Improving Food Access in East Gainesville

IMPROVING
FOOD
INSECURITY AND
ACCESS IN EAST
GAINESVILLE
Ethan McCoy
Bryan Hernandez-Sanchez
Samuel Payne
Calvin Korponai

Abstract
An Introduction to food waste
American households throw away about one-third of the food they buy, a huge amount estimated
to be worth $240 billion annually. Each of the 128.6 million American households spend an
average of $1,866 each year on discarded food (Chuck Gill et al.). Professor Edward Jaenicke of
Penn State's College of Agricultural Sciences said that food waste has consequences not only for
the household economy, but also for individual’s health, the climate crisis and food security issues;
she also emphasized that: “Resources are being used to produce the food that is not eaten, including
land, energy, water and labor, are also wasted.”
The study was based on data obtained by the U.S. Department of Agriculture survey of food
purchases from 4,000 households. This study establishes that 31.9% of food each American
household uses is wasted, a value that confirms the estimates that had previously been made on
food waste in the US. More than two-thirds of households throw away between 20% and 50% of
food, while those that waste less do so by 8.7% (Chuck Gill et al.). Additionally, households that
waste the most food are those with the highest incomes and those that buy foods intended for a
healthier diet, such as fruits and vegetables, which are damaged more quickly. Those who waste
less food, on the other hand, are the larger households, those with lower incomes, those who plan
to buy before going to the market, or those who have to travel longer distances to buy. Jaenicke
stressed that "food planning and management are factors that influence the amount of food
wasted," just as "programs that promote healthier diets can unintentionally generate more waste”
(Chuck Gill et al.).
An introduction to food insecurity
The food insecurity rate in the United States increased by 32% in 2008, to 14.6% of U.S.
households - the highest level since the first food insecurity survey in 1995. About 21% of
households with children are affected, and more than 25% of households are black and Hispanic
American, while 42% of households have incomes below the federal poverty level. In Alachua
County about 20% of people experience food insecurity (Hilary K. Seligman).
According to the Life Sciences Research Office, food insecurity occurs, "when the availability of
nutritionally adequate and safe food or the ability to acquire acceptable food in socially acceptable
ways [e.g., without resorting to emergency supplies, scavenging, stealing, and other strategies] is
limited or uncertain” (Michelle Gillett). For that reason, the concept of food insecurity
encompasses both the physical sensation of hunger and compensatory behaviors to avoid it. These
compensatory behaviors have enormous repercussions on the prevention and treatment of chronic
diseases. To maintain caloric intake, adults who do not have enough money to buy food, reduce
the variety in their diet and concentrate consumption on a few low-cost, high-calorie, low-nutrition
foods. These are generally refined carbohydrates and foods with added sugars, fats and sodium.
Calorie for calorie, these foods are cheaper than fruits, vegetables and dairy products, which are
more nutritious. Additionally, the difference in the prices of healthy or harmful foods has widened
over the last two decades.

The Ministry of Agriculture reported that between 1985 and 2000 the price of soft drinks increased
by 20%, the price of fats and oils by 35%, and the price of sugars and candies by 46%, while the
price of fresh fruits and vegetables increased by 118%. This widening price gap, combined with
the global economic crisis, has profound effects on the incidence and treatment of obesity,
hypertension, diabetes and other food-sensitive diseases within the framework of growing socio-
economic differences (Copeland, et al.).
Research at the Center for Vulnerable Populations at the University of California in San Francisco
showed that even after adjusting for these sociodemographic trends, adults who suffer the worst
levels of food insecurity have more than twice the risk of diabetes than those who can access
healthy foods (David Holben, et al.).
Among adults who already have diabetes, food insecurity is associated with less blood glucose
control. For adults who have lower incomes than the average median in the country, it is extremely
difficult to change consumption habits for foods that are appropriate for people with or at risk for
diabetes, and to still maintain caloric needs (Copeland, et al.).Economic inability to purchase these
foods is the likely cause for the association between food insecurity, higher incidence of diabetes
and poorer blood glucose control. Food insecurity is a cyclical phenomenon.
Cyclical food restrictions are associated with three main effects: first they provide for extensive
preferences on high caloric foods, second, they have shown to increase body fat, and third they
lead to a decrease in lean muscle mass (Michelle Gillett). Adults who believe they will suffer future
food shortages consume excess food at times when they have good access to it. This can lead to
some adults overconsuming food, which contributes not only to diabetes developing in such adults,
but also poorer blood glucose control in those who already have diabetes later on.
In short, food insecurity generates:
● An increase in health expenditures
● Inadequate capacity to pay for healthy food
● Weight gain and hyperglycemia
● Skipping meals and reducing caloric intake
● Stress, depression, sleep disorders, fatigue, decreased physical activity
In order to deal with and help food insecurity, it is crucial to implement new programs that
encourage and provide incentives to change diets towards healthier foods. Our ability to address
the current problem of food insecurity in a systematic and health-promoting manner will have
consequences for health inequities for decades to come.
Food Deserts in Gainesville – Defining a Food Desert
In this paper, we define food deserts as geographic areas where the inhabitants who live in those
designated areas, have no alternative or access to healthy and affordable food options.
Additionally, food deserts share a common characteristic which is the absence of grocery stores
nearby. Public transportation for urban dwellers can help overcome the difficulties of distance,
but in recent years, economic forces have pushed grocery stores out of many cities, making them
crowded and distant. Many individuals are forced to take several buses or trains to do their

