CBP Group-2 Final-Report

Chefs’ Table Society Culinary Arts Library
Community Business Project Final Report 2019

CTS Culinary Arts Library Final Report
Contents

A. Executive summary.......................................................................................................................................................1
B. Introduction......................................................................................................................................................................2
a. Project Background...........................................................................................................................................2
b. Project Highlights...............................................................................................................................................2
c. Value Propositions.............................................................................................................................................3
C. Research..............................................................................................................................................................................5
a. Public Grants........................................................................................................................................................5
b. Corporate Sponsors..........................................................................................................................................6
c. Individual Donors.................................................................................................................................8
D. Situation Analysis..........................................................................................................................................................9
a. 5C Analysis............................................................................................................................................................9
b. SWOT Analysis..................................................................................................................................................15
E. Key Learnings................................................................................................................................................................16
a. Research Insights............................................................................................................................................16
b. Situation Analysis Insights..........................................................................................................................16
F. Recommendations......................................................................................................................................................17
a. Fundraising Principles..................................................................................................................................17
b. Specific Recommendations for Each Funding Type ........................................................................17
c. Recommendations for Marketing and Social Media Strategies ..................................................18
G. Action Plan......................................................................................................................................................................19
a. Public....................................................................................................................................................................19
b. Private..................................................................................................................................................................19
c. Individual donors............................................................................................................................................20
H. References.......................................................................................................................................................................21
I. Appendix.............................................................................................................................................................................i
a. Appendix 1- Public Grants..............................................................................................................................i
b. Appendix 2- Private donors/ partners.....................................................................................................v
A. Executive Summary
The Chefs’ Table Society of British Columbia (CTS) is a province-wide with a community of 250 chefs.
CTS advocates for sustainability, camaraderie, and education, and supports the exchange of informa-
tion among chefs, customers, food producers, and suppliers.
The objective of this project is to raise funds for the CTS Culinary Arts Library, a space that will pro-
vide a repository of cookbooks, menus, and other resources. The library will also be used for cooking
classes and CTS events, as it will be equipped with a catering kitchen and an event space. It will also
have a retail space, which will be used for merchandise sales. The CTS Culinary Arts Library has the
potential to add immense value to the culinary arts community and food industry in BC. Its main focus
areas will be: culinary education, sustainability, nutritional education, and supporting local producers.
This report highlights three types of funding: public funding, private sponsorships, and individual
donations.
Public grants are provided by government institutions and they fund the activities of non-profits and
charities whose work aligns with the requirements and criteria outlined in the grant. Three promising
public grants for CTS have been identified: Agriculture and Agri-Food Canada (AAFC) Career Focus
Program, Community Gaming Grants, and Agri Competitiveness Program. These public grants have
specific requirements; therefore, eligibility will depend on the level of fit illustrated in the application
and supporting documents.
Private sponsorships can be in-kind or monetary and like public grants, there tends to be specific
requirements for applicants to align with the focus areas and values of the sponsors. Three promising
private sponsors have been identified: Thrifty Foods, The McConnell Foundation, and West Vancouver
Foundation. Applications must show a high level of fit with these companies’ focus areas and require-
ments for funding. Private philanthropic foundations with major investments in the food and hospital-
ity industry should also be considered, but they typically do not have formal application processes for
funding, therefore they must be contacted for further information.
Crowdfunding from individual donors is a promising way to receive large volumes of smaller do-
nations from the community. Data shows that the number of donors in British Columbia has been
increasing in recent years and that online giving is also on the rise, especially within younger genera-
tions. Therefore, it is a strong strategy to utilize different social media platforms, the CTS website, and
the CTS community to promote crowdfunding campaigns to the general public.
CTS is in a strong position to highlight and leverage their work in their focus areas of education, arts
& culture, sustainability, which increases their opportunities for receiving funding. CTS’ work also
reflects the economic and social environment, as it supports increasing numbers of culinary profes-
sionals entering the industry and works towards sustainability and education for healthy lifestyles
and nutritional diets, which is a growing interest for the public. Additionally, local agriculture in BC is
booming and the BC food industry as a whole is projected to grow with increases in consumer spend-
ing, tourism, and lower unemployment rates.
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B. Introduction
a. Project Background
Overview of Chefs’ Table Society
Founded in 2006, Chefs’ Table Society of British Columbia (CTS) is a province-wide collaborative ded-
icated to creating a foundation for the exchange of information between culinary professionals. CTS’
mission is to advocate sustainability, camaraderie, and education among chefs and like-minded indi-
viduals including customers, food producers, and suppliers.
CTS has built a community of about 250 chefs in British Columbia, who are provided with resources
and support for continuing their education. It has also worked with organizations including The BC
Hospitality Foundation, Vancouver Community College, and Pacific Institute of Culinary Arts to sup-
port its core missions collectively.
Objectives of CTS Culinary Arts Library

The CTS Culinary Arts Library is a critical project to promote CTS’ missions in the next few years. The
library, along with its built-in kitchen, will be a hub for culinary enthusiasts to learn, experiment, and
communicate through various events and activities. As a part of the community, the library will aim to
promote local flavors, cooking techniques, ingredients, and food producers to customers in BC.
b. Project Highlights
The CTS Culinary Arts library aims to become a flexible and dynamic space that supports various func-
tions and activities, including the library, cooking classes, catering kitchen, events, and retail space.
Library space
• The library will offer a repository of the latest cookbooks, vintage books, and restaurant menus.
It will also give access to videos and pictures of cooking techniques and ingredients, presented
in the form of multi-media and electronic files.
• The library will provide essential information and resources for entrepreneurship and business
operations in the restaurant industry. Culinary professionals will learn how to start their own
business from scratch by reading local food indexes, industry trend reports, restaurant
business cases, and special book collections regarding certain types of foods (for example,
wine, and spirits).
• The culinary heritage thrives with contributions from different cultures, and therefore the
library will include books and information for cuisines from various countries and regions. The
library will stress First Nations practices that reflect the original and current Indigenous
culinary arts.
Cooking classes
• The library will provide two types of cooking classes offered by local chefs for those working in
the culinary arts industry and for the general public.
• For culinary professionals, cooking classes will hone working chefs’ skills to help them keep up
with the local restaurant industry trends, study new cooking techniques, and refresh old
techniques from local artisans.
• For the general public, the course will focus on teaching old culinary art traditions and cooking
techniques (for example, canning and fermenting), and usage of different local food ingredients
and recipes in BC.
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Catering kitchen
• The library will integrate a catering kitchen that will allow chefs to put what they have
learned in the library into practice. Culinary professionals will hold ‘Pop Ups’ to test the
viability of their innovations for recipes, menus, and business models.
• The kitchen will be used to hold the cooking classes for chefs, cooks, and the public. The
culinary space will also be used in supporting the various events of CTS, including food
festivals, cooking competitions, Annual General Meetings, etc.
Event Space
• The event space in the library is designed to serve various activities including wine tastings,
meetings, book launches, product showcases, press conferences, and seminars. It will also
be used to host informational events about food production in BC. Local farms and producers
will present their products and will be able to connect more easily with culinary professionals.
• During the non-operating hours of the library, CTS will rent the event space to organiztions
that seek to hold events related to CTS’ core values and missions, such as food exhibitions,
cooking classes, and community charitable events.
Retail space
• Aside from events, retail activities will be held in the public space of the library. The retail space
will prioritize local food producers, suppliers, and culinary professionals. The public will also
be able to purchase CTS approved ingredients and tools in the retail space.
• If necessary, the retail space can also be used for the sale of CTS’ self-designed merchandises
including T-shirts, cookbooks, food, kitchen wares, etc. Revenue from product sales will be used
for events and scholarships.
• CTS commercial partners such as Whole Foods Market could use the event space to promote
their products if they meet the library’s standards in promoting local recipes, food, and chefs.
c. Project Value Propositions

