Alleviating Urban Food DesertsDesigning a social enterprise to serveresidents in Englewood

According to the USDA, food deserts are defined as urban neighborhoods and rural towns without ready access to fresh,healthy, and affordable food. Instead of supermarkets and grocery stores, these communities may have no food accessor are served only by fast food restaurants and convenience stores that offer few healthy, affordable food options. Thelack of access contributes to a poor diet and can lead to higher levels of obesity and other diet-related diseases, such asdiabetes and heart disease. Chicago's social sector is addressing food insecurity holistically. Promising solutionsinclusively address access, land use, health, education and poverty.

The Gallagher ReportThe emphasis on finding a solution to Chicago’s food deserts has grown over the last decade; it was included as

part of Mayor Emanuel’s campaign platform and has garnered increased attention since the release of Mari

Gallagher Research and Consulting Group’s report on food deserts issued in 2006. The 40-page comprehensive

report provided a look at the staggering number of Chicago citizens living with limited or no access to affordable

and healthy food options. The report utilized the “Food Balance Theory”, comparing the distance from

a residential area to any grocer with the distance to any fast food venue, evaluating them within different

demographic groups including race and income level. The Mari Gallagher report then evaluated various health

factors within these breakdowns, leading to the conclusion that “food deserts, especially those with an

abundance of fast food options, pose serious health and wellness challenges to the residents who live within

them and to the City of Chicago as a whole.” In 2011, Gallagher released an updated report detailing

improvement, but also showing the issue remained for Chicago’s residents.

Food Insecurityand Urban Food Deserts

A Brief History Of Chicago's

In August of 2013, the Mayor's Office released new statistics and information on Chicago’s food deserts in order to

allow for further analysis of the problem. At that time, the office was able to claim efforts over the last two years

had caused over a 20 percent reduction in the number of citizens living in food deserts located solely in low-income

areas. However, “the number of Chicagoans both below median income and across all incomes living at least a half

mile from smaller scale grocers, or a retail food establishment licensee with a business location larger than 2,500

square feet is 425,284, down from 446,040 in 2011,” only a 5 percent decrease. Food deserts cannot be measured

solely by looking at income level, especially in an urban area where grocery prices already exceed the national

average by over 11 percent.

EnglewoodWelcome To

A Southside Neighborhood

The focus of our design thinking workshop will be on developing solutions to serveresidents of Chicago's Englewood neighborhood. It is a south side community classified asa food desert, located seven miles south of the Loop. There are four main barriers for theresidents of Englewood when it comes to a reliable, healthy food supply. Those barriers areaccess, availability, affordability, and education. When designing your business plan andsolution, keep these barriers in mind as obstacles that need to be overcome. A solutionthat does not address these issues will most likely not succeed in this environment.

Today, there is a 28% home vacancy rate in the neighborhood, which is a consequence of collapsed housing markets andother economic issues, including an inability to maintain an independent commercial market in the area. Englewoodresidents are more likely to suffer from many health and lifestyle challenges than most other Chicago communities. They are more likely to die prematurely of cancer, homicide, unintentional injury, heart disease, diabetes, and stroke.

There are many community partners with an existing interest in food access and quality of life improvement inEnglewood. The Mayor's Office and City of Chicago Departments, as well as many hyper-local community groups, arehighly invested in the revitalization of this neighborhood.

How might we improve access to healthy and affordable foodchoices for the residents of Englewood?

Englewood's Four BarriersEnglewood Moving ForwardDespite the challenges that face this community, localresidents are heavily invested in making their community abetter place to live. Local organizations like Growing Home, asocial enterprise promoting urban organic farming, are the keyto community revitalization. Englewood even had its firstorganized run on November 2nd, encouraging neighbors to getoutside and get healthy by running in a 5K hosted andorganized by Forever Fitness Chicago, LLC..

