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688 Action Items Found
Workforce Development and Training 1.6.3
Regularly assess education and training needs to support professional development and advancement of workers, particularly entry-level workers in the food system. Form partnerships with food system employers to do so.
Workforce Development and Training 1.7.1
Provide transportation reimbursement for students to attend agricultural high schools.
Workforce Development and Training 1.7.2
Coordinate and develop a pilot career pathways development effort at several comprehensive high schools.
Workforce Development and Training 1.7.3
Link the relevant agribusiness academic and training resources at Chapter 74 CVTE schools with interested comprehensive high schools.
Workforce Development and Training 1.7.4
Support the development of curricular connections between school gardening programming, farm to institution food service relationships, and job and career information for students at elementary and secondary levels.
Workforce Development and Training 1.7.5
Connect immigrants and newcomers who have agricultural, fisheries, and food production skills with related occupations and additional training.
Workforce Development and Training 1.8.1
Increase availability of technical assistance to support food system business planning, viability, compliance with labor standards, effective management practices, and expansion.
Workforce Development and Training 1.8.2
Develop and disseminate models for shared labor pools that enable full time, benefitted employment in the food system by creating work that spans across seasons of produce and fruit. Develop training for transferable skills applicable in different sectors of the food system.
Workforce Development and Training 1.8.3
Ensure entrepreneurship development is suited to and reaches food system entrepreneurs.
Decision-making bodies should be intentionally diverse and inclusionary of the people that were a part of the planning process, particularly people most affected by food system inequities: organizations and individuals who represent farmers, food chain workers, and food insecure communities.
Efforts should be made to engage people who are marginalized by hunger, food insecurity, racism, and other inequities.
Find a fiscal agent for the collaborative. The agent should remain neutral in the functioning of the entity, and should not constrain or limit the identity or perception of the entity.
Seek pro bono legal assistance for formally establishing the collaborative as a legal entity as necessary.
Hire a project manager to provide overall coordination for the collaborative. The project manager would be responsible for day-to-day administration of the collaborative, including developing the yearly implementation action plan, managing budgets, contracting with and overseeing consultants.
Establish the initial structure for the collaborative.
The current Executive Committee for the Plan should serve as the collaborative’s steering Committee. If any Executive Committee member chooses not to serve on the Steering Committee, the Executive Committee would choose a replacement who is experienced in the same sector as the exiting member. At least one member of the Planning Team should serve on the Steering Committee. The Steering Committee members will oversee the project manager, solicit input from the Advisory Team in designing the collaborative’s agenda and action steps, make decisions on adding agenda items that arise but are not in the Plan, and identify funding sources for the collaborative and specific implementation projects.
The current Project Advisors to the Plan will serve as the collaborative’s Advisory Team. The Advisory Team will help design and compose the collaborative’s annual implementation action plan, and may lead or participate in standing or ad hoc work groups to address specific Plan recommendations. Advisory Team members will also provide outreach around the Plan to other stakeholders in their sector, and, in Year Two (2017), work with the Steering Committee to determine the future form and function of the collaborative.
Secure funds for the collaboration’s operation and for any projects identified in the yearly implementation action plan.
Contract with consultants for facilitation and engagement needs, as appropriate.
Build public and political support for the Plan’s goals and recommendations.