Progress 09/01/15 to 08/31/17
Outputs
Target Audience: Buyers and Distributors - Sysco, Schnucks, Green Leaf Markets, Zoom C Store, United Fruit and Produce and others Business Partnerships - Northside Regeneration Plan (Paul McKee) Advocate Agencies - Missouri Coalition for the Environment (GNFF became Board member) Faith-based and Charitable Organizations - Catholic Charities/Menorah Society, St. Louis Metropolitan Clergy Coalition Food/Farmer Conferences - Missouri and Illinois conferences with interested people in the industry - GNFF presentations at each Local Farmers - 100+ local farmers in Missouri and Illinois were engaged with this project Food Hubs - Contact with established food hubs in Missouri and potential micro-food hubs located in Missouri and Illinois Governmental - SNAP/EBT Double Bucks Program (participation in Schnucks Grocery Store meetings concerning the program initiation in St. Louis) Changes/Problems:
Nothing Reported
What opportunities for training and professional development has the project provided?The Farmer Outreach efforts included a survey involving potential farmers in the targeted areas of Missiour and Illinois of Good Agricultural Practices (GAP) - a certification that is needed for any farmer wanting to expand into grocery sales. GNFF developed a database of farmers needing GAP technical guidance, which GNFF is well qualified and ready to provide during Phase III. How have the results been disseminated to communities of interest?
Nothing Reported
What do you plan to do during the next reporting period to accomplish the goals?
Nothing Reported
Impacts
What was accomplished under these goals?
Objective (1) Infrastructure: The team obtained detailed knowledge, through extensive research, of critical financial data on purchasing 3-5 acres with a 50,000 square foot warehouse to contain a value-added processing facility, refrigerated and dry storage, classrooms, offices and other needed spaces to enable food aggregation, distribution and value-added processing operations. The business plans address the costs of operating the business....but did not proceed to nail down the actual cost of buying/building a warehouse; this aspect needs further research in Phase III commercialization. Objective (2) Equipment: The team obtained detailed knowledge, through extensive research, of the required costs of new and used equipment for the value-added processing facility. This research was essential and was included in the business plans. The Off-Site Leasing Business Plan would allow GNFF to quickly start up the business because most (but not all) equipment would be provided by the warehouse facility. The business plans discuss the essentials of the needed equipment. Objective (3) Buyers/Distributors: The team obtained detailed knowledge, through extensive research, of strategic partnership possibilities with distributors, local food aggregators, and buyers.This objective also researched the feasibility of entering the food market in St. Louis. Objective (4) Food-Related Revenue Streams: The team obtained detailed knowledge, through extensive research, of the projected food volume, grade, and profit/loss and rental revenue possibilities. The business plans highlighted the potential of GNFF to create rental revenue of $400,000/year for warehouse space leasing to local farmers and other groups. Value-added products were examined and estimates were determined on the profit margins. Objective (5) Farmer Outreach and Alliance: The team obtained detailed knowledge, through extensive research, of 100 local, small to mid-sized farms' availability, interest, and eligibility in joining GNFF Farmer Alliance within a 250 mile radius. A comprehensive data base and an interactive map was developed to give an overview of the farmer landscape and to bring together food availability logistic issues to light. Objective (6) Farmer Mentoring - Readiness for Commercialization: This scope of work is not technical assistance, but an outreach/data collection and educational task to seek out small farms that need special guidance to help overcome extraordinary obstacles that prevent them from obtaining a critical prerequisite (such as GAP Certification) of entering larger markets. Also, this task provides special guidance and mentoring specifically to economic and socially-disadvantaged farmers. Objective (7) Food Campus Commercial Requirements: The team obtained detailed knowledge, through extensive research, to understand local, state and federal governmental requirements of constructing and operating the Food Campus. GNFF is working closely with Paul McKee as he moves the NRP project through the hurdles of establishing commercialization within St. Louis. Objective (8) Partnerships and Programs: The team worked hard to obtain detailed knowledge, through extensive research, to understand the potential reach of the Good Natured Food Campus