This document provides a guide for starting a farmers' market in Newfoundland and Labrador. It outlines 10 key steps to starting a successful market: 1) Form a working group; 2) Plan for success through strategic planning; 3) Choose an organizational structure; 4) Find a location; 5) Look for funding; 6) Appoint a market manager; 7) Establish policies and procedures; 8) Recruit vendors; 9) Promote the market; and 10) Open the market. The guide provides tools and examples to help organizers with each step, from conducting a feasibility study to developing goals and strategies to recruiting farmers and customers.
The document discusses farmers markets and their benefits. It provides information on what a farmers market is, including that they are locally sourced markets that allow direct sales of foods like produce, meat, cheese and prepared foods. It then summarizes a farmers market event held by UAlbany students and provides locations and times for local farmers markets. The document outlines various benefits of shopping at farmers markets such as access to cheaper organic and pesticide-free foods, supporting the local economy and environment, and promoting humane treatment of animals. It concludes that farmers markets are important for sustainability.
The presentation covers the various heath benefits of microgreens including their flavour and food use . The production and marketing is also understood in the same ppt.
Marketing systems are dynamic; they are competitive and involve continuous change and improvement. Businesses that have lower costs, are more efficient, and can deliver quality products, are those that prosper. Those that have high costs, fail to adapt to changes in market demand and provide poorer quality are often forced out of business.
This purpose of this presentation is to demonstrate low cost ways for farmers to create attractive farmers market displays. Brief discussion on pricing strategies.
Vertical Farming, also known as CEA (Controlled Environment Agriculture) refers to the practice of growing crops on vertically inclined surfaces and in vertically stacked layers.
Jackfruit shows considerable genetic diversity in traits like growth habit, canopy structure, leaf size, fruit shape, weight, and quality. It originated in South and Southeast Asia. Major collections exist in countries like Bangladesh, India, Indonesia, and Sri Lanka. In India, different varieties are grown in different regions with diverse fruit characteristics. Conservation methods include in situ on-farm conservation and ex situ approaches like field gene banks and cryopreservation due to the recalcitrant nature of jackfruit seeds.
This document discusses fruit and vegetable marketing in Pennsylvania. It outlines several important fruits and vegetables grown in the state, including potatoes, tomatoes, apples, peaches, cherries, plums, and grapes. It also discusses various marketing channels for produce, such as farmers' markets, wholesale markets, cooperatives, and direct sales to supermarkets or consumers. Key factors that affect fruit and vegetable marketing are perishability, seasonality, price and quantity risks, product bulkiness, and quality standards.
The document discusses farmers markets and their benefits. It provides information on what a farmers market is, including that they are locally sourced markets that allow direct sales of foods like produce, meat, cheese and prepared foods. It then summarizes a farmers market event held by UAlbany students and provides locations and times for local farmers markets. The document outlines various benefits of shopping at farmers markets such as access to cheaper organic and pesticide-free foods, supporting the local economy and environment, and promoting humane treatment of animals. It concludes that farmers markets are important for sustainability.
The presentation covers the various heath benefits of microgreens including their flavour and food use . The production and marketing is also understood in the same ppt.
Marketing systems are dynamic; they are competitive and involve continuous change and improvement. Businesses that have lower costs, are more efficient, and can deliver quality products, are those that prosper. Those that have high costs, fail to adapt to changes in market demand and provide poorer quality are often forced out of business.
This purpose of this presentation is to demonstrate low cost ways for farmers to create attractive farmers market displays. Brief discussion on pricing strategies.
Vertical Farming, also known as CEA (Controlled Environment Agriculture) refers to the practice of growing crops on vertically inclined surfaces and in vertically stacked layers.
Jackfruit shows considerable genetic diversity in traits like growth habit, canopy structure, leaf size, fruit shape, weight, and quality. It originated in South and Southeast Asia. Major collections exist in countries like Bangladesh, India, Indonesia, and Sri Lanka. In India, different varieties are grown in different regions with diverse fruit characteristics. Conservation methods include in situ on-farm conservation and ex situ approaches like field gene banks and cryopreservation due to the recalcitrant nature of jackfruit seeds.
