Madeline Mercer April 25, 2021 Developing a Cooperative Food Business for Food-Insecure University Students Sustainable Local Food Economies and Enterprises (SLFEE) Lab Abstract Food insecurity among university students in the U.S. is a pressing sustainability problem due to its prevalence, complex socio-economic drivers, and adverse effects. A national survey from the Hope Center for College, Community, and Justice found that 45% of university students (n=86,000) had experienced some form of food insecurity in the past 30 days (Goldrick-Rab et al., 2019). Students at Arizona State University (ASU) are similarly impacted by this sustainability problem—a recent study found that approximately 35% of ASU students have experienced food insecurity (Bruening et al., 2016). Food insecurity has a variety of detrimental effects on university students’ physical health, psychological well-being, and academic achievement (El Zien et al., 2019; Payne-Sturges et al., 2018; Meza et al., 2019), and these resulting issues have complex inter-regional, intrageneration, and intergenerational implications. To mitigate food insecurity among university students, the project proposes the development of a sustainable, student-run food cooperative business at Arizona State University (ASU). Food cooperative businesses have long been utilized by communities to advance food access, economic self-determination, and food justice (DePasquale, Sarang, & Vena, 2017), so the project aims to lay the foundation for the establishment of such an enterprise at ASU. Through the development of an enterprise start-up plan and the execution of preliminary coalition-building efforts, the project seeks to demonstrate the plausibility of this solution while empowering stakeholders with the strategies needed to enact it. 2021-04-25 Page 1 Table of Contents 1. Introduction and Background ......................................................................................... 3 2. Literature Review ........................................................................................................... 5 3. Project Approach and Intervention Methods ................................................................... 6 4. Outcomes....................................................................................................................... 8 5. Recommendations........................................................................................................ 10 6. Conclusion.................................................................................................................... 11 7. Acknowledgements ...................................................................................................... 12 8. References ................................................................................................................... 13 9. Appendix A: Comparative Chart of Existing University Food Co-ops ............................... 16 10. Appendix B: Vision Table .......................................................................................... 18 11. Appendix C: Vision Systems Map ............................................................................... 19 12. Appendix D: Stakeholder Network Analysis ............................................................... 20 13. Appendix E: Business Profile ..................................................................................... 25 2021-04-25 Page 2 1. Introduction and Background Food insecurity among university students has a variety of negative environmental, economic, and social impacts that are significantly harmful in both the present and the long-term. Foodinsecure university students and the broader social-ecological systems in which they live are impacted by food insecurity in the following ways: Social Impacts On an individual level, food insecurity has a range of physical effects, including hunger, fatigue, malnutrition, and a greater risk of illness and chronic diseases like heart disease and obesity (Hamelin, Habicht, & Beaudry, 1999). Food insecurity also affects individuals’ psychological well-being by diminishing productivity at work or school, creating feelings of alienation, and increasing feelings of stress, depression, and anxiety (Payne-Sturges et al., 2018; Meza et al., 2019). These effects negatively impact the overall health and well-being of thousands of present-day individuals across the U.S. (Goldrick-Gab et al., 2019), signifying that food insecurity is an urgent sustainability problem. Furthermore, these impacts are irreversible in the short-term, meaning that these effects on one’s physical health, psychological health, or academic achievement cannot be easily undone. However, the impacts of food insecurity are not limited to the present-day. Food insecurity can negatively affect university students’ class attendance, academic performance, and mental health, which can increase students’ risk of dropout (Silva et al., 2015). By negatively impacting students’ academic success, food insecurity can limit the post-graduation opportunities of affected students, which can extend circumstances of poverty and food insecurity (Seligman & Schillinger, 2010; Phillips, McDaniel, & Croft, 2018). These impacts can, in turn, limit the opportunities and health of their descendants, prolonging the issue to the next generation (Seligman & Schillinger, 2010). In this way, the impacts of food insecurity among university students can become inter-generational. Environmental Impacts Due to geographical and economic barriers to healthier options, food-insecure individuals are often forced to consume low-cost, highly-processed food (Eisenhauer, 2001). These types of heavily-processed snack foods have adverse environmental effects on the areas that supply their production. The majority of these negative outcomes result from processes of industrialized agriculture, which threatens genetic diversity through intense monocropping practices, degrades soil health through continuous extraction, and pollutes water sources with runoff from chemical pesticides and herbicides (Kjørstad, 2017). This demonstrates how food insecurity—which plays a major role in an affected individual’s food choices—is inextricably linked to both global and local food systems, signifying the complexity of the problem and its widely-dispersed impacts. Economic Impacts While there are significant individual impacts on the affected students’ psychological and physical health, food insecurity also affects the broader society through its related health and education costs (Hamelin, Habicht, & Beaudry, 1999; Patel, 2010). Food insecurity increases the risk of chronic illnesses—including hypertension, heart disease, and diabetes—and mean healthcare costs are higher among individuals who are food insecure (Berkowitz et al., 2018). If food- 2021-04-25 Page 3 insecure university students are unable to pay these costs later in life, this would contribute to the over $30 billion that federal, state, and local governments must pay to support uncompensated care in hospitals and clinics (US Institute of Medicine, 2003). These costs can, in turn, exacerbate other societal problems, such as limited governmental funding for public schools and public health initiatives that address food insecurity. Project Overview The project proposed the development of a food cooperative business as a solution to address the underlying drivers and impacts of food insecurity among ASU students. A food cooperative business has the capacity to address key causes of food insecurity—including the geographic inaccessibility and economic inaccessibility of healthy food—by establishing a point of access to healthy, affordable, and sustainably-sourced food products while creating meaningful opportunities for student employment (DePasquale, Sarang, & Vena, 2017). Furthermore, a student-run food cooperative could provide sustainable business education opportunities, help ASU to advance university sustainability practices, and serve to anchor the institution within the local food economy (DePasquale, Sarang, & Vena, 2017). While the establishment of a food cooperative is beyond the scope of a single culminating experience project, the project aimed to lay the groundwork for the future development of an ASU food cooperative. The primary deliverable was an enterprise start-up plan for the cooperative, outlining both an evidence-based vision and a strategy for implementation. This plan was informed by interviews with existing university and other food cooperatives, as well as peer-reviewed literature on best practices for cooperative development. While existing literature exists on the development of food cooperatives, there are few evidence-based strategies for establishing such a program in a university setting; thus, this enterprise start-up plan offers specific suggestions to overcome institutional barriers and leverage unique opportunities for hands-on learning and student engagement. By developing recommendations that are specific to ASU, the project generated detailed strategies that leverage existing partnerships within the local food economy. By combining these strategic planning efforts with extensive stakeholder engagement, the project aimed to build the capacity of stakeholders to cooperatively advance food security and transform their local food economy. The project was partnered with the Sustainable Local Food Economies and Enterprises (SLFEE) Lab at Arizona State University. The SLFEE Lab is dedicated to advancing the creation of a sustainable local food economy through solution-oriented research in collaboration with local stakeholders. Dr. Arnim Wiek, the director of the SLFEE Lab, directly oversaw the project and committed to continuing the project after graduation. 