Building a relationship - committing to weekly support, partnering to use corporate resources to solve systemic issues - a nonprofit can use those hours and funds strategically to help create long-term change, which leads to transformation…This is what leads to transformation: small acts consistently performed over time. And that is the kind of systemic change that honors Dr. King’s legacy, in addition to upholding jobs that have dignity and fair wages—the leveraging of resources, consistently with trust that the support will be there, corporations, nonprofits, and communities can work together toward eradicating hunger altogether.
This Thanksgiving take time to envision your "ideal town" and the ideal way people could access food in that town.
Learning more about historic inequities, and the history of our land is important to finding a way to heal our future and heal our food system. We cannot, and should not, untangle the history of this land and the history of our food system in the U.S. from our Indigenous community, family, and people.
During our October Roundtable Talk, a recurring theme emerged, woven into each of the goals we achieved this past year and stitched into the larger goal we unfurled for this upcoming program year: when we invest in the people within our movement, we surpass our goals. I invite you to read the update below and follow along by listening to our recorded conversation.
Unfortunately, as the current wave of Gen Z individuals reaches adulthood and becomes eligible to apply for SNAP on their own, college students experience unfortunate obstacles in accessing SNAP benefits, impeding their ability to succeed.
We have the power to make changes to reduce these barriers and end hunger.
Unfortunately, as the current wave of Gen Z individuals reaches adulthood and becomes eligible to apply for SNAP on their own, college students experience unfortunate obstacles in accessing SNAP benefits, impeding their ability to succeed.
We have the power to make changes to reduce these barriers and end hunger.
Food Recovery Network believes no one should be hungry. To recover surplus food to feed everyone who is hungry in the U.S. means we must reconfigure structures big and small because many of those structures currently make accessing food harder, not easier for people.
I am thrilled to share the incredible journey of our partnership with Gaylord National Resort & Convention Center in the heart of National Harbor which has increased food access for people experiencing food insecurity. Our partnership is a powerful testament to the transformative impact that can be achieved when organizations unite for a common cause. Yes, we have the power to design structures that meet our business goals. And, as you will read, we also have the power to design structures that at the same time do the most good for our communities.
An event organizer engaged with FRN to recover surplus food for a 1,000-person event happening at Gaylord National. FRN has helped hundreds of businesses and events design and carry out a food recovery plan. At the event’s end, we recovered an immense amount of food — 3 days worth of breakfast, lunch, and dinner surplus. 1,278 pounds actually. To put that amount of extra food into context, that is the same weight as a polar bear. When we brought it to Central Union Mission, an organization that serves people experiencing homelessness in the DC area, they were so grateful. To further contextualize the amount of food we recovered from one event at Gaylord National it was enough to feed the Central Union Mission community for a whole week.
Recovering from this event at Gaylord National could have been a one-time occurrence. But what happened next has been transformative. And I am not being hyperbolic. The Gaylord National team immediately saw the potential scale of significance a consistent food recovery program could have for the greater DC region. They didn’t want to let go of this newly emerged opportunity to help after they saw they could feed so many people so easily. Just as handily as they decided they wanted to keep going, they could have stopped at just one recovery. After all, the recovery was initiated by an event group using the space of Gaylord National. And after all, currently in the U.S., recovering food when it’s no longer needed, goes against the grain.
The majority of unused food in the United States goes to landfills. Once in a landfill, all of that food — millions of pounds of which is still perfectly good to eat — decomposes and creates burdensome additional and unwanted CO2, methane, and other greenhouse gases. Each year, at commercial and institutional settings — places like farms, large-scale events like sporting events or the event FRN supported at Gaylord National, corporate cafeterias, higher education dining halls, grocery stores, restaurants, and food distribution companies — 26 million tons of food is wasted, representing 40% of all wasted food across our entire food supply chain.
Gaylord National made a critical decision to say yes to being a positive contributor to their community by sharing their surplus food. And that one decision has had an amazing ripple effect. It is these transformative moments and decisions that FRN seeks to multiply across the food system involving producers, retailers, and consumers.
Our work also aligned with Gaylord National’s commitment to being a more ecologically sustainable business. We both understood the beauty of recovering food meant we could help increase access to food and help the environment. Our joint motivation to help seal the continuation of our efforts. From a foundation of shared commitment, we moved, together. The FRN team designed a short six-week pilot program in partnership with Gaylord National focusing on their specific resources and needs in mind. Those short six weeks quickly demonstrated the potential for substantial impact — we recovered an additional 9,000 pounds of food.
Importantly, over the course of the pilot, it didn’t take long for our teams to begin to work seamlessly together. We determined a schedule for pick-ups that worked for everyone, roles of Gaylord National’s team, roles of the FRN team and those of the team at Union Central Mission. We all discussed what was working well and what we might alter to make the recovery process better for everyone and we had those conversations in the moment with loads of respect for one another. Soon, the recoveries began to take less time to conduct. Before long, everyone began remembering one another’s names, we had opportunities to exchange stories about career paths, families, sports, and current events. We enjoyed talking about what foods were being recovered, how the foods were prepared, and our excitement for the community who would receive this food made with expertise and love.
