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2nd Prize Coming to Fruition: Fresh Truck Aims

to Increase Food Access in Boston Nardia Haigh, Anya Weber & Jennie Msall

(University of Massachusetts Boston)

Free Online Copy This is a free online copy. This work is licensed under the Creative Commons

Attribution-NoDerivs 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nd/3.0/

This case is accompanied by a teaching note, available to faculty only. Please send your request to [email protected]. The authors are thankful for any feedback and

rather than to illustrate the effective or ineffective handling of an administrative situation.

The authors would like to thank oikos, Carlos Vargas and reviewers for their facilitation and

feedback, Josh Trautwein for sharing his experiences in multiple interviews and emails,

UMass social enterprise students for work on first drafts, Professor Ed Carberry in whose

classes we tested the case, and students of those classes for their responses to the case.

oikos Case Writing Competition 2017 Social Entrepreneurship Track

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Coming to Fruition: Fresh Truck Aims to Increase Food Access in Boston

Abstract

Founded in 2013 in Boston, Massachusetts, Fresh Truck is a mobile fresh produce market

focused on increasing access to fresh produce and nutrition education in Boston’s low-income

neighborhoods. Fresh Truck is a non-profit social enterprise that earns revenue through the

sale of fresh produce in various Boston neighborhoods. It has become a key part of Boston’s

food access ecosystem, which includes health care centers, the City of Boston, and other non-

profit organizations. To date, Fresh Truck has attracted funding through a business plan

competition, a Kickstarter campaign and grants that have helped to launch two trucks serving

its mission. However, to expand, Fresh Truck faces a number of key management, logistical

and operational challenges that affect its economic sustainability and thus its mission. These

challenges relate to customer acquisition and retention, finding time to grow, inventory

control, parking issues, and measuring impact. Josh Trautwein, co-founder and executive

director of Fresh Truck, must make decisions to navigate these challenges and continue daily

operations as he develops and executes a strategy for growing the enterprise and helping to

solve food access issues in Boston. What should Josh do to chart a course through these

challenges so that Fresh Truck can earn revenue and meet its social mission?

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Introduction

In October 2015, Josh Trautwein, the co-founder and executive director of Fresh

Truck, was excited to launch the next phase of his mobile fresh produce enterprise. With Blue

Cross Blue Shield of Massachusetts as a new community impact partner, New England

Patriots player Nate Solder as a new board member, and the rollout of a second fresh produce

truck, Josh had many reasons to be excited. These developments promised to help Fresh

Truck strengthen its finances, streamline its operations, and progress toward its mission of

increasing access to healthy foods and providing nutrition education in low-income

neighborhoods.1 However, with lower-than-desired customer traffic and spending, the need

for more marketing and community engagement efforts, and an overall need for a business

model that is economically sustainable, questions still remained. How can Fresh Truck

become more economically sustainable, and how can it scale up successfully?

The Issue: Food Access, Diet and Disease

Many residents in low-income communities struggle to access healthy, affordable

food. Instead of supermarkets and grocery stores, these communities may only have fast food

restaurants or convenience stores nearby, which offer little fresh produce and generally fewer

healthy options. Diets that rely on food from convenience stores are often higher in sugar and

fat, and contribute to obesity and other diet-related diseases, such as diabetes. Research has

found there is “a 2.5 times higher risk of diabetes in food-insecure households.”2

Many low-income communities are food deserts, which are defined by the American

Nutrition Association (ANA) as “parts of [a] country vapid of fresh fruit, vegetables, and

other healthful whole foods.” Food deserts occur both in urban neighborhoods and in rural

towns, and people in these areas have “low access” to foods that are fresh, healthy, and

affordable.3 Low-access communities are technically defined as those with 500 people or 33%

of its census residents living more than one mile from a grocery store.4 According to the

United States Department of Agriculture, there are 23.5 million Americans living in food

deserts;5 however, even this substantial figure may underrepresent the number of people who

have difficulty accessing healthy food due to living without a car (which may make grocery

shopping for a family more difficult), and those living in areas not well served by public

transportation.