2021-04-25 Page 4 2. Literature Review The food justice movement is a growing effort to diminish food insecurity and creating systemic solutions that increase equitable access to healthy, affordable, and culturallyappropriate food (Alkon, 2014). This movement seeks to transform the current food system, which has been deeply shaped by neoliberalism and the goal of profit maximization (Alkon, 2014; DePasquale, Sarang, & Vena, 2017). Globalization has exacerbated the effects of capitalism on local food systems, resulting in the creation of extensive supply chains and the supremacy of multi-national suppliers at the expense of local producers, outlets, and consumers (Alkon, 2014; DePasquale, Sarang, & Vena, 2017). These drivers have been compounded by discriminatory land policies (e.g., expulsive zoning, redlining) that have resulted in historical disinvestment, largely in communities of color (DePasquale, Sarang, & Vena, 2017). Advocates of the food justice movement seek to address these systemic forces—as well as the micro-level drivers of food insecurity—through a variety of strategies, one being the development of cooperative businesses (Alkon, 2014; DePasquale, Sarang, & Vena, 2017). The International Cooperative Alliance defines a cooperative as an “autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically-controlled enterprise” (DePasquale, Sarang, & Vena, 2017). Cooperatives have a long history in the U.S., with communities— especially communities of color—utilizing them to further their economic self-determination since at least the early 20th century (DePasquale, Sarang, & Vena, 2017). In addition to promoting community wealth, economic opportunities, and food access, food cooperatives (i.e., cooperatively-owned grocery stores) serve as a powerful, community-driven alternative to the multi-national grocery chains created by the “global, industrial food complex” (DePasquale, Sarang, & Vena, 2017). Grocery cooperatives have demonstrated economic viability and are experiencing an increase in market share in the U.S., with $323 million in assets, over $865 million in revenue, and over 14,000 employees (Deller et al., 2009). Student-run food cooperatives— including groceries, delis, and cafes—also have proven to be economically viable. Across the U.S., student-run food co-ops have successfully operated on university campuses for decades, creating opportunities for student entrepreneurship and wealth-building (Oatfield, 2010). In addition to their economic viability, food cooperatives have been demonstrated to increase community food access and advance economic justice (DePasquale, Sarang, & Vena, 2017). Other benefits include an increased local sourcing rate, an attractive workplace culture, and opportunities for “educational programming, civic engagement, and job creation” (DePasquale, Sarang, & Vena, 2017; Figueroa, & Alkon, 2017). Student-run cooperatives provide especially unique educational opportunities, as they can serve as “living laboratories” for students to gain real-world experience in the domains of entrepreneurship, community economics, and food systems (Oatfield, 2010). These opportunities enable students to obtain meaningful professional experience while providing them an outlet to engage (and shape) their local food economy. Together, these benefits make cooperatives an ideal tool for advancing student food security, promoting food sustainability efforts, and expanding education on alternative economies. 2021-04-25 Page 5 3. Project Approach and Intervention Methods An essential theoretical component of my project approach centers on the amplification processes of transformational sustainability initiatives (Lam et al., 2020). As opposed to developing a general strategy for student-run food cooperative development, I have focused specifically on developing an enterprise start-up plan that includes specific strategies for establishing a cooperative food business at ASU. By devising a strategy that addresses the unique institutional barriers and opportunities that exist within ASU—and by cataloging the steps involved in this development process—I sought to lay the foundation for such an enterprise at ASU while encouraging the development of similar initiatives at other universities. By creating a highly detailed enterprise start-up plan, I aimed to advance the development of university food cooperatives through the amplification processes of “transferring” (which involves “implementing a similar but independent [initiative] in a different place, adapted to the new but similar local context”) and “spreading” (which involves “disseminating core principles and approaches to other places with a dissimilar context”) (Lam et al., 2020). To gather data, frame the sustainability problem, structure a vision, and develop a solutionsdriven strategy for sustainable cooperative development, I utilized the Transformational Sustainability Research (TSR) Framework (Brundiers et al., 2020). During my initial assessment of the current state, I applied the TSR Framework to analyze food insecurity and identify its drivers. I also utilized the TSR Framework to assess the history of cooperatives and the current state of food cooperatives on university campuses. To continue my analysis of existing solutions, I applied the Transformational Sustainability Entrepreneurship (TSE) Framework to analyze and assess the sustainability efforts of existing cooperatives (Wiek & Basile, 2020). Using the TSE Framework to guide my literature search, I created a comparative chart (Appendix A) to compile the development strategies, programs, and sustainability efforts of existing food cooperatives on university campuses. I also used a case study approach to create profiles of these cooperatives, which will be included in the enterprise start-up plan to provide evidence for the vision. Next, I utilized backcasting techniques to develop a solution vision for sustainable, studentrun cooperatives, and I applied the TSR Framework to identify key solution elements. Then, I used the TSR Framework to assess the vision elements for feasibility and relevance. I did this in the form of a chart, which describes each vision element, the rationale behind it, and the evidence to support it (Appendix B); I also structured the vision elements into a systems map using the TSR Framework to present them in a non-hierarchal format (Appendix C). After assessing these vision elements, I applied backcasting techniques to identify the intervention strategies needed to achieve this vision state. This step involved the completion of a pathway reconstruction analysis, which was used to identify replicable implementation pathways for the development of oncampus food cooperatives; this is a technique that is often employed in sustainability transition studies (Avelino & Grin, 2017; Lam et al., 2020). By identifying patterns and key intervention points in the development of food cooperatives—and combining this information with knowledge of the current state of the ASU food system— I developed content for the enterprise start-up plan. These processes are visualized in the diagram below. 2021-04-25 Page 6 Figure 1. Project Approach Diagram In addition to developing the enterprise start-up plan, the project focused heavily on stakeholder engagement efforts. Project stakeholders were identified through a comprehensive stakeholder network analysis, which I documented in the form of a database of stakeholders who could contribute to the development and implementation of a food co-op at ASU. The database included individuals involved in ASU operations, as well as representatives of relevant ASU departments, student clubs, and external organizations involved in the local food economy. The database (Appendix D) details over 70 potential partners and describes the capacity in which they could support the project and the actual food co-op. The purpose of this intervention method was to begin developing a diverse coalition of stakeholders to engage in the project at multiple levels. In addition to involving stakeholders to provide feedback on the enterprise start-up plan, the project also aimed to establish a network of individuals interested in supporting the implementation of the actual food cooperative. Network development is a significant step within the cooperative development process, as a lack of broad support often leads to the dissolution of cooperative efforts (Oatfield, 2010). To support the development of a diverse coalition, three groups of stakeholders were engaged with during this consultation process. These groups are detailed in the diagram below. Figure 2. Stakeholder Groups 2021-04-25 Page 7 4. Outcomes By completing the processes described in the previous section, the project developed an enterprise start-up plan and a stakeholder network that, together, built the capacity of ASU students and staff to develop a cooperative food business. The primary project deliverable was the enterprise start-up plan, which combined elements of a traditional business plan with sustainability strategies developed through an application of the TSR framework. The final plan includes an inspirational, evidence-based vision of an ASU food co-op and a clear set of strategies needed to actualize this future state. The plan also includes a business profile and the following components: a description of its products and services offered; corporate form and governance model; sustainability plan; key partnerships; market analysis; financing strategies; start-up budget; an operating budget; and start-up activities and timeline. The enterprise start-up plan was modeled after previous business plans developed by the SLFEE Lab, one of which recently received start-up funding. The plan was informed by my research of existing university food cooperatives, and it incorporates feedback from multiple stakeholders within the university and the broader local food economy. Throughout the semester, I completed a total of 25 interviews to inform and evaluate my enterprise start-up plan. I interviewed a variety of local stakeholders and cooperative experts, including representatives from nine existing university food cooperatives. Through these interviews (and subsequent pathway reconstruction analysis techniques), I identified success factors, barriers, and mitigation strategies from fellow student cooperators and other stakeholders (e.g., staff / faculty advisors) engaged in food cooperatives and other sustainability initiatives within a university context. A summary of these findings is presented below. Success Factors Barriers Mitigation Strategies Diverse student involvement (interdisciplinary backgrounds, diverse experiences) University support (e.g., operational approval, financial support, expert mentorship/training) Embeddedness in local food system (e.g., relationships with producers, consumers) Support from other student-run enterprises / initiatives Student turnover + loss of organizational knowledge Lack of business or financial management skills Low profit margins on grocery items Lack of support from university administration / dining service Lack of technical knowledge of cooperatives Lack of a network of student-run cooperatives Hiring of a full-time (non-student) staff member to provide mentorship, oversight, and continuity (Evergreen State College, UC Berkeley, UMass Amherst) Integration of student employment + cooperative business education for student workers (Evergreen State College, Cornell University) Pursuit of multiple revenue streams (e.g., sale of grocery + value-added goods, grants, university funding, donations, etc.) (UC Berkeley, Cornell University) Utilization of the cooperative as a tool for education and community support (beyond student-workers) (UC Berkeley, Temple University, UNC Chapel Hill) Leverage support of the student body to sway administration (UC Berkeley, UMass Amherst) Table 1. Success factors, barriers, and mitigation strategies for developing university food co-ops 2021-04-25 Page 8 In addition to identifying factors that have influenced the development of student-run food cooperatives at other universities, this extensive consultation process enabled me to identify potential barriers and opportunities that could impact the implementation of a food cooperative at ASU. These findings were derived from interviews with a diverse range of individuals embedded within the ASU network. Interviewees included 1) representatives from three different academic units, 2) experts on ASU operations, and 3) representatives from the ASU administration. By engaging with a broad coalition of individuals within the university, I was able to inform the enterprise start-up plan through the integration of these stakeholder insights. These interviews also yielded stakeholder feedback on the next steps for the project, which are summarized in the table below. Feedback Area Project Framing Building Support Project