Real food, real jobs, real results

Real Food Real Jobs

Real Results

Food Economy Case Studies from Across

the Northeast

!

Founded in 1990, KK&P is the nation’s leading problem-solver for food-related enterprises, programs and policies.

We don’t just innovate food systems. We drive sustainable growth.

Good food is good business.

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Food System Planning •  Business plans •  Mapping and data visualization •  Funding strategies

Supply Chain Strategies •  Strategic and sustainable

sourcing •  Local food procurement •  Retooling retail and

manufacturing

Business & Program Development •  Concept development •  Market assessment and

feasibility studies •  Strategic planning

Stakeholder Engagement •  Partner identification •  Network development •  Facilitation

Recruiting & Performance Management •  Organizational assessment •  Full-service recruitment •  Performance Management

and team development

Education & Events •  Convening design and

execution •  Experiential learning •  Curriculum and educational

program development

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CASE STUDY: RHODE ISLAND

Food Planning at the State and Municipal Level

Know where you are to get where you’re going…

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•  Who are RI eaters?

•  Where do Rhode Islanders get their food?

•  What do Rhode Islanders eat?

•  What health outcomes relate to the food system?

•  What foods are produced and harvested in RI?

•  What is the nature of RI’s food processing and distribution sectors?

•  What is the economic contribution of food and agriculture in RI?

•  How is food waste handled?

•  What is the relationship between agriculture and the environment in RI?

•  How safe is the food system?

RI STATE FOOD SYSTEM ASSESSMENT

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Findings delivered to the state’s first

Director of Food Strategy to inform the first

state food plan


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175,000 RI people/month depend on

SNAP

60,000 RI people/month depend on

emergency food

Improved public health as a foundation for economic growth, and economic growth as a foundation for improved public health

RI’s poverty rate has increased as the nation’s has

decreased


Leverage Points

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6

7

8

“Local food experiences change the way people eat

9 All data for PUBLIC HEALTH INDICATORS are from the Centers for Disease Control and Prevention.

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The ways that food contributes to healthy communities and economies are magnified when food is grown, harvested, or made in RI

10% of RI agriculture sales are direct to

consumer

75% of RI residents

shop at farmers’ markets

75% of RI farms report

<$20,000/yr in sales

77% of RI residents are

willing to pay more for local food

Yet…


Leverage Points

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Rhode Island

Washington County

1,243 farms2,055 farm operators

1,869 farm workers$19.9 million in farm payroll

$59.7 million worth of farm products sold

Bristol County Kent County42 farms66 farm workers56 farm operators$638,000 in farm payroll$2.7 million worth of farm products sold

126 farms146 farm workers187 farm operators$2.1 million in farm payroll$4.4 million worth of farm products sold

Newport County Providence County

214 farms591 farm workers370 farm operators$5.8 million in farm payroll$14.6 million worth of farm products sold

425 farms443 farm workers$3.4 million in farm payroll721 farm operators$14.1 million worth of farm products sold

436 farms623 farm workers$7.9 million in farm payroll721 farm operators$23.9 million worth of farm products sold

Farm Economy and Jobs in Rhode Island

State and county outlines are not drawn to scale

The data source for NON-FARM FOOD SYSTEM ECONOMY AND JOBS IN RHODE ISLAND (following page) is the U.S. Bureau of Labor Statistics Quarterly Census of Employment and Wages (QCEW), 2014 Annual Averages. This table includes data from food-related 4-digit NAICS sectors (see Methodology section for more detail, including a list of sectors). Data is sometimes suppressed by sector for privacy reasons. This table includes all non-suppressed sector data, but because of data suppression, does not provide a complete picture of all food-related establishments and employment. Due to differences in methodology, sector definitions, and data vintage, these figures may be inconsistent with similar figures from different data sources included elsewhere in this assessment. For example, the QCEW counts 2,302 restaurants in the state, while the USDA Food Environment Atlas and the RI Department of Health list different numbers.

The data source for FARM ECONOMY AND JOBS IN RHODE ISLAND is the U.S. Department of Agriculture 2012 Census of Agriculture. Elsewhere in this assessment, a 2012 economic impact study by the Department of Environmental and Natural Resource Economics at URI describes a significantly higher value of agricultural product in Rhode Island.

