choices,nutrition and wellness

• Provides economic development oppor-tunity

• Provides opportunities for youth• Provides community input

■ Meets the goals of participating governmentagencies – Healthy Child Manitoba, NorthernDevelopment Strategy, Manitoba Health,Indian and Northern Affairs Canada, FirstNations and Inuit Health Branch of HealthCanada, nutrition and health strategies.

■ Ease of Implementation • Complex – implementation might require

extensive multi-party negotiation; newprogram funding; large funding needs;long-term funding required; significantresearch and analysis required for imple-mentation; complex evaluation required.

• Moderately complex – implementationmight require a multi-party partnership;requires new program funding but iswithin existing known funding mandates;compliments partners’ mandates; and hasa model or template to follow.

• Not complex – implementation mightrequire only one partner to make thedecision; little or no new fundingrequired; minimal long-term monitoringor evaluation required; can be introducedinto existing programs, systems or jobfunctions; relates directly to the partners’existing mandate; a model or templateexists to follow.

• Public and/or political acceptability.■ Other considerations – Pilot project, worka-

bility, sustainability and cautionary notes.


These criteria and guidelines were used by theNorthern Food Prices Project Steering Committeeas the basis for making the recommendationsfound in this report. The decision-making tool isfound in Appendix G. Steering Committee par-ticipants individually evaluated each option basedon the above criteria and guidelines. The follow-up discussion confirmed the results of the evalua-tion process and resulted in the prioritized strate-gic option recommendations.

Impact and Implementation Analysis

The Northern Food Prices project recognizes theimportance of the decisions to be made thatwould result in lower retail prices for nutritiousfoods in the north. Each of the recommendedstrategic options requires a partnership approachincluding the province, Canada, northern stake-holders and industry. To evaluate the strategicoptions further an Impact and Cost analysis gridwas used.

Impact – relates to greatest ability of the strategicoption to reduce the retail price of nutritiousfoods, either immediately or over time.

Implementation – relates to the complexity ofimplementing the option (as described above).This evaluation considers financial costs as well asother factors.

Resource Implication Analysis

To assist decision-makers to determine theresource implications of each of the proposedstrategic options, an initial attempt was made tooutline the human, financial and resource impli-cations. This is found in the costs section of thedetailed description of each option (Appendix F).It must be understood that within the time-frameand abilities of the Northern Food Prices Project,more detailed analysis was not possible.

Therefore, this section of the report is to be used asa possible guideline based on the vision of how thestrategic option might be implemented. Prior toimplementation, the lead stakeholder (theprovince, Canada, northern stakeholder or indus-try) would complete the process of strategic optiondevelopment. This would include an in-depthanalysis that provides the detailed informationrelated to human, financial and resource costs.

Impact and Implementation Evaluation GridHigh Impact/Not Complex**Northern Food Self-Sufficiency Initiative (Re-Discovery

Project and Awareness Initiative)**Northern Greenhouse Pilot Project**Northern Gardens Initiatives**Northern Food Price Survey ProgramNorthern Freezer Purchase ProgramNorthern Youth Leadership Training InitiativeNorthern Healthy Food Rewards Program

Lower Impact/Not Complex**Milk Price Review in Northern Communities

High Impact/Complex**Northern Food Business Development**Northern Community Foods ProgramNorthern Nutritious Food Retail IncentiveNorthern Nutritious Food Rebate ProgramNorthern Country/Wild Foods Development ProgramNorthern Livestock Production Pilot ProjectsNorthern Freight Rate Reduction OptionsNorthern 18-Month Food Mail Pilot Project

Lower Impact/Complex

** Prioritized Strategic Options

Recommendations 25

The task of the Northern Food Prices Project, asmandated by the Healthy Child Committee ofCabinet, was to address the concern about thehigh cost of food as it relates to the nutritionalhealth of northerners. As stated in the Contextsection of this report, the Northern Food PricesProject recognizes the complexity of food securityin the north and the need for many strategiesdelivered through integrated and collaborativeefforts. However, the project’s specific focus wason strategic options that could reduce the retailprice of nutritious foods such as milk and milkproducts, including infant formula and lactose-reduced products, fresh fruits and vegetables, meats,whole grains, and staples to northern citizens.

The Northern Food Prices Project acknowledgesthat each of the strategic options described in thisreport has merit and support from various stake-holders. Each of the options, if implemented asdescribed in the detailed description (AppendixF), has the potential to result in lower nutritiousfood costs to northern citizens either in the shortor long term. However, as a result of the stake-holder responses and significant analysis, seven ofthe proposed strategic options are prioritized andrecommended for implementation.

Assumptions

The reader of this report will find the followingassumptions as a basis for each of prioritizedstrategic options. These assumptions are impor-tant components to addressing the issue of highnutritious food retail prices in northern commu-nities and to the extent possible, have been incor-porated into each option:■ Acknowledge that there is an appreciable level

of food insecurity in many northernManitoba communities.

■ A broad range of strategic options is needed toaddress the problem of high food costs andimproved nutritional health in northernManitoba.

■ Both short- and long-term solutions are needed. ■ Options target a variety of nutritious foods

and not one individual food item.■ New financial and human resources will be

needed in some areas.■ Existing models, resources or programs may

result in easier implementation and greaterefficiency.

■ Respect for the diversity and demographics ofnorthern communities.

■ The highest need communities are those whomust incur fly-in freight charges and systems.

■ Community consultation, community-basedownership of the options, community capaci-ty building and holistic solutions are essentialto the success of any strategic option.

■ Nutrition and health education, awareness andresources must be integrated into all options.

■ Community and economic development is animportant component for long-term solu-tions.

■ Implementation must take place with a part-nership approach, which includes northerncitizens, representative organizations, foodretailers and industry and various municipal,provincial and federal government depart-ments.

■ Any new employment opportunities are tobenefit northern people and communities.

Prioritized Strategic Options

In order of priority, the following seven strategicoptions are recommended to the Healthy ChildCommittee of Cabinet. This set of strategic optionsis recommended as an efficient, effective and sus-tainable means by which the issue of high cost fornutritious foods in the north can be resolved.

As an eighth option for further study and consid-eration, a Food Cost Rebate option is discussed.This is brought forward for consideration, should

Recommendations

Recommendations — Northern Food Prices Report 2003 26

governments wish to provide a direct subsidy to thehigh cost of food for those who live in communitieswith the highest retail prices for nutritious foods.1. Northern Food Self-Sufficiency Initiative

(Appendix F page 50)This option combines the two different optionsstudied in the Northern Food Prices Project –the Northern Food Self-Sufficiency Re-Discovery Project and the Northern Food Self-Sufficiency Awareness Initiative. This optionprovides a comprehensive strategy to build localfood provision activity and capacity in thenorth. As food is produced, harvested and/orprocessed locally, the cost of food may bereduced by replacing the imported product witha local food supply. Components of this include:• Gathering research and information

about producing food in the north• Develop best practises guidelines for pro-

ducing food in northern Manitoba• Delivery of a series of conferences, work-

shops and community sharing sessionsover a period of five years focussed onbuilding community capacity for foodself-sufficiency

• Identify and outline the details for a newprogram on food self-sufficiency as deter-mined by community input and partici-pation

2. Milk Price Review in Northern Communities(Appendix F page 57)This option is one that uses existing legislationand resources to apply the current Milk PriceReview program to all of Manitoba. A maxi-mum fair market price for one litre fluid milkcan be established in all northern communities.To ensure this new service provided by theManitoba Milk Price Review Commission pro-vides maximum value to northern food prices,it is recommended that this service be extendedto two- and four-litre fluid milk, UHT milk,canned milk and lactose-reduced milk prod-ucts. This additional milk product pricing willrequire legislative and regulatory changes aswell extensive northern food market systemsresearch and the development of new pricingformulas. This option does not affect the pricepaid to milk producers.

3. Northern Food Business Development(Appendix F page 60)This option focuses on existing business andcommunity development programs, fundsand services and is complementary to theNorthern Food Self-Sufficiency Initiative.This option encourages existing programs tofacilitate the development, financing, andsupport of food businesses and activity.Micro-enterprise development is key to long-term sustainability of local food provision ini-tiatives. It is important to acknowledge thatlocal food enterprises can be successful in verydifferent forms, depending on the needs ofthe community: for-profit, non-profit, co-opbusinesses, youth training, individual or part-nership ventures or community projects.

4. Northern Community Foods Program(Appendix F page 64)This option builds on the cultural tradition ofsharing abundance with others. Where sus-tainable use of wild meats, fish or plantsthrough organized hunting, fishing, or gath-ering programs can make a significant differ-ence to the food security in a community. This option builds on the success of existingcommunity sharing models that include com-munity food distribution, food preservation,and cultural education of traditional foods.This option assists communities to help othercommunities to set up an organized commu-nity foods program that serves the need in thecommunity. This is done by:• Facilitating informal sharing and educa-

tional workshops and events for a periodof three to five years

• Establishment of a community foods pro-gram fund to assist communities in startup and annual operating costs

• Incorporating the use of traditional foodsinto youth education programs such as 4-H and the schools

5. Northern Greenhouse Pilot Project (AppendixF page 68)This option focuses on the production oflocal vegetables and fruits. The pilot projectwill identify the types of greenhouse technol-ogy or other innovative technology such asthe use of abandoned mines to grow vegeta-

Northern Food Prices Report 2003 — Recommendations 27

bles and fruits. The pilot will develop bestpractises for greenhouse-type production inthe north and use two to three pilot projectsto test the success of these systems, produc-tion practises and training needed. It is possi-ble that the Greenhouse Pilot Project could bedelivered in conjunction with the NorthernGardens Initiatives below.

6. Northern Gardens Initiatives (Appendix Fpage 73)This option focuses on the production of localvegetables and fruits by facilitating gardeningprojects where possible. This option builds onthe successful history and experience with gar-dening in the north. A community woulddecide what kind of gardening meets theirneeds: individual gardens, community gardens,commercial and market gardening; school oryouth gardening initiatives. A small amount offunding can be provided to assist in buyingequipment, seeds, fertilizer and a communityworker to manage the program. There could bea strong link to the Northern Greenhouse PilotProject above with starter plants being suppliedby the greenhouse.

7. Northern Food Price Survey Program(Appendix F page 77)It is important to have credible, accurate foodpricing information available to be able tospeak to the issue of high food costs in north-ern Manitoba. This option builds on and usesexisting resources to co-ordinate the regularcollection, analysis, and dissemination ofnorthern food prices. This information com-plements all other actions that might be takento resolve the problem of high food prices.Regular food price surveys can contribute to anevaluation of success of other options that maybe implemented as well as provide a monitor-ing function of food prices over time. There isstrong support from northern organizationsand communities to use this much needed database as a planning and decision-making tool.

Additional Strategic Options

The remaining strategic options identified andstudied through the Northern Food Prices Projectare included in this report as viable strategicoptions as well. However, it is recognized that the

provincial government does not have unlimitedresources.

It is quite possible that another stakeholder orpartner might very well choose to continue thework of the Northern Food Prices Project anddesign or implement one of these strategicoptions. If the Northern Food Prices ProjectSteering Committee could see this as a realisticpossibility, it is mentioned below.

1. Northern Country/Wild Foods Program(Appendix F page 81)The Northern Forest Diversification plays animportant role in the province by facilitatingand supporting local micro-enterprise devel-opment. There is potential for a sustainableuse of wild plants as a local food source.Manitoba Conservation works with northerncitizens in sustainable use of fish supplies andwild game. This option encourages and sup-ports these kinds of activities with the focuson providing food to local citizens. Once thislocal need is satisfied, there may be additionalmarket opportunities that can provide asource of income and economic development.

2. Northern Freight Rate Reduction Options(Appendix F page 85)Freight costs are extremely high for isolatedcommunities that must ship nutritious foodsin by air freight or over winter roads. Thisgroup of options identifies four different reg-ulatory, policy or tax options that would havea direct effect on the freight costs for foodretailers. It is critical that any of the optionsproposed would be designed to be sure thatthe lower freight costs would be passed on tothe consumer in lower food prices.

3. Northern Youth Leadership TrainingInitiative (Appendix F page 88)Wherever appropriate in the recommendedstrategic options, education and involvementof youth is an important part of the option.This strategic option identifies two existingyouth programs that government currentlysupports, the 4-H and Junior Achievementprograms. This option recommends increasedresources and new materials to be developedto support successful delivery of the JuniorAchievement and 4-H programs in northern


communities. The Frontier School Division,Manitoba First Nation Education ResourceCentre and other schools are targeted as play-ing an important role in assisting communi-ties in delivering these youth programs.

4. Northern Freezer Purchase Program (AppendixF page 91)One solution to reducing retail food costs isto be able to make bulk purchases of foodsand freeze them until ready to use. Freezerscan also compliment the use of locally grownor harvested fruits, vegetables, meats, fish orgame. This option could be implemented byManitoba Hydro, in partnership with north-ern stakeholder groups. By negotiating awholesale price of freezers and a discount infreight costs, citizens, schools, other organiza-tions and food retailers could purchase a freez-er and pay back the loan in small monthlyamounts.

5. Northern 18-Month Food Mail Pilot Project(Appendix F page 93)The Food Mail is an air transportation sub-sidy program for nutritious foods and is fundedby Indian and Northern Affairs Canada(INAC). It has been in operation for a num-ber of years, but is currently not used byretailers in Manitoba. This strategic optionwould request a pilot project that includes amuch reduced freight rate for one ofManitoba’s isolated communities. This pilotincludes a holistic approach of nutrition edu-cation, as well as nutrition and food securitysurveys. This pilot project researches the effectof freight rate subsidy on people’s food con-sumption patterns and nutrient intakes andincludes Health Canada (HC) funding.Unfortunately, the long-term status of theFood Mail Program and the availability ofpilot project funding are uncertain at thistime. A local food retailer, a community ornorthern organization, INAC or HC couldchoose to pursue this option.

6. Northern Livestock Production Pilot Project(Appendix F page 96)Local food provision is an important goal thatwill help to reduce the price of foods in thenorth. This option focuses on the productionof domesticated animals to provide a local food

supply. There is some experience and history oflivestock production in the north. However,there are many unknown factors that must betested prior to being able to encourage andsupport animal production, slaughter and pro-cessing in northern communities. This pilot project focuses efforts to test anddevelop best practises and innovative produc-tion methods that deal with the special cir-cumstances of the north. Livestock produc-tion becomes more complex when the regula-tions and legislation related to food safety,food processing, environmental managementare considered. This pilot project would helpto determine whether or not lower food costscould be achieved by producing meat prod-ucts locally.

7. For further study and consideration: Food CostRebate Option (Appendix F pages 100-109)Recognizing that there are families in north-ern Manitoba that struggle with the ability topurchase higher cost nutritious foods, theNorthern Food Prices Project SteeringCommittee felt it important to investigatepotential nutritious food subsidy ideas. Anutritious food subsidy, in some form oranother, could provide the most immediateimpact on the high retail price of foods in thenorth. Three different potential options weredescribed and discussed with stakeholders,but there was insufficient time, resources, andcommunity feedback to be able to make aspecific recommendation to the HealthyChild Committee of Cabinet. However, thethree ideas as described in the ConsumerRebate or Incentive category of proposedoptions are discussed below. The Northern Healthy Foods RewardsProgram (Appendix F page 100) – The bene-fit of this option is more in education andawareness than in the reduction of retail foodprices. However, any initiative that encour-ages an increase in the volume of sales canresult in reduced prices for that product. Thisoption encourages schools and local retailersto work together. When customers make pur-chases of nutritious foods, they become awarethat their purchases will result in rewardpoints given to the local school. At a desig-

Northern Food Prices Report 2003 — Recommendations 29

nated level of reward points, the schoolreceives a reward or benefit from the foodretailer. The reward would be related to use ofnutritious foods in the school.The Northern Food Prices Project encouragesschools and food retailers to pursue potentialinitiatives in this area. Government’s role inthese types of initiatives would be to acknowl-edge efforts made by food retailers andschools in their commitment to healthy com-munities and to promote and support theseinnovative initiatives wherever appropriate.The Northern Nutritious Food Rebate Program(Appendix F page 103) suggests a direct sub-sidy of the retail price of nutritious foods to atargeted group of northern citizens. Based oncommunity desire to participate, this optionproposes a food rebate/coupon that could beused to purchase nutritious foods from thelocal food store. To make delivery of this option as efficient aspossible it is suggested that an existing provin-cial program be utilized to administer thesubsidy. This would avoid the need to designa new administrative system. This nutritiousfood rebate would be targeted and deliveredto Healthy Baby, Baby First and Early Startparticipants. Provincial programs currently include the useof coupons, or supplies of milk, to assist fam-ilies in acquiring this nutritious food.Unfortunately, there are some barriers toreaching the target clients (pregnant andnursing moms, and families with childrenunder the age of seven) who live in FirstNation communities. Some First Nation communities have chosento participate in the Canada Prenatal NutritionProgram (CPNP), a federally funded program.The CPNP uses food coupons to educate andencourage the purchase of nutritious foods.Northern food retailers support the use of cus-tomer coupons for nutritious food purchases.The retailers interviewed also indicated theiradditional administration costs are an accept-able contribution on their part. There is concern that this nutritious foodrebate option is not universal and does notprovide benefit to all citizens in the commu-

nity. It is difficult to project at what level anutritious food subsidy might be establishedand whether the levels should be higher forthose communities with the highest foodprices (fly-in remote communities). Please seemore detail in Appendix F. This option wouldrequire significant analysis prior to imple-mentation.The Northern Food Retail Incentive (AppendixF page 107) proposes a direct subsidy of theretail price of nutritious foods to the partici-pating food retailer. Based on communitydesire to participate, a food retailer is given arebate/incentive in order to provide a list ofnutritious foods at a lower than retail price.The food retailer applies for a rebate when anincreased volume of sales has been achieved bylowering the price to the consumer. When consumers and retailers are able to sus-tain the increased level of sales and consump-tion of nutritious foods at the lower prices,the rebate/incentive would no longer be needed.The rebate could be a direct governmentrebate or an incentive from industry. Thisidea allows for ‘universal’ benefit to all mem-bers of the community who would be able tobuy nutritious foods at a lower cost. The involvement of the local food retailerwho is interested in increasing the volume ofsales of nutritious foods is integral to the suc-cess of the subsidy option. A nutritious foodsubsidy at the grocery store level, rather thana freight cost subsidy, involves the businessthat is closest to the customer, the food retailer.This should make it easier to see the directbenefit to the customer with lower foodprices. However, providing subsidies/rebatesto industry is complex and difficult to designin such a way that both the goal of lower foodprices for consumers is achieved and the pro-cedures are efficient and not too costly forindustry to apply. Please see more detail inAppendix F. This option would require signif-icant analysis and development prior toimplementation.It is possible that a blend of consumer subsidyand industry incentives to food retailersmight make the most successful nutritiousfood subsidy option, should governmentchoose to pursue such an option.

Conclusion 31

Healthy Child Committee of Cabinet made acommitment to action on the issue of high north-ern food costs and the related impact on the nutri-tional health of northern citizens. This commit-ment came by way of establishing the NorthernFood Prices Project. The Steering Committee forthe Northern Food Prices Project carried out acomprehensive study related to the retail price ofnutritious foods in northern Manitoba. All mate-rial gathered for this project has been cataloguedand retained for future use. A variety of stake-holder organizations provided commentary andinput to the discussion of the issue and strategicoptions that may have an impact on lowering foodcosts in their communities.

The Northern Food Prices Project SteeringCommittee Report outlines seven recommenda-tions for Healthy Child Committee of Cabinet toconsider plus one additional idea for further study.The priority recommendation is to pursue theNorthern Food Self-Sufficiency Initiative. Thisstrategic option provides a comprehensive frame-work for a five-year period that builds local foodprovision activity and capacity in the north. Asfood is produced, harvested and/or processedlocally, the cost of food may be reduced by replac-ing the ‘imported’ product with a local food supply.

Four additional strategic options also support ini-tiatives related to local food provision. Theserange from a business development perspective(Northern Food Business Development) to foodproduction activity (Northern Greenhouse PilotProject and Northern Gardening Program) to thesustainable use of traditional foods (NorthernCommunity Foods Program).

Two additional recommendations are importantto the evaluation and monitoring of Northernfood prices over time. The Milk Price Review inNorthern Communities extends the Manitoba

Milk Price Review Commission’s work to thewhole province and would set fair market maxi-mum prices for a number of milk products. TheNorthern Food Price Survey Program would estab-lish a comprehensive and accessible food pricingdata base. All interested stakeholders could use thedata base to research, analyze and evaluate issuesrelated to northern food prices and cost of living.

The remaining strategic options identified andstudied through the Northern Food Prices Projectare included in this report as viable strategicoptions as well. However, it is recognized that theprovincial government does not have unlimitedresources.

It is quite possible that another stakeholder orpartner might choose to continue the work of theNorthern Food Prices Project and design orimplement one of these strategic options.

The Northern Food Prices Project Report offers adetailed description (Appendix F) as to how eachof the recommended strategic options could beimplemented. Should Healthy Child Committeeof Cabinet decide to implement any or all of therecommendations, a detailed analysis of thehuman, financial and program resource implica-tions would be needed.

The Northern Food Prices Project SteeringCommittee is confident that through collabora-tive efforts, the high cost of nutritious foods canbe lowered. This report provides Healthy ChildCommittee of Cabinet with an information basefrom which the solutions to the high cost of nutri-tious foods can be pursued. It is hoped that othernorthern stakeholders also see their role andopportunities to work towards a common goal ofan affordable and accessible nutritious food sup-ply for northern Manitoba citizens.

Conclusion

Appendix A 33

Purpose■ The intersectoral Northern Food Prices

Project Steering Committee will develop anddeliver a report that identifies strategicoptions addressing the concern about highfood prices in northern Manitoba.

■ As recommended by the Healthy ChildCommittee of Cabinet, this committee’s rec-ommendations will narrow the scope of thetopic. This is necessary to accomplish the taskwithin the three to six month time period andto provide realistic and actionable strategicoptions for consideration. The focus, therefore,will be on strategic options that can effectivelyreduce the retail price of nutritious foods suchas milk, fresh fruits, vegetables, meat and sta-ples to northern citizens.

■ Issues related to northern food prices aremulti-faceted and complex. Recognizing thatthis project’s focus is but one component,summary descriptions and potential ‘nextsteps’ will be identified for other issues identi-fied in the process. This will allow for consid-eration on a project-by-project basis in thefuture.

Background■ The issue of food prices in the north is a

multi-faceted and complex one. A variety ofexisting reports, research, previous committeework and consultations will be studied andutilized as a base for this project.

■ The Northern Food Prices Project SteeringCommittee will consult with various stake-holders (see Information Gathering and FactFinding section) to glean both new informa-tion and potential strategic options for con-sideration.