ACCESSAVAILABILITYAFFORDABILITYEDUCATION

Median Age: 32

Total Pop.: 30,654

98% Black

Per Capita Income: $11,900

College, Masters, or Doctorate: 7.6%

Some College: 27.9%High School: 33.2%

Less Than High School: 29.4%

Professional Degree: 0.4%

46%

Live in Poverty

28%UnemployedPopulation

Englewood

An

Snapshot

Average Family Size: 2.5

Approx. 51% ofhouseholds

do not own a car

1 Red Line Stop1 Green Line Stop7 Bus Routes

*The 2013 Poverty Threshold for theaverage family in Englewood was around

$16,000

98% English99% Born in US

11,964 Households

Monthly Budget

Rent: $659

Groceries: $350Transportation: $200Paycheck: $1900

Utilities, Cell, and Cable: $363

Doctor/Medical: $160 Child Care: $400

Total: $2369

Convenience Stores: 9

Liquor Stores: 11

Food Marts: 22*

Fast Food: 21**2 Aldis

Credit Cards: $237

+Community Health

#1 highest "years ofpotential life lost" inChicago due to healthand lifestyle hardship

#4 highest teen birthrate in Chicago

#3 highest rate ofchildhood lead poisoningin Chicago

14.5% Rate of low birthweight

60% asthmahospitalization rate,compared to 31%average rate in Chicago

*Family Dollar, or other places wherefood may exist, but is unlikely to be freshor consistently available.

**No family or sit down restaurants

Our data was collectedfrom the census and the

City of Chicago DataPortal. Community andindustry experts were

also consulted throughthe data collection

process. As a note, theunemployed populationdoes not include under

employed persons,which is estimated to

be as high as 50%.

Single mom, 30, renting anapartment with her 3 boys aged12, 8, and 6.

An owned home with twoadult females, age 32 and 55,

and four kids aged 3, 7, 10,and 13.

68 year old man, renting anapartment and living alone.

FamilyProfiles

A husband and wife, 39 and 42own their home with 2 children,

aged 13 and 15.

A little more about Englewood families...

1. female householder (no husband): 5,068 - 41.8%2. nonfamily households single person: 3,712 - 30.6%3. single person, over 65: 1,418 - 11.7 %4. husband-wife family 1744 14.4%5. husband-wife family with own children under 18 years 640 - 5.3%

Englewood home life is quite unique. Here you can see what the family structure looks like in mosthomes. First you will see the defining characteristic, followed by a total number of Englewoodhouseholds, and then a percentage of total homes in Englewood with that family structure.

A mobile grocery service similar to a book-mobile. Groceries were purchased wholesaleand sold on a converted CTA bus driving around various neighborhoods. This businesswas not profitable enough to stay in business because the margins on produce were tooslim; however the developers proved there was a market for produce in Englewood, butnot a sustainable business plan for the bus. The service operated for around a year and ahalf from 2011-2012. Englewood was a stop on the bus, but not a central component ofthe route. The founders are speaking with NGOs and the City Government to re-purposethese buses and relaunch the program.

Championed by First Lady Michelle Obama, a Chicago Native, the Let's Move campaign isdesigned to increase healthy eating habits, exercise, and overall well-being of children and

adults. Part of this campaign included a partnership with Walmart, which promised to open 275new stores in areas considered food deserts. Twelve of these stores were planned for Chicago,with an eye on the Englewood area. While several stores were put in neighboring communities,

the nearest one to Englewood is over 2.5 miles away.

timelineOF INITIATIVES SERVING CHICAGO FOOD DESERTS

2011FRESH MOVES

LET'S MOVE!later that year...

2013Whole Foods in EnglewoodWith support from Mayor Emanuel, Whole Foods announced they willopen a store in the Englewood Neighborhood. Known for high costitems, Whole Foods promised the neighborhood residents that therewould be a special plan in place for the Englewood store ensuringitems are affordable. Whole Foods is on track to open in 2015.

GARDENING 101Eight schools in Englewood were awarded $20,000 total in grant money to keep

gardens growing at schools, and to engage students in the growing process. Nowstudents that would normally not have the ability or means to garden can experience

the farm-to-table process of the consumption experiences.

2014

Dr. Jay Bhatt serves as the first ever Chief Strategy and InnovationOfficer for the Chicago Department of Public Health (CDPH). Last week,Dr. Bhatt was honored by the American College of Physicians (ACP) inreceiving the Walter McDonald Award for Early Career Physicians. Hisvision is to bring the health department together with health systems,community based organizations, and the private sector to advancepopulation health using big data, multi-sector and agency collaborations,predictive analytics,and upstream solutions. He has been appointed byGovernor Patrick and Secretary Sebelius to serve on state and nationalcommittees.

