Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Thank You                                                                                                                 ...
Kellogg Submittal 09 04 2009 (2)
Kellogg Submittal 09 04 2009 (2)
Kellogg Submittal 09 04 2009 (2)
Kellogg Submittal 09 04 2009 (2)
Kellogg Submittal 09 04 2009 (2)
Kellogg Submittal 09 04 2009 (2)
Kellogg Submittal 09 04 2009 (2)
Upcoming SlideShare
Loading in...5
×

Kellogg Submittal 09 04 2009 (2)

674

Published on

This is a copy of just some of the work the writer of the May 15th Prophecy is involved with

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
674
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Kellogg Submittal 09 04 2009 (2)"

  1. 1. Thank You Page 1 of 21 W.K. Kellogg Foundation - Online Grant Application Thank You! Your information has been submitted. Reference Number: P3013729 Your suggestions are important to us in making future changes and enhancements to our online grant application process. To provide feedback on your submission experience, please click the link provided below. Overview of WKKF’s review process and timeline: • All requests will be reviewed and considered against our criteria. • Those requests not meeting our criteria and/or priorities will be respectfully declined. • Those requests being considered for possible funding will be invited to provide additional information. What you can expect from WKKF: • An acknowledgment of the receipt of your request will be immediately sent to your e-mail address. • Your request will be reviewed thoroughly by our staff. • Feedback on your request will be sent via email within a maximum of 45 calendar days. What we ask of you: • Please allow WKKF 45 calendar days to review your request before contacting us regarding the status of your request. • Please provide the WKKF reference number when contacting us regarding your request. • Please configure your spam blocker to allow messages from wkkf.org to ensure you receive this and other important communication from us. • Click here if you wish to provide feedback to help us improve our online request process. - Application (Target Geography) * Organization Type Non-Profit * Target Geographic Area California Describe specific geographic The geographic area most impacted by this work includes census tracts in Oakland, California, area(s) most impacted by lying west of Interstate 580 from the Oakland-San Leandro border at the south, to the point this work: near Lake Merritt where I-580 turns west going towards the Bay Bridge. From this point the included census tracts extend north from I-580 to the border with Berkeley. The target geography known as the “flatlands” is a wide, flat slope that runs down from the hills to San Francisco Bay. The flatlands include Oakland’s most vulnerable neighborhoods, those suffering most from health disparities. Distinct neighborhoods constitute the flatlands, including North Oakland, West Oakland, Downtown, Eastlake, San Antonio, Fruitvale, Elmhurst, East Oakland and Deep East Oakland. The flatlands include densely populated residential areas, located between Interstate 580 and Interstate 880, which runs along the edge of San Francisco Bay from San Leandro to Berkeley. The area between I-880 and the bay includes the Oakland airport to the south, industrial and warehouse districts, along with new high-rise housing around Jack London Square, west of downtown. The Port of Oakland runs along the waterfront from the airport as far north as the point where the Bay Bridge rises over the bay. - Application (Project Details) * Enter FHCCCA in front of FHCCCA The HOPE Collaborative—Health for Oakland’s People and Environment: Building your project name or title: Health Equity and the Resiliency of Oakland’s Most Vulnerable Youth and Families through Systemic Policy and Environmental Change. * Provide an overview of The HOPE Collaborative has defined three overarching domains within which to focus its http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  2. 2. Thank You Page 2 of 21 your project (including a efforts to eliminate health inequities in Oakland’s most vulnerable neighborhoods: (1) purpose for WKKF funding): Economic and Civic Community Ownership, (2) Food Systems, and (3) the Built Environment. HOPE created these domains through participatory assessment and consensus-based priority setting driven by neighborhood residents, in collaboration with key stakeholder organizations, neighborhood businesses, and local government. We approach this work through the consistent use of three overarching strategies: (1) policy; (2) modeling, planning and programming; and (3) capacity building, youth engagement and participatory learning. HOPE’s focus on economic and civic community ownership is grounded in evidence based “theories of change.” Structural inequities and social determinants of health that most severely impact Oakland’s vulnerable youth and families can change only when the people living under those conditions have both civic and economic ownership of the resources and decision-making processes that impact everyday life. HOPE will achieve community ownership through the following activities: (1) Policy to support ownership, self-reliance, and asset formation; (2) Modeling, planning and programming to support civic and economic ownership; and (3) Capacity building, youth engagement and participatory learning to support resident involvement in activities and decision-making in HOPE and in their neighborhoods. HOPE’s focus on food systems is intended to create equitable access to fresh, healthy, affordable, local food in Oakland’s most vulnerable neighborhoods through (1) a policy agenda to support local food businesses; (2) models of local food value chains; and (3) urban agriculture and nutrition education. HOPE’s focus on the built environment will help create safe, attractive space in the Oakland flatlands for physical activity and play through (1) a policy agenda to create more useable parks and playgrounds, community participation neighborhood design and stewardship of neighborhood public space; (2) programs to create complete neighborhoods, neighborhood stewardship of public space and complete streets; and (3) capacity building to ensure community participation in neighborhood planning, stewardship and development. * How will your project help HOPE will produce systemic change to make the current generation of vulnerable children less vulnerable children succeed? vulnerable, more resilient and able to pass this resiliency along to future generations. In Oakland’s most vulnerable neighborhoods the majority of children are children of color, living in poverty, with few or no assets and little or no wealth. The flatlands high school graduation rate is the lowest in Oakland. The HOPE Community Action Plan addresses vulnerable youth as members of family systems; younger children as beneficiaries of nutrition programs (school food, WIC, SNAP); and youth leadership development. The plan begins with strategies to increase community ownership through community and youth engagement, capacity building and economic ownership. Engagement creates a space where all stakeholders can exercise their power, gain the capacity for self-governance and leadership, and increase their share of the power distributed among all participants. These changes build social capital and improve collective-efficacy, factors known to improve resiliency and strengthen individual families and youth. Capacity building provides learning experiences to address and repair the damage resulting from the limitations and failures of the educational system for youth and for their families. We know youth can learn and adapt. HOPE will engage youth in efforts to improve conditions on their streets and in their neighborhoods, using their indigenous knowledge blended with the knowledge and wisdom of allies in HOPE. We envision intergenerational learning exchanges between youth and adult allies and peer education as youth in leadership roles support their peers and younger children. Economic ownership will increase assets owned by individual families; by cooperative ownership within neighborhoods; and by community stewardship organizations serving the community as whole. Economic ownership will increase the asset base of the flatlands and create wealth that does not now exist. As flatland youth and families have growing levels of wealth and disposable income, they will push down the walls of what one community resident identified as the box of despair that results from exclusion from economic and educational opportunity, good health and personal and public safety. Wherever civic and economic ownership thrives, it produces hope. Hope builds resilience and invulnerability. Hope can prevent violence and repair the physical, economic, social and spiritual damage that results from decades of malignant neglect, marginalization and oppression suffered by poor people of color in Oakland. Hope comes from a vision that people can shape their own destinies through self-determination, democratic practice and self- reliance. Hope is the most important factor that communities need to overcome the challenges that prematurely kill young people. With the success of the HOPE Collaborative—failure is not an option—HOPE will indeed deliver hope. * Describe the population The HOPE Collaborative serves Oakland’s most severely income-limited families and youth, you are serving: the population of people living in the flatlands of Oakland. Flatland residents are predominantly people of color and poor compared to residents living in the Oakland hills. Flatland neighborhoods are rich in diversity. Even in those neighborhoods that are “predominantly” of one race or ethnicity, people of all races and ethnicities often live next door to each other. People in the flatlands struggle with many challenges, contrary to their counterparts in the Oakland hills. In the report titled Life and Death from Unnatural Causes – Health and Social Inequity in Alameda County the Alameda County Public Health department highlights the http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  3. 