Catalin Frangulea-PastorThroughout the project, we were able to not only raise awareness, but to involve public stakeholders in various activities and endeavours, to a point where the food policy, or the food issue are on the mainstream agenda of the public administration. And FoodSHIFT has been an important component in starting this. But also how the municipality is relating to local farmers, to local producers. And how it understands that even though they are part of different administrative units, different communities, villages and other towns around Brasov, there is still a need to somehow get in touch, have a relationship, create an ecosystem where these farmers would be able to deliver healthy produce for the citizens of Brasov. Raluca BarbuYes, and basically, we can say that, I think there is much more awareness at the governance structure level than it was at the beginning of the of the project. Catalin Frangulea-PastorIt's important to mention here, and you kind of touched on that, that there is not a national legal framework, which, let's say, gives local or regional authorities a role in what's relevant for the food policy. So, it's up to local regional agencies, authorities or whatnot to take on this task. And basically, it's based on, I want to say an individual passion. So FoodSHIFT was the framework through which we were able to connect with similar counties, and we were able to build on each other's experience. Because it's important to understand that not all public authorities really understand that the food policy in place is really an asset for sustainable development and for resiliency. We just had to pick those who are thinking alike from the territory. Raluca BarbuAnd there was still full pandemic time. And we might need to mention here that the new mayor and new municipality team, that just got elected when the project started, had to deal with COVID first. It was the whole thing with the meals, if I remember correctly, for certain social categories, to ensure meals. And then the war started. And we started to receive refugees from Ukraine. So basically, I think in the given circumstances, I don't want to pat ourselves on the shoulder, but I think the fact that we still succeeded to send some messages in this very challenging context is something to be proud of. I think we achieved something, because there were lots of hot issues to address at the same time at the city level. Catalin Frangulea-PastorThat is exactly my point, actually. When you look back, given all the crises and bear in mind, not local crisis, but global and regional, continental crisis. There were, let's say more important things on the agenda of the public administration. And in terms of COVID, even us within the FoodSHIFT consortium were to a certain extent involved in the COVID crisis, because as the Brasov lab, we were directly involved in even managing a vaccination centre. And then within the crisis, even though Brasov is not a border city, we're dead smack in the middle of the country, we were one of the most active cities in receiving refugees and providing services for them. And the building where we are at and where the lab actually functions, acted as a refugee centre, and it was the only blue-dot UNICEF centre outside of a border area. So, within this context, to be able to put food citizenship, food awareness on the agenda of the public administration, and at the end of it to come out with various initiatives. I think it deserves a pat on the back.Our focus from the beginning was to promote and to support local farmers and short supply chains. Because again, it was virtually non-existing and any initiative at the time was poorly organised, it wasn't efficient, and it was small scale. There were no options to develop or to grow, and to reach a policy level or some sort of system. I actually think that the FoodSHIFT activities gave local farmers a boost. Not necessarily the main boost, but a boost. Because I wanted to mention earlier, usually when something like a policy is born, there's two or three small initiatives which slowly start the process, then die down and then other ones start. And by the third or fourth one, you already know what to avoid and what the critical success factors are. I think FoodSHIFT is the second or third of such endeavours. So, we're almost at the food policy level. Now, we were able to engage with farmers. That was absolutely important. We were able to engage with restaurant owners and to try to activate them into matching with local farmers. And in some cases, something grew out of it, in other cases not so much. But still the effort was there. And also, we managed to engage with public authorities and basically try to explain and ensure awareness raising regarding public procurement and how using local short supply chains would favour sustainable development and local resilience. To a certain extent FoodSHIFT has also been the spark that ignited other projects, which was the FoodWave. And actually later on, the municipality got involved in Food CLIC. Which was a bit of a follow up of FoodSHIFT. Because within the application of the project, FoodSHIFT was mentioned as a reference and as a starting point for their project. Raluca BarbuYeah, maybe to add here in terms of policy successes or changes, I would very much mention the recommendations that we sent together with WWF, but also with the municipality of Brasov to the Ministry of Agriculture, to change the legislation on the programme on bread, milk and the fruit in schools. And that we succeed to have some money allocated for the educational component of the programme and for the visits to the farms of the producers that are providing, for instance, the milk in schools in Brasov. Catalin Frangulea-PastorMaybe I’ll add an anecdote from the consortium roundtable in Brasov, when the mayor had his initial speech to the consortium. And then one of the partners started to talk about their hot meals in the school programme. All of a sudden, the mayor started to ask: okay, so what's the cost, who's splitting it, who's paying it? And I'm going to say this: from that point on, we were engaged in trying to adapt such a system to Brasov. As a living lab host, we were able to get involved and create a pilot study that would evaluate what the cost would be. And we delivered the conclusion to the municipality so that they could start the pilot project for a certain school that we already had identified. And now the municipality is trying to find the money and the institutional framework through which we want to mirror what we learned from FoodSHIFT and start the pilot project that would provide hot meals for about 1300 students in a school for a year. And with this, try to see what lessons we could learn from that. It's one of the things that was kickstarted by FoodSHIFT and specifically by a meeting of the FoodSHIFT project.