Bringing Food Oasis to Food Deserts

Last updated 6 years ago First published 19 September, 2016

Bringing whole food to all communities

English Rating: ALL ages Shortest path: 5 nodes Longest path: 17 nodes Possible solutions: 23
  • Are all partners in Food Oasis intersted in pursuing food to Food Deserts? No. Yes.
  • What is our goal? Provide whole fresh foods to an under-served population within 'food deserts' that exist with Chicago.
  • How does Food Oasis achieve this? Use current infrastructure and distribution channels. Develop new infrastructure and distribution channels.
  • What can we use? Trucks. Relationships. Human capital. Warehouse.
  • Visit with our partners to explain our vision and goal and ask for the assistance and buy-in.
  • How do we schedule their use around our current business? Review analytics to determine when we need additional truck resources. We stagger local service times.
  • We visit Food Desert in the morning and within the downtown core during the evening when space is more easily available..
  • Define margin targets to determine when additional resources are required..
  • Is there sufficient capacity? Yes. No.
  • There is sufficient capacity in our warehousing to handle food inventory and food safety concerns. Our space allows for an increase in capacity of 100%..
  • Can we afford new warehouse space? No. Yes.
  • Revisit the idea at the next Board of Directors meeting for potential..
  • Are we willing to make this investment? No. Yes.
  • Seek new warehouse space options..
  • What alternatives are possible? Partners who may donate services. Wait until we have the resources. Walk away.
  • Investigate potential partners who would have synergies with what we want to accomplish such as the City of Chicago, the State of Illinois, schools, food industry businesses..
  • The investment required is beyond the means and risk level comfort zone of our company..
  • Revisit the idea at the next Board of Directors meeting for potential..
  • What concerns exist? Training and alignment with vision. Safety.
  • Develop onboarding and employee buying on vision.
  • Can we take steps to ensure the safety of employees? No. Yes.
  • Employ logistical tracking of vehicles, use panic button technology to allow call for help, partner with community resources to gain buy in, employ private security options.
  • We do not proceed. The safety of our employees is more important that the goal. Explore other food desert locations that could meet our safety requirements..
  • What do we need. Private Partners. Public Partners. Warehousing. Payment method alignment. Trucks. Regulartory and Compliance.
  • Arrange financing for acquisition.
  • Discuss expansion options with existing warehouse landlord and seek warehouse partnership options.
  • Approach city, county and state authorities for collaborative opportunities.
  • Research and approach private groups with goals and interests that align or helpful.
  • Apply for and obtain all licenses and certifications necessary to accept payment through public assistance programs.
  • Align payment systems to accept non-traditional or government assistance payment methods.
  • Is Carl going to pursue this idea independently? No. He needs everyone onboard to make it a success. Yes..
  • Business as usual..
  • Can Carl continue to function in his current capacity? No. Yes.
  • In what capacity Carl remain with Food Oasis? Reduced day-day role. Business as usual..
  • Monitor the increased role Carl has taken on to ensure he is meeting expectations with the existing business..
  • Examine compensation and role clarification..
  • Does Carl remain part of the company? No. Yes.
  • Carl remains as a partner. Ownership and decision making involvement determined by the ownership group..
  • Partners purchase Carl's shares.

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