Transcript Community Greenspace Project
Community Greenspace Project
P R O J E C T M A N A G E R S : B R I T T B E A U L I E U , A N E E B R A R , K A R I N A M I L L E R , N I C H A G E N S J U N E 1 , 2 0 0 8
Project Summary:
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Summary
Among the most pressing health problems that this nation faces today are the twin epidemics of diabetes and obesity. It was estimated in 2005 that no less than 20.8 million people in this country have diabetes and, in 2006, that 64 million Americans are obese. These epidemics adversely affect minorities and individuals of low social-economic-status. The African American community, Latino community, and Native American communities suffer from diabetes prevalences 1.8, 1.7, and 2.2 times that of Non-Hispanic Whites respectively. Studies indicate that one reason for this disparity is that minority neighborhoods often have little or no local access to supermarkets and other venues that sell healthy foods like fresh produce as well as economic barriers •
Purpose
To increase access to fresh produce in communities South of Metropolitan Seattle that lack such access due to economic and geographic constraints. We intend to lease three plots, then cultivate these spaces into top quality gardens. .
Strategic Alignment
A wealth of recent studies have shown that changing community behavior is a much more effective way to bring about change in diet than working on the individual level. The creation of community gardens are one of the most popular methods of binging about community change, and programs to build such spaces are being carried out all across the United States.
Project Summary (continued):
Key Stakeholders
Funding Agency: QFC Sponsor: The Head of the QFC department of Corporate Social Responsibility Project Manager: Consultants Nicholas Hagens, Karina Miller, Anee Brar, Brittany Beaulieu have been hired by QFC to Manage the Community Greenspace Project Community Leaders in the target neighborhoods will serve as liaisons to insure that the project is meeting community needs and insure the availability of volunteer labor Local Community Groups
Major Obstacles or Risks
Conflict among community Members (and stakeholders) , Over Budget , Unproductive Contractor, Late EA Results , Bad Weather, Vandalism, Delays in working with QFC and contractor
Schedule
Completion date: 3.31.08
Major milestone dates: 3.31
Completion of the Garden Build Out 12.26
The Garden sowing is complete 3.31
Budget
Total Budget: $164,548 Budget category summary Landscape Contractor- $16,800.00
Building contractor- $29,444.000
Statistical References
1. American Heart Association, Heart Disease and Stroke Statistics
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2006 Update. Dallas, Texas.: American Heart Association; 2006.
1.Centers for Disease Control, United States Department of health and Human Services. National Diabetes Fact Sheet-2005. accessed at: http://www.ndep.nih.gov/diabetes/pubs/2005_National_Diabetes_Fact_Sheet.pdf
Stakeholders:
Stakeholders (another look):
Stakeholder and basic characteristics
Stakeholder Analysis:
Interests and how affected by the problem Capacity and motivation to bring about change Possible actions to address stakeholder interests
Community Liaisons (local leaders) QFC department of Corporate Social Responsibility •Personally concerned about the rates of Diabetes, Obesity and other diet-related illnesses in their communities •Knows people from their community personally suffering from these ailments or suffer from them themselves •Will be partially responsible for the maintenance and sustainability of the greenspaces after completion •Complete a project that will improve the image of QFC in the region •Complete a project that will impress the overall administration of QFC •Will be partially responsible for the maintenance and sustainability of the greenspaces after completion •Capacity to mobilize volunteer labor from some of the work packages in the project •Knowledge necessary to give input on fitting the needs of the community •Have $250,000 in funds allocated to the Community Greenspace Project •Limited knowledge of needs specific to target communities •Project Managers will meet with liaisons bi-weekly to insure their consistent empowerment in the decision making process •Identify develop alternative income sources For some activities, liaisons will be given approval authority •Project Managers will meet with the head of QFC CSR on a bi-weekly basis to give detailed reports on where the project is in terms of budget and schedule as well as to seek consultation when appropriate.
