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Intervention Plan: Mobile Food Market to Alleviate Transportation
Constraints on Fresh Food Access
Amber Donaldson
Rebecca Graves
NUTR 505University of Tennessee- Knoxville
Dr. Marsha Spence
November 26, 2013
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Table of Contents
Summary: ............................................................................................................................................................. 2Background: ......................................................................................................................................................... 3Project Partners: ................................................................................................................................................. 6Goals and Objectives: ........................................................................................................................................ 7
Intervention Research: ...................................................................................................................................... 7Strategy Mix and Logic Model: ....................................................................................................................... 9Evaluation Plan: ............................................................................................................................................... 13Table 2. Activity Planning for the Mobile Market in Lonsdale........................................................... 16Budget: ............................................................................................................................................................... 18Table 3. Project Schedule for the Lonsdale Mobile Market, 2014:.................................................... 18Table 4. Risk Management Plan for the Lonsdale Mobile Market, 2014:........................................ 20Table 5. Communication Management Plan for the Lonsdale Mobile Market, 2014:.................. 21References: ........................................................................................................................................................ 23
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Summary:
Overweight and obesity rates are higher than average among Knox County children,
especially in underserved communities with limited access to healthy foods. One explanation for
this disparity is that families in these communities lack transportation resources and are unable to
acquire healthy foods from full-service grocery stores. This intervention plan will involve a team
of community partners and stakeholders to provide a Mobile Market, which will deliver healthy
foods to community members. The Mobile Market will be a renovated Knoxville Area Transit
(KAT) bus that will have the technology necessary to safely and efficiently transport healthy
foods. Transported foods will include items such as fresh fruits and vegetables, low-fat dairy
items, whole grains, and lean protein options. Community members will be able to purchase
these foods at rates comparable to rates at local grocery stores, and the Mobile Market will
accept Supplemental Nutrition Assistance Program (SNAP) benefits and the Special
Supplemental Nutrition Program for Women, Infants, and Children (WIC) vouchers. Based on
the funding resources available, involved programs will ideally be able to partially subsidize
healthy food items so that they are more affordable for these low-income families. A nutrition
educator will be present on the Mobile Market to provide nutrition information, healthy recipes,
and cooking demonstrations. The plan will be piloted in the Lonsdale community in Knoxville,
Tennessee, and the Mobile Market will be stationed at Lonsdale Elementary School, since a
collaborative effort has been made to make this school the heart of the Lonsdale community and
to offer services to the community as a whole. Community members will have access to the
Mobile Market at least three days per week no more than five months after the project start date.
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Background:
The obesity epidemic in the United States (US) is a well-established public health crisis
associated with immense national healthcare expenditures.{Ogden, 2006 #231;Cali, 2008
#230;Francischetti, 2007 #232;Oldridge, 2008 #233} The 2010 Knox County Community
Assessment estimated that 61.7% of Knox County adults (>18 years old) are either overweight or
obese.{, 2010 #173} Although this percentage is comparable to the national average, Knox
County has a much higher proportion of children ages 6-18 in the overweight or obese range
(39.6% in Knox County compared to the national average of 28.8%).{, 2010 #173} An effort to
prevent and reduce childhood obesity prevalence is of particular interest, because overweight or
obese children are more likely to be overweight or obese later in life, leading to chronic and
possibly fatal diseases such as type 2 diabetes and cardiovascular disease.{Whitaker, 1997
#39;Freedman, 2001 #40;Eriksson, 2003 #41} Making lifestyle changes, like following the
United States Department of Agricultures (USDA) Dietary Guidelines for Americans, is an
evidenced-based approach to prevent and reverse overweight and obesity.{Knowler, 2002 #229}
However, many families are unable to incorporate healthy foods into their diets because
of limited access to these foods and insufficient financial resources.{, 2012 #170;Michimi, 2010
#228} Food insecurity is associated with a decreased consumption of healthy foods, such as fresh
fruits and vegetables, and an increased prevalence of overweight and obesity.{, 2013