■ Some of the many issues related to food in thenorth have been identified:• extremely high food prices in comparison

to southern Manitoba

• acceptance level of milk as a beverage ofchoice – competing beverages are often oflow nutritional value – lactose intolerance

• issues related to healthy food and lifestylechoices and their benefits

• high incidence of obesity, diabetes andnutrient deficiencies

• limited availability of nutritious foods• transportation challenges; large distances

between communities• distribution system challenges; require-

ments for storage/warehousing and prod-uct shelf life

• lack of competition in the wholesale andretail marketplace

• food production potential and limitations• food processing potential and limitations• food retailing potential and limitations• variability and differences between north-

ern communities such as road access,degree of isolation, available retail compe-tition

• nutritious indigenous and alternate foods• disposable income available to purchase

food■ Based on the time line of three to six months

to complete analysis, consultation and devel-opment of strategic options, this committeewill focus on strategies to reduce the retailprice of nutritious foods such as milk, freshfruits, vegetables, meat and staples to north-ern citizens. In relation to how/why the foodis priced, the committee will investigate thefollowing topics/issues:• demographics and variations of northern

communities • transportation systems and costs• infrastructure and government regula-

tions• types of food stores and their costs

Terms of ReferenceNorthern Food Prices Project Steering Committee

Appendix A — Northern Food Prices Report 2003 34

• lack of competition in certain locations• food distribution and warehousing sys-

tems and costs• Food Mail Program• self-sufficiency in food production, pro-

cessing and/or marketing/retailing food bynorthern citizens

• taxation issues related to food in the north• the school system and food options• nutrition and health issues related to

access to nutritious food • identification of food alternatives and

indigenous food supplies• evaluation of what foods are wanted/

needed by northern citizens■ Viable strategic options will be developed that

will result in nutritious foods such as milk,fresh vegetables, meat and staples being offeredfor sale at a price lower than current practice.

■ It is clearly understood that strategic optionswill affect all northern citizens, and are notspecifically related to income assistance clients.

Committee Members

The Northern Food Prices Project Steeringincludes Manitoba, Government of Canada andFirst Nations representatives:

Debora Lyall, ChairNorthern Food Prices Project CoordinatorManitoba Agriculture, Food and Rural Initiatives/Manitoba Aboriginal and Northern Affairs

Ray IrvineAnalyst, Program Planning and DevelopmentManitoba Aboriginal and Northern Affairs

Judy StoreyFood Marketing OfficerManitoba Agriculture, Food and Rural Initiatives

Kelly McQuillenManager, Diabetes and Chronic DiseaseManitoba Health

Grant DoakExecutive Director Policy and PlanningManitoba Family Services and Housing

Joyce MacMartinCoordinator Program and Policy Services Manitoba Education, Citizenship and Youth

Judy White, Policy AnalystProgram and Policy Services Manitoba Family Services and Housing

Janet FontaineProject Manager, Community EconomicDevelopment Committee of Cabinet

Brian GudmundsonSenior Policy AnalystManitoba Aboriginal and Northern Affairs

Louisa ConstantSocial Services AdvisorManitoba Keewatinowi Okimakanak (MKO)

Laurel GardinerBuilding Sustainable Workforces ProjectManitoba Keewatinowi Okimakanak (MKO)

Kitty KeeperSouth East Resource Development Corporation

Robert AllecSenior Negotiator/Policy AnalystManitoba Region Indian and Northern Affairs Canada

Susan Russell, ManagerNutrition, Diabetes and Wellness UnitHealth Canada, First Nations Stream

Jim BeardySocial Development AdvisorKeewatin Tribal Council

Dr. Marion CampbellPrivate Consultant and Researcher

Anna NaultJeff BetkerPolicy AnalystsManitoba Metis Federation

Norman Lacquette/Anne LacquetteWestern Regional ChairpersonReg Meade/Francis McIvorPresident/Northern Regional ChairNorthern Association of Community Councils

Northern Food Prices Report 2003 — Appendix A 35

Information Gathering and Fact Finding

Various stakeholders will be invited to provideinput and suggest strategic options that addressthe concern about high prices for nutritious foodsin northern Manitoba. Invitations will be extendedto the following:

Dr. Daryl Kraft, Faculty of Agricultural andFood Sciences, University of Manitoba

Manitoba Milk Producers

Milk Prices Review Board

Animal Industry Branch, Manitoba Agriculture,Food and Rural Initiatives

Soils and Crops Branch, Manitoba Agriculture,Food and Rural Initiatives

Food Development Centre, ManitobaAgriculture, Food and Rural Initiatives

Boards and Commissions, Manitoba Agriculture,Food and Rural Initiatives

Manitoba Liquor Control Commission

Food Mail Program

Healthy Child Manitoba

Kathi Kinew, Assembly of Manitoba Chiefs

Gail Wylie, Healthy Start Program

Gord Wakeling, Communities EconomicDevelopment Fund

Aboriginal Health Directorate, Manitoba Health

Fred Hill, Indian and Northern Affairs

Pat Allen and/or Lynne Foley, Health Canada

Rich Danis and Roberta Coleman, Manitoba Transportation and GovernmentServices

Manitoba Women’s Directorate

Small Business and Co-operative Development

Transportation Institute

The North West Company

Transportation companies (Gardewine North)

Country Foods Store, Nelson House

Medallion Milk Co. Ltd.

Al Charr, Co-operative Development Services,Manitoba Industry, Trade and Mines

Agriculture and Agri-Food Canada

Frontier School Division

Norman Regional Development Corporation

Neechi Foods

Manitoba Consumer and Corporate Affairs

Northern Development Strategy

Provincial and Federal nutrition programs andstrategies

Community Group Discussions

Following a first draft report which will includesuggested strategic options, community group dis-cussions with the following organizations, agen-cies and businesses will be requested to verify/qualify the proposed strategic options:

Manitoba Metis Federation

Nisichawayasihk Cree Nation

Northern Municipalities (AMM)

Norway House Cree Nation

Northern Association of Community Councils

Cross Lake First Nation

Island Lake Tribal Council

Swampy Cree Tribal Council

Keewatin Tribal Council

South East Resource Development Corporation

Chambers of Commerce – Churchill,Thompson, Flin Flon, The Pas

Corporate stakeholders

Appendix A — Northern Food Prices Report 2003 36

Action Plan and Time Line

July 31stInitial committee meeting – introductions, orien-tation to the project and strategize the work plan

August – mid-SeptemberConsultations (weekly meetings) to clearly under-stand the multi-faceted and complex issues

Mid OctoberDraft document with strategic options developedfor discussion

October – end-NovemberConsultations to verify/qualify strategic options

Beginning DecemberDraft report submitted for review and considera-tion

December 20Final report submitted to Healthy ChildCommittee of Cabinet for consideration

Contacts

Debora Lyall, PHEcNorthern Food Prices Project Co-ordinatorAboriginal Affairs Secretariat945-2507

Eleanor BrockingtonDirectorAboriginal Affairs Secretariat945-0572

Joe MorrisseauExecutive DirectorAboriginal Affairs Secretariat945-8265

Appendix B 37

1. State of Alaska, Department of Health andSocial Services, Division of Public Health,Maternal, Child and Family HealthNutrition Services, WIC Vendor Guide,August 2002

2. Assembly of Manitoba Chiefs, HealthCanada, The Manitoba First Nations DiabetesStrategy “A Call to Action,” August 1999

3. The Asset-Based Community DevelopmentInstitute Centre for Urban Affairs and PolicyResearch, A Guide to Mapping andMobilizing the Economic Capacities of LocalResidents, A Community BuildingWorkbook, 1996

4. Office of the Auditor General of Canada,Report of the Auditor General of Canada,Chapter 11, December 2002

5. Keith Beaulieu, AGDM, P.Ag., NorthernGreenhouse Industry Potential in Manitoba,Slide Presentation, 2001

6. Neil Bracht and Chris Rissel, Advances inTheory and Practice, Assessing CommunityNeeds, Resources and Readiness, Chapter 3

7. Doug Brubacher and Associates forMitigaawaaki Forestry Marketing Co-opera-tive, Non-timber Forest Products: ExploringOpportunities for Aboriginal Communities,August 1999

8. Dr. Marian Campbell, Faculty HumanEcology, University of Manitoba, Food Pricesin the North: A Threat to Food Security,Research Article, 1997

9. Community Building Resources (CBR) InternetSite, http://www.cbr-aimhigh.com,September 2002

10. Canada Customs and Revenue Agency,Information on the Northern ResidentsDeduction, 2002

11. First Nations Farm Credit (Manitoba)Corporation Policy and Procedure Manual,Tribal Wi-Chi-Way-Win Capital CorporationPolicy and Procedure Manual

12. Paul Fieldhouse, Manitoba Health, CurrentNutrition Programs, printout, 2002

13. Paul Fieldhouse, Manitoba Health, Food andNutrition in Manitoba Schools, SlidePresentation, 2001

14. Paul Fieldhouse, Manitoba Health, StrategicApproaches to Supporting Child Nutrition,Diagram

15. Paul Fieldhouse, Manitoba Health,Suggestions/Options to Food Prices in theNorth, handout, October 23, 2002

16. Janet Fontaine, Northern DevelopmentStrategy, May 2001-May 2002, Presentation

17. The Foster Care Program Centre AwasisAgency of Northern Manitoba, ComparisonAnalysis of the Cost of Living Expenses BetweenWinnipeg and First Nations Communities ofNorthern Manitoba with Respect of FosterCare Compensation, Completed for ManitobaKeewatinowi Okomakanak Inc., 1993

18. Frontier School Division, Healthy Foods inSchools and Offices Resource Guide, August2002, Binder

19. Great Plains Aseptic Processors, JohnMcAllister, Slide Presentation, 2002

20. Brian Gudmundson, Summary of RomanowReport – Aboriginal Recommendations, TheCommission on the Future of Health Carein Canada, 2002

21. Brian Gudmundson, Demographic Profileand Maps, Presentation

22. Sue Hamilton, M.S., R.D., Nutrition andTraditional Food: Issues of Food Security andSafety, [email protected], [email protected]

23. Health Canada, Diabetes Among AboriginalPeople in Canada: The Evidence, March 10,2000

24. Health Canada, First Nations Communities,Map, February 2002

25. Health Canada, Native Foods and Nutrition,Revised 1994

Bibliography of MaterialsNorthern Food Prices Project

Appendix B — Northern Food Prices Report 2003 38

26. Health Canada, Nutrient Bar Graphs27. Healthy Child Manitoba, Baby First, print-

out, 200228. Healthy Child Manitoba, Early Start, print-

out, 200229. Healthy Child Manitoba, Expecting a Baby?,

Information for Manitoba’s Prenatal Benefitand community support programs, 2002

30. Healthy Child Manitoba, Healthy AdolescentDevelopment “Healthy Lifestyles for a HealthyMe,” printout, 2002

31. Healthy Child Manitoba, Healthy ChildManitoba: Putting Children and FamiliesFirst, Slide Presentation, July 2002

32. Healthy Child Manitoba, Parent-ChildCentred Approach: Program Guidelines andFunding Criteria, printout, 2002

33. Healthy Child Manitoba, Stop FAS: ProgramDescription, printout, 2002

34. Human Resources Development Canada,Aboriginal People in Manitoba, 2002

35. Indian and Northern Affairs Canada, FoodMail, www.aincinac.gc.ca/ps/nap/Air/inf_e.html, October 2001

36. Indian and Northern Affairs Canada, FoodMail, video, March 28, 2002

37. Indian and Northern Affairs Canada, FirstNations Community Profiles, 2001-02,Manitoba Region

38. Indian and Northern Affairs Canada, Luc L.Ladouceur and Frederick Hill, Results of theSurvey on Food Quality in Six IsolatedCommunities in Labrador, March 2001

39. Daryl F. Kraft, Manitoba Milk Prices ReviewCommission, handout

40. Manitoba Aboriginal and Northern Affairs,Community Contact, Newsletters, June, July,August, 2002

41. Manitoba Aboriginal and Northern Affairs,Communities Chart, 2002

42. Manitoba Agriculture, Food and RuralInitiatives, Home Economics, FamilyResource Management, Budget Guides, 2001,Binder

43. Manitoba Agriculture, Food and RuralInitiatives, Diane Roberts, LivestockProcessing, handout, 2002

44. Manitoba Agriculture, Food and RuralInitiatives, Dr. Ian Seddon, LivestockProduction Model, 2002

45. Manitoba Agriculture, Food and RuralInitiatives, Northern Initiatives

46. Manitoba Agriculture, Food and RuralInitiatives, Dr. Ian Seddon, A Report to theNorthern Food Prices Project SteeringCommittee, 2002

47. Manitoba Agriculture, Food and RuralInitiatives, Gordon MacKenzie, SupplyManagement (Orderly Marketing), handout

48. Manitoba Bureau of Statistics, PricesMonitoring Survey, December 2001

49. Manitoba Community EconomicDevelopment (CED) Policy Framework

50. Manitoba Conservation, Cam Elliot,Northern Food Prices Project, Presentation,2002

51. Manitoba Council on Child Nutrition, Foodand Nutrition in Manitoba Schools, SurveyReport, 2001

52. Manitoba Government News Release,Northern Development Strategy Unveiled,September 26, 2001

53. Manitoba Health, Current NutritionPrograms

54. Manitoba Health, Diabetes A ManitobaStrategy, 1998

55. Manitoba Health, Interdepartmental Foodand Nutrition Policy Committee, 2002

56. Manitoba Health, Organizational Structure,printout, 2002

57. Manitoba Health, Regional Diabetes ProgramFramework, 2002

58. Manitoba Health, Roles and Responsibilities,printout, 2002

59. Manitoba Health, Diabetes and ChronicDiseases Unit, Strategic Plan PriorityInitiatives 2002-2003, printout, 2002

60. The Manitoba Institute of Management, Inc.for the Department of EconomicDevelopment and Tourism, Manitoba, TheNorth Feeding the North, SummaryDescription, Results of seminar heldSeptember 4-5, 1980

Northern Food Prices Report 2003 — Appendix B 39

61. The Manitoba Institute of Management,Inc. for the Department of EconomicDevelopment and Tourism, Manitoba, TheNorth Feeding the North, Post ConferenceReview, September 1982

62. Manitoba Northern Affairs, 1998 Profiles ofNorthern Affairs Communities

63. Manitoba Transportation and GovernmentServices, Executive Summaries and Synopsis of6 reports, available on Transportation andGovernment Services Intranet site (availableto provincial government employees only)

64. Manitoba Transportation and GovernmentServices, Remote Access Policy Development,Overview of Initiatives

65. Manitoba Transportation and GovernmentServices, Information Note Manitoba-Nunavut Road

66. Manitoba Transportation and GovernmentServices, Research Material

67. Manitoba Tripartite Working Group on theNorthern Social Assistance Food Allowance,Report on an Examination of Issues Related tothe Social Assistance Northern Food AllowanceRate Within Manitoba KeewatinowiOkimakanak and Other Remote Communities,September 1998

68. Kelly McQuillen, Manitoba Health, Diabetesand Chronic Diseases Unit, SlidePresentation, September 2002

69. Northern Diversification Centre, AFeasibility Study for the Development andOperation of the Northern ForestDiversification Centre, October 2000

70. The North West Company, Food Pricing inthe North, Slide Presentation, October 3,2002

71. The North West Company, Healthy Living,Program Launch Binder

72. The North West Company, Healthy LivingProgram, Request List

73. Province of Manitoba, Northern DevelopmentStrategy, A Vision for the North, November2002

74. Dr. Barry Prentice, Logistics of NorthernTransportation, Slide Presentation,August 14, 2002

75. Susan Russell, Health Canada, Nutrition andDiabetes Wellness Unit First Nations and InuitHealth Branch, Slide Presentation, August26, 2002

76. Markus Schmulgen, Food DevelopmentCentre, Northern Food Prices, SlidePresentation, September 16, 2002

77. Traditional Healthy Lifestyles, CourseOutline, 2002

78. United States Department of Agriculture,Forest Service, North Central ResearchStation, General Technical Report, ForestCommunities in the Third Millennium:Linking Research, Business, and Policy Towarda Sustainable Non-Timber Forest ProductSector, 2001

79. Gord Wakeling, Presentation to NorthernFood Prices Committee, Slide Presentation,August 22, 2002

Appendix B — Northern Food Prices Report 2003 40

Appendix C 41

Northern Manitoba Communities

Appendix C — Northern Food Prices Report 2003 42

Appendix D 43

Northern Community ChartTransportation Schools

Community Estimated % on Road Rail Air* Airstrip Ferry/ Food Division/Community S.A. Barge Stores GradesPopulation

Aghaming 10 38* A - - - - - -Seymourville 135 38* A - - - - - -Hollow Water FN 672 44 A - - - - Ind. F, N-12Baden 38 82 A - - - - - -

Brochet 250 20 W - Sk, DCCode 1

- N.W. F, N-9GvlBarren Lands FN

539 69 W - Sk, DCCode 1

- N.W. F, N-12(Brochet) GvlBarrows 27 23* A - - - - - F, N-9National Mills 20 23* A - - - - - -Powell 15 23* A - - - - - -Red Deer Lake 40 23* A - - - - - -

Berens River 105 13 W - Pe, NthCode 1

yes N.W., Ind. -Gvl

Berens River FN 1,072 58 W - Pe, NthCode 1

yes N.W. F, N-9GvlBissett 243 2 A - - - - Ind. F, N-9

Bloodvein FN 671 58 W - NthCode 1

Yes Ind. FN, N-9Gvl

Oxford House N/A N/A W - Pe, SkCode 1

- N.W., Ind. -GvlBunibonibee Cree Nation

1,859 56 W - Pe, Sk Code 1

- N.W.(2) FN,

(Oxford House) Gvl N-6, 7-12FNCamperville 524 69 A - - - - Ind. DM, K-7Pine Creek FN 984 41 A - - - - Ind. FN, N-11Easterville 80 59 A - - - - Ind. -Chemawawin

1,094 56 A - - - - N.W., Ind. F, K-9Cree Nation FN

Churchill MC 1,083 7 - Yes Clm, Sk(2) Code 2

Yes N.W., Ind. F, K-12Gvl, AshltCormorant 400 43 A - - - - Ind. F, N-10Crane River 161 58 A - - - - Ind. F, N-8, ADO-Chi-Chak-Ko-Sipi

304 N/A A - - - - Ind. FN, N-8(Crane River) FN

Cross Lake 294 35 A -Pe, Pim, Code 1

Yes N.W. F, N-9Sk Gvl

Cross Lake FN 4,143 20 A -Pe, Pim, Code 1

Yes N.W.(2) FN,

Sk Gvl N-12, N-8Dallas/ Red Rose 65 N/A A - - - - - -Dauphin River 10 2* A - - - - - -

FN First NationMC Municipal CorporationS.A. Per cent of population receiving

social assistance based onPostal Code

A All-weather roadW Winter road

Air *transportation figures based onscheduled stopsSk Skyward Aviation

DC Dene Cree Pe Perimeter AirlinesNth Northway AviationPim Pimchikamak AirClm Calm AirBr Bearskin AirlinesBv Beaver Air Services Ltd.

AirstripCode 1 2,650 ft - 3,998 ftCode 2 3,999 ft and up Gvl Gravel Ashlt Asphalt

Food StoresN.W. North West CompanyInd. Independent

SchoolsF Frontier School Division DM Duck Mountain School DivisionFe Federal ownedN NurseryK KindergartenAD Adult Education

Legend

Appendix D — Northern Food Prices Report 2003 44

Transportation Schools


Dauphin River FN 149 48 A - - - - - FN, N-9Homebrook -

46 2* A - - - - - F, 1-9Peonan PointLittle Saskatchewan

528 26 A - - - - Ind. FN, N-10FNLake St. Martin FN 1,232 35 A - - - - Ind. FN, N-9Dawson Bay 25 100+ A - - - - - -Duck Bay 454 54 A - - - - Ind. F, N-9Fisher Bay 35 11 A - - - - - -Fisher River FN 1,618 N/A A - - - - Ind. FN,N-12

Flin Flon MC 7,500+ 4 A Yes Clm, BrCode 1

- MSC, Ind4 schools,

ashlt K-12

Gillam MC 1,534 2 A Yes ClmCode 2,

- Mem F,N-12ashltFox Lake

259 N/A A A - - - Ind. FN, N-8(Gillam, Bird) FN

Garden Hill FN 2,980 61 W - Sk, PeCode 1

- N.W., Ind.(2) FN,

Gvl N-12 Stevenson Island

59 N/A W - Pe, SkCode 2

- N.W., Ind F, N-9(Island Lake) GvlGods Lake

113 19 W - Sk, PeCode 1

Yes N.W., Ind. F, 1-12Narrows Gvl

God’s Lake FN 1,240 60 W - Sk, PeCode 1

- N.W., Ind. FN, N-8GvlGrand Rapids MC 404 11 A - - - - Ind. F, N-12Grand Rapids FN 763 53 A - - - - Ind. F, N-12Granville Lake 69 N/A A - - - - Ind. F, N-9Harwill 19 42 A - - - - - -Kinonjeoshtegon

290 71 A - - - - - FN, N-8FN (Jackhead)Herb Lake Landing 15 1* A - - - - - -Snow Lake MC 1,310 1* A - - - - Ind. F, N-12Ilford 143 1 W Yes - - - Ind. F, N-9War Lake FN 140 37 W Yes - - - - FN, K-8Leaf Rapids MC 1,500 4 A - - - - Co-op F, N-12

Little Grand Rapids 10 N/A W - NthCode 1

- N.W., Ind -GvlLittle Grand

911 58 W - NthCode 1

- N.W., Ind. FN, N-12Rapids FN GvlPauingassi FN 484 69 W - Nth Gvl - N.W FN, N-9Loon Straits 10 N/A W - - - - - -









Legend

Northern Food Prices Report 2003 — Appendix D 45



Lynn Lake MC 1,038 20 A Yes ClmCode 2,

- N.W.F, K-12,

ashlt ADMarcel Colomb FN 243 N/A A - - - - - -Mallard 145 33* A - - - - - -Waterhen 171 33* A - - - - Ind. F, N-9, AdManigotagan 192 19 A - - - - Ind. -Manto Sipi Cree

Code 1 Nation (God’s 517 47 W - Sk, PeGvl

- Ind. Fe, N-10River) FNMatheson Island 99 8 A - - - Yes Ind., Co-op F, N-9Mathias Colomb 2,017 65 W - Sk, Clm, Code 1 - N.W.,Co-op FN, N-12Cree Nation

Bv ?(Pukatawagan) FNMeadow Portage 80 6 A - - - - Ind. -Moose Lake 212 58 A - - - - N.W., Ind. F, N-9Mosakahiken Cree Nation (Moose 958 57 A - - - - N.W. F, N-9Lake) FNNelson House 54 41 A - - - - N.W. -Nisichawayahihk Cree Nation 3,388 21 A - - - - N.W., Ind. FN, N-12(Nelson House) FNNorthlands Dene

715 57 W - Sk, DCCode 1

- N.W., Ind. FN, N-12FN (Lac Brochet) Gvl

Norway House 456 21 A - Sk, PeCode 1

Yes N.W., Ind. (3) F, N-12Gvl

Norway House 4,085 46 A - Sk, Pe Code 1 Yes N.W., Ind.(3) F,

Cree Nation FN Gvl(2) N-8,

9-12Opaskwayak Cree

2,617 33 A YesSk, Pe, Br, Code 1

-N.W, Ind.,

FN, N-12Nation (The Pas) FN Bv, Clm ashlt IGAPelican Rapids 123 49 A - - - - - F, N-9Sapotaweyak

866 44 A - - - - Ind. FN, N-8Cree Nation FNPikwitonei 117 21 W Yes - - - Ind. F, N-9Pinaymootang FN

1,155 69 A - - - - Ind. FN, N-12(Fairford)Pine Dock 108 5 A - Nth Gvl - Co-op F, N-9

Poplar River FN 919 32 W - NthCode 1

- N.W. FN, N-9GvlPrincess Harbour 10 N/A A - - - Yes Ind. -

Red Sucker Lake 33 12 W - PeCode 1

- N.W. F, N-9Gvl









Legend

Appendix D — Northern Food Prices Report 2003 46



Red Sucker Lake 707 94 W - Pe

Code 1 - N.W. FN, N-12FN Gvl

Rock Ridge 76 25 A - - - - - -Skownan FN

539 51 A - - - - Ind. -(Waterhen)Salt Point 16 100+ A - - - - - -Sayisi Dene FN

324 42 W - Sk, DCCode 1

- N.W., Ind. FN, N-12(Tadoule Lake) Gvl

Shamattawa FN 969 43 W - Pe, ClmCode 2

- N.W., Ind. FN, N-11GvlSherridon 113 63 A - - - - Ind. F, N-9

South Indian Lake 808 1 W - Sk, ClmCode 1

Yes Ind. F, N-12GvlSpence Lake 44 30 A - - - - - -St. Theresa Point

2,636 57 W - SkCode 1

- N.W. FN, N-12FN GvlTataskweyak Cree Nation (Split Lake) 1,809 45 A - - - Yes N.W., Ind. FN, N-12FN

The Pas MC 5,945 11 A Yes Clm, BrCode 2

- N.W.ashltThicket Portage 137 64 W Yes - - - Ind. F, N-9

Thompson MC 14,385 11 A Yes Sk, Clm

Code 1

- MSC ML, K-12gvl, Code 2

ashltWabowden 497 24 A Yes - - - Ind. F, N-12Wasagamack FN 1,241 66 W - - - - N.W. FN, N-12Westgate 5 N/A A - - - - - -Wuskwi Sipihk FN

330 37 A - - - - Ind. FN, N-8(Indian Birch)York Factory FN

436 43 W - Sk Code 1 Yes Ind. FN, N-12(York Landing)








SchoolsF Frontier School Division DM Duck Mountain School DivisionFe Federal ownedN NurseryK KindergartenAD Adult EducationML Mystery Lake

Legend

Sources

First Nations Community Profiles 2001-02 – Manitoba Region, Indian and Northern Affairs CanadaProfiles of Northern Affairs Communities 1998, Aboriginal and Northern AffairsDirect telephone contact with listed airlinesDirect telephone/e-mail contact with Northwest CompanyDirect telephone contact with Frontier School DivisionDirect telephone contact with Indian and Northern Affairs Canada

Appendix E 47

Throughout the process of gathering informationand stakeholder feedback, a number of additionalsuggestions were made. These are identified belowwith an explanation of why the suggestion was notdeveloped as a strategic option by the NorthernFood Prices Project.