RI agriculture is valued at $240

million

2,000 farmer/farm family operators

+ 2,563 jobs

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Rhode Island

Bristol County

Kent County

Newport County

Providence County

Washington County

Non-Farm Food System Economy and Jobs in Rhode Island

State and county outlines are not drawn to scale. See footnote on preceding page for additional details on this table.

SectorRestaurants

Grocery storesGrocery and related product wholesalers

Special food servicesBakeries and tortilla manufacturing

Other food manufacturingSpecialty food stores

Animal slaughtering and processingDairy product manufacturing

FishingFruit and vegetable preserving and specialty

Support activities for animal production

# of Employees36,6159,6532,2822,9961,582

624990434189

773528

Total Annual Wages$611,241,958

$216,359,558$142,657,505$66,333,952$43,204,924$22,474,525

$20,908,823$18,269,602

$7,047,207$5,039,979

$823,490$647,182

# of Establishments2302

35816220710322

12611

1327

714

Average Annual Pay$16,694$22,414

$62,503$22,141

$27,303$36,007

$21,125$42,104

$37,254$65,596$23,869$23,183

SectorGrocery stores

Food manufacturingGrocery and related product wholesalers

# of Employees342137

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Total Annual Wages$7,522,549$4,589,408

$336,643


103

Average Annual Pay$22,028$33,499$34,527

Food manufacturing is a higher-level (3-digit) NAICS sector. Wage data is suppressed for its subsectors, but they include Seafood product preparation and packaging (4 establishments), Bakeries and tortilla manufacturing (4 establishments), Fruit and vegetable preserving and specialty (one establishment) and Other food manufacturing (one establishment). Bristol County also includes 100 restaurants, also with wage data suppressed.

SectorRestaurants


Special food servicesSpecialty food stores

Bakeries and tortilla manufacturingSugar and confectionery product manufacturing

# of Employees6,9311,505

2135861909936


$32,266,033$15,320,983$10,973,460

$3,373,152$1,621,262$663,555


38233616104

Average Annual Pay$16,040$21,439$71,958$18,739$17,715

$16,390$18,692

SectorRestaurants

Grocery storesSpecial food services

Grocery and related product wholesalersSpecialty food stores

Bakeries and tortilla manufacturingFishing

# of Employees4,276

82062166875417


$18,315,683$14,162,912$4,192,754$1,724,803

$835,221$549,988


33281415911

Average Annual Pay$19,493

$22,350$22,816

$63,849$19,921$15,491

$32,835

SectorRestaurants

Grocery and related product wholesalersGrocery stores

Bakeries and tortilla manufacturingSpecial food services

Other food manufacturingAnimal slaughtering and processing

Dairy product manufacturingFruit and vegetable preserving and specialty

Grain and oilseed milling

# of Employees 18,553

1,633 979

1,270 1,527

547 403 140

31 8


$103,747,107$79,832,179

$37,445,468$34,353,610

$20,093,854$16,855,037

$4,821,836$639,581$133,798

# of Establishments 1,213

74 220

70 108

18 9 9 4 3


$63,528$81,552

$29,485$22,495$36,729$41,876

$34,503$20,521$17,081

SectorRestaurants


Seafood product preparation and packagingFishing

Specialty food storesSpecial food services

Bakeries and tortilla manufacturing

# of Employees5,3201,629

22312059

138117115

Total Annual Wages$89,621,968$37,423,360$10,455,724

$7,385,681$4,477,691

$3,516,939$2,857,703$2,409,457


4526

412131610


$22,974$46,887

$61,419$75,893$25,531

$24,530$20,982

7,000+ businesses and 65,000 jobs

comprise the RI food system

91 million lbs of seafood harvested

driving a billion dollar industry

10,000+ jobs

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Providing supports & eliminating obstacles


¤  Ensure that farm and food businesses have access to capital, technical assistance, and support services for growth

¤  Positioning policy and planning to support the food system:

¤  Regional planning as a new kind of infrastructure

¤  Land use policy and planning serve the food system

¤  Simplifying food safety regulation

Opportunity: Align state with local and regional plans

Leverage Points

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REGIONAL PLANNING

New England Food Vision

REGIONAL PLANNING

New England Food Vision

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Needs Assessment

Three-year plan

Full food systems approach

FOOD PLANNING AT THE MUNICIPAL LEVEL

A Plan for Improving Food Access in Woonsocket, RI

Client: Woonsocket Health Equity Zone

food access working group

Interview and Focus Group Findings

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•  The city is disproportionately home to a population that lives in, or at the edge of, poverty

•  With one grocery store in city limits, fresh produce is hard to come by and is often perceived to be unaffordable.