shopping. Public transportation in suburban or rural areas is scarce or non-existent, and
supermarkets are often located long distances from people's homes.
Another aspect of defining a food desert comes from the fact that most of them are found in low-
income communities; and most of the time the individuals in such communities have little access
to cars. Some of the research done concludes that richer districts have up to three times more
supermarkets than poorer districts (Michelle Gillett), that white neighborhoods have on average
four times more supermarkets than predominantly black neighborhoods, and grocery stores in
African American communities are generally smaller with less variety of products (Bryan Walsh).
Available food choices and purchasing power are two factors that significantly restrict the type of
food people choose to consume. Many food deserts are overflowing with fast-food restaurant
chains that sell cheap meat and dairy foods high in fat, sugar and salt. Processed foods (pastries,
toast, and soda) that are usually sold in corner cafeterias, convenience stores, and liquor stores are
generally as unhealthy as the above.
In this paper, we will look through the lens of equity and social justice to seek a solution to improve
food access for the greater community of East Gainesville. We will place an emphasis on food
sovereignty and in finding ecologically sound and sustainable methods, to produce, distribute and
consume healthy food for this desert. Our main goal is to improve accessibility, justice, and
sustainability of our local food system. For that reason, we have prepared a report of research on
innovative market options that bring with them economic development models of growth for the
community and its citizens.
The majority of east Gainesville qualifies as a food desert, since there are over 35,000 residents
living east of Main Street that have access to only the Super Walmart in Waldo Road, and there
are few choices for healthier food options.
We have researched three main food-based retail options that not only improve food access for
residents struggling with food insecurity, but also offer opportunities for the community wealth
building: local food hubs, pop-up food hubs, and food co-ops.
Understanding how different economic models operate
A study on the three unique models to improve healthier food access options for residents in East
Gainesville
We have done extensive research on different economic models that offer different sustainable
methods to address food waste, insecurity and deserts. Below we have addressed the questions and
concerns set forth in the prompt. Each model has three organizations/companies assigned, and the
decision for each company/organization was based on similarities found on research around
similarities between the town, distance from grocery stores, and demographics. In addition, some
of the companies/organizations portray lessons taught.
Local Food Hubs
What is a Local Food Hub?
Local food hubs are emerging all over the United States as a way for residents to have access to
locally grown produce and meats. Food hubs have been crucial for not only supplying healthy
options to areas that might not otherwise have such options but are also proven to bolster the

success of local farms and the economy as a whole. Food hubs can operate in a farm to consumer
fashion (F2C), farm to business (F2B) or a hybrid of the two. F2C food hubs allow farmers to
access consumers online, in retail or through a community supported agricultural subscriptions
while F2B food hubs access high-volume markets such as schools, grocery stores, hospitals, and
restaurants that they normally could not obtain on their own due to lack of volume or consistency.
We will primarily be examining the F2C model of food hubs as it is the most viable solution to
east Gainesville’s food desert problem.
GrowNYC’s Greenmarket Regional Food Hub
Who They Are:
In 2012, GrowNYC identified a problem in their community: people wanted to buy local
agricultural products, but there was a lack of infrastructure and support to move locally grown
food in wholesale volumes to wholesale buyers. They also noticed the disparity in healthy food
options between wealthier neighborhoods and poorer neighborhoods. Their solution was the
Greenmarket Regional Food Hub, New York City’s first food hub. GrowNYC’s mission is to
improve New York City's quality of life through environmental programs that transform
communities block by block and empower all New Yorkers to secure a clean and healthy
environment for future generations (Greenmarket Farmers Markets). The Greenmarket is located
in the Hunts Point neighborhood of the South Bronx inside of an astounding 120,000-foot
facility. GrowNYC purchases agricultural products in large volumes from over 140 producers,
stores it in their warehouse, and then distributes it to various locations including the regional
food hub. The project expects to support over a hundred small to mid-sized farms in New York
State and beyond, providing healthy food options to over 500,000 New Yorkers of which 70%
live in underserved communities (Greenmarket Farmers Markets).
Finances/Employees/Customers:
The Greenmarket Regional Food Hub is a state-sponsored program which received $20 million
dollars to establish the state-of-the-art facility. The project's capital budget consists of $8 million
in state funding, $3 million from the Federal Economic Development Association, $5 million from
foundations, and $3 million from the City Council/Borough President (Greenmarket Regional
Food Hub: Taking Local to the next Level). In 2015, NYC Mayor Bill de Blasio announced he
would be providing $150 million over the next 12 years to revitalize the Hunts Point neighborhood.
The $150 million is not going directly to the Greenmarket, but it will be crucial in developing the
neighborhood and its infrastructure. The operation is not owned by one person, rather it is operated
by GrowNYC who has the extensive resources and connections needed to connect the farms to the
consumers. The project expects to generate $200,000 in profit as stated in their 10-year expense

budget. They expect $9.9 million in operating expenses, $2.8 million in professional services
expenses, and a $1.3 million ground lease (Greenmarket Regional Food Hub: Taking Local to the
next Level).
The food hub has been a huge opportunity for jobs in the area. The facilities construction will
require the hiring of 150 construction workers and the hub itself will employ around 95 permanent
employees who will receive a livable wage (Governor Cuomo Launches New York State Grown
& Certified Food Program). Financial sustainability will be achieved by sales related to their goods
as well as additional funding from the state and their donors.
Pros/Cons/Challenges:
The Greenmarket Regional Food Hub is one of the most robust food hubs in America. Being
located in New York City allows them to access a large customer base as well as ample funding.
Their access to human and financial capital is a huge plus; it is something most food hubs do not
have access to. Their state-of-the-art facility allows them to operate in a high capacity and draws
in customers. One of the pitfalls of the Hub is the extremely large startup costs associated with it.
Most states would not be willing to invest millions of dollars into a program like this, so they are
lucky. Another strength of the Hub is their ability to employ so many people. Not only are they
providing business to local farms, but they are also employing people in an area that desperately
needs it. Being operated by the non-profit GrowNYC is an advantage because they already had so
much infrastructure and connections in place before they even started. There are some major
challenges the Greenmarket might face. One is the exorbitant costs associated with the operation.
If the market does not produce the revenue they expect or politicians see it as a money pit, they
could potentially lose the building and jobs would be lost. There are also huge logistical challenges
the market will face. Running a 120,000 square foot building is not easy and requires lots of
manpower. Additionally, coordinating with the over one hundred suppliers takes organization and
communication. Greenmarket will need to make sure they have people in place to communicate
with their suppliers and meet the needs of their community.
Local Food Hub - Charlottesville, Virginia
Who They Are:
The Local Food Hub in Charlottesville was founded in 2009 by local Kate Collier (About Us).
Kate recognized the farmers in her area had similar problems: they spent too much time on