■ Build all-weather roads into all remote com-munities – All-weather road access to com-munities does contribute to lower freightcosts and therefore lower food prices.However, decisions related to transportationaccess to remote communities are complex,long-term and require substantial fundingfrom both the provincial and federal govern-ments. This report does not attempt to rec-ommend a specific action for the province toreplace the winter roads (threatened by warmtemperatures) with all-weather roads.

■ Develop an airship industry to serve isolatednorthern communities – Manitoba is currentlyinvestigating the potential of an airship industry.The use of airships (dirigibles) could possiblyprovide a lower freight cost in comparison tofixed-wing aircraft. It is possible that airshipscould provide an alternative shipping systemto winter roads for isolated communities. Theairship industry in Manitoba does not cur-rently exist and the actual costs are notknown. However, there is potential requiringfurther consideration. To support this end,provincial and federal governments, industryand the Transport Institute held an interna-tional airships conference in Winnipeg onOctober 23-24, 2002. This report does notattempt to recommend a specific action forthe province to take with regards to the air-ship industry.

■ Establish a program of non-profit, government-run food stores that offer nutritious foods atlower cost – This idea would have a significantimpact on the current retail marketplace. It isunderstood that the marketplace is multi-faceted and complex and the impact of estab-

lishing a competing government-run foodstore is unknown.

■ Establish a system of selling milk at one priceacross the province – Milk is an important andhealthy food but is not the only nutritious foodthat is needed in the diet. Fruits, vegetables,whole grains, meats, other milk products andstaples are all important to northern citizens. Infact, there are controversial issues related to lac-tose intolerance that make the consumption offluid milk problematic for many northern citi-zens, especially those of Aboriginal origin. Thesensitivity to the lactose in milk provides chal-lenges for individuals, and families as well asnutrition and health professionals. In addition,many Aboriginal people do not see the con-sumption of milk as important to their tradi-tional eating habits.

■ Fluid milk is the most expensive form of milkto ship and supply to customers because of itsweight, packaging and refrigeration require-ments. There are other forms of milk such asUltra High Temperature (UHT), canned milk,powdered milk, and milk crystals that manynortherners choose to purchase. Consideringthese issues, the Northern Food Prices ProjectSteering Committee believe it would be inap-propriate to focus government dollars on fluidmilk alone. The Milk Price Review in NorthernCommunities option, recommended by theNorthern Food Prices Project deals with milkpricing in a different way.

■ Support and re-establishment of home eco-nomics school programs in all northernschools – This idea came out frequently dur-ing discussion related to nutrition and culturalfoods education, food preparation and preser-vation, food safety and handling. The homeeconomics program also contributes to educa-tion related to money management and foodpurchase choices. The community-basedapproach to food self-sufficiency and theschool/community partnership approach to

Other Suggestions from Stakeholder Feedback

Appendix E — Northern Food Prices Report 2003 48

all proposed strategic options would also sup-port the need for home economics food labsand other programs. Decisions related toschool curriculum and programming arecomplex, long-term, require substantial fund-ing and were not considered within the realmof the Northern Food Prices Project mandate.

■ The province partners with northern organi-zations to establish a non-profit truckingcompany that freights nutritious foods atlower than current industry rates – TheNorthern Food Prices Project recognizes theimportance of competition in the market-place. Increased competition in the freightindustry may help to lower freight costs tofood retailers, and therefore lower retailprices. The suggestion to establish a not-for-profit trucking company may be a venturethat northern stakeholder organizations maywish to investigate. Such a venture wouldthen be encouraged to apply for and workwith existing programs that would be able toassist in business planning and arrangingfinancing.

■ Northern consumers should be encouraged tochoose lower-cost powdered and/or crystallizedmilk products – Powdered milk has been avail-able in the north for many years. Customeracceptance is varied and is different in each com-munity. Crystal milk is a new form of dehydrat-ed milk that seems to have an acceptable degreeof acceptance in southern institutions and mayhave some potential for customer sales in north-ern Manitoba. Another milk product that mightbe used more is Ultra High Temperature (UHT)milk. Use of these alternate forms of milk couldreduce a family’s retail cost of milk in compari-son to purchasing fluid milk. Stakeholder feed-back also indicated that taste-testing of these‘new’ products would help customers determineacceptability. This idea has been suggested andincorporated into the Northern Food RetailIncentive option.

■ Increase minimum wage and social assistancerates to help offset the high cost to purchasenutritious foods – It was the intention of theNorthern Food Prices Project to find optionsthat could reduce the retail price of nutritiousfoods. These options would benefit all north-

ern people including, but not limited to,income assistance clients. Therefore, optionswere investigated that might help lowerincome families in their struggle to purchasenutritious foods on a regular basis. In addi-tion, the Northern Food Price SurveyProgram option is designed to provide credi-ble, valid data that substantiates actual foodcosts in each northern community.

■ Support school nutrition programs such aslunch, breakfast and snack programs – Thesetypes of programs were mentioned by a vari-ety of stakeholders as good ways to help teachhealthy eating habits and to provide nutri-tious foods at low or no cost to children.There are a variety of programs and fundingstructures for schools should they choose toimplement such programs. It is not known bythe Northern Food Prices Project whetherthey are adequate at this time. The NorthernFood Prices Project would encourage furtherinvestigation of such programs by all northernstakeholders. The movement in schools todevelop and implement healthy food policiesis timely and northern stakeholders areencouraged to support these initiatives aswell.

■ Establish a Super Agency for the North – witha trust fund that has the authority and abilityto generate programs for northern communi-ty and economic development. The NorthernFood Prices Project did not have the time,resources or capacity to investigate this ideafurther. However, this could be consideredwithin the context of the Northern FoodBusiness Development option should there besufficient support to do so.

■ Freight and/or food subsidy offered at timeswhen winter roads are not useable – There hasbeen precedence for an emergency subsidy fromgovernment. This occurred when the winterweather was too warm and winter roads couldnot be built or used by remote communities.The Northern Food Prices Project did not havethe time, resources or capacity to investigate thisidea further. However, this idea could be inves-tigated within the context of the NorthernFreight Rate Reduction option, should there besufficient support to do so.

Appendix F 49

Notes/Key for the Criteria/GuidelinesChart found after each detailed description

Specific Issues Resolved/Type of Benefit– extremely high food prices– acceptance/non-acceptance of milk– lack of awareness of healthy food and

lifestyle choices– limited availability of nutritious foods– transportation challenges – large distances– distribution system challenges – storage,

warehousing, product shelf life– lack of competition– food production potential– food processing potential– food retailing potential– variability and differences amongst north-

ern communities– disposable income available to purchase

nutritious foods– nutritious indigenous and alternate

foods

Community Type that benefits– RWA – remote with winter access roads

acceptability and support.– RA – remote with all-weather road or

rail access– R – reserve community– NACC – Northern Association of

Community Councils member commu-nity

– MC – municipal corporation – larger/less isolated

Community need re: highest food prices– H – high– M – medium– L – low

Holistic approach – components– use of partnerships– networking– use of existing resources– reaches all citizens in northern Manitoba– provides equity with programs/services/

policies with southern Manitoba– includes education and awareness re:

food, nutrition and wellness choices– provides economic development oppor-

tunity– provides opportunities for youth/chil-

dren– provides community input from those

who will be affected

Ease of Implementation– not complex: one partner can make the

decision; little or no new fundingrequired; minimal long-term monitoringor evaluation required; can be introducedinto existing program/system/job functionetc; relates directly to the partner’s existingmandate; a model/template exists.

– moderately complex: multi-party part-nership; requires new program fundingbut is within existing known fundingmandates; compliments partners’ man-dates; a model or template exists.

– complex: requires extensive multi-partynegotiation; new program funding; largefunding needs; long-term funding;required; significant research and analysisrequired prior to decision to implement;complex evaluation required.

Note: evaluate also – perceived public and political

Note: Options can be grouped:1. Local Food Provision2. Consumer Rebate or Incentive3. Systems Factors

Detailed Strategic Option DescriptionsPrioritized Strategic Options #1-7

Appendix F — Northern Food Prices Report 2003 50

Prioritized Strategic Option #1 – Local Food Provision: Northern Food Self-Sufficiency Initiative

Description:

This option combines the two different optionsstudied in the Northern Food Prices Project – theNorthern Food Self-Sufficiency Re-DiscoveryProject and the Northern Food Self-SufficiencyAwareness Initiative. This option provides a com-prehensive strategy to build local food provisionactivity and capacity in the north. As food is pro-duced, harvested and/or processed locally, the costof food may be reduced by replacing the importedproduct with a local food supply. Components ofthis option include:

■ Consulting with northern stakeholders in allaspects of this initiative.

■ Gathering research and information aboutproducing food in the north.

■ Development of a best practises guidelines forproducing, processing and marketing food innorthern Manitoba.

■ Development of the community asset mappingtool that will assist communities identify theirknowledge, skills, resources, and will to becomemore self-sufficient in their community foodsupply.

■ Delivery of a series of conferences, workshopsand community sharing sessions over a periodof five years focussed on building communitycapacity for food self-sufficiency.

■ Within two years, identifying and outliningthe details for a new program on food self-suf-ficiency as determined by community inputand participation.

Goals:

■ To develop the best practises guidelines forproducing, processing and marketing food innorthern Manitoba.

■ To develop a community asset mapping toolfor use by communities in their goals to havea more self-sufficient food supply.

■ To have community leaders, champions, eld-ers and citizens participate in the identifica-tion of needs related to new programming,service and support for northern food pro-duction, processing and retailing.

■ To integrate the various and complex issuesrelated to high food prices into the study andprogramming for northern food self-suffi-ciency.

■ To establish a consortium of northern stake-holders and deliver a series of conferences,workshops and inter-community sharing overa five-year period.

■ To design and implement new governmentprogramming needed to support local foodself-sufficiency in northern and remote com-munities.

Outcomes:

■ All northern and remote communities haveincreased self-sufficiency in local food provi-sion over a period of five to 20 years resultingin lower costs for nutritious foods in eachcommunity.

■ Northern citizens’ food choices/purchasesshow an increase in the amount of nutritiousfoods that assist them in combating healthissues such as diabetes, heart health and obesity.

■ Details related to new programming aredeveloped based on community-identifiedneed and implemented to provide ongoingsupport to northern food self-sufficiency.

Initiative Components:

The principle of partnership with the federal andprovincial governments and northern stakeholdersis integral to this initiative. One new staff person(northern food self-sufficiency manager), workingfor five years with Manitoba Agriculture, Food andRural Initiatives. It is important this position belocated in the north, probably in the Thompson.This is necessary to establish the credibility of foodprovision in the north and to begin the process ofcapacity building at the community level. This staffperson will be responsible for the outcomes of thisproject:

Northern Food Prices Report 2003 — Appendix F 51

1. Consulting with northern stakeholders in allaspects of this initiative: • Northern stakeholder organizations,

community leaders, champions and citi-zens participate in the identification ofneeds related to new programming, serv-ice and support for northern food pro-duction, processing and retailing.

• This option is seen as the follow-up to theNorthern Food Prices Project.

2. Gathering of research, information andknowledge related to producing food innorthern Manitoba:• Build on and flesh out the knowledge

learned from the Northern Food PricesProject about issues of self-sufficiency innorthern communities.

• Investigate and evaluate agri-food devel-opment programs in other northern juris-dictions such as Nunavut, NWT, Yukonand Iceland.

• Gather the significant research and studyof farming and food business alternativesand potential for northern Manitoba.

• Describe and promote past and currentexperiences, northern community successstories and potential ideas to northerncitizens in the area of food self-sufficien-cy, how this can lower food prices locally,and the importance of making nutritiousfoods more accessible and nutritious foodchoices more frequent.

• Consult with various community leaders,entrepreneurs, schools, nutrition andhealth personal, local food businesses,provincial and federal governmentdepartments and other stakeholders.

• Develop this knowledge base in support ofthe Northern Greenhouse Pilot Project andthe Northern Gardens Program options.

3. Development of best practises guidelines forproducing food in northern Manitoba:• Develop best practises guidelines for

farming and food businesses inManitoba’s northern and remote areas.

• Develop the concept and process of assetmapping that can be used to identify

food self-sufficiency potential on a com-munity-by-community basis.

• Develop models and templates of success-ful food self-sufficiency activities that canbe shared and used by other communities.

4. Development of the community asset map-ping tool for use by communities in theirgoals to have a more self-sufficient food sup-ply:• Design a community asset mapping tool

focussed on food self-sufficiency. Thistool will assist communities to identifythe skills, knowledge, resources and willbe available within the community to ini-tiate food self-sufficiency activity.

5. For a period of five years, delivery of a seriesof conferences and community sharing eventsfocussed on food self-sufficiency in northernand remote communities:• Annually for two to three years, an edu-

cational conference/event be will heldwith the focus on northern food prices,costs, nutrition, health and food security.Much of the information gathered inrelation to the Northern Food PricesProject would be presented to a largeraudience of northern citizens.

• These conferences/events could be deliv-ered provincially or regionally. Locationwould be determined by easy access fornorthern community participants.

• For the remaining two to three years ofthe initiative, a process of inter-commu-nity sharing and education will be devel-oped and co-ordinated. Inter-communitysharing will encourage the further devel-opment of successful community-basedfood self-sufficiency activities, ventures,and programs throughout the region andprovince. Leaders of successful ven-tures/programs will be encouraged,trained and supported to be the Train-the-Trainer resource person. Initiativefunds will cover the cost of travel, com-munity meetings/workshops, and infor-mational resources needed to accomplishthe sharing and education


• These initiatives will describe and pro-mote past and current experiences, north-ern community success stories and poten-tial ideas to northern citizens in the areasof food self-sufficiency, how this canlower food prices locally and the impor-tance of making nutritious foods moreaccessible and nutritious food choicesmore frequent.

• Northern stakeholder and communityfeedback that will assist in the design ofthe proposed new food self-sufficiencyprogram and other self-sufficiency initia-tives.

• These events will provide interaction andworkshops that build the capacity of par-ticipating communities to take action andto co-operate with neighbouring commu-nities.

• The conferences/events and inter-com-munity sharing will focus on community-based needs, success stories and potentialsolutions to issues.

• Conferences/events will have significantworkshop/interactive and back homecomponents to ensure community partic-ipation and sharing.

• Conferences/events and sharing will bedelivered by northern stakeholders fornorthern people.

• Conference themes and workshops willrecognize and build upon existing pro-gramming and training for First Nation(FN) and non-aboriginal people in thearea of food security and food provision.

• The approach to food self-sufficiency ini-tiatives will be through a community-based model utilizing community assetmapping process to identify capacity,potential and challenges. Note: There is arecognition and acknowledgement thatFN and NACC communities sometimeschoose to work independently despite theproximity.

• Topics of each conference/event wouldprovide information and potential solu-tions to the following issues:– high food prices in comparison to

southern Manitoba

– acceptance/non-acceptance of milkas a beverage of choice – competingbeverages are often of low nutritionalvalue; lactose intolerance

– issues related to healthy food andlifestyle choices

– high incidence of obesity, diabetesand nutrient deficiencies

– limited availability of nutritious foods– transportation challenges; large dis-

tances between communities– distribution system challenges; require-

ments for storage/warehousing andproduct shelf life

– lack of competition and market sizein the wholesale and retail market-place

– food production potential and limi-tations

– food processing potential and limita-tions

– food retailing potential and limita-tions

– variability and differences amongstnorthern communities such as roadaccess, degree of isolation, availableretail competition

– nutritious indigenous and alternatefoods, country foods and traditionalfoods

– disposable income available to pur-chase food

• A consortium of stakeholders will providethe leadership for the planning and deliv-ery of the events and will seek the appro-priate funding sources. Provincial govern-ment’s role is to facilitate the process.

• Conference planning and participationwould be encouraged from:– First Nations tribal councils and lead-

ership organizations– Manitoba Metis Federation– Northern Forest Diversification

Centre– Northern Association of Community

Councils


– municipal corporations and cham-bers of commerce

– Norman and north central regionaldevelopment corporations

– Communities Economic DevelopmentFund

– community economic developmentagencies

– Frontier School Division, othernorthern schools and Manitoba FirstNations Education Resource Centre

– North West Company and other foodretailers

– Arctic Co-operatives Ltd.– First Nations buying group– trucking companies– Northern and Aboriginal Population

Health and Wellness Institute– provincial and federal government

departments including ManitobaAgriculture, Food and Rural Initiatives,Manitoba Aboriginal and NorthernAffairs, Manitoba Family Services andHousing, Manitoba Health, HealthyChild Manitoba, Manitoba Education,Citizenship and Youth, ManitobaAdvanced Education and Training,Manitoba Industry, Trade and Mines,Health Canada, First Nations and InuitHealth Branch, Indian and NorthernAffairs Canada, Agriculture and Agri-Food Canada, Western Diversification,and others.

• Invitations will be extended to Nunavutand NWT to partner and to participateboth as observers and contributors.

• Various interested stakeholders will vol-unteer or be appointed to a conferenceplanning team to aid in development ofan event that is client-friendly and pro-vides information and workshops thatsatisfy community-based needs.

6. Identify and outline the details for a new pro-gramming on northern food self-sufficiencythat will focus on community-based foodproduction, processing, country/wild foodsand other food self-sufficiency initiatives.

• Work with individual communities todefine what food self-sufficiency meansfor them, their interest and need for foodself-sufficiency, and programming gapsand needs.

• Consult with various northern stakeholderorganizations, community leaders, entre-preneurs, schools, nutrition and healthpersonnel, local food businesses, provin-cial and federal government departments,and other stakeholders.

• Based on community input, design anddescribe new programming that willstimulate local food production, gather-ing, processing and marketing.

• Identify and describe all new human andfinancial resources that would be requiredto implement new programming.

• Outline the program details related towho will be responsible and will fund theprogram; partnering organizations andagencies; program structure, co-ordina-tion, and delivery methods; any new staffdevelopment and training needs; ongoingcommunity participation; communityeducation and training needed.

Partners:

■ Province of Manitoba provides ManitobaAgriculture, Food and Rural Initiatives with anew five-year term staff year and operationaldollars to complete the project co-ordination,delivery, and management.

■ Manitoba Agriculture, Food and Rural Initiativesworks co-operatively with Manitoba Aboriginaland Northern Affairs, Indian and NorthernAffairs Canada, Manitoba KeewatinowiOkimakanak, Northern Association ofCommunity Councils, Manitoba MetisFederation and other northern organizations tocomplete the requirements of the project.

■ Manitoba Aboriginal and Northern Affairsprovides office space located in northernManitoba and support staff for the project.

■ Indian and Northern Affairs Canada wouldbe invited to provide project funding to sup-port the project. Project funding would


include the costs associated with major north-ern conferences/events.

■ Manitoba Keewatinowi Okimakanak, TribalCouncils, MMF, NACC, ANA and INACprovide leadership, support and guidance toidentify new programming that will stimulatelocal food production, gathering and process-ing and will satisfy local labour force andcommunity economic development program-ming and funding needs.

■ Northern stakeholders and communities willidentify the need and work co-operativelywith neighbouring communities.

■ Regional health authorities, Northern andAboriginal Population Health and WellnessInstitute, food retailers, as well as MMF,MKO, tribal councils, NACC and communi-ty health and education staff provide input asto community-based nutrition educationalprograms needed to complement a new pro-gram in food self-sufficiency.

Benefits:

■ Northern community input and participationbegins the process of capacity building in thearea of food self-sufficiency.

■ Significant progress towards building self-reliance and self-esteem in northern commu-nities by reducing the dependency on thesouth for all of its food supply.

■ Increased awareness and attention to the impor-tance of food self-sufficiency and the need forreasonable food prices for northern citizens.

■ Allows for sufficient time, planning and stake-holder input to develop new programming thatwill meet needs identified by northern citizens.

■ Resources dedicated to the increase in knowl-edge, understanding and sharing of the bestpractises for producing and processing food inthe north and remote communities.

■ Resources dedicated to the planning anddelivery of major educational and interactiveconference/event(s) that will increase knowl-edge and awareness and partnerships withnorthern stakeholders and citizens.

■ Long-term commitment from governmentsto provide extension education, support andfollow-up to northern food provision capacity.

Challenges:

■ Various jurisdictional barriers related to serv-ing Aboriginal, Metis and non-Aboriginalclient groups.

■ Some negative experiences related to farmingstill remain from the boarding-school periodof history.

■ Northern communities will need to demon-strate their need and then support the initiative.

■ Difficult to quantify the impact on retail foodprices resulting from this Initiative. TheNorthern Food Price Survey Project will beneeded to help monitor prices over time.

■ Long-term solution requiring significantshort-term investments by all stakeholders.