In Massachusetts, there are fewer supermarkets per capita than almost any other

state, and according to The Food Trust, Boston has “30 percent fewer per capita

supermarkets compared to national averages.”6 Exhibit 1 shows income levels in different

Boston neighborhoods and plots grocery stores and corner stores throughout the city,

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highlighting how lower-income communities have fewer grocery stores and more

convenience stores.

This uneven distribution of supermarkets leaves a disproportionate number of low-

income Massachusetts residents without access to affordable nutritious food, forcing them

either to pay higher prices for lower-quality food or to travel longer distances than residents

in higher-income areas to purchase the food they need. Exhibit 2 shows communities in

Massachusetts that are low-income and have low access to grocery stores, and color-codes

these communities by distance to the nearest grocery store. Many of these communities are

between half a mile and 10 miles from a grocery store, leaving community residents more

likely to suffer from diet-related health problems.

Currently, one third of school children in Massachusetts are overweight or obese by

the time they reach first grade, and 58% of all Massachusetts residents are overweight or

obese.7 This comes at a cost to taxpayers, since Massachusetts spends an estimated $1.8

billion each year to treat obesity-related illness.7

The Entrepreneurial Force behind Fresh Truck: Josh Trautwein

In 2012, before becoming Fresh Truck’s co-founder, Josh Trautwein worked as a

health educator at the Charlestown Community Health Center, where he taught families

about nutrition and healthy eating habits. Charlestown is an economically diverse Boston

neighborhood with a significant portion of the population living below the poverty line.

Through this work, Josh learned that food and nutrition literacy was a challenge for many

families who did not know how to prepare healthy meals. Families told him that “it was

difficult to shop for fresh fruits and vegetables because they didn’t live in close proximity to a

supermarket.”8 As Exhibit 3 shows, this feedback from Charlestown families has become a

key part of the Fresh Truck story.

As a former sociology major, Josh understood the challenges that families living in

poverty face accessing food, due to issues with transportation, costs, and nutrition

knowledge. Josh had also grown up in a working class, single-parent household, and low

nutritional literacy meant that his family did not always eat especially healthy foods. Working

in Charlestown reinforced for him that healthy food access is more difficult when busy

parents (sometimes working multiple jobs) do not have time to travel to other parts of town

to buy fresh produce.

At the time that he worked at the Charlestown Community Health Center, Josh was

also involved in playing and teaching soccer at a local level, and this shaped his vision for

creating social change. During college, Josh had also founded Soccer1, a non-profit enterprise

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that supports youth sports internationally. Josh learned from many mentors through starting

Soccer1, and honed his entrepreneurial skills. After consistently hearing about food access

issues in Charlestown, reflecting on his own childhood experience, and knowing that he had

the skills to be successful, Josh started Fresh Truck: a mobile marketplace that would bring

fresh produce and food education to Boston’s low-income communities.

The Fresh Truck Concept and its Beginnings

Josh Trautwein’s mobile marketplace solution entailed converting an old school bus

into a mobile market that he could drive to low-income communities to sell affordable, fresh

produce. The modified school bus would also serve as a center for nutrition education that

would provide customers with information about the benefits of healthy food, and teach them

how to cook quick, easy meals with fresh ingredients.

Josh aimed to provide affordable fresh produce to low-income families through a

social enterprise using a subsidization model, where higher-volume stops in busier parts of

Boston, such as a local university, would cover the costs of lower-volume stops in less

populated neighborhoods, with prices remaining consistent for everyone. Exhibit 4 shows the

starting plan of neighborhoods that Fresh Truck targetted for food sales and nutrition

education.