marketing and distribution rather than spending time farming and could not make sound business
decisions such as what to charge for their products and how much to grow. She also realized there
was a demand in her area for locally grown agricultural products. Eventually she was able to draft
a business plan with one of her partners and obtain the necessary funding needed to start. The food
hub is operated out of a warehouse and much of the transportation is done with a truck they bought.
In 2010 they were even able to open up an educational farm that not only grows crops that they
sell, but also educates interns and community members about farming. Their mission is to “partner
with Virginia farmers to increase community access to local food. We provide the support services,
infrastructure, and market opportunities that connect people with food grown close to home”. In
2019 4P Foods acquired the distribution operations of Local Food Hub which strengthened
logistical, marketing, and sales aspects of the Hub (About Us).
It took $300,000 of initial startup costs to get their operation going. $10,000 was obtained from
the Nelson County Economic Development Board for their business plan, $50,000 in donations
following a campaign, and $150,000 from a foundation (Food Hubs). Additionally, the warehouse
they currently use, and the educational farm was donated to them by local residents. The annual
budget is reportedly around $650,000 of which $150,000 is generated through sales and other
activities and the remaining from donations. The farm they own runs on a $230,000 annual budget
of which $35,000 comes from sales and the rest from donations (Food Hubs).
Local Food Hub is operated by around ten full-time employees and dozens of volunteers. The farm
hires around five apprentices and five summer interns, both of which are paid. “Partner producers”
--which is the name they use for the farmers they work with--are numbered around 65. The
customer base the Hub serves are all located within a 40-mile radius of Charlottesville which
includes hospitals such as the University of Virginia Hospitals, schools such as the University of
Virginia, major food distributor Sysco, restaurants, and other retail stores.
Some of the major strengths of this operation are their connections to a multitude of customers and
the farm they own. The fact that they are able to supply major customers such as schools, hospitals,
and restaurants is important because it gives them consistent revenue streams while making a
difference in their community. It also helps solve the problem that farmers had which was their
inability to market and make sound business decisions. Owning a farm gives them additional
products in times where other farmers might be struggling or there is higher demand. Additionally,
it allows them to participate in community education so the legacy of Virginia farming lives on.
Consistent funding is crucial for a non-profit organization. The Local Food Hub has a variety of
supporters and volunteers which makes running the operation easier.
One potential con of their operation is the amount of people they employ. Having five apprentices
and five interns means more costs which means more donations are needed. Weather is also an
issue in the months of December through May which limits their supply chain. The Hub has made
attempts to offset this problem by providing goods such as frozen foods, jellies, and jams. Serving
in a 40-mile radius means there are a lot of transportation demands. It is important that they make

sure the cost of transporting goods from farms to the warehouse does not outweigh the benefit the
products bring.
Some typical challenges they might face are funds running dry and fluctuating supply. Donors
sometimes write one-time checks and then never donate again. The Hub must find a way to either
keep these donors coming back or start additional campaigns to keep a consistent funding stream.
In times such as COVID, the demand decreases, and margins become even thinner. They must
find alternative measures to sell their goods such as drive-in farmers markets or mobile orders.
Kearsarge Food Hub
Who They Are:
The Kearsarge Food Hub (KFH) was formed
in Bradford, New Hampshire in 2014 by a
few college graduates. Their mission is to
reinvigorate their community around a
restorative local food system through
community building, increasing food access,
and promoting economic and environmental
viability. The challenge they recognized in their community was “to reforge a sense of community
around a localized food system” (Our Structure). They understood the challenge local farmers
faced in New Hampshire after their own farming experiences. Their goal became to help small
farmers and contribute to the viability of small-scale agriculture. Kearsarge Food Hub has been
growing slowly and steadily through the help of their community and patience. By starting the
Sweet Beet Farm, they began to understand what it takes to be a farmer which allowed them to
better contextualize the challenges the farmers they worked with were going through. Using a low-
cost approach, the Kearsarge Food Hub has been able to stay running even through the harsh
winters and times of uncertainty. Through their commitment they have been able to donate
thousands of pounds of food, win Outstanding New Farmers of the Year by NOFA-NH, win the
Capital Area Wellness Coalition's Well Done! Award, and serve thousands in the 30-mile radius
surrounding Bradford (Our Story). Kearsarge continues to run as a non-profit today and serves
folks at their market, restaurants, and schools.
Part of Kearsarge’s viability is attributed to their low-cost approach. Through fundraising, grants,
resource donations, and their revenue, Kearsarge has not only been able to stay in business, but
also grow at a steady rate. The initial investment in the operation totaled $10,000 which came from
their own pockets and small loans. Debt was something they always wanted to avoid so they made
it a goal to only accept small loans. Additionally, members of their community lent them plots of
land to start growing their own food. Their farmers market started as just a spot on the side of the
road.
On the Fourth of July, 2015 they opened the Sweet Beet Farm Stand which was crucial for building
connections and relationships with the farmers and people they serve. They started with just a few
farms supplying them, but now have over 30 suppliers who provide meats, canned products, and