#165;Nackers, 2013 #167;Michimi, 2010 #228} About 15% of Tennessee households are food
insecure, and the Tennessee Obesity Taskforce has identified food access as an important
problem to address.{Taskforce, #234} The taskforce has responded by developing a team to
create initiatives aiming to increase food security in Tennessee.{Taskforce, #234} Increasing
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access to healthy foods is also a key objective of the Association of State Public Health
Nutritionists (ASPHN).{, 2006 #168}
Although a complex matrix of interrelated environmental and social factors may affect
obesity prevalence, food insecurity is a relevant target for interventions aiming to decrease
overweight and obesity rates in Knox County.{Michimi, 2010 #228} According the USDA Food
Access Research Atlas, Knox County has about 20 food deserts, where residents are of low
socioeconomic status (SES) and have limited access to healthy foods.{Service, #235} The
USDA defines a food desert 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 access or are served only by fast food restaurants and
convenience stores that offer few healthy, affordable food options.{USDA Agricultural
Marketing Service, #237} These food deserts encompass about 38% of Knox County residents;
thus, food insecurity is a significant public health problem in Knox County.{Council, #236}
Lonsdale Elementary School has been chosen as the pilot site for this intervention plan
because it is located in a food desert (defined by the USDA), and because they have been open
and receptive to community-based interventions in the past. Lonsdale Elementary has an obesity
rate of 51%, and 100% of the 395 students receive free or reduced lunch.{, 2013 #165} These
statistics represent the health status of the children and families living in this community and
demonstrate the imminent need for health interventions. Lonsdale Elementary is one of the seven
community schools in Knox County, which aim to make the school the heart of the
community.{, 2013 #165} Thus, this would be an excellent location to implement an
intervention targeting the health of the entire community. In addition to the Lonsdale community
being located in a food desert, many of the residents lack transportation resources to access full-
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service grocery stores, even if they could afford healthy foods and desired to obtain these
foods.{, 2012 #170} Furthermore, the public transportation in this neighborhood has been
described as unreliable, not easily accessible, and not customer-friendly.{, 2012 #170} Thus, the
Lonsdale community has limited resources to access healthy foods, placing residents, both adults
and children, at risk for overweight and obesity and the associated chronic diseases.
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Project Partners:
Note: Many of the project partners were chosen by building upon existing, effective community
partnerships in an effort to maximize partnership involvement and strengthen communicationbetween community partners and stakeholders.
Figure 1. Project Partners for the Mobile Market Project in Lonsdale, 2014
Knox County Health Department (KCHD)
The Supplemental Nutrition AssistanceProgram (SNAP)
The Special Supplemental Nutrition Programfor Women, Infants, and Children (WIC)
Healthy Kids, Healthy Communities (ETCH)
Health Organizations
Knoxville Area Transit (KAT) Knoxville Food Policy Council
City of KnoxvilleCity/County Officials
Kroger
Three Rivers Market
Food City
Second Harvest Food Bank of East Tennessee
Beardsley Community Farm
Food Vendors
Knox County Schools Lonsdale Community Members
Community Schools Directors
Great Schools Partnership
Lonsdale CommunityRepresentatives
The University of TennesseeAcademic Institutions
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Goals and Objectives:
Goal:Improve dietary quality and increase healthy food options for underserved, at-risk Knox
County residents with limited transportation resources.
Process Objectives:
1. By the second month, have a schedule in place for food vendors and create a reliablesource to access healthy food items for Lonsdale community members.
2. By the fifth month, increase awareness of the program to at least 50% of the Lonsdale
community by promotion through community churches, schools, and other
community outlets.3. By the seventh month, implement at least three strategies (coupons, recipe cards, etc.)
to address the barriers of program participation among community members (low
cooking self-efficacy, price, time, unawareness of the program) based on community
feedback.4. By ninth month, increase community member participation in the program to at least
8% of households in the Lonsdale community weekly.
5. By the twelfth month, assess feasibility and acceptability of the Mobile Marketamong food vendors and community school personnel. Assess whether or not these
project partners find the program valuable to the community.
Impact Objectives: By the twelfth month, increase access to foods such as fresh fruits and
vegetables, low-fat dairy items, and lean proteins (at least 3 days per week) to underserved, at-
risk Knox County residents in the Lonsdale community with limited transportation resources by
decreasing walking and/or driving distance required to access these healthy food items.1. Reduce the distance to nearest grocery store with healthy food items for those in the
Lonsdale community by at least 50%.
2.
Reduce the travel time to the nearest grocery store with healthy food items for thosein the Lonsdale community by at least 50%.
3. Determine the effect of access to healthy food items on purchasing behavior and
dietary intake in the Lonsdale community.