Fresh Truck is one of a growing number of enterprises known as social enterprises

(also known as hybrid organizations) that design their business model specifically to address

a particular social issue. Social entrepreneurs such as Josh Trautwein are distinctive in their

practice of designing and establishing an enterprise specifically to solve a vexing social

problem while striving to earn revenue to support the mission. Social enterprises earn

revenue and attract funding, investment and/or working capital in ways that may

traditionally be associated with non-profit or for-profit enterprises (or both). They can be

legally registered as for-profit or as non-profit, and in some instances have multiple for-profit

and/or non-profit entities.9 It is also common for social enterprises to shift between for-profit

and non-profit structures while establishing the best legal configuration for the enterprise

and its mission.9

Fresh Truck was founded in 2013 as a Massachusetts registered Benefit Corporation

that would reinvest any profits back into the company. After winning $5000 in seed funding

through a business plan competition held by Boston Rising,10 Josh began the process of

incorporating Fresh Truck as a 501(c)3 non-profit, which has since been finalized.

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Other Actors in Boston’s Food Access Ecosystem

Fresh Truck is not alone in wanting to provide healthy, affordable food for Boston’s

low-income residents. Other non-profits, for-profits, and government agencies often work in

collaboration toward the same goal. Two such programs share significant similarities with

Fresh Truck.

First is a combination of Boston’s farmers markets and Boston Bounty Bucks. Like

Fresh Truck, farmers markets appear in various neighborhoods for a limited time each week.

In 2008, The Food Project (a local non-profit) established Boston Bounty Bucks in

partnership with the City of Boston.11 Currently run by the City of Boston’s Office of Food

Initiatives, Boston Bounty Bucks provides EBT (Electronic Benefits Transfer) terminals at

local farmers markets, and matches SNAP purchases (the Federal Government’s

Supplemental Nutrition Assistance Program) up to $10. Boston Bounty Bucks focuses on

seasonal and local produce, and many of Boston’s 28 farmers markets now accept EBT cards

because of this program. In 2014, Boston residents spent $125,000 at farmers markets using

SNAP and Boston Bounty Bucks, and research has found that approximately 90% of Boston

Bounty Bucks are spent on fresh produce.12

Another non-profit, Fair Foods, has also been operating a produce truck in Boston’s

low-income neighborhoods since 1988. It receives and ships over 10,000 pounds of “rescued

food” each day, which is “perfectly good surplus produce from industrial suppliers who can

no longer use it.”13 Fair Foods’ signature program provides large bags of mixed fresh produce

for a suggested donation of two dollars. Bag contents depend on available produce on any

given day, and customers do not choose what they receive. Fair Foods operates five days a

week, distributing food at over 20 sites around Boston, including churches, schools, public

housing centers, and senior centers.13

Funding and Start-up

In February 2013, Josh entered this food ecosystem when he secured over $32,000 of

start-up funding through a Kickstarter crowdfunding campaign,1 which enabled Fresh Truck

to buy an old school bus and convert it to a mobile fresh produce market. Inspired by Fresh

Truck’s successful Kickstarter campaign, Building Restoration Services (BRS), a Boston-

based specialty contractor, offered to restore Fresh Truck’s first mobile marketplace free of

charge. Josh anticipated challenges getting permits for the truck from the City of Boston’s

Inspectional Services Department (ISD), and met with ISD representatives to lay out his

1 See Fresh Truck’s Kickstarter campaign video at https://www.kickstarter.com/projects/1530126668/fresh-truck-mobile-farmers- market/description.

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plans and get their feedback on how to restore and fit the truck to code. Since BRS also had

experience working with ISD, they were able to build a truck that passed ISD regulations with

relative ease. BRS’s work entailed removing the seats, installing produce racks, installing

extra stairs so customers could enter easily from the front of the truck and exit through the

back, setting up a checkout station, and painting the truck with Fresh Truck’s logo and other

signage (see Exhibit 5).

Around the same time, Josh was invited to talk at TEDx Boston about structural

issues relating to food access and nutrition. The talk was received enthusiastically2 and

helped to continue building momentum around the enterprise.

In July 2013, Fresh Truck launched a pilot “Weekly Market Program”. Through

buying wholesale, Fresh Truck was able to offer fresh produce at prices equal to or below

those of large supermarket chains. The pilot program continued through October 2013 in the

neighborhoods of Dorchester, Mattapan, Roxbury, and Charlestown.14 Throughout 2014,

Fresh Truck focused on building relationships with local healthcare organizations such as

Boston Medical Center, Brigham and Women’s Hospital, and Boston Children’s Hospital,

which are invaluable for community outreach to potential customers. That same year, Fresh

Truck also hosted a series of pop-up events around the city.