Costs – estimated:

Annual:• northern food self-sufficiency

manager- salary and benefits $ 75,000- travel and expenses $ 20,000

• office, technology and administrative support $ 5,000

• conferences/events (federal/provincial co-funding) $ 80,000

Total costs $180,000

Note: The following are considerations for apotential new northern food self-sufficiency pro-gram that have been discussed and recommended:

■ Food self-sufficiency is focussed on makingnutritious foods more accessible and afford-able for northern citizens.

■ Food self-sufficiency may include greenhouses;use of abandoned mines for food production;individual, community or entrepreneurialgardens; local bakery business; powdered milkreconstitution; fish packing/processing; smalllivestock farms and meat processing, commu-


nity hunter support programs, use of nativeplant species and others identified by thecommunity.

■ Development of a process by which knowl-edge and research related to best practiceguidelines for farming and food businesses innorthern and remote areas continues to bedeveloped and shared.

■ Identification of potential funding sourceswithin existing programs.

■ Use of youth employment funding from theAboriginal Human Resource DevelopmentAgreement with MMF and AMC.

■ Strong commitment to working one-on-onewith individual food producers and helpingthem market their products either individually,as a co-operative or an association. Whereappropriate, facilitate the tie to Arctic Co-operatives Ltd., for the long-term networkand support for co-ops.

■ Tap into northern expertise for food produc-tion, processing, business models, marketing;including successful government–sponsoredprograms.

■ Facilitate and build networks amongst north-ern stakeholders, business and communitieswhere possible.

■ Build in business transition strategies toencourage long-term solutions. These includestaff positions, training, inventory, appren-ticeship programs, youth employment, etc.

■ High school youth have access to food self-sufficiency education, possibly through a

school credit or the technology educationschool program, in which they gain theknowledge and learn the skills for food pro-duction and/or processing in northernManitoba. A technical education school pro-gram is a cluster of eight to 14 courses that areapproved by the department. The student getsa certificate upon completion; there is a related$5,000 grant from Manitoba Education,Citizenship and Youth.

■ Investigate possibilities for having school-based businesses such as a bakery or green-house, which provides the technical educationbusiness and technical training, as well as in-house apprenticeships plus cash incomeopportunities to the school program.

■ Possible youth employment opportunities tobe made available in relation to summer andstudent jobs with community-based self-suffi-ciency projects.

■ Education and awareness of nutrition, healthyfood choices and lifestyle in relation to foodself-sufficiency for nutritious foods.

■ Communities have technical support, avail-able locally to assist them in generating ideas,initiating and managing projects/businesses,finding the relevant research and technicalinformation and technologies, building lead-ership potential and other community identi-fied needs.

■ Business, management and employee trainingfor food-based enterprises as well as after-careservices to micro-enterprises.


All- food production potential- food processing potential- food retailing potential- high food prices- availability of nutritious

foods- transportation costs- variability and differences

of communities- disposable income- country foods

- northern food conference/event provides interactiveprocess of discovery of whatcommunities need/want forfood self-sufficiency

- in-depth consultation for aterm of one year to ensurestrong northern and Aboriginalinput into new program design

- partnerships- all citizens- equity with

southernManitoba

- education re:health, nutrition,and food choices

- economic development

- youth component

- community input

NDSHCMINACHC (FNIHB)Nutrition/healthCommunityManitoba Health

- moderatelycomplex

- new projectfundingrequired

1-year projectcosts:~$180,000

new programcosts: to beestablished inthe Discoveryproject

Pilot project - yes- workable: community-based

input plus adequate time andresources to design new program

- sustainable: new program willrequire long-term funding,commitment and communitysupport

Cautionary Notes:- expectation that a new

program will be establishedand funded

- reminder of past programsthat have been discontinued,i.e., MAFRI Horticulture andFrontier School NutritionAdvisor programs

- template,model andideas available from otherjurisdictions

Immediate2003

Evaluation by Criteria and Guidelines: Northern Food Self-sufficiency Initiative

Immediate/Intermediate/

Long-term

Specific Issue(s)Targeted/

Type of Benefit

Comm.Type thatbenefits

Comm.Need

Community-based components

Holistic approach

components

Meets Goal of:NDS, HCM, INAC,

HC (FNIHB), MB Health,Nutrition/health,

community

Ease ofImplement./

Existing model or template

Estimated Cost of

Implement.- start-up- maintain

Pilot Project – y/n - workable

- sustainableCautionary

Notes


Prioritized Strategic Option # 2 –Systems Factors: Milk Price Review inNorthern Communities

Description:

The Manitoba Milk Price Review Commission(MMPRC) will apply procedures currently usedin southern Manitoba to review the cost of milk inthe north and set appropriate maximum prices.This option will increase the commission’s man-date to evaluate prices to include the price of twoand four litre fluid milk, UHT, tetra brick milk,canned milk, and lactose-reduced milk productsin addition to the current one litre fluid milk.

Goals:

■ To extend the current milk price regulationsto northern Manitoba.

■ To enhance the Milk Price ReviewCommission’s mandate to set maximumprices for one, two, and four litre fluid milk,UHT milk, canned milk, and lactose-reducedmilk products in northern Manitoba.

Outcomes:

■ A monitored and controlled cost of retail milkprices in northern Manitoba.

Program Components:

■ The MMPRC will expand its systems ofresearch, analysis and regulation for the maxi-mum price of milk to all northern communities.There is no apparent reason for the currentprogram to stop at the current arbitraryboundary.

■ In northern Manitoba, milk price review willbe extended to two and four litre quantities ofmilk (92 per cent of all fluid milk inManitoba is sold in these quantities whileonly eight per cent is sold in one litre car-tons).

■ In northern Manitoba, milk price review willbe extended to one litre containers of UHT,Tetra Pack milk and other sizes should they

become available as well as canned milk andlactose-reduced milk products.

■ Should new staff position(s) be required toimplement this option, the new employee(s)should be hired from, trained and continue towork in a northern location. Potential sharingof office space and support to be negotiatedwith a government department and/orRegional Housing Authority (RHA) withoffice locations in the north.

■ Semi-annual food pricing of a nutritiousnorthern food basket should be implemented.This will serve the purpose of community-based monitoring of milk products prices, aswell as other purposes, as outlined in theNorthern Food Price Survey Program option.

■ Notes: This option is not meant to enforceprice parity with southern communities.There is no guarantee that milk prices will godown as a result of this option. But factualknowledge about a fair price for milk productswill be gained and monitored. It is recognizedthat the milk producer price is unaffected bythis option.

Partners:

■ Manitoba Agriculture, Food and RuralInitiatives, Minister and departmental inputand approval required.

■ Manitoba Milk Prices Review Commission toapprove, design, and implement the option.

■ Co-operation from food retailers, distribu-tors, wholesalers and freighters is essential inorder to provide the accurate calculation ofcosts for each community.

■ A multi-party partnership of MKO, MMF,RHA and NACC, Municipalities andManitoba Agriculture, Food and RuralInitiatives to co-operate in the regular moni-toring and reporting of milk prices to ensurecompliance to price regulation. This responsi-bility could be integrated into the responsibil-ities of the Manitoba Food Price SurveyConsortium as described in the NorthernFood Price Survey Program option.


Benefits:

■ Milk price regulation research and proceduresare well established and implemented insouthern Manitoba. This option builds onthese existing resources.

■ There is no impact with this option, to the por-tion of the formula related to the price paid tomilk producers. New research, formulas, andcalculations will be needed for the costs associ-ated with transportation, warehousing, distri-bution and retail sale of the various milk sizesand forms in northern communities.

■ Recognition that there is no simple compari-son of northern milk prices with the south.

■ New staff resources may not be needed if theemphasis of the commission is shifted to theareas of the province, northern Manitoba,where competition in the marketplace is cur-rently not controlling the price of milk as it isin the south.

Challenges:

■ Legislative/regulatory changes required to changeManitoba Milk Review Commission’s mandatebeyond the one litre fluid milk product.

■ New roles and responsibilities for the com-mission related to working with northernretailers, wholesale and transport companies.

■ New roles and responsibilities for the com-mission related to the additional milk prod-ucts to be included. These products have dif-ferent stakeholders than the fluid milk marketand include out-of-province processors andsupplies.

Costs:

■ New Manitoba Milk Price Review Commissionstaff resources and operational costs, if needed,are $80,000.

■ Volunteer time in all northern communitiesto complete an annual or semi-annual foodpricing as outlined in the Northern FoodPrice Survey Program option.


All- high milk prices- variability and differences

in communities

Maximum price of milk beestablished for one, two, fourlitre jugs, UHT milk andcanned milk - the units com-monly sold in stores

LH

- community-based milk pricemonitoring provided by semi-annual food pricing initiative

- use of existingresources

- all citizens- equity- partnerships- employment

opportunity

HCM - not com-plex

Estimated 1 –1.5 additionalstaff years plusnorthern officeand operationalexpenses

Pilot – yesTo provide new market testing ofresearch, data and processprior to implementation intomore complex marketplace

Cautionary Notes:- expectations that milk prices

will go down may be false- does not deal with lactose

intolerance and non-traditionalfood

- perceivedpublic andpoliticalsupport

Immediate

Evaluation by Criteria and Guidelines: Milk Price Review in Northern Communities


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Prioritized Strategic Option # 3– Local Food Provision: Northern FoodBusiness Development

Description:

To reduce the reliance on food imported from thesouth, this option promotes and supports busi-nesses that produce, process and market foods inthe north. Examples of such businesses: bakery,greenhouse, gardens, country/wild foods, smalllivestock farms, food retail co-operatives, etc. Thetypes of additional support needed:

■ A focus and emphasis by all community andeconomic development program, service, andfunding agencies on these types of businesses,which tend to be micro-enterprises in size andfunction, in northern communities.

■ Increased visibility and awareness of northernfood issues at conferences, events and trainingprograms.

■ Targeted funding, training and support services.

■ The development of northern/remote com-munity economic development models,which are different than current acceptedprinciples; youth focussed development andtraining; partnerships with local retailers inthe marketing and sale of products.

Goals:

■ To review all business, community and eco-nomic development policies, procedures andprograms and then make necessary changesthat will enhance the development of com-munity-based food businesses in northernand remote communities.

■ To develop northern and remote community-friendly food business plan templates that willassist micro-food based businesses to developand prosper.

Outcomes:

■ Increased establishment and success of micro-food based businesses in each northern and

remote community that will contribute tolower food costs for citizens.

Components:

■ A consortium of stakeholders (see partners)will gather together, led by the CommunitiesEconomic Development Fund, to take a hardlook at existing programs and make the nec-essary changes and improvements to existingcommunity, business and economic develop-ment programs as outlined in this option.

■ Community asset mapping will be used toidentify food self-sufficiency potential, chal-lenges and development needs on a commu-nity-by-community basis.

■ All existing community and economic develop-ment programs and funding agencies servingnorthern and Aboriginal clients, will collabo-rate and make adjustments to policies, proce-dures and programs. The follow-up after carefor micro-enterprise development is a criticalcomponent for these programs as are appro-priate and accessible funding and businesstransition strategies.

■ The adjustment will be to facilitate the develop-ment of local businesses (micro, small and medi-um sized) and activities that take a people-centredapproach in producing or processing nutritiousfoods locally. Communities will be encouraged toenvision what is possible in the area of food busi-nesses plus provided with direct support to thedevelopment of viable business plans.

■ One-on-one pathfinding and support isextremely important. This includes introduc-ing new business opportunities; helping todevelop the business strategy; providing busi-ness plan templates that work in northern andremote communities; flexible, simple andquick funding; help in developing marketsand selling product; food developmentresearch and resources.

■ Additional networks, technical support andcontacts will be needed to accomplish thepathfinding and facilitation role needed forthese types of businesses, activities and eventsto be successful.


■ New business plan templates need to bedeveloped that adequately reflect doingmicro-business in northern communities andfacilitate funding applications.

■ Emphasis to be placed on nutritious foodbusinesses such as:• bread products from a commercial bakery

for breads, bannock and other nutritiousbaked products

• fresh fruits and vegetables from a green-house and/or gardens

• local country/wild foods harvesting andprocessing such as berries, native grains,fish, teas, wild rice, etc.

• livestock farms• community-based co-operatives that

retail and/or wholesale nutritious foodsalong with other products; food buyingco-ops

• business networks• youth-focussed business development

training, employment and apprentice-ships in local food businesses. Whereappropriate, school based food businessessuch as a bakery or greenhouse, can beinvestigated. Facilitation of JuniorAchievement aboriginal youth businessprograms

• food management, food safety and qualitytraining required

• businesses can be either individual entre-preneurs or community owned co-opera-tives

■ Local retailers are consulted and partner inthe program by purchasing locally wheneverpossible.

■ Numerous business and community economicdevelopment funding programs to bereviewed and identified as priority fundsources for community-based initiatives.

■ Manitoba Industry, Trade and Mines andManitoba Intergovernmental Affairs to sharewith various government departments, theirexperience and knowledge about the uniqueaspects and principles of business develop-ment in remote northern communities.

■ Arctic Co-operatives Ltd. (ACL) to beencouraged and supported as an umbrellanetwork for community-based co-ops. ACLcan provide the much needed long-term sup-port, management and employee training,HR and accounting services, strategic busi-ness planning and group buying power forindividual co-ops in the north.

■ Manitoba Agriculture, Food and RuralInitiatives’ new Aboriginal AgriculturalInitiatives Co-ordinator’s job description hashad 30-50 per cent of time dedicated to work-ing with northern producers (NorthernDevelopment Strategy). This portion of timeshould be outlined as departmental supportto northern food production, processing andretailing development. This position will alsobe responsible for learning about and sharingthe unique aspects and principles of food pro-duction and business development in remotenorthern communities, which is significantlydifferent than for the agri-food industries inagro-Manitoba.

■ Business, management, and employee train-ing to be focussed and prioritized for thesenew food based-businesses and co-ops. Co-operative funding across several jurisdictions(provinces and territories) will assist industrypartners such as Arctic Co-operatives Ltd. andNorth West Company to establish and deliv-er industry-based training related to store andbusiness management. These are critical skillsneeded to help deal with the high cost ofdoing business in the north.

■ Canada-Manitoba Business Service Centrewill develop new resources that describe foodbusiness models and business plan templatesthat are suitable to northern and remote com-munities.

■ Sharing of the potential and opportunities forthe development of a northern food sectorwill be incorporated into all economic devel-opment conferences and events. This wouldinclude Rural Forum, Community Futures,CEDnet events, Focus North PractitionersConference and conferences proposed in theNorthern Food Self-sufficiency Initiative.


Partners:

■ Communities Economic Development Fundto champion and facilitate this option.

■ Northern Forest Diversification Centre to col-laborate and provide direction and support.This agency has significant research, knowl-edge and experience in the development ofcommunity-based, people centred, micro-enterprise development in northernManitoba.

■ Manitoba Keewatinowi Okimakanak, MMF,NACC and tribal councils to provide direc-tion and support to the adjustments neededto existing funding and service programs.

■ Funding agencies – to be identified, contactedand asked to prioritize funding requests –provincial, federal and industry.

■ Small Business and Co-operative Developmentto provide additional support to northerncommunities in the development of commu-nity owned co-ops and businesses.

■ Manitoba Agriculture, Food and RuralInitiatives’ new Aboriginal AgriculturalInitiatives Co-ordinator initiative providesdirect support to northern food-based pro-duction and processing initiatives.

■ Food Development Centre provides support,consultation and service in the developmentof new food products for commercial use.

■ INAC and the Wi-Chi-Way-Win CapitalCorporation to collaborate by providing liai-son to all federally-run and funded programs.

■ Manitoba Conservation to collaborate andparticipate in all food ventures related tousing indigenous species.

■ Frontier School Division, Manitoba FirstNations Education Resource Centre, othernorthern schools, Junior Achievement and the4-H Program provide input and guidance asto in-school small business education, train-ing and apprenticeship opportunities for highschool youth.

Benefits:

■ Where practical, locally produced foods willreplace higher cost foods transported into thecommunity. This honours food productionand food businesses as a viable sector fornorthern communities.

■ Local economic and community developmentand employment opportunities are provideddirect and individual support.

■ Emphasis on and ownership of local nutri-tious food businesses will provide focus tomaking nutritious food choices and helps toincrease community food security.

■ Utilization of existing funding sources thatmay require significant adjustments and pri-oritization.

■ Utilization of existing co-op support net-works.

■ Some community-based food business maydevelop food products that become profitablethrough niche market sales to southern com-munities. This can provide back-haul oppor-tunities for transport companies and therebyreduce the cost of transporting other foodproducts into the community.

■ Youth education and training in the field offood businesses.

Challenges:

■ It can be difficult to change existing policies,procedures, programs, and services – i.e., issuesrelated to regulations, jurisdictional responsi-bilities, equity with other groups/regions, etc.

Costs:

■ Additional human resources needed in the co-operative development work group (IAF) toadequately support northern initiatives.

■ Additional human resources needed inCommunities Economic Development Fundto facilitate and lead these efforts.


All- high food prices- availability of nutritious foods- transportation costs- distribution costs- competition- food production- food processing- food retailing- variability and differences

in communities- country foods

- encourages co-op business indevelopment

- promotes small entrepreneurs

High - northern and Aboriginalorganizations provide signifi-cant direction as to community-based economic developmentprinciples and practises forremote communities

- focus on community-drivenand local food sector ventures

- partnerships- networking- use existing

resources- all citizens- opportunities for

youth- community input

from those to beimpacted

- economic devel-opment

- consistent withFirst Nationsgovernancestrategies

NDSINACCommunity

Moderatelycomplex:- conceptual

change ismore diffi-cult toimplement

- no new dollarsdesignated

- no tem-plate ormodelreadilyavailable

- at least onenew staff yearneeded toprovide theleadership,co-ordinationand support

- adjustment toexistingresources

Pilot project - no- sustainability depends on

dedicated leadership and co-ordination

Cautionary Notes:- could be perceived as an

insubstantial recommendationsince there is no new dollars,resources or programming

- statistically, most businessesdo not survive the first threeyears

- politicallyacceptable

- bureaucraticbarriers tochange/addingpressures toexistingresources

- publiclyacceptablebased onstakeholderinvolvement

ImmediateIntermediate

Evaluation by Criteria and Guidelines: Northern Food Business Development


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Prioritized Strategic Option # 4 – LocalFood Provision: Northern CommunityFoods Program

Description:

There are successful community-based traditionalactivities that help to make traditional foods avail-able to all members of the community. Theseactivities/programs are based on the cultural tradi-tion of sharing. Generally, local hunters or fisher-men volunteer to hunt or fish for geese, moose,caribou or fish and then donate the food to thecommunity. The community leadership supportsthe financial costs and provides for an organizedway of storing and distributing the food to peoplewho request it.

The Community Foods Program option will pro-mote this concept with various interested commu-nities and if needed, will provide annual grants tosupport the costs.

Goals:

■ To assist communities in developing a moreformalized system supporting the cultural tra-dition of sharing when there is an abundanceof foods.

■ To educate northern citizens in the nutritionalvalue of country/wild foods in their diets.

Outcomes:

■ Increased quantities of local foods are avail-able for Elders and others in the communitywho are less able to hunt, gather, or fish fortheir own food supply.

■ Increased awareness and pride in cultural tra-ditions related to food.

■ Increased nutritional knowledge and practices.

Program Content:

■ MKO, SERDC, NACC and MMF will co-ordinate and promote informal workshops/events each year for a period of three to fiveyears that provide opportunities for people to

share their ideas and success stories and tolearn how to implement their own communityfoods programs. The purpose will be toencourage and support more communityfoods programs in new communities through-out the north; for communities to learn men-toring skills that will help them teach andmentor communities in establishing theirown community foods initiatives.

■ Community food workshops/events can beincorporated into the annual events as out-lined in the Northern Food Self-sufficiencyInitiative.

■ These events will focus on how communitieshave successfully implemented programs suchas community hunting/fishing/gathering pro-grams. Food safety, handling, preservationand nutrition education will be importantcomponents of such programs.

■ Community asset mapping will be used to iden-tify community interest and capacity to establishan organized community foods program.

■ Community leaders, staff, schools and volun-teers from all northern communities will beinvited to these events to learn and share inthe ideas.

■ INAC will be invited to fund the sharingworkshops/events for a period of three to fiveyears.

■ Program funds from an appropriate fundingsource will be designated for start up andannual operating costs of country foods pro-grams.

■ Manitoba Conservation and Northern ForestDiversification Centre provide guidance,information and support for the sustainableuse of wild plants, game, fish and plantresources.

■ Training of youth becomes an importantcomponent. Skills in harvesting, cleaning,preserving and cooking wild foods as well asthe cultural aspects of sharing and using localfoods can be incorporated into a local 4-Hprogram (see Northern Youth LeadershipTraining Initiative option).


Here is an example of a successful communityfoods model from York Factory First Nations inYork Landing. There are three important parts tothe program – Hunter Support, DistributionCentre and Cultural Camps:

■ Distribution centre: a Band-owned buildingprovides the location for four to five commu-nity freezers, a place for wild game to bedressed, cut up, packaged and stored.• Seepastik Development Corporation

funds the salary for a local person to man-age and maintain the distribution centre.

• Any person wanting to donate wild gameto the community or who asks for meatfrom the Centre is free to do so and con-tacts this person to make arrangements.

■ Hunter support: local hunters volunteer totravel to York Factory or Churchill to hunt forwild geese or caribou for the community.• The Band Council or Seepastik Develop-

ment Corporation pays for the cost of theplane and fuel (and sometimes the bul-lets) for the community hunters.

• At any time throughout the year, huntersand fishermen donate wild game to thedistribution centre. Sharing food in thismanner is very much part of the cultureand is supported by the chief and counciland the community.

• The wild geese hunt occurs in the springand the fall. York Factory First Nationswould like to be contacted if other FirstNations groups might be interested inalso doing a community hunt of the wildgeese in the York Factory and Churchillarea. Manitoba Conservation has indicatedthere is an abundance of wild geese pop-ulations at this time.

■ Cultural camps: In May or June, York FactoryFirst Nations holds a two-week cultural campto teach participants how to dress out wildgame – pluck, singe, gut and cut up the meat.• Each day, fishermen catch and provide

fish for the camp.• The day camp is within walking distance

from York Landing near the waterside.

• Children and adults participate in thecamp. It is like a community festival.

• Children are then able to help theirmothers and grandmothers to pluck andclean geese and dress out wild game.

• Elders also teach about the importance ofcommunity sharing.

• Other fun activities are organized such asmaking whistles from tree branches, mak-ing bannock, square dancing and jigging.

• Seepasik Development Corporation payssalaries for workers to cook, chop woodand haul water for each day of the camp.

■ Contact in York Landing is: Rebecca Beardy,Health and Social Services, York Factory FirstNations phone at 1-204-341-2180 and FloraBeardy, Cultural Director, Seepastik Develop-ment Corporation phone at 1-204-341-2236.

Another component of community foods pro-grams can be the establishment of providing tra-ditional foods such as moose, fish, caribou, etc., asa regular menu item in local hospitals and nutri-tion programs. A successful model in the Yukon,called the Traditional Diet Program, manages todeal with federal health and safety regulations thatpermits the food safety inspection, best practicesin food handling, and use of wild game donatedby First Nations hunters. This is an alliancebetween the Yukon Hospital Corporation, YukonFirst Nations, the Canadian Food InspectionAgency, and the Yukon provincial departments ofRenewable Resources and Nutrition and FoodServices. Contact is Kelly McQuillen, Diabetesand Chronic Disease Unit, Manitoba Health at948-3430.

