1. PROJECT MANAGERS: BRITT BEAULIEU, ANEE BRAR, KARINA MILLER, NIC HAGENS JUNE 1, 2008 Community Greenspace Project

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, 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

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. 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 http://www.ndep.nih.gov/diabetes/pubs/2005_National_Diabetes_Fact_Sheet.pdf

5. Stakeholders:

6. Stakeholders (another look):

7. 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

8. Project DescriptionIndicatorsSource of Verification Assumptions To contribute to improved health and economic success of inner-city communities lacking access to fresh and organic produce. -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 -survey on our website -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 Goal Objectives/ Outcomes Deliverables/ Outputs Activities Logframe:

9. Risk Assessment:

10. 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.)

11. Questions & Comments?