3. Thank You Page 3 of 21 disparity between the flatlands and the hills for specific diseases such as asthma and for life expectancy in general. The most devastating impact of racial and economic inequity emerges in maps of Oakland homicides. Almost all Oakland homicides occur in the flatlands. In spite of these challenges the people of the flatlands have historically fought for social and economic justice and continue the struggle. Abject poverty and homelessness; poor educational outcomes and low rates of high school graduation; unemployment; and a plethora of other social and economic inequities impact the people living in the flatlands. For example, an African American born in West Oakland is 1.5 times more likely to be born premature or low birth weight, 7 times more likely to be born into poverty, 2 times as likely to live in a home that is rented, and 4 times more likely to have parents with only a high school education as compared to a White child born in the Oakland hills. The flip side of rich cultural diversity is language and cultural differences that divide people and neighborhoods. Oakland has neighborhood “funk” where folks from one side of the street have conflict with folks on the other side. Data from Census 2000 show in that almost one-third of persons under the age of 18 in the flatlands are living in poverty, almost three times the rate of persons living in the Oakland hills. - Application (Project Details) * What specific outcomes do The HOPE Collaborative will achieve specific outcomes in three domains: (1) Economic and you expect to achieve? Civic Community Ownership; (2) Food Systems; and (3) the Built Environment as follows: Economic and Civic Community Ownership Outcomes --Flatland residents have increased knowledge of economic ownership opportunities --The flatlands have increased ownership of businesses and other tangible assets --Flatland residents have increased participation in the governance of the institutions and programs that impact on their daily lives --Flatland residents have increased participation in learning programs that support civic and economic ownership To measure the magnitude of change over 3 years, HOPE will conduct baseline measurement in year 1. Food Systems Outcomes: --Flatland residents in selected micro-zones have increased access to small-scale grocery retailers that sell only fresh, healthy, affordable local food --Flatland residents in selected micro-zones have increased ownership in businesses producing, processing, distributing and selling fresh, healthy affordable local food --Flatland residents have increased capacity for producing, processing, distributing, selling, and eating fresh, healthy, affordable local food --Local farms and food businesses have increased partnership with new and existing food retail businesses in the flatlands --Children in OUSD schools have an increase in the quantity of fresh, healthy local food served through the school meals program To measure the magnitude of change over 3 years, HOPE will conduct baseline measurements in year 1. Built Environment Outcomes: --Flatland residents will report increased safety and attractiveness in their neighborhoods --Flatland residents have increased active participation in the planning and development of their neighborhoods --Flatland residents, especially youth, have increased participation in neighborhood stewardship To measure the magnitude of change over 3 years, HOPE will conduct baseline measurements in year 1. Together, these outcomes work synergistically to reduce childhood vulnerability in Oakland’s flatlands by increasing civic participation and collective efficacy; by increasing equitable access to fresh, healthy affordable, local food; by increasing personal and public safety; by increasing equitable access to safe and attractive spaces for active living; and by increasing neighborhood wealth and personal assets in Oakland’s poorest neighborhoods. * Please describe the project GOAL 1: The HOPE Collaborative will remove the structural inequities and improve the social goals and objectives: determinants of health that impact most severely on Oakland’s vulnerable youth and families. Objectives: 1.1.1 By project year one (PY1), HOPE will establish a policy agenda to increase economic and civic ownership among flatland residents, with these elements: a. increasing ownership of flatland food businesses and other retail businesses b. increasing civic engagement, including capacity building, youth engagement and participatory learning c. training, technical assistance, and mentoring for flatland residents to achieve self-reliance d. land acquisition and management 1.2.1 By PY1, HOPE will design and implement a process to research and report on best practices for civic and economic ownership that can be used to help create ownership structures in the flatlands. 1.3.1 By PY1, HOPE will implement a community and youth engagement program to build capacity building and promote participatory learning that enables active resident participation in decisions that impact their neighborhoods. Goal 2: Oakland will have equitable access to fresh, healthy, affordable, local food throughout its most vulnerable neighborhoods Objectives: 2.1.1 By PY1, HOPE will establish a policy agenda to increase equitable access to healthy food in the flatlands, with these elements: a. support for a diversity of healthy food businesses b. support for healthy school food in Oakland Unified School District c. support for agriculture and nutrition education for flatland residents 2.1.2 By PY1, HOPE will establish operations to support business planning and modeling for local food enterprise networks and value chains in the flatlands. 2.1.3 By PY2, HOPE will recruit an entity or entity to build and test a pilot local food enterprise network 2.1.4 By PY2 HOPE will implement a participatory learning program that focused on http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  4. 4. Thank You Page 4 of 21 agriculture and healthy eating Goal 3: Oakland will have equitable access to safe, attractive spaces for physical activity and play throughout its most vulnerable neighborhoods Objectives: 3.1.1 By PY1, HOPE will establish a policy agenda for safe, attractive space for physical activity and play in flatland neighborhoods, with these elements: a. more usable parks, playgrounds, gardens and green spaces for physical activity and play b. fund and expand community policing c. fund and expand community engagement in park design d. promote and support a formal, comprehensive program of Crime Prevention Through Environmental Design e. support for “complete neighborhoods” and “complete streets” 3.1.2 By PY2, HOPE will implement operations to support, foster, promote and carry out activities that (1) develop complete neighborhoods; (2) create a neighborhood based land stewardship program; and (3) convert select roadways into complete streets 3.1.3 By PY1, HOPE will implement a program to increase resident and youth participation in planning, design, development and stewardship of neighborhoods. * Please describe the major Economic and Civic Community Ownership Milestone: Development of a policy agenda to project activities/milestones: support ownership and models for local businesses serving the Oakland flatlands Activities: - Establish strategic partnerships with local organizations -Support education, training, technical assistance and mentoring, to create jobs and training for neighborhood residents -Fund land acquisition and management in flatland neighborhoods. -Conduct studies of ownership structures that can build civic and economic ownership within the flatlands -Publish findings to support building community ownership -Create a program of land acquisition and