■ Nelson House has a country food programthat co-ordinates and distributes wild foodsthrough their country food store.

Partners:

■ York Factory First Nations, Cross Lake FirstNations, Nisichawayasihk First Nation(Nelson House, Lac Brochet) and othernorthern organizations who currently supporta community foods program/activity.


■ First Nations, Metis and Inuit groups fromoutside of Manitoba can also provide exam-ples of successful community-based models.

■ MKO, SERDC, NACC and MMF would co-operate in co-ordinating and delivering aseries of conferences/events.

■ The federal government will be invited tofund the conferences/events.

■ Funding agency for start-up and ongoingoperational costs of community foods pro-grams.

■ Manitoba Conservation provides guidanceand direction for use of native game and fishto ensure sustainable levels of harvest.

■ Frontier School Division, Manitoba FirstNations Education Resource Centre andother schools will participate in the culturaleducation component of the program.

■ INAC would be invited to act as facilitator forthis program and assist in the co-ordinationand organization.

Benefits:

■ Increase access to local wild game as a low costfood source for northern citizens.

■ Using local success stories helps to encourageother communities and builds on currentlysuccessful models.

■ Holistic approach provides for hunter sup-port, management of food distribution andcultural education.

■ Opportunities to increase knowledge andawareness of food safety, quality and nutritionissues as large quantities of wild game are har-vested and processed at one time in a centralplace.

Costs:

■ Adjustments to a federal government staffperson’s role to facilitate the program.

■ Annual workshop/event costs at $30,000 peryear by federal government program.

■ Community foods/distribution centre start-up costs for community foods program appli-cants (funding agency).

■ Community-based hunter support programdollars to cover the cost of the hunt plus thetransportation to the community of the wildgame. Actual costs require a more detailedanalysis and will be dependent on each partic-ipating community’s need (local council).


RWARAR

- nutritious indigenous foods- disposable income to pur-

chase foods- food production/gathering

local foods- availability of nutritious

foods- transportation costs

High - community driven and sup-ported

- based on local potential andleadership

- community volunteers/workers

- partnerships- networking- use of existing

resources- opportunities for

youth- community input

CommunityHC(FNIHB)INACHCMManitoba Health

ModeratelycomplexUse existingmodelsPublic andpoliticalacceptabilityand support?

Annual confer-ence/workshopcosts are$30,000Start-up fundsSmall annualoperating budgets/community

Pilot – two years of conferencesand evaluate remaining threeyears of eventsSustainable – based on localcommunity support and relativelyfew dollars required after start-up costsCautionary Notes: Demographics and availability ofnatural resources must be givenserious consideration


Evaluation by Criteria and Guidelines: Northern Community Foods Program


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Prioritized Strategic Option # 5 – LocalFood Provision: Northern GreenhousePilot Project

Description:

This option will pilot test the viability of alterna-tive greenhouse-type of production as a means toincrease local production of fruits and vegetablesin two to three remote communities. Additionalresources will be needed and include: funding forresearch and gathering knowledge about newtechnologies and successes with greenhouse pro-duction systems in northern climates; a paid com-munity greenhouse project manager for each pilotsite; subsidized energy costs; technical and busi-ness management training and support; fundingfor capital and operational costs; complimentarynutrition education.

Goals:

■ To establish pilot greenhouse technology projectsin two to three remote northern communities.

■ To determine best practises related to innova-tive greenhouse technology and production offruits and vegetables in northern Manitoba.

■ To educate and employ youth in the businessof food production.

■ To utilize nutrition education and awarenessto encourage customer purchase of locallygrown nutritious fruits and vegetables.

Outcomes:

■ A variety of locally produced vegetables andfruits are available and purchased/used at rea-sonable cost to local citizens.

Project Components:

■ Community asset mapping will be used to iden-tify community potential, challenges and devel-opment needs for participation in the green-house pilot project. The Aboriginal AgriculturalInitiative Co-ordinator with MAFRI can workwith northern communities and help identifyappropriate communities of participation.

■ Based on the community asset mappingresults, two or three northern communities,preferably remote, without all-weather roadaccess, will choose to participate in a green-house pilot project to establish the viability ofgreenhouses (or alternate structures) as a sus-tainable way to provide local fruits and veg-etables for the community.

■ Alternative structures may include a variety ofinnovative greenhouse-like growing condi-tions – new hot house technologies and sys-tems, use of a local arena (Inuvik), lower costseasonal structures, abandoned mines, etc.Successful northern models will be investigatedand best practices for greenhouse-type pro-duction within Manitoba will be developed.

■ The greenhouse structure could be a commu-nity-owned and operated venture, perhaps ina co-operative business structure. Or, thegreenhouse could be an owner operated busi-ness. The business format will depend oncommunity need and input.

■ A community project manager will be hiredto manage the pilot project, will receive orien-tation and training, and work directly withthe MAFRI specialist and project team toimplement the pilot project.

■ Manitoba Agriculture, Food and RuralInitiatives (MAFRI) Greenhouse specialist willprovide technical information, research andadvice and will bring together a project team ofcommunity participants, specialists from with-in MAFRI, other departments and ManitobaHydro to provide information about new tech-nologies and production methods, cost of pro-duction, marketing, food safety and handling,nutrition and other information.

■ Community composting project to be estab-lished to provide necessary compost ingredi-ents for the greenhouse soils.

■ In addition to the primary purpose of provid-ing nutritious fruits and vegetables for thecommunity, opportunities to also grow value-added products such as herbs or medicinalsfor high premium niche markets in the southcan be investigated. (Note: commercial sale oftraditional medicines requires sensitivity and


guidance by the community Elders). The salesof such products might offset the high cost ofoperating the greenhouse. A marketingadvantage is to market the product as anAboriginal, natural, and/or grown in a pris-tine environment product. This also providesa back-haul opportunity out of the community,which helps to offset the transportation costsof bringing other foods into the community.Co-ordination with trucking and local foodretailers will provide mutual benefit for lowerfreight charges.

■ Northern and remote greenhouse pilot opera-tions will require energy cost subsidization.Manitoba Hydro will partner by assistingwith these costs.

■ As a project team member, Small Business(IEDM) and Co-operative Development(IAF) will provide business planning and/orco-op development advice and guidance.

■ A funding source will be identified to assist inthe research, capital and operational costs ofthis pilot. Possibly innovation Covering NewGround, a community economic develop-ment fund, a sustainable development fund,or a First Nations business development fund.

■ The intent of the pilot is to establish a sus-tainable greenhouse operation that will beable to generate sufficient income to cover itsexpenses with minimal subsidization fromgovernment. If successful, the pilot projectwill provide a template for other similargreenhouse structures/businesses in otherinterested communities.

■ It is assumed that operating greenhouse struc-tures in the north will require specialized tech-nology and production practises. Currently,there is a gap in knowledge related to greenhouseoperation in northern Manitoba. MAFRI willdedicate sufficient time and resources to narrowthis gap in knowledge and will co-ordinate thedevelopment of best practices guidelines for useof greenhouse and alternate structures in north-ern and remote Manitoba communities.

■ Greenhouse production, business planning,management and employee training will beprovided for all participants in the pilot project.

■ A school initiated course (SIC) high schoolcredit, and possibly a technical educationschool program, will be developed forFrontier School Division, Manitoba FirstNations Education Resource Centre andother schools to approve and offer. These highschool courses will educate and train youth onthe production, business planning, businessopportunities and management of greenhouseoperations, as well as other northern foodproduction and processing ventures, in thenorth. Youth will also be offered employmentand apprenticeship opportunities to work inthe greenhouse.

■ Greenhouse production, processing and market-ing can also be incorporated in communityJunior Achievement and 4-H program activity.

■ The participating community might chooseto organize their greenhouse business as an in-school training program with the businessproviding a cash income to support the schoolprogram.

■ Regional health authorities, food retailers, aswell as MMF, MKO, tribal councils, localschools, and community health and educationstaff will compliment this initiative by providingcommunity-based nutrition educational pro-grams that build on choices related to locallygrown, nutritious and quality products.

■ This greenhouse project should be linked tothe Northern Gardens Initiatives and NorthernFreezer Purchase options, as there is a naturallink to local gardens, storage and preservationactivities that add value to a greenhouse-typeproject.

■ Food preservation education, resources andequipment will be required to ensure successin cold storage, canning, freezing, smokingand drying of nutritious foods.

■ Equipment repair and maintenance trainingwill be needed to have skilled repair peopleavailable locally to deal with the machines andtechnology of the greenhouse structure.


Partners:

■ Community investment and commitment inthe pilot project is essential and will requirecommunity investment of time, leadership,financial contributions, support and promo-tion.

■ Cross Lake First Nations, Fox Lake FirstNations at Gillam (under development) andWabowden (successful commercial enterprises)and Inuvik (converted arena) are achievingsome success with local gardening and green-house initiatives and can provide models forsuccess in other communities. Additionalexperience with greenhouse initiatives canalso be found in Berens River which focusedon individual ownership, non-profit and stu-dent employment.

■ Manitoba Agriculture, Food and RuralInitiatives will be asked to focus and providegreenhouse production and other technicalexpertise, liaison with northern andAboriginal producers and processors, and thedevelopment of best practices.

■ Northern Forest Diversification Centre assistsmicro-entrepreneurs in establishing businessand market for medicinals and other wildplants.

■ Circumpolar, participating countries will becontacted for information on technologiesand systems that have proven successful innorthern climates.

■ IEDM and IAF provide small business andco-operative development expertise.

■ Tribal Wi-Chi-Way-Win Capitol Corporationprovides agricultural and business loans toAboriginal farmers and business.

■ Manitoba Energy, Science and Technologywill assist in identifying appropriate fundingsource(s) to complete the research and pilottesting. The pilot project should not be heldto the strictest terms of cost analysis and prof-itability of a greenhouse operation since theproject is designed to aid in community foodsecurity as well as economic and communitydevelopment.

■ Manitoba Hydro will subsidize the energycosts to the pilot greenhouse projects.

■ Manitoba Hydro home economists can pro-vide food preparation and preservation educa-tion and resources.

■ Manitoba Agriculture, Food and RuralInitiatives, Assiniboine Community College,the University of Manitoba and ManitobaEducation, Citizenship and Youth will devel-op the high school credit course and/or tech-nical education school programs, for reviewand approval for use by Frontier SchoolDivision, Manitoba First Nations EducationResource Centre, and other schools.

■ Delivery of related business and leadershipprogramming by the Junior Achievement and4-H program.

■ The North West Company and other foodretailers could be invited to partner with theproject by purchasing and selling the qualitylocal produce at reasonable prices. Alternatively,the pilot may choose to participate, learn anddevelop direct sales experience and systems.

■ Regional Health Authorities, Food Retailers,MMF, local Tribal Council, First Nationsleadership, and community health and educa-tion staff will support and provide community-based nutrition educational programs.

■ Funding agency such as Western Diversifi-cation, Covering New Ground, Aboriginalbusiness programs, etc.

Benefits:

■ Best practices are developed for appropriategreenhouse-type technology in the works.

■ High quality and locally grown fruits and veg-etables are made available to the community.

■ Increased consumption of fruits and vegeta-bles because they are locally grown, availableand affordable.

■ Economic and community development,community pride and self-reliance.


■ Value-added business opportunities may gen-erate profits that support the local food pro-duction costs.

■ Increased sources of training, employmentand income for youth and other citizens inthe north.

■ Back-haul opportunities out of northerncommunities, which help to reduce the costof bringing foods into the community.

■ Locally owned and run greenhouses will pro-vide a focus for citizens, including youth, tomake nutritious food choices and will helpincrease community food security.

■ Over time, the greenhouse operation willbecome self-sufficient in meeting its costs ofoperation.

■ Community composting project adds value tothe community.

Challenges:

■ Substantial new knowledge and skills areneeded to successfully develop, operate andmanage greenhouse food production andtechnologies in northern Manitoba.

Costs:

■ Significant capital investment costs forresearching, designing and building theappropriate greenhouse or alternative tech-nologies for use in northern Manitoba. Thecost analysis will need to be completed priorto funding application to an appropriateagency. A project proposal will be developedand submitted to appropriate funding agency.

■ Two to three pilot project manager salaries,expenses and training costs at $ 120,000 peryear.

■ Ongoing greenhouse operational costs untilpremium value-added product is establishedand profitable.

■ Focus by MAFRI greenhouse specialist toprovide expertise and facilitate the projectteams.


RWA- healthy food choices- availability of nutritious

foods- transportation costs- distribution costs- food production- variability and differences

in communities- disposable income

H - community choice and invest-ment to participate

- local ownership and managerof pilot

- local employee training andsupport

- partnerships- use existing

resources- equity with

southern green-house programs

- nutrition educa-tion and aware-ness


- local youthemploymentand education

- community inputas to producegrown and sold

- community inputas to othervalue-addedproduct produced

- tap into MBHydro’s re-investmentinto northerncommunities

- extending theuse of foodsthrough preser-vation and storage

NDSHCMINACHC (FNIHB)CommunityNutrition/healthManitoba Health

Moderatelycomplex:- new dollars

needed- technology

modelsexist inother juris-dictions

- requiressubstantialskill train-ing andsupport

PoliticallyacceptablePubliclyacceptable:some con-cern aboutfeasibility oftraditional allseasongreenhousebusinesses- must deal

with van-dalism

- high start-up- ongoing oper-

ational costs

Pilot project - yes- workable- sustainable only if there is

community commitment andinvestment. Financial sustain-ability may not be clarified intwo-year pilot

Cautionary Notes:- the actual cost of producing

fruits and vegetables may notbe lower than importing fromthe south but the social andeconomic benefit to the com-munity will compensate

Immediate

Evaluation by Criteria and Guidelines: Northern Greenhouse Pilot Project


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Prioritized Strategic Option # 6 – LocalFood Provision: Northern GardensInitiatives

Description:

Increase the number of northern gardens (private,community, school, and business) through thepromotion and provision of the necessary sup-ports. There are successful northern gardens andthe components of this success will be shared withother communities: access to local gardeningtillage equipment, seed and fertilizer; knowledgeand skills and technical support in gardening,storage, preservation and sales; management andcontrol of vandalism and theft through develop-ment of community pride and involvement;youth training and employment.

Goals:

■ To increase the practice of gardening innorthern communities.

■ To determine best practices related to produc-tion of fruits and vegetables in northernManitoba.

■ To educate and employ youth in the businessof food production.

■ To utilize nutrition education and awarenessto encourage customer purchase and/or use oflocally grown nutritious fruits and vegetables.

Outcomes:

■ A variety of locally produced vegetables andfruits are available and purchased/used at rea-sonable cost to local citizens.

■ New businesses provide long-lasting commu-nity and economic development and localfood self-sufficiency.

Initiative Components:

■ The process of community asset mapping willbe used to identify community potential,challenges and development needs for partic-ipation in garden initiatives.

■ Based on community interest, and where ade-quate soils are available, individual and com-munity gardens will be established in thecommunity. In addition, produce storage andpreservation activities and training will beidentified and offered. Volunteer participantsfrom the community are essential to be surethe gardens are well cared for and utilized.

■ Promotion of the use and benefits of garden-ing through inter-community sharing will bean important component.

■ Community gardens either must be withinwalking distance for families or flexible trans-portation to gardens will be needed.

■ Access to water supply must be included inthe plan.

■ Assistance will be given to individuals,through the use of community-owned (co-operative business structure) tillage machin-ery, seed and fertilizer supplies, soil testingand analysis.

■ Management and co-ordination of the pro-gram will require paid local technical supportas well as access to specialist/resource expert-ise and provincial program co-ordination.This initiative has a natural link with theNorthern Greenhouse Pilot Project option byproviding the seedlings for the gardens fromthe local greenhouse.

■ Employment programs can be used to hireand train the local technical person.

■ The network of local technical employees willhave opportunities to share progress, successes,research and ideas with each other on a regu-lar basis.

■ Research and testing will be done to establishthe best practises and appropriate vegetablesand fruits to be grown in northern communi-ties. From this, a model will be developedthan can be offered to other communities towork with and adapt to their circumstances.

■ Gardening information and training will beprovided to local technical staff and all familymembers of those who choose to have a gar-den.


■ Community composting project to be estab-lished to provide necessary compost ingredi-ents for the garden soils.

■ Food preservation education and support willbe provided, with assistance from ManitobaHydro home economists. This will includeeducation and programs for canning, smok-ing, drying and freezing locally grown/pro-duced foods. Financial support to purchasepreservation equipment such as canners, jars,freezers and other equipment may be needed;link to the Northern Freezer Purchase Programoption.

■ School-based community gardens will beestablished in partnership with FrontierSchool Division and other schools as requested.These community gardens will providehands-on training to high school youth in theareas of food self-sufficiency and gardeningskills. A School Initiated Course (SIC) highschool credit related to gardening and thebusiness of direct sales will be developed forFrontier School Division (and other schoolswho wish to offer it) to approve and offer. Thelocal technical employee will work with theschool and support the garden initiativesthroughout the summer months when schoolis not in session.

■ Northern gardening can be included as acomponent of a Technical Education SchoolProgram (to be developed for and used byFrontier School Division and other schools)where school students learn and apprentice inthe northern food business sector.

■ Northern gardening production, processing,marketing systems can also be incorporatedinto community Junior Achievement and 4-H program activity.

■ Produce from the community gardens can beused in school nutrition initiatives. Or, thecommunity garden can have an entrepreneur-ial or youth employment component wherestudents learn and participate in the businessof selling produce to local citizens or the retailfood store.

■ Regional Health Authorities, Food Retailers,MMF, local Tribal Council, First Nations lead-

ership, and community health and educationstaff will support and provide community-basednutrition educational programs associated withthese locally grown fruits and vegetables.

■ Equipment repair and maintenance trainingwill be needed to have skilled repair peopleavailable locally to deal with the machines andtechnology of the greenhouse structure.

■ The Northern Food Store and other foodretailers will partner with the project by pur-chasing and selling the local produce at rea-sonable prices.

■ Alternatively, direct sales/community marketsystems can be learned, promoted and imple-mented.

Partners:

■ Community leaders will foster and promotecommunity involvement.

■ Program funding for each community gar-dening initiative will be needed. Employmentand training programs will be used to fundthe local technical employee component.

■ Consultation with Cross Lake, Oxford HouseFirst Nations, Wabowden, Berens River andother communities to evaluate the gardeningmodels used successfully.

■ NACC and First Nations Leadership supportwill be needed to approve use of availableland, to help establish guidelines, and to sup-port the involvement of recreation directors.

■ Where friendship centre programming exists,they can play an integral role in helping to co-ordinate gardening initiatives, provide educa-tion and value-added programs.

■ Manitoba Agriculture, Food and RuralInitiatives and the University of Manitobawill provide the vegetable production and gar-dening expertise to the program.

■ Manitoba Agriculture, Food and RuralInitiatives, Assiniboine Community College,the University of Manitoba and ManitobaEducation, Citizenship and Youth will devel-op the high school credit course and/or


Technical Education School Program forreview and approval for use by FrontierSchool Division and other schools.

■ INAC and ANA to work together to identifyappropriate funds for research, training andstart-up costs in each community.

■ Frontier School Division, Manitoba FirstNations Education Resource Centre, JuniorAchievement and 4-H Program to advise andtest school-based education and apprentice-ship programs that are developed for highschool students and are related to northernfood business sector careers.

■ Regional Health Authorities, food retailers,MMF, local tribal council, First Nations lead-ership, and community health and educationstaff will support and provide community-based nutrition educational programs.

■ University of Manitoba gardening expertise(Merv Pritchard).

■ Mennonite Central Committee will be invitedto participate and contribute their gardenexperience with northern and Aboriginalcommunities.

Benefits:

■ Families who choose to have a garden haveready access to fresh fruits and vegetables atlow cost. This may increase their choice toconsume these nutritious foods.

■ Economic and community developmentthrough the use of community gardens,employment and sales.

■ Lower priced fruits and vegetables from com-munity gardens available on a seasonable basisin local retail food store(s).

■ Youth-based education and involvement ingardening ventures. This may also reduce therisk of vandalism to community gardeningprojects.

Challenges:

■ There is a history of negative gardening expe-riences in some northern and Aboriginalcommunities.

■ Northern gardens expertise and support isneeded and is currently lacking.

Costs:

■ The new Aboriginal Agricultural InitiativesCo-ordinator with MAFRI will spend someof his/her time working with northern pro-ducers (30-50 per cent) to facilitate this ini-tiative.

■ Relatively small program funds required onan annual basis to support the individual gar-dens, equipment and inputs.

■ Salaries or adjustments to existing job func-tions in the community and to provincial spe-cialists to provide the technical support andtraining.


All- high food prices- nutrition/healthy food

choices- availability of nutritious

foods- transportation costs- distribution costs- food production- food retailing- differences in communities

High: muchneeded nutrientcontent

- community choice as to formof gardening to take place

- community gardening andyouth education

- local person managing andassisting the projects

- local equipment available,repaired and maintained

- partnerships- networking- use existing

resources- all citizens- education and

awareness re:nutrition/healthychoices

- opportunities foryouth

- community input

HCMHC (FNIHB)Nutrition/healthCommunityNDSINACManitoba Health

ModeratelycomplexModel ortemplateexists

- start-up costsare low

- maintain costsare low

Pilot project - noworkable in communities that

have soil to work withOtherwise too costly to bringin soils

- sustainable if local technicalsupport and/or communitychampions exist

Cautionary Notes:There is a history of negativegardening experiencesGardening is not consideredcool by today’s youth

PoliticallyacceptablePublic accept-ability willdepend onvalue placedon gardeningin the community


Evaluation by Criteria and Guidelines: Northern Gardens Initiatives


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Prioritized Strategic Option # 7 –Systems Factors: Northern Food PriceSurvey Program

Description:

Food price surveys will be completed in northern andremote communities on a regular basis, using a pric-ing protocol appropriate for the north and consistentacross communities. Data will be used by a variety ofpartners including MKO, MMF, Manitoba Bureauof Statistics, Manitoba Agriculture, Food and RuralInitiatives, INAC, Food Mail, HC (FNIHB),Northern Manitoba’s Community-based Profilesproject, and Manitoba Hydro. The data will be usedto identify food price issues requiring further investi-gation such as: comparison of nutritious food priceswith other northern communities; establishment ofnorthern cost of living and/or social assistanceallowances; development of family budgetingresources; monitoring the effect of programs such astransportation subsidy, milk price review, etc.

Currently, various departments and agencies aredoing food pricing in northern Manitoba com-munities:

■ Manitoba Keewatinowi Okimakanak Inc.(MKO) is currently working with Food Mailto provide food pricing data for the FoodMail program, has access to community staffresources and is interested in having commu-nity-based food prices information.

■ Indian and Northern Affairs Canada (INAC)and the Food Mail Program has funding thatsupports the Food Mail pricing, has historicaland national food pricing data, protocols,analysis and training resources.

■ Manitoba Bureau of Statistics (MBS) hascompleted a price monitoring survey innorthern communities for over 30 years andhas financial, data base, protocols, analysisand reporting resources.

■ Statistics Canada surveys food pricing on aregular basis across the country.