This document discusses fruit and vegetable marketing in Pennsylvania. It outlines several important fruits and vegetables grown in the state, including potatoes, tomatoes, apples, peaches, cherries, plums, and grapes. It also discusses various marketing channels for produce, such as farmers' markets, wholesale markets, cooperatives, and direct sales to supermarkets or consumers. Key factors that affect fruit and vegetable marketing are perishability, seasonality, price and quantity risks, product bulkiness, and quality standards.
Sprouting and microgreens are considered highly nutritious additions to the human diet. Sprouting involves germinating seeds like mung beans and sunflower seeds to be eaten raw or cooked. Microgreens are the next growth stage after sprouting, when seeds develop 2-4 leaves. Both sprouts and microgreens are widely accepted as functional foods due to their nutritional benefits. Microgreens are more nutritious than sprouts as they have more time to absorb nutrients through photosynthesis during their longer growth period before harvesting. Proper care, suitable seeds, and harvesting at the right time are needed to safely grow and consume nutritious sprouts and microgreens.
This document summarizes a study of the organic food value chain from the perspectives of a company called Morarka Organic Foods Pvt. Ltd., consumers, and farmers in Jaipur, India. The study examined Morarka's business processes, marketing strategies, and sales channels. It also assessed consumer awareness and preferences for organic food. Key findings included the need for improved training of field officers, better supply and demand analysis, and a focus on pricing and promotion. The document provided recommendations like expanding distribution networks, strengthening communication strategies, and developing promotional activities to increase organic food awareness.
Strategies for Agriculture in the 12th Plan (2012 - 2017)NITI Aayog
The document outlines strategies for accelerating inclusive agricultural growth in India's 12th Five Year Plan and beyond. It notes that while agricultural growth has increased, productivity remains low compared to global averages. Key challenges include shrinking natural resources and declining youth participation. The strategies proposed focus on improving farm viability, technology dissemination, infrastructure investment, and strengthening institutions. Major programs are outlined to boost production of foodgrains, horticulture, livestock, and fisheries to meet rising demand. The expected outcomes include faster and more diversified agricultural growth that benefits small farmers and enhances food security.
Introduction to agribusiness marketingDaisy Ifeoma
This chapter is intended to help the students understand how agribusiness came into being, the size and importance of the agribusiness sector, the conflicting needs of the players in this sector and most importantly, the relevance of marketing to the agricultural and food sectors.
Floriculture business in NER – Status and ProspectsAndrewChinzah
This document provides an overview of the status and prospects of floriculture business in Northeast India. It discusses the current status in each Northeast state including area under cultivation, major flowers grown, production levels, marketing channels, and key companies. While floriculture has potential given the region's climate and biodiversity, the industry still faces challenges like lack of market infrastructure and low prioritization. However, opportunities exist to expand through initiatives like the government's Act East Policy and dedicated funding for the region from the Agricultural and Processed Food Products Export Development Authority.
Fruits and Plantation Crops with Horticultural ClassificationJupite Mark Banayag
1. The document discusses the definition and branches of horticulture. It defines horticulture as the cultivation of fruits, vegetables, flowers and ornamental plants.
2. The main branches of horticulture discussed are olericulture (production of vegetable crops), pomology (fruit crops), floriculture (flowers and ornamental plants), and plantation crops.
3. Various fruits, vegetables and flowers are classified under these branches. The document also discusses the differences between horticultural and agronomic crops as well as the types and origins of fruits.
The document discusses agricultural entrepreneurship and SAE programs. It provides examples of agricultural entrepreneurship opportunities including lawn maintenance, fishing bait sales, custom crop harvesting, and pet sitting. It outlines the history of SAE programs from the early 20th century focusing on livestock and crop production to today's wider variety of opportunities. Characteristics of successful entrepreneurs are discussed including drive, communication skills, and technical ability. Challenges and benefits of agricultural entrepreneurship are also summarized.
This document provides an overview of Natueco farming. Some key points:
1. Natueco farming aims to imitate nature through scientific methods to strengthen farm ecology in a holistic way that addresses issues like reducing dependency on external inputs and working within available resources without harming the environment.
