Harvard Case - A City's Desert: No Apples in the Big Apple? (A)
"A City's Desert: No Apples in the Big Apple? (A)" Harvard business case study is written by Jamie Jones, Jennifer Rowland. It deals with the challenges in the field of Social Enterprise. The case study is 12 page(s) long and it was first published on : Feb 1, 2011
At Fern Fort University, we recommend a multi-pronged approach to address the lack of fresh produce in New York City. This approach leverages the principles of social entrepreneurship and impact investing to create a sustainable and scalable solution. We propose establishing a network of urban farms strategically located across the city, utilizing innovative vertical farming techniques and hydroponics. This network will be supported by a social enterprise that combines community engagement with profit-driven business models, ensuring both social impact and financial sustainability.
2. Background
The case study highlights the alarming lack of access to fresh produce in New York City, a densely populated urban environment. This 'food desert' disproportionately affects low-income communities, contributing to health disparities and food insecurity. The case explores various initiatives, including community gardens, farmers' markets, and food banks, but these efforts often struggle with scalability, sustainability, and reaching the most vulnerable populations.
The main protagonist is the New York City Department of Health and Mental Hygiene (DOHMH), grappling with the challenge of improving access to healthy food options in the city. They are seeking innovative solutions that address both the social and economic aspects of this complex issue.
3. Analysis of the Case Study
This case study presents a compelling opportunity to apply the principles of social entrepreneurship and impact investing to address a critical social problem. We can analyze the situation through the lens of the Triple Bottom Line, considering the social, environmental, and economic impacts of our proposed solution.
Social Impact:
- Improved access to fresh produce: Urban farms strategically located in food deserts will provide residents with convenient access to nutritious food options.
- Community empowerment: The project can create employment opportunities, particularly for residents of underserved communities, fostering economic empowerment and social inclusion.
- Healthier lifestyles: Increased access to fresh produce can contribute to a healthier population, reducing the incidence of diet-related diseases and healthcare costs.
Environmental Impact:
- Reduced carbon footprint: Vertical farming and hydroponics minimize transportation costs and environmental impact compared to traditional agriculture.
- Urban green spaces: Urban farms can contribute to urban beautification and create green spaces in densely populated areas.
- Sustainable food systems: The project promotes local food production, reducing reliance on long-distance transportation and supporting a more sustainable food system.
Economic Impact:
- Job creation: The project will create jobs in urban agriculture, food processing, and distribution.
- Economic development: The project can revitalize underutilized urban spaces and contribute to economic development in underserved communities.
- Profitability: The social enterprise model can generate revenue through the sale of fresh produce, creating a sustainable business model.
4. Recommendations
We recommend the following steps to implement the proposed urban farm network:
- Establish a social enterprise: Create a non-profit or hybrid organization dedicated to developing and managing the urban farm network. This organization will focus on community engagement, social impact measurement, and financial sustainability.
- Develop a strategic plan: Identify suitable locations for urban farms, considering factors like population density, access to resources, and community needs.
- Secure funding: Leverage impact investing, grants, and partnerships with private and public sector organizations to secure funding for the project.
- Implement vertical farming and hydroponics: Utilize these innovative techniques to maximize yield and minimize environmental impact in limited urban spaces.
- Develop a marketing and distribution strategy: Create a brand that connects with the community and promotes the benefits of fresh produce. Establish partnerships with local retailers, restaurants, and food banks to distribute produce.
- Build community partnerships: Engage with local residents, community organizations, and schools to create a sense of ownership and support for the project.
- Measure and evaluate social impact: Track key metrics such as access to fresh produce, health outcomes, and job creation to demonstrate the project's effectiveness.
5. Basis of Recommendations
Our recommendations are based on the following considerations:
- Core competencies and consistency with mission: The project aligns with the DOHMH's mission to improve public health and address food insecurity. It leverages the expertise of the department in public health and community outreach.
- External customers and internal clients: The project directly benefits residents of food deserts, particularly low-income communities. It also addresses the needs of the DOHMH by providing a scalable and sustainable solution to the food access challenge.
- Competitors: The project differentiates itself from existing initiatives by focusing on urban farming, vertical farming, and a social enterprise model. This approach offers a unique value proposition and addresses the limitations of traditional community gardens and food banks.
- Attractiveness - quantitative measures: The project has the potential for significant positive social impact, measured by improved health outcomes, reduced food insecurity, and job creation. The social enterprise model aims to achieve financial sustainability, ensuring long-term viability.
6. Conclusion
By implementing a network of urban farms based on social entrepreneurship principles, New York City can address the food desert challenge, improve public health, and create a more equitable and sustainable food system. This approach combines social impact with financial sustainability, creating a win-win scenario for the city and its residents.
7. Discussion
Alternative solutions include expanding existing community gardens, increasing the availability of food stamps, and promoting healthy eating education. However, these approaches often lack scalability and struggle to reach the most vulnerable populations. The proposed urban farm network offers a more comprehensive and sustainable solution.
Risks and Key Assumptions:
- Funding: Securing sufficient funding for the project is crucial.
- Community acceptance: Gaining community support for the project is essential for its success.
- Operational efficiency: The project must be managed efficiently to ensure financial sustainability.
- Market demand: There needs to be sufficient demand for fresh produce in the target communities.
8. Next Steps
- Conduct feasibility study: Assess the viability of the project, including potential locations, costs, and market demand.
- Develop a detailed business plan: Outline the project's objectives, strategies, and financial projections.
- Secure funding: Seek funding from impact investors, foundations, and government agencies.
- Pilot project: Implement a pilot urban farm to test the concept and refine the model.
- Scale up: Based on the success of the pilot project, expand the network to other food deserts in the city.
By implementing these steps, New York City can transform its 'food desert' into a vibrant hub of urban agriculture, promoting health, sustainability, and community empowerment.
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Case Description
The New York City Department of Health and Mental Hygiene's Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of "food deserts" in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable. This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators.
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