■ The Northern Community-based ProfilesProject, currently being designed and testedby a partnership group of northern stakehold-

ers is developing community-based and com-munity-driven profiles that will assist in theprocess of community asset mapping. Theprofiles project will provide information forcommunity-based economic and communitydevelopment decisions. This project requiresfood pricing as a component of their cost ofliving profile.

■ Assembly of Manitoba Chiefs is interested inhaving data related to the cost of living innorthern First Nation communities.

■ Manitoba Agriculture, Food and RuralInitiatives (MAFRI) has produced a compre-hensive cost of living data base and familybudgeting resource for southern Manitobaentitled Budget Guides since 1977. MAFRI hasstaff, database, protocols, analysis and report-ing resources.

■ Manitoba Hydro has used the MBS foodprice data for several years to estimate north-ern cost of living allowances.

■ Food Security Network agencies are interestedin cost of living data and have attemptedsome northern food pricing.

Goals:

■ To complete a food price survey twice a yearin all northern communities. The timing ofthe pricing will reflect the effect of winterroad access to remote communities.

■ Nutrition and health professionals will utilizefood price survey data as a tool in educatingnorthern clients about food choices and fam-ily budgeting.

Outcomes:

■ Credible, accessible data on food prices thatcan be used in the monitoring and analysis offood-related issues in northern Manitoba.

■ Accurate milk pricing data for use byManitoba Milk Price Review Commission tosupport its milk product pricing in northernManitoba.


■ Price monitoring of nutritious foods availablefor all new initiatives undertaken to reducethe retail price of foods in northern andremote communities.

Program Content:

■ A multi-party Manitoba Food Price Surveyconsortium will be drawn together to providea common data base of northern (and south-ern) food prices that is shared, customized tomeet the needs of Consortium participantsand is made available and promoted for pub-lic use. Consortium participants will be:• Manitoba Keewatinowi Okimakanak Inc.• Manitoba Metis Federation• Northern Association of Community

Councils• Association of Manitoba Municipalities –

Northern communities • Manitoba Aboriginal and Northern Affairs• The Northern Community Profile Project

(MKO)• Northern and Aboriginal Population

Health and Wellness Institute• Manitoba First Nations Centre for Aboriginal

Health Research – U of M and AMC• Manitoba Bureau of Statistics• Statistics Canada• Assembly of Manitoba Chiefs• Manitoba Agriculture, Food and Rural

Initiatives• Manitoba Family Services and Housing• Indian and Northern Affairs Canada –

Food Mail Program• Manitoba Hydro, INCO, HBMS (an

industry representative)• North West Company and other north-

ern food retailers• representative from the nutrition/health

sector

■ Manitoba Food Price Survey Consortium willfunction as a steering committee with mem-ber participants having both an advisory andservice function:

• Initially, Manitoba Aboriginal andNorthern Affairs (ANA) will provide thesteering committee co-ordinator andfacilitator role. It is suggested that thenew Northern and Aboriginal PopulationHealth and Wellness Institute may be theappropriate agency to co-ordinate andfacilitate this program once it is opera-tional and its mandate is clarified. Thissuggestion is made as the new agency is inthe process of forming and may include asimilar consortium of stakeholders andpurpose as identified in this description.

• MBS will be responsible for gathering thefood price data; providing annual train-ing to community-based pricers; provid-ing basic data analysis; developing andproviding customized data bases/reportsto each consortium participant; providingpublic access to the data.

• MKO, SERDC, MMF, NACC and theNorthern Community-based profilesproject will promote the food price surveyat the community level; will help to iden-tify community-based people to completethe pricing each year (or twice a year toreflect winter road access in remote com-munities) and may offer communityand/or youth training funds for commu-nity food pricers.

• INAC – Food Mail Program will use thedata to contribute to its Food MailProgram data base and analysis; will con-tribute funding to train community vol-unteers to do the pricing; will provide alink to national food price data bases.

• MAFRI will contribute the experience andprotocols of budget guides and will co-oper-ate by integrating this food pricing data intothe development of the annual budgetguides manual and fact sheet materials.

• North West Company and other foodretailers will support the food pricing ineach of their stores; will permit the datato be used publicly.

• Manitoba Hydro and other northern indus-try stakeholders will be invited to contributefunding to the annual pricing process; willuse the data for company decision-making.


• Nutrition and Health Sector will identifyand use the data as a nutrition/healthanalysis and education tool for northerncitizens; will promote the use of thedata/reports with community-basednutrition and health educators.

■ Manitoba Food Price Survey Consortium willbe responsible for:• Developing clear guidelines and parame-

ters by which they will accomplish theirtask.

• Clearly establishing issues of ownership,confidentiality, access and use of the data.Access to the data is extremely importantissue and must be useable at the commu-nity level as well as by participating gov-ernment agencies.

• Clearly establishing the food price surveyinformation needs of each Consortiumparticipant.

• Developing and approving a new com-mon food pricing survey tool, protocols,data, software, reports as needed by eachparticipant.

• Monitoring and evaluating the food pricesurvey program for success and identify-ing additions and improvements to theuse of the common food price database.

• Each consortium participant will beresponsible for their own analysis anddescription of the food price data.

■ FNIHB (Health Canada), Manitoba Health;Regional Housing Authorities; Healthy ChildManitoba and Manitoba Family Services andHousing and community health educatorswill tap into the pricing data and use it toenhance programs and services related tonutrition, healthy food choices, family budg-eting and lower cost shopping skills, incomesupport and cost of living.

Benefits:

■ Increased access to regular dependable dataabout the price of nutritious foods for themany communities and agencies that canbenefit from the information. The new data-base can be designed to reflect: actual food

prices, consumption/expenditure patterns inrelation to nutritional needs, comparisons forsocial assistance and/or cost of livingallowances, milk price review monitoring,comparisons amongst communities, pricechanges over time, etc.

■ One common database of northern andsouthern food prices and one set of statisticallyvalid numbers will be developed and availablefor Manitoba.

■ This option provides for the efficient use ofexisting resources and expertise for a morecommunity-based and broader-use data baseof food prices.

■ Manitoba Bureau of Statistics involvement inthe data collection and analysis provides cred-ibility and integrity to the data base and pro-gram.

■ Once the common food price data base isestablished to provide the basic informationneeds of consortium participants, moredetailed and customized analysis of the datacan be integrated into the program over time.

■ Broad food price surveying will provide anappropriate system of monitoring milk pricesas outlined in the Milk Price Review inNorthern Communities option.

■ Regular pricing and monitoring will encour-age food retailers to provide, as much as ispossible, quality nutritious foods at a reason-able price. Note: Food retailers value a height-ened recognition for their involvement andcontributions to initiatives that benefit thecommunity, the school and the youth.

■ Focus and emphasis on nutritious foods willbring awareness to citizens of the importanceof nutritious food choices.

■ Science-based information about food pricesin northern Manitoba can provide a base forsubsequent actions.

■ This option helps to provide data and evalua-tive information as well as a partnership struc-ture that supports other strategic optionsrelated to northern food prices.


Challenges:

■ Negotiating and determining issues related toaccess to the data collected.

■ Existing food pricing programs and protocolswill require adaptation and change to accom-modate the variety of analytical needs.

Costs:

■ New money required by MBS to provide thisprogram as a core program and not as a costrecovery program to consortium participantsis estimated at $100,000 for the first year.

Software, survey tool and reporting formatdevelopment; annual program costs followingstart-up to be identified by MBS.

■ Co-ordination of community volunteers to beadded to existing agency workloads.

■ Training and honorarium costs for communitypricing will be required on an annual basis.INAC will provide human resources to trainvolunteers; MAFRI at in-kind for southerncommunities; honorariums for volunteercommunity pricers may be provided throughthe Northern Community-based Profilesproject as well as other funding sources.

All- monitoring food prices in allnorthern communities

- variability and differencesin communities

- disposable income

M - community partners- community surveyors/pricers- support to MKO goal for

community ownership/use ofpricing data and detailed community profiles


resources- all northern

citizens- education and

awareness- community input

HCMINACHC (FNIHB)Manitoba HealthCommunity

Not complexExistingmodels andtemplatesavailableGood extension of existing governmentinitiatives

Start-up:Co-ordinationand redesignexisting tools,protocols anddatabases tosuit the needsof each partner= $100,000Maintain: To beestablished

Pilot project - noWorkable if partners agree tobeing flexibleSustainable because by building on existing programs,co-ordination will minimize coststo each partner

Cautionary Notes:Legal and standard professionalpractices must be respected

PoliticallyacceptablePubliclyacceptableand requested

By MBS Adjustmentto jobdescriptionsneeded

Immediate

Evaluation by Criteria and Guidelines: Northern Food Price Survey Program


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option – Local FoodProvision: Northern Country/Wild FoodsDevelopment Program

Description:

This option focuses on the encouragement, sup-port and development of country food enterprisesfor sale and use of foods locally. This is done bypulling together project teams and resources thatwork with communities and entrepreneurs toidentify, research, develop, produce, process, mar-ket and sell country foods locally and as an exportfrom the community. Additional staff andresources would be needed by Northern ForestDiversification Centre to be able to provide thisincreased emphasis and support to food-basedbusinesses. Partnering agencies will adjust andfocus resources to provide substantial support tothe project teams.

Goals:

■ To increase the number of micro-businesswild food enterprises in northern communi-ties.

■ To have country/wild foods made more avail-able as a nutritious food source at reasonablecost to local consumers.

■ To educate and employ youth in the businessof country/wild food production and process-ing.

■ To educate northern citizens in the nutritionalvalue of country/wild foods in their diets.

Outcomes:

■ Where sustainable harvest of country/wildfoods permit, northern citizens will pur-chase/use lower cost nutritious foods in ahealthy diet.

■ New businesses provide long-lasting commu-nity and economic development and localfood self-sufficiency.

Components:

■ Community asset mapping will be used toidentify community potential, challenges anddevelopment needs for participation in coun-try foods initiatives.

■ Use of local, nutritious foods will be promotedto community members to encourage nutri-tious choices. This could be done in combina-tion with cultural camps, in school programsand teachings by the Elders from the commu-nity. Including youth in the benefits andopportunities is an important part of the sus-tainability of these types of initiatives.

■ Examples of country/wild foods to be investi-gated and harvested in a sustainable mannerincludes: mushrooms, berries, wild rice, fid-dleheads, wild flower honey, Manitoba mapleand birch syrup, medicinals (within the guid-ance of the Elders), wild game, rabbits, fish,etc.

■ Northern Forest Diversification Centre(NFDC) hires one to two professional staff toco-ordinate, manage and promote and helpidentify community initiatives related tocountry foods opportunities. NFDC will sup-port each project team and provide marketingand sales support for producers.

■ Project teams of government experts/special-ists dedicated to work with local entrepre-neurs and/or community groups to identify,research, develop, produce, process, marketand sell local country foods.

■ Economic development staff with tribalcouncils, First Nations communities, MMF,Communities Economic Development Fund,Local Government Development (ANA) and

Detailed Strategic Option DescriptionsAdditional Strategic Options


municipal corporations become the projectteam lead for the entrepreneur or communityco-op. Project team lead provides the co-ordi-nation, pathfinding and facilitation of inputby the various experts dedicated to the projectteam.

■ Incorporating the use of country foods intonutrition awareness and education initiativeswill give another opportunity for health andnutrition educators to get their message acrossre: healthy living and nutritious choices.

■ NFDC will also facilitate the sharing of foodbusiness successes with other communities bysupporting entrepreneurs learning how toteach entrepreneurs and by providing hands-on workshops.

■ A school initiated course could be developedfor testing and use with Frontier Division,Manitoba First Nations Education ResourceCentre and other schools. Other youth pro-grams such as 4-H and Junior Achievementcan contribute to the education and trainingof youth.

■ There is also a potential for many of thesefoods to be sold to southern markets, once thelocal demand is met. Partnerships are devel-oped with transport companies to co-operateand co-ordinate back-haul opportunities outof the community that will reduce the trans-portation costs for food coming into the com-munity.

■ Communities are surveyed to identify whichcountry foods they may wish to have availablelocally and which are not currently accessibleto them.

■ Government funding for country/wild foodsbusinesses will require a designated percent-age of the food product to be sold locally at areasonable price, based on communitydemand. Additional food products can besold into higher premium niche markets insouthern communities.

■ One method of sharing community/wild foodbusiness success, for promoting the consump-tion of local foods and for teaching others isthrough the development of recipes.

Initiatives such as the production and sale of acountry/wild food recipe book, recipe sheetsand/or recipe contest are some examples.

Partners:

■ Northern Forest Diversification Centre will pro-vide the overall co-ordination and facilitation ofthis program. This will be done by facilitatingpartnerships; by facilitating the development ofand supporting the project teams for eachmicro-business venture; by providing co-opera-tive marketing and sales services as needed; andby facilitating the sharing of business successacross the province.

■ Northern Forest Diversification Centre pro-vides the one-on-one support to individualsand communities to develop the businessesand market the products.

■ Manitoba Agriculture, Food and RuralInitiatives, Food Development Centre,Manitoba Industry, Economic Developmentand Mines and Manitoba Conservation pro-vide commitment for staff involvement onproject teams. Their role is to provide theexpert information and support related tofood production, harvesting, processing, foodsafety and quality, nutritional benefits, foodpreparation, packaging, business planning,marketing, and sales.

■ Economic development staff with tribal coun-cils, First Nations communities, MMF,Communities Economic Development Fund,Local Government Development (ANA) andmunicipal corporations develop skills andadjust job descriptions, as needed, to act asproject team leads.

■ The Northern Stores and other local foodretailers will partner with the country foodbusiness, where appropriate, to make the foodavailable locally at a reasonable price to localcitizens.

■ Individuals and/or community groups identifythe potential opportunities and invest time,energy and dollars into the initiative.

■ Existing funding agencies – municipal,provincial and federal – yet to be determined.


■ Trucking companies will co-operate and co-ordinate their back-haul opportunities withincoming truckloads.

Benefits:

■ Increased promotion, access and use of nutri-tious country foods at a reasonable price plusincreased food security.

■ Economic and community developmentwhere there is a sustainable supply of countryfoods available.

■ Facilitation of partnerships and programdelivery will help to reduce bureaucratic bar-riers currently existing with micro-enterprisefunding and program services.

■ Increased sources of employment and incomefor citizens in the north.

■ Back-haul opportunities out of northerncommunities, to help reduce the cost ofbringing foods into the community.

Challenges:

■ Maintaining sustainable levels of harvest ofcountry/wild foods.

Costs:

■ New staff and operational costs for NorthernForest Diversification Centre are $80,000.

■ Adjustments to existing human and financialresources within various participating agen-cies.


All: dependson availablesupply

- high food prices- availability of nutritious

foods- awareness of healthy food

and lifestyle choices- transportation costs- distribution costs- competition- food production- food processing- food retailing- variability and differences

in communities- country foods- disposable income

High - community asset mapping- focus on community-driven

and local food sector ventures- using a local food supply


resources- all citizens:

depends onavailable supply

- youth educationand participa-tion

- community input- economic devel-

opment

NDSHCMINACHC (FNIHB)Nutrition/healthCommunity

Moderatelycomplex- requires

additionaldollars, co-ordinationand jobdescriptionadjust-ments

- programsand techni-cal skillsexist butrequire newparadigms

New staff posi-tion required ona long-termbasisAdjustment toexistingresources

Sustainability depends on:- good community asset map-

ping for potentials and chal-lenges

- long-term staff resources andsupport

Cautionary Note:- potential conflict between sell-

ing products for high profits tothe south verses providinglocal foods at fair price


Evaluation by Criteria and Guidelines: Northern Country/Wild Foods Development Program


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option – Systems Factors: Northern Freight RateReduction Options

Description:

There are several options that government maychoose to implement that will reduce thefreight/transportation costs of nutritious foods tothe north:

1. Government may choose to change regula-tions to allow trucking companies to uselonger truck trailers (rocky mountain dou-bles) on the more narrow northern roads. It isargued that the change in regulation will helpto decrease trucking costs to northern com-munities. This option proposes that all suchcost savings to the company will be directedto reducing the freight cost of nutritiousfoods transported to the north.

2. Manitoba may choose to lobby Canada toeliminate the GST charged on the freightcosts of nutritious foods to northernManitoba.

3. The Province of Manitoba may choose todesign and implement a fuel tax exemptionfor trucking freight and airfreight companiesdelivering nutritious foods to northern com-munities. The province may wish to target theexemption to shipments into the isolatedcommunities without all-weather road access.This exemption could be modelled after theone offered to mining exploration companiesfor off-road exploration and ore recovery.

4. The Province of Manitoba may choose toenhance the frequency of ferry service intoremote communities. During the times ofyear where ferry service is provided, more fre-quent ferry service allows for retailers to shipin nutritious perishables on a more regularbasis. This supports food retailers in provid-ing greater quantity and better quality nutri-tious foods to those communities.

5. See Northern 18-month Food Mail PilotProject (also a freight reduction option).

Goals:

■ Government will use regulation, taxation andpolicies to reduce the cost of freight of nutri-tious foods to northern communities.

Outcomes:

■ Lower retail food prices for the consumer.

Components:

■ Freight costs to northern communitiesincludes that charged by truck, ferry and airtransportation systems. Freight charges con-tribute significantly to the high price of retailfoods in northern Manitoba, especially for airfreight of perishable foods into communitieswithout all-weather road access.

■ The Province of Manitoba would investigateand evaluate pros and cons of the first fouroptions for northern, especially remote north-ern, community prices of nutritious foods.Specific emphasis will be on the policy ofreducing the freight costs for nutritious foodsbeing sold to northern citizens. The necessarychanges to regulations and laws can then beimplemented.

Partners:

■ Manitoba Transportation and GovernmentServices (TGS) will have the major responsi-bility for implementation of any or all of thefour proposed options to reduce freight costs.TGS will also be responsible for negotiatingand monitoring the freight charges to north-ern communities to ensure the cost savingsresult in preferred freight rates for nutritiousfoods to the north.

■ The list of nutritious foods that qualify forthe reduced freight rate will be established bya committee of northern stakeholders andhealth professionals and could be the same listas developed under the Northern NutritiousFood Rebate Program option.

■ Manitoba Milk Price Review Commissionwould be asked to contribute to the develop-ment of the formula for the preferred nutri-


tious food freight rate. This would be madepossible if the Milk Price Review in NorthernCommunities option was implemented.

■ Trucking, ferry, rail and airline companiesthat haul food products to the north, as part-ners in these options, will co-operate in iden-tifying reasonable ways to implement, evalu-ate and monitor cost savings to be applied tofreight charges for selected nutritious foods.

■ North West Company stores and other foodretailers will be asked to partner in ensuringnutritious foods sold in the community reflectthe transportation cost saving with lower foodprices.

■ Retail food prices and the effect of thesefreight cost reductions on nutritious foodswill be monitored by the food price surveyingas outlined in the Northern Food Price SurveyProgram option.

Benefits:

■ Significant reductions to the retail price offoods can be accomplished by reducing thefreight costs for shipping them into northernand remote communities.

■ Emphasizing reduced freight charges for a listof nutritious foods will ensure all cost savingsare applied to nutritious food and not distrib-uted broadly throughout the company business.

Challenges:

■ Complex and untested process to calculatehow and how much the cost savings to truckand air freight companies will be applied tofreight costs for nutritious foods being trans-ported into northern communities.

■ Additional and complex administrative proce-dures will be required to set up, monitor andaudit new exemptions and/or rebates.

■ Challenge to ensure reduced freight costs ispassed on to consumers through lower pricesfor nutritious foods.

Costs:

■ Costs related to analysis and design of any orall of the freight reduction options.

■ Administrative costs to design and monitorthe transfer of freight cost savings to the trans-portation of nutritious foods will be incurredby both TGS and the various freight handlingcompanies.

■ Lost tax revenue by both the federal andprovincial governments – yet to be deter-mined.


All- transportation costs- high food prices of

nutritious foods

- local food retailers apply thefreight cost savings to nutri-tious foods at point of sale

- partnerships- regulation

changes- equity with the

south

NDSHCMHC (FNIHB)Nutrition/health

Moderatelycomplex- regulation

changeshave beendiscussedand con-sidered

- new freightcost pricingsystem tobe calculat-ed andapplied tonutritiousfoods

Unknown Workable and sustainable withco-operation from all partiesCautionary Note:Issues of sustainability relatedto increased weight loads onexisting road structure

Immediate

Evaluation by Criteria and Guidelines: Northern Freight Rate Reduction Options


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option – Local FoodProvision: Northern Youth LeadershipTraining Initiative

Description:

A new northern youth leadership skills course willbe developed for use with middle grades schoolstudents. Based on community interest and need,the leadership course, the 4-H program (a youthleadership program), and Junior Achievement (ayouth business training program) will be promoted,supported and delivered in northern communitiesin partnership with Frontier School Division andother schools. This option promotes long-termstrategies for community development, communityleadership and business skill development.

Goals:

■ To provide leadership and food business train-ing to northern youth.

■ To deliver the 4-H and Junior Achievementprograms in all northern communities.

Outcomes:

■ Northern youth are skilled in leading com-munity projects and food businesses.

■ All northern and remote communities haveincreased self-sufficiency in local food provi-sion over a period of five to 20 years resultingin lower costs for nutritious foods in eachcommunity.

Program Content:

■ A process of community asset mapping willoccur to determine local interest and capacityto initiate youth leadership and food businessprograms in the school and community. It isrecognized that in smaller communities,youth programs must attract all youth in thecommunity to be successful.

■ A new youth leadership course will be devel-oped for use in middle school grades. Thecourse will focus on the information and skillsspecific to leadership in northern communi-

ties and organizations. This was an identifiedgap and need by Frontier School Division.

■ A new technical education school programwill be developed for high school youth toprepare students for a career in northern foodproduction, processing and marketing.

■ The 4-H program will assist in developing theyouth leadership course utilizing existing 4-Hprogram and MAFRI departmental resources.The new leadership resource will be developedusing an advisory committee comprised ofinterested stakeholders such as Elders, MMF,MKO, Frontier School Division, ManitobaFirst Nations Education Resource Centre, andManitoba Education, Citizenship and Youth.

■ The 4-H program, MAFRI, will partner inpiloting and delivering the course, through a4-H project format in Frontier SchoolDivision schools. This youth leadership pro-gram will complement Frontier SchoolDivision’s existing leadership course for highschool students.

■ Manitoba First Nations Education ResourceCentre will be asked to assist First Nationschools in northern communities access theleadership course and the 4-H program asrequested. The 4-H program will evaluate andidentify flexible options of delivery for north-ern and remote communities.

■ Recreational directors and school teachers willbe encouraged and supported to use the course,the 4-H program, and Junior Achievement asyouth leadership and business developmenttools in their communities. Work with pro-grams such as Community Mobilization andCrime Prevention (contact Lisa Tremblay) andyouth employment programs within theAboriginal Human Resource DevelopmentAgreement (MMF & AMC).

■ A northern 4-H staff person will be hired todevelop and deliver northern focussed youthlocal food production and leadership pro-grams and resources. This can be done inpartnership with Frontier School Division,Manitoba First Nations Education ResourceCentre and community Recreation Directors.New 4-H project material will also be devel-


oped with an aboriginal interest in mind. 4-Hprojects will help to teach aboriginal culturalcrafts such as working with birch bark, bead-ing, tanning and using wild meats and plants.