2. It goes beyond organic farming by taking a scientific approach of continuously learning about nature through experiments rather than just trusting nature.
3. The vision is for every farmer to prosper, consumers to be healthy, and nature to thrive, by working in harmony with natural laws through a service-oriented approach rather than commercial exploitation.
4. Young farmers are adopting it and reaping benefits like lower resource use and
Bangladesh is enrich in herbs and shrubs. Almost every shrubs or herbs are use in many purpose like medicine, food, decoration etc. In these slides I enlisted famous plants on the basis of uses.
Hope this documentation will help anyone to gain knowledge of Bangladeshi herbs and shrubs.
Tunnel farming involves constructing greenhouse-like structures covered in plastic to protect summer crops from cold winter temperatures. These structures, called tunnels, serve as cocoons for growing vegetables like tomatoes, peppers, and carrots. The tunnels trap heat and fool crops into thinking it is a different season, extending the growing period. Three main types of tunnels are used - low, walk-in, and high tunnels. Low tunnels are simplest but yield less. Walk-in tunnels provide higher yields than low tunnels at moderate cost. High tunnels maximize yields but are most expensive. The controlled environment of tunnels allows year-round production of summer crops and higher profits for farmers.
This document provides an overview of agricultural marketing in North East India. It discusses the region's geography and climate. Agriculture is the main industry, though productivity is low compared to the rest of India. Food grains, pulses, vegetables, fruits and oilseeds are the primary crops grown, but production and yields lag behind national averages. Infrastructure like roads, irrigation, storage and market facilities are underdeveloped, hindering the region's agricultural potential and farmers' ability to bring crops to market. Overall, the document analyzes the current state of agriculture and infrastructure in North East India and how improvements could help boost the sector's development and prosperity.
This presentation provides an overview of agribusiness. It defines agriculture, business, and agribusiness. Agribusiness involves all operations related to farm production, storage, processing, and distribution. The presentation outlines the agribusiness system including the input, production, and processing sectors. It discusses the objectives, features, areas, scope, and importance of agribusiness. Successful agribusiness requires clear objectives, planning, organization, research, finance, management, and worker relations. Bangladesh has potential for agribusiness in products like jam, shrimp, seafood, fruits, and vegetables both domestically and for export. Agribusiness can contribute to the economy and improve food security and living standards.
Greenway Farms is a 25 acre farm that grows specialty greens, baby vegetables, and fruits using sustainable practices in high tunnels. Owned by John and Mary Green, the farm aims to increase production and sales over the next five years by expanding product offerings to include fruits. The farm currently sells wholesale and retail at farmers markets, with plans to target local restaurants. Greenway Farms will utilize season extension and niche products to provide a unique, high quality local product when other suppliers are not available.
India is the second largest producer of fruits and vegetables in the world after China, producing over 169 million tons of vegetables annually. Vegetables are a major export, valued at over $884 million USD annually, with onions, okra, and potatoes as top exports. While production is seasonal, technology and infrastructure have allowed year-round availability through processing, storage, and transportation. Vegetables are sold through various market channels in India including local markets, street vendors, wholesale markets, retail markets, hypermarkets, and new online markets. However, the vegetable market is still dominated by intermediaries, lacks regulation, and poses challenges for both producers and consumers.
This document discusses the fundamentals of horticulture harvesting and handling. It covers various post-harvest processes like sorting, grading, packaging, transportation, and marketing. The key steps are sorting crops immediately after harvest to remove defective produce, grading crops by size and quality, packaging to protect crops and extend shelf life during transport and storage, transporting crops via various modes to markets, and marketing crops to link producers and consumers. The overall goal is to minimize losses and maximize quality and price of horticultural crops from harvest through consumption.
The document discusses the economic goals of countries and different economic systems. The main economic goals are economic growth, development, full employment, efficiency, price stability, economic freedom, security, equitable distribution of income, and balance of trade. It also describes four main economic systems: traditional, market, planned (command), and mixed. The traditional system is based on customs and norms while the market system uses supply and demand. The planned system involves centralized government control and the mixed system combines elements of the market and planned systems.