Outcome Objective: By the thirteenth month, and by collaboration with community partners and
other Knox County public health initiatives, decrease obesity rates in the targeted community by
2.5%.
Intervention Research:
Transportation constraints are frequently cited as contributing factors to limited food
access and, therefore, to poor health across the nation and around the globe.{United States
Department of Agriculture, 2009 #5646} However, no single strategy can be employed to
alleviate this issue because each community has a unique transportation environment that
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requires a tailored transportation intervention in order to target that communitys specific
barriers. Therefore, when examining methods used in other communities in regards to
transportation and food access, it is necessary to consider the generalizability of those methods to
other situations.
While many strategies have been implemented to address transportation constraints, such
as rerouting bus routes and improving public transit, an increasingly popular initiative is to
alleviate the need for transportation for individuals altogether by bringing a mobile grocery store
to the underserved communities.{Ringstrom, 2011 #5647} This allows members of these
communities the chance to access fresh food without having to use a car or public transportation,
which can be difficult to access and unreliable. Tennessees two largest cities, Memphis and
Nashville, have already employed this intervention, using the model of the National Mobile
Market Foundation, which is a non-profit organization based in Nashville, Tennessee.
The National Mobile Market Foundation is working to become the leader in mobile
market research and development.{The National Mobile Market, 2013 #5648} They have
developed a step-by-step manual on how other communities can adopt their model with the
hopes of eliminating food deserts across the nation.{The National Mobile Market, #5649} The
foundation has formally evaluated and disseminated the effects of the Nashville Mobile Market
on health and food security within the targeted communities by generating a report that is
publically available, which includes the program objectives, methods, results, and evaluation
strategies.{The National Mobile Market, 2013 #5648} Their evaluation tools, such as the Food
Procurement Survey, aim to provide an understanding of the local food insecurity environment,
valuable resources available, and existing initiatives. They also provide resources for adapting
their tools based on the community to which they will be used.{The National Mobile Market,
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#5649} In their 2011 report, the foundation stated that 25% of their customers reported an
increase in fruit and vegetable consumption as a result of the Mobile Market.{The National
Mobile Market, 2013 #5648}
Strategy Mix and Logic Model:
Rationale
Currently, many residents of underserved communities within Knox County lack
transportation resources to access full service grocery stores.{, 2012 #170} Therefore, even
though one or more grocery stores may exist in these communities, some individuals are not able
to easily and safely acquire healthy foods, such as fresh fruits and vegetables.{, 2012 #170} For
example, these stores may be too distant from residential areas or nearby roads may be highly
trafficked, while lacking sidewalks; these conditions discourage traveling to grocery stores by
foot. In addition, it is important to consider safety and feasibility of walking to stores with
regards to the possibility of crime in that neighborhood and the physical capabilities of that
individual. Public transportation does exist in some areas, but it is often unreliable, inefficient,
and may not be able to transport passengers close enough to the store entrance due to various
regulations.{, 2012 #170}
As noted by food security organizations in communities similar to Knox County, it is
relatively unlikely that areas like Knox County will gain the resources and capacity to develop an
innovative and high-tech transportation system like many of the more urban cities in the United
States.{Ringstrom, 2011 #5647} However, some communities, such as Memphis, Tennessee,
have alternatively addressed food insecurity by transforming an existing bus or vehicle into a
mobile grocery store.{, 2013 #171} This proposes a practical and tailored, fast-acting solution
for communities, such as Knox County, who may lack resources to completely remodel the
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present public transportation infrastructure. It is important to research interventions that have
been implemented in other communities to solve similar problems; however, a reasonable
strategy must be developed to increase access to healthy foods, while considering the unique
qualities of this community as well as the resources available within Knox County.
Strategies/Methods
In order to increase access to fresh food for individuals with limited transportation, the
primary strategy of this intervention is to bring fresh food to Knoxville communities with low
access to these foods. This initiative will involve collaboration between the University of
Tennessee, Knoxville food vendors, Lonsdale community representatives, community
stakeholders, and local health officials in order to plan, implement, and evaluate the intervention.
The premise for this intervention is to create a mobile grocery store that travels to various
communities within Knoxville each week. These mobile units will set up at the community
schools, which are designed to serve as the heart of the community, thereby providing a
centralized, wide-reaching location to offer the foods.