ownership. Milestone: Establishment of a community and youth engagement program Activities: -establish, maintain and ensure the participation of residents in all activities and decision-making of the HOPE Collaborative -work with partners to support education, training, technical assistance and mentoring programs for flatland residents. Food Systems Milestone: Development of a policy agenda to support entrepreneurial and civic initiatives Activities: -Link profitable local food enterprise networks and local food value chains and partnerships -Expand existing and creates new agriculture and nutrition education programs in the Oakland flatlands. Milestone: Development of an operating model, with detailed business plans and financial models, for local food enterprise networks and local food value chains serving Oakland's flatland neighborhoods. -Recruit, sponsor, and support an entity or entities that will build a pilot local food enterprise network serving flatlands neighborhoods. -Work with organizations to bring together urban farmers and community residents to share knowledge, resources and access to markets, to build skills for healthy eating, cooking and nutrition. Built Environment Milestone: Development of a policy agenda to ensure more flatland usable parks, playgrounds, gardens and green spaces for physical activity and play Activities: -Expand community policing -Expand community engagement in park design -Support crime prevention -Create “complete streets” and “complete neighborhoods.” Milestone: Mobilization of resources and partnerships to transform targeted “micro-zones” into “complete neighborhoods” Activities: -Create a full array of retail, housing, transportation, parks and access for households without vehicles. Milestone: Creation of neighborhood-based land stewardship programs Activities: -Transform dilapidated, underutilized parks and open spaces into centers of recreation, physical activity, food production/education, and gathering for diverse neighborhood residents. Milestone: Establish a program to work with public agencies, community-based organizations, and neighborhood residents to convert roadways into “complete streets.” Milestone: Establish a program to increase resident and youth participation in planning, design, development and stewardship of neighborhoods. * Project Start Date November 2009 * Project End Date October 2012 Provide any additional The proposed project will accomplish all milestones within the three year project period except information you want us to for the expansion of local food enterprise networks and value chains. We anticipate that the know regarding the timing of expansion will begin in year 4 of the project and continue through year 10. your project. What contact(s) has your The HOPE Collaborative has had contact with all Food and Fitness Initiative staff. Primary organization had with contacts have been Linda Jo Doctor, Gail Imig and Ricardo Salvador. In addition we have had Kellogg Foundation contact with Rick Foster and Gail Christopher. programming staff regarding this project? Please leave blank if no previous contact was made. * What is the total budget $4,750,000 http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  5. 5. Thank You Page 5 of 21 for this project? * What amount are you $1,200,000 requesting from the Kellogg Foundation? You may use a .pdf, Word, or Excel document to provide the itemized budget for the Kellogg funds you are requesting. Please ensure there are no non-character symbols in the name of your budget document. Browse to locate your document and then click "Upload." Click here to view WKKF budget category definitions and guidelines. * Upload your budget here: Uploaded HOPE Implementation Budget Submitted Sept 2009.xls * Does any part of this No project involve lobbying? - Vision * What is the collaborative's The vision of the HOPE Collaborative is to create vibrant Oakland neighborhoods that provide vision for food and fitness equitable access to affordable, healthy, locally grown food; safe and inviting places for physical environments in your activity and play; sustainable, successful local economies—all to the benefit of the families and community? youth living in Oakland’s most vulnerable neighborhoods, those suffering the greatest impact from health disparities. * Who was involved in The entire HOPE Collaborative was involved with creating the vision, beginning with the creating the vision? groups who initially formed the Collaborative and wrote the Oakland Food and Fitness Collaborative application. Thereafter, all members of the Temporary Advisory Team, then staff, then the Steering Committee, then people engaged in the Collaborative through the work of the Action Teams were involved with the framing of the vision. The vision statement was ratified at a Collaborative retreat on May 27, 2008. - Baseline Assessment and Planning * Provide a summary of the findings from the baseline assessment of school food systems, community food environments, and the built and natural environments to support physical activity: Structural racism, sustained over decades in housing, education, employment, food access and public safety, situates Oakland’s most vulnerable populations in the flatlands. Structural racism systematically excludes flatland residents from opportunities in education, the economy, health care and personal and public safety. The impact is severe. HOPE assessed existing conditions in three ways: 1) Meta-analyses, a review of studies to identify findings/gaps); 2) internal collaborative assessment (Collaborative Partners Form and the Collaborative Partners Survey), and 3) micro-zone assessments neighborhood conditions and resident perceptions and priorities. In addition we reviewed information from the Oakland Unified School District. 1) Key findings from the Meta-analyses (submitted in email attachment): -Food Systems: Past studies focused found that low-income consumers shopped based on cost, convenience, and quality. The studies had major gaps on distribution and other food system sectors. -Built Environment: Fears for personal safety create significant barriers to using parks for physical activity and play. -Local Sustainable Economic Development: Oakland is underserved by food retail; there is significant spending power in flatland neighborhoods to support additional retail. 2) Key findings from the Internal Collaborative Assessment -Each of HOPE’s four Action Teams has broad representation from both individual and organizational members. -A majority of HOPE members agreed that the collaborative process allows for their opinions to be heard. - HOPE members report an increased perceived ability to affect public policy. 3) Key findings from the micro-zone assessments (submitted as email attachment): -There is significant grocery retail purchasing power in the flatlands that is largely untapped by neighborhood markets (on average $1,296/person/year for 20 basic food items) -Residents don’t feel safe sending children out to play. -Residents lack of basic goods and services in neighborhoods. 4) Key findings on OUSD school food: -In 2007-2008, OUSD provided 31,805 students (68.5% of students) with school meals. -OUSD spent $5.7 million to purchase food, or 39% of its cafeteria budget. -OUSD Nutrition Services has made substantial improvements over the past http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  6. 6. Thank You Page 6 of 21 several years in the meal quality, with new menu items featuring fresh food and healthy local food purchasing from the Growers Collaborative, a program of the Community Alliance with Family Farmers (CAFF), a HOPE partner. -OUSD works closely with the Nutrition Services of the Alameda County Health Department to improve school food. -OUSD partners with East Bay Asian Youth Center’s Produce Stand project -OUSD needs better access healthy local food and will work with HOPE to developing new distribution systems. * Describe the methods used and who was involved in collecting data for the baseline assessment: Meta-analyses: HOPE contracted with Public Health Law & Policy to conduct the meta- analyses. The meta-analyses covered all previous studies published during the years 2003 to 2008. The meta-analyses covered the methodology of each study, the key findings and knowledge gaps. Internal Collaborative Assessment: HOPE’s evaluation team partnered with HOPE members to complete a process evaluation that assessed the effectiveness of the Collaborative’s operations with respect to six key constructs related to collaborative efforts: participation, communication, trust, leadership and management, decision-making processes, and value and meaningful participation in HOPE. Micro zone assessment: HOPE staff and volunteers conducted census data analysis; a visual inventory of land use and the condition of streets and sidewalks, parks and playgrounds; corner store visits; estimates of aggregate consumer food expenditures; listening sessions