Programs when partnered with local agencies for maximum potential - job creation, job training, culinary training, healthy food education, and food programs for the vulnerable community. This activity aims to further farmer, community and vendor/supplier relationships in the local region. Objective (9) Financial Options: the team obtained detailed knowledge, through extensive research, of financing options available for this project that will be critical during Phase III Commercialization. Potential loans, tax incentives and other financial aspects were explored. Financial experts were enlisted to examine the risks and opportunities and advised GNFF on viable options. Exploring the financial options will continue into Phase III - Commercialization. Objective (10) Business Plan: The team consisted of two (2) C.P.A.'s and a Certified Project Manager who obtained detailed, financial knowledge from research done on all project tasks to form a comprehensive Business Plan that will serve as our guide for Phase III. GNFF commissioned two (2) business plans to complete this project's feasibility study. Both business plans are for the Operational Element of the Good Natured Food Campus and does not include acquisition of land or building. The differences between the two plans are: Business Plan #1: On-Site Leasing - This plan assumes the for-profit division of GNFF will build a new warehouse within the Northside Regeneration Plan community and will operate its non-profit division there. The benefit of this plan is having a permanent warehouse, with leasing extra space to provide an additional revenue stream. Business Plan #2 Off-Site Leasing- This plan assumes GNFF will partner with a St. Louis produce company to lease warehouse space and contract out value-added processing projects there also. The benefit of this plan is lower start-up expenses and a quicker entry into the St. Louis region, along with a greater potential for grant funding of the leasing expenses. Objective (11) Clerical Research and Assistance: This task was to assist in research tasks and coordinate data and forms for the Phase II project. There was a change here in that this task was absorbed by the teammates, instead of hiring an outside clerical worker. This worked out best for the project because the team knew the work details intimately and could quickly accomplish the needed tasks to efficiently meet the objectives. Objective (12) Project Management: This project was extremely well-managed. The project coordinator, along with the Lead Investigator, Diana Endicott, made sure all work plan tasks met the corresponding objectives and the team collected, compiled and recorded all relevant data.
Publications
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Progress 09/01/16 to 08/31/17
Outputs
Target Audience:The target audiences for this reporting period: Buyers and Distributors - Sysco, Schnucks, Green Leaf Markets, Zoom C Store, United Fruit and Produce and others Business Partnerships - Northside Regeneration Plan (Paul McKee) Advocate Agencies - Missouri Coalition for the Environment (GNFF became Board member) Faith-based and Charitable Organizations - Catholic Charities/Menorah Society, St. Louis Metropolitan Clergy Coalition Food/Farmer Conferences - Missouri and Illinois conferences with interested people in the industry - GNFF presentations at each Local Farmers - 100+ local farmers in Missouri and Illinois were contacted Food Hubs - Contact with established food hubs in Missouri and potential micro-food hubs located in Missouri and Illinois Governmental - SNAP/EBT Double Bucks Program (participation in Schnucks Grocery Store meetings concerning the program initiation in St. Louis) The project efforts for this reporting period: GNFF is committed to the goal of establishing a local food warehouse within the Northside Regeneration Plan Community in North St. Louis, Missouri in 2018 by replicating its successful Kansas City model of food aggregation and distribution. The establishment of the GNFF Food Campus requires much prior planning and outreach into the community. The target audience was selected in order to bring about the project goals and GNFF actively became involved in making headway into this region's food culture. The Farmer Outreach efforts included a survey of Good Agricultural Practices (GAP) - a certification that is needed for any farmer wanting to expand into grocery sales. GNFF developed a database of farmers needing GAP technical guidance, which GNFF is well qualified and ready to provide. Changes/Problems:
Nothing Reported
What opportunities for training and professional development has the project provided?
Nothing Reported
How have the results been disseminated to communities of interest?
Nothing Reported
What do you plan to do during the next reporting period to accomplish the goals?
Nothing Reported
Impacts
What was accomplished under these goals?