Integration Maintaining Flexibility Educate & Reassure Synthesized Feedback Frame the enterprise differently to different stakeholders to reflect their interests For the administration, highlight the enterprise’s ability to advance experiential education and student entrepreneurship For impact investors / grants focused on food access, highlight the enterprise’s focus on addressing the underlying causes of food security (e.g., lack of physical and economic access to food) Continue coalition-building efforts to develop a strong case for the development of a food co-op at ASU To garner the support of large, decision-making networks at ASU, work to gain the support of USG, GPSA, and the ASU Faculty Senate Integrate the co-op into existing efforts to advance food sustainability at ASU By building interdisciplinary collaborations with similar initiatives, the project could establish a collective effort to promote university food security, support the local food economy, and advance alternative business education Explore multiple possibilities for implementation to avoid dead-ends Develop multiple strategies for overcoming anticipated implementation barriers (e.g., locating the co-op off-campus if unable to navigate institutional barriers) Build others’ knowledge and confidence in the student-run cooperative model Share knowledge of successful initiatives to highlight feasibility / success of the model Describe evidence-based strategies to reduce risk / potential challenges Table 2. Synthesized stakeholder feedback on next steps In addition to consulting with stakeholders to develop the enterprise start-up plan, I have begun to develop partnerships with several organizations (e.g., the Pitchfork Pantry, the Swette Center, ASU Gardens) interested in pursuing the project further. To extend this work beyond graduation, this may take the form of a working group that aims to build administrative / student support for this enterprise while pursuing funding to implement it. These efforts could build on my current collaborations with Local First Arizona and the ASU Foundation to identify funding opportunities (e.g., grants, donations, impact investors, etc.) 2021-04-25 Page 9 5. Recommendations Dr. Arnim Wiek and the SLFEE Lab have agreed to continue their support of the project after graduation. While the lab cannot directly provide me with a position to continue this work, Dr. Arnim Wiek is helping me to identify potential employment and funding opportunities so that I can implement the project and develop a food co-op at ASU. As we work to actualize the project, I have several recommendations for our next steps. First, I would recommend prioritizing the search for funding strategies. Several previous SLFEE Lab projects—such as the development of a concept for a cooperatively-run bakery—have failed to focus on funding strategies, which has prohibited them from moving beyond the planning phase. Thus, to make a student-run cooperative food business a reality, it will be necessary to obtain financial support for additional research / planning and start-up funding for the enterprise. By focusing our efforts on securing funding, it is much more likely that the project can become actualized. Our best approaches for acquiring start-up funding include grants, donations, and impact investments, which may be obtained through our existing connections with the ASU Foundation. To identify additional funding opportunities, our team should schedule a joint meeting with our three contacts at the ASU Foundation to determine our next steps. Next, I would recommend continuing our efforts to develop stakeholder partnerships to expand support for our project. To ensure that the project adequately represents the diverse perspectives that it seeks to serve, its development must involve a wide array of organizations as project partners. Building this support will also provide more legitimacy to the effort, which may make it easier to obtain administrative support for the food co-op. I would specifically recommend presenting the food co-op as part of a collective solution to advance student food security. By framing the food co-op as an element of a food ecosystem—which also includes the Pitchfork Pantry and the ASU Gardens—this will demonstrate an effort to create synergies between the different food system initiatives at ASU. This strategy could maximize our funding potential –by seeking funding together, as opposed to competing with other ASU food projects— while also presenting a unique strategy for transforming the university food economy. Finally, I would recommend working to strengthen our relationships with other university food co-ops across the U.S. Through my research, I found that there was very limited communication (and virtually no collaboration) between different cooperatives, aside from those located on the same university campus (e.g., UMass Amherst, UNC-Chapel Hill). This lack of communication is partially furthered by the limited available literature on student-run food cooperatives. I found that, oftentimes, the information on these initiatives is either incomplete, outdated, and/or challenging to locate, as there is no national database of student-run food cooperatives. Thus, I recommend that we build upon the connections establish and data collected through the project, as this represents a significant opportunity for national collaboration and the advancement of this sustainability solution. By continuing to stay in contact with these student-run food co-ops, we could work to establish a national consortium of these enterprises, through which we could share resources and best practices for starting/maintaining a student-led cooperative food business. By this network, student entrepreneurs could benefit from others’ experiences, provide mutual support, and establish collective fundraising efforts to advance the development of new student food co-ops. 2021-04-25 Page 10 6. Conclusion The project sought to build the capacity of students and staff to advance food security by establishing a student-run cooperative food business at Arizona State University. Through the creation of an evidence-based enterprise start-up plan and the execution of extensive coalitionbuilding efforts, the project aimed to equip future cooperators with the tools and network needed to actualize a sustainable and accessible food co-op. Through a detailed analysis of the current state and strategies of existing student-led food cooperatives and social enterprises, the project developed a compelling proof of concept for establishing such an initiative at ASU. By sharing this proof of concept (in the form of the enterprise start-up plan) with potential partners and funders, the project aimed to lay a strong foundation for the implementation of an ASU food co-op in the near future. While I did connect with a multitude of potential organizational partners throughout the project, my project partner and I ultimately decided against facilitating a collective stakeholder workshop at this time. Due to the limited project timeline, we decided to focus on developing deeper connections with a smaller coalition that is committed to taking the steps needed to establish a food co-op at ASU. Through multiple conversations with these project partners, we began to establish specific, actionable commitments among a dedicated coalition. As we continue the project in the future, we plan to implement a stakeholder workshop (during Fall 2021) to establish a broader network of support for an ASU food co-op. Delaying the workshop allowed us to conduct multiple one-on-one interviews with potential partners, which resulted in more detailed conversations and discussions of next steps. It also allowed me to dedicate more time to developing the enterprise start-up plan and researching financing strategies, which will be essential to moving the project forward. The project was specifically designed to continue after graduation, with the primary longterm objective being the development of a sustainable, student-run food co-op at ASU. Through its capacity-building and coalition-building efforts, the project sought to aid in the development of a more sustainable and robust food economy at ASU. Thus, while its enterprise start-up plan and its coalition of organizational partners will help to advance the development of the food coop, these efforts can also be leveraged to support the establishment of future student-run food businesses at ASU. This could eventually lead to the development of an on-campus food hub, i.e., an interdependent network of student-run food enterprises that focus on production, processing, retail, and composting. Initial discussions with the SLFEE Lab and the identified organizational partners suggest that the coalition is interested in pursuing this long-term goal, which could be a collective effort to advance food security by increasing access to healthy, affordable food while creating a network of meaningful student jobs. Depending on the project’s ability to obtain start-up funding, this work could present a multitude of opportunities for future student projects. The ASU food co-op has the potential to be the subject of future courses, internships, and culminating experience projects, which could focus on the development, implementation, and evaluation of the enterprise. This could involve assistance in the implementation of the enterprise’s sustainability plan, the completion of a sourcing analysis, or an on-going evaluation of the food co-op’s impact on food security. Moving forward, I will need a team of dedicated, collaborative individuals to bring the project to fruition. 2021-04-25 Page 11 7. Acknowledgements Throughout the development of the project, I have received a great deal of support, assistance, and enthusiasm that have made all of my efforts possible. I would first like to thank my project partner and mentor, Dr. Arnim Wiek, who inspired my passion for businesses that do good. I am deeply grateful for Dr. Wiek’s guidance, his appreciation for systems maps, and his encouragement to strive for transformational change. I would also like to acknowledge the contributions of my organizational partners, whose knowledge and collective support will help to make this project into a reality. I also gratefully acknowledge the contributions of my fellow student cooperators, who generously shared their time and their cooperative experience. 