with neighborhood residents; community mapping sessions, and individual interviews. The team collected information on food product availability, prices and quality in the corner store that served as the index point for each micro- zone. Neighborhood surveys were carried out by youth and supervised by Cycles of Change. School food: HOPE staff analyzed OUSD data in public databases; spoke with the Director, OUSD Nutrition Services; and spoke to Public Health Department staff who work closely with OUSD. * Describe the planning process that the collaborative used and who was involved to develop the community action plan: The HOPE planning process included three phases: Assessment, data analysis and review, and plan formulation. The assessment phase included the meta-analyses, the micro-zone assessments, and an inventory of available policies for food systems, the built environment and local, sustainable economic development. Data analysis and review took place in the four Action Teams: Food Systems, Built Environment, Local Sustainable Economic Development and Families and Youth. Action Team membership included a majority of flatland residents in addition to representatives of organizations doing work in each action team area. Over a six- month period the Action Teams reviewed the findings of the meta-analyses, the micro-zone assessments and the policy inventory. Each action team then developed a list of policies and key activities to address problems and opportunities identified in the assessments. The HOPE Policy Committee and Steering Committee then prioritized these recommendations into the Community Action Plan. The prioritized list was then brought to an all-action team meeting for review by members of the Action Teams and ratification as an accurate reflection of the work of the Action Teams. Neighborhood residents, including youth, sit on both the Policy Committee and the Steering Committee. * What processes and criteria were used to prioritize the system and policy change priorities and focus and who were involved? The priority-setting process involved iterative exchanges, beginning with the vision set by the Collaborative. Action Teams articulated data-driven action strategies, drawing on data from listening sessions and community mapping sessions with neighborhood residents. The Steering Committee evaluated strategies, identified gaps and synergies, and adopted final strategies using consensus. Neighborhood residents and youth serve on Action Teams and the Steering Committee. HOPE uses a template with the following filters to establish system and policy priorities: Filter 1, Accountability to residents: Does the proposed policy [practice] address an issue raised in mapping sessions, listening sessions, surveys or other direct sources? Filter 2, Impact/scale: What population benefits from the proposed policy? Is this a large population? Would the policy create change that addresses the system or the symptom? Filter 3, Opportunity/synergy: When is the right time to get this policy passed or practice established and implemented in Oakland? Are there specific opportunities or barriers facing this policy? What will the policy cost, and who pays? Will it benefit decision-makers? Is it politically feasible overall? If so, is it feasible in the short or long term? Filter 4, Equity: Does this policy reduce inequality? Could it help dismantle institutional racism? Could it reduce health and economic disparities? Does it serve those with the least access and opportunity? http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  7. 7. Thank You Page 7 of 21 - Community Action Plan * What are the HOPE has selected three main long-range approaches or strategies for achieving its vision. collaborative’s long-range The first strategy involves building the policy agenda for each of its three goals, economic and approaches (strategies) for civic community ownership, food systems and the built environment. Within this broad strategic achieving the vision? approach, HOPE will pursue a number of specific polity targets. The second strategy involves modeling, planning and programming. Within this strategic approach, HOPE will develop working models and programs to test solutions for each goal. For example, within food systems, HOPE will create a model for the local food enterprise network idea, select an entity or entities to implement, operate, test and evaluate the model, and use the lessons learned to scale up the model. The third strategy for each goal is capacity building, youth engagement and participatory learning. This broad strategy area involves activities that build knowledge, skills and experience of youth and adults living in the flatlands to sustain the work of the collaborative and to create new, innovative solutions that contribute to achieving the goal. This strategy builds both capacity and the culture of self-reliance. * Improving school food 1. HOPE will work with OUSD and key stakeholders to ensure a school food system that systems: provides high quality locally sourced healthy foods, in an environment that supports nutrition education and sustainable environmental practices. a. Policy Targets i. HOPE will advocate for a policy agenda that includes passage of the Child Nutrition Reauthorization Act with the following elements: a)Increased meal reimbursement rates for child nutrition programs b) Stronger nutrition standards for school meals, competitive foods, and afterschool programs c) Provide universal school meal programs in low-income areas d)Encourage purchase of local food through USDA Fruit and Vegetable Program e)Provide grants to schools for facilities upgrades and to purchase food preparation equipment ii.In 2005, OUSD passed a comprehensive Wellness Policy that is currently being implemented at the district and school site levels. HOPE will work with the Nutrition, Physical Activity and Garden subcommittees to facilitate the implementation of the following identified policy objectives: a) Ensure No OUSD Student Goes Hungry b) Implement Nutritional Standards c) Prioritize preparing & cooking meals vs. serving pre-prepared meals. d) Implement a district wide vending machine program which follows state guidelines e) Develop Community and Customer Collaborations f) Pilot a “Go-Green” campaign b. System Change Targets i. HOPE will engage with collaborative member organizations promoting youth leadership to participate in nutrition education efforts and social justice advocacy around food systems and environment issues. Current collaborative members include Youth Uprising and the Oakland Food Connections in East Oakland, and Peoples Grocery in West Oakland. ii. HOPE will engage with collaborative member parent groups to promote school meal participation and advocacy for universal meals. Current collaborative members that convene parent groups include EBAYC, and the Alameda County Public Health Department. iii. HOPE will work with the OUSD/EBAYC Produce Stand program to develop and pilot test a distribution system for fresh, healthy, affordable local food that serves the produce stands initially and can scale up to serve the OUSD Nutrition Services program for all school meals. iv. HOPE will collaborate with the newly formed Oakland School Food Alliance (OSFA), a group of parents, students, teachers, principals, health professionals and CBOs, working to revolutionize and bring about real change in the OUSD food system. v. HOPE will work with the OUSD Garden Education Coordinator and collaborative member groups to promote and sustain school garden based nutrition education. School food systems c. Short range actions and activities: HOPE will work with policy partners to shape the policy (additional info): agenda for school food; engage parents and youth to actively participate in the Wellness Council Committees to advocate for changes to the school food environment; work with EBAYC and OUSD to provide local food distribution to the 10 school produce stands. d. Parties responsible for implementation: Appropriate HOPE Staff working in partnership with Public Health Law and Policy, PolicyLink, OFPC, EBAYC, CAFF, Peoples Grocery and OUSD. e. Expertise: HOPE’s designated staff person will provide expertise in the design of local food systems, including distribution. Public Health Law and Policy and Policy Link have expertise in policy analysis and development. OFPC provides a forum for policy development and discussion. EBAYC provides expertise in the design and operation of the school produce stand program. CAFF provides expertise in large-scale local food procurement and distribution. Peoples Grocery provide expertise in distribution and youth development and afterschool programs, OUSD provides expertise in implementing the school district’s school feeding programs. f. Key champions to provide support for this work include flatland residents, OUSD, CAFF, EBAYC, People’s Grocery, Oakland School Food Alliance, and HOPE partners. HOPE anticipates completing the Child Nutrition Reauthorization Act work in 2010. Local and state policy work will continue over the three year project period. The school produce stand program will begin in the 2009-2010 school year and continue in subsequent years. HOPE anticipates strengthening its relationship with OUSD Nutrition Services, OSFA, CAFF and other partners to improve quality and access of OUSD food and expand local sources over the three year project period. http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  8. 