Investing in Agribusiness (Pamumuhunan sa Agribusiness)rexcris
The document discusses investing in agribusiness in the Philippines. It defines agribusiness and explains why it is an attractive sector for investment. Some key points made include:
1) Agribusiness includes agriculture, fishery, and forestry-based businesses that operate interdependently. The Philippines has abundant agribusiness land and high demand for agricultural products, making it a good option for investment.
2) Investing in agribusiness creates jobs in rural areas, allows for value-adding activities, and can generate high returns. Various investment models are possible including contract growing, joint ventures, and sole proprietorships.
3) Potential agribusiness projects mentioned include ornamental plants, p
1. Mature leaves of the sponge gourd (Luffa cylindrica) can be used for transient gene expression through agroinfiltration. The leaves easily absorbed Agrobacterium tumefaciens containing a GUS reporter gene and quickly diffused it through the leaf tissue.
2. Compared to other cucurbit leaves, Luffa cylindrica leaves have large air spaces in the mesophyll that allow for better absorption and diffusion. Stomata structure is similar across cucurbit leaves but Luffa has larger sub-stomatal air spaces.
3. Following agroinfiltration, GUS expression was detected in Luffa leaf extracts and ph
This document summarizes a book on onion and garlic cultivation and processing. It discusses the complete production process for various onion and garlic products including onion paste, flakes, powder and garlic paste, powder, flakes, oil. It covers topics like varieties of onions and garlic, growing practices, dehydration techniques, and manufacturing processes for various onion and garlic products. The book is intended to be a standard reference for professionals and entrepreneurs working in the onion and garlic products industry.
I grew up in the organisation learning language, science, mathematics and Mao’s ideology. Soon I learnt computers and began typing press releases, revolutionary poems, revolutionary messages for posters and banners. As I crossed age 12, I was given a chance to choose the weapon I would like to train. I preferred INSAS1 [automatic] rifles and carbines.
This 17-year-old girl had already spent over a decade in one of several left wing armed groups operating across ten states in central India when Child Soldiers International and HAQ: Centre for Child Rights (HAQ CRC) interviewed her in the Indian state of Jharkhand in August 2015. She had run away after an altercation with one of her superiors who suspected that she had been communicating with police informers. Terrified that she or her family would face reprisals from the group, she was in hiding at the time of the interview.
HAQ: Center for Child Rights
B1/2, Ground Floor,
Malviya Nagar
New Delhi - 110017
Tel: +91-26677412,26673599
Fax: +91-26674688
Website: www.haqcrc.org
FaceBook Page: https://www.facebook.com/HaqCentreForChildRights
Robert Raikes witnessed the poor conditions of children in Gloucester, England in the late 18th century due to the Industrial Revolution. This inspired him to create the first Sunday school to educate and reform street children. The Sunday school used the Bible as its textbook and proved hugely successful in improving behavior and civic responsibility. Raikes' idea then spread across Britain and to other parts of Europe and America, revolutionizing religious education of children and community outreach efforts of churches. Late in life, Raikes had a profound spiritual experience witnessing a young girl reading the Bible that gave him a new understanding of faith.
Sprouting and microgreens are considered highly nutritious additions to the human diet. Sprouting involves germinating seeds like mung beans and sunflower seeds to be eaten raw or cooked. Microgreens are the next growth stage after sprouting, when seeds develop 2-4 leaves. Both sprouts and microgreens are widely accepted as functional foods due to their nutritional benefits. Microgreens are more nutritious than sprouts as they have more time to absorb nutrients through photosynthesis during their longer growth period before harvesting. Proper care, suitable seeds, and harvesting at the right time are needed to safely grow and consume nutritious sprouts and microgreens.
This document summarizes a study of the organic food value chain from the perspectives of a company called Morarka Organic Foods Pvt. Ltd., consumers, and farmers in Jaipur, India. The study examined Morarka's business processes, marketing strategies, and sales channels. It also assessed consumer awareness and preferences for organic food. Key findings included the need for improved training of field officers, better supply and demand analysis, and a focus on pricing and promotion. The document provided recommendations like expanding distribution networks, strengthening communication strategies, and developing promotional activities to increase organic food awareness.