veggies. Unless LLC presented Kearsarge with a great opportunity in 2016— a 10,000 square foot
abandoned building once called the Bradford Inn. Together with Unless, they were able to raise
$30,000 to renovate the building and add a new Farm Stand location (Funding). In the building,
they have equipped it with baking equipment and a full kitchen.
Kearsarge has been highly effective at fundraising and receiving grants. During their 2016 Grow
Grant: Matching Funds for Renovations they raised $4000. The renovation of Bradford Inn Project
in 2017 raised $31,646 from over 160 supporters. A fundraiser for a freezer raised $5,388 in 2018
which surpassed their goal (Funding). And finally, their 2019 Love Local Campaign raised almost
six thousand dollars. Last year they launched a monthly giving program called Grow With Us
which should provide consistent donations. Kearsarge believes their dedicated supporters are a
huge part of their success and an integral part of their mission to be financially sustainable.
Grants are another key part of their funding, most of which come from state and federal entities.
Some examples include the New England Grassroots Environmental Fund: Grow Grant which
helped with the startup costs, USDA Rural Business Development Grant, Department of
Agriculture, Markets and Food: Promotional Mini-Grant, and Champions of NH Farm Grant
(Funding). The revenue of Kearsarge comes from their market, kitchen, and farm. Local residents
are their main source of revenue as they become a larger part of the community, but they also sell
to wholesale clients. Specific details about revenue and operating budget were not available.
Kearsarge has five founding members of all different backgrounds and responsibilities. Some of
them run the farm, others the kitchen, finance, community engagement, and programs.
Additionally, they have five board of directors on their website who act as president, vice president,
secretary, treasurer, and director. Kearsarge also relies on a multitude of volunteers who help carry
out day to day operations.
What has made Kearsarge so effective is their relationship with their community and aggressive
funding campaigns. They understand that the connections they build with volunteers, customers,
and farmers are crucial to their longevity, so they take the time to educate and connect with them.
KFH has obviously done an excellent job of drawing people in and keeping them coming. Year
over year their funding campaigns are raising more and more money with more support each year.
Each year from inception they have been able to secure at least one grant with a remarkable four
grants in 2016. This shows that not only does their community recognize their hard work, but
government grant givers do too. Each campaign or grant has a specific purpose to whether it be
for the Bradford Inn renovation, advertising, distribution or marketing. This is important because
people want to know where their money is going. People are more compelled to give their money
if they have peace of mind that their money is going to reputable causes and will support their
community.
The only potential cons of KFH is that there are many moving parts and they operate in a place
with extremely harsh winters. With the Sweet Beet Farm, multiple farmers stand, and educational
programs, KFH is managing a lot. This requires more resources and more potential liabilities.
However, they have done a remarkable job not only maintaining these parts, but also growing them
to new heights. Another con and challenge is the weather. The average lows in the winter are -4

degrees Fahrenheit which present extreme challenges to farmers and businesses alike. It is a lot
harder to run a roadside farm stand when you do not have produce or a warm place for customers
to visit! As a non-profit, maintaining consistent revenue streams is important to not go under.
Pop-up Food Hubs
What is a Pop-up food hub?
Pop up food hubs are food distributors that partner with the local community that act as the
middleman between the farm and the community that is interested in healthier food options. Both
parties, the farmers and the community, gain an advantage through this distribution model as the
farm diversifies their sales to reach more people who are willing to buy, while the community can
grow their supply of fresh and healthy options that can be distributed to local community centers
such as parks and rec centers, daycare facilities, and other teaching facilities. For communities that
“lack the time, staff, and training needed to think and buy local” or that can’t meet order minimums
from conventional suppliers, pop up food hubs give them the option to buy fresh produce and
distribute the goods at their convenience without overreaching for the community to buy more.
Overall, these pop-up food hubs help give the community a chance to gain fresh and local food at
their convenience while also helping farmers seek new revenue they have not seen before in
specific areas that need them.
Can they help with the current food desert in Gainesville?
This model can most certainly help with the food desert in Gainesville, as long as the right backers
and staff are willing to put the time in to create it. These pop-up food hubs are extremely helpful
to solve the food desert crisis, but they can’t just appear out of thin air. The food hub that opened
in Austin, The Austin Harvest Food Mart Pop-up, was backed up by former Chicago Bears
linebacker Sam Acho, with other athletes and community clubs on board with the market. The one
that popped up in East Oakland to support black-owned restaurants who were affected by Covid-
19 was created and backed up by Food Network Chopped winner Rashad Armstead, who also
owns a restaurant in the area. Essentially, the pop-up food hubs can definitely help with the food
desert problem in Gainesville, but the only way it is possible to run this mode, is by having enough
backing to maintain it financially, either by local community organizations or entrepreneurs
willing to invest in the idea.
FRESHFARM
Who They Are:
FRESHFARM is a non-profit that uses the pop-up
food model to “Strengthen our food economy through
market-based solution, Empower the next generation
of eaters through education, and promote resilience through innovative programming.” The
company aims to address the lack of viable healthy food options in certain communities,
transforming the region's food system and how it gives healthier food options as a whole
(FRESHFARM 2020). The operation is owned/founded by Bernadine Prince and Ann Harvey
Yonkers in 1996. Their main office location is in Washington, DC. (655 New York Avenue NW
WeWork 6th Floor Washington, DC 20001).