Culinary education
• The library will provide information and resources that support culinary professionals’
continuing education after their graduation from culinary schools. Content in latest and vintage
cookbooks will inspire innovations of food. Resources on entrepreneurship and business
operations will allow them to start their restaurants and thrive in the long-term.
• The library will lower the barrier of learning by providing easier access to industry knowledge
and a space for experiments. Members will have free access to the library as well as the
kitchen space. They will also be able to directly engage with local and international customers
to validate their ideas.
• Chefs will be exposed to more career opportunities through CTS’ events held at the library
because they’ll be able to connect with restaurants and local food suppliers. Chefs can also
learn from each other and create a dynamic learning experience.
• The library will aim to preserve British Columbia’s traditional flavors through preserving
vintage cookbooks and making them accessible to those who use the library. Chefs who are
from First Nations communities and other countries can promote their cultural, culinary
traditions.
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Sustainability
• CTS will continue its sustainability practices by reducing food waste, promoting local organic
food, and minimizing its carbon footprint across the library’s operations.
• Food ingredients for the culinary kitchen will be provided by food producers in British Colum
bia. CTS will prioritize its existing partners but is also open to working with other local
businesses. All cookbooks in the library will come from donations.
• Construction materials and furniture in the library will be made from environmentally friendly,
recycled, and biodegradable materials. Plastics and other non-degradable materials will be
avoided for kitchenware.
• The library will continue collaborating with partners to maximize its sustainability impact. CTS’
various events will aim to educate the public about these initiatives.
Nutrition
• With the growing demand for nutritious and balanced diets from local consumers, the library
will be dedicated to promoting healthy and delicious culinary arts.
• The culinary kitchen will use organic food from local producers in British Columbia.
• CTS will welcome nutritionists and chefs to hold lectures and seminars featuring nutritional
diets and healthy lifestyles.
Education of the Public

• To promote a mutually-beneficial relationship between restaurants and customers, the library
will provide resources and hold events to inform the public of daily operations, cost structure,
and industry trends for restaurants in British Columbia.
• Customers will be welcomed to interact with chefs, food producers, and restaurants during
exhibitions, cooking classes, lectures, and other events.
• Chefs and cooks will be invited to share cooking techniques, recipes, and tips for healthy eating
with customers.
• CTS will promote its sustainability initiatives in the form of books, images, videos, and
information sessions to raise the public’s awareness of sustainability.
Supporting local food producers

• Food producers in British Columbia will have more exposure to culinary professionals,
restaurant owners, and the public in the event space and retail space by providing a mix of
food, ingredients, and drinks for the library’s events.
• Through increased exposure to culinary professionals and the public, food producers can also
learn about consumer preferences and gather the information that can inform their business’s
future products and strategies.
• Food producers can also acquire information regarding industry innovation, the economy, and
business operations from relevant resources in the library.
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C. Research
a. Public Grants
Most of the public grants are provided by government institutions, whose focus is non-profit and char-
ity organizations that benefit communities and group minorities through their projects. Primary areas
of focus for government grants in Canada are related to the promotion of education, local agriculture,
environmental care, culture and heritage, and health and wellness.
Public grants are competitive. Eligibility criteria must be met and supported by paperwork and appli-
cation documents. Some information includes an explanation proposal of how the project will benefit
the community. After receiving the grant, the organization must also provide detailed reports under
various deadlines, to show how the money has been spent and what accomplishments or failures have
occurred in the period.
Considering the value proposition of CTS, we have chosen three of the more promising grants below,
from Metro Vancouver, BC Government, and the Government of Canada. To see the full list of public
grants, refer to Appendix 1.
Agriculture and Agri-Food Canada (AAFC) Career Focus Program (Government of Canada)
The AAFC Program provides funding to organizations that promote career-related work experiences,
like internships for graduates that will gain skills through mentoring and coaching.
Applicants for the grant should be not-for-profit organizations linked with a community. As the CTS
library is a unique project that promotes the community of culinary professionals to continue their
education, it will likely receive high scores for the evaluation criteria. Furthermore, the project can
support new culinary arts professionals by providing them with the skills, coaching, and experience
necessary to embark and progress in a career in the food industry, which fits well with the goals of the
grant.
Capital Project Grant - Community Gaming Grant (BC Government)

The Community Gaming Grants program distributes $140 million to capital projects for nonprofit
community organizations throughout the province of BC. Eligible projects must have a total initial cost
greater than $20,000. The purpose is to enable NGOs to complete capital projects that provide signif-
icant benefits to communities. Under this description, the CTS Culinary Arts Library project is eligible
to apply for the Gaming Grant.
Major requirements:
1. Nonprofit status: the project is public and constructed primarily for the benefit of communities,
and at minimum, its contribution should match the level of funds received.
2. Substantial contributions: donated equipment and materials would be considered as matching
funds. Intangible support includes volunteer time or services.
Goals of the Culinary Arts Library project highly fit with the eligibility criteria of the Gaming Grants.
The Culinary Arts Library will provide a public space for chefs, food producers, and the public from
local communities in Vancouver. The maximum grant amount is $250,000, and the requested amount
should be 20% to 50% of the total estimated project cost. Therefore, CTS could apply for a $40,000 to
$100,000 donation from this grant. The application materials should be submitted between June 1 to
July 31, 2019.
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Agriculture and agri-food Canada - Agri Competitiveness Program (Government of Canada)