In April 2015, Fresh Truck secured $70,000 in working capital from Blue Cross Blue

Shield of Massachusetts to fund its operational needs through 2016,14 and in summer of 2015

hired an operations manager.15 Two volunteers—each working 20 hours per week—also

joined the Fresh Truck team, and Josh partnered with a development consultant to identify

and pursue further funding opportunities.15 In September 2015, with the new funding, a

growing team, experience gained from its pilot program, and increasingly robust

partnerships with local healthcare centers, Fresh Truck launched a five-day Weekly Market

Program in five neighborhoods: Dorchester, Mattapan, Charlestown, East Boston, and

Brighton.

Fresh Truck’s Daily and Weekly Operations

Each morning, Josh and his team re-stock with produce from a local wholesale

produce market. Choice of inventory is influenced by scheduled neighborhood stops that day,

since there are significant cultural and dietary differences among Boston neighborhoods.

Josh explained that Fresh Truck stocks foods to meet the needs of each area’s population: “If

we’re going to a Latino neighborhood… we’re going to buy plantains”.15

2 See the TEDx Boston talk by Josh and his co-founder at https://www.youtube.com/watch?v=99U9EOqLaeU

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After purchasing wholesale produce, the truck heads to its first stop of the day. The

Weekly Market Program consists of 3-4 stops daily at locations such as public housing

complexes, each in a different neighborhood. Each stop takes approximately two hours. Fresh

Truck serves each location on a regular (once or twice weekly) basis, stopping in the same

location each time. For instance, on any given Saturday afternoon, a Fresh Truck sits parked

on a main road near the Charlestown High School.

Once the truck arrives at a stop, the driver opens up the doors and attaches produce

racks to the outside of the vehicle. Setting up at each stop throughout the day takes relatively

little time, since, as Josh said, the truck is “pretty agile”.15 Customers can choose produce

from the outside racks and then enter at the front of the truck, walk through and pick more

produce as they go. They then check out at the cash register set up in the rear of the truck,

and exit through a door and stairs in the rear.

Repeat customers drop by and buy items, and pedestrians poke their heads into the

truck, curious about why a refurbished school bus touting fresh produce is parked in their

neighborhood. Fresh Truck employees strike up informal conversations with everyone who

boards the truck. Josh frequently hears comments from customers as they shop, such as “My

kids are just getting into fruits and vegetables.” He uses these conversations to share simple

nutritional facts and recipes, as well as tips about how to engage children with healthy eating.

These conversations are also a good opportunity to inform new customers that Fresh Truck

brings competitively priced fresh produce to them regularly, which will save them time and

money, since they no longer need to travel outside the neighborhood to buy it.

To serve its dual social–business goals of improving food access in Boston’s low-

income neighborhoods and sustaining itself financially, Fresh Truck also serves the broader

community by stopping in higher-traffic locations throughout Boston. From 11:00 AM until

2:00 PM, Fresh Truck stops at workplaces, universities, and health centers, and in the late

afternoon visits commuter locations such as schools and train stations. These additional

stops help Fresh Truck to increase its revenue and visibility in the general community. In

total, Fresh Truck allocates approximately 33% of its stops to higher-traffic locations with

(typically) more affluent customers to generate revenue, which helps cover the costs of

providing food access to low-income residents.

A Fresh Truck Goal: Growth through Community Engagement and Food Education

In addition to sharing nutrition information one-on-one with customers, Fresh Truck

also increases nutritional awareness (and its customer base) in the communities it serves

through partnerships with public sector agencies, non-profits, and grassroots community

organizations that are already working to promote health literacy. Josh aims to leverage this

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network, and add to it by targeting community health centers and larger health care

organizations, social workers, faith leaders, and residential services managers at Boston

Housing Authority complexes who have the ear and respect of community members. Since

many potential customers live in low-income housing developments, “community

champions” such as residential service managers, health center employees, and social

workers play an important role in Fresh Truck’s growth and ability to serve its mission.15

One such collaboration is with Boston Redevelopment Housing Authority in

Charlestown, with which Josh was already familiar through his work at the Charlestown

Community Health Center, and which Fresh Truck visits regularly. These types of

partnerships have led to Fresh Truck participating in community events around Boston, such

as neighborhood block parties, where it provides cooking demonstrations, tips, and recipes.