The intended consumer for the company is anyone who does not have access to healthier food
options in their community. The company engages in implementing its economic model by
organizing pop-up farmers markets around specific locations, including one in Gainesville, to sell
products from local farms. Based on the information provided, total revenue in 2017 was
$1,992,088. Its total functional expenses were $1,854,284, making its net income $137,804
(ProPublica 2013). A lot of its money and sustainability come from donations made by the
community to ensure that they receive fresh and healthy options when the company arrives to their
location. The company staffs around 30 people for each location they visit, not including the actual
farmers who make the products the company sells. FRESHFARM’s economic model to sustain
itself is based on their partnership between themselves and the farmers they support by selling
their products. In addition to that, FRESHFARM also gives the farmers grants and farming
information on a limited budget to mold and innovative the farmers into better ones for the future
(FRESHFARM 2020).
The strengths of the initiative are the amount of benefits every party receives. The customer has
access to local and fresh produce, the company helps the community and the farmers while staying
afloat with generous contributions and donations, and the farmers have access to new customers
they never had before. However, one weakness is that the company operates under a small budget,
so their appearance to different locations may vary. In addition, customers may have a limited
schedule to buy the goods as the company has to move around to keep the produce fresh and serve
other communities in need.
AUSTIN HARVEST MARKET POP-UP
Who They Are:
The Austin Harvest Food Market Pop-up is a non-profit supported and funded by former Chicago
Bears linebacker Sam Acho and other Chicago athletes, as well as By the Hand Kids Club. The
operation was initially started and run by neighborhood teenagers from By the Hand Club for Kids

(an organization dedicated to changing the impact the youth has in our current society) in Chicago,
Illinois who noticed the food desert problem in their hometown and wanted to make a change.
The mission of the initiative was to just bring fresh food and produce to the local community,
running only at a limited time. The teens, after the George Floyd incident, recognized the systemic
racism happening around them and realized that food scarcity in their neighborhood was an effect
of that racism, as the city neglected the west side part of Chicago.
As a Pop-up food hub, the intended audience is again the neighborhood and local community
surrounding the food hub. This, in turn, means that the hub is only open for a limited time,
specifically for this one in the span of 12 weeks from August 2020 to around the end of October
2020.
As a Pop-up food hub, the intended audience is again the neighborhood and local community
surrounding the food hub. This, in turn, means that the hub is only open for a limited time,
specifically for this one in the span of 12 weeks from August 2020 to around the end of October
2020. The food hub was created after Acho and other athletes raised half a million dollars to tear
down the liquor store location at 423 N. Laramie Ave that would eventually become the Food
mart. After tearing down the building, the initiative partnered up with another local organization
from Chicago, The Hatchery, a “non-profit food and beverage incubator dedicated to helping local
entrepreneurs build & grow successful businesses,” (The Hatchery 2020) which is where our
initiative will receive the food products to deliver to the community. They also receive flowers
from Flowers for Dreams, another local organization. Employees include dozens of kids from the
Club as well as the partnered athletes when the initiative first began. As a pop-up food hub, the
market would not be sustained for a long period of time, it’s just a nonprofit dedicated to serving
the community.
Strengths of the initiative is to really help the community engage in buying fresh and local produce,
cultivating a community that’s healthier while also destroying the systematic racism that was
initially in place (such as the ridiculous amount of liquor stores around the neighborhood). Cons
may include its temporary lifespan.
FOOD FROM THE HEART’S POP-UP FRESH PRODUCE MARKET
Who They Are:
Food from the Heart’s Pop-up Fresh Produce Market is a section of the company Food from the
Heart that primarily focuses on Pop-Up food markets all across Singapore. The operation is owned
by a Singapore-based Austrian couple Henry and Christine Laimer, who created this non-profit

organization in 2003 after a number of bakeries around them started to discard their unsold bread.
Frustrated, the couple created this initiative to channel the bakeries surplus of food to other parts
of their community in Singapore. The company’s mission is to “reach out to the less-fortunate and
brighten their lives by alleviating hunger through a food distribution programme and bringing joy
through the distribution of toys and birthday celebrations.” The main community challenge it aims
to address is to slow the incremental amount of food waste that happens in bakeries and shops
when they can’t sell the food. They address this challenge by creating pop up food hubs across
Singapore, giving the community a chance to have “more nutritious food and a break from its
standard non-perishable rations.” (“Pop up Fresh Produce Market”)
The intended audience is anyone from the community looking for more fresh food options. The
pop-up food model was implemented because it can go from place to place all around Singapore,
enlarging their area of economic growth round the country. Food from the heart is primarily
founded from corporate companies in Singapore and private donors that fund their programs and
activities for the year. There isn’t much on how they initially started, but they do have a list of all
the companies and sponsors they’ve had since 2012 on their website. The model they use is based
on partnership between corporate companies/donors and the company itself. Some key partners
that help with packing and transportation of the goods include Images in Motion, Goldbell
Foundation, NTUC FairPrice Co-operative Ltd, and Oversea-chinese Banking Corporation Ltd
(FFTH Annual Report 2019).
Like the other pop-up food hubs, there are a lot of pros when it comes to who is getting food and
who is selling. An additional pro can be the small amount of carbon footprint present when using
bakery foods that need to be sold before they get thrown away. One con can be the small budget
the company has which shortens the list of events they can have planned for the year and the span
of how long each food hub will be present.
Food Co-op
What is a Food Co-op?
A food cooperative, also known as a food co-op, is a grocery store that is owned by the people
who purchase food there (Sutter 2018). Several aspects of food co-ops include open membership,
member ownership, receiving tax consideration, and enriching the surrounding community. The
benefits of food co-ops include providing consumers access to fresh produce, supporting local
agriculture through partnerships, providing socially responsible options, and reducing your
environmental footprint. Some drawbacks of food co-ops include limited hours, usually not being
ideal for whole-sale shopping, shortages of seasonal variations of various perishable goods, and
some products may be more expensive than traditional grocery stores (Martucci 2018). There are
many positives and negatives of becoming a co-op member. The benefits include shopping
discounts, potential access to a larger co-op network, influence over the co-op’s strategic direction,
and opportunities to be a part of a community when its members share knowledge. One drawback
would be requiring a financial investment through a membership or needing to be employed at the
location. Some other drawbacks include various products being more expensive than at a