The program supports innovations, business development, trade, and market development in the local
agriculture sector. The program’s focus is on encouraging and promoting the benefits of a career in
agriculture and enhancing the public’s perception of agriculture and its role in the economy.
Applicants should be NGOs that are capable of entering into legally binding agreements. The CTS
Library proposal will fit the requirement as it contributes to promoting agriculture awareness of local
food producers in Vancouver through events and activities that will help strengthen public knowledge
of food systems and production.
b. Private Sponsors
There are ample opportunities to work with corporate, private sponsors and donors in BC. Most food
and catering businesses provide in-kind donations, and major banks and foundations in Vancouver
typically provide monetary support. While many companies do corporate philanthropy, there are rela-
tively specific requirements to receive funding. Below are the three most promising options for fund-
ing and additional information about each. The amount of funding provided is typically dependent on
the organization and the size and scope of the project. To see a full list of the possible donors that have
been identified, refer to Appendix 2.
Thrifty Foods
Thrifty Foods has sponsored and donated to thousands of non-profit organizations and charities since
1977. Funding is provided to sponsorship, and donation requests made by a Registered Canadian
Charity or Registered BC Society and the applicant must operate in a community with a Thrifty Foods
location. Successful applicants must serve at least one identified main areas of focus; those that the
CTS Culinary Arts Library Project aligns well are Arts & Culture, Education, and Environment.
Applications can be submitted via the Thrifty Food website on an ongoing basis, along with all re-
quired information. Applicants can expect to hear back within four weeks.
McConnell Foundation – Initiatives

The McConnell Foundation supports “cultural, economic, and social systems innovation in Canada [...],
seeking to advance community wellbeing and environmental sustainability at a generational scale”
(McConnell Foundation, 2019). Four types of grants are provided, and two types are a good fit with the
CTS Culinary Arts Library Project. The first type is the Social Innovation Fund, which “strengthens the
core functions of early-stage innovators or organizations” (McConnell Foundation, 2019). The second
type is Foundation Initiatives, where grants and investments are provided to initiatives within the
foundation’s priority areas (environment, healthy communities, reconciliation, social and economic
inclusion, and youth and education).
Applications can be submitted with all required information through the McConnell Foundation web-
site on an ongoing basis. Reviews of applications can take up to four months.
Under the Income Tax Act, the McConnell Foundation provides grants to “qualified Canadian donees,”
which generally means registered charities and municipalities. However, they sometimes provide
grants to not-for-profits through a fiduciary (trustee) organization; the application must indicate if the
applicant is applying for the support this way.
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West Vancouver Foundation

The West Vancouver Foundation “supports charitable organizations working to create and sustain
a healthy and vibrant West Vancouver” (West Vancouver Foundation, 2019). Community Grants, in
particular, may be a good fit for the CTS Culinary Arts Library Project. The amount of funding provid-
ed is $1,500 to $10,000. Registered charities and qualified donees with the Canada Revenue Agency
(CRA) are eligible to apply. Non-profits who are not a registered charity are encouraged to “develop a
formal and genuine partnership with a registered charity whose mandate is similar” to apply for funds
on the non-profit’s behalf (West Vancouver Foundation, 2019). The CRA recommends the partnership
between the charity and non-profit to be documented (more information is available on the CRA web-
site). Community Grants aim to promote connections and to belong in the community of West Vancou-
ver and supports a wide range of organizational needs.
Applications must be submitted as a PDF or Word document to info@westvanfoundation.ca. Appli-

cants may be contacted for a meeting or site visit, and decisions are communicated in mid-April. Appli-
cations for this year were accepted from November 1, 2018, to February 15, 2019.
Other foundations to consider:

1. The Dilawri Foundation
The Dilawri Foundation has donated to multiple causes, including the largest ever donation to a city
and public library, providing $5 million to the Vancouver Public Library Foundation in 2018 (VPL
News Release, 2018). Due to this significant contribution and commitment, the Dilawri Foundation
may be interested in also supporting the CTS Culinary Arts Library. There is no formal application pro-
cess on the website, but the foundation can be contacted for more information through their “Contact”
page.
2. The Aquilini Foundation, The Jim Pattison Foundation, Top Table Group
These are promising foundations that have been involved in philanthropy in the community. Due to
their investments, businesses, and involvement in the food and beverage industry, these three founda-
tions may have a high interest in supporting the CTS and supporting the education and development
of chefs in BC. There is no formal application process for funding on the respective websites. However,
all foundations may be contacted for further information through their “Contact” pages.
c. Individual Donors
Individual donors are a strong force that contributes to the boom of NGOs in Canada, in addition to
government grants and sponsorships from corporations. According to a report by Statistics Canada,
77.9% of donors are people above 40 years old, and the value of donations for this group has
increased at a higher pace than those from younger groups. In BC, the number of donors has increased
by 62.2% from 1985 to 2014, showing a growing willingness to donate for individuals.
Donation patterns
The likelihood of donating and the value of donations varied according to several demographic
characteristics. Three of the major donation patterns are:
1. Both the likelihood of giving and the average amounts donated generally increase with age,
income, frequency of attendance at religious services, and education.
2. Men are less likely to give than women but tend to make larger donations when they do donate.
3. Native and foreign-born Canadians are more likely than non-citizens to donate and tend to give
larger amounts.
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What are the barriers for donations?

In the report by Statistics Canada, 34% of respondents are willing to donate more than the amount
they have given (Lasby & Barr, 2018). Donors who could afford to give more identified some reasons
for not giving more, including not being asked to, not knowing where to give, and not being able to find
a cause worth supporting. These donors were also less trusting and expressed concerns about how
charities use donations. Donors would be more motivated if these barriers of donations are removed.
Tax credits were not enough of an incentive for motivating larger donations. Donors who could not
afford more were more trusting and tended to make larger donations.
The impact of online giving and social media