Yes is a powerful word. From one event to a designed 6 week pilot, Gaylord National deciding to say yes to reconsidering what they could do with their surplus food has helped the lives of DC community members. The power of yes has shown the breadth of difference and increased impact our organizations could make, together. For our extended DC community and for the environment, when we work together, we are unstoppable. Our six-week pilot underscored the importance of consistent cooperative efforts to achieve our mutual goals. Said another way, together, we are feeding a lot of people incredible food and mitigating our footprint on our planet.
I can proudly say that just a year after our initial partnership launch, we’ve recovered nearly 50,000 pounds of delicious surplus food, served nearly 400 unique individuals, and including Central Union Mission, partnered with 7 additional area hunger-fighting agencies. From a sustainability perspective, Gaylord National has mitigated nearly 60.88 tons of CO2 emissions — the equivalent of driving 13 passenger vehicles for a year.
1. Common goals and cooperation are necessary to succeed
2. You can’t expect perfection
3. Leadership matters
Common goals and cooperation are necessary to succeed. Many of us at FRN and our colleagues at the Gaylord National work and live in the DC community. Just by living and working in our community means we all have seen firsthand the amount of need present. We have seen the inequitable distribution of resources from one community to the next and the impact that inequity has on low-income areas. For those of us who have grown up and work here, that deeply personal desire to make an improvement for our home communities motivated us. It gave us a common desire to make a difference and provided a place of cooperation from which to begin.
You can’t expect perfection. We needed to adapt some of our processes as we recovered from event to event in the first month of our pilot. Every catered event is slightly different. So of course, the way we recover food must be adaptable. But nothing was insurmountable. We had our processes refined in mere weeks. We understand that for many, food donations from an operational standpoint can seem overwhelming and that’s why many businesses don’t even try. We’ve heard from businesses that they worry the logistics will be too hard. We understand those fears, and we have years of experience helping to unlock businesses so they can move forward with a plan that works for them, and FRN is there at each stage to help, guide, support, and celebrate. Working with the Gaylord is a testament to what can happen when businesses try. We didn’t allow an expectation of perfection to prevent us from starting.
Leadership matters. All of our success was achievable because of the leadership at Gaylord National. Thanks to Executive Chef Jakob Esko for his leadership in helping make our partnership official and special thanks to Brian Coffman, Sous Chef, and the entire Gaylord team for valuing sustainability and community involvement. Hospitality and service businesses exist as a space for people to have a good time and they can do so much good behind the scenes with the right leadership. Gaylord National is a shining example of leadership for other organizations to emulate.
Powerful partnerships are one of FRN’s key strategies for achieving our vision of recovering surplus food to feed everyone who is hungry in the U.S. Food Recovery Network’s powerful partnership with Gaylord National demonstrates that the strategy works! Anyone can make a difference, one small action at a time. We just have to say yes. We just have to begin.
(left) Angie Gregory, MHC's Sustainability Program Manager and FRN Chapter Advisor, and (right) Charlotte Cai, FRN Co-Founder and Mount Holyoke College Graduate 24'
When we first considered activating Mount Holyoke College’s (MHC) Food Recovery Network (FRN) chapter, my friends and I weren’t sure whether we qualified. At a school where one centralized dining hall keeps careful track of pre-consumer, recoverable kitchen scraps, it turned out that the majority of food waste came from post-consumer scraps—food that students took onto their plates and threw away at the end of a meal.
This problem statement made us hesitant. After all, if we didn’t have food available for recovery, did we count as a school that could be part of the national Food Recovery Network? Through many conversations with dining staff, school policy decision makers, and other students, each question led to another open question mark. Would we target policy to create choice structures to guide student food decisions? Maybe aim for the education track, where students would be more apt to hear about food equity coming from another student? Weigh-the-waste events to raise awareness? Community events to encourage longevity? Partnerships across campus? There was no straightforward path—our FRN chapter would just have to take it one step at a time, involving as many stakeholders as possible. This was slower, but it also built a foundation of trust and commitment for sustained change on campus.
What followed was the most fruitful semester of my college experience. We built our FRN chapter through relationships, wading together through the gnarls of the campus food experience to identify three main arms: policy, education, and composting.
Co-founder Zainab created an educational food waste module for the first-year seminars required for all new students.
Our chapter’s other co-leader Maya researched composting opportunities with MHC’s on-campus horse stables and outlined a blueprint for centralized raised-bed gardens.
Throughout the semester, MHC FRN hosted three weigh-the-waste events. During these events, we collected data on the flow of lunch rush and students’ reasons for leftover food, which I used to support my policy proposal for an alternative meal plan option.
Additionally, my published piece for the school newspaper brought attention to our role as students within a larger food ecosystem, and the central role care plays in decreasing post-consumer food waste.
Halfway through the semester, MHC’s FRN chapter partnered with other on-campus climate justice orgs and our school’s environmental center to host Dining Hall Appreciation Week. During the week, we posted informational signage, led a social media campaign on food waste, and tabled outside the dining hall to create thank-you-dining-workers posters.
The connective thread through our actions was our commitment to campus stakeholders—students, dining staff, academics, and groundskeeping alike. Since the physical act of food recovery was not feasible at our school, we found alternate ways to contribute to our community’s food experience. Even at campuses where food recovery is the most pressing path forward, there are possibilities for other nodes of connection, led first by continuous and diverse stakeholder conversation. Importantly, food recovery itself extends beyond the physical act into possibilities for community care. When we understand food recovery as part of our shared reality, in what other ways can we reimagine our collective food experience?