traditional supermarket, some consumers may feel forced to shop there, and not guaranteed a return
on investment.
FOOD MANDELA GROCERY COOPERATIVE
Who They Are:
Mandela is a grocery store that is designed as a worker
owned food cooperative. A food co-op is a grocery
store owned by the people who shop, in which
customers decide what products are stocked on the
shelves. Mandela’s mission statement states “we
intend to strengthen and diversify our local economy.
Our worker-owned grocery store source from local
entrepreneurs and farmers in California with a focus
on black and brown farmers and food makers
(Mandela Mission).” The main community challenge
it aims to address is known as the food desert. A food
desert in an area that lacks grocery stores of nutritious
foods in certain areas. Mandela strives to work with
many local farmers and food makers. Mandela holds partnerships with 56 various farms and food
makers some of which include Acta Non Verba, Avalos Farm, Awesome Bars, Catalan Family
Farm, Golden Rule Organics, JSM Organic Farm, Raised Roots, Scott Family Farm, Goddess
Butter, Gold Thread, Box Flower Farm, and Keller Crafted Meats (Mandela 2020). They used to
be dependent on Mandela Marketplace but have gone independent in 2018.
Since Mandela’s conception, more than seven million dollars has gone through the co-op. In recent
years, Mandela tried numerous avenues for obtaining more funding. After Mandel became
independent from Mandela Marketplace, a non-profit that launched the co-op, they raised one
million dollars through crowdfunding efforts and proposing to the city of Oakland for tax funds to
assist in expanding the cooperative. Mandela also received $20,000 from Rainbow Grocery
Cooperative (Halliday and Foster). Mandela currently employees three main employees and six
other trainees on track to join Mandela’s work co-op. To receive co-ownership, workers have to
work at Mandela for at least one year or one-thousand hours to earn the opportunity to buy in.
Once the working requirement is met, the cost for co-ownership is two-thousand dollars which is
paid through a lump sum or a payroll deduction over time. The intended customers are residents
of West Oakland. Throughout the years there has been an influx of consumers that were priced out
of San Francisco. Mandela circulates the money back into the local economy.
A major strength of Mandela is that their consumer base encompasses a wide demographic.
Mandela attracts demographics that range from low income to high income. A second strength is
their commitment to helping out the community. The organization stated that they would rather
use their resources to broaden their reach with the community after an attempt at obtaining a larger
space fell through in 2017 (Morris 2018). Mandela’s efforts in the community do nothing but

increase support for the brand (Henry 2018). Mandela’s biggest challenge at the moment is
expanding to a bigger location. Due to high rent costs, it takes a massive jump to safely expand as
an organization.
VIROQUA FOOD COOPERATIVE
Who They Are:
Viroqua used the food co-op model. The operation is owned by their customers as members
purchase ownership shares. Currently Viroqua Food Cooperative has around four-thousand
owners. These owners vote on who the Board of Directors are for Viroqua. The Viroqua Food Co-
op was created in 1995 by a small group of individuals. Viroqua’s mission is that “The Viroqua
Food Co-op combines a commitment to natural foods, superior customer service and the building
of a cooperative business. We emphasize organic and local foods and products to promote long-
term health of individuals and the environment. As member-owners and as a center for community,
we offer the opportunity to create together a work of enduring value (Viroqua Mission).” Viroqua
strives to tackle the food desert in Viroqua, Wisconsin. A map from one study showed that two
census tracts in Vernon County met the definition of a food desert (Tuck 2018). The map revealed
that there is a need for more healthy food options in Vernon County and the surrounding area.
The initial startup cost for Viroqua Food Cooperative was twenty thousand dollars. Viroqua
employees sixty-nine people for their co-op’s location. Viroqua’s Board of Directors are
maintained by seven members. Viroqua Food Co-op sustains funding memberships, donations,
sponsorships from companies in the local area. In 2017, Viroqua annual sales were $7.5 million
dollars. The predicted sales for Viroqua Food Co-op in 2023 will increase to $10.6 million (Tuck
2018). The intended customers are the residents of Viroqua, Wisconsin. Viroqua attracts many
customers all over Vernon County where they are located. During Viroqua inception, their
incorporation papers include Class B voting shares scaled from $18-$26, and $50,000 of Class A
stock that would be eventually redeemable at par value (Lawless and Reynolds 2005). Viroqua
engaged customer through a quarterly newsletter, running a food blog, investing back into the
community,
A massive benefit of Viroqua Food Cooperative is that it generates a lot of money for Vernon
County. In 2017, Viroqua Food Cooperative generated $12.3 million dollars of economic activity