Strategies for Agriculture in the 12th Plan (2012 - 2017)NITI Aayog
The document outlines strategies for accelerating inclusive agricultural growth in India's 12th Five Year Plan and beyond. It notes that while agricultural growth has increased, productivity remains low compared to global averages. Key challenges include shrinking natural resources and declining youth participation. The strategies proposed focus on improving farm viability, technology dissemination, infrastructure investment, and strengthening institutions. Major programs are outlined to boost production of foodgrains, horticulture, livestock, and fisheries to meet rising demand. The expected outcomes include faster and more diversified agricultural growth that benefits small farmers and enhances food security.
Introduction to agribusiness marketingDaisy Ifeoma
This chapter is intended to help the students understand how agribusiness came into being, the size and importance of the agribusiness sector, the conflicting needs of the players in this sector and most importantly, the relevance of marketing to the agricultural and food sectors.
Floriculture business in NER – Status and ProspectsAndrewChinzah
This document provides an overview of the status and prospects of floriculture business in Northeast India. It discusses the current status in each Northeast state including area under cultivation, major flowers grown, production levels, marketing channels, and key companies. While floriculture has potential given the region's climate and biodiversity, the industry still faces challenges like lack of market infrastructure and low prioritization. However, opportunities exist to expand through initiatives like the government's Act East Policy and dedicated funding for the region from the Agricultural and Processed Food Products Export Development Authority.
Fruits and Plantation Crops with Horticultural ClassificationJupite Mark Banayag
1. The document discusses the definition and branches of horticulture. It defines horticulture as the cultivation of fruits, vegetables, flowers and ornamental plants.
2. The main branches of horticulture discussed are olericulture (production of vegetable crops), pomology (fruit crops), floriculture (flowers and ornamental plants), and plantation crops.
3. Various fruits, vegetables and flowers are classified under these branches. The document also discusses the differences between horticultural and agronomic crops as well as the types and origins of fruits.
The document discusses agricultural entrepreneurship and SAE programs. It provides examples of agricultural entrepreneurship opportunities including lawn maintenance, fishing bait sales, custom crop harvesting, and pet sitting. It outlines the history of SAE programs from the early 20th century focusing on livestock and crop production to today's wider variety of opportunities. Characteristics of successful entrepreneurs are discussed including drive, communication skills, and technical ability. Challenges and benefits of agricultural entrepreneurship are also summarized.
This document provides an overview of Natueco farming. Some key points:
1. Natueco farming aims to imitate nature through scientific methods to strengthen farm ecology in a holistic way that addresses issues like reducing dependency on external inputs and working within available resources without harming the environment.
2. It goes beyond organic farming by taking a scientific approach of continuously learning about nature through experiments rather than just trusting nature.
3. The vision is for every farmer to prosper, consumers to be healthy, and nature to thrive, by working in harmony with natural laws through a service-oriented approach rather than commercial exploitation.
4. Young farmers are adopting it and reaping benefits like lower resource use and
Bangladesh is enrich in herbs and shrubs. Almost every shrubs or herbs are use in many purpose like medicine, food, decoration etc. In these slides I enlisted famous plants on the basis of uses.
Hope this documentation will help anyone to gain knowledge of Bangladeshi herbs and shrubs.
Tunnel farming involves constructing greenhouse-like structures covered in plastic to protect summer crops from cold winter temperatures. These structures, called tunnels, serve as cocoons for growing vegetables like tomatoes, peppers, and carrots. The tunnels trap heat and fool crops into thinking it is a different season, extending the growing period. Three main types of tunnels are used - low, walk-in, and high tunnels. Low tunnels are simplest but yield less. Walk-in tunnels provide higher yields than low tunnels at moderate cost. High tunnels maximize yields but are most expensive. The controlled environment of tunnels allows year-round production of summer crops and higher profits for farmers.