•  Improved coordination and marketing of resources and services, and more formalized collaboration, would maximize impact.

•  Improving access to information and skills around healthy food is seen as a key component to improving community health.

•  Economic development related to food is seen as a significant opportunity for the city

•  Food access as one piece of a larger issue: vibrancy, economic opportunity, and sense of community in Woonsocket

•  A hunger exists for a place to gather around food—activities for youth, general supportive counseling, food activities and healthy food available, satisfying ways to engage with a project or work (for people of all ages) and see it through


Where people get food

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98% of respondents do their primary grocery shopping at the major chain supermarkets in and around the city •  farmers’ market, food pantries, and family and friends were the three

most common alternate methods of food access.

74.5% reported using some type of food assistance program

“I’d go to the food pantry before I’d go to the corner

store [to buy food].”


Transportation

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0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

18-24 25-34 35-44 45-54 55-64 65-74 75 and over

Most popular transportation method by age

Walking

Biking

Taxi service

RIPTA flex service

RIPTA bus

Getting a ride with someone I know

My own car


Transportation

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0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

Less than $25,000 $25,000-$50,000 $50,000-$75,000 over $75,000

Most popular transportation method by income

Walking

Biking

Taxi service

RIPTA flex service

RIPTA bus

Getting a ride with someone I know

My own car


Food at home

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75.6% reported that they, or someone in their household, cooks dinner at home every day. Another 15.1% reported that they or someone in their household cooks dinner at home a few times per week.


Food Insecurity

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“Within the past 12 months, we worried whether our food would run out before we got money to buy more.”

Yes

No

Yes

No

“Within the past 12 months, the food we bought just didn’t last and we didn’t have money to get more.”

53% answered Yes Of those that answered yes: 76% use SNAP 24% do not use SNAP

43% answered Yes Of those that answered yes:

84% use SNAP 16% do not use SNAP


FINDINGS

Food Assistance

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62.0%

29.5%

22.5%

16.3%

16.3%

7.0%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

Not sure if I’m eligible

I don’t like to ask for help

I don’t have transportation to get there

Too much paperwork/too complicated

I’m not available when these services are offered

It takes too much time

Why don't you use social services you know about?

% of respondents to this question

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A LEADING THEME •  A lack of “good” workforce opportunities in Woonsocket FRAMEWORKS GUIDING THE PLAN •  Supporting broader economic opportunity in Woonsocket through increased

food access •  Increasing community inclusion to dismantle stigma around food assistance FOCAL POINTS FOR THESE STRATEGIES •  Infrastructure •  “Place” •  Information •  Integration of services •  Geography of food access

THE WOONSOCKET FOOD ACCESS PLAN


Strategy 1: Bring food to people, and bring people to food

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•  Contribute to city efforts to bring a grocery store or supermarket to central/downtown Woonsocket

•  Research opportunities to co-locate a grocery store with a community health center

•  Facilitate the creation of Woonsocket as a pilot site for grocery delivery services for SNAP shoppers

•  Innovate with farmers’ market models and programs that create market outlets for farmers while minimizing the time farmers have to spend at market

Strategy 2: Increase integration and promotion of existing assets and services

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•  Provide and promote food-related education and skill-building opportunities that are customized and practical.

•  Implement principles of culinary medicine

•  Incentivize healthy food purchases

•  Support independent retailers interested in offering more healthy foods

•  Build on network of emergency food providers to increase alignment/coordination of emergency food services


Strategy 3: Create a community “headquarters” for food access, activities and information in central Woonsocket

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•  Community café, potentially with regular but limited work day hours and/or “community meal” events

•  Kitchen and cold storage infrastructure to serve not just food business entrepreneurs, but food pantry recipients

•  Youth programming- a place to go

•  Office space for food-focused “anchor” organization or program

•  Food transportation hub

IMMEDIATE OPPORTUNITY: Leverage partners’ downtown real estate


Designing a Regional Craft Food & Beverage Innovation District

October 21, 2016 SNEAPA Annual Conference

Context: Oneonta, New York

Oneonta Population: 13,946 About 3.5 hours by car from NYC – and not a straight shot Otsego Now wanted to investigate potential for a food hub on Market Street



Food Hub, according to the USDA:

A centrally located facility with a business management structure facilitating the aggregation, storage, processing, distribution, and/or marketing of locally and regionally produced food products.