8. Thank You Page 8 of 21 * Creating healthy 1. The HOPE Collaborative, in collaboration with key stakeholders and partners, including a community food Business Advisory Council, will develop an operating model, with detailed business plans and environments: financial models, for local food enterprise networks and local food value chains serving Oakland's flatland neighborhoods. This operating model will serve as a guide to all interested local entrepreneurs and local food business innovators who want to participate in a new local food system that creates equitable access to fresh, health, affordable local food to Oakland's flatlands. a. Policy targets: Support for a wide range of entrepreneurial and civic initiatives that link together in profitable local food enterprise networks and local food value chains and partnerships. Promotion of a diversity of healthy food businesses (grocery, restaurant, farmers' markets, etc.) Local, healthy food supply chains for the Oakland Unified School District. Planning and economic development incentives (i.e., zoning, tax breaks, etc.) to support local ownership of food system businesses; new grocery retail development; expansion of farmers’ markets; expansion of urban agriculture; zoning restrictions on fast food stores; expansion of acceptance of WIC and SNAP benefits to increase access to local, fresh, healthy food; expansion of participation in and access to food waste recycling programs and composting b. Systems change targets: Recruit, sponsor, and support an entity or entities that will build a pilot local food enterprise network serving flatlands neighborhoods. The network will have farm production; packing, packaging, light process (canning and freezing facilities; distribution and logistics management for efficient distribution to retail stores; small-format grocery retail; resource recovery and recycling; and evaluation. HOPE will recruit, sponsor, and support an entity or entities that expand local food enterprise networks and value chains throughout flatlands, using the lessons learned from pilot c. Short-range activities and actions: Develop the business model; identify the partner to carry out the pilot test. d. Parties responsible for implementation: HOPE staff; Inner City Advisors; Oakland Food Policy Council and other policy partners; CAFF; UC Cooperative Extension, Alameda County and other business partners. e. Expertise: The responsible parties have expertise in local food systems design; local business development; business planning; policy formulation; systems design; and sustainable food production and distribution f. Key champions: Alameda County Public Health Department; Oakland Food Policy Council; City of Oakland; and the HOPE Collaborative g. Anticipated timeline: Food system model and business planning, years 1 and 2; food systems pilot test, years 2 and 3. 2. The HOPE Collaborative, in collaboration with key stakeholders and partners, will establish a program that brings together urban-edge growers and community residents to share knowledge, resources and access to markets, to build skills for healthy eating, cooking and nutrition and to organize Community Healthy Eating Centers. a.Policy target: The HOPE Collaborative, in collaboration with the Oakland Food Policy Council and key stakeholders and partners, will develop a policy agenda to expand existing and create new agriculture and nutrition education programs in the Oakland flatlands. Community food b. System change target: Establishing a program to build skills urban agriculture and for environments (additional healthy eating, cooking and nutrition c. Short-range activities and actions: Develop and carry info): out policy agenda. Establish working groups to accomplish systems change target. d. Responsible parties: City Slicker Farms, Alameda County Public Health Department; UC Cooperative Extension, Alameda County; OUSD; Peralta College District e. Expertise: The parties all have expertise in either agriculture, urban agriculture, or nutrition education f. Key champions: The HOPE Collaborative; City Slicker Farms; Alameda County Public Health Department; local food and healthy eating advocates g. Anticipated timeline: All policy and systems change targets, years 1 to 3; operation of skills-building program, years 2 and 3 3. HOPE will develop a land tenure strategy for land acquisition and management a. Policy targets include urban and rural farmland preservation. b. Systems change targets include starting a land tenure program on behalf of the HOPE c. Short-range activities and actions: Establishing the policy agenda and creating the land tenure program d. Responsible parties: HOPE staff; city and regional parks agencies; land conservation organizations e. Expertise: All parties have experience in land tenure work f. Key champions: The HOPE Collaborative; local food system advocates; farmland preservation advocates g. Anticipated timeline: Policy agenda, years 1 and 2; land tenure program development, years 1 and 2; land tenure program operation, years 2 through 3 * Creating opportunities for 1. HOPE will mobilize resources that will enable the evolution of the areas surrounding the active living in the natural targeted “micro-zones” into “complete neighborhoods”—i..e., containing retail, housing, and built environment: transportation options, parks/open space, resource centers, cultural/arts/gathering areas, food system enterprise network components, and vital services that are affordable, community owned/controlled, and conveniently accessible for households without vehicles. a. Policy targets: “Complete neighborhoods” development Use of the neighborhood completeness index to assess neighborhood services, retail, park space and housing b. Systems change target: Create mixed use overlay designs for selected flatland neighborhoods, with resident participation in mixed use design and neighborhood participation in ownership structures for mixed use commercial whenever feasible. Design a strategic framework with prioritized opportunities. Create investment and lending structures to facilitate community ownership c. http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  9. 9. Thank You Page 9 of 21 Short range activities and actions: Develop and implement policy agenda. Establish working groups for systems change activities d. Responsible parties: HOPE ; Community and Economic Development (CEDA); Oakland Parks and Recreation (OPR); Oakland City Council; neighborhood-based organizations (NBOs) e. Expertise: All parties have experience in “complete neighborhoods” development f. Key champions: HOPE; CEDA, OPR g. Anticipated timeline: Completed by year 3 2. HOPE will create neighborhood-based land stewardship programs that will catalyze the transformation of dilapidated and underutilized parks and open spaces into centers of recreation, physical activity, food production/education, and gathering for diverse neighborhood residents. a. Policy targets: Ensure more usable parks, playgrounds, gardens and greens spaces for physical activity and play. Joint use agreements. Equitable park, playground and green space maintenance. Expand community policing. Expand community engagement in park design. Promote Crime Prevention Through Environmental Design, with community gardening, urban agriculture, community employment, lighting in parks b. Systems change targets: Implement activity and recreation programs at high priority locations near micro-zones; organize events that focus on awareness of safe, attractive space for active living; sponsor and conduct community clean-up events; fund and build park infrastructure with community partners; implement models for increased youth and community participation in design, development and stewardship of parks and open spaces. Create programs to hire local youth for park security and other stewardship employment. Create a program to make abandoned lands available for community ownership. c. Short range activities and actions: Develop and carry out policy agenda. Establish working groups to implement key activities. d. Responsible parties: HOPE ; OPR; Mayor’s office; Neighborhood Crime Prevention Councils (NCPCs); NBOs Built environment (additional e. Expertise: All parties have expertise in parks programming, and land stewardship f. Key info): champions: HOPE; City of Oakland; NCPCs; NBOs g. Anticipated timeline: Completed by year 3 3. HOPE will work with public agencies, community-based