Community Groups • Some individuals will decide to become gardeners and grow food on the plots •Limited access to capital •Ability to contribute to the project in the form of volunteer •Project Managers will receive feedback from and give information to individuals in
Logframe:
Project Description
To contribute to improved health and economic success of inner-city communities lacking access to fresh and organic produce.
-Improved quality of diets in these communities.
-Some residents sell their produce, creating a revenue stream for the community The completion of 3 sustainable community gardens in communities lacking access to fresh and organic produce
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ID Land Options and Lease Land
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Build and Sow Garden
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Communicate with Community Groups -Project Management
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Transfer Gardens to Community
Indicators
-Incidence of diabetes reduced by 20% in these communities by 2012.
-40% of all community households tend a garden and consume their produce -increased produce consumption in the comm. we hope to benefit -Community households consume 5 servings of fruits and vegetables daily - 5% of community households sell the produce they grow
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Environmental Assessment classifies soil as ideal for crop use
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Source of Verification
-Municipal hospital and clinic records collected by mobile health teams.
-Annual sample survey conducted by municipality between 2009 and 2012 -survey on our website -Monthly surveys and cooking classes conducted at community meetings (also accessible from our website) -More students pack school lunches than eat hot lunch Environmental Assessment from independent firm(s)
Assumptions
-Communities will change their diets to incorporate fresh produce -Community members will be able to find markets for their vegetables -- Community members want to sell produce -Community gardeners will sow and maintain fertile gardens -Signed lease and build-out complete -
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Schedule of bi-weekly meetings with liaisons completed
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Sustainability plans approved by Local Government
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6 and 12 month progress reports
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Sustainability team progress reports
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Approved project charter from Local Government -General environmental stability - Adherence to plans will produce projected benefits
Risk Assessment:
Work Breakdown Structure (in the form of a list):
Community Greenspace Project •
Lease Land
1.Identify Land Options 1.Consult with stakeholders (RACI) 2.Write up community needs 3.Locate land options with QFC real estate agent 2.Complete Environmental Assessment 1.Research Environmental Assessment firms 2.Hire Environmental Assessment firm 3.Acquire licenses and permits from city 4.Sign-off on Environmental Assessment 3.Sign Lease 1.Develop lease terms 2.Negotiate lease terms 3.Process transaction contractors 2.Complete Material Build-out of Site 1.Select landscape contractor 2.Build shed 3.Build terraced garden 4.Secure site 5.Sow Garden 1.Source seed donations 2.Sow garden with community volunteers •
Develop Communications Plan
1.Communicate with Community Groups 1.Find community partners and corresponding liaisons 2.Create community PR plan with messaging 3.Create marketing plan with QFC marketing department 4.Build website 2.Inform Liaisons 1.Produce monthly newsletters 2.Maintain website 3.Produce messaging for ongoing communications 4.Conduct bi-weekly meetings with liaisons •
Build and Sow Garden
1.Complete Planning 1.Complete plan to clear debris 2.Complete plan for fertilizer requirements 3.Complete plan for irrigation system 4.Complete plan for material build out 5.Complete plan to sow garden 2.
Purchase materials (other than contractor’s construction) 1.Purchase and transport supplies to clear debris (gloves, shovels) 2.Purchase fertilizer and soil 3.Purchase seeds 4.Purchase irrigation system materials 3.Prepare and Fertilize Soil 1.Clear Debris 1.Clear land with volunteer labor 2.Transfer debris 2.Fertilize Soil 1.Transfer fertilizer and soil to site 2.Spread fertilizer and soil 4.Complete Physical Construction 1.Install Irrigation System 1.Purchase irrigation system materials (i.e. hoses) 2.Install irrigation system with volunteers and •
Project Management
1.Manage landscape contractor 2.Manage relationships with QFC CSR 3.Manage marketing plan roll-out with QFC marketing department 4.Ongoing reporting and communications with stakeholders 5.Evaluation
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Project Close-out (transfer to community –City or non-profit entity)
1.Complete sustainability plan (i.e. ongoing maintenance and use etc., etc…) 2.Consult with stakeholders (i.e. community groups, departments of local government, community liaisons, etc.)