First, input from members of these communities, community school officials, and local
food vendors must be collected. This will assess the feasibility of the project and will serve as the
driving force in the design of the intervention. In its first year, the project will be pilot tested in
the Lonsdale community in Knox County, Tennessee. The selection of this community will be
contingent upon the willingness of community members and stakeholders to participate. It is
vital that a strong relationship with the food vendors is formed and that they are reassured of the
benefits to participate and of the support they will be provided with from local health officials
and community stakeholders.
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After developing an action plan with the community groups outlined above, local health
officials, community members, and food vendors will work to select fresh foods to be sold that
are healthy, desirable, and cost-effective. The costs to the food vendor to staff to develop the
mobile food vending unit will be slightly offset by funds from local health departments and other
community groups. Identifying these funding sources should be done early on in the
development of the intervention. Once the intervention begins, process, impact, and outcome
evaluations will be conducted as outlined in the Logic Model (Figure 2).
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Figure 2. Knoxville Mobile Market Logic Model
ActivitiesInputsSituation Outputs
- Overweight and obesity
rates are higher than
national rates amongKnox County children.
-These rates are highest in
communities with low
access to healthy food andwith high rates of poverty.
-Several communities in
Knox County, such as the
Lonsdale community,have been classified as
food deserts, lackinghealthy food options in
these communities.
-Limited transportation
resources contribute tolow food access.
-The transportationinfrastructure of Knox
County is unlikely tochange drastically within
the near future.
-Other communities have
had success in servingfood deserts through
mobile markets.
- KAT buses and
renovation materials
(refrigeration, shelving,etc.)
-Staff (driver, health
educators, other needed
staff)
-Collaboration and inputfrom community partners
-Marketing materials
-Fuel/power
-Foodstuffs
-Nutrition/Cooking
education materials andrecipes
-Food prep equipment
-Staff training materials
-Route and schedule
development
-Maintenance
- Assess community needs
-Provide staff andvolunteer training
-Offer nutrition and
cooking education
-Carry out kick-off and
promotional events
-Accept SNAP and WIC
benefits
-Sell healthy foods tounderserved communities
-Evaluate theeffectiveness of the
intervention
-Share evaluation findings
-Expand/alter services
based on communityneeds and feedback
- Fruit, vegetable, lean
protein, and dairy options
at least three days perweek
-Customers served
-Jobs created
-Nutrition educationcurriculum and recipes
-Communityevents/meeting place
-Community
empowerment
-Increased food access
rates, decreased drivingdistance and travel time to
access healthy foods
-Improved health and
weight status
-Publications
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Evaluation Plan:
Process Evaluati on:
Quantitative:
Survey how many times the vendors were scheduled to be in the community andhow many times they actually attended.
Survey how many community members took advantage of the program fromweek to week.
Assess the items that were and were not frequently purchased.
Qualitative:
Interview food vendors and community school personnel to assess the facilitators
and barriers they have encountered to get the food into the community and to
increase awareness and purchases; interviews will also assess the value they see inthe program.
Conduct interviews and focus groups with community members to evaluate
awareness of the program and why they do and do not buy certain items (lowcooking self-efficacy, price, time, unaware of program) in order to see if other
strategies (coupons, recipe cards, etc.) could improve the utilization of theprogram.
Impact Evaluation:Quantitative:
Survey Lonsdale families to evaluate pre and post intervention walking or drivingdistance and travel time required to access healthy foods, pre and post
intervention behaviors related to purchasing healthy foods, and pre and postintervention consumption of healthy foods.
Qualitative: Focus groups with Lonsdale families to evaluate the changes they have observed
in their ability to acquire and consume the specified healthy foods and thepotential barriers and/or facilitators encountered related to acquiring and
consuming these foods (cost, convenience, recipes, etc.)