organizations, and neighborhood residents to convert roadways into “complete streets”, transportation arteries that prioritize healthy, safety, functionality, aesthetic value, economic vibrancy, and neighborhood vitality for low-income residents of Oakland's flatlands. a. Policy target: HOPE will develop a policy agenda to achieve “complete streets” b. Systems change target: Implement a “Sunday Parkways” program along with key transportation corridors that will transform degraded neighborhood spaces, uplift local businesses, strengthen connections between/across neighborhoods, enable diverse residents to interact in a festive setting, and gradually develop a city-wide culture of regular physical activity/recreation/fitness. Work with key partners to re- design and re-develop streets and street configurations in ways that will facilitate the decreased use motorized vehicles through residential areas, improve transportation options for low -income residents, and enable progress towards HOPE goals for increased levels of regular physical activity, and improved public health and safety. c. Short range activities and actions: Develop and carry out policy agenda. Organize work groups to carry out activities to achieve systems change targets. d. Responsible parties: HOPE, City of Oakland, Department of Public Works (DPW) e. Expertise: Parties have experience in developing “complete streets” programs f. Key champions: HOPE, City of Oakland, DPW g. Anticipated timeline: Program established year 1; operating years 1 – 3 4. The HOPE Collaborative with key partners, will establish a program to increase resident and youth participation in planning, design, development and stewardship of neighborhoods, including parks, streets/transportation, open space, and commercial, civic, cultural and housing development. a. Policy target: Advocate for a policy agenda to ensure that Oakland flatland residents have more usable parks, playgrounds, gardens and green spaces for physical activity and play. Support and develop local, state and federal policy to fund and expand community engagement in park design b. Systems change target: Community and youth engagement in planning, design, development and stewardship of neighborhoods c. Short range activities and actions: Develop and carry out policy agenda. Establish working groups to work on systems changes targets. d. Responsible parties: HOPE; City of Oakland; neighborhood residents; OPR; NBOs; local and national foundations e. Expertise: Parties with expertise in education will create a learning community with residents f. Key champions: HOPE; City of Oakland; neighbors; OPR; NBOs g. Anticipated timeline: Program established year 1; operating years 1 – 3 - Community Action Plan (Continued) * What are your approaches to promote integration, connect work and ensure synergy of work in schools, community food systems, and the built and natural environment? The HOPE Collaborative employs a transparent exchange of information across all groups engaged in and participating in the work of the Collaborative. The groups internal to HOPE include the Action Teams, working committees such as the Policy Committee, the Evaluation Committee, and the Steering Committee. Groups external to HOPE include governmental http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  10. 10. Thank You Page 10 of 21 agencies, OUSD, community-based and non-profit organizations, business organizations, neighborhood residents and any other group or individual with an expressed interest in the HOPE vision and goals. In addition HOPE holds community events to bring together people and groups both participating in HOPE and new to HOPE for the purpose of sharing information about HOPE’s work. HOPE continuously presents information about its process and progress to internal and external stakeholders and asks for comments and recommendations to link HOPE work to the goals, objectives and work of stakeholders. To prevent “silo” formation the Action Teams have representation on the Steering Committee and present regular reports to the Steering Committee in progress. In turn the Steering Committee responds with comments and suggestions to each Action Team, taking into account the “big picture” vision and mission of HOPE. This process of iterative information exchange serves to ensure integration of ideas, plans, policies and programs within and external to HOPE. The process creates energy and synergy through all domains of HOPE’s work. * What is the role of communications in your plan? HOPE targets internal and external communication to specific stakeholder segments, including HOPE members; youth; neighborhood residents; community-based organizations in Oakland; large institutional partners and partners such as the Kaiser-Permanente; government agencies; and elected officials. HOPE crafts messages with stakeholder input and uses simple messages striving for clarity. HOPE’s messengers include neighborhood residents—youth and adults— with excellent public speaking skills and ability to connect with community and professional audiences. HOPE uses various media for communications with messages targeted for specific outreach and engagement objectives. 1. Face-to-face meetings, phone calls and telephone trees 2. Direct mail through the US Post Office 3. HOPE community events and tabling at events organized by external partners 4. Speaking at conferences 5. A website created and maintained by staff (www.oaklandfoodandfitness.net) that holds any and all information that HOPE produces 6. Email lists for all teams and committees, as well as individual email 7. An electronic newsletter and action alerts sent to a database with 410 recipients 8. HOPE publications for policy reports, business models, tools such as the neighborhood completeness index and research reports HOPE uses various materials for its communications, such as flyers, brochures, posters, one-page briefs, announcements sent via email lists, electronic newsletters, advertising in local publications and reports. * What will be done to ensure sustainability of efforts? The sustainability of the HOPE Collaborative in carrying out its Community Action Plan will depend on several factors. The first factor, of course, is funding. Funding provided by the W.K. Kellogg Foundation will support a management structure that must include a fund-raising or development function. The development function will seek investment dollars to support the programs and projects of the Collaborative during implementation. The second sustainability factor involves the commitment of key stakeholders to the support of the Collaborative. So far HOPE has benefitted from strong commitments from key stakeholders such as the Alameda County Department of Public Health (ACPHD) and the Alameda County Community Food Bank (ACCFB). ACPHD has committed extraordinary resources to the Collaborative and has signaled its intention to continue this commitment as part of its strategy to address the social determinants underlying the severe health disparities impacting Oakland’s most vulnerable families and youth. ACCFB has made a similar commitment. Both organizations have made these commitments with only the smallest compensation for their efforts. In addition, HOPE has received the benefit of substantial commitments of time, expertise, and funding from Kaiser-Permanente. While these large organizations have resources to support their engagement with HOPE, many smaller community-based organizations have made just as strong a commitment with far fewer resources and no compensation. Organizations like City Slicker Farms and Oakland Food Connection, grass roots, neighborhood-based organizations, participate actively in HOPE based on their commitment to the vision and mission of HOPE. HOPE also has benefitted from the commitment and participation of organizations like Inner City Advisors, an organization widely supported within the business community that provides technical assistance to inner city businesses. Food sector businesses supported by Inner City Advisors are Numi Tea, Revolution Foods and Hodo Soy. The third sustainability factor will depend on the success of HOPE’s work, i.e., the integration of policy and systemic changes in civic and community ownership, in equitable access to healthy food, and in marked improvements in the safety and attractiveness of space for active living in Oakland’s flatland neighborhoods. This integration will signal the permanent institutionalization of changes created by the work of HOPE. Furthermore, this integration will signal the realization of HOPE’s most important immediate outcomes, for example, the successful, profitable operation of local food enterprise networks; or the engagement of youth and adults in community stewardship of neighborhood parks and green spaces; or the increase in personal and family http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  11. 