Progress 09/01/20 to 08/31/24
Outputs
Target Audience:The following target audiences were reached: • CalFresh/Snap recipients in CalFresh dense areas. We define "CalFresh dense areas" as zip codes with 50% or more households receiving CalFresh benefits • Food insecure families in federally designated Promise Zones. Our program reaches K-6th grade students, ranging in age from 5-12 years old, at Title 1 schools located in South Sacramento. Six schools are within the Sacramento Promise Zone, a federally designated area of high poverty. 90-100% of kids are on free or reduced lunch programs and now facing increased rates of food and nutrition insecurity due to COVID-19. 88% of the students we serve are African American, Hispanic and Asian American. 55% of our students are female, 45% are male. A majority of our students eat 3 subsidized meals per day in the environment that offers a majority of their social support system: school. According to Sierra Health Foundation's most recent Community Health Needs Assessment, South Sacramento's 7 zip codes are listed among 15 of Sacramento County's 56 zip codes experiencing high rates of health disparities - they are more likely to suffer from chronic disease and poor health outcomes. Portions of 4 of these neighborhoods were identified by USDA as food deserts (urban areas that lack easy access to healthy, affordable foods). Our students live in these communities; where access does exist, two generations of Americans do not know how to select and cook produce, so families do not purchase them and are reliant on processed foods. Consequently, obesity rates are dangerously high. • Food business entrepreneurs from marginalized communities. Businesses graduating from the program were founded by 75% people of color, 57% low-income, 69% female, 26% LGBTQ A+, 21% identified having a disability and 3% veterans. • Gardeners who participate or are interested in gardening and reside in the Promise and/or Opportunity Zones. We held community open houses to recruit gardeners at a garden in the Promise Zone and at a newly built garden that is part of an affordable housing complex. 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?Alchemist CDC in coordination with Tiffany Wilsonproduced an end of project report that was shared with project partners, the USDA's NIFA team and linked on the Alchemist CDC website. In addition, Sacramento Food Policy Center shared the food assessment they completed with the general public in both in person and virtual meetings. Additionally, the results were made public on their website. What do you plan to do during the next reporting period to accomplish the goals?
Nothing Reported
Impacts
What was accomplished under these goals?
Goal 1 Improve food security and health outcomes by increasing access to our region's rich supply of fresh food. -100% of the farmers' markets in SNAP-dense neighborhoods are SNAP-accessible. At the outset of the grant, Alchemist researched if 100% of the farmers markets in SNAP-dense neighborhoods were SNAP-accessible. From this research, Alchemist determined that four areas of the county were SNAP-dense but not SNAP-accessible. Alchemist contacted the farmers markets in those four areas to facilitate SNAP accessibility, which led to the provision of the CalFresh and Farmers Market program at one of the markets or 70% of SNAP-dense neighborhoods being SNAP-accessible. Although Alchemist did not expand their program into all the SNAP-dense, inaccessible neighborhoods, they expanded the CalFresh at Farmers Market program to two additional markets in the past four years. -Increase the amount of bene?t utilized at the farmers' markets 5% to 10% each year. For two of the four grant years, the increase in CalFresh bene?ts surpassed the target of 5% to 10% per year. However, focusing on the amount of bene?t utilized in yearly increments detracts from the growth over the four-year grant period. The amount of CalFresh bene?ts used at farmers markets where Alchemist staffs a CalFresh booth increased by 90% (i.e., $405,066 to $769,575) over the past four years -Provide SNAP application assistance to 120 households annually. Alchemist implemented process efficiencies and hired more staff to expand the capacity of the CalFresh at Farmers Market program. Over the four-year grant, Alchemist steadily increased the number of households pre-screened for SNAP. In total, Alchemist pre-screened and/or provided SNAP application assistance to 766 households with the support of the CFP grant, exceeding the set target. Goal 2 Grow the food literacy of local children and parents -Educate 400 elementary students per year in healthy eating. FLC's goal was to reach 400 students per year, or 1,600 students, over the four-year grant period. FLC exceeded the goal by providing cooking and nutrition classes for 1,837 students. -70% of students will report increased positive attitudes and behaviors toward healthy foods FLC administers an evaluation survey at the end of the program to assess what the kids have learned and to inform program re?nements, development, and implementation. This survey asks students if they believe they should eat fruit or vegetables with every snack and meal. FLC uses this data to gauge learning and attitudes towards healthy foods. The data collected in years two through four shows