This document provides an overview of agricultural marketing in North East India. It discusses the region's geography and climate. Agriculture is the main industry, though productivity is low compared to the rest of India. Food grains, pulses, vegetables, fruits and oilseeds are the primary crops grown, but production and yields lag behind national averages. Infrastructure like roads, irrigation, storage and market facilities are underdeveloped, hindering the region's agricultural potential and farmers' ability to bring crops to market. Overall, the document analyzes the current state of agriculture and infrastructure in North East India and how improvements could help boost the sector's development and prosperity.
This presentation provides an overview of agribusiness. It defines agriculture, business, and agribusiness. Agribusiness involves all operations related to farm production, storage, processing, and distribution. The presentation outlines the agribusiness system including the input, production, and processing sectors. It discusses the objectives, features, areas, scope, and importance of agribusiness. Successful agribusiness requires clear objectives, planning, organization, research, finance, management, and worker relations. Bangladesh has potential for agribusiness in products like jam, shrimp, seafood, fruits, and vegetables both domestically and for export. Agribusiness can contribute to the economy and improve food security and living standards.
Greenway Farms is a 25 acre farm that grows specialty greens, baby vegetables, and fruits using sustainable practices in high tunnels. Owned by John and Mary Green, the farm aims to increase production and sales over the next five years by expanding product offerings to include fruits. The farm currently sells wholesale and retail at farmers markets, with plans to target local restaurants. Greenway Farms will utilize season extension and niche products to provide a unique, high quality local product when other suppliers are not available.
India is the second largest producer of fruits and vegetables in the world after China, producing over 169 million tons of vegetables annually. Vegetables are a major export, valued at over $884 million USD annually, with onions, okra, and potatoes as top exports. While production is seasonal, technology and infrastructure have allowed year-round availability through processing, storage, and transportation. Vegetables are sold through various market channels in India including local markets, street vendors, wholesale markets, retail markets, hypermarkets, and new online markets. However, the vegetable market is still dominated by intermediaries, lacks regulation, and poses challenges for both producers and consumers.
This document discusses the fundamentals of horticulture harvesting and handling. It covers various post-harvest processes like sorting, grading, packaging, transportation, and marketing. The key steps are sorting crops immediately after harvest to remove defective produce, grading crops by size and quality, packaging to protect crops and extend shelf life during transport and storage, transporting crops via various modes to markets, and marketing crops to link producers and consumers. The overall goal is to minimize losses and maximize quality and price of horticultural crops from harvest through consumption.
The document discusses the economic goals of countries and different economic systems. The main economic goals are economic growth, development, full employment, efficiency, price stability, economic freedom, security, equitable distribution of income, and balance of trade. It also describes four main economic systems: traditional, market, planned (command), and mixed. The traditional system is based on customs and norms while the market system uses supply and demand. The planned system involves centralized government control and the mixed system combines elements of the market and planned systems.
Investing in Agribusiness (Pamumuhunan sa Agribusiness)rexcris
The document discusses investing in agribusiness in the Philippines. It defines agribusiness and explains why it is an attractive sector for investment. Some key points made include:
1) Agribusiness includes agriculture, fishery, and forestry-based businesses that operate interdependently. The Philippines has abundant agribusiness land and high demand for agricultural products, making it a good option for investment.
2) Investing in agribusiness creates jobs in rural areas, allows for value-adding activities, and can generate high returns. Various investment models are possible including contract growing, joint ventures, and sole proprietorships.
3) Potential agribusiness projects mentioned include ornamental plants, p
1. Mature leaves of the sponge gourd (Luffa cylindrica) can be used for transient gene expression through agroinfiltration. The leaves easily absorbed Agrobacterium tumefaciens containing a GUS reporter gene and quickly diffused it through the leaf tissue.
2. Compared to other cucurbit leaves, Luffa cylindrica leaves have large air spaces in the mesophyll that allow for better absorption and diffusion. Stomata structure is similar across cucurbit leaves but Luffa has larger sub-stomatal air spaces.