■ Build on current community initiatives suchas the partnership of commercial greenhouseoperations, Frontier School Division andWabowden Community Council.

■ The 4-H program will be utilized in theyouth education related to the NorthernGreenhouse pilot project and the NorthernGardens Initiative options and NorthernLivestock Development pilot projects.

■ Additional new 4-H resources will also bedeveloped to assist in the training of adult vol-unteers. These resources will have an Aboriginalinterest and will encourage the teachings byElders in the community. 4-H program hasproven flexibility in adapting its program towork with 4-C (4-H) youth in Durango,Mexico and school students from Japan.

■ Manitoba Culture, Heritage and Tourism willbe approached for funding and support forannual northern regional youth and adulttraining events.

■ Frontier School Division and/or ANA will beasked to partner by providing office space andadministrative support to the 4-H staff person.

Partners:

■ Manitoba Agriculture, Food and RuralInitiatives, 4-H program staff will develop theyouth leadership course in partnership withFrontier School Division and AboriginalEducation Resource Centre to ensure it meetsthe leadership development needs of northerncommunities.

■ Frontier School Division, Manitoba FirstNations Education Resource Centre, otherschools and Recreational Directors will pro-mote the use of the leadership skills develop-ment course and the 4-H program in theircommunities.

■ Community leadership and social agencieswill encourage and support the development

of youth leadership and food business skillstraining programs.

■ Manitoba Aboriginal and Northern Affairs’Recreation/Wellness Consultants will furtherpromote and facilitate the development ofboth the 4-H and Junior Achievement pro-grams.

■ Manitoba Culture, Heritage and Tourism willbe asked to investigate funding opportunitiesfor northern adult and youth training events.

Benefits:

■ Use of existing resources and programs such asthe 4-H program, Frontier School Division,Manitoba First Nations Education ResourceCentre, and community recreational directors.

■ Satisfies a specific need identified by FrontierSchool Division.

■ Training of northern and Aboriginal youth incommunity leadership and food businessskills needed for their future and the future-economic and development in northern com-munities and organizations.

■ Further promotion and development of the 4-H program in northern Manitoba will resultin bringing additional benefits of the 4-H pro-gram to northern youth such as nutrition andfood preparation, small business development,gardening, greenhouse operation, livestockproduction, crafting as a business, publicspeaking and meeting management.

■ The 4-H program also provides training anddevelopment of volunteer adults to lead 4-Hclubs and activities. Consequently adult vol-unteers benefit from leadership and technicalskills training.

■ Junior Achievement programs, delivered byschool teachers in the school, will increasebusiness knowledge and skills in northernyouth.

■ Support to prioritized strategic options suchas Northern Greenhouse pilot project, NorthernGardens Initiative, Northern Food BusinessDevelopment and Northern Community Foodsprograms.


Challenges:

■ Jurisdictional barriers in reaching northernschool youth.

■ In some communities, there is limited experi-ence by adults in leading volunteer youth pro-grams and a perception that their skills are notadequate.

Costs:

■ Additional resource development and staffcosts required in the 4-H program. At leastone new staff position and operating expensesof about $100,000.

■ A second person could be hired under anorthern employment and training programto build northern skills, expertise and employ-ment.

■ Office space and administrative support costsprovided by ANA or Frontier SchoolDivision.

■ Manitoba Culture, Heritage and Tourism willbe asked to provide development funds to assistnorthern youth and adult leadership trainingevents, $20,000 annually.

All- lack of awareness ofhealthy food/lifestyle

- new knowledge and skillslearned re: food production,processing, entrepreneur-ship, community leadership

- differences in communities

- input from northern groups onschool leadership coursedesign and 4-H program re-design for northern people

- delivery of leadership coursein local schools

- community participation in 4-Hprogram

- partnerships- use of existing

resources- all citizens- equity with the

south- education and

awareness re:nutrition andhealth

- opportunities foryouth

- community input

NDSNutrition/healthCommunity

ModeratelycomplexPublicly andpoliticallyacceptable

New staff posi-tion, programand operationalbudgetsrequired

Workable and sustainablebased on ongoing governmentfunding

Long-term

Evaluation by Criteria and Guidelines: Northern Youth Leadership Training Initiative


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option – Local Food Provision: Northern FreezerPurchase Program

Description:

The freezer purchase program will assist families topurchase bulk (larger quantities) of nutritious foodsat a lower/sale price. A freezer purchase fund will beestablished by provincial and federal governmentpartnership funding. Northern organizations,MKO, MMF and NACC will work co-operativelyto purchase the freezers and make them available toany northern citizen, community organization orfood business that wishes to purchase one. The pro-gram will negotiate a bulk purchase price as close towholesale cost as possible (First Nations BuyingGroup may be able to partner in this process).Northern citizens, organizations, businesses canapply to purchase the freezer and repay the costmonthly, as income levels permit. The program willbe ongoing for as long as there is demand for freezerpurchases. The freezer purchase fund, renewed byrepayments, continues to be available for future pur-chases. Nutrition and food preservation informationand education will complement the program.

Goals:

■ To make the purchase of freezers more acces-sible to northern citizens, organizations andfood businesses.

■ To offer and provide nutrition and foodpreservation education to citizens accessingthe freezer purchase program.

Outcomes:

■ Northern citizens and organizations take advan-tage of bulk purchase of nutritious foods atlower/sale prices and store them in their freezer.

■ Northern citizens and organizations makebetter use of garden or greenhouse produce aswell as local meat supplies.

■ Northern food retailers upgrade their coolerand freezer equipment and better manage,store and display nutritious perishable foodsin their store.

■ Increased purchase and use of nutritiousfoods.

Program Components:

■ Manitoba Hydro will be asked to work withnorthern organizations, MKO, MMF, andNACC to partner in designing, managing,administering, promoting and accounting forthe freezer purchase program.

■ Manitoba Hydro will be invited to provide themoney for start-up funds for the NorthernFreezer Purchase Program.

■ Handling and distribution of the freezer tothe customer could be done separately or co-operatively with local retailers, depending onthe most cost effective way for the customer.

■ All northern citizens, food retailers, andorganizations such as school and communityfood programs will be eligible to apply,through a simple application procedure, topurchase, have delivered and establish a re-payment plan for a freezer.

■ Manitoba Hydro will be asked to providefood preservation and nutrition informationand education to all participants in the freezerpurchase program.

■ Local community health and nutrition educatorswill be able to encourage and promote participa-tion in the program and provide complimentarynutrition and health education.

Benefits:

■ Easy and low cost solution for citizens, organ-izations and businesses to have a freezer avail-able to them.

■ Purchasing in larger quantities can helpnortherners to benefit when nutritious foodsare sold at lower prices. This can result inincreased quantities of nutritious perishablefoods being brought in to the community bythe retailer and sold at lower prices because ofthe increased volume of sales.

■ Nutrition education and food preservationeducation helps families make the best use ofthe freezer.


■ Food retailers can provide better quality per-ishable foods for sale in their stores.

■ Support to prioritized strategic optionsNorthern Greenhouse pilot project, NorthernGardens Initiatives, Northern CommunityFoods program and Northern Food BusinessDevelopment programs.

Challenges:

■ Promoting the availability of the NorthernFreezer Purchase Program to all those whomay wish to participate will require signifi-cant investment of time and energy by partic-ipating northern organizations.

Costs:

■ A start-up fund of $200,000 (ManitobaHydro) will be required to allow for approxi-mately 600 northern citizens and three to fournorthern organizations or businesses to accessthe freezer purchase program in the first twoyears. Repayment programs will replenish thefund and allow for ongoing purchases, on afirst-come-first-served basis in future years.

■ Additional dollars will be needed to promoteand administer the Northern Freezer PurchaseProgram on an ongoing basis.

All- high food prices- awareness of healthy foods- availability of nutritious

foods- distribution costs- variability and differences

in communities

Medium - partnerships with northernorganizations and ManitobaHydro to design and deliverthe program

- promotion of the programrequires community-basedpromotion and food preserva-tion training

- use of partner-ships

- reaches all citizens in thenorth

- education andawareness

- communityinput: peoplechoose to par-ticipate basedon their ownneeds

- individuals,groups andfood retailerscan participate

HCMINACHC (FNIHB)Manitoba HealthNutrition/healthCommunity

Not complexTap intoManitobaHydro’sfocus onenergy andpast experi-ence in loanprograms

Start-up at$200,000Renewableongoing fundsthrough loanrepayment

Workable based on programdesign and access by all north-ern citizensSustainable based on loanrepayments being honoured

Immediate

Evaluation by Criteria and Guidelines: Northern Freezer Purchase Program


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option – SystemsFactors: Northern 18-Month Food MailPilot Project (also a freight rate reduction option)

Description:

A pilot project in one remote community will testthe effectiveness of a substantial transportationsubsidy ($.30/kg) for a select list of nutritiousfoods. This subsidy would be through the FoodMail Program funded by INAC and HealthCanada and has been found effective in remotecommunities in other provinces and Territories.The pilot project includes significant consumereducation, food and nutrition surveys, plus pricemonitoring throughout the 18-month pilot.

Goals:

■ To pilot test the Food Mail program, at areduced freight cost to food retailers, in onenorthern remote community, preferably onethat includes both a First Nations and NACCcommunity.

■ To introduce and test the procedure of usingthe Food Mail Program in Manitoba.

■ To evaluate the direct benefit of this freightcost subsidy to the nutritional health of thecitizens in this community.

■ To gather community-based data related tofood pricing and consumption patterns.

■ Nutrition and health professionals will pro-vide nutrition education and awareness pro-grams to encourage customers to purchase thedesignated nutritious foods.

Outcomes:

■ Increased customer choice to buy larger quan-tities of nutritious foods.

■ Enhanced nutrition and food monitoring,education and awareness will occur in thissame community.

Project Components:

■ Community asset mapping will be used toidentify a remote community’s readiness toparticipate in the pilot project. The option totap into the Northern Community-basedprofiles project would assist in this process.

■ One remote (winter road access) Manitobacommunity will choose to participate in aFood Mail pilot project that includes:• The transportation subsidy rate of $.30

per kg (plus $.75 per parcel) for the FoodMail selected nutritious foods.

• Baseline and follow-up nutrition surveys(24-hr diet recall and food frequency)with all women of childbearing age.

• Baseline and follow-up surveys on foodpurchasing and food security with allhouseholds.

• Regular (every four to six weeks) priceand quality monitoring surveys through-out the pilot are completed by a local per-son who receives training and reimburse-ment by the pilot project to do so.

• Nutrition education and awareness pro-gramming directly associated with thereduced price of nutritious foods.

• Local food retailers participate as partnersin the pilot.

• The pilot community would be chosenbased on need, community consultationand eagerness to participate.

■ Work with Fred Hill, Food Mail Program, todevelop the Food Mail protocol and proce-dures. One component will be for a ministe-rial request to come from the province.

■ If appropriate, work with Faculty of HumanEcology Masters Program to hire a Mastersstudent to study the effect of lower prices anda person’s decision to choose and purchasenutritious foods.

■ It may be reasonable to see a pilot begin in the2003-2004 or the 2004-2005 fiscal year.


Partners:

■ INAC provides the Food Mail Program sup-port, co-ordination and base air transporta-tion subsidy.

■ Health Canada provides the additional fund-ing for the pilot (funds are directed throughINAC).

■ Canada Post implements the freight proce-dures and subsidy for the customer.

■ Regional Health Authority works with HealthCanada, INAC and local schools to providethe targeted nutrition programming andawareness.

■ The food retailer partners with the project bybecoming a Food Mail customer, by makingnutritious foods more available and visible, bysupporting the food pricing and quality sur-veying, by participating and supporting thenutrition education and awareness campaignas is appropriate to do so.

Benefits:

■ Choosing a remote community will allow thepilot to work in a Manitoba communitywhere the transportation cost is one of themajor reasons why the price of nutritiousfoods is high in the community. This com-munity, itself, would benefit significantlyfrom the pilot project.

■ Expectation that there will be increased con-sumption of nutritious foods.

■ Choosing a community that has a North WestCompany store, as a partner will help to inte-grate the importance of nutrition, health andwell-being into the policies of the companywhich serves much of northern Manitoba.However, all food stores in the communitywill be invited/expected to participate in thepilot.

■ Applying the holistic approach of subsidizingtransportation costs for nutritious foods, andnutrition, price and food quality surveying withcommunity education and awareness in a pilotproject in Manitoba will allow for a successfulimpetus and model for other communities touse in the future whether or not Food Mailsubsidy to $.30/kg remains in effect.

■ Having the pilot project in Manitoba willfacilitate the development of the Food Mailsystems within Canada Post. This will make iteasier for other communities to use FoodMail’s regular subsidy, if appropriate.

■ The difference between past recommenda-tions for Manitoba to participate in the FoodMail program: this option identifies a pilotproject for one remote community inManitoba. In the past, all 19 remote commu-nities were included in the proposal.

Challenges:

■ Funding for Food Mail programs is deter-mined annually and its future is not clear.

■ Funding for the pilot project is yet to be com-mitted.

■ Should this pilot project be successful, therecould be increased expectations for additionalsites across the province.

Costs:

■ INAC/Health Canada costs to be determinedat a later date.

■ Potential implication for the province to con-tribute the contract funds for the nutritionsurvey. An option would be for a staff personwith Manitoba Health or the RHA to com-plete the nutrition survey as an in-kind con-tribution to the pilot project.


RWA- high food prices- availability of nutritious

foods- transportation cost- variability and differences

in communities

H - community consultation andchoice to be involved

- community nutrition, foodchoices, price and quality surveys

- increased awareness aboutthe Food Mail Program

- targets all peo-ple in communitynot specificgroups

- partnerships- existing

resources- equity with other

provinces for apilot

- nutrition educa-tion

- community inputby thoseimpacted

HCMINACHC (FNIHB)Nutrition/healthCommunityManitoba Health

Moderatelycomplex- existing

model

TBA providedby INAC FoodMail

Pilot – yes- workable based on two other

community pilot experiences- Not sustainable – depends on

federal government funding

Cautionary Notes:- only one community will bene-

fit. Others may expect equity- fed government is not clear on

future of Food Mail

- perceivedpublic andpoliticalsupport

Immediate2003

Evaluation by Criteria and Guidelines: Northern 18-Month Food Mail Pilot Project (also a freight rate reduction option)


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option – Local Food Provision: Northern LivestockProduction Pilot Projects

Description:

This option will pilot test the viability of livestockfarming operations for remote and isolated com-munities. There is some history where farm ani-mals have been raised for food in northern com-munities. However, there is a need for currentinformation and research as to the viability of live-stock operations such as chickens, eggs, rabbits,goats, beef, or pork, etc., in remote and isolatednorthern communities. In addition, issues relatedto animal slaughter and butchering, inspection,waste management, feed supply, etc., requireinvestigation and innovative solutions. Two tothree remote communities will choose to partici-pate in this three to five year study and pilot proj-ect. Manitoba Agriculture, Food and RuralInitiatives will facilitate the pilot by co-ordinatingthe research, providing technical expertise andworking with the community to provide training,resources, and business planning and other sup-port as needed. Additional resources will be need-ed and include: funding for research and gatheringknowledge about new technologies and systemsthat will work in Manitoba’s northern communi-ties; a paid pilot project manager for each pilotsite; technical and business management trainingand support; funding for capital and operationalcosts; training in animal slaughter, butchering,food safety and handling systems.

Goals:

■ To determine which kind of livestock opera-tions can be viable in northern remote andisolated communities.

■ To develop best practises for community-based livestock operations, slaughter and handling in northern remote and isolatedcommunities.

Outcomes:

■ Livestock operations provide a local supply ofmeat for the community at a price lower thanmeat shipped in from the south.

Project Components:

■ The process of community asset mapping willbe used to identify community potential,challenges and development needs for partici-pation in the small livestock pilot project.

■ Based on the community asset mappingresults, two to three remote northern commu-nities will choose to participate in a livestockproduction pilot project to establish its viabil-ity as a sustainable way to provide a local meatfood source for the community.

■ Innovative and alternative production,slaughter and butchering methods, systems,business structures will be investigated andtested. Operations may be piloted for eggs,chickens, beef, rabbits, goat, or pork, etc. Thehistorical knowledge and expertise about rais-ing animals in northern Manitoba will beresearched and used in the development ofthese new pilot projects.

■ A livestock operation could be a community-owned and operated venture, perhaps a co-operative business structure or an owner-operated business, depending on the commu-nity’s identified need.

■ The new position with MAFRI, the AboriginalAgricultural Initiatives Co-ordinator, will workwith northern organizations such as MKO,Tribal Councils, MMF, NACC and communi-ty leaders to identify which communities willparticipate in the pilot project. This person willcontinue to provide community support andliaison for the pilot project and if successful,ongoing support to the operation.

■ Manitoba Agriculture, Food and RuralInitiatives, Livestock Development andDiversification Section will require aSpecialist to facilitate the pilot projects. Thisstaff person will provide technical informa-tion, research and advice and will bringtogether a project team of community repre-sentatives, specialists from within MAFRI,other departments, Agriculture and Agri-Food Canada to provide information aboutnew technologies and production methods,cost of production, food safety and handling,nutrition and health education and others as


needed. Currently, there is a gap in knowledgerelated to livestock production systems innorthern Manitoba. MAFRI will dedicatesufficient time and resources to narrow thisgap in knowledge and will co-ordinate thedevelopment of best practises guidelines forlivestock operations in northern and remoteManitoba communities.

■ Circumpolar, participating countries will becontacted for information on technologiesand systems that have proven successful innorthern climates.

■ Community composting and waste manage-ment will be established and will be used forfertilizer and to enhance soils for gardeningand/or greenhouses initiatives, should theyexist in the community.

■ Wherever practical and cost effective, livestockoperations could grow, over time, to providemeat products for nearby communities.

■ Best Practises and successful models/tem-plates for livestock operations in the northwill be developed and shared with othernorthern communities.

■ Livestock production business planning,management and employee training will beprovided for all participants in the pilot project.

■ A School Initiated Course (SIC) high schoolcredit, and possibly a technical educationschool program, will be developed in co-oper-ation with Frontier School Division, ManitobaFirst Nations Education Resource Centre andother schools (Manitoba Education,Citizenship and Youth approval required).These high school courses will educate andtrain youth on the production, business plan-ning, business opportunities and managementof livestock operations, as well as other north-ern food production and processing ventures,in the north. Youth will also be offered employ-ment and apprenticeship opportunities towork in the livestock business.

■ There is a natural tie to the 4-H youth foodproduction, business and leadership skillsprogram (see Northern Youth LeadershipTraining Initiative option).

■ A funding source will be required to assist inthe research, capitol and operational costs ofthis pilot. The pilot project is designed to aidin community food security, as well as eco-nomic development, and therefore should notbe held to the strictest terms of cost analysisand profitability.

■ Based on community identified need, thelocal food retailer can be encouraged to par-ticipate in the pilot. In this case, the goal willbe for the livestock operation, slaughter andbutchering businesses to produce the quantityand quality of meat supply required for sale inthe store at a price lower than it costs to shipthe product into the community.

■ Regional Health Authorities, Food Retailers,as well as MMF, MKO, tribal councils, localschools, and community health workers andeducation staff will complement this initiativeby providing community-based nutritioneducational programs that build on choicesrelated to locally grown, nutritious and qualityproducts.

■ Equipment repair and maintenance training willbe needed to have skilled repair people trainedand available locally to deal with the machinesand technology of the greenhouse structure.This same technician could be trained and avail-able for repair of local refrigeration and coolingsystems. This can help to reduce operating costsof local food business and therefore have animpact on lowering food prices.

Partners:

■ Community investment in the pilot project isessential and will require community invest-ment of time, leadership, financial contribu-tions, support and promotions.

■ Manitoba Agriculture, Food and RuralInitiatives will be asked to focus and providelivestock production expertise, liaison, bestpractises guidelines and producer support.

■ Tribal Wi-Chi-Way-Win Capital Corporationprovides agricultural and business loans toAboriginal farmers and businesses. Otherresearch and business development funds canbe identified.


■ Agriculture and Agri-Food Canada will beinvited to participate in the development andfunding of the pilot project.

■ Food retailers can participate in the pilot asthe purchaser of the meat products and sale tothe customer in the community at a pricelower than what it costs to ship the food infrom the south.

■ Regional Health Authority staff, food retail-ers, local schools, and staff with MMF,NACC and local tribal council, will providecommunity-based nutrition education pro-grams to compliment and promote the locallygrown nutritious food.

Benefits:

■ The viability of livestock production, slaugh-tering and butchering operations in northernManitoba will be tested and proven or dis-proved.

■ High quality and locally grown meat productswill be available to the community.

■ Economic and community development willenhance community pride, self-reliance andachievement.

■ Involvement of youth increases their aware-ness of food production, employment andbusiness opportunities, training and certifica-tion for involvement in food production.

■ Inter-community trade may enhance theavailability of locally grown nutritious foodsin nearby communities.

■ Community composting adds value to thecommunity.

Challenges:

■ Significant challenges and a lack of knowledgeand expertise exist in the area of livestock pro-duction, slaughter and butchering in northernManitoba. Some of these include: feed sourceand costs; animal shelter and handling systems;predators and flies/insect management; foodsafety and handling; meat regulations andinspections; veterinary services; livestock wastemanagement; lack of knowledge, expertise andexperience in meat production in northerncommunities and others.

Costs:

■ Significant investment in costs related toresearching, designing and building appropri-ate livestock production, slaughter andbutchering operations in northern Manitoba.A cost analysis will need to be completedprior to funding application to appropriateagencies.

■ Two to three pilot project manager salaries,expenses and training costs of about$120,000 per year.

■ Ongoing operational costs until productionand processing reaches a cost recovery level ofsales to the local retail food store and/orneighbouring communities.

■ Province of Manitoba to designate additionallivestock specialist staffing and operationalcosts to co-ordinate the pilot project of about$100,000/year.


RWARA

- availability of nutritiousfoods

- high food prices- transportation costs- distribution costs- food production and

processing- variability and differences

in communities

Medium- other sources

of meat andfish are avail-able locally

- community choice and invest-ment to participate

- local ownership and/or man-ager of pilot

- local training and support

- partnerships,use existingresources

- equity withsouthern live-stock produc-tion support andservices

- nutrition educa-tion and aware-ness


- local youthemploymentand education

- community inputas to livestockproduced, busi-ness structureand method ofsale/distribution

NDSHCMINACHC (FNIHB)Manitoba HealthNutrition/health Community

Moderatelycomplex:- new dollars

needed- technology

modelsexist inother juris-dictions

- requiressubstantialskill train-ing andsupport

PoliticallyacceptablePubliclyacceptable –where thecommunitysupports theconcept.Some con-cern aboutthe feasibilityof livestockproduction inthe north tobe deter-mined in asystematicand commu-nity-basedprocess

- high start-upcosts relatedto researchand produc-tion and processingsystems

- ongoing oper-ational costsshouldbecome cost-recovery overtime

Pilot project - yes- workable and sustainable

based on government’s invest-ment in research, best practis-es, and ongoing support. Alsocommunity capacity anddesire to participate

Immediate

Evaluation by Criteria and Guidelines: Northern Livestock Production Pilot Projects


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


Additional Strategic Option: For furtherstudy and consideration: Food CostRebate Options – Consumer Rebate orIncentive; Northern Healthy FoodsRewards Program

Description:

North West Company has developed and is imple-menting a Healthy Living Products program fortheir Nunavut stores. This program encourages thepurchase of healthy living products with a rewardbased on volume of sales benefiting the local school.Frontier School Division has developed a compre-hensive Healthy Food Policy for all schools in thedivision. In addition, the province is undergoing thedevelopment of a Healthy Schools Policy. Frontierhas expressed interest in partnering with food retail-ers in northern Manitoba to provide fundraisers andenticements to make healthy food choices. Thisoption encourages the two agencies to open discus-sions about a nutritious food reward program innorthern Manitoba Schools. This can provide amodel/template for other food retailers and schoolsto implement a healthy food rewards program fortheir communities.