Outcome Evaluation:Quantitative:
BMI screenings at the school
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Table 1. Evaluation Plan of the Lonsdale Mobile Market, 2014
Evaluation Plan
Evaluation
Stage Method
Description of data
collection/analysismethod
Data Type Output/Disseminations
Process Survey
Survey how many times
the vendors werescheduled to be in the
community and how
many times they actuallyattended
Quantitative
Will be used by researchers in
interpretation and dissemination ofresults
Will be used by the BOD and staffto modify and improve the program
Process Survey
Survey how many
community memberstook advantage of the
program from week toweek
Quantitative
Will be used by researchers ininterpretation and dissemination of
results
Will be used by the BOD and staffto modify and improve the program
Process Survey
Assess the items that
were and were not
frequently purchased
Quantitative
Will be used by researchers in
interpretation and dissemination of
results
Will be used by the BOD and staff
to modify inventory offered
Process Interviews
Interview food vendors
and community school
personnel to assess thefacilitators and barriers
they have encountered to
get the food into thecommunity and to
increase awareness and
purchases; interviews
will also assess the valuethey see in the program
Qualitative
Will be used by the BOD to modifyand improve the program
Will be used by researchers in
interpretation and dissemination of
results
Process
Interviews
and Focus
Groups
Conduct interviews and
focus groups with
community members toevaluate awareness ofthe program and why
they do and do not buy
certain items (low
cooking self-efficacy,price, time, unaware of
program) in order to see
Qualitative
Will be used by the BOD and staff
in order to see if other strategies
(coupons, recipe cards, etc.) couldimprove the utilization of the
program
Will be used by researchers in
interpretation and dissemination of
results
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Evaluation Plan
if other strategies
(coupons, recipe cards,
etc.) could improve theutilization of the
program.
Impact Survey
Survey Lonsdale
families to evaluate pre
and post interventionwalking or driving
distance and travel time
required to accesshealthy foods, pre and
post intervention
behaviors related to
purchasing healthy
foods, and pre and postintervention
consumption of healthyfoods.
Quantitative
Will be distributed to county health
officials, researchers, and other
appropriate community groups
ImpactFocus
groups
Focus groups withLonsdale families to
evaluate the changes
they have observed intheir ability to acquire
and consume the
specified healthy foods
and the potential barriersand/or facilitators
encountered related to
acquiring andconsuming these foods
(cost, convenience,
recipes, etc.)
Qualitative
Will be used by the BOD to modify
and improve the program
Will be used by researchers in
interpretation and dissemination ofresults
Outcome ScreeningsBMI screenings at theschool
Quantitative
Will be distributed to county health
officials, researchers, and other
appropriate community groups
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Table 2. Activity Planning for the Mobile Market in Lonsdale
Activity Planning
Activity/Task Method Who When
Hold meeting with
county health officials,community schoolofficials, transportation
personnel, and local food
security organizations(i.e. Food PolicyCouncil) to generate
ideas and gain feedback
Announce meeting toappropriateorganizations, allow
those attending to
submit items to theagenda, hold meetingsin an open format
Individuals/organizations leading
the development of the
intervention0-1st months
Form a board of directors(BOD)
Nomination and votingprocess
Health officials, communitymembers, school personnel, otherappropriate organizations
1st-2ndmonths
Hold meeting with BOD,local food vendors,community stakeholders
Announce meetingthroughout community
and to appropriateorganizations, allow
those attending tosubmit items to theagenda, hold meetings
in an open format
BOD
1st-2ndmonths
Gather communityassessment data
Recorded health data,
surveys, focus groups,interviews
Researchers 1st-3rdmonths
Finalize food vendingpartners
Through meetings andformal documentation
BOD and food vendors 3rdmonth
Finalize start dates and
schedule
Through meetings and
voting
BOD and community school
officials3rdmonth
Hire employees to staffthe bus
Through interviewsand voting
BOD 3rd-4thmonths
Acquire a bus andrenovating materials
Through purchasingand/or formaldocumentation of
donations/renting
BOD, KAT officials2nd-4thmonths
Generate media coverage
and have build up events
Through press releases
and media eventsBOD, Mobile Market staff
3rdmonth-as
needed
Renovate the busBy using approvedplans
Mobile Market staff, volunteers 3rd-5thmonths
Plan kick off eventsThrough meetings andcommunity feedback
BOD, community schoolpersonnel, Mobile Market staff 4thmonth
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Activity/Task Method Who When
Finalize staff trainingThrough predetermined
methodsBOD, Mobile Market staff 4thmonth
Stock busThrough predeterminedmethods
Mobile Market staff 5thmonth