3. Following agroinfiltration, GUS expression was detected in Luffa leaf extracts and ph
This document summarizes a book on onion and garlic cultivation and processing. It discusses the complete production process for various onion and garlic products including onion paste, flakes, powder and garlic paste, powder, flakes, oil. It covers topics like varieties of onions and garlic, growing practices, dehydration techniques, and manufacturing processes for various onion and garlic products. The book is intended to be a standard reference for professionals and entrepreneurs working in the onion and garlic products industry.
I grew up in the organisation learning language, science, mathematics and Mao’s ideology. Soon I learnt computers and began typing press releases, revolutionary poems, revolutionary messages for posters and banners. As I crossed age 12, I was given a chance to choose the weapon I would like to train. I preferred INSAS1 [automatic] rifles and carbines.
This 17-year-old girl had already spent over a decade in one of several left wing armed groups operating across ten states in central India when Child Soldiers International and HAQ: Centre for Child Rights (HAQ CRC) interviewed her in the Indian state of Jharkhand in August 2015. She had run away after an altercation with one of her superiors who suspected that she had been communicating with police informers. Terrified that she or her family would face reprisals from the group, she was in hiding at the time of the interview.
HAQ: Center for Child Rights
B1/2, Ground Floor,
Malviya Nagar
New Delhi - 110017
Tel: +91-26677412,26673599
Fax: +91-26674688
Website: www.haqcrc.org
FaceBook Page: https://www.facebook.com/HaqCentreForChildRights
Robert Raikes witnessed the poor conditions of children in Gloucester, England in the late 18th century due to the Industrial Revolution. This inspired him to create the first Sunday school to educate and reform street children. The Sunday school used the Bible as its textbook and proved hugely successful in improving behavior and civic responsibility. Raikes' idea then spread across Britain and to other parts of Europe and America, revolutionizing religious education of children and community outreach efforts of churches. Late in life, Raikes had a profound spiritual experience witnessing a young girl reading the Bible that gave him a new understanding of faith.
A teacher in Baltimore transformed the lives of students from the slums. In the 1920s, college students evaluated 200 boys from the slums and said they had no chance of success. Twenty-five years later, it was found that 176 of the 180 boys who could be located had achieved success as lawyers, doctors, and businessmen. The professor interviewed each man and they all credited their success to a teacher who had loved and believed in them. When interviewed, the elderly teacher said her simple method was that she loved those boys.
Ruth Jones, a Christian teacher without a master's degree or administrative experience, was unexpectedly named principal of a struggling inner city elementary school in Grand Rapids, Michigan that was on the verge of closure due to poor academic performance. Through prayer, addressing students' practical needs, and recruiting volunteers, Jones led a dramatic turnaround of the school over 20 years. Test scores and graduation rates increased sharply, and the school now has a waiting list despite originally facing closure. Jones attributes the school's success to aligning herself with God.
This document provides links to resources about organic gardening techniques, urban farming, rainwater harvesting, green roofs, straight vegetable oil vehicles, garden therapy, volunteering on organic farms in Europe, solar energy training, and eco-friendly coffee beans. It discusses how organic gardening technologies can increase plant yields by 400% and provides catalogs and manuals about topics such as city farming, backyard farming, rain gardens, and aquaponics systems. The links provide free information for organic and sustainable living practices.
- Coconut oil may help slow or prevent Alzheimer's disease in some people by providing an alternative fuel for brain cells in the form of ketones. Dr. Mary Newport put her husband Steve, who had Alzheimer's, on a diet supplemented with coconut oil, which led to improvements in his symptoms and cognitive abilities.
- Researchers have developed a ketone ester that is more potent than coconut oil, but it is very expensive to produce. Coconut oil remains a viable alternative source of ketones. Taking coconut oil may also help with other neurological diseases due to its ability to increase ketone levels and good cholesterol while reducing bad bacteria.
Marthe Cohn was a Jewish French spy who risked her life to gather intelligence for the French resistance during WWII. She infiltrated Nazi Germany using her fluent German and managed to discover key military information. As a result, the French army was able to achieve an important victory. Cohn went on to have a long career as a nurse and nurse anesthetist. She has received numerous honors for her wartime heroism and courageously fights to keep the memory of the Holocaust alive.