that approximately three-quarters of the students believed that fruits and vegetables should be eaten routinely throughout the day, demonstrating learning and positive attitudes towards healthy food.For three years 70%+ of students had positive attitudes about healthy food, exceeding the goal. Goal 3. Develop the business skills of local food entrepreneurs. -30 businesses per year participate in AMA. Alchemist set a goal for 30 businesses to participate in AMA annually, or 120 businesses total, over the four-year grant period. Alchemist staff exceeded this outcome by providing small business training for 160 food entrepreneurs. -80% of businesses graduate with a complete business plan. A business plan helps entrepreneurs focus on the steps they must take to grow their businesses. To support entrepreneur success, Alchemist set a goal of 80% of the AMA participants graduating with a complete business plan. For three years, Alchemist exceeded their goal. In year one, 42% of the AMA participants graduated with a completed business plan. As a result, Alchemist made changes to the program, which included adding a complete business plan as an AMA graduation requirement, providing participants with a business plan template, and strengthening the business plan coaching. -50% of businesses apply for the Alchemist Kitchen Incubator Program. When writing the CFP grant proposal, Alchemist projected that 50% of the AMA graduates would apply for the Alchemist Kitchen Incubator Program (AKIP). While the number of graduates who applied consistently increased, the percentage of graduates who applied was less than 50% each year. Although the application goal was not met, Alchemist considers the lower application rates a success of the AMA program. Through AMA, businesses learn the time, capacity, and resources needed to launch and grow a successful small business. Upon graduation, two-thirds of the AMA participants realized they needed to build a stronger business foundation before applying for the AKIP program. This realization prevents AMA graduates from applying for AKIP and prematurely investing precious time and resources before they are fully ready to commit to building a small business. Goal 4: Incubate at least six food businesses per year. -100% of businesses receive permits and certi?cation. Alchemist staff supported 100% of AKIP participants in obtaining the necessary permits and/or certi?cation to legally operate within one year of starting the program. -100% of businesses will use at least one local ingredient. At the end of the CFP grant, there were 28 businesses in the AKIP program, and all but three sourced one of their ingredients locally. Businesses that did not source an ingredient locally could not because their product is manufactured in a different state or unavailable in the region. All the businesses that could source one ingredient locally did. Goal 5: Facilitate Garden Access for 65 community residents. -Establish and maintain three community gardens. Over the course of the four-year grant period, despite many COVID-19-related setbacks and delays, Alchemist established and/or maintained three community gardens: Pansy Garden Park, Mirasol Village, and Oak Park Sol.? -Facilitate garden access for 65 community residents. Alchemist strives to facilitate open and judgment-free community garden access for residents to feel comfortable in the garden regardless of how often they use the space or the degree to which they engage in gardening. To ignite resident interest and use of the spaces, Alchemist regularly hosts community events. For example, at the Mirasol Village Community Garden, Alchemist hosts Taco Tuesdays twice a month and offers community hours on the weekends and weekdays, where anyone from the community can come in. Alchemist also coordinates workshops, tree pruning clinics, and gardening and irrigation classes. These activities have resulted in an average of 125 people a month access the gardens. -Add 10 to 20 garden plots per year. Alchemist set a goal of adding 10 to 20 garden plots per year or 40 to 80 garden plots over the course of the four-year grant. Alchemist met their goal by adding 66 garden plots: 57 at Mirasol Village Community Garden in north Sacramento and 9 at Pansy Garden Park in central Sacramento. Goal 6. Build a formalized model of neighborhood oversight of local land projects. -Create a transition plan that de?nes speci?c metrics and objectives. Alchemist coordinated the development of a Mirasol Village Community Garden Committee, whose role is to maintain the space and protect resident access to the garden when Alchemist's Garden Coordinator contract ends in April 2025. Alchemist tried establishing committees for Oak Pak Sol and Pansy Garden Park as a structure to empower resident management of those spaces. However, resident interest in taking a leadership role did not manifest. Alchemist will continue to maintain those spaces while re?ecting on different strategies to facilitate resident leadership of the garden spaces. Goal 7. Conduct a regional food system assessment -Conduct a county-wide food systems assessment. The SFPC started developing the food system assessment in October 2020 and wrapped up data collection in March 2022. The report was completed in December 2022, with ?nal publication and release in July 2024.