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Appendix A: Comparative Chart of Existing University Food Co-ops Enterprise Name Berkeley Student Food Collective Sonder Market San Diego Food Co-op Affiliated College / University UC Berkeley UNC Chapel Hill Chapel Hill, NC (offcampus, leased market stall from indoor food hub) 2014 UC San Diego Maryland Food University of Collective Maryland People's Market Year Enterpris Founded e Type Berkeley, CA (off-campus, leased university space) Kresge Natural Foods Co-op UC Santa Cruz Mixed Nuts Food Co-op Location San Diego, CA (oncampus, leased university space) Santa Cruz, CA (oncampus, leased university space) 1978 1970s College Park, MD (oncampus, leased university space) 1975 Hamsphire College Amherst, MA (on-campus, leased university space) UMass Amherst Amherst, MA (on-campus, leased university space) 2021-04-25 2010 1972 1973 Grocery Grocery Grocery Grocery Grocery Grocery Grocery Corporate Form Non-profit Non-profit Campusaffiliated student organization (not incorporated) Paid Work? Yes (Mainly volunteer run, some paid student positions) No (Volunteeronly) No (Volunteeronly, had paid employees until 2008) Non-profit No (Volunteeronly) Non-profit Yes (Some paid positions for students and non-student workers, others volunteered for food credits) Campusaffiliated student organization (not incorporated) No (Volunteeronly) Non-profit Yes (All student workerowners are paid) Start-up Funding Strategy Cooperative Governance - Student-run hybrid coop - The co-op has an elected board of directors comprised of fifteen -Grants (incl. coordinator titles, & there $91,000 grant from are elections every Berkeley's Green - Affordable, healthy, semester Initiative Fund) locally-sourced foods - Two non-student voting Donations (campus (grocery & prepared seats are included on the entities, foundations meals) board (Community Board & private donations) - Leadership Member & Alumni Board - Total start-up development & food- Member) to promote funds: $134,000 based education continuity - Crowdfunding - Total start-up funds: $_____ - Supported by the existing Groundworks Bookstore co-op at UCSD - University grants (via student government measures) - University grants (via student government measures) Goods / Services Provided - Affordable, healthy, locally-produced foods (produce, baked goods) - Education on the local food economy - Affordable, healthy, sustainably and ethically-produced foods (produce, prepared foods) - Student-run hyrbid coop - The co-op has an executive team that makes high-level decisions & consumer members can vote in the co-op's decision-making Envi. Sust. Practices Financial Sust. Practices Relationship w/ Institution Challenges / Barriers Faced Operational Status - Co-op membership is not very diverse (in terms of socio-economic status, race / ethnicity) Active (inperson operations paused due to COVID) - Sources its products based on the “Real Food Challenge” guidelines - Reduces food waste by using soon-to-expire produce in prepared meals - “Pay it Forward” voucher donations - Sliding pay scale for prepared goods - Hosts free student and community events related to leadership & education - Financially viable - Supports development of other food co-ops in the Bay Area - Area of Improvement: limited # of paid employees - Located in a building owned by UC Berkeley - Collaborated with UC Berkeley law school to develop business plan / obtain non-profit status - Paid internships are available through campus work study program - BSFC hosts for-credit, student facilitated courses each semester - Sources 100% of produce from local NC farms - Collaborates with local/regional vendors in an off-campus local food hub - Offers free cooking courses for students and the community - Sells memberships on a sliding scale (provides discounts/voting opportunities) - Financially viable - Collaborates with another student-run food cooperative (café) at UNC - Area of Improvement: no paid employees - School-affiliated student organization - Hopes to eventually partner with university to provide work-study positions and supplement - Finding a long-term with volunteer workers location - Prioritizes locally sourced products from local producers & UCSD campus gardens - Hosts free vegan - Offers reusable cup cooking workshops discounts on tea/coffee - "Pay-it-Forward Fund" - Ocean-Friendly (free meal vouchers, Restaurant (OFR) funded through customer certification - donations and sale of Composts food waste at certain items --ex: all campus gardens coffee sales) - Collaborates with other student-run co-ops at UCSD by sharing resources & cohosting events - Areas of Improvement: no paid employees, financial viability= limited due to significant debt - Leases a space from UCSD - Connection w/ Rady School of Management, which aims to strengthen accounting practices and business organization of the co-op - Healthy, locallybased, cruelty-free, organic products (grocery, household goods) - Student-run worker coop More details on governance structure TBD - Student-run worker coop - All core members (who make a year-long commitment to work 6hr/week & attend weekly meetings) must reach a consensus on potential decisions or actions - Healthy, affordable, and vegan-friendly meals - Sourced locallyproduced, organic - Student-run worker co- ingredients op - Made decisions Tracked unsold food on a based on a supermajority waste log - Unpaid volunteers - Recycled / composted could vote on policies if the bulk of its trash they attended 2 out of 3 - Utilized biodegradable weekly meetings utensils - Student-run hybrid coop - The co-op has 9 committeees, which are open for any co-op member to join - Co-op governs based on consensus Social Sust. Practices -Sources from the UCSC Farm Project, the Kresge Organic Garden, and small farmers associated with a program that trains / assists farm workers to own and grow on their own plots (ALBA) - Sources products from local businesses, other cooperatives, and fair trade organizations - Offers incentives for bringing reusable containers for bulk goods / drinks -Offers a community gathering space and educational opportunities -Holds weekly potluck dinners -Invests all profits back into the enterprise - Rents a subsidized location from UCSC - Advocated for food justice, food sovereignty, and social justice through its support of local/national initiatives Hosted weekly open mic nights open to the local community - Offered community potluck dinners w/ leftover ingredients - Was financially viable for 30+ years - Paid its employees above minimum wage - Supported other local cooperatives, contributing to a cooperative economy - Highlighted local farmers / producers - Rented a location oncampus - Rents a location from - Healthy, affordable, Hampshire College socially conscious - Working as a staff food (grocery) - Provides business member at the co-op can - University grants - Student & education and training on fulfill first-year students' (via student community-made cooperatives - Financially viable Campus-Engaged government artwork / crafts sold - Hosts events highlighting - Area of Improvement: Learning requirements measures) on consignment the local food economy no paid employees (20hrs/semester) - Rents a location on- Strives to hire a diverse campus staff of student co- Collaborates w/ the - Sells coffee that is 100% managers -Donates consultants from Center organic and fair trade portion of tips / holds for Student Business - Healthy, affordable - Sources both vegan / fundraisers for social (CSB), which provides snack options that are - Student-run worker co- non-vegan pastries & justice charities - Maintains financial training, support & locally-sourced, op - Decisions are made snacks from local - Provides education viability - Pays student advocacy to student-run organic, and fair trade based on consensus bakeries (events, in-store posters, workers above minimum co-ops - University funds - Education on - The co-managers Sources teas & health social media campaigns) wage - Collaborates with 7 other via allocations from sustainable participate in one of and wellness products on the importance of Operates a part of a student-run businesses at student government purchasing several committees from local vendors sustainable purchasing campus food economy Amherst Page - Lack of consistent volunteers (due to lack of compensation) - Challenges w/ funding, debt, & retaining financial viability - Not recognized by university as an official vendor - Unreliable student volunteers / high turnover due to graduation & lack of monetary compensation - Challenges with volunteers' limited knowledge of how to operate a business - Overreliance on student workers - Lack of managerial knowledge - High employee turnover Competition w/ other university eateries (that accepted dining dollars & labor was subsidized by the university) - Significant debt Active (inperson operations paused due to COVID) Active (inperson operations paused due to COVID) Defunct (closed ___) Defunct (closed 2019) -Challenges securing a long-term location (coop has moved several times) Active - Co-op membership is not very diverse (in terms of socio-economic status, race / ethnicity) Active (inperson operations paused due to COVID) 16 Earthfoods Café Flaming Eggplant Café Rad Dish Café UMass Amherst Evergreen College Temple University Amherst, MA (on-campus, leased university space) Olympia, WA (on-campus, leased university space) Philadelphia, PA (oncampus, leased university space) 1976 2008 2015 Café Café Café Campusaffiliated student organization (not incorporated) Campusaffiliated student organization (not incorporated) Non-profit Yes (All student workerowners are paid) - Student-run worker coop - Student co-managers are responsible for steering / managing decisions, but consult w/ a campus - Low-cost, business consultant healthy, -Decisions are made vegetarian, and based on consensus at vegan meals made mandatory weekly Allwith local ingredients Staff meetings - University funds -Cooperative learning - Co-managers must via allocations from enviroment for participate in 3 of the costudent government student co-managers op's 18 committees - Maintains financial viability - Pays student workers above minimum - Sources a significant wage amount of produce from - Offers a "rice, beans, Operates a part of a the UMass Student and kale" (RBK) option at campus food economy Farming Enterprise, every meal for $5 or less - Sets prices just over which is certified organic - Fundraises for causes breaking-even, with - Composts pre-consumer related to social justice some money being food waste and utilizes - Showcases student art in saved in contingency compostable utensils their venue fund - Student-run worker coop Student workers are responsible for management decisions and are involved in steering-level decisions - The co-op has three appointed advisors (faculty advisor, student activities advisor, & an advisor from a local coop development org.) to develop business strategy - Sources produce from Evergreen's on-campus organic farm - University funds - Sources from 20+ local Yes via student fee - Ethically-sourced, vendors to obtain (All student increase imposed affordable food additional local and workerby student - Education in organic ingredients owners are government cooperative Strives to minimize food paid) ($120,000) development and packaging waste - Sourced both locally (>150mi) and hyper- $70,000 worth of - Healthy, affordable, locally (within Philly) equipment from sustainably- Sourced organic / fair university produced, and locallytrade when it wasn't - Crowdfunding (for sourced possible to source locally start-up inventory / vegan/vegetarian - Utilized 100% labor costs) meals (prepared hot renewable energy (via - $30,000 of start-up foods) - Student-run hybrid co- purchasing wind power) Yes funds from Temple’ - Education on op - All goods had (All student s Office of cooperatives, - 2 membership classes: recyclable / compostable workerSustainability (for sustainable food equity (memberships -packaging & composted owners were start-up inventory + systems, and the $25) & sweat equity (paid food waste at campus paid) labor costs) local food economy student worker-owners) garden - Rents a location oncampus - Collaborates