In the 2014 Survey of Giving, Volunteering, and Participating report, 12% of Canadians indicated they
made at least one donation online. Collectively they contributed at least $860 million online,
equivalent to approximately 7% of total reported contributions. In 2017, with the growth of online
users, it was very likely that the current Canadian figures are higher. Also, younger donors have higher
levels of education, and those with higher incomes are more likely to donate online.
Social media platforms are increasingly popular channels for encouraging online giving due to its
broad coverage of users. According to the General Social Survey 17 (GSS) in 2016, the vast majority of
those under the age of 45 use social media daily, and large majorities of those under the age of 75 use
it at least a few times a week (Lasby & Barr, 2018). Facebook currently reports 23 million monthly
Canadian users, equivalent to 57% of the Canadian population. Nearly three-quarters of Canadians
over 18 years old use Facebook at least weekly. Instagram and YouTube have fewer users, but still,
regularly engage millions of Canadians. The demographic profiles of users vary from platform to
platform, but broadly speaking, younger Canadians are more likely to be regular users.
Crowdfunding
According to HiveWire, crowdfunding has garnered much attention in recent years. Campaigns play
an essential role in fundraising activities. To be successful, campaigns require wide dissemination
and tend to make extensive use of various social media platforms. Since 2013, charities and NGOs
have raised roughly $35 million via crowdfunding globally. However, the amount raised through each
crowdfunding campaign remains small, at an average of $20,000, according to a recent study done by
Indiegogo, an online crowdfunding platform.
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D. Situation Analysis
a. 5C analysis
Company
Chefs’ Table Society (CTS) organizes activities that connect chefs, food producers, kitchenware
suppliers, and the public in British Columbia. CTS offers scholarships to young chefs and supports
their learning opportunities. Daily operations of CTS are funded by event ticket sales revenues,
sponsorships, and membership fees. Expenses are generated through holding events, giving donations,
and sponsoring chefs. The goal of CTS is to promote the exchange of information and connections
among culinary professionals, to assist their career development, and to support local food industries.
Competitors
Compared to for-profit corporations, the competitive landscape would be much less fierce fo non-
profit organizations. CTS currently is faced with a competition for the limited funding from
government grants, corporate sponsorships, and individual donations with comparable NGOs in the
food industry.
1. Direct competitors
Non-profit organizations that have similar value propositions as CTS and actively pursue the same
groups of customers are direct competitors. Examples of these NGOs include: BC Food Security
Gateway, EAT! Vancouver, and Food Share Network. They are primarily located in Vancouver and BC.
They are likely to attract food enthusiasts through events including food festivals, competitions, and
cooking workshops. These organizations also aim for the same categories of government grants and
corporate funding.
2. Indirect competitors
Indirect competitors could be similar organizations in different regions or other local NGOs that are
active in sustainability, education, and employment. For example, Restaurant Canada has comparable
agendas as CTS but is located in Ontario. BC Tech provides training to employees in the technology
field but might compete with CTS on grants that aim to promote professional training.
Customers
CTS is a non-profit organization; thus customers can refer to stakeholders that benefit from CTS’
missions and daily activities. Major customer groups of CTS are chefs and cooks, food producers in
British Columbia, and the general public.
1. Chefs and Cooks

CTS helps young chefs grow through providing financial support and holding events where chefs gain
more exposure, including competitions, exhibitions, and food festivals. In BC, 75% of chefs and cooks
work in restaurants, and 25% work for independent, single unit operators (Go2HR, 2016). 23% of
foodservice units feature some ethnic specialty, accounting for 16% of the workforce.
In 2018, 9,590 chefs were working in BC, and there were 3,290 openings for chefs. Wages ranged from
$11.50 to $25.96. The median wage rate was $17.31. The total additional supply of chefs in the labor
market in the next ten years is estimated to be 3,285 people. As for cooks in 2018, 33,620 were
working in BC, and there were 11,490 openings for cooks. Wages ranged from $11.35 to $25.00. The
median wage rate was $14.00. The total additional supply of cooks in the labor market in the next ten
years is estimated to be 11,486 people (WorkBC, 2018).
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The majority of cooks (52%) are under 35, and most chefs (63%) are under 45. There are very few
cooks (14%) or chefs (12%) over the age of 55. Cooks and chefs tend to exit their occupations at a
relatively early age compared to other industries. Of those who have left the industry, the largest group
(40%) did so between the ages of 35 and 44 (Go2HR, 2016). There is a significant gender imbalance in
the industry. 92% of chain chefs and 85% of independent chefs are male. Women account for approxi-
mately 30% of chain cooks, independent cooks, and self-employed cooks (Go2HR, 2016).
When asked about their professional development, most chefs in chain restaurants aim for a higer-
level job over 1 to 3 years, and independent restaurant chef hope to work in the same position or own
their own business. Most cooks and chefs chose their career for the love for food, and very few chose
wages as their motivation. However, the majority of cook and chefs who left the industry chose the
work/life balance as their primary reason (Go2HR, 2016).
2. Food Producers
CTS supports farmers, food producers, and suppliers in British Columbia by connecting them with
culinary professionals at events. In 2016, food and beverage processing were the largest sectors with-
in BC’s manufacturing industry, accounting for 22% of the manufacturing workforce and 1.5% of the
total workforce (BC Alliance, 2017). There are approximately 2,000 food processing firms.
The food and beverage processing industry has been growing at a healthy pace based on historical
data. In 2017, the sector had total sales of $9.8 billion, up over 9 percent compared to 2015 figures and
up over 30% compared to 2010’s sales of $7.35 billion (BC Alliance, 2017).
Food and beverage processing companies face multiple challenges including labor shortages across
skill levels, the difficulty of attracting a younger workforce, heavy dependence on immigration, low
compensation, and poor external perception of the industry. To resolve these challenges, the industry
calls for more support from the government for training, education, infrastructure building, and trades
promotions.
3. Food Consumers
Consumers who are passionate about food and culinary arts could attend CTS events by purchasing
tickets online. Channels to reach customers include offline events, social media accounts, and the CTS
website. Below are the following trends identified for food consumption in Canada:
1. Social media influencers: Social media has been increasingly important in shaping food trends.
Influencers and “foodie” groups have a strong voice among users on Facebook, Instagram,
YouTube, and other online platforms.
2. Dining-at-home on the rise: There are more dining-at-home options in the market in recent
years with the growing popularity of food service delivery and meal kits. Meal kits are
welcomed by consumers who hope to reduce the leg-work and time to shop, prepare, and cook
meals.
3. Growing demand for health and wellness products:
a. More health-conscious younger consumers and older consumers focusing on personal
health are concerned about food quality and safety. Between 2012 and 2017, the current
value sales of organic food increased by nearly 38%, according to the report by Passport.
There has also been a 43% rise in free-from foods sales over the same period (Passport,
2018).
b. The results of a 2017 survey commissioned by GoodLife Fitness revealed that 33% of
respondents said that improving their fitness would be their top New Year’s resolution.
Reasons cited to increase exercise and eat better included preventing health risks
(45%), losing weight (42%) and increasing their energy (41%) (Passport, 2018).
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c. According to the Canada Organic Trade Association, millennials are key drivers of
demand for organic food and beverages. Many also seek to consume more plant-based
protein, from fruits, vegetables, grains, nuts, and seeds, rather than meat-based protein
(Passport, 2018).
4. The pursuit of ethical living and local food: A significant proportion of Canadians are aware of
ethical consumerism and try to live ‘greener’ lifestyles based on their beliefs about
sustainability, corporate responsibility, waste, and related issues. They seek out ethical and
sustainable products and often are willing to pay more for them. The commitment to ethical
consumerism appears to be growing, driven in large part by the strong beliefs held by many
millennials and other younger consumers. Consumers are willing to support and pay more to
local farmers and artisans for their high quality, fresh and value-added products (Passport,
2018).
Collaborators / Donors
To build a more inclusive and sustainable community, CTS collaborates with culinary schools, com-
munity colleges, and other institutions focusing on promoting education, sustainability, and the local
agriculture economy. Partners support CTS by providing monetary support for events, scholarships,
and the library initiative. They also sponsor events by providing food products, kitchenware, and cook-
books.
1. Donation frequency
Another critical group that contributes to the ticket sales of CTS events are public donors in
BC. British Columbians are historically charitable. 90% of respondents in the report by Insights
West made financial donations to charities in 2016 (Insights West, 2017). Goods (93%) and
money (95%) are the most common types of donations. 79% of respondents have participated
in a charitable or non-profit event, and 26% participate multiple times every year.
2. Amount of donations
In general, the likelihood of making regular monetary or material donations increase with income and
age. Those with an income of over $150K are also much more likely to attend the charitable events
(30%) than other groups (Insights West, 2017). In 2017, the average amount of individual monetary
donation was $784, and 36% of donors donated over $500. Both numbers remain stable from 2014 to
2017.
3. Factors that influence the willingness to donate