Phase II necessitated compressive research and analyses to pave the way for Phase III - actual construction and production. Phase III commercialization entails establishing a Local Food aggregation and distribution facility with a value-added component to deliver positive outcomes for the community: 1) Increased local farmer revenues, 2) Job creation and training opportunities, 3) Improved food security through availability of local and healthy food for an underserved population in a food desert, 4) Strategic partnerships in nutritional programs to reduce obesity and promote and generate a healthy community. Phase II deliverables: A comprehensive feasibility study, plus two (2) business plans during the 2-year project. These are detailed in the Final Report. The following is an overview of the objectives and how they were met. Objective (1) Infrastructure: The team obtained detailed knowledge of critical financial data on purchasing 3-5 acres with a 50,000 square foot warehouse to contain a value-added processing facility, refrigerated and dry storage, classrooms, offices and other needed spaces to enable food aggregation, distribution and value-added processing operations. The business plans address the costs of operating the business....but did not proceed to nail down the actual cost of buying/building a warehouse; this aspect needs further research in Phase III commercialization. Objective (2) Equipment: The team obtained detailed knowledge of the required costs of new and used equipment for the value-added processing facility. This research was essential and was included in the business plans. The Off-Site Leasing Business Plan would allow GNFF to quickly start up the business because most (but not all) equipment would be provided by the warehouse facility. The business plans discuss the essentials of the needed equipment. Objective (3) Buyers/Distributors: The team obtained strategic partnership possibilities with distributors, local food aggregators, and buyers.This objective also researched the feasibility of entering the food market in St. Louis. Perfectly positioned in the center of America's heartland and nestled near access points for all modes of transportation, the NorthSide provides an ideal location to foster a food innovation cluster. Objective (4) Food-Related Revenue Streams: The team obtained detailed knowledge of the projected food volume, grade, and profit/loss and rental revenue possibilities. Value-added products were examined and estimates were determined on the profit margins. Objective (5) Farmer Outreach and Alliance: The team obtained detailed knowledge of 100 local, small to mid-sized farms' availability, interest, and eligibility in joining GNFF Farmer Alliance within a 250 mile radius. A comprehensive data base and an interactive map was developed to give an overview of the farmer landscape and to bring together food availability logistic issues to light. Objective (6) Farmer Mentoring - Readiness for Commercialization: This task was not viable due to time constraints of the 2-year project deadline and the delay of the construction timing of the grocery store and warehouse. The beginning of the construction phase was not within this project timeline, so working with the farmers would have been premature, as GNFF was not ready to offer a partnership with farmers until the grocery was in place. However, surveys were conducted and each interested farmer was included in a database, showing his/her needs for GAP and how ready they were to take it to the next step toward commercialization. Objective (7) Food Campus Commercial Requirements: The team obtained an understanding of local, state and federal governmental requirements of constructing and operating the Food Campus. GNFF is working closely with Paul McKee as he moves the NRP project through the hurdles of establishing commercialization within St. Louis. There are many hoops to jump through in taking this area of blighted buildings into a vibrant and bustling community that will provide economic sustainability to its inhabitants and to the regional farmers who will supply fresh, local food. Objective (8) Partnerships and Programs: The team worked hard to obtain detailed knowledge of the potential reach of the Good Natured Food Campus Programs when partnered with local agencies for maximum potential - job creation, job training, culinary training, healthy food education, and food programs for the vulnerable community. This activity aims to further farmer, community and vendor/supplier relationships in the local region. GNFF is in a unique position to grab a large market share relatively quickly, as it is at the starting gate to establishing itself as the premier fresh food aggregate and distributor in the Northside area. This is an opportune time to enter the St. Louis market. Developing partnerships include: Educational Agencies Industrial Agencies Government and Coalition Agencies Local farmers Businesses - Including Northside Regeneration Plan Community Partners Faith-based and Social/Charitable Organizations Objective (9) Financial Options: the team obtained detailed knowledge of financing options available for this project that will be critical during Phase III Commercialization. Potential loans, tax incentives and other financial aspects were explored. Financial experts were enlisted to examine the risks and opportunities and advised GNFF on viable options. Exploring the financial options will continue into Phase III - Commercialization. Objective (10) Business Plan: The team consisted of two (2) C.P.A.'s and a Certified Project Manager who obtained detailed, financial knowledge from research done on all project tasks to form a comprehensive Business Plan that will serve as our guide for Phase III. GNFF commissioned two (2) business plans to complete this project's feasibility study. Both business plans are for the Operational Element of the Good Natured Food Campus and does not include acquisition of land or building. Objective (11) Clerical Research and Assistance: This task was to assist in research tasks and coordinate data and forms for the Phase II project. There was a change here in that this task was absorbed by the teammates, instead of hiring an outside clerical worker. This worked out best for the project because the team knew the work details intimately and could quickly accomplish the needed tasks to efficiently meet the objectives. Objective (12) Project Management: This project was well-managed. The project coordinator, along with the Lead Investigator, Diana Endicott, made sure all work plan tasks met the corresponding objectives and the team collected, compiled and recorded all relevant data. Staff meetings to discuss the status of past, new and future tasks were conducted weekly and followed written agendas. All required project reports to SBIR and LARTA were submitted at the appropriate timelines.
