Transcript Community Greenspace Project

Community Greenspace Project
PROJECT MANAGERS:
BRITT BEAULIEU, ANEE BRAR,
KARINA MILLER, NIC HAGENS
JUNE 1, 2008
Project Summary:
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. Beyond sheer numbers, however,
these epidemics are notable for they way in which they adversely affect minorities and individuals of low
social-economic-status. In this country, for example, 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. The higher
price of healthy foods like fresh produce than foods causing diabetes and obesity are also cited by
studies as a way of limiting minority communities to these foods. This project will attempt to improve
access to fresh produce in predominantly minority and low social economic status neighborhoods
outside of the Seattle city limits.
Purpose
•
Our purpose is 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 in these
neighborhoods approx. 90 feet X 90 feet and build. Then we will cultivate these spaces into top quality
gardens where local community members can grow fresh produce in individual plots for themselves and
their families. This approach will alleviate both of the above mentioned economic and geographic
barriers for the people living in these neighborhoods.
Project Summary (continued):
Strategic Alignment
Partially in response to the immensity of these twin epidemics, resources are
being allocated by the government and foundations in the fight against diabetes and obesity.
A wealth of recent studies have shown that changing community behavior is a much more
effective way to bring about change in this area 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. In this way, the Community Greenspace project is following the latest
methods and evidence.
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
Project Summary (continued…):
Major Obstacles or Risks
The reliance of some work packages in this project on volunteer labor creates a
heightened risk that these work packages will fall behind schedule. The greatest risks to the
sustainability of this project involve not the process, but rather the use of the greenspaces
after the project is complete. Food being stolen, disputes over land, lack of interest in using
the garden, and vandalism are all post-project lists that project managers have considered.
Statistical References
1. American Heart Association, Heart Disease and Stroke Statistics—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 Analysis:
Stakeholder and
basic
characteristics
Interests and how
affected by the
problem
Capacity and
motivation to bring
about change
Possible actions to
address
stakeholder
interests
Fishing families
20,000 families, low income
earners, small scale family
businesses, organized into
informal cooperatives, women
actively involved in fish
processing and marketing
•Maintain and improve the
means of livelihood
•Pollution is affecting volume
and quality of catch
•Family health is suffering,
particularly children and
mothers
•Keen interest in pollution
control measures
•Limited political influence
given weak organizational
structure
•Support capacity to organize
and lobby
•Implement pollution
•Identify develop alternative
income sources
Textile Industry
Medium scale industrial
operation, poorly regulated and
no unions. Well connected
with ruling party, poor
environmental record
•Maintain/increase profits
•Some concern about public
image
•Concern about costs of
environmental regulations
enforced
•Have financial and technical
resources to employ new
cleaner technologies
•Limited current motivation to
change
•Raise their awareness of
social and environmental
impact
•Mobilize political pressure to
influence industry behavior
•Strengthen and enforce
environmental laws
Households
45,000 households discharge
waste and waste water into
river also source drinking water
and eat fish from river
•Aware of textile industry’s
pollution and impact on water
quality
•Want to dispose of own
waste away from household
•Want access to clean water
•Limited understanding of the
health impact of their own
was/waste water disposal
•Appear willing to pay for
improved waste management
services
•Raise awareness of
households of the implications
of their own waste disposal
practices
•Work with communities and
government to address water
and sanitation issues.
Environmental Protection
Agency:
etc
etc
Etc
Logframe:
Activities
Deliverables/
Outputs
Objectives/
Outcomes
Goal
Project Description
To contribute to improved
health and economic
success of inner-city
communities lacking access
to fresh and organic
produce.
Indicators
Source of
Verification
Assumptions
-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
-Municipal hospital and clinic
records collected by mobile
health teams.
-Annual sample survey
conducted by municipality
between 2009 and 2012
-Improved quality of diets in
these communities.
-Some residents sell their
produce, creating a revenue
stream for the community
-Community households
consume 5 servings of fruits
and vegetables daily
- 5% of community
households sell the produce
they grow
-Monthly surveys and
cooking classes conducted
at community meetings (also
accessible from our website)
-More students pack school
lunches than eat hot lunch
-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
The completion of 3
sustainable community
gardens in communities
lacking access to fresh and
organic produce
-Environmental Assessment
classifies soil as ideal for
crop use
-Environmental Assessment
from independent firm(s)
-Community gardeners will
sow and maintain fertile
gardens
-ID Land Options and Lease
Land
-Build and Sow Garden
-Communicate with
Community Groups
-Project Management
-Transfer Gardens to
Community
-Baseline data (Knowledge
Practice Coverage) for
household waste
management exists
-Schedule of visits of mobile
teams completed
-Engineering plans approved
by Ministry of Public Works
-6 month progress report
-Extension team progress
reports
-Approved project charter
from the Ministry of Public
Works
-Municipal budgets for
improvements to sewage
systems remain unchanged.
-General environmental
stability
-survey on our website
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
•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
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
•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
•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.)
Questions & Comments?