Donors in BC wish to see the tangible impact of their donations to causes they care about. Personal
belief in causes (95%), transparency (94%), and demonstrated positive outcomes (94%) are the top
three factors that the public consider before they decide to whom and how much they should donate.
They also care more about their local communities, as 78% of donors think it is important for charita-
ble organizations to actively engage with the local community (Insights West, 2017).
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Context
CTS supports various stakeholders in the food industry and the labor market in British Columbia.
Understanding the industry development in the next few years helps CTS better position itself as the
facilitator for the healthy growth of chefs, restaurants, and food producers.
1. Food Industry Trend

Canadian consumers continue to search for food products that reflect their diverse preferences. Fruit
and fruit product availability increased by 1% to 143.8 kg per person in 2016. Variations are observed
in food purchases from stores vs. restaurant meals across provinces. Top commodities produced in
Canada are forage, greenhouse crops, eggs, horticulture, caribou, musk ox, wild berries, dairy, cattle,
grains and oilseed, hogs, and poultry.
Various types of food services have continuously performed stably. In 2015, average sales for grocery
chain stores increased by 2.1% from 2014, but average sales for independent grocery stores increased
by 1.7%. From 2010 to 2015, commercial foodservice sales grew by 25.2%, however employment in
the sector increased by 15.4%. Restaurant bankruptcies decreased in 2016 by 3.6% from 2015.
The outlook of the industry is promising in BC in the next few years. With strong consumer demand
and growth in tourism, commercial food sales in 2017 grew by 4.9% (Elliot, 2017). The nominal
change of food sales in British Columbia is projected to be 4.4% from 2017 to 2021, which surpass-
es every other province. Rising housing valuations, healthy economic activities, and high consumer
spending will contribute to the solid performance of the industry in the next few years (Elliot, 2017).
The province’s unemployment is at a historically low level of 4.4%, which may also encourage more
consumption for restaurant services (Passport, 2018).
Figure 1: BC Food industry has been growing for the past 5 years
Source: Statistics Canada. Table 21-10-0019-01 Monthly survey of food services and drinking places (x 1,000)
12
2. Labour Market Trend