Project Background and Overview

Beyond Food Hubs: A Food & Beverage Innovation District

“A food innovation district is a geographic concentration of food-oriented businesses, services, and community activities that local governments support through planning and economic development initiatives in order to promote a positive business environment, spur regional food system development, and increase access to local food.”

-Food Innovation Districts: An Economic Gardening Tool. Northwest Michigan Council of Governments. March 2013.�

Project Background and Overview

Our Process

Stakeholder engagement & research

•  Direct engagement with over 40 people

•  4 convenings

•  Several site visits

•  Individual interviews

“These open meetings are very beneficial. Please consider having more and keeping the discussion going. It was a fantastic group with a lot of wit, knowledge and experience, helpful to each other as well as to your team”

Assets

•  Anchor institutions: Hartwick, SUNY Oneonta, SUNY Delhi, Fox Hospital

•  Significant summer tourist population

•  Emerging craft beverage sector

•  Fertile agricultural land

•  Open and engaged stakeholders, on board with local food movement

•  Oneonta Farmers’ Market

Research Themes

Gaps

•  The potential of Market Street is underleveraged

•  Housing desperately needed

•  Processing capacity (e.g. milling)

•  Producers need access to capital and marketing assistance

•  Need for multi-tiered entrepreneur support

•  Insufficient educational offerings for craft food/beverage entrepreneurs

•  Lack of access to retail/wholesale needs for food/beverage sector

Key Opportunities

•  Market for local/regional foods is underutilized – untapped demand

•  Downtown is ripe for development – aggregation of residential and food business/retail functions could drive that

•  Spur to Lucky Dog Food Hub

•  Commercial kitchen

•  Education and testing

•  Increasing agricultural production

•  A family destination for tourists and residents

•  Modern brewing production facility – 15-20 barrels, contract brewing with retail/tap room

Themes from our Research

“Downtown Oneonta is like a hidden gem.”

“Upwards of 50 brewers are ready for this.”

“We’d tap into the whole region if we’re first.”

Header

•  Text

Mapping the Opportunities

The Oneonta Regional Food & Beverage Education Hub

Programming ideas:

•  Hartwick Center for Craft Food & Beverage & IFBM: testing and training

•  SUNY Oneonta: continuing education, professional certificates, internships

•  Demonstration Craft Beverage Facility

•  Ommegang off-site R&D and training

•  Butternuts contract brewing

•  Community kitchen

•  Sodexo global chef events, education and training (SUNY Auxiliary Services)

•  Fox Hospital medical professionals training

•  Community cooking and nutrition classes

•  Food entrepreneur R&D and small batch production

•  Retail pilot / event marketplaces: coffee, bakery, tap room

•  Market rate housing

The Oneonta Regional Food & Beverage Education Hub

Header

•  Text

Innovation District Activities

Market Street Programming

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Date: May 2016

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Proposed In-Fill Development

Existing Buildings

Future Food and Beverage Innovation Center

Proposed Park Space

Proposed Street Tree Plantings

Market Street

Market Street Gateways

Opportunity Sites

F&B Education Hub & Housing

Restaurant Supply & Farm Hub

Tap Room, Restaurant & Food Event Center

Potential Boutique Hotel or Mixed Use

Re-imagined Foothills Community Arts and Recreation Hub

Potential In-fill Housing

Alternate Site for Boutique Hotel

Potential Mixed Use

PHASE 1

PHASE 2

PHASE 3

Gateway & Streetscape Enhancements (phased over time)

Innovation District Phased Activation

Other Ideas: •  Urban Agriculture •  Greenhouse •  Kids’ Teaching

Garden & Kitchen

Mohawk Valley Regional Economic Development Council

Consolidated Funding Application

Downtown Revitalization Initiative

New York State Funding

Millennial Travelers & Food:

Based on a presentation prepared by the Wild Center,

Tupper Lake, NYwww.wildcenter.org

A Strategy to Connect Millennials To The Adirondacks

• Born 1981 to 2000• 80 million in the US• 2.4 B globally• ½ of the workforce by 2020• 40% larger than X’ers and