Publications
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Progress 09/01/15 to 08/31/16
Outputs
Target Audience: Local farmers in the Missouri and Illinois region within 250 miles from St. Louis Buyers and Distributors in Missouri Local government agencies as stakeholders Local food organizations, both profit and non-profit St. Louis Media - St. Louis Post-Dispatch Team Meetings with Potential St. Louis Collaborators for Research Objectives: Paul McKee, Developer of the Northside Regeneration Project - Regular meetings with him and his team for information exchange and collaborative efforts to bring about the Food Campus Warehouse. Schnucks Markets (A major grocer in the St. Louis area) - Team attends weekly phone meetings with them regarding the entry of the Double Bucks Program. Team's objective is to monitor the progress of this program's introduction into St. Louis. AgriMissouri (Connecting producers to consumers and consumers to agriculture) Team is active with this organization for the objective of learning the food landscape of Missouri and to access the large list of producers who are potential farmers for The Food Campus. St. Louis Food Policy Coalition (Team has joined this group to close the communication gap between all those in St. Louis concerned with local food production, healthy food access, environmentally responsible farming, urban agriculture, backyard and community gardening, and more - this is a network to share upcoming events, articles, etc.) Missouri Coalition for the Environment (to advance policy initiatives in support of a local, equitable, sustainable, healthy food system in the St. Louis area) Team has frequent meetings with this agency for the objective of learning the food landscape of the St. Louis region. Catholic Charities, St. Louis (Initiative aimed at empowering families in the northern region of St. Louis) Team attended meetings with this agency to learn potential collaborations for community food programs. Missouri Alternatives Center (Provides information and resources to Missouri farmers, Extension staff, government personnel and others) Team is engaged with MAC and will continue for future collaborations for building up our farmer alliance. Changes/Problems:
Nothing Reported
What opportunities for training and professional development has the project provided? EVENTS - INDUSTRY CONFERENCES - TEAM PARTICIPATIN Presentation: Diana Endicott, Speaker, 62nd ICoMST (International Conference of Meat Science and Technology) Presentation Title: "Building Up Local Supply Network From Production Through Consumption For Sustainability" (2016) Presentation: Wallace Center Food Hub Conference, Atlanta, Georgia, Diana Endicott led a workshop titled: "As Local Goes Mainstream, What Is Your Food Hub's Real Value Proposition? "(2016) Presentation: Diana Endicott's PowerPoint presentation to the Illinois Extension Producer Conference, Title: "Replicating the Success of the Kansas City Model in St. Louis, Missouri" (2016) Conference (Booth) - Missouri Organic Association, (3 days - Feb 2016) Conference (Diana as Speaker) - Illinois Gateway Small Fruit and Vegetable (1 day - Feb 2016) Conference (Booth) - Great Plains Veg Growers Conference, (3 days - Jan 2016) Conference (Booth) - Illinois Specialty Crops and Organic Conference, (3 days - Jan 2016) Workshop - Larta Workshop Washington D.C., (3 days - Dec 2015) Conference - Kansas City Healthy Kids of Greater Kansas City, (1 day - Nov 2015) Workshop - Seeds of Prosperity: Scaling-up Workshop, (3 days - Nov 2015) Workshop - Rural Food Dish Hackathon workshop, (3 days - Oct 2015) EVENT - MEDIA PRESENTATION Diana Endicott attended and represented Good Natured Family Farms during a press conference called by Paul McKee to announce ground breaking. March 2016 EVENT - TEAM TOURS OF FOOD DISTRIBUTION FACILITIES National Foodworks Services, LLC - Decatur, IL, Toured May 2016 Mercy Gardens / Good Samaritan Inn - Decatur, IL, Toured May 2016 Urban Harvest Food Roof - Harvest Center, Toured May 2016 Soulard Market, Toured May 2016 EarthDance, Toured May 2016 City Greens Market, Toured May 2016 St. Louis MetroMarket (Traveling Food Bus), Toured May 2016 Cherry Capital Foods, Traverse City, Michigan, Toured fall 2015 Common Market Food Hub, Montana, Toured Fall 2015 How have the results been disseminated to communities of interest? The team actively seeks out stakeholder agencies in the St. Louis area. Team meets with these agencies to research and learn about the landscape of the food distribution industry of the region. Team openly shares information about our goal to enter the St. Louis market in order to increase local small to mid-sized farmers' sales, to bring in healthy, accessable food into an underserved community, and to establish strategic partnerships within the community. Team has attended many meetings with stakeholders