Overall, the unemployment rate is low. BC’s unemployment rate was only 4.4% in 2018, below all oth-
er provinces by more than a percentage point, according to Central One Credit Union (Sherlock, 2019).
However, it is worth noticing that the food service industry is facing an imbalance. Many restaurants in
BC have experienced a shortage of chefs and cooks. According to Shirley Bond, Minister of Jobs, Tour-
ism and Skills Training and Minister Responsible for Labour, it is challenging to analyze labor market
data for cooks and chefs (Sherlock, 2019).
The Government of BC spent $141,000 on an in-depth labor market information study to understand
the challenges for restaurants in retaining cooks and chefs (Hernandez, 2015). A survey by the Central
Okanagan Economic Development Commission (COEDC) shows that approximately 74% of businesses
in the Central Okanagan tourism industry face challenges retaining and recruiting quality employees
(Hernandez, 2015).
Figure 2: Growing food industry calls for more culinary professionals
Sources: Go2HR. (2016, June 30). Cook Labour Market Analysis Final Report(Rep.)
Figure 3: BC food industry employment growth remains largely positive
Sources: Go2HR. (2016, June 30). Cook Labour Market Analysis Final Report(Rep.).
13
Restaurant owners have reported various reasons for the shortage. The seasonality of tourism impacts
some restaurants in tourist attractions. For example, when golf courses and wineries shut down in
winter, it’s hard for restaurants to have enough customers. Therefore, restaurants sometimes have to
lay off chefs and find new ones in the next year.
Another primary reason for the movement of chefs and cooks is the high housing prices in Vancouver.
The average monthly rent in Vancouver currently for a one-bedroom and two-bedroom apartment
is $2,130 and $3,230, respectively (Sherlock, 2019). Employees who can’t afford the rent choose to
relocate to other cities. Some restaurants owners worry about the shrinking workforce. Mark von
Schellwitz, Vice-President Western Canada with Restaurants Canada, said the number of young people
getting into the restaurant business is shrinking while the demand is growing (Givetash, 2017).
Restaurants that don’t have enough support from the government choose to retain core staff and cut
cost over the winter. Most businesses call for government sponsorships, including reducing the cost
of restaurant operations (Sherlock, 2019), issuing more visas for well-trained foreign workers to stay
after completing culinary school studies (Givetash, 2017). While the government has issued programs
to help international students stay, those programs typically do not address the labor shortage in the
culinary industry. Some owners believed it was difficult to request a foreign worker for every position
and government could simplify the process (Givetash, 2017).
14
b. SWOT Analysis
Positive Negative
Strengths Weaknesses
• CTS has built an active community of • CTS is not the most well-known food
culinary professionals, food producers, related NGO in British Columbia.
and restaurants in British Columbia. • CTS’ events’ impact on employment,
• Able to offer membership at a sustainability, gender equality, and
reasonable rate of $35/year. community nutrition has been unclear.
• Board is comprised of passionate • Operations are limited in BC. Therefore,
culinary professionals. it might be hard to get support outside
• CTS has developed strong the province.
relationships with local food producers. • Chefs move around a lot and retire
• CTS has a clear mission and vision early.
Internal • Consistently hosts a variety of annual • Scholarships are provided to a limited
events for fundraising and promotional number of chefs.
purposes. • There is currently no permanent
• Events’ budget is reasonably physical location for CTS events.
allocated, and the cost of operation • Relatively small membership base
has been decreasing. compared to another similar NGO
• Culinary Arts Library is being planned • Small sponsorship base and limited
to serve CTS’ next stage of expansion. reach to more donors.
• Cooperation with other similar • Early stage funding strategy for Culinary
organizations allows CTS to connect Arts Library.
with resources and gain exposure. • Hard to find the donation link for the
library on the CTS website.
Opportunities Threats
• Consumers in British Columbia are • The rise of food delivery service in
increasingly aware of the issue of food Vancouver might discourage customers
security, sustainability, and food waste. from cooking by themselves.
• More consumers are willing to pay • Housing price of Vancouver will stay
more to support local organic food. high in the next few years, adding
• Consumers embrace various forms of pressure to the cost of the culinary
dining, including dining out, cooking at library.
home, food delivery, and meal kits. • High housing price also imposes more
• Government is aware of the shortage pressure on CTS member chefs’
External of chefs and cooks in the labor market careers.
and is willing to fund projects and re • There are more and more NGOs in the
searches to relieve the situation. field of sustainability, education, and
• Positive labor market outlook for chefs community building, which increase
and cooks means a higher demand for competition and fundraising difficulty for
culinary education in the next ten CTS.
years.
• Large corporations are increasingly
aware of social responsibility and
therefore likely to launch more corpo
rate sponsorship programs.
15
E. Key Learning
a. Research Insights
Public Grants
• Extensive and detailed documentation required. Such documents include a proposed timeline
of events, allocation plan for the funding, and the organization’s constitution.
• Specific criteria of cause and operations for eligibility. There is only a high chance of receiving
the fund if CTS can demonstrate that it fits the description fully and completely.
• All three levels of government have individual fund pools. Therefore, receiving one funding
from one level will have no impact on funds from other levels.
Private Sponsors
• More opportunities to receive in-kind donations such as food, equipment, or collaboration.
• Some corporations and foundations choose to donate to registered charities only, which limits
the number of sponsorships and partnerships that CTS can work with within the private sector.
• Donations from major corporations such as banks and multinational food companies tend to be
large, but the competition for this funding is very high.
• Most corporations have specific focus areas that they donate to, which can make it challenging
for CTS to position their mission and cause to fit within these requirements.
• Most philanthropic foundations headed by individuals typically need to be contacted directly,
as there is usually no formal application process for receiving funding from them.
Individual Donors
• From 1985 to 2014, data shows a growing willingness for individuals to donate in British
Columbia.
• The reasons for not giving more include not being asked to, not knowing where to give, and not
being able to find a cause worth supporting.
• Some donors are concerned about how their donations are used.
• Young donors are more likely to donate online, and social media has become an increasingly
important platform to reach donors.
• Crowdfunding campaigns require wide dissemination through online and offline channels.
b. Situation Analysis Insights

• CTS’ consumers are chefs, cooks, local food producers, and the public. Culinary professionals
face challenges to survive in the Vancouver food industry and need support for their continuing
education. Local agriculture in BC is booming, and food producers would love to see more
opportunities to promote their products. The public seeks to live a healthier and more
sustainable life.
• NGOs who are seemingly competitors with CTS are likely to be their collaborators at the same
time. CTS could avoid unnecessary competition for government grants and corporate
sponsorships by establishing a mutually-beneficial relationship with these organizations.
• The food industry in BC will grow at a healthy rate shortly thanks to an increase in consumer
spending, tourism, and a decrease in the overall unemployment rate. On the labor market,
while more chefs and cooks are entering the industry, culinary professionals need support from
government and organizations like CTS to build connections with restaurants and harness their
16
F. Recommendations
a. Fundraising Principles
Highlight value propositions in the key messaging
CTS Culinary Arts Library is a unique model that integrates various value propositions including edu-
cation, sustainability, and culture. When CTS reaches out to government institutions, corporations, or
individual donors, it should develop a consistent key messaging that highlights these propositions to
emphasize the “fit” with sponsors’ motivations and objectives for donations. This messaging could be
conveyed through application materials, the CTS website, the crowdfunding website, and event pro-
motions.
Show transparency to stakeholders

Both organizational sponsors and the general public appreciate the transparency from charities and
NGOs. They hope to see their contributions’ tangible impact on the well-being of their community.
CTS currently discloses its achievement through its website pages and social media. For the library
initiative and the organization in general, the next step could be a comprehensive annual Environmen-
tal, Social, and Governance (ESG) report on the impact of CTS Culinary Arts Library and its on-going
events. In the ESG report, CTS could disclose its annual budget, allocation of donations, a summary of
previous year’s activities, and plan for the next year.
Maintain long-term relationships with sponsors

Many government grants and private sponsorships recur every year. Maintaining long-term relation-
ships with these organizations help CTS build credibility as an NGO that helps the government realize
social benefits and that brings benefits to its stakeholders in the food industry. Individual donors are
also more motivated to donate when the organization shows genuine dedication to the causes they
care about and gratitude to their contributions. Relationships could be strengthened by email newslet-
ters, invitations to the latest events, recognition, and thank-you letters.
Execute the fundraising plan and monitor results in details

Government grants usually have a set timeframe for application, and therefore it’s essential to submit
applications to these grants on time. While corporate sponsorships are more flexible, their require-
ments might be less clear than those from government institutions. It is crucial for CTS to closely con-
nect and negotiate with these corporations regarding the detail of their sponsorship. Measurement
against the goals is crucial to determine what is going well, what could go better, and what should be
modified. At the end of each quarter, review the progress of fundraising results and compare them to
the original objectives.

