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CASE STUDIES – 31
Based on the overwhelming
and positive response from‘
residents, a route was
designed to circulate from
public housing units and
eastside neighborhoods to
supermarkets and other
important community

services

leadership.

Among the organizations represented on the FPC are grocery store chains,
community clinics, restaurants, a private think tank, the county legislature,
the Transportation Authority, religious groups, the Parks Department, and
community organizations. The Austin City Council and the Travis County
Legislature appoint the FPC’s 20 volunteer members. Soon after its
establishment, the FPC formed committees to execute a number of project
ideas. The new FPC received valuable outside assistance in 1995 when it
was chosen as one of four places to receive training as part of the Local
Food System Project (please see the Resource Guide).

NOTABLE ACTIVITIES AND ACCOMPLHHMENTS

Supermarket transportation. The FPC conducted a feasibility study to
assess the demand for a special direct bus route from east Austin to area
supermarkets. Based on the overwhelming and positive response from
residents, a route was designed to circulate from public housinghunits and
eastside neighborhoods to supermarkets and other important community
services. The FPC conducted a trial run of the route and coordinated
outreach, including a kick-off event, radio public service announcements,
and advertisements in community newspapers. The route, called the
Eastside Circulator, is still in service and very successful. Indeed, the Transit
Authority has asked the FPC to identify other communities in need of
improved transit services.

Community garden facilitation and fee waivers. While improving Eastside
residents’ capacity to grow their own food was a major goal of the FPC,
several local and state policies deterred the development of more
community gardens in low~—income neighborhoods. The most significant
obstacle was gaining access to water -— tap fees, capital recovery fees, and
hook-up fees for one lot would total over $5,000.

In addition, many eastside lots that might otherwise be suitable for
gardening had not been legally sub-divided and were thus ineligible for
water hook-up. (Four existing eastside gardens obtained their water
illegally from nearby sites.) The process of sub-division would cost an
additional $1,000 and take a year to complete. The FPC drew the city
council’s attention to these problems and the city council appointed a task
force to investigate.

32 – GETTING Fooo on THE TABLE
In March 1996, the city council passed an ordinance defining community
gardens for the purpose of making such gardens eligible for water access
and exempt from high fees. In collaboration with the Parks and Recreation
Department, the Water and Wastewater Office of the Department of Public
Works, and a non-profit organization called Austin Community Gardens,
the FPC devised a simplified process that addressed most of the policy
barriers. Based on the need exhibited by east Austin residents, the FPC

Appendix B.

CHALLENGES AND GOOD PRACTICES

The FPC’s early successes show the value of conducting thorough research.
AQm provided compelling evidence to support its
recommendations; this helped convince policymakers and other key
stakeholders to address the issues rapidly and effectively. The research also
identified clear targets for food advocacy ~— transportation for food access
and community garden roadblocks — and described the issues thoroughly
enough to suggest solutions. These first two projects resulted in immediate,
tangible successes that secured continued commitment from FPC members
and caused a burst of visibility in the community. These projects also
exemplify the capacity of a food policy council to develop effective and
comprehensive policy.

The FPC has been unable to sustain a staff position, but SFC provides
staffing when possible. When funding is available, SFC employs a graduate
student as an intern. Kate Fitzgerald, in addition to leading the FPC,
allocates some of her own time to executing the projects the FPC develops.
Additional financial and technical support come from FPC members, each
of whom is required to commit $200 or an in-kind equivalent annually to
support FPC activities.

The FPC’s dependence on SFC for staff support can be a mixed blessing.
The availability of staff during the FPC’s first two years helped support two
well-planned and successful initiatives. However, when other projects
demand SFC’s resources, the FPC”s activities can fall into a lull. This
dependence is a common pitfall among food policy groups lacking a
securely funded staff position. Fortunately, Austin’s volunteer FPC

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