for Vernon County. A drawback of the initiative is that the entry cost was somewhat steep. One
family paid the majority of the startup costs for the organization. Another benefit is that in 2023,
Viroqua plans to expand by supporting 160 jobs with around 100 being located at their food co-
op. This shows that their business model is enriching both the community and the cooperative as
well. A Third benefit is that Vernon County has a growing economy with a positive outlook into
the future. The growing financial stability will bolster a more expansive environment for the
cooperative.
CO-OP MARKET GROCERY AND DELI
Who Are They:
Co-op Market Grocery and Deli is based on the
food cooperative economic model. The
operation is based on member ownership. Co-
op Market Grocery and Deli currently has more
than 3900 co-owners. The co-owners also vote
on which seven individuals will be on the board
of directors for Co-op Market Grocery and Deli.
Co-op Market Grocery and Deli’s mission
statement is that “Co-op Market Grocery & Deli works for health and sustainability by providing
healthful foods and products, promoting local suppliers, and offering consumer education in an
open, community-centered environment, through a viable business (Co-op Market Mission).” The
main community challenge of Co-op Market Grocery and Deli is to address the food desert issue
in Fairbanks, Alaska by providing healthy food options.
Co-op Market Grocery and Deli early success came from grassroots support in the community and
obtaining some grants. In the beginning, some of the financial backing for Co-op Market Grocery
and Deli came from the USDA’s Rural Economic Development Loans and Grants Program
(Yerich 2017). The cooperative was profitable early on too. For the first nine months of 2015, Co-
op Market Grocery and Deli purchased $212,000 on local goods and the cooperative also generated
$2.245 million in sales with a projected target of $3 million sales by the end of 2015 (Co-op Report
2015). Co-op Market Grocery and Deli has thirty employees on staff. Co-op Market Grocery and
Deli has sustained funding over time through selling co-owner memberships, sponsorship with
local organizations, and selling their store’s products.
The intended consumers for Co-op Market Grocery and Deli are members of the Fairbank
Community. At this cooperative, everyone is able to shop there since ownership is not a
prerequisite for purchasing goods from there. If customers want to become co-owners, the price to
obtain partial ownership is $200 which is payable over a payment plan or all at once. The
cooperative also pledges itself through giving back to the community through programs such as:
Lend a Hand, Shop & Share, and Just for Kid: Co-op Explorers. Coop Market Grocery and Deli’s
solutions proved to be popular in Alaska as they won Food Co-op Initiative’s Startup of the Year
award in 2014 (Food Co-op Initiative 2014).
Pro/Cons/Challenges:
A benefit of Co-op Market Grocery and Deli is that they allow the use of Supplemental Nutrition
Assistance Program (SNAP) benefits in their store. This allows individuals who would not be able

to afford organic options at other grocery stores to shop at this organization. Another benefit is
that to accommodate in COVID times, the cooperatives has established curbside pickup for
consumers. This emphasizes the co-op’s values of keeping their customers’ health in high regard.
A third benefit is that the organization is encouraging children eating healthy. For example, many
grocery stores give kids a free cookie at their bakery when families shop there, but kids get a free
piece of fruit at Co-op Market Grocery and Deli. A challenge that affects the organization is that
at times transporting goods can be expensive. The weather drastically impacts how the
organization purchases produce to sell. In the summer, it is nearly all Alaskan grown, but they
purchase from organic farms in Mexico, the Northwest, and the West Coast the rest of the year
(KUAC 2018). The cost of having to ship produce farther than the majority of other cooperatives
comes with the territory of operating in Alaska.
Understanding Solutions
A conclusion on how models function in real life, and its implications: a final note.
Based on our research we have found that there are three main economic models that have the
potential to improve the economic condition of East Gainesville and dedicate the food desert that
exists. There are different alternatives and ways to solve this issue, but each alternative has its own
assumptions, and thus, it is imperative to further expand research on context to better understand
the content and problem we are trying to solve. Above we have detailed all three economic models
and three different contexts in which they thrive and not thrive, which ultimately depends on the
size of the community and in understanding root causes for food insecurity.
Integrating Solutions - Local Food Hubs Roadmap
Certain steps must be taken into consideration when creating a sustainable hub
In order to successfully integrate Local Food Hubs as a solution to food insecurity and food deserts,
the United States department of agriculture provides a roadmap to follow in the development of a
local food hubs, which can provide a more strategic perspective for the successful implementation
of a solution such as a local food hub.
First, there must be a strategic plan set in place with clear goals and a vision to develop the local
food hub. This plan must contain the original intent and purpose of why the food hub was set in
place. For example, if there is a food hub that was created with the intent to provide prices which
are fair for farmers, then the organization must be aware of reminding everyone which is part of
the organization about that on a weekly basis.
Second, it is recommended to get all stakeholders engaged from the beginning stages in the project,
and in the process to define interest and expertise areas where they can provide knowledge. This
is an important step in the process since there needs to be a management team set in place, that
ensures all team individuals have the correct skills, with all regulatory practices set in place, as
well as, making sure they ensure all parties are operating successfully.
Third, there must be a greater understanding of the geographic location of the food hub and the
implications of such. The team managing the food hub should understand the location of different
markets and how the team can access them. There have been cases where markets are

geographically distant from each other, and thus, it is critical for the success of the local food hub
to understand transportation costs and the effect it has on products. For example, how can products
offered at the local food hub be priced in order to cover most of the costs is a great point to start
off with.
Fourth, the local food hub must provide an educational program that is an integral part of the
development process. This should be imperative as one should be in the lookout for strategic
synergies between a university Extension Service or a non-profit who can deliver information to a
consumer.
Fifth, it is critical for the success of the local food hub to reduce risk on the buyers’ side. There are
two important points to keep in mind regarding this point: 1) Good agricultural practices are often
required, and 2) hazard analysis and critical control points are required. While owner training and
the certain protocols provide quality assurance processes, it may be required to create own
processes that provide a better experience to meet the end user’s request. Some local food hubs
may deem it as necessary to have insurance coverage for vendors, which is important in the face
of accessing a market for business owners.
Sixth, capital availability for supply chain infrastructure. There are so many essential components
when it comes to technical or physical infrastructure that need to be taken into consideration, a
few lists of examples are: storage facilities, internet management systems, payment processes,
packing, warehousing, vehicles, retail locations, and more.
Seventh, information management. This might be the last important step in successfully managing
a local food hub. Information must be timely between consumers, producers, and buyers. It is
imperative to minimize and avoid risks such as price, legal, and production risks in the process of
handling food products. Information is also needed to meet state law compliances as well as food
safety regulations.
Improving food access and food insecurity in East Gainesville
Integrating a solution
SOLUTION OFFERED: Based on our research we believe there is one model that can help
eradicate the food desert in East Gainesville; a local food hub. The whole model would be
implemented to include local farmers so that they provide for critical supply chain links providing
products for the food hub, as well as business management structures led by internal community
staff which will help create opportunities to reach consumers to purchase local, healthy products.
A local food hub implemented in East Gainesville would help fulfill various roles, regarding social,
developmental, and economic goals that can help sustain this community over the long run