Dr. Bhatt holds a degree in Economics from the University of Chicago. He received his medical degree from the PCOM andhis Master in Public Health degree from the University of Illinois at Chicago School of Public Health. In 2012 he receivedhis Masters in Public Administration from the Harvard Kennedy School of Government as a Zuckerman Leadership Fellowand Mongan Commonwealth Fund/Harvard Minority Health Policy Fellow. He completed an internal medicine residency atCambridge Health Alliance, a teaching affiliate of Harvard Medical School where he was a clinical fellow. In 2006-07 heserved as the National President of the American Medical Student Association (AMSA) where he led advocacy effortsaround the National Health Service Corps.

Kathleen Dickhut is Deputy Commissioner of the Sustainabilityand Open Space Division of the City of Chicago Department ofPlanning and Development. The division develops public openspace, manufacturing and food policies and plans, andneighborhood land use plans. The Division implements plans andpolicies by acquiring and funding new parks, trails, communitygardens and urban agriculture sites and develops policies andprograms for green infrastructure, manufacturing and local foodsystems. Dickhut has a Master’s of Science in LandscapeArchitecture from the University of Wisconsin, Madison and aBachelor’s degree in psychology and anthropology.

Speakerbiographies

Kathleen Dickhut

Dr. Jay Bhatt

Joy Basu

Joy is currently earning her JD/MBA at Stanford, with a focus on publicmanagement and social innovation. She lead a team in EntrepreneurialDesign for Extreme Availability, a flagship program at the Hasso PlatnerInstitute of Design at Stanford. She also serves as a Leadership Fellowfor the GSB's Arbuckle Leadership Program. While at Stanford, Joy hasspent time working in Ethiopia, Afghanistan, Jordan and the West Bank.Before graduate school, Joy worked on international food insecurity --both as a Project Manager at the World Economic Forum and a BusinessAnalyst at McKinsey & Company. She received her Bachelor's in PublicPolicy and Economics at Duke University. She's currently a Fellow at theTruman National Security Project and an Advisor to the Middle EastChildren's Institute.

Sonya HarperSonya has spent the past 9 years working in news. After earning a

Bachelor of Journalism degree from the University of Missouri –Columbia, she went on to work as news producer, writer and reporter forvarious tv and radio stations across the Midwest including affiliates forNBC, FOX and CBS. Sonya returned home to Chicago, specifically West

Englewood, to help non-profits and community organizations there withtheir communications and public relations needs. As a community

organizer and activist she has also worked for local and national politicalcampaigns. In her spare time, Sonya enjoys reading, singing and working

in the family garden.

Jessica Droste YaganJessica Droste Yagan brings more than 12 years of experience leveragingmarkets for positive impact as Impact Engine’s Chief Executive Officer andthe former Director of Sustainable Supply for McDonald’s USA. Jessica wasresponsible for leading and advancing the U.S. sustainable supply strategyin partnership with the Supply Chain Management team and McDonald’ssuppliers.She also led alignment of global sustainable sourcing atMcDonald’s and consulted with city, non-profit, and corporate clients in theareas of strategic planning and corporate social responsibility. Jessica hasco-authored two Harvard University case studies on public-privatepartnerships and is an active member of the newly formed Chicago chapterof Social Venture Partners. Jessica earned a Bachelor of Arts in PublicPolicy from Haverford College, an MBA from Stanford University GraduateSchool of Business, and a Master of Public Administration from the HarvardUniversity Kennedy School of Government.

8:30-9:00am Arrival & Breakfast

9:00-9:30 Welcome and Framing the Food Desert Design Challenge

9:30-9:45 Fireside Chat #1 : Food Insecurity: Local Policy & Chicago’s Holistic Approach

- Kathleen Dickhutt, Deputy Commissioner of the Sustainability and Open Space

Division of the City of Chicago Department of Planning and Development

- Dr. Jay Bhatt, Deputy Commissioner of Public Health, Strategy & Innovation

9:45-10:00 Fireside Chat #2 : Operating for Sustainability and Scale

- Joy Basu, JD/MBA Candidate, Stanford University

- Sonya Harper, Director of Outreach, Growing Home

10:00-12:15pm Ideation: Idea Brainstorm

12:15-1:10 Lunch

1:10 - 1:30 Fireside Chat #3 : Social Enterprise Models and Local Resources for Growth

- Jessica Droste-Yagan, Managing Director, Impact Engine

1:30-2:00 Plan Building: Making Your Idea Real

2:00-3:00 Prototyping : Testing Your Idea

3:00-3:15 Presentation Building : Tell Your Story

3:15-4:15 Presentations: Share Idea / Group Feedback

4:15-4:30 Selected Pilot & Next Steps

4:30-5:30 Happy Hour : Celebrate Together!

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