w/ the consultants from Center for Student Business (CSB), which provides training, support & advocacy to student-run co-ops - Collaborates with 7 other student-run businesses at Amherst - Challenges with financial viability (prior to the development of the CSB, which was created as an accountability mechanism) Active (inperson operations paused due to COVID) - Rents a location from Evergreen College - All student-workers are enrolled in year-long hybrid academic program and paid student employment position - The Café is subsidized by student fees - Challenges with finacial viability and significant debt (operated at a loss for 10 years) - Challenges with worklife balance of studentworkers - Challenges with limited business knowledge among student-workers Active -Challenges with financial viability (couldn't maintain low price points while remaining profitable) - Challenges with student worker-owner turnover Defunct (closed 2019) Active - Offers free workshops on food-related topics, cooking demos, community meals, and collaborations with other student / community groups - During COVID, has shifted to take the form of a mutual aid kitchen project in collaboration with Evergreen's Basic Needs Resource Center - Pays student workers above miniumum wage - Collaborates with local producers / organizations to support the development of a just, cooperative economy Holds fundraisers for local / national cooperative development efforts - Hosted free educational events focused on composting and other zero-waste sustainability practices - Received 1 year of free rent from the university - Paid student worker- Offered internships & owners more than indepedent study minimum wage programs in collab. w/ - Supported local CSA Temple's geography program by serving as an department and business on-campus distribution school point - Collaborated w/ student - Supported the orgs., including Students development of a for Environmental Action, sustainable local food Temple Community economy Garden, & Net Impact Student-run Social Enterprises The Meantime Coffee Co. Anabel's Grocery UNC Chapel Hill Chapel Hill, NC (oncampus, leased university space) 2016 Ithica, NY (oncampus, leased university Cornell University space) 2017 2021-04-25 Café Grocery Non-profit Non-profit project (not incorporated) - University grants (from CUBE Social Innovation Incubator & steering committee for campus-wide 'Food Yes for All initiative') (All student - Other funding worker strategies? owners were - Total Start-up paid) Funds: $____ Yes (Mainly volunteer run, some paid student positions) - University grant ($320,000) - University funds via student fee increase imposed by student government ($20,000 annually) - Total Start-up Funds: $ ______ - Sustainably and ethically-sourced coffee, beverages, and locally-made goods - Meaningful employment and education opportunities for student workerowners - Fresh, nutiritious, and affordable groceries Educational programs on healthy and nutritious eating - Student-run social enterprise - Steering: Board of Directors, comprised of both students and professionals from the local area - Managing: Executive team, comprised of students (decisionmaking processes are democratic, and student baristas are included in evey decision) - Student-run social enterprise - No internal hierarchy - More Steering / Managing information TBD - Provides hands-on business experience - Reinvests profits into - Sources from Carrboro student scholarships and Coffee Roasters, a small- grants (currently funds batch artisan roaster UNC's Global Gap Year committed to ethical Fellowship, a year-long sourcing through direct volunteer experience relationships to coffee abroad) farmers - Donates portion of profits -Uses compostable to other community / tableware international causes - Offers free nutrition / cooking classes - Sources produce from - Features recipes / local food distributer (via cooking tips to increase purchase) and campus food literacy farm / hydroponics club - Hosts panels on (via donation) nutrition, food security, - Diverts food waste and farming through partnership with - Offers free community on-campus eateries (via dinners using unsold the sale of any unsold products produce) - Offers a 10% discount to - Offers discounted food-insecure students "imperfect" produce - Serves as a "living - Sells bulk goods w/ learning lab" for social resusable containers entrepreneurship Page - Financially viable - Promotes the development of a sustainable local food economy by sourcing from other student food ventures and local businesses - Rents a space in the UNC Campus Y - Incubated, funded, and mentored by the CUBE Social Innovation Accelerator - Invests profits back into student scholarships at UNC - Challenges with creating a work/life balance among student leaders - Promotes the development of a local food economy Collaborates / sources from local distributors and on-campus eateries (prepared foods) - Non-profit project of Cornell's Center for Transformative Action (CTA), which provides support, mentorship, & consistency - CTA serves as Anabel's insurance holder - Student-workers enroll in a course on the management / operation of a social enterprise -The storefront was designed by Cornell architecture students - Challenges with coordinating student volunteer schedules - Challenges with pricing / buying power (hard to keep costs low when buying small amounts of product) Active 17 10. Appendix B: Vision Table Vision Principles Provides affordable access to healthy, culturally-relevant food Student-workers are compensated and are paid a living wage Vision Elements Description Evidence Transferability Local Plausibility EBT / Double Up Bucks Qualifying customers can puchase products with Make healthy food accessible to food-insecure students food stamps and receive 50% discount on AZ-grown products Berkeley Student Food Collective Directly transferrable AZ has Double-up Food Bucks for AZ-grown produce (SNAP) Sliding price scale Select products are offered for "what you can pay" or Make healthy food accessible to food-insecure students a fixed sliding price scale ($1-5) Generate additional revenue from those who can afford it Berkeley Student Food Collective ($1-5 for meals) Directly transferrable Community Cuisine: weekly "pay as you can" community dinner Voucher donation program Customers who can afford it donate $1-5 to the voucher donation fund; vouchers are offered to students in need Make healthy food accessible to food-insecure students Generate additional revenue from those who can afford it The Berkeley Student Food Collective (donations) UCSD Food Co-op (donations & some sales) Directly transferrable Could collaborate with Pitchfork Pantry to provide donated vouchers directly to food-insecure students Student-workers are paid Student-workers are paid a sustainable living wage Promotes wealth-building / economic security of studentworkers Fi ndoutw h a tth eh our l yw a g es a r ea tEver g r een a ndUMa ss Amh er stcoops Adapted $15.37= Living wage in Maricopa County for a single adult with no dependents Additional employee benefits Student-workers receive product discounts & scholarships Makes products more accessible for student-workers Reduces financial barriers to attending ASU Meantime Coffee Co. (reinvests profits into scholarships) Adapted Could offer scholarships / contribute to existing ASU Student Emergency Funds Student-workers are engaged in steering [%] of elected student-workers are included on the co-op's board of directors OR Board of directors comprised of students with a fulltime non-student advisor Allows student-workers to shape high-level business decisions while ensuring leadership continuity Berkeley Student Food Collective & Flaming Adapted Eggplant (student board of directors w/ full-time nonstudent program director) Local food experts from SLFEE Lab, Sun Produce, LFAZ, etc. could serve on external advisory board Student-workers are responsible for day-to-day management decisions Provides student-workers with educational / leadership opportunities People's Market, Earthfoods Café, Flaming Eggplant Directly transferrable Could consult with ACI / Thrive Consultancy (local) or CoFED / FCI (national) Supports local producers Sources from local producers & on-campus food production intitiatives Supports the development of a local food economy Reduces emissions associated with input transport Sonder Market (local producers), Kresge Natural Foods Co-op (on-campus ag. initiative) Directly transferrable Sun Produce Cooperative, SOO Food Forest, ASU Gardens Support local micro-food businesses Sources value-added goods from local SME food businesses w/ focus on those run by women / POC Supports the development of a local food economy Promotes job creation Provides goods w/ higher price margins Berkeley Student Food Collective, People's Market, Meantime Coffee Co. Directly transferrable ASU Prepped, LFAZ's Fuerza Local, SOO Food Forest Supports suppliers using sustainable practices Sources from suppliers using sustainable agricultural Supports the development of a sustainable food economy (e.g. organic/regenerative) and operational (e.g., Creates a positive social / environmental impact along the LFAZ Green Business Certified) practices co-op's supply chain Berkeley Student Food Collective (Real Food Challenge sourcing guidelines) Directly transferrable Sun Produce Cooperative, SOO Food Forest, ASU Prepped, LFAZ-Certified Green Businesses Serves as a "living laboratory" for experimental education w/ ASU Collaborates w/ ASU departments / organizations to provide hands-on, for-credit learning experiences Expands academic knowledge of cooperative business model / sustainable enterprise / local food economy Berkeley Student Food Collective (course, internships), Flaming Eggplant (academic program) Directly transferrable Category 3 organizations (CGF, WPC, College of Health Innovations, SLFEE, Swette Center, HEALab, etc.) Provides free classes / events for university students & community Collaborates w/ ASU and external organizations to provide free food-related classes, events, and workshops Raises awareness of cooperarative business model / sustainable food systems / local food economy Berkeley Student Food Collective (food justice, cooperatives), Sonder Market (local food economy) Directly transferrable Category 3 organizations (e.g., GIOS, WPC, Swette Center, EOSS, etc.) & Category 4 organizations (e. g., LFAZ, ACI, City of Tempe, etc.) Revenue > costs R > C, ensuring that the co-op is self-sustaining Demonstrates viable business (e.g., to funders) Berkeley Student Food Collective, Maryland Food Collective Directly transferrable Could collaborate with WPC / the Center for Entrepreneurship / E+I for business / accounting assistance Collaborates with other cooperatives Collaborates w/ other co-ops through shared sourcing, marketing, and educational/training. Cooperative principle #6 (cooperation among co-ops) Sonder Market & Meantime Coffee Co. (marketing, sales), Berkeley Student Food Collective (fundraising, advocacy), San Diego Food Co-op (marketing, volunteers) Directly transferrable Sun Produce Cooperative, SOO Food Forest, PFC, Food Conspiracy Co-op, and future on/off campus cooperatives. Supports cooperative development through revolving fund Excess funds are reinvested in the enterprise or in revolving fund