in the community to convey how The Food Campus will benefit this region and to ensure that we will work with them as a team to bring about positive changes to improve the food landscape in St. Louis. A major finding in our research is the prevailing attitude of some organizations and agencies; they don't want their farmers "stolen" from them. They covet their list of farmers and are very relunctant to share that information because of the fear that their holdings would diminish. Therefore, the team makes it a point to assure any and all organizations that we aren't out to "steal" their farmers, but desire to engage in collaborative efforts that only creates positive outcomes for all involved. Another major finding is the tendency of other food hubs or food distributors to also withhold information that is of a financial nature, such as grant funding, business plans, financial assistance for start-up, etc. Some of these same organizations were government-funded through grants for their research, however, that information, which could help us reach our goal more expediently, is refused to us. What do you plan to do during the next reporting period to accomplish the goals? EVENTS IN PROGRESS In Progress - Business Plan (with leasing business plan) - to be completed Fall 2016 Planning stage - GNFF team meeting with Dr. Cleland in St. Louis, September 2016 timeframe Planning stage - Diana to present at the "Meet the Farmers, Meet the Buyers" event on October 10, 2016. Her presentation title: "Coming Together to Work Together." This one-day event will take place at the St. Louis University campus in the Il Monastero Building, 3050 Olive Street, St. Louis, Missouri. This event is an opportunity for farmers to meet with buyers and learn what it takes to do business with the grocery and foodservice industries. Buyers interested in sourcing local and regional food will be available to meet with fruit and vegetable farmers as well as farmers providing meats, cheese, dairy products, eggs, artisan products, value-added products, and more. Planning stage - Diana to present at the Local and Regional Food Conference - learning from leaders on how to meet the demand for local and regional food. The event will be held at The Pavilion, 1602 Sioux Drive, Marion, IL from 9:00 AM to 5:00 PM on November 15, 2016. Planning stage - Team will host a 1-day conference for producers and stakeholders - For increased validity and attendance, Team will co-host this producer event with Missouri Coalition for the Environment - estimation is early spring 2017 Planning stage - Team will be applying for a Kellogg's grant for funding of this project Fall 2016
Impacts
What was accomplished under these goals?
Objective (1) Infrastructure: This goal of researching the financial commitments necessary to purchase the warehouse and land has been accomplished. There have been changes along the way, such as the scaling down of the square footage of the building, and the infrastructure may include the possibility of a roof-top garden for educational and training purposes. The address has changed to allow the new NGA facility to be relocated within the borders of the New Regeneration Plan community. Objective (2) Equipment: This goal of obtaining detailed knowledge of the required costs of new and used equipment for the value-added processing facility has been accomplished and is included on the business plan. At the end of the project, it is likely that the Food Campus will be operating in a Lease environment and will have only the minimal equipment in which to move products from the leased warehouse to the customer stores. An equipment list has been created for the permanent warehouse in order to furnish a commercial kitchen, warehouse storage and product movement, classroom, office, freezer and cooler spaces. Objective (3) Buyers/Distributors: We consider this goal as "In Progress" until the end of the grant period. GNFF has contracted with Farm Fresh Foods, in Southeast Missouri, for a joint distributorship to St. Louis grocers. We have been in meetings with Schnucks to develop a relationship - for the objective of a future business partnership Team contacted and discussed membership in American Grocers Association Objective (4) Food-Related Revenue Streams: Team visited a St. Louis roof-top garden to learn about management and opportunities of leasing out the roof of the Food Campus to other roof-farming organizations Team met with and discussed, with another food-related enterprise in Illinois, about community-type gardens and how they are funded Team talked with metro bus food distributor about the economics of running one Objective (5) Farmer Outreach and Alliance: Attended MANY producer conferences in the first year in Missouri and Illinois, with more scheduled in Y-2. Detailed reports were submitted to the team of all farmer contacts made