Implement the pilotintervention
Through predeterminedmethods
BOD, community schoolpersonnel, Mobile Market staff,volunteers
5th-12thmonths
Conduct process
evaluations
Through surveys, focus
groups, and interviewsResearchers 5th-12thmonths
Make changes based on
process evaluations
Through methodsfitting the neededchanges
Researchers, BOD, communityschool personnel, Mobile Marketstaff
5th-12thmonths
Communicate with local
health agencies andcommunity partners asspecified in the
communicationmanagement table
Through predeterminedmethods
Researchers, BOD, Mobile Marketstaff
As specified
Continue pilot
intervention
implementation
Through predeterminedmethods
BOD, community school
personnel, Mobile Market staff,
volunteers5th-12thmonths
Conduct impactevaluations
Through surveys andfocus groups
Researchers9thmonth
Make changes based on
impact evaluations
Through methods
fitting the neededchanges
Researchers, BOD, community
school personnel, Mobile Marketstaff
9thmonth
Continue pilot
interventionimplementation
Through predetermined
methods
BOD, community school
personnel, Mobile Market staff,volunteers 9th-12thmonth
Conduct outcome
evaluation
Through BMI
screeningsResearchers 12thmonth
Reassess the role and
need of the bus serviceand the communitiesserved and not served
Through communityassessments, dataanalysis, and meetings
Researchers, BOD, health officials 12th-13thmonths
Implement the full
intervention
Through predetermined
methods
BOD, community school
personnel, Mobile Market staff,
volunteers
13thmonth
Continue same process As needed
Disseminate findingsTrough publications,media, and
presentations
Researchers and BOD13thmonth andbeyond
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Budget:
The budget for this intervention will vary depending on the contribution of the project
partners. The primary cost of this intervention will likely be acquiring a bus and renovating
materials. However, in some cases, as seen in the Memphis Green Machine mobile market, the
city or organizations may donate or rent the bus for little to no cost.{Backer, 2013 #5650} A
sample budget detailing the cost of a trailer rather than a bus, shelving, and other needed
materials can be found in the National Mobile Meal Foundation manual.{The National Mobile
Market, #12;The National Mobile Market, #12}
Table 3. Project Schedule for the Lonsdale Mobile Market, 2014:
Project Schedule
Activity
Duration Months
(adjust timeframe
as necessary)
Hold meeting with county health officials, community members, community
school officials, transportation personnel, and local food securityorganizations (i.e. Food Policy Council) to generate ideas and gain feedback
0-1st months
Form a board of directors (BOD) 1st-2
ndmonths
Hold meeting with BOD, local food vendors, community stakeholders 1st-2
ndmonths
Gather community assessment data 1st-3
rdmonths
Finalize food vending partners 3rd
month
Finalize start dates and schedule 3rd
month
Hire employees to staff the bus 3rd-4thmonths
Acquire a bus and renovating materials 2nd
-4th
months
Generate media coverage and have build up events 3rd
month-as needed
Renovate the bus 3rd
-5th
months
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Plan kick off events 4th
month
Activity
Duration Months
(adjust timeframe
as necessary)
Stock bus 5thmonth
Implement the pilot intervention 5th
-12th
months
Conduct process evaluations 5th
-12th
months
Make changes based on process evaluations 5th
-12th
months
Communicate with local health agencies and community partners as specified
in the communication management tableAs specified
Continue pilot intervention implementation 5
th
-12
th
months
Conduct impact evaluations 9th
month
Make changes based on impact evaluations 9th
month
Continue pilot intervention implementation 9th
-12th
month
Conduct outcome evaluation 12th
month
Reassess the role and need of the bus service and the communities served andnot served
12th
-13th
months
Implement the full intervention 13th
month
Continue same process As needed
Disseminate findings13
thmonth and
beyond
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Table 4. Risk Management Plan for the Lonsdale Mobile Market, 2014:
Risk Management
RiskRisk Management Activities
Preventive Contingent
Low participation
loss of revenue
Targeted marketing, participation
incentives, kick-off events, acceptance ofSNAP and WIC benefits, culturally
appropriate educational and recipematerials, cooking demonstrations,strategic scheduling and placement of bus
Surveying community members on theirawareness of the bus and on their
reasons for or for not participating,adapting services based on customer
feedback (inventory, scheduling,placement, marketing, etc.), adjustinginventory based on sales history and
customer feedback
Pushback from localstore owners
concerned with
competition andthreat to sales
Including local store owners in theplanning process, allowing store owners
who comply with product standards to
participate in the intervention, placing busa nonthreatening distance from stores
Meeting with store owners to discuss
the ways in which they feel threatenedand how the services of the bus can best