Publications
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Progress 09/01/22 to 08/31/23
Outputs
Target Audience:The following target audiences were reached: • CalFresh/Snap recipients in CalFresh dense areas. We define "CalFresh dense areas" as zip codes with 50% or more households receiving CalFresh benefits • Food insecure families in federally designated Promise Zones. Our program reaches K-6th grade students, ranging in age from 5-12 years old, at Title 1 schools located in South Sacramento. Six schools are within the Sacramento Promise Zone, a federally designated area of high poverty. 90-100% of kids are on free or reduced lunch programs and now facing increased rates of food and nutrition insecurity due to COVID-19. 88% of the students we serve are African American, Hispanic and Asian American. 55% of our students are female, 45% are male. A majority of our students eat 3 subsidized meals per day in the environment that offers a majority of their social support system: school. According to Sierra Health Foundation's most recent Community Health Needs Assessment, South Sacramento's 7 zip codes are listed among 15 of Sacramento County's 56 zip codes experiencing high rates of health disparities - they are more likely to suffer from chronic disease and poor health outcomes. Portions of 4 of these neighborhoods were identified by USDA as food deserts (urban areas that lack easy access to healthy, affordable foods). Our students live in these communities; where access does exist, two generations of Americans do not know how to select and cook produce, so families do not purchase them and are reliant on processed foods. Consequently, obesity rates are dangerously high. • Food business entrepreneurs from marginalized communities. From September 2022to August 2023Alchemist CDC ran two cohorts of Alchemist Microenterprise Academy (AMA). We accepted 36 total businesses into these two cohorts combined, with 32 of the businesses graduating from the program. Entrepreneurs in these two cohorts were 80% people of color, 66% low-income, 66% female, 24% LGBTQ A+, 23% identified having a disability and 5% veterans. • Gardeners who participate or are interested in gardening and reside in the Promise and/or Opportunity Zones. We held community open houses to recruit gardeners at a garden in the Promise Zone and at a newly built garden that is part of an affordable housing complex. 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?
1. Improve food security and health outcomes by increasing access to our region's rich supply of fresh food. In year three, no new farm stands became EBT accessible, however, one farmers' market began accepting EBT for a total of 8 farmers' markets now accepting EBT in Sacramento County under Alchemist's CalFresh at Farmers' Market program management. Additionally, 7 hours were dedicated to providing technical assistance for EBT applications to market managers in Sacramento County. The amount of benefits utilized at existing farmers' markets in year three has decreased slightly by 4% (year two of the grant we administered $671,275 and year three we administered $643,341). However, application assistance increased in year three and we helped 32 households apply for and obtain benefits. Prescreens also increased in year three as we prescreened 252 households for benefit eligibility. In year three, 26 CalFresh customers were surveyed about their experience with the CalFresh program. Additionally, we increased social media outreach in year three and posted 97 social media posts for the program and mailed 6,709 educational flyers to CalFresh households. This contributed to 1,923 new CalFresh customers and 48 new individual vendors participating in the program. 2. Grow the food literacy of local children and parents From September 2022 through August 2023, USDA CPF funding has allowed Food Literacy Center has served 472 low-income elementary school students in Sacramento City Unified School District through our 10-week in-person food literacy program. In total, Food Literacy Center was able to serve 1400 students in SCUSD with afterschool food literacy programing. Lessons focus on healthy eating through taste education and hands-on cooking. After 10 weeks, 472 post surveys showed 90% gained knowledge about fruits and vegetables, and 78% have a positive attitude toward healthy food; 96% tried the Produce of the Day, helping them become enthusiastic about tasting new, healthy foods and improving their knowledge of the produce accessible to them. In addition to our afterschool program, recipe STEM kit distribution has allowed our program to be experienced at home and shared with our students' families. While our recipe kit is funded through donations and other grants, we have been available to reach our students families through this program. These kits also contain flyers promoting local farmers' markets and encouraging low-income families to visit and utilize Alchemist's Market Match program. Our recipe STEM kits and promotional flyers have reached 4,348 individuals at home. Our team has also been working closely with an evaluation specialist, Tiffany Wilson, to enhance our evaluation method. From September through May, we have been piloting out an updated post-assessment tool to capture specific data points to show knowledge gained and attitude change measured through a multiple-choice self-assessment tool administered post-intervention. We have also worked to create a tool to capture qualitative data from student drawing and their explanations. We have also worked on in-person and virtual training for staff, volunteers, and interns on correctly collecting data. In November, we conducted our first training for staff, SVCC fellows, and recurring volunteers. Our goal is to pilot this training to all 13 SCUSD Title 1 Elementary schools. 