b. Specific Recommendations for Each Funding Type
Public Grants
Public grant applications typically require the submission of a robust set of materials. Therefore, CTS
should pre-prepare documents such as the constitution, project timelines, financial statements, and
cost breakdown. Each specific grant also has requirements for the focus areas and kind of work that
they would fund. As such, the quality of fit for the grants is highly important, and CTS should focus
on this and align grant applications to the values identified by the grant details. CTS should apply to
all three levels of government as the funds are not pooled. Competition for lower level grants is not
spread; thus CTS should focus on these to increase their chances of success.
17
Private Sponsors
The competition for donations from large corporations is high. It may be more effective to find funding from
individuals and foundations by contacting them directly, establishing a relationship, and asking for funding.
CTS should target applications to focus areas of private sponsors and provide quantitative evidence of the or-
ganization working towards the same causes or having similar values as the sponsor. Comprehensive financial
information should be prepared and accessible so that specific financial information asked in applications can
be quickly put together and delivered.
Individual Sponsors
Utilize passive strategies such as crowdfunding for large volume, small cash donations. There is great poten-
tial for crowdfunding campaigns to generate funds from the community, but the campaign must be promoted
effectively. The link should be visible and easily accessible on all CTS social media platforms. A crowdfunding
campaign also has the potential to increase brand familiarization and can increase engagement in CTS ac-
tivities. CTS should offer future redeemable tickets as prizes for higher tier donation amounts to incentivize
donations. Another way to incentivize donations is to give food, equipment, merchandise, and other in-kind
donations that CTS receives as prizes to those donating above a certain amount.
c. Recommendations for Marketing and Social Media Strategies

Instagram
CTS should interact more with their audience on social media platforms, particularly Instagram. To achieve
this, they could hold giveaway contests that require followers to “comment” and “share” CTS posts, which
can help the online community increase their engagement with the organization. CTS can also post more
Instagram Stories or LIve videos to their social media, especially during events. This can act as free advertis-
ing that can introduce CTS to Instagram users, educate users on CTS values and the work it does, and entice
more people to attend future CTS activities and events.
YouTube
CTS should create a YouTube channel, and by doing so, the organization can create different kinds of videos
for a wide online audience. For example, CTS can upload videos of their events, educational videos about
cooking knowledge and techniques, videos introducing and highlighting chefs and their cooking skills and
dishes, and videos that teach viewers about sustainability and other CTS values. There are endless options for
the types of videos CTS can create, and this is a great way to increase exposure, community engagement, and
the organization’s online presence.
Website
CTS should optimize their presence on Google by making its website easier to find in the Google Search
engine. The Google sidebar that appears after searching for the organization is missing relevant information
(such as phone number and business hours), which CTS should include. CTS should also eliminate their old
website on Google’s index upon search.
CTS should improve their website’s user-friendliness and ease-of-use by minimizing the number of page-
clicks viewers must go through to find specific information. CTS should also consolidate all information for
all of their events on one website, instead of having separate websites for Cooks Camp 2020 and the Sprott
Prawn Festival, as they do now. Information about each event on the website should also include more details
such as the time, location, ticket prices, and more information about the restaurants and partners who are
involved. As tickets are typically sold on Eventbrite, the CTS website should provide an accessible link within
the details of each event that directs viewers to the Eventbrite page. This would make the ticket-buying pro-
cess much more efficient and straightforward, in comparison to individuals searching for the Eventbrite page
on their own.
18
G. Action Plan
a. Public
1. Create a repository of fixed primary documents (constitution, financials, build-up
plans).
Pre-Application 2. Create three versions of company introduction documents to highlight CTS’s value
propositions on education, arts & culture, and sustainability.
3. Contact grant coordinators to ask whether they know of any related grants.
1. Fill out applications and put together a package of materials requested.

2. Submit applications.
3. Contact grant coordinators if questions or concerns come up.
During Application a. Reach out immediately after application to remind coordinators about the
submission.
b. Ask about how much funding CTS can expect if the application is
successful.
1. If the grant application is successful:
a. Monitor the usage of the grant and allocate funds as appropriate.
b. Continue to focus on the grant area to increase the likelihood of
Post- Application obtaining the same grant annually.
2. If denied:
a. Follow up to ask which criteria are missed and use insights to reapply next year.
b. Ask about funding opportunities or any related grants.
b. Private
1. Take a look into companies provided in the Appendix and their respective focus
areas.
2. Select promising companies and identify any current contacts that CTS may have at
those companies.
Pre-Application 3. Develop messaging to highlight CTS’ fit within company/funding focus areas.
4. Try to set up a meeting(s) with representatives from the companies to build a
relationship, ask questions, and gain more insight into their expectations for success-
ful applicants. Ask about how “need for funding” is assessed.
5. Create a sponsorship package to send to potential sponsors.
1. Fill out formal applications and put together a package of materials requested.
2. Submit applications.
During Application 3. Send sponsorship packages to potential sponsors. Set up more meetings, if
necessary.
4. Contact the sponsorship coordinator if questions or concerns come up.
1. If the funding application is successful:

a. Review any requirements the companies may have regarding how the funding
they provide should be used.
Post- Application b. Inquire about whether ongoing funding can be provided.
2. If denied:
a. Contact the company representative and inquire about reasons for the rejection
and how to improve the application for next year.
19
c. Individual Donors
Individual donors could be reached through multiple channels, including current CTS events, CTS
Culinary Library Project crowdfunding websites, connections in the food manufacturing, restaurant,
and retail industries, and other charity events or projects.
Existing CTS Events

In 2019, CTS will hold five culinary events that will attract 600 to 800 guests in total. In 2020, the
Cooks Camp will likely attract even more attention from the industry. CTS should promote the library
project to the guest at these events using the methods below:
1. Provide a brief introduction of the library project at the beginning of each event to the purpose,
impacts, fundraising objectives, and how sponsors can give donations.
2. Brochures with information about the library project could be distributed at each event.
3. If events are reported by local news agencies, CTS could invite journalists to mention the
library project in their reports.
Crowdfunding Page Optimization

CTS has built a crowdfunding page on GoFundMe. However, the project hasn’t received any donations
through the page in the past seven months. We suggest that the page can be optimized in the following
ways:
1. Provide more detailed information on the GoFundMe page. Sponsors hope to understand how
their donation will be used and what the impact would be. By clarifying the objective and
model of the library project, CTS will increase the likelihood for donors to donate. The
information could be in various forms, including text, pictures, or videos. Links to CTS’
websites, Instagram, and Facebook should also be attached on the page for reference.
2. Attach the link to the crowdfunding page on introduction sections of CTS’ Instagram and
Facebook account to gain more exposure.
3. Contact the Help Center on GoFundMe to receive more specific advice on attracting donors and
page optimization.
Connections in the Food Industry