for local co-op development Cooperative principle #6 (cooperation among co-ops) Berkeley Student Food Collective (fundraising efforts) Adapted Could collaborate w/ ACI, SOO Food Forest, PFC, Food Conspirachy Co-op to estalish revolving fund for cooperative development (Arizmendi Model) Donates / cooks with soon- 100% of would-be food waste is utilized, donated, or Promotes closed-loop food economy to-be-expired foods, composted by on-campus producers Supports the efforts of local / on-campus food production composts any expired foods Berkeley Student Food Collective (diversion), Outpost Natural Foods Co-op (composting) Adapted Recycled City (composting), Waste Not, ASU Pitchfork Pantry, TCAA (donations) Utilizes 100% renewable energy & energy-efficient technology in its operations Community Food Co-op (solar & renewable energy credits) Adapted APS Green Choice Program Reduces / offsets 100% of GHG emissions, achieves Contributes to solving the climate crisis carbon neutrality (system-wide) Aligns with ASU's carbon neutrality goals PCC Community Markets (net-positive carbon emissions), City Market/Onion River Co-op (green refrigeration practices) Adapted ASU University Sustainability Practices, EPA's GreenChill Partnership Reduces / offsets water consumption & increases efficiency in operations Utilizes multiple water conservation technologies to reduce overall water usage, offsets water use via Water Restoration Certificates Ashland Food Co-op (Water Restoration Certificates), People's Organic Food Market (waterefficient appliances), Sierra Vista Food Co-op (rainwater harvesting) Adapted City of Tempe's water conservation programs, SRP's rebates and civic/environmental grants program Pursues green business certifications Completes local (LFAZ Green Business Certification) Legitimizes sustainability efforts and claims and international (B-Corp) certifications Communicates genuine commitment to sustainability to customers, partners and workers ≥$ 1 5. 50 / h our Student-workers play a key role in the decision-making process Student-workers are engaged in management Sources >75% of products from local producers Sources >75% of products from sustainable producers Serves as a food education hub for university students & Tempe community Remains a financially-viable business Supports the development of a cooperative economy Utilizes environmentallysustainable business practices in operations Reduces / offsets 100% of GHG emissions 2021-04-25 Uses 100% renewable energy efficiently in its operations, either through either on-site prodcution or purchasing programs Justification Reduces CO2 emissions Promotes financial savings in the long term Opportunity for good press and marketing Reduces utility costs Supports the health of AZ watersheds and security of its water resources Isle Food Co-op (certified B-Corp), Rainbow Grocery Adapted Cooperative (certified San Francisco Green Busines), Technicians for Sustainability (local cooperative B-Corp) Page LFAZ Green Business Program Additional consulting w/ SLFEE Lab, Thrive Consultancy, and Technicians for Sustainability 18 11. Appendix C: Vision Systems Map 2021-04-25 Page 19 12. Appendix D: Stakeholder Network Analysis Category 1: ASU Project / Program / Administrative Experience Includes individuals who have experience working with ASU to develop / integrate projects or programs, especially those related to food systems and sustainability. These individuals could support the initial planning phase of the food co-op by providing information on the current state (e.g., barriers / opportunities when integrating new initiatives into ASU). Name Mick Dalrymple Susan Norton Department / Organization Name USP (University Sustainability Practices) USP Position / Title Project Connection Email Address Director Sustainability projects / integration with ASU operations Michael.Dalrymple@asu.edu Program Manager Food sustainability projects, ASU sourcing Susan.Norton@asu.edu Alexander.Davis@asu.edu Alex Davis USP Program Manager Completed ASU STARS 2019-2020 Report on Food and Beverage Purchasing Kendon Jung Zero Waste / Changemaker Program Manager Sustainable operations / zero waste sustainability projects Kendon.Jung@asu.edu Abi Graves SOS Student Engagement Coordinator, CSSI Advisor Supervised multiple sustainability student orgs, including CSSI Abi@asu.edu Ally DeSera Casey Rapacki Riley Bowker Campus Student Sustainability Solutions (CSSI) Executive Director Student-led sustainability projects cssigt19@gmail.com James Rund EOSS (Educational Outreach and Student Services) Senior Vice President Oversees student services on all four ASU campuses james.rund@asu.edu EOSS Associate Vice President of Student Services Oversees student services at the Tempe campus GMONTOYA@asu.edu Lauren Dunning E+I Coordinates all student Senior Program Manager, entrepreneurship Student Outreach & outreach and engagement Engagement activities Lauren.Dunning@asu.edu Krista Hicks O'Brien Aramark Sustainability Manager ASU food sustainability / procurement / Aramark knowledge Hicks-Krista@aramark.com Procurement Associate Director Procurement ASU procurement / food policies Stacie.Malekooti@asu.edu Shannon Beyer Procurement Procurement Coordinator- ASU procurement / SME Strategic Partnerships partnerships Shannon.L.Beyer@asu.edu Patricia Taylor Procurement Supply Chain Systems Manager ASU procurement pltaylor@asu.edu Austin Lautt Procurement Procurement Coordinator ASU procurement Austin.Lautt@asu.edu Georgeana Montoya Stacie Malekooti Category 2: Subject Matter Experts Includes individuals who are experts in certain fields related to the project (e.g., food system sustainability, cooperatives, local food economy, entrepreneurship, etc.). These individuals could support the initial planning phase of the food co-op by sharing knowledge, serving as expert reviewers, and attending the stakeholder workshop. Name Organization Name Title / Position Area(s) of Expertise Christopher Wharton College of Health Solutions, ASU Assistant Dean of Innovation and Strategic Initiatives Sustainable food systems, food waste Christopher.Wharton@asu.edu Kathleen Merrigan Swette Center for Sustainable Food Systems, ASU Executive Director Sustainable food systems, food policy Kathleen.Merrigan@asu.edu Jared Byrne Center for Entrepreneurship, ASU Director Entepreneurship, experiential education Jared.Byrne@asu.edu Vice President Entrepreneurship, publicprivate partnerships, Prepped jimi.choi@asu.edu Professor Food insecurity, public health nutrition interventions Instructor Sustainable food systems, social entrepreneurship, ASU Prepped program natalie.r.morris@asu.edu Ji Mi Choi Meg Bruening E+I College of Health Solutions, ASU Email Meg.Bruening@asu.edu Natalie Rachel Morris College of Health Solutions, ASU Hallie Eakin School of Sustainability, ASU Professor Sustainable food systems, Aramark/ASU sourcing knowledge? Hallie.Eakin@asu.edu George Basile School of Sustainability, ASU Professor Sustainability and enterprise, alternative enterprise models George.Basile@asu.edu Nicole Darnall College of Global Futures, ASU Associate Dean of Faculty Success and Strategic Partnerships Sustainable purchasing / procurement ndarnall@asu.edu Nigel Forrest SLFEE Lab, ASU Lab Manager Cooperative development nforrest@asu.edu Cindy Gentry Helene Tack Sun Produce Cooperative Board Member Cooperatives, sustainable food systems cgentry2@cox.net Local First Arizona Sustainability Liasion Business development, local food economies helene@localfirstaz.com samantha@localfirstaz.com nick@localfirstaz.com Samantha Zah Local First Arizona Rural Food & Sustainability Manager Food system sustainability, local food economies Nick Shivka Local First Arizona Sustainability Program Manager Local food economies, food entrepreneurship 2021-04-25 Page 20 -City Manager's Office, City of Phoenix Maricopa County Food System Coalition Environmental Programs Coordinator Food systems programs, brownfields development rosanne.albright@phoenix.gov Joseph Russell Community and Economic Development Department, City of Phoenix Program Manager, Circular Economy and Food System Entrepreneurship & Innovation Circular economies, food entrepreneurship, and business development joseph.rossell@phoenix.gov Richard Starling Arizona Cooperative Initiative Founder, Executive Director Cooperatives, community land trusts azcoopinitiative@gmail.com Kristen Farney Phoenix Food Co-op Founder, Board Member Food cooperatives Rosanne Albright kmfarney@gmail.com Category 3: ASU Organizations / Departments Includes ASU-affiliated organizations / departments that could serve as partners during the development / implementation phases of the food coop. Representatives of these organizations could also participate in the stakeholder workshop. Contact Name Organization Name Mission / Connection Email Address Link SLFEE Lab The SLFEE lab supports and advances sustainable local food economies and enterprises through solution-oriented research in collaboration with local stakeholders and international researchers. arnim.wiek@asu.edu https://web.asu.edu/slfee Health Entrepreneurship and Accelerator Lab (HEALab) An accelerator focused on health and health care solutions, HEALab serves to provide an array of resources for innovators who are interested in bringing their health-related business ventures to market. rick.hall@asu.edu https://entrepreneurship.asu. edu/entrepreneurship-innovationhealab Kathleen Merrigan Executive Director Swette Center for Food System Sustainability Taking a holistic approach in research and policy design, the Swette Center develops innovative ideas and solutions to the many challenges of current food systems. Kathleen.Merrigan@asu.edu https://sustainability-innovation. asu.edu/food/ Jared Byrne Director Center for Entrepreneurship A center focused on providing workshops, expert mentoring, new venture competitions, and other curricular and extra-curricular events that expose students to the Business of Entrepreneurship. Jared.Byrne@asu.edu https://wpcarey.asu. edu/people/directory/entrepreneu rship Arnim Wiek Lab Director Rick Hall Lab Director E+I serves as the connecting and collaborating Enterprise + resource for entrepreneurs across ASU and the Ji Mi Choi Entrepreneurship (E + I) greater Phoenix community, as well as a national and Associate Vice President Institute international resource. jimi.choi@asu.edu https://entrepreneurship.asu.edu James Rund Senior Vice President EOSS provides the ASU student community with support services, involvement opportunities and a rich Educational Outreach & Sun Devil experience to help them achieve their Student Services personal and academic goals. james.rund@asu.edu https://eoss.asu.edu Mick Dalrymple Director University Sustainability Practices is the in-house sustainability consulting service at Arizona State University. We envision, lead, facilitate, communicate, University Sustainability and celebrate projects and achievements to reach Practices ASU’s ambitious sustainability goals. Mick.Dalrymple@asu.edu https://cfo.asu.edu/sustainability Alicia Marseille Interim Deputy Director Alana Levine Director Ji Mi Choi Vice President Kent Moody Instructional Kitchen Coordinator 2021-04-25 Walton Sustainability Solutions Service As a sustainability consultancy, a progression of the traditional cooperative extension service model, WSSS will