3. Develop the business skills of local food entrepreneurs. From September 2022 to August 2023 Alchemist CDC ran two cohorts of Alchemist Microenterprise Academy (AMA). We accepted 36 total businesses into these two cohorts combined, with 32 of the businesses graduating from the program. Entrepreneurs in these two cohorts were 80% people of color, 66% low-income, 66% female, 24% LGBTQ A+, 23% identified having a disability and 5% veterans. Entrepreneurs in AMA met twice a week for 12 weeks and received instruction on several topics integral to food business development including marketing, finance, permitting, HR and more. Participants also received instruction about business plan development and worked on creating business plans. In our exit survey 100% of respondents reported that they had a business plan after completing AMA (after only 37% had indicated they did not have a business plan prior to participating in the program). Additionally, 74% indicated they "Agreed" that "Because of their participation in AMA they know the steps to make their business dreams a reality " (with the other respondents choosing "somewhat agree"). 4 Incubate at least six food businesses per year. From these two cohorts, we had ten applicants to the Alchemist Kitchen Incubator Program (AKIP) and accepted seven. We currently have a total of 24 businesses in AKIP. Of the seven newest AKIP businesses, four have received all their permits and licenses for legal operation and have begun making sales, two others are in the process (which because of their types of products can be quite lengthy). The final business that was most recently accepted decided to not ultimately pursue his business after running into some personal and professional roadblocks. Of the 21 businesses in AKIP who are currently in production, 17 are currently using at least one local ingredient in their production. Of the four that are not, two cannot use local ingredients due to the products they make (coffee roastery and pretzel necklace) and the other two have starting using co-packers to create their products which are out of state. Over the grant period we have provided over 200 hours of 1:1 technical assistance. We have worked with the evaluation consultant on developing metrics for tracking long-term growth and success. In this grant term we continued leasing a commercial kitchen space, which we rent out by the hour to developing food businesses. Businesses in AKIP receive discounted access to this commercial kitchen space. This critical resource has allowed them to do their production at a central facility and further develop their businesses. Between September 2022-August 2023 AKIP businesses spent over 933 hours in the kitchen and received discounts worth over $18,000. 5. Facilitate Garden Access for 65 community residents This year we added 9 plots at Pansy Community Park and Garden giving access to 12 new gardeners. Oak Park Sol increased community usage giving access to 23 residents. Our largest space, Mirasol Village Community Garden, continues to grow as the community is about 50% completed. Although we have 19 community members renting plots, we held over 30 community events that have given garden access to an additional 289 residents as volunteers or participants. 6. Build a formalized model of neighborhood oversight of local land projects. The delays at two of the spaces and the upheaval the pandemic caused at the other garden has delayed this part of the project. Currently the environment at the Mirasol Village Community Garden won't allow any self-governance due to its status as a city garden and their policies. We have established a program committee there that plans what events and programs will be offered at the garden. This committee is made up of residents of the Promise Zone and led by Alchemist CDC staff. Oak Park Sol Community Garden, the only space that has been open, is transforming due to the pandemic. Many of the founders became inactive during the pandemic and after two years of trying to re-engage we are offering the space to residents who are eager to re-establish the garden and creating a model of self-governance that can be replicated. 7. Conduct a regional food system assessment Assessment has benn completed
Publications
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Progress 09/01/21 to 08/31/22
Outputs