Goals:

■ To facilitate the partnership between northernschools and local food retailers in the promo-tion of nutritious food purchases.

Outcomes:

■ Increased purchase of nutritious foods by con-sumers in northern communities.

■ Over time, the retail price of nutritious foodswill be lower because of increased volume ofsales.

Content:

■ North West Company and Frontier SchoolDivision Board would work together to developa school reward system that would promotethe division’s healthy food policy.

■ The reward system could be similar to the oneestablished in Nunavut:• Schools encourage healthy food purchases

through education and the promotion ofthe Healthy Food Reward program.

• The Healthy Food Reward programwould also be promoted through an in-store promotional and signage campaign.Eligible nutritious foods will be clearlymarked for consumers to see.

• A change to the store’s point of sale sys-tem may be necessary to allow these storereceipts to show total healthy food choicespurchased.

• All community members and studentswould be encouraged to turn in theirreceipts to the local school.

• By remitting proof of healthy food choices,the school would obtain rewards in theform of nutritious foods and related mer-chandise. Rewards earned would be deter-mined by the amount of receipts remitted.

■ Another potential model exists with the FlinFlon Pharmasave business and its rewardsprogram with local schools:• At the point of sale, the customer names

the school to which their reward pointsare given.

• The retailer’s till and accounting systemrecords and tallies all reward points foreach participating school.

• The retailer provides the appropriaterewards to the schools.

■ Other retailers (such as IGA) have a similarprogram in place in southern Manitoba.

■ Frontier School Division will be encouragedto work with North West Company to developthe logistics and policies needed to implementa reward program. Local school communitycommittees would then work with local foodstores to promote and implement the pro-gram.

■ Local health and nutrition educators willwork with both the northern store and theschool to enhance the nutrition and healthyliving messages to the community.


■ Based on evaluation and success of this typeor reward program, other schools and divi-sions will be invited to participate in thereward program. The Manitoba First NationsEducation Resource Centre would be asked toassist in the design and promotion of the pro-gram in First Nation schools and their localfood retailers.

■ Prices of nutritious food products will not beincreased to accommodate the cost of imple-menting the reward program and in fact, asvolume of sales increase, the price of thenutritious foods should decrease.

■ Province of Manitoba recognizes and pro-motes the Healthy Rewards program andacknowledges the contributions made by theretailers and the schools.

Partners:

■ North West Company head office and indi-vidual stores.

■ Frontier School Division Board and localcommunity committees.

■ Manitoba First Nations Education ResourceCentre.

■ Other food retailers and schools.

■ Local health and nutrition educators.

■ Province of Manitoba recognizes and sup-ports the program.

Benefits:

■ Increased purchases and consumption ofnutritious foods in the community. Increasedvolume of sales can result in lower prices over-all for customers.

■ Local school benefits from the reward pro-gram.

■ Food retailers are recognized for their com-munity support, contribution to schools andsupport to community healthy living.

■ Local health and nutrition educators have anadditional tool to use in promoting healthyand nutritious food choices to combat obesity,diabetes and heart health.

Challenges:

■ Jurisdictional differences in reaching allschools in northern Manitoba.

■ Application of a rewards program by smaller,independent food retailers may be challenging.

Costs:

■ Costs to North West Company to design andimplement the reward program.

■ Costs for other food retailers to implementthe reward program locally.

■ Province of Manitoba may wish to investsome dollars in promoting and acknowledge-ment of participants and the program.


All- high food prices- availability of nutritious

foods- awareness of healthy foods

and lifestyle choices

High - community-based participa-tion

- direct benefit to schoolsthrough increased purchase ofnutritious foods

- school, retailerand nutritionprogram part-nerships

- youth educationand participa-tion

- community input

HCMHCManitoba HealthNutrition/healthCommunity

Moderatelycomplex –requiringretailer co-operationand changesto their tillsand account-ing systems

Retailer costs todesign andimplementOngoing retailercosts to supportschool rewards

Workable – based on significantacknowledgement and recogni-tion of retailer’s contribution tocommunityImportant to have nutrition andhealth educators plus schoolsproviding support and nutritioneducation programs compli-menting the rewards program

Immediate

Evaluation by Criteria and Guidelines: Northern Healthy Foods Rewards Program


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


For further study and consideration:Food Cost Rebate Options – ConsumerRebate or Incentive: Northern NutritiousFood Rebate Program

Description:

Northern families who are eligible for the HealthyBaby, Baby First and Early Start provincial pro-grams would be able to receive coupons that canbe used to purchase nutritious foods at their localfood store. The target group includes pregnantand breastfeeding women and families with chil-dren under six years. There will also be food andnutrition education activities that go along withthe nutritious food rebate. The nutritious foodcoupon would be used just like a cheque when thecustomer pays for the nutritious foods. Thiswould require a partnership with the food retailer,its banking institution and the provincial and fed-eral governments.

Goals:

■ To provide a direct subsidy to pregnant andnursing women and families with childrenunder the age of six in northern remote com-munities for the purchase of nutritious foods.

■ To evaluate the impact of a nutritious foodrebate, and therefore lower cost, on the fami-ly’s decision to purchase more nutritiousfoods.

■ To evaluate the impact of a nutritious foodsrebate on the increased volume of sales andconsequent price of these foods to all com-munity members.

Outcomes:

■ Targeted families purchase increased quanti-ties of nutritious foods.

■ Long-term health improvements for partici-pating families.

Program Content:

■ Based on community desire and support, anorthern nutritious food rebate program can

be implemented in the community. A processof asset mapping with community serviceproviders, leaders and citizens will occur todetermine community participation.

■ The northern nutritious food rebate programcould be implemented in northern remotecommunities only since the burden of highcosts for nutritious foods is significantly higherin these communities.

■ Customers could receive a government-sup-ported rebate to use for the purchase of nutri-tious foods at their local food store. Theamount of subsidy will differ amongst thethree different types of communities becausethe need is different in remote communitieswithout all-weather roads, remote communi-ties with all-weather roads and major north-ern centres.

■ A targeted list of nutritious foods includingfoods from the milk, fruits, vegetables, meatand whole grains food groups will qualify forthe rebate. Currently, milk and/or milkcoupons are distributed through the provin-cial Healthy Child programs. The federally-funded Canada Prenatal Nutrition Program(CPNP) is available for on-reserve women,based on the community decision to providethe program. The CPNP also offers couponsfor a variety of foods such as milk, juice, fruitand crackers, etc.

■ The targeted list of foods will be developedand approved by northern citizens to ensurethe most appropriate foods qualify. Currentnutritious foods lists such as those approvedby Frontier School Division Healthy FoodPolicy, Food Mail, Northern Nutritious FoodBasket, etc., can be used as a base for identi-fying the qualifying foods. Consideration willbe given to products that provide options forcustomers with lactose intolerance and toappropriate infant formulas.

■ The rebate program will be designed in co-operation with food retailers and potentialcustomers to ensure ease of implementationfor food retailers, customers and government.The rebate program could model one that hasbeen implemented by the U.S. Women,Infants and Children (WIC) program.


Components may include:• Eligibility for the rebate program would

be through the Healthy Baby, Baby Firstand Early Start program participants.

• Investigation of how (and if ) Elders whomay be vulnerable and in need of thisnutrition program could be included.

• The rebate product can be used like acheque in the retail system but can only beused to pay for the specific nutritiousfoods. In the WIC program, the cashiertreats the rebate as a cheque. The items aretotalled, the amount hand written on therebate, the cashier runs the rebate throughthe till the same as any cheque. The foodretailer then deposits the rebate with thebank deposit. The bank treats the rebate asa cheque and credits the retailer’s accountand forwards the rebate to the governmentagency for reimbursement. North WestCompany in Alaska has experience withthe WIC Rebate program and has indicatedthey would be more than willing to partic-ipate in the development and delivery of asimilar program in Manitoba. North WestCompany has indicated that such a pro-gram, with or without the use of banks,would participate in the accountabilityand monitoring systems. More informa-tion about the program can be found onthe web site: www.fns.usda.gov/wic/ProgramInfo/WICataglance.htm

■ Healthy Child Manitoba would manage, co-ordinate and evaluate the northern nutritiousfood rebate program and will receive newgovernment funds to do so. Tying the admin-istration of this new northern nutritious foodrebate program to existing Healthy ChildManitoba programs makes the program cus-tomer friendly and reduces the need for newbureaucracies and systems.

■ A pilot project would be implemented in twoto three northern remote communities toevaluate the process and to determine theneed and level of subsidy that may be offeredin each of the three different types of com-munities. It is assumed that more remote andisolated communities with the highest retailfood prices would require a larger per-person

rebate. Consideration will be given regardingexisting food subsidies currently offered byHealthy Child Manitoba and CanadaPrenatal Nutrition Program.

■ It is important to note that, if a rebate pro-gram is implemented, it must be done so witha longer term plan. The client and serviceproviders need to know that the programexists and that it will be supported for adefined period of time.

■ Northern nutritious food rebate programwould be funded on a cost-shared basis withthe provincial and federal governments.

■ The rebate to customers will not be clawedback by any provincial, federal or municipallevels of government income and/or socialassistance programs currently in existence. Itis clearly established that this rebate is a nutri-tion program.

■ All northern citizens who qualify throughHealthy Baby, Baby First and Early Start willqualify for the Northern Nutritious FoodRebate Program. Extra efforts would be neededto promote and encourage on-reserve women/families to participate in either this initiativeand/or the Canada Prenatal Nutrition Program.

■ An added benefit to northern communities isthat by encouraging increased volume of salesfor these nutritious foods, there is the potential,over time, for lower prices for everyone in thecompetitive retail pricing of nutritious foods.

■ Existing nutrition and health staff and pro-grams with RHA’s, Healthy Child Manitoba,MMF, Northern Association of CommunityCouncils, MKO, Tribal Councils, FrontierSchool Division Healthy Food Policy Leads,Manitoba First Nations Education ResourceCentre and other agencies will be asked to pro-mote and apply the rebate program. It will be avaluable tool to integrate into ongoing nutri-tion education and awareness programs as well.

■ These professional staff will also be asked to assistin assessing the rebate program in relation toincreased nutritious food choices and clarifica-tion that the correct foods are on the rebate list.


■ On all written tools or materials for the rebateprogram, quick and easy nutrition informa-tion will be part of the message.

■ Participating food retailers will be recognizedand acknowledged for their role in helping tomake nutritious foods more accessible in theircommunity.

■ Food retailers would participate in clearlymarking the eligible foods and promoting theprogram to customers.

■ The rebate program will be evaluated as to itseffectiveness in helping to reduce the retailcost of nutritious foods to program partici-pants and the community as a whole.

Partners:

■ Community leadership and northern organi-zations will determine applicability of therebate program on a community-by-commu-nity basis.

■ Healthy Child Manitoba and related pro-grams and staff – Healthy Baby, Baby Firstand Early Start – will manage, administer,evaluate, and co-fund the program.

■ INAC and/or Health Canada (FNIHB) willbe invited to contribute to the programdesign and co-funding of the rebate costs.

■ Northern Food Retailers and their bankinginstitutions will contribute to program designand will adapt their technology and systems asneeded to participate in the program.

■ Community-based health and nutrition edu-cators will compliment the rebate programwith nutrition education and awareness ofnutritious food choices.

Benefits:

■ The rebate focuses on the province’s priori-tized target audience for nutrition educationand disease prevention, all pregnant and nurs-ing women and all families with childrenunder the age of six years.

■ This targeted group of northern citizens willreceive a food subsidy to help them purchasenutritious foods for their families. A possibil-ity to include Elders will be investigated.

■ Increased volume of sales of nutritious foodsmay result in lower prices for these specificfoods for all citizens in the northern commu-nity.

■ A new rebate program is integrated into exist-ing health and nutrition targeted programsthereby making the program easier for theclient to access plus achieving administrativeefficiencies.

■ Co-funding between two levels of govern-ment helps to share the financial burden ofreducing the cost of nutritious foods to north-ern citizens.

■ Local health and nutrition educators have anadditional tool to use in promoting healthyand nutritious food choices to combat obesity,diabetes and heart health.

■ Local food retailers are recognized for theircommunity support and contribution tocommunity healthy living.

Challenges:

■ Federal policy related to implementing pro-grams nationally restricts involvement in aone-province-only initiative.

■ Jurisdictional barriers in reaching all northerncitizens.

■ Unknown costs to government at this time.Northern demographics show a growing andyoung population.

■ This program does not assist diabetics who havespecial dietary needs and challenges in the north.

Costs:

■ Administrative costs to food retailers to adjusttechnology and systems to participate.

■ Costs to provincial and federal governments –to be determined at a later date and verifiedthrough the pilot project stage.


Note: Other suggestions made by stakeholdersabout this option include:

■ Seniors Directorate (reaching Elders and sen-iors).

■ Foster care programs to assist foster parents.

■ Using northern living allowance as a calcula-tion to determining level of rebate supports.

■ Community determines who would be eligi-ble for the rebate.

■ Child tax credit participants could determineparticipants.

■ An Aboriginal business could be started up todevelop the program stickers and promotionalitems.

■ Eligibility criteria must be clear, defined andunbiased.

■ Could be piloted in a remote community(Brochet) and less remote community(Cormorant, Moose Lake).

All- high food prices- lactose intolerance and

acceptance of milk- availability of nutritious

foods- variability and differences

in communities

- northern representation onprogram design

- community choice to partici-pate

- purchase foods locally


resources- nutrition and

healthy choiceseducation

- focus on children

- community input

HCMHC (FNIHB)Nutrition goalsCommunity

Moderatelycomplex:Multi-party;new programdesign; newmoneyrequiredModels existfor both onand offreservecouponsPolitical andpublicacceptability?

Pilot project - yesInitial pilot tests for new pro-gram design and verification ofcostsAs a pilot for one to two years,administrative and partnershipissues can be tested and modi-fied as neededSustainability depends on ongo-ing government funding and/orincreased volumes of nutritiousfoods sold and thereby lowerprices

Intermediate

Evaluation by Criteria and Guidelines: Northern Nutritious Food Rebate Program


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes


For further study and consideration:Food Cost Rebate Options – ConsumerRebate or Incentive: Northern NutritiousFood Retail Incentive

Description:

Northern food retailers will be encouraged to sella select list of nutritious foods at lower prices andwill receive an incentive based on increased vol-ume of sales. The incentive would be a combina-tion of a financial incentive from government plusan equipment/merchandise incentive from partic-ipating food wholesalers and processors.

Goals:

■ Food retailers will receive an incentive toincrease the amount of nutritious foods theysell by lowering their price to the consumerand by promoting these lower prices.

■ Nutrition and health professionals will pro-vide nutrition education and awareness pro-grams to encourage customers to purchasethese designated foods.

■ An improved list of nutritious foods will besold at lower retail food prices in the commu-nity.

Outcomes:

■ Increased volume of sales of nutritious foodsresult in lower retail food prices in the com-munity, over time.

Content:

Government Incentive

■ Food retailers would be encouraged to sellnutritious food products at as low a price aspossible. This can be done by lowering prices,by participating in in-store nutrition and foodtasting campaigns and by improving the dis-play and presentation of nutritious foods. Thepurpose is to build up the volume of sales forthese foods, which can reduce vendor costsand allow for lower nutritious food prices tobecome the norm.

■ Increased volume of sales may also beachieved by participating in the NorthernHealthy Foods Rewards Program option andwith schools and their healthy food policy.

■ A process of community asset mapping bycommunity leaders, food retailers and healthprofessionals will identify the communityneed and interest in participating in theIncentive.

■ Food retailers, then, can apply to the govern-ment of Manitoba or INAC if serving a FirstNations community, for an incentive/rebate.The financial incentive is offered based on anincrease in the volume of sales of a selected listof nutritious foods. Accountability proce-dures will be established that will require min-imal disruption to the retailers, business pro-cedures and government bureaucracy.

■ Qualifying nutritious foods in northernManitoba would be identified by ManitobaHealth, FNIHB, RHA nutritionists/dieti-cians, Aboriginal health educators and north-ern food retailers. The list of nutritious foodscould very well be similar to the one used inFrontier School Division’s Healthy FoodPolicy, the Agriculture and Agri-FoodCanada’s Nutritious Northern Food Basket orFood Mail’s nutritious food priority list.

■ Local health and nutrition educators willwork with food retailers to provide nutritioneducation, food preparation and tastingdemonstrations, market displays, and otheractivities. This will support the purchase ofnutritious foods by consumers and willencourage food retailers to improve the qualityand appeal of nutritious foods, as needed.

■ Local store managers will require programand nutrition education, then can partnerwith community educators and work withschools to help augment healthy food policiessuch as those implemented by Frontier SchoolDivision.

■ This retail incentive could be introducedgradually into the community by staging inthe qualifying nutritious foods one at a time.


■ Retailers would provide invoices, receipts andsales data to show the difference between theiractual costs and the price at which the nutri-tious foods were sold.

■ The agency to administer the governmentcomponent of the incentive/rebate is yet to bedetermined, possibly Consumer’s Bureau.

■ A system of regular food price monitoringwould be necessary to ensure food prices arenot negatively affected by this incentive pro-gram. See Northern Food Price Survey Programoption.

■ A provincial government staff person, possi-bly with Consumer’s Bureau, would dedicatesufficient work time to work with a provincialcommittee to design, implement and evaluatethe incentive program.

■ Government’s role: to facilitate the incentiveprogram; help to mobilize the complimentarycommunity and school education program;provide a segment of the incentive to theretailer; and monitor the long-term effect ofthe incentive on the retail price of nutritiousfoods.

Industry Incentive

■ There is some history whereby northern foodstores co-operated with General Foods andreceived an industry incentive to do so.

■ Interested food processors, wholesalers, andequipment suppliers will be invited to developand participate in an industry incentive tonorthern food retailers. The incentive will bebased on increased sales of the selected nutri-tious foods. Retailers will qualify for incen-tives such as refrigeration or other retail storeequipment, lower case costs for nutritiousfoods, reduced freight costs, etc.

■ There is some history of large food companiessuch as General Foods, providing incentives/grants to assist food retailers in delivering nutri-tious foods in northern communities.

■ Here is an example of how industry may beinterested in participating with an incentive.Companies who process and/or sell UHTmilk, powdered milk or milk crystals would

plan, organize and fund an in-store taste testingprogram of their product in northern foodstores. The company would hire northern peo-ple (perhaps through a summer studentemployment program) to work with local foodretailers and/or community groups. In-storetaste testing of these various alternatives tofluid milk could result in increased volume ofsales and therefore trigger an incentive to theretailer. An added benefit to the consumerwould be a lower cost for milk if the new prod-uct proves to be acceptable in taste and quality.

A provincial committee would determine whatnutritious foods qualify for the incentive/rebate.The committee would also determine the amountof incentive/rebate for which a retailer qualifiesbased on their increased volume of sales. Thisincentive/rebate would be based on communityinput and available statistics on disposableincome. The committee would include represen-tatives from Manitoba Family Services andHousing, Healthy Child Manitoba, ManitobaAgriculture, Food and Rural Initiatives, ManitobaAboriginal and Northern Affairs, MKO, MMF,NACC, Frontier School Division, Manitoba FirstNations Education Resource Centre, North WestCompany, Arctic Co-operatives Ltd., industrystakeholders.

Partners:

■ Committee participants: Manitoba FamilyServices and Housing, Healthy ChildManitoba, Manitoba Agriculture, Food andRural Initiatives, Manitoba Aboriginal andNorthern Affairs, MKO, MMF, FrontierSchool Division, North West Company,Arctic Co-operatives Ltd., participatingindustry stakeholders.

■ Consumer’s Bureau will be asked to adminis-ter the program.

■ Food retailers willing to participate in theincentive program and associated paperworkand procedures.

Benefits:

■ Selected nutritious foods will be sold atreduced prices in all participating food stores.


■ Food retailers are included in the programdesign, which will help to reduce inefficien-cies and added costs to implement in the foodstores.

■ Representatives from northern communitiesare involved in the development of the listingof nutritious foods and volume of sales thatqualify for the incentive.

■ This option could be used as an interim meas-ure for three to five years until other more sus-tainable options for lower food prices areimplemented.

Challenges:

■ Significant community level support neededfor the incentive to be successful.

■ Monitoring and control needed to ensurenutritious food prices are lowered to benefitthe consumer.

■ Trust factor of all participants will need to behigh.

Costs:

■ Significant program costs to set up, adminis-ter and provide the nutritious retail foodincentive to all northern communities. Adetailed analysis of structure and projectedcosts would be required prior to the decisionto implement this program.

■ Provincial and federal cost share funding forthe government incentive portion would needto be negotiated.

■ Costs associated with regular nutritious foodprice monitoring will be required. SeeNorthern Food Price Survey Program option.

All- high food prices - participation in programdesign

- local food retail participation

- partnerships- all citizens- community input

HCMHC (FNIHB)Nutrition/healthCommunityManitoba Health

ComplexPubliclyacceptablein the northbut not in thesouthPoliticallysensitive tosubsidizeprivateindustry

Unknown Sustainable – ongoing govern-ment funding requiredCould be used as an interimmeasure until other solutionsthat bring the actual price downare implementedCautionary Note: Significant funding costs areexpected

Intermediate

Evaluation by Criteria and Guidelines: Northern Nutritious Food Retail Incentive


Long-term


Type of Benefit


Comm.Need


Holistic approach

components



community

Ease ofImplement./


Estimated Cost of




Notes

Appendix G — Northern Food Prices Report 2003 110

Imp

act

on

all i

ssue

s re

late

d t

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oo

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rice

s

Po

litic

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Ab

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to

ove

rco

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alle

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imp

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n

Ho

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ach

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Imp

act/

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Pri

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ty

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l

Strategic Option

Impact:

7 37Northern Nutritous Food Rebate Program

9 36Northern Healthy Foods Rewards Program

8 37Northern Youth Leadership Training Initiative

4 39Northern community Foods Program

1 47Northern Self-Sufficiency Re-Discovery/Awareness Initiative

3 44Northern Food Business Development

4 42Northern Greenhouse Pilot Project

5 41 Northern Garden Initiative

8 37Northern Country/Wild Foods Program

7 38Northern Two-Year Food Mail Pilot Project

2 45Milk Price Review in Northern Communities

6 40Northern Food Price Survey Program

10 30Northern Freight Rate Reduction Options

5 41Northern Nutritious Food Retail Incentive

7 39Northern Freezer Purchase Program

9 36Northern Livestock Production Option

Committee Decision-making Tool

5 Greatest

4

3 Moderate

2

1 Least

Note: The Total representsan average of 12 individualsteering committeee partici-pant evaluations of eachproposed option.

Northern Food Prices Report - Province of Manitobaon nutritious foods such as milk and milk...

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