For a local food hub to function properly, it needs to be
located both, where the problem persists and where the
organization/company can function over a long-term
basis. In East Gainesville, there are many areas where a
business can grow and sustain market demand for 10+
years, more importantly, there exists an opportunity zone
which perfectly suits the needs of our local food hub. An
opportunity zone is a federal designation that offers new
businesses with two main activities, tax reductions and
investment benefits. As an organization that runs on
donations and community help, working in an opportunity
zone will reduce the stress of paying a significant amount
in taxes to keep the company running. The local food hub
should be located near the W Travis Lofton Middle School
as you can see in Figure 1 (MySideWalk). Based on an opportunity zone map provided by
mysidewalk.com, the area around the middle school is an opportunity zone where there is a
population of 20,000+ individuals (AlachuaCounty.us 2018).
The reason why the local food hub will be successful in Gainesville, is due to the access of
agricultural products nearby. Alachua county is home to many farms who can provide produce,
meats, dairy and other products. According to the Alachua County Farm Bureau agriculture,
natural resources, and related industries are the third largest employer, fourth in total value added,
third in exports, and fifth among all industries in outputs (Alachua County Ag Stats). This shows
that there are vast amounts of resources available in the area with significant infrastructure in place.
In total, there are 1,662 farms in the county which makes up 37,147 jobs; 98% of these are small
farms with 88% being family owned (Alachua County Ag Stats). A food hub is the best economic
model to provide residents of East Gainesville, an opportunity to connect with other locals and
build a healthy relationship to solve the given food insecurities and desert issues.
Having plenty of suppliers is important for a food hub because there needs to be variety in product
availability in case something goes wrong with one of the farms. There are over 39,000 heads of
cattle in the area which shows there are opportunities to sell fresh meats to residents (Alachua
County Ag Stats). The value of crops in the area is totaled at over $65 million so we are sure there
is enough produce to provide value to our food hub. Some of the most common crops are corn,
pecans, and honey. The local food hood should begin by establishing trustworthy connections, that
way this economic model will reach out to individual farmers showing them our processes and
then asking if they would like to sell their crops or meats with us. By doing this we will add value
to them while solving the food desert problem.
In order for the local food hub to start operating in East Gainesville, it will need to obtain funding
through different sources. Something to note regarding a funding strategy, is that the process of
obtaining funding will help spread community awareness on the food desert issue. There are many
options to obtain funding for establishing a local food hub in East Gainesville. One source of
funding the venture would be through crowdfunding through a site like Kickstarter. One startup in
Philadelphia called The Fresh Food Hub obtained $10,500 from 244 backers in 2014 (Project We
Love). Using a crowdfunding source could provide funding for not just people in the community,
Figure 1

but from individuals who want to help fight the food desert issue in the overall community of
Gainesville. Another source of funding can come by obtaining a grant from the University of
Florida’s (UF) innovation and research center. In order for the local food hub to successfully run
its projects, it should obtain funding through the Central Grants Department by submitting a
proposal before the hard deadlines. The University of Florida is arguably the biggest institution in
Gainesville and getting support through the University will draw more eyes to the issue. A third
avenue which the local food hub will apply for funding, is through Alachua County, however, this
should be the last route to take.
The implementation of a local food hub will also be dependent on two important components:
developing human capital through unique education programs and increasing sustainability and
waste reduction research.
First, our Local Food Hub will only hire workers from a 50-mile radius; in turn, individuals already
established in the community become part of the solution to provide fresh, healthy foods for people
in the community. Building a successful community where workers feel valued, will be dependent
on providing great training and professional development opportunities for all individuals in the
network. More specifically, it should be emphasized, that this local food hub will be successful in
providing every participant, whether that is a volunteer, a worker, a manager, with life-long,
professional skills, and relevant skills to the job-market. The continuous education development
program provides workers with professional certificates in different areas such as warehouse
management, and customer service to name a few. Additionally, the continuous education
development program will have a specific unit targeted for the youth in the area, whether that is
younglings that are in high school nearby such as the East Side, or GHS, or youth at juvenile risk.
The continuous education development program will be an opportunity for young people to earn
money, learn the ins and outs about running a business, and most importantly access fresh, healthy
foods.
Second, we believe it is important to provide opportunities for researchers at the University of
Florida, Santa Fe College, and other nearby college’s agriculture departments, with opportunities
to develop sustainability and waste reduction research. This can be an incredible valuable activity
within the local food hub and community because it can bring: 1)innovative methods for waste
reduction programs, which can be served as case studies for other local food hubs in the US,
2)innovative methods in sustainable business and the case studies that come with, and 3)research
opportunities for all kinds of students willing to help the community and gain valuable exposure
to real-world experience.
All in all, the food hub will fulfill important roles across different spheres of influence; producers,
consumers, and will also fulfill social, developmental, and economic function for the greater good
of Gainesville.

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