Target Audience:The following target audiences were reached: • CalFresh/Snap recipients in CalFresh dense areas. We define "CalFresh dense areas" as zip codes with 50% or more households receiving CalFresh benefits • Food insecure families in federally designated Promise Zones. Our program reaches K-6th grade students, ranging in age from 5-12 years old, at Title 1 schools located in South Sacramento. Six schools are within the Sacramento Promise Zone, a federally designated area of high poverty. 90-100% of kids are on free or reduced lunch programs and now facing increased rates of food and nutrition insecurity due to COVID-19. 88% of the students we serve are African American, Hispanic and Asian American. 55% of our students are female, 45% are male. A majority of our students eat 3 subsidized meals per day in the environment that offers a majority of their social support system: school. According to Sierra Health Foundation's most recent Community Health Needs Assessment, South Sacramento's 7 zip codes are listed among 15 of Sacramento County's 56 zip codes experiencing high rates of health disparities - they are more likely to suffer from chronic disease and poor health outcomes. Portions of 4 of these neighborhoods were identified by USDA as food deserts (urban areas that lack easy access to healthy, affordable foods). Our students live in these communities; where access does exist, two generations of Americans do not know how to select and cook produce, so families do not purchase them and are reliant on processed foods. Consequently, obesity rates are dangerously high. • Food business entrepreneurs from marginalized communities. FromSeptember2021toAugust2022AlchemistCDCrantwocohortsofAlchemistMicroenterpriseAcademy(AMA).We accepted 48 total businesses into these two cohorts combined, with 42 of the businesses graduating from the program. Entrepreneurs in these two cohorts were 75% people of color, 57% low-income, 69% female, 26% LGBTQ A+, 21% identified having adisability and 3% veterans. • Gardeners who participate or are interested in gardening and reside in the Promise and/or Opportunity Zones. We held community open houses to recruit gardeners at a garden in the Promise Zone and at a newly built garden that is part of an affordable housing complex. Changes/Problems:For goal #7, conduct a regional food system assessment, the final report was to be completed the first two years. With the challanges brought on by the pandemic it will be completed in the third year. What opportunities for training and professional development has the project provided?
Nothing Reported
How have the results been disseminated to communities of interest?Results are reported in partner's Annual Reports which are released to the public, reaching over 1,300 funders, stakeholders, donors, community partners, and community members. They are also available on our websites and highlighted through social media platforms such as Facebook and Instagram. Folld Literacy Center and Alchemist CDC also have a very active social media presence and post a combined average of 10 program updates and stories each week with around 2,300 views. What do you plan to do during the next reporting period to accomplish the goals?
Nothing Reported
Impacts
What was accomplished under these goals?
1. Improve food security and health outcomes by increasing access to our region's rich supply of fresh food. This year one new farm stand became EBT accessible and no new farmers' markets are accepting EBT, however the amount of benefits used at existing farmers' market sites increased by 65%(Year one of the grant we administered $405,166 and year two we administered $671,275.)We fell short of our application assistance goal and helped 22 households apply for and obtain benefits, though we prescreened 134 households for benefit eligibility. Additionally, we increased social media outreach in year two and made 72 social media posts for the program and mailed 4,606 educational flyers to CalFresh households, which contributed to 2,090 new customers and 27 new individual vendors participating in the program. 2. Grow the food literacy of local children and parents. From September 2021 through August 2022, Food Literacy Center has served 549 low-income elementary school students in Sacramento City Unified School District through our 10-week in-person food literacy program. Lessons focus on healthy eating through taste education and hands-on cooking. After 10 weeks, post surveys showed 81% gained knowledge about fruits and vegetables, and 78% have a positive attitude toward healthy food; 91% tried the Produce of the Day, helping them become enthusiastic about tasting new, healthy foods and improving their knowledge of the produce accessible to them. In addition to our afterschool program, recipe STEM kit distribution has allowed our program to be experienced at home and shared with our students' families. Recipe kits contain all the ingredients and enough produce to make a healthy meal for a family of four. Our recipe STEM kits have distributed 10,163 pounds of produce, reaching 4,348 individuals at home. These kits also contain flyers promoting local farmers' markets and encouraging low-income families to visit and utilize Alchemist's Market Match program. Our team has also been working closely with an evaluation specialist, Tiffany Wilson, to enhance our evaluation method. From September through May, we worked on refining the post-assessment tool to capture specific data points to show knowledge gained and attitude change measured through a multiple-choice self-assessment tool administered post-intervention. We have also worked on training staff, volunteers, and interns on correctly collecting data. In May, we also began collecting qualitative data through an open-ended question and encouraged students to write or draw out their answers. Our current goal is to create an easy-to-use tool that will capture student voices through this exercise. 