50% larger than Boomers

By the numbers

And they all like to eat…

How Millennials see us…

But not food…

… but it’s complicated

I strongly agree that I am an “outdoors person"23%

I travel regionally more for sporting and outdoor activities38%

I travel regionally more for leisure and cultural activities62%

There’s love for nature and the outdoors

One destination among many…

Hudson Valley45%

Finger Lakes31%

Capve Cod32% Catskills

32% Poconos

25%

Maine23%

NewHampshire

“In thepast 3 years, I’ve been to…”

35% Adirondacks 33% Vermont

28%

And they’re considering everything…

Hudson Valley46%

Finger Lakes45%

45% Catskills Cape Cod

44% Poconos

53%

52% Maine

NewHampshire

“I’d like togoto…”

49% Adirondacks 54% Vermont

47%

The connection to the outdoors

is strong…

But the connection to non-sporting activities is even stronger…“I’m interested in...”

Visiting cultural sites

Food, wine & breweries

Farmer’s markets

78%

64%

66%

New experiences mean a lot of things to Millennials

Geting into local culture, history or attractions

Learning a new skill, like a sporting activity

76%

65%

Trying out a new hobby, making something, learning something out of the ordinary60%

So… here’s a surprise

Find places to stay or eat first58%

Here’s another surprise: they’re parents

Of children born today have Millennial moms86%

Of our respondents are parents37%

They have high hopes for the impact of travel on their kids.

I want my kids to learn how to be in nature94%

Iwant my kids to learn new skils90%

The Experience Generation

The importance ofexperiences… in general…

86% Experiences are more important than possessions

The experiences I have define who I am

I try to have experiences that will give me things to post on social media

76%

53%

Travel experiences in specific….

Travel experiences are some of the most important experiences to me

87%

Having unique travel experiences is important to me87%

Having authentic travel experiences is important to me

87%

They search for authenticity

Local culture, flavor and traditions69%

Not too commercial50%

Not “tourist-y”40%

Spirt of “how things used to be”40%

Takes work to uncover the gems37%

Most people don’t know about it29%

Accommodations are still key

The very first thing I would do when planning a regional trip would be find a place to stay33%

Exactly the type of place I want to stay61%

It’s important that a destination has…

A variety of types of places to stay

67%

The sharing generation58%

I would consider using AirBNB or another home rental service

Food is even more important than lodging

Finding places to eat is the first thing I do when planning a trip

35%

82%The quality of food on a regional trip is important to me

The Backdrop of Technology

When there are a lot of reviews…

Ican draw my own conclusions about a destination

72%

It means lots of people have been there72%

It's reassuring69%

Technology is how they plan and execute travel

Sometimes I want to explore placesthat are off the beaten path and don’thave alot of reviews

But the catch with reviews is…

58%

A place with lots of reviews is less likely to be unique or authentic

29%

Hmmm…“It’s like I want to find a place with 500 reviews that nobody has been to!”

- Female, Albany

What They Think About

The Adirondacks

What Millennials know about us…The ability to get deep into nature87%

A huge variety of outdoor activities86%

A place to get away and unplug86%

Craft breweries and local wine59%

Unusual and even quirky experiences57%

What Millennials don’t know about us…

Opportunities to learn new skills and make things66%

An emerging food scene45%

What are the Adirondack Communities Doing About It?

Millennial regional travel implications‒ Outdoor activities aren’t the key for most Millennials‒ Most travel regionally for adventure: food and culture needs to be

in our definition of adventure and we need to promote it

‒ Millennials don’t know where to start planning to visit us: we need to draw the horse to water more with specific ideas

‒ They choose lodging or food over activities when they start planning: linking the two is a real opportunity

‒ More than a third of our target are parents: we need to consider enhancing the experience for younger kids

What Are Communities Doing About it?

‒ Promoting local food as part of local and State branding efforts

‒ Engaging farmers, brewer, vintners in decision making

‒ Exposing Millennials to agriculture and working landscapes

‒ The Adirondack Trail Towns Program: Small towns and business

‒ Encouraging rehabilitation of retro motels and cabins

‒ Making the Adirondack tradition funky, fresh and fun

Among other things…

It’s starting…

www.wildcenter.org www.adirondackstrategies.com

The findings and recommendations in this presentation are the product of research conducted on behalf of The Wild Center in 2015 and for ADVANTAGE Adirondacks in 2014 on behalf of the Adirondack Partnership. The

WILD Walk

thankyou

Government & Nonprofit

Real food, real jobs, real results