co-create solutions-based projects with faculty, students and external partners. Alicia.Marseille@asu.edu Zero Waste Department Zero Waste department aims to create and implement programs to reach the university's circular resources goal and strengthen overall institutional sustainability by designing lasting, universal models in sustainable solid-waste management. Alana.Levine@asu.edu Prepped Prepped is a free, food business program for ventures owned by women and underrepresented minorities. We offer immersive training in early-stage food business development including sustainable business operations. jimi.choi@asu.edu ASU Kitchen Café Kitchen Café is a not-for-profit eatery that trains nutrition students enrolled in the Management of Food Service Systems course in the College of Health Solutions. Kenneth.Moody@asu.edu Venture Devils Venture Devils serves all ASU-affiliated founders who are committed to commercializing an impactful new technology or product by growing a for-profit, morethan-profit, or non-profit enterprise venturedevils@asu.edu https://entrepreneurship.asu. edu/launch/venture-devils College of Global Futures (CGF) The College of Global Futures could support the food co-op in the future by 1) offering studio/workshop classes (could be cross-listed as SOS/SFS/WPC) related to sustainable enterprise that use the co-op as an educational tool, 2) hosting events/speakers on cooperative development / food system sustainability at the co-op, 3) connecting faculty / students / interns / volunteers with the co-op to complete a sustainability assessment, 4) advertising employment opportunities within the co-op, 5) conducting studies on the co-op's impact on the local food system, and 6) serving as a "home" for the co-op (if it is integrated within ASU) --> if this were the case/funding was available, the CGFcould possibly create studentworker positions for the co-op employees). http://collegeofglobalfutures.asu. edu https://cfo.asu.edu/zerowaste https://chs.asu. edu/students/kitchen-cafe Page 21 W.P. Carey School of Business WPC could support the food co-op in the future by 1) offering classes on alternative enterprises/local economy/student entrepreneurship that use the co-op as an educational tool, 2) hosting events/speakers on student entrepreneurship / food businesses / sustainable enterprise, 3) advertising employment opportunities wihthin the co-op, and 4) connecting faculty / student entrepreneurship mentees / interns / volunteers with the co-op to do the following: a) conducting an initial market analysis/create marketing, b) conducting a supply chain assessment of local food economy / assessing the impact of the co-op, and c) supporting the co-op w/ business data analytics/ accounting expertise). Mary Lou Fulton Teachers College The College of Health Innovations could support the food co-op in the future by 1) hosting events/free classes on nutrition (as a strategy for preventative care) / healthy eating on a budget at the co-op, 2) connecting faculty / students / volunteers with the coop to create a menu w/ nutrition info for any prepared foods, 3) utilizing the co-op as a learning tool for classes / the HEALab as an example of a preventative healthcare solution, 4) facilitating collaboration b/w the co-op and its Kitchen Cafe, 5) conducting studies on food security pre/post co-op to assess its impact, 5) conducting studies on food choice / decision making in a food co-op setting, and 6) conducting studies to determine if co-op is equitably meeting needs of vulnerable students. The Teachers College could support the food co-op in the future by 1) hosting events/speakers on equity & education / the impacts of nutrition (or basic needs insecurity) on education at the co-op, 2) offering classes on sustainability education / experiential education that use the co-op as a learning tool, 3) advertising employment opportunities at the co-op, and 4) conducting studies on the impacts of "learning laboratories" / experiential education / environmental education with the co-op as its focus. Herberger Institute for Design and the Arts The Herberger Institute could support the co-op in the future by 1) hosting events/speakers on the intersection of food and design at the co-op, 2) using the co-op as an exhibition space to showcase student artists, 3) connecting faculty / students / volunteers with the co-op to do the following: a) creating marketing / promotional materials, b) designing a menu, c) interior design of the co-op Edson College of Nursing and Health Innovations https://wpcarey.asu.edu https://nursingandhealth.asu.edu https://education.asu.edu https://herbergerinstitute.asu. edu/about Category 4: Non-ASU Organizations Includes external organizations that could serve as partners during the development / implementation phases of the food co-op. Representatives of these organizations could also participate in the stakeholder workshop. Contact Name Organization Name Mission / Connection Local First Arizona LFAZ supports, promotes and advocates for a strong local business community and raise public awareness of the economic and cultural benefits provided by strong local economies. kimber@localfirstaz.com https://www.localfirstaz.com Richard Starling Director Arizona Cooperative Initiative With the goal of building a statewide inclusive, cooperative community in Arizona, ACI is an umbrella group that provicdes access to information, resources, and services that educate about cooperatives and help in their development and operation. rstarling29@aol.com https://azcoopinitiative.coop Gina Lacagnina Maricopa County Food System Coalition (MarCo) MarCo is a voluntary community organization with the mission of supporting and growing a food system that is healthy, equitable, sustainable, and thriving. Gina.Lacagnina@Maricopa.Gov https://marcofoodcoalition.org Arizona Partnership for Healthy Communities (APHC) APHC is a statewide collaboration of 30+ nonprofits, foundations, businesses, and government agencies that seek to create an Arizona where all communities are healthy places to live. In collaboration with Vitalyst, APHC offers a "Live Well AZ" incubator that supports teams building their way to communitydriven collaboration to address place-based health and well-being. Kimber Lanning Executive Director Serena Unrein Director Suzanne Pfister President and CEO Vitalyst Health Foundation Email Address Link serena@arizonahealthycommunities http://arizonahealthycommunities. .org org/programs/ Vitalyst seeks to connect, support, and inform efforts to improve the health of individuals and communities in Arizona by providing technical assistance, fiscal sponsorship, and grants. spfister@vitalysthealth.org http://vitalysthealth.org jason.franz@asu.edu https://tempeaction.org Elyse Guidas Executive Director Activate Food Arizona Activate Food Arizona is a non-profit “Do Tank” that develops and deploys innovative solutions to food system challenges to help communities improve their access to healthy, affordable food. Jason Franz Board Member Tempe Community Action Agency Tempe Community Action Agency's mission is to foster dignity and self-reliance in the economically vulnerable within the communities we serve. Clark Park / Escalante Community Gardens Resulting from neighborhood-led efforts to increase food access in areas identified as food deserts, these two build community through the production of high quality, organic fruits and vegetables. juliann.vitullo@asu.edu https://tempeaction.org/what-wedo/community-gardens/ Sun Produce Cooperative SPC seeks to create viable alternative distribution streams for Arizona’s smaller-scale producers, reduce barriers to market entry, gain economies of scale through its aggregate size, and leverage cooperative branding and marketing and supply purchasing efforts, while creating demand for and expanded access to fresh in-season local food. https://www.sunproducecoop.org Juliann Vitullo Morgan Winburn Cindy Gentry 2021-04-25 cgentry2@cox.net Page 22 Yolanda Soto Board President Gabe Gardner Director of Food Programs Kate Thoene Executive Director Braden Kay Rosanne Albright Kristen Farney Kevin Hendricks President Borderlands Produce Rescue Borderlands distributes rescued produce through four main programs. With these programs, they are able to “recycle” over 32 million pounds of fresh produce annually. yolanda_soto@hotmail.com http://www. borderlandsproducerescue.org Fuerza Local The LFAZ Community Kitchen blends food, community, and entrepreneurship to advance a healthy and engaged local food community that includes kids cooking classes, ServSafe certification, gardening, and food business incubation. gabe@localfirstaz.com https://www.localfirstaz. com/community-kitchen Recycled City R.City is a full-circle service in the Phoenix Valley that makes it easy to turn your food waste back into farmland. R.City is returning nutrients to the soil and using it to grow fresh, local, chemical-free produce. info@recycledcity.com https://recycledcity.com Waste Not Through innovative partnerships with Valley businesses and other nonprofit organizations, Waste Not rescues perishable food before it goes to waste and gets it to those in need. https://www.wastenotaz.org City of Tempe The City of Tempe could support the co-op by 1) providing funding (grants/loans/subsidized rent), 2) hosting community events at the co-op (e.g., classes, meetings, etc.), 3) helping to advertise the co-op (as a sustainable local business), and 4) creating policies that support the development of the co-op (e.g., related to funding, zoning, etc.). --> This could build on the outcomes of the SFE project on the role of cities in sustainable food economies. braden_kay@tempe.gov City of Phoenix The City of Phoenix could support the co-op by 1) providing funding (grants/loans/subsidized rent), 2) helping to advertise the co-op (as a sustainable local business), and 3) creating policies that support the development of the co-op (e.g., related to funding, zoning, etc.). rosanne.albright@phoenix.gov Phoenix Food Co-op The Phoenix Food Co-op could support the co-op by 1) partnering (re: Arizmendi model), 2) sourcing / purchasing together, and 3) supporting the co-op via fundraising for cooperative development. kmfarney@gmail.com https://phxfood.coop Food Conspiracy Cooperative The Food Conspiracy Cooperative could support the co-op by 1) partnering (re: Arizmendi model), 2) supporting the co-op via fundraising for cooperative development, and 3) serving as a mentor. board@foodconspiracy.coop https://foodconspiracy.coop kate@wastenotaz.org Category 5: ASU Student Organizations Roxanna Lopez Quintero Maureen McCoy (Advisor) Hayden Krug Karen Geiger (Advisor) Nomith Murari Cassandra Saenz (Advisor) Email Address Link Food for Change Educate and empower ASU students to engage in all aspects of the local food system. foodforchangeasu@gmail.com jonahivy1998@gmail.com fcraik@asu.edu lauren.kuby@asu.edu https://asu.campuslabs. com/engage/organization/foodfor change Social Justice Club Facilitate connections with local and global activist movements to facilitate research, intern opportunities, keirien.taylor@asu.edu and promote social change. murphy.erfani@asu.edu Pitchfork Pantry Combat hunger and food insecurity at ASU by providing direct services such as food relief and education on drivers of food insecurity. asupitchforkpantry@gmail.com