3.Develop the business skills of local foodentrepreneurs. FromSeptember2021toAugust2022AlchemistCDCrantwocohortsofAlchemistMicroenterpriseAcademy(AMA).We accepted 48 total businesses into these two cohorts combined, with 42 of the businesses graduating from the program. Entrepreneurs in these two cohorts were 75% people of color, 57% low-income, 69% female, 26% LGBTQ A+, 21% identified having adisability and 3% veterans. EntrepreneursinAMAmettwiceaweekfor12weeksandreceivedinstructiononseveraltopicsintegraltofoodbusiness development including marketing, finance, permitting, HR and more. Participants also received instruction about business plan development and worked on creating business plans. In our exit survey 25 out of 26 respondents reported that they had a business plan after completing AMA (after only 5 had indicated they did not have a business plan prior to participating in the program). Additionally, 22 out of 26 indicated they "Agreed" that "Because of their participation in AMA they know the steps to make their business dreams a reality " (with the 4 other respondents choosing "somewhatagree"). 4 Incubate at least six food businesses peryear. From these two cohorts, we had nine applicants to the Alchemist Kitchen Incubator Program (AKIP) and accepted eight. We currently have a total of 20 businesses in AKIP. Of the eight newest AKIP businesses, six have received all their permits and licenses for legal operation and have begun making sales, one of the other two is on the cusp of receiving their final permit and the final business has put their business on pause while they deal with personal issues. Of the 17 businesses in AKIP who are currently in production, 14 are currently using at least one local ingredient in their production. Of the three that are not, two cannot use local ingredients due to the products they makeand we are working with the other third businesses to source a local ingredient as is practicable. Over the grant period we have provided over 200 hours of 1:1 technical assistance. We are currently working with the evaluation consultant on finalizing and collecting data for the metrics we have developed for tracking long-term growth and success. In this grant term we continued leasing a commercial kitchen space, which we rent out by the hour to developing food businesses. Businesses in AKIP receive discounted access to this commercial kitchen space. This critical resource has allowed them to do their production at a central facility and further develop their businesses. Between September 2021-August 2022 AKIP businesses spent over 917 hours in the kitchen and received discounts worth over $18,000. 5. Facilitate garden access for 65 community residents. Delays to two of the three community gardens delayed increasing the number of garden plots that could be rented. We rented 37 plots and our target was 45. One was delayed because construction of the community it's a part of is running 1-2 years behind schedule. About 25% of the households have returned and are starting to access the garden. The other garden opening has been delayed due to permitting and the City of Sacramento. We have been facilitating access to community residents through a new program at the Mirasol Village Community Garden. This program is achieving a true community garden where residents don't rent plots but support a learning/teaching garden. Currently we established community hours 2 times a week and the first Saturday of the month. We held 3 community events which included gardening workshops and how to prepare vegetables grown in the garden. Including gardeners who rent plots and residents who come to community hours and events we facilitated garden access 237 residents at least once. 6. Build a formalized model of neighborhood oversight of local land projects. We have established a program committee there that plans what events and programs will be offered at the garden. This committee is made up of residents of the Promise Zone and led by Alchemist CDC staff. Oak Park Sol Community Garden, the only space that has been open, is transforming due to the pandemic. Many of the founders became inactive during the pandemic and after two years of trying to re-engage we are offering the space to residents who are eager to re-establish the garden and creating a model of self-governance that can be replicated. 7. Conduct a regional food system assessment. SFPC efficientlyperform?ed ?Research, Data Collection and Data Analysis. Community members' needs were clearly identified through virtual community meetings. Over 34 metrics were analyzed. SFPC set up the systems and methods for the performance of authentic community engagement. Various methodologies were developed and employed in order to meet communities' capacity to participate. 4 tools/methods used. The addition of being able to meet in person again meant less reliance on digital formats for engaging stakeholders. SFPC led in-depth community and food sector engagement throughout Sacramento County for the collection of community data to inform the assessment. Community members participated in Food Forums and Townhalls to share their priorities and needs. Over 313 attendees at more than 12 events.
