Community Greenspace Project

1. Community Greenspace Project Project Managers: Britt Beaulieu, AneeBrar, Karina Miller, Nic Hagens June 1, 2008

2. 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.

3. 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, AneeBrar, 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

4. 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. • 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

5. Stakeholders:

6. Stakeholders (another look):

7. Stakeholder Analysis:

8. Logframe: Goal Objectives/Outcomes Deliverables/Outputs Activities

9. Risk Assessment:

10. Work Breakdown Structure (in the form of a list): • Community Greenspace Project • Lease Land • Identify Land Options • Consult with stakeholders (RACI) • Write up community needs • Locate land options with QFC real estate agent • Complete Environmental Assessment • Research Environmental Assessment firms • Hire Environmental Assessment firm • Acquire licenses and permits from city • Sign-off on Environmental Assessment • Sign Lease • Develop lease terms • Negotiate lease terms • Process transaction • Build and Sow Garden • Complete Planning • Complete plan to clear debris • Complete plan for fertilizer requirements • Complete plan for irrigation system • Complete plan for material build out • Complete plan to sow garden • Purchase materials (other than contractor’s construction) • Purchase and transport supplies to clear debris (gloves, shovels) • Purchase fertilizer and soil • Purchase seeds • Purchase irrigation system materials • Prepare and Fertilize Soil • Clear Debris • Clear land with volunteer labor • Transfer debris • Fertilize Soil • Transfer fertilizer and soil to site • Spread fertilizer and soil • Complete Physical Construction • Install Irrigation System • Purchase irrigation system materials (i.e. hoses) • Install irrigation system with volunteers and contractors • Complete Material Build-out of Site • Select landscape contractor • Build shed • Build terraced garden • Secure site • Sow Garden • Source seed donations • Sow garden with community volunteers • Develop Communications Plan • Communicate with Community Groups • Find community partners and corresponding liaisons • Create community PR plan with messaging • Create marketing plan with QFC marketing department • Build website • Inform Liaisons • Produce monthly newsletters • Maintain website • Produce messaging for ongoing communications • Conduct bi-weekly meetings with liaisons • Project Management • Manage landscape contractor • Manage relationships with QFC CSR • Manage marketing plan roll-out with QFC marketing department • Ongoing reporting and communications with stakeholders • Evaluation • Project Close-out (transfer to community –City or non-profit entity) • Complete sustainability plan (i.e. ongoing maintenance and use etc., etc…) • Consult with stakeholders (i.e. community groups, departments of local government, community liaisons, etc.)

11. Questions & Comments?