during these conferences. In talks with several local, major food producer/distributors: Farm Fresh Foods, McCaskill Farms, Eckert's, Sun Farms Communication protocols have been established, which led to creating new form letters to send out, and excel charts to track the potential producers' information Created a producer location map to pinpoint where the 100's of Missouri and Illinois farmers are located Engaged with the Amish producers in Missouri for their participation in the alliance Engaged with rice farmers in Southeast Missouri in order to included them in the alliance Objective (6) Farmer Mentoring - Readiness for Commercialization: The 1st year has been one of meeting with local farmers and introducing Good Natured Family Farms to the community. The 2nd year will be more comprehensive in engaging with the needs of farmers and how we can work together as an alliance. We have met with over 100 farmers during conferences and expect 100's more to be contacted during the 2nd year. This objective will be more active in Year 2, once more farmers come onboard the alliance. Objective (7) Food Campus Commercial Requirements: The team has been collecting data during the 1st year and expect to update this information as we get closer to commercialization in the 2nd year. In progress. Objective (8) Partnerships and Programs: Met with St. Louis Catholic Charities to discuss potential program partnership Regular meetings with the Missouri Coalition for the Environment, Food and Farm Regular meetings with Double Up Bucks Program (Schnucks) Regular discussions with Rural Development Team joins web conferences: Bistro Kids, K.C. Double Up Bucks GNFF met with Missouri Alternatives Center - regarding farmer alliance buildup Objective (9) Financial Options: This goal of obtaining detailed knowledge of financing options available for this project is "in progress." Team is holding meetings to discuss our findings and to flush out more financial options. A Kellogg's grant will be written in the Fall 2016 for funding to lease a warehouse until a permanent one can be built. Objective (10) Business Plan: Team researched and discussed the profit vs. non-profit division of the Food Campus. Result - Warehouse is profit, programs are non-profit. However, it's also understood that it may take a while to connect with a financial investor and then to allow for a 6-month construction period. The projected timeline for GNFF to start the food business in St. Louis is Spring/Summer 2017 in order to service the new Green Leaf C-Store and Grocery, which will open during that time frame. Because GNFF may not be in a position of attaining the warehouse by that time, a gap plan has been included in the business plan. This gap plan projects the financial requirements to lease a nearby facility with refrigerated and dry space and a loading dock. This is a strong possibility of leasing over buying at this point. Also, we are researching potential grants to fund building and refrigerated truck leasing. Diana and team met with Anthony Flaccavento, President, Sequestering Carbon, Accelerating Local Economies (SCALE), for his examination of our Business Plan. This goal has been accomplished. With the business plan completed, the shopping for a loan will be the next step Objective (11) Clerical Research and Assistance: This goal was changed in order for the budget to be directed, instead, to Pastor Glenn for his work with the St. Louis Metropolitan Clergy Coalition. Pastor is setting up meetings to make pathways into the coalition to introduce GNFF into the under-served community, while creating a positive attitude toward our healthy food programs and for creating brand loyalty. Objective (12) Project Management: Weekly meetings kept this goal on track and all deadlines have been met. Meeting agendas are recorded and action items are covered during each weekly staff meeting. The use of Google Docs has been a great tool for team communications and task tracking. Greater use of organizational tools has helped to coordinate tasks, even as we all work remotely from each other. The team has members in Kansas and Missouri and therefore schedules regular trips to either location for longer meetings. Larta Workshop was attended in Dec 2015 and the draft or our Commercialization Strategy Report (CSR) was finished on time (July 2016) and the final was submitted with approval from our Larta advisor, Keith Harrington, (Aug 2016) so therefore our Larta commitment has been accomplished. Documentation protocol, such as invoices and reimbursements forms for all expenses have been followed to the letter, including measured payments to the team members. This goal of project management is at the half-way mark so it is deemed "in progress" and will continue as a strong component to the project.
Publications
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