Publications
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Progress 09/01/20 to 08/31/21
Outputs
Target Audience:The following target audiences were reached: CalFresh/Snap receipents in CalFresh dense areas. We define "CalFresh dense areas" as zip codes with 50% or more households receiving CalFresh benefits Food insecure families in federally designated Promise Zones. Our program reaches K-6th grade students, ranging in age from 5-12 years old, at Title 1 schools located in South Sacramento. Six schools are within the Sacramento Promise Zone, a federally designated area of high poverty. 90-100% of kids are on free or reduced lunch programs and now facing increased rates of food and nutrition insecurity due to COVID-19. 88% of the students we serve are African American, Hispanic and Asian American. 55% of our students are female, 45% are male. A majority of our students eat 3 subsidized meals per day in the environment that offers a majority of their social support system: school. According to Sierra Health Foundation's most recent Community Health Needs Assessment, South Sacramento's 7 zip codes are listed among 15 of Sacramento County's 56 zip codes experiencing high rates of health disparities - they are more likely to suffer from chronic disease and poor health outcomes. Portions of 4 of these neighborhoods were identified by USDA as food deserts (urban areas that lack easy access to healthy, affordable foods). Our students live in these communities; where access does exist, two generations of Americans do not know how to select and cook produce, so families do not purchase them and are reliant on processed foods. Consequently, obesity rates are dangerously high. Food business entrepreneurs from marginalized communities. From September 2020 to August 2021 Alchemist CDC ran two cohorts of Alchemist Microenterprise Academy (AMA). We accepted 44 total businesses into these two cohorts combined, with 33 of the businesses graduating from the program. Entrepreneurs in these two cohorts were 76% people of color, 69% low-income, 55% female, 18% LGBTQIA+ and 13% identified having a disability. Gardeners who participate or are interested in gardening in Promise and/or Opportunity Zones. We held community open houses to recruit gardeners at a garden in the Promise Zone and at a newly built garden that is part of an affordable housing complex. 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?Results are reported in partner's Annual Reports which are released to the public, reaching over 1,200 funders, stakeholders, donors, community partners, and community members. They are also available on our websites and highlighted through social media platforms such as Facebook and Instagram. Food Literacy Center and Alchemist CDC also have a very active social media presence and post an average of 6 program updates and stories each week reaching an average of around 2,000 monthly views. What do you plan to do during the next reporting period to accomplish the goals?
Nothing Reported
Impacts
What was accomplished under these goals?
The first year of our Community Food Project Grant was filled with challenges and opportunities. Many of our objectives were to be met with in person programming which became mostly impossible with the onset of COVID-19. Working with our partners we were able to adapt and meet our year one goals and, in some cases, exceed them. The Food Literacy Center adjusted how their programming was delivered and reached an additional 12,000 individuals. We were able to advocate and receive additional funding to increase SNAP benefits used at Farmers' Markets by over 30%. Feedback from community members led us to provide smaller, less intimidating garden plots and provide more individuals with garden space to grow their own healthy food. With remote learning, entrepreneurs in the Alchemist Microenterprise Academy were able to more easily attend all sessions and have access to several high-profile presenters, which wouldn't have been possible with in-person classes. After initial delays, in the second half of the year the Sacramento Food Policy Center hosted 8 engagement events that reached over 350 people. Here is more about our accomplishments: 1. Improve food security and health outcomes by increasing access to our region's rich supply of fresh food. Ensuring 100% of farmers' markets in SNAP-dense neighborhoods are SNAP-accessible-In 2020 we identified 13 farmers' markets currently operating in, or in close proximity to, zip codes that are particularly dense with CalFresh households. Of those 13, 6 were operating CalFresh systems by September of 2020. In September of 2021 we established CalFresh systems at the Capitol Mall Farmers' Market, leaving us with 7 of 13 identified markets accessible. We are establishing relationships with some of the other market operators to better understand the barriers they see to implementing CalFresh services. Increasing the amount of benefits utilized at farmers' markets by 5-10% each year-In comparing September 2019 - August 2020 with September 2020 -August 2021 (the CFP grant year) there was a 30.7% increase in CalFresh utilization at our farmers' market sites. In this grant year a total of $405,166 of CalFresh benefits have been accessed. We plan to increase our SNAP access rate by providing application assistance to 120 households annually at our partner markets-In this first grant year we pre-screened 64 individuals for CalFresh benefits and assisted 26 households with their application. There were some outstanding and atypical barriers to reaching our goal for this year caused by the pandemic. These barriers included fewer interactions due to personal safety concerns, high staff turnover, and limited capacity at program delivery sites due to demanding increase in CalFresh transactions at outreach sites. 