11. Thank You Page 11 of 21 wealth. These changes will have achieved a vital life of their own. They will persist because the people value them and will sustain them. * What additional funding partners will be secured to support these change efforts? Legal Organization Name Type of Dollar Amount Status Support (USD) Alameda County Community Food Bank In-Kind 90000 Pending Alameda County Public Health Department In-Kind 600000 Pending City Slicker Farms In-Kind 19500 Pending Geoffrey Holton and Associates (architects) In-Kind 5200 Pending Kaiser-Permanente (Angela Davis, staff In-Kind 16000 Pending time) Kaiser Permanente (Facilitation grant) In-Kind 28000 Pending Kaiser Permanente (Photo Voice grant) In-Kind 4000 Pending Leon Davis (community resident, personal In-Kind 10500 Pending time): Oakland Food Connection (Jason Harvey, In-Kind 7200 Pending Executive Director) Oakland Food Policy Council (Alethea In-Kind 14688 Pending Harper, Coordinator) Pacific Coast Farmers Market Association In-Kind 3000 Pending PolicyLink In-Kind 23400 Pending Public Health Law & Policy In-Kind 5000 Pending Team Up for Youth In-Kind 16000 Pending Columbia Foundation Cash 25000 Pending Community Reinvestment Act, one or more Cash 100000 Pending local banks East Bay Community Foundation Cash 50000 Pending Ford Foundation Program Related Cash 500000 Pending Investment (PRI) Golden State Warriors Cash 5000 Pending Individual investors (total) Cash 250000 Pending Kaiser Permanente PRI Cash 500000 Pending http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  12. 12. Thank You Page 12 of 21 Local stock offering, 10,000 shares, each Cash 100000 Pending $10 Men’s Wearhouse Cash 10000 Pending Oakland A’s Cash 5000 Pending Oakland Raider’s Cash 5000 Pending Robert Wood Johnson Foundation Cash 500000 Pending The California Endowment Cash 500000 Pending W.K. Kellogg Foundation PRI Cash 1000000 Pending * How will the collaborative leverage the WKKF investment? The HOPE Collaborative has already started to leverage the WKKF initial investment in planning and anticipates building that leverage with an implementation grant. The Alameda County Public Health Department funded the meta-analyses conducted in the assessment phase with $50,000. Kaiser Permanente funded the Facilitation Project, which brings seasoned outside facilitation from the National Community Development Institute to the deliberations of the Action Teams and the Steering Committee in the critical Community Action Plan development phase, with $28,000. Kaiser Permanente granted $4,000 to the HOPE youth Photo Voice project which gives youth an opportunity to conduct a critical analysis of the school food in OUSD and the condition of their neighborhoods. As described in the previous section (Additional Funding Partners), HOPE will seek a combination of grants and investments in excess of $3,500,000 to support both its operations and the start-up costs of the local food enterprise network pilot test and the land tenure program. These investments will provide two specific returns. First the success of the local food enterprise network will ensure return on investment to HOPE as a significant contribution to its sustainability. Second the success of the land tenure program will provide a growing portfolio of land parcels that represent wealth accumulation in the flatlands of Oakland. - Multi-Sector Collaboratives * Describe the partners that The HOPE Collaborative consists of the following sectors and partners: 1. Public Health - are now involved in the Alameda County Public Health Department 2. Policy -Public Health Law & Policy -PolicyLink - collaborative: Oakland Food Policy Council -Food First -Prevention Institute (to be recruited) 3. Anti-Hunger - Alameda County Community Food Bank 4. Agriculture -University of California Cooperative Extension, Alameda County -Community Alliance with Family Farmers -Farms to Grow - University of California Small Farms Center -Agriculture Sustainability Institute, UC Davis 5. Business -Inner City Advisors 6. City of Oakland -Community and Economic Development - Mayor’s Office 7. Youth -HOPE Youth LEAD program -HOPE Photo Voice program -Two youth representatives of 21 Steering Committee members -One at-large Steering Committee members 8. Philanthropy -Kaiser Permanente -The California Endowment 9. Youth Serving Organizations -East Bay Asian Youth Center -Cycles of Change (also Built Environment) - Team Up for Youth (also Built Environment) -Oakland Youth Movement -Youth Uprising -Youth Radio -East Oakland Boxing Association 10. Urban Agriculture and Food Justice -Oakland Food Connection -City Slicker Farms -People’s Grocery -All Edibles -PUEBLO 11. Social Service -St. Vincent de Paul -Men’s Health Center 12. School Food -Oakland Unified School District 13. Education -Oakland Unified School District (to be recruited) -Peralta College District (to be recruited) 14. Arts -EastSide Arts Alliance * Describe the leadership As the HOPE Collaborative develops and matures the leadership of the Collaborative shifts and governance model of the steadily and increasingly from the original HOPE founders and lead staff to the emerging collaborative: neighborhood resident and youth leadership. This leadership development is organic to the Collaborative and very natural. Youth and community residents are claiming their voices. Collaborative members who held virtually all the power at the outset have found graceful ways to open space for sharing power with the people that HOPE intends to serve—the youth and the adults living in the flatland neighborhoods. Leadership in HOPE intentionally involves power sharing, not power dominance. The governance model of HOPE involves a 21-member http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  13. 13. Thank You Page 13 of 21 Steering Committee that serves as the final decision-making body of the Collaborative and provides oversight of all HOPE operations. Each member of the Steering Committee has one vote, including the Co-Convening organizations. A memorandum of understanding governs the relationship of Co-Conveners to the HOPE Collaborative and limits the power of the Co- Conveners, beyond their voting power on the Steering Committee, to fiscal oversight. The Steering Committee uses a written consensus protocol for voting. The Steering Committee membership includes seats for the two Co-Convening organizations; two youth seats; one seat for the Oakland Food Policy Council; eight seats for Action Team representatives; and eight at- large seats reserved for community residents. * What is the diversity of the The HOPE Collaborative has diverse leadership, as shown by the following data. -Race and collaborative leadership? ethnicity --Co-Conveners ---African American ---European American --Contractors ---1 Mexican American ---1 South Asian American ---1 European American --Action Team Co-Chairs ---3 African American (2 bi-racial) ---1 Mexican American ---1 Asian American ---3 European American -Total --5 African American (2 bi-racial) --2 Mexican American --2 Asian American (1 South Asian) --4 European American -Percentages: 62.5% People of Color; 37.5% European American -Sectors/fields (food systems, built environment; health; economic development; planning, physical activity; community development) --Co-Conveners ---1 health (also community development) ---1 food systems --Contractors ---3 food systems (2 also community development) --Action Team Co-Chairs ---3 food systems ---2 economic development ---2 community development ---1 planning -Total --1 health --8 food systems --2 economic development --2 community development --1 planning Percentages: 7.7% health; 53.8% food systems; 15.4% economic development; 15.4% community development; 7.7% planning -Age - -Co-Conveners, Contractors, Action Team Co-Chairs ---10 adults (100.0%) --Steering Committee ---3 youth (16.7%) ---15 adults (83.3%) -Socioeconomic status (estimated; no data collected) ---11 Middle SES (84.6%%) ---2 Low SES (15.4%) * In what ways have youth The HOPE Collaborative has engaged youth directly as partners, leaders and decision-makers been engaged directly as in several ways. HOPE started youth engagement with the Oakland Youth Movement, through partners, leaders, and the Alameda Department of Public Health, and with partners such as the Oakland Food decision makers? Include Connection and Mandela Marketplace. HOPE then built relationships and recruited youth from what you will do to ensure youth-serving organizations such as Youth Uprising and the East Oakland Boxing Association. The micro-zone data collection process employed youth in the neighborhood surveys. Youth youth will continue to be participated in listening sessions and community mapping sessions. In June 2008, the Steering involved. Committee appointed its first youth member. Since then, another youth filled the second seat and a third was elected as an at-large representative. These youth are full voting members of the Steering Committee. Through their participation in conferences