differentiate to lessen competition whilestill meeting the needs of the
community
Staffing changes
Development of effective training
materials and training procedures,
selection of committed employees,offering appealing salary and engagementand advancement opportunities,
development of alternative employeeframeworks in case of staffing cuts
Evaluation of the current employee
framework and restructuring based onresults, rigorous interviewing of newstaff, employment of training materials
and procedures with new staff
Establishment of alocal supermarket or
other fresh foodvendor in the same
proximity
Research development plans of the areawith local city planning officials and usethis information to guide the selection of
the communities the bus will serve,
meeting with new vendors to discussforming a partnership and workingtogether to meet the needs of the
community
Reevaluation of the need for the bus
services in the community and altering
the route/services to best align with thenew needs of the community
Increased demandbeyond currentcapacity and days
offered
Develop a plan for how to adapt to
changing demands and needs of thecommunity, secure funding, gatherdemographic and descriptive data on the
community to project the growth and
changes in need for the bus services
Meet with community members anddirectors of the bus program to assessthe feasibility of expanding the program
and the most effective ways of doing so
Zoning regulations orpolicies that prevent
or limit the sale offood in this format
Meet with personnel who haveimplemented the program in othercommunities to discuss challenges they
faced and solutions they used, meet with
city and county officials to gain feedbackon the intervention plan and on changesthat should be considered
Advocate with community members andgroups for favorable policy changes,
adjust services to comply withregulations
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Table 5. Communication Management Plan for the Lonsdale Mobile Market, 2014:
Communication Management
What HowWith/To
WhomWhen/How Often
SteeringCommittee/
ManagementMeeting
Notified by email invitation-choose time that works best for
most people
All communitypartnershiprepresentatives
andstakeholders
Quarterly (4 times per
year)
Strategic Plan
Each team member will receive a
copy of the written strategicintervention plan so that everyteam member is aware of the
action steps and strategiesproposed for successfulimplementation
All communitypartnershiprepresentatives
andstakeholders
Prior to the first steering
committee/management
meeting in electronicform (after acceptingposition as a team
member for thisproject)- Each team
member will alsoreceive a hard copy at
the first steeringcommittee/managementteam meeting
Meeting Agendas
Quality Improvement agendaswill be developed for each team
meeting, and each team memberwill have the opportunity to
make changes or additions to theagendas prior to each meeting
All communitypartnershiprepresentatives
and
stakeholders
Quarterly (4 times peryear)
Meeting Minutes
One team member (volunteer)will document minutes for each
team meeting, and will distributethe minutes to all team members(including those not present atthe meeting). Minutes will
include action items and
deliverable dates so that eachteam member is aware of thetasks he or she must complete
and the relevant deadlines forthese tasks
All communitypartnershiprepresentativesand
stakeholders
Quarterly (4 times per
year)
Dissemination ofstrategic plan,evaluation
strategies, andresults
Intervention Plan and outcomeswill be first distributed tocommunity partners and
stakeholders for internal review.
After incorporating feedbackfrom the team members, the plan(with outcomes) will be
accessible online (PDF)
Easilyaccessible bypartnership
representatives,
stakeholders,communitymembers, and
the public
Following projectcompletion(implementation,
evaluation, and dataanalysis)
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What HowWith/To
WhomWhen/How Often
Participationrates/reach,qualitative
feedback from
participants,changes in dietaryquality, foodsecurity, and BMI
Summary reports, meetings,
presentations
Great Schools
Partnership
Semesterly, when
needed
Changes in food
security and BMISummary reports
Knox County
Mayors OfficeYearly, when needed
Participation
rates/reach,process evaluation
data, qualitativeevaluation data,
future plans
Summary reports, meetings,
presentations
Food Policy
CouncilQuarterly, when needed
Future plans,
changes in foodsecurity
Social media, signs and
information on or with bus
CommunityMembers andOrganizations
Bimonthly, when needed
Participation
rates/reach,qualitativefeedback fromparticipants,
changes in dietaryquality, foodsecurity, and BMI
Conference presentations,summary reports, publishedpapers, professional networks
NationalMobile Market
foundation andother foodsecurity
organizations/researchers
Yearly, when needed
Changes in foodsecurity and
information onservices offeredand on special
events
Press releases, local newcoverage of special events,
interview with staff andparticipants, social mediaupdates
Media Bimonthly, when needed
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