CTS has gained recognition and support from its partners from corporations and NGOs in the food
industry. Grant Daisley from Whole Foods Market and Scott Gurney from 17 Black Events have both
expressed interests in long-term sponsorships to CTS’ initiatives because they believe the CTS Library
fits their organization values and purposes. CTS could get continuous support from individuals in the
food industry from the following ways:
1. Identify Key Opinion Leaders (KOLs) and Influencers of the BC food industry. They could be
well-known chefs, food connoisseurs, writers and editors of food magazines, and owners of
restaurants.
2. Establish connections with them through introductions by existing contacts. CTS could also
invite them to its events, potentially for free, during which they can learn more about CTS’
model and the library initiative.
3. After they have expressed interests, CTS should provide them with multiple methods of
sponsorship. They can provide monetary support and also increase awareness of CTS’ library
project if they are willing to introduce the project on their social media or to other industry
professionals.
Other Charity Events or Projects

CTS could contact donors that have previously sponsored other charity events or NGOs. These
contacts could be found on the events’ websites. The risk, however, is that those individuals might be
unwilling to donate more, or they may be dedicated to a few organizations.
20
H. References
BC Alliance for Manufacturing. (2018, August). BC Food and Beverage Manufacturing and Processing_Sector Labour Market
Partnership Engagement Report(Rep.). Retrieved March 1, 2019, from The Government of British Columbia
website: https://www.workbc.ca/getmedia/7698100c-5b46-4115-946a-900faa7cca59/Agrifoods-BC-Food-and-
Beverage-Manufacturing-and-Processing-Sector-Engage-Report-Aug-2017.pdf.aspx
Community grants. (2019). West Vancouver Foundation. Retrieved from https://westvanfoundation.ca/grants-

scholarships/community-grants
Elliot, C. (2017). Food Service Industry Forecast(Rep.). Retrieved March 15, 2019, from Restaurants Canada website:
https://www.restaurantscanada.org/wp-content/uploads/2017/11/Restaurants-Canada-Foodservice-
Industry-Forecast-2017-2021-preview-1.pdf
Givetash, L. (2017, October 14). B.C. chef shortage due to ‘perfect storm’ of problems like pricey housing and low wages |
CBC News. Retrieved March 15, 2019, from https://www.cbc.ca/news/canada/british-columbia/chef-
shortage-vancouver-jobs-1.4355308
Go2HR. (2016, June 30). Cook Labour Market Analysis Final Report(Rep.). Retrieved February 22, 2019, from Ministry
of Jobs, Tourism and Skills Training website: https://www.workbc.ca/getmedia/e596729e-c7ef-49ee-bef4-
a63a4948d1f2/Tourism-and-Hospitality_Go2HR_Labour-Market-Information_June16.pdf.aspx
Hernandez, J. (2018, January 03). British Columbia study seeks to keep chefs in the kitchen. Retrieved from https://www.
theglobeandmail.com/news/british-columbia/british-columbia-study-seeks-to-keep-chefs-in-the-kitchen/
article27949161/
InsightsWet. (2017). 2017 BC CHARITABLE GIVING REPORT(pp. 1-49, Rep.). Retrieved March 15, 2019, from
https://insightswest.com/wp-content/uploads/2017/09/RPT_InsightsWest_2017BCCharitableGivingInsightsRe
port_20Sept2017.pdf.
Lasby, D. & Barr, C. (2018). 30 Years of Giving in Canada, The Giving Behaviour of Canadians: Who gives, how, and why?.
Retrieved from Imagine Canada Website: http://www.imaginecanada.ca/30years
Passport. (2018). Consumer Lifestyles in Canada(pp. 1-48, Rep.). Retrieved March 16, 2019, from
http://www.portal.euromonitor.com.ezproxy.library.ubc.ca/portal/analysis/tab
Sherlock, T. (2019, January 23). Businesses face ‘massive’ challenge finding workers in Vancouver. Retrieved March 7,
2019, from https://www.nationalobserver.com/2019/01/23/features/businesses-face-massive-challenge-
finding-workers-vancouver
Sponsorships and donations. (2019). Thrifty Foods. Retrieved from https://www.thriftyfoods.com/community/

sponsorships-and-donations
The Dilawri Foundation’s $5 million gift to Vancouver Public Library Foundation largest ever in Canada. (2018, October
29). Vancouver Public Library News Release. Retrieved from https://www.vpl.ca/library/news/2018/
dilawri-foundation%E2%80%99s-5-million-gift-vancouver-public-library-foundation-largest
What we fund (2019). The McConnell Foundation. Retrieved from https://mcconnellfoundation.ca/

granting/
WorkBC. (2018). BC Labour Market Outlook 2018(Rep.). Retrieved March 1, 2019, from https://www.workbc.ca/
getmedia/1dce90f9-f2f9-4eca-b9e5-c19de9598f32/BC_Labour_Market_Outlook_2018_English.pdf.aspx
21
I. Appendix
a. Appendix 1- Public Grants
i
ii
iii
iv
b. Appendix 2- Private donors/ partners
v
vi
vii
viii
ix
x
xi
xii

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Chefs’ Table Society Culinary Arts Library

Community Business Project Final Report 2019

Objectives of CTS Culinary Arts Library

c. Project Value Propositions

Education of the Public

Supporting local food producers

Capital Project Grant - Community Gaming Grant (BC Government)

Agriculture and agri-food Canada - Agri Competitiveness Program (Government of Canada)

McConnell Foundation – Initiatives

West Vancouver Foundation

Applications must be submitted as a PDF or Word document to info@westvanfoundation.ca. Appli-

Other foundations to consider:

What are the barriers for donations?

The impact of online giving and social media

1. Chefs and Cooks

3. Factors that influence the willingness to donate

1. Food Industry Trend

2. Labour Market Trend

Figure 2: Growing food industry calls for more culinary professionals

Figure 3: BC food industry employment growth remains largely positive

b. Situation Analysis Insights

Show transparency to stakeholders

Maintain long-term relationships with sponsors

Execute the fundraising plan and monitor results in details

c. Recommendations for Marketing and Social Media Strategies

1. Fill out applications and put together a package of materials requested.

1. If the funding application is successful:

Existing CTS Events

Crowdfunding Page Optimization

Connections in the Food Industry

Other Charity Events or Projects

Community grants. (2019). West Vancouver Foundation. Retrieved from https://westvanfoundation.ca/grants-

Sponsorships and donations. (2019). Thrifty Foods. Retrieved from https://www.thriftyfoods.com/community/

What we fund (2019). The McConnell Foundation. Retrieved from https://mcconnellfoundation.ca/

b. Appendix 2- Private donors/ partners

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