and trainings supported by Youth Engagement Associates and the W.K. Kellogg Foundation, HOPE youth initiated and successfully funded two projects, the Youth Learning Entrepreneurship and Development project (Youth LEAD) and the Photo Voice Project. HOPE Youth have initiated their own Youth Action Board and have clearly stated that they expect full hearing of their ideas and recommendations for the HOPE Collaborative. By responding to their recommendations in a positive, constructive manner, HOPE will ensure the growing participation of youth as partners and leaders in HOPE. * In what ways have The HOPE Collaborative began community outreach and engagement with its community community residents and gathering in October, 2007, when HOPE formed action teams and invited all interested advocates been engaged Oakland residents to participate. Since then HOPE engaged community residents in micro- directly as partners, leaders, zone assessments, listening sessions and community mapping sessions. In August 2008, and decision makers? Include HOPE held a community event attended by over 100 people. Sometime later one community resident found a HOPE flier on the street, became curious and attended her first meeting. She what you will do to ensure resonated with the HOPE vision and began to recruit other community residents. This community residents and community member is now a member of the Steering Committee. Eventually HOPE started a advocates will continue to be series of orientation meetings for community residents and in total over 400 community involved. residents attended those meetings, many of whom became active members of HOPE’s four Action Teams, participating in the micro-zone assessments, the policy and data analysis, and the formulation of the community action plan. Currently 10 of 18 steering committee members are community residents and advocates, giving this group majority control of the HOPE Collaborative. The transformation of leadership within the HOPE Collaborative from organization-driven to community resident-driven is one of its most profound success stories. This transformation itself will ensure that community residents and advocates will continue to participate and lead the HOPE Collaborative. * How will the partners now The HOPE Collaborative will maintain its current organizational structure with modifications to organize to support the work reflect functional areas of the Community Action Plan. HOPE will have a 21-member Steering moving forward and what Committee that serves as the governing body of the Collaborative with full decision-making structures will best support authority. In addition the Collaborative will have Action Teams to over see the work in the three goal areas: Civic and Community Ownership, Food Systems and Build Environment. The Civic http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009
  14. 14. Thank You Page 14 of 21 the work? and Community Ownership Action Team will combine the Local Sustainable Economic Development and the Families and Youth Action Teams active during planning. In addition the Steering Committee will form a Youth Action Board, a Fundraising Committee/Funders Pipeline, a Structure Committee and an Evaluation Committee. The Alameda County Public Health Department (ACPHD) and the Alameda County Community Food Bank (ACCFB) will continue to serve as Co-Conveners. The ACCFB will serve as fiscal agent. During the first quarter of the first year of the project, the Steering Committee will undertake a full structure review of the functional and staffing requirements of the HOPE Collaborative. Staffs will include a Project Director, a Development Director, staffs to cover organizing, policy and programs, and additional staffs to be determined during the structure review. * How will the partners Leaders of the HOPE Collaborative have deep experience in addressing cultural differences address cultural differences and power dynamics. This experience provides an anchor for confronting cultural and power and power dynamics? differences. Such differences are complex and often hidden from the clear view. The first step in addressing these issues was to create a safe place for people to express themselves freely. At the start HOPE created an oath of office for Steering Committee members that stated the values of inclusiveness, safety and trust that HOPE intends to uphold. In taking the oath each Steering Committee member states that s/he will “...conduct myself in the best possible professional manner and treat everyone engaged in the work of HOPE with full dignity, respect, gentleness and with full appreciation for her or his unique talents and gifts.” The second, more difficult step has been to hold members accountable to these values. Maintaining accountability signals to Collaborative members that indeed they can participate in the work with the assurance of personal respect and safety. Finally the work of acknowledging and minimizing power differences requires the willingness to openly and frankly address these dynamics when they appear. HOPE has successfully negotiated several moments when power dynamics threatened to disrupt the process. The good will generated by the demonstration of willingness to “let go” of power and privilege reinforces the value that all HOPE participants have equity and equality. * What processes will be The HOPE Collaborative uses a consensus process for decision-making. The Collaborative used for decision making and also uses a negotiation process for resolving conflict. These processes are specified in the conflict resolution and how HOPE policy document, Policy on Consensus Decision-Making and the Resolution of Conflict, will the information be available on-line on the HOPE website (www.oaklandfoodandfitness.net). The consensus communicated to the process involves the presentations of issues to the Steering Committee at two readings, followed by testing consensus. Each member can vote thumbs up (agreement), thumbs aside partners? (standing aside, not in favor but not opposed), or thumbs down (a blocking vote, strongly opposed). If an issue receives a blocking vote, the issue cannot go forward. The group has the option to continue reviewing the issue and re-testing consensus. If the group cannot reach consensus, the group has the option of using a majority vote. The conflict resolution process involves negotiation based on interests as opposed to beliefs and positions. The individuals in conflict attempt to achieve win-win resolution. Should negotiation completely fail, the individuals can bring the issue to the Steering Committee for binding arbitration. The Collaborative communicates this information to members by reference to the website and through verbal communication as needed. * What is the relationship of The HOPE Collaborative is closely connected to key actions occurring in the community, the the collaborative to other key state and the nation through multiple intersecting professional and personal networks. Within actions occurring in the Oakland, HOPE participates in networks such as the Oakland Resilience Alliance and the community, state, and/or Climate Action Coalition. The Oakland Food Policy Council is a member of HOPE. Additionally, tribal nation? HOPE partners are an integral part of the new California Endowment’s “Building Healthy Communities” initiative in East Oakland. With Oakland Unified School District, HOPE members are part of the Wellness Committee, School Garden Council, and the district’s Nutrition Advisory Committee. The collaborative works with the Oakland Schoolyard Initiative and on a Robert Wood Johnson-funded project to increase the number of produce stands at OUSD schools. HOPE comprises several community residents with their ear to the ground, and the collaborative works in and has relationships with organizations in all flatland city council districts. Regionally, HOPE partners are deeply involved with the Peralta Colleges Sustainability Initiative, the local green jobs movement, and the county’s Pedestrian/Bicycle Working Group. Statewide, HOPE is a part of the California Convergence and is connected with the California Food and Justice Coalition. In addition to the Food and Fitness network, HOPE members participate in national listservs such as COMFOOD and in social networks such as Facebook and Twitter. * What organization(s) will The Alameda County Public Health Department and the Alameda County Community Food serve as convener(s) Bank will serve in their current roles as Co-Conveners of the HOPE Collaborative. The providing support for the Alameda County Community Food Bank will serve as fiscal agent. During the structure review collaborative? previously described, the Steering Committee may consider selection of changing the Co- Conveners and selecting another fiscal agent, based on careful review of the organizational http://wrm.wkkf.org/uWebRequestManager/UI/ThankYou.aspx?tid=8ca687a0-149f-4393-b1c6-c6df27782... 9/4/2009

×