Fresh Truck also collaborates with its network of community health centers and their

dieticians and nutritionists to host educational programming. These spread the word about

Fresh Truck’s products and services and help Fresh Truck deliver its food education and

lower-cost fresh produce.

Achieving Growth: A Second Truck

Shortly after the re-launch of Fresh Truck’s Weekly Market Program, New England

Patriots player and Fresh Truck board member Nate Solder suggested that Fresh Truck

consider purchasing a second truck.15 This was a very appealing prospect, because with one

truck Josh had to either forgo community engagement opportunities that conflicted with his

regular Weekly Market Program stops, or disrupt regular stops to attend a community

engagement event. A second truck would enable Fresh Truck to cover its Weekly Market

Program stops and attend community engagement events simultaneously, which would be a

significant increase in capacity.

However, the second truck would also increase expenses for what was still a young

enterprise aiming for (though not yet generating) enough revenue to support its operations

without donations, grant funding, and other external sources of capital. Josh chose to move

ahead with a second truck, though not without hesitation.

Challenges for Fresh Truck

As Fresh Truck develops, now with two trucks, Josh and his crew are managing

several key challenges that affect all aspects of the business and its mission.

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Customer Acquisition and Retention

Perhaps the most pressing challenge for Fresh Truck has been gaining regular

customers in its target communities. Fresh Truck operates a business model different from

those of supermarkets and farmers markets, and needs a level of commitment from the

communities it serves. Josh acknowledged this difficulty in attracting new customers:

“We’re only ever in a neighborhood for maybe a window of two hours at two

different times during the week. So we’re asking families—the majority of which are

already on a really tight budget that’s precarious—we’re asking them to shop inside

of a really narrow window of time, and we’re asking them to reserve their budget

for the days that we’re there.”15

At this point in its development and to be financially sustainable, Fresh Truck aims

for approximately 32% of its revenue to come from suburbs with food access problems (with

the remainder coming from customers in higher-traffic areas), and for 67% of its weekly

stops to be in suburbs with food access problems. Josh aims for each customer to spend $10-

$20 per visit.16 To be financially viable at a minimum level (without expansion of services or

equipment upgrades), Fresh Truck must earn or raise approximately $138,500–$144,500

annually), and internal documents emphasized that “We should not start up Fresh Truck

without fufilling this budget. ”16 In fall 2015, funding was helping to fulfill the budget, but

customer traffic had been lower than desired in almost every neighborhood, and average

customer spending was short of the $10-$20 per-visit goal. Josh maintained a positive

outlook, explaining that a large part of Fresh Truck’s strategy was to “keep showing up and

slowly build a community base,” working his way into customers’ routines so they would set

aside time and money to shop with Fresh Truck.15

Finding the Time to Grow

A related challenge surrounds time management and community engagement, which

is at the heart of Fresh Truck’s mission and a cornerstone of its marketing and growth.

Grassroots marketing through community outreach is key to building community recognition

of Fresh Truck and boosting its impact through sales and education. However, Josh still does

many of the labor-intensive aspects of the business (driving, purchasing, etc.), working with

limited resources and now two trucks. These demands on his time mean that many

community partnership and community engagement opportunities remain untapped, along

with the customer acquisition such opportunities might generate.