2. Grow the food literacy of local children and parents From September 2020 through August 2021, Food Literacy Center has served 3,829 low-income elementary school students through recipe STEM kit distributions and an additional 423 low-income elementary school students through virtual or in-person food literacy classes in healthy eating through taste education and cooking lessons. Recipe STEM kit distribution has allowed our program to be experienced at home and shared with our students' families. Recipe kits contain all the ingredients and enough produce to make a healthy meal for a family of four. Our recipe STEM kits have distributed 19,101 pounds of produce, reaching 15,316 individuals at home. These kits also contain flyers promoting local farmers' markets and encouraging low-income families to visit and utilize Alchemist's Market Match program. 3. Develop the business skills of local food entrepreneurs. From September 2020 to August 2021 Alchemist CDC ran two cohorts of Alchemist Microenterprise Academy (AMA). We accepted 44 total businesses into these two cohorts combined, with 33 of the businesses graduating from the program. Entrepreneurs in these two cohorts were 76% people of color, 69% low-income, 55% female, 18% LGBTQIA+ and 13% identified having a disability. Entrepreneurs in AMA met twice a week for 12 weeks and received instruction on several topics integral to food business development including marketing, finance, permitting, HR and more. Participants also received instruction about business plan development and worked on creating business plans. We implemented a new exit survey after the Spring 2021 cohort. Of the respondents of this survey 10/11 reported that they had a business plan after completing AMA (after all had indicated they did not have a business plan prior to participating in the program). Additionally, 10/11 indicated they "Agreed" that "Because of their participation in AMA they feel prepared to start or grow their business" (with the other respondent choosing "somewhat agree"). 4. Incubate at least six food businesses per year. From these two cohorts, we had seven applicants to the Alchemist Kitchen Incubator Program (AKIP) and accepted six. We currently have a total of 13 businesses in AKIP. Of the six newest AKIP businesses, three have received all their permits and licenses for legal operation and have begun making sales, and the other three are still working through the permitting process. Of the 13 businesses in AKIP, nine are currently using at least one local ingredient in their production. We are working with the other four businesses to source a local ingredient as is practicable. Over the grant period we have provided over 170 hours of 1:1 technical assistance. We have also connected the businesses in AKIP to over $18,000 of grant funding. We are currently working with the evaluation consultant on developing metrics for tracking long-term growth and success. In May 2020 we began leasing a commercial kitchen space, which we rent out by the hour to developing food businesses. Businesses in AKIP receive discounted access to this commercial kitchen space. This critical resource has allowed them to do their production at a central facility and further develop their businesses. Between May-August 2021 AKIP businesses spent over 310 hours in the kitchen and received discounts worth over $1,500. 5. Facilitate garden access for 65 community residents. Expanded Oak Park Sol Community Garden from 15 to 17 plots Mirasol Village Community Garden started construction which will have more than 65 plots for residents in the Promise Zone Pansy Park and Garden started construction which will have 8 community garden plots 6. Build a formalized model of neighborhood oversight of local land projects. The garden that was going to be the model, Mirasol Village Community Garden, was hit with delays and is now one of the City of Sacramento's community gardens and must be operated as such. Alchemist CDC has pivoted and will use the community spaces in Oak Park (Oak Park Art Garden, Pansy Park and Garden, and Oak Park Sol Community Garden) to build this model. Steering Committee members are being recruited from the community and will start work in the Spring of 2022. 7. Conduct a regional food system assessment. SFPC efficientlyperformed Research, Data Collection and Data Analysis. Community members' needs were clearly identified through virtual community meetings. 30 metrics were collected in these sessions. SFPC set up the systems and methods for the performance of authentic community engagement. Various methodologies were developed and employed in order to meet communities' capacity to participate There were 7 tools/methods used to connect with community. SFPC led in-depth community and food sector engagement throughout Sacramento County for the collection of community data to inform the assessment. Community members participated in Food Forums and Townhalls to share their priorities and needs. More than 352 attendees participated in 8 SFPC hosted engagement events.
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