rlopez75@asu.edu MAUREEN. MASON@asu.edu https://asu.campuslabs. com/engage/organization/pitchfor k-pantry The M&G Initiative Advance food security by facilitating the donation of food purchased by ASU students with leftover M&G dollars. haydenek00@gmail.com karen. geiger@asu.edu https://asu.campuslabs. com/engage/organization/mginitia tive nomith@azmicrocredit.org cassandra.saenz@asu.edu https://asu.campuslabs. com/engage/organization/arizona -microcredit-initiative https://asu.campuslabs. com/engage/organization/conscio us-capitalism Arizona Microcredit Initiative Empower underserved entrepreneurs to start or expand businesses through business instruction, consulting services and microloans. julie. https://asu.campuslabs. com/engage/organization/socialjustice-club Hannah Jerdonek Elizabeth Castillo (Advisor) Conscious Capitalism Educate students on the principles of Conscious Capitalism so that, upon their return to the workforce, they will positively impact all of their company’s hannah.jerdonek@asu.edu stakeholders. eac@asu.edu Briana Nowak Kevin Dooley (Advisor) Net Impact ASU Graduate Chapter Improve the world by growing and strengthening a network of leaders who use the power of business to make a positive net social, environmental, and economic impact. Briana.nowak@asu.edu Kevin. dooley@asu.edu https://asu.campuslabs. com/engage/organization/netimpact-asu-graduate-chapter Megan Lynch Jeffrey Kingsbury (Advisor) Arizona Global Health Project - ASU Downtown Phoenix Chapter (AZGHP-ASU) Advance understanding of difficulties involving global and local Issues, through active education of our community, and ourselves as well as through public service. azghp.asu@gmail.com malynch7@asu.edu jkingsbury@asu.edu https://asu.campuslabs. com/engage/organization/azghpasudpc Dana Rasmussen Rick Hall (Advisor) Health Entrepreneurship and Innovation Club Promote entrepreneurship and innovation with students through a variety of practices and activities that will stimulate ideas and bring creative and out-of- dmrasmus@asu.edu the-box solutions related to health innovation. hall@asu.edu Rachel Fisher Liz Harrell (Advisor) Student Health Outreach for Wellness (SHOW) Provide opportunities for an interprofessional team of volunteers from the three Arizona universities to showazgeneral@gmail.com provide holistic, client-centered health care for rfisher8@asu.edu vulnerable populations in our community. lizharrell@asu.edu https://asu.campuslabs. com/engage/organization/student -health-outreach-for-wellness Student Nutrition Council Encourage students to make balanced and healthy life decisions and giving back to the community through volunteer opportunities, education, and health promotion. https://asu.campuslabs. com/engage/organization/student -nutrition-council Diana Stabile Traci Grgich (Advisor) 2021-04-25 rick. asu.sncdowntown@gmail.com dnstabil@asu.edu traci. grgich@asu.edu https://asu.campuslabs. com/engage/organization/healthentrepreneurship-and-innovation Page HUNGER RELIEF Keirien Taylor Julie Murphy Erfani (Advisor) Mission BUSINESS SUSTAINABIILTY Jonah Ivy Frances Craik Lauren Kuby (Advisor) Organization Name NUTRITION / HEALTH Contact Name FOOD JUSTICE / SOCIAL JUSTICE Includes student-run organizations that could support the initial planning phase of the food co-op by attending focus groups and the stakeholder workshop. 23 NUTRITION / HEA Promote agricultural literacy, engage in legislative efforts, and initiate opportunities for members to further their agricultural knowledge. aggiesatasu@gmail.com cdecker7@asu.edu manfredo@asu.edu https://asu.campuslabs. com/engage/organization/aggies atasu Bailey Marie Roden Mark Manfredo (Advisor) Business of Food Promote healthy and concious consumers of food products by educating members on the journey of food from farm to plate. broden1@asu.edu manfredo@asu.edu https://asu.campuslabs. com/engage/organization/busines s-of-food Katherine Fuller Carola Grebitus (Advisor) Morrison School of Agribusiness Graduate Student Organization Serve as the official instrument through which the Morrison PhD students may further their collective interests. kramir28@asu.edu grebitus@asu.edu carola. https://asu.campuslabs. com/engage/organization/morriso n-school-of-agribusiness Jenifer Meller Christina Shepard (Advisor) Cultivate (Downtown Campus Garden Club) Expand students' knowledge of gardening, farm to table practices and the use of plants as food, while providing opportunities to participate in community service activities. jmeller@asu.edu shepard@asu.edu tina. https://asu.campuslabs. com/engage/organization/cultivat e-downtown-garden-club-at-asu Brandon Samuel Deborah Thirkhill (Advisor) Gardens at ASU Empower students with the education, resources, and gardensatasu@gmail.com support necessary to successfully garden and live brsamuel@asu.edu more sustainable lifestyles. dthirkhi@asu.edu https://asu.campuslabs. com/engage/organization/garden s-at-asu Veg Out Facilitate discussion surrounding the ethical, environmental, health, and culinary aspects of vegan eating and living. https://asu.campuslabs. com/engage/organization/veg-out Riley Bowker Abi Graves CSSI Promote campus sustainability by facilitating student- cssigt19@gmail.com run projects, volunteer opportunities, events, projects, rsbowker@asu.edu and sustainability meetings on campus. abi@asu.edu https://asu.campuslabs. com/engage/organization/campu s-student-sustainability-initiatives Ashley Weisman Meghan Herrick (Advisor) Green Light Solutions Advance students' education through consulting projects that provide hands-on opportunities to apply sustainability knowledge. glsolutionsasu@gmail.com Ashley@GLSolutions.org Meghan. Herrick@asu.edu https://asu.campuslabs. com/engage/organization/greenli ght-solutions Cecilia Knaggs Abi Graves (Advisor) Sustainability Alliance @ASU (SAASU) Facilitate collaboration across student organizations interested in social, economic, and environmental issues to advance a culture of sustainability across ASU. SustainableSunDevils@gmail.com cknaggs1@asu.edu abi@asu.edu https://asu.campuslabs. com/engage/organization/sustain ability-alliance-asu Ivanna Caspeta Sharon J. Hall (Advisor) Nature @ASU Connect, unite, and empower environmentallyminded students at ASU in an interdisciplinary coalition. iscaspet@asu.edu sharonjhall@asu.edu https://asu.campuslabs. com/engage/organization/natureat-asu Maddie Kelly Lexis Townsend (Advisor) Doing Resourceful Outdoor Projects (DROP) Coordinate monthly volunteer events for ASU students to support initiatives relating to nature, wildlife, environmental, and sustainability. mckell12@asu.edu lexy@asu.edu https://asu.campuslabs. com/engage/organization/dropsu sclub Macie Foutz Bridge the Gap Provide students with service opportunities that focus mmfoutz@asu.edu on assisting Arizonans living in extreme poverty. ajhutch5@asu.edu https://asu.campuslabs. com/engage/organization/bridget hegap Christi Whaley Vicki Asato (Advisor) Provide students with service opportunities that benefit people who are materially poor or in need in HOPE worldwide at ASU the Phoenix area. . Andrew Ellingsen R. Scott Livengood (Advisor) Project Outreach ASU Ryan Gard Lara Klinkner (Advisor) Ivan Quintana Veronica Gutierrez (Advisor) Katherine M Poe Lisa Barca (Advisor) Jay Romero Teresa Panneton Riley Macias Mary Dawes (Advisor) 2021-04-25 kmpoe2@asu.edu lbarca@asu.edu crwhaley@asu.edu asato@asu.edu https://asu.campuslabs. com/engage/organization/hopeworldwide-at-asu Serve the people of Tempe and the surrounding communities through care packages and outreach service projects. aaelling@asu.edu livengood@asu.edu https://asu.campuslabs. com/engage/organization/project outreachasu Student United Way at ASU Support the local Valley of the Sun United Way's efforts to end hunger and homelessness and help kids succeed in Maricopa County. ryan.gard@asu.edu laraklinkner@asu.edu https://asu.campuslabs. com/engage/organization/student -united-way Advocates for Education Promote students' profesisonal development and raise awareness of educational inequity. irquinta@asu.edu Veronica. Gutierrez@asu.edu https://asu.campuslabs. com/engage/organization/advoca tes-for-education Champions of Hope Empower future educators with the tools and background necessary to serve students with underprivileged backgrounds who therefore face structural factors affecting their learning. jdromer5@asu.edu teresa. panneton@asu.edu https://asu.campuslabs. com/engage/organization/champi onsofhope Eunoia at ASU Promote the UN Sustainable Development Goal 3 (good health and well-being) and 4 (quality education) by discussing accessibility and affordability for all students in higher education and seeking to pursue higher education. eunoia.asu@gmail.com rgmacia2@asu.edu medawes@asu.edu https://asu.campuslabs. com/engage/organization/eunoia Page FOOD / GARDEN Cameron Decker Mark Manfredo (Advisor) Aggies at ASU kristin. GENERAL SUSTAINABILITY swilli90@asu.edu hoffner@asu.edu AGRICULTURE https://asu.campuslabs. com/engage/organization/nutritio n-and-health-awareness-club Promote healthy habits and teach about wellness to children in elementary schools. SERVICE / POVERTY ALLEVIATION Nutrition and Health Awareness Club EDUCATION / EDUCATION EQUALITY Susanna Williams Kristin Hoffner (Advisor) 24 13. Appendix E: Business Profile KEY FEATURES Name ASU Food Co-op Goal/Identity Viable business that provides affordable access to healthy, locally-produced foods while providing empowering employment & educational opportunities. Location Tempe, Arizona State University (or nearby) Infrastructures Full-service grocery retail outlet; demonstration kitchen; education space Products & Services Fresh produce, grocery staples, dairy, frozen foods, bulk foods, prepared meals, drinks, household goods Educational offerings (courses, events) Workforce 10-15 part-time student worker-owners (2030) Revenue TBD Corporate Form Cooperative Benefit Corporation MARKET ANALYSIS Problem Lack of healthy, affordable food, jobs, food literacy Customers ASU students / staff / faculty, community members, anchor institutions Competitors Supermarkets, ASU dining services (POD Markets) Competitive Advantage Fresh, nutritious, local, affordable foods that are not sold on-campus Flexible, high-quality educational offerings MARKETING STRATEGY Sales Channels Grocery retail outlet, CSA farm bags, event catering Activities Partnerships, on-site events, social media campaigns MANAGEMENT Business Development Team Madeline Mercer (coordination, partnerships), Arnim Wiek (sustainable business training), Maureen McCoy (recruitment, education), Susan Norton (internal sourcing), Cindy Gentry (external sourcing), others (TBD)… Key Partnerships Sustainable Food Economies Lab (Strategic planning, training) Pitchfork Pantry, ASU Gardens (Strategic planning, recruitment – employees) Local First Arizona (Training, recruitment – sourcing) Swette Center (Research, funding, education) Sun Produce Co-op, Opportunities Food Forest (Sourcing) Anchor organizations (Arizona State University, City of Tempe, etc.) KEY START-UP ACTIVITIES 05/21 – 12/21 Establishing partnerships, incorporation, securing a location (& permits) 01/22 – 07/22 Construction, recruitment and training of student worker-owners (10-15) 08/22 – 12/22 Store opening, first educational offerings 2021-04-25 Page 25