Josh reported that a local non-profit has offered to canvas in high-need

neighborhoods free of charge, but he has not yet used the service because of the time required

to keep basic operations going.15 He notes that marketing has been “thin” since re-launching

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the Weekly Market Program, but knows more outreach is needed.15 Josh hopes to have more

time for higher-level collaborating and strategizing now that an operations manager has been

hired (Exhibit 6 shows Fresh Truck’s organizational structure). Having the operations

manager focus on directing and maintaining business operations enables Josh to focus more

on strategic planning, innovation and business development, partnership development, and

fundraising.15

Many ideas wait in the wings, such as installing refrigerated cases so the trucks can

carry prepared foods as well as fresh produce, weatherizing the trucks so they will be warm in

winter, making better use of volunteers, hosting community dinners, employing a contract

grant writer, and implementing real-time text and email notifications to inform customers of

upcoming stops.15

Inventory Control

Another challenge surrounds Fresh Truck’s inventory control. Fresh Truck aims to

make a 35% gross margin on produce sold, and assumes approximately 15% waste. Fresh

Truck buys wholesale fruits and vegetables, which reduces their cost but also reduces

flexibility in terms of purchasing smaller quantities. For example, if the trucks are getting low

on cucumbers, Josh cannot buy just a few more. He has to either buy an entire extra crate

(risking the cucumbers going bad), or potentially sell out of cucumbers (losing sales and

affecting customer satisfaction). This issue is small when considering just one food item, but

gains significance when it affects multiple items carried.

Fresh Truck does not yet have enough inventory and sales data or the tools to project

what it will sell in each area, and must rely on experience and intuition to make wholesale

purchase decisions each morning. Using the second truck allows the business to stock and

sell more produce and move produce between the trucks, but while the entire operation is

still small this challenge remains. Josh works with his operations manager to strategize better

ways to sell or use older produce first while ensuring that a high level of quality is

maintained.15

Parking Issues

Parking in Boston is notoriously challenging and directly affects Fresh Truck’s growth

and sustainability. Fresh Truck drivers aim to park in the same location each visit to provide

continuity and familiarity for customers, but they occasionally need to park in different

locations due to construction, other vehicles, street closures, or other reasons. Josh reported

that once while he was scheduled to park near Charlestown High School, he was forced to

park over a block away from his usual place,15 which made it more difficult for people to find

the truck. While these parking challenges only happen on occasion, they represent some of

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the challenges of operating a mobile produce market in Boston. Last-minute parking

arrangements also put Fresh Truck at risk of being fined, being towed, or otherwise coming

into conflict with Boston’s stringent parking laws.

Measuring Impact

A final emerging challenge for Fresh Truck, as for most social enterprises, is

measuring its impact. Fresh Truck has begun to collect sales data for each stop, which is a

good measure of outputs that will also help inventory management, marketing, and

community engagement. However, Fresh Truck still faces the need to measure the outcomes

it creates for the communities it serves. Improvements to community health and awareness

of food-related health issues are difficult to measure, because many factors determine the

overall health and awareness of a community. Because of this, it will be challenging to link

Fresh Truck’s presence to changes in a particular neighborhood.

A Crucial Time for Fresh Truck

Josh and his team at Fresh Truck have come a long way since that initial business

plan competition (Exhibit 7 shows a timeline of Fresh Truck’s History). Fresh Truck has

spent the past few years garnering support and funding, and creating the local partnerships

necessary to establish the enterprise. The organization has built strong relationships with

healthcare, food-access, and community organizations throughout Boston. Beyond its pilot

phase, Josh is now focusing on developing the customer base, doing further community

engagement, and increasing capacity through the second truck, with the goal of Fresh Truck

supporting itself entirely through earned revenue. The Weekly Market Program is now in full

swing throughout Boston,15 and with the second truck, Fresh Truck is entering what Josh

hopes is a growth stage.

Fresh Truck is at a critical stage of its development. Josh is faced with managing the

challenges described above to create a sustainable business model that will enable Fresh

Truck to meet its mission “to support community health by increasing access to healthy foods

and promoting nutrition education”.1 However, with lower-than-desired customer traffic and

customer spending, and the need to bring marketing efforts to the next level, there is much

work to do.

Josh needs to decide exactly how he can and wants to grow the business so the

business model is sustainable and Fresh Truck meets its social goals. This will entail not only

managing the operational side of things, but also creating demand for Fresh Truck’s offerings

within target communities. He must also decide how to optimize the community resources he

has built to date, so that he positively affects his target neighborhoods. He envisions

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customers budgeting time to purchase food from the truck’s residential stops and

incorporating his model into their grocery shopping habits. Bringing that vision to reality will

demand building a market by educating target communities about the value of healthy

eating.

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Exhibits

Exhibit 1 – Food Availability versus Community Income

Source: ICIC17

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Exhibit 2 – Distance to Grocery Stores in Boston’s Low-Income Communities

Source: Map generated from data available from the USDA’s Food Access Research Atlas18

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Exhibit 3 – Fresh Truck’s Story

Source: Fresh Truck website19

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Exhibit 4 – Neighborhoods Targeted by Fresh Truck

Source: Fresh Truck’s Kickstarter video8

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Exhibit 5 – Photos of the First Fresh Truck

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Source: Fresh Truck16

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Exhibit 6 – Fresh Truck’s Organizational Structure

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Exhibit 7 – Fresh Truck’s History

Source: Fresh Truck16

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References 1. Fresh Truck. Fresh Truck business plan. 2. Gordon, S. 2015. Tight Food Budget Can Wreak Havoc on Diabetes Management.

https://consumer.healthday.com/diabetes-information-10/diet-diabetes-news-178/low- food-budget-can-wreak-havoc-on-diabetes-management-700252.html, accessed 2 August 2016.

3. United State Department of Agriculture. Definition of a Food Desert. http://www.ers.usda.gov/dataFiles/Food_Access_Research_Atlas/Download_the_Data/Archi ved_Version/archived_documentation.pdf, accessed 10 December 2015.

4. American Nutrition Association. 2015. USDA Defines Food Deserts, Nutrition Digest, 38/2. 5. United States Department of Agriculture. 2009. Report to Congress: Access to Affordable and

Nutritious Food: Measuring and Understanding Food Deserts and Their Consequences. https://www.ers.usda.gov/webdocs/publications/ap036/12698_ap036fm_1_.pdf, accessed 3 April 2016.

6. The Food Trust. 2010. Food for every child: The need for more supermarkets in Massachusetts, The Food Trust: Philadelphia.

7. The Boston Foundation. 2015. Healthy People/Healthy Economy: An Initiative to Make Massachusetts the National Leader in Health and Wellness, The Boston Foundation.

8. Kickstarter. 2013. Fresh Truck - Mobile Farmers Market. https://www.kickstarter.com/projects/1530126668/fresh-truck-mobile-farmers- market/description, accessed 28 July 2016.

9. Haigh, N., E.D. Kennedy and J. Walker. 2015. Hybrid Organizations as Shape-Shifters: Altering Legal Structure for Strategic Gain, California Management Review, 57/3: 59-82.

10. Fresh Truck. 2012. Fresh Truck receives first funding! www.freshtruck.org, accessed 29 July 2016. 11. The Food Project. 2016. Boston Bounty Bucks. http://thefoodproject.org/bountybucks, accessed

26 July 2016. 12. City of Boston. 2016. Boston Bounty Bucks.

https://www.cityofboston.gov/food/bountybucks.asp, accessed 2 August 2016. 13. Fair Foods. 2016. Fair Foods Inc. website. http://www.fairfoods.org/, accessed 3 July 2016. 14. Fresh Truck. 2015. Fresh Truck Re-Fresh Organizational Development Initiative. 15. Interviews and emails with Josh Trautwein of Fresh Truck between 5 October and 5 December,

2015. 16. Fresh Truck. 2016. Fresh Truck internal documents. 17. ICIC. 2015. Food Availability Versus Food Affordability: Income Disparities Create Food Deserts in

Boston. http://icic.org/food-availability-versus-food-affordability/, accessed 4 October 2016. 18. USDA. 2014. Food Access Research Atlas. http://www.ers.usda.gov/data-products/food-access-

research-atlas/go-to-the-atlas.aspx, accessed 15 May 2015. 19. Fresh Truck. 2017. Fresh Truck Website: Our Story. www.freshtruck.org, accessed 31 March

2017.