Real Food, Real Choice: Connecting SNAP Recipients with Farmers MarketsJohn Smith
This document summarizes a report about connecting SNAP (Supplemental Nutrition Assistance Program, formerly food stamps) recipients with farmers markets. It discusses barriers that have prevented low-income communities from fully participating in the growth of farmers markets. While the number of farmers markets and overall SNAP expenditures have increased, SNAP redemptions at farmers markets declined between 1994 and 2008. The report examines this issue from the perspectives of farmers markets, SNAP recipients, and policymakers. It provides recommendations to increase SNAP usage at farmers markets, including developing farmers market leadership, subsidizing EBT terminal costs, sharing best practices, addressing convenience barriers, and creating incentive programs. The goal is to improve access to healthy foods and support local agriculture
This document summarizes a study on expanding access for local farmers to consumers in Charleston, South Carolina. The study examines the history and impacts of the current industrialized food system and the local foods movement. It also analyzes data collected from local farmers through surveys and interviews about their current marketing outlets, challenges, and interactions with GrowFood Carolina, the region's first food hub. The data showed farmers' most common marketing outlets and challenges securing cold storage and marketing knowledge. It also revealed GrowFood addresses many of these challenges but farmers are sometimes confused about its operations. Recommendations are made for GrowFood to clarify its services to better support local farmers.
Food Waste Reduction Alliance Best Practices to Reduce Food Waste ToolkitJeanne von Zastrow
A toolkit of best practices to reduce food waste, developed by The Food Waste Reduction Alliance, a collaboration of Food Marketing Institute, Grocery Manufacturers Association and National Restaurant Association and 30 member companies with best practices and examples from industry.
Published 2012.
The Rural Advancement Foundation International - USA cultivates markets, policies, and communities that support thriving, socially just, environmentally sound family farms. www.rafiusa.org
Table to Table is a nonprofit food rescue organization in Johnson County, Iowa that collects donated food from local businesses and distributes it to agencies serving hungry populations. In 2015, Table to Table recovered over 1.5 million pounds of food, contributing an estimated $7.34 million in benefits to the community. The case study details Table to Table's route-based model for food collection, transportation, and distribution to ensure donated food reaches those in need.
A market analysis was conducted for a potential public market and food hub in Lane County, Oregon. A survey of 298 households found strong interest in locally-grown produce, meat, cheese and prepared foods. Residents estimated spending $110 on average per month at a public market. Revenue projections estimate $6-9 million annually from food sales. Interviews with local food producers identified opportunities for a food hub to provide distribution, processing and other services. A public market could boost the local economy, increase access to healthy foods, and serve as a community gathering place.
For the past 5 years, the National Restaurant Association has highlighted the local food movement as one of its top 10 trends. The concept has been gradually embraced by culturally-conscious restaurants far and wide, and its momentum is only growing.
The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. Jim Slama of Familyfarmed.org keynote presentation on Good Food = Good Business.
Urban Agriculture and Community Food Security in the United StatesJohn Smith
This document provides an overview of urban agriculture in the United States. It discusses how urban agriculture can address food insecurity in cities by utilizing existing urban resources and infrastructure. Examples are provided of successful urban agriculture projects, such as the Homeless Garden Project in Santa Cruz, California, which provided jobs and fresh produce. The document also outlines some of the challenges of urban agriculture, such as land access and costs, and recommends policy changes to promote urban agriculture, including supporting urban food production, processing, and marketing.
INTRODUCTION- Just In case you missed this when i first posted
There is an escalating crisis in food and farming systems. Industrial food production is damaging the environment, degrading natural resources and contributing to soaring levels of diet-related ill health. We urgently need to tackle this issue before the problem becomes even worse. But how do we go about this? And what is preventing society from doing more to change these harmful practices?
Arguably, the biggest barrier to making food and farming more sustainable is the distorted economic system which takes account of the direct costs of production, such as land, feed, seeds, labor and farming equipment, but fails to include the many externalized costs including pollution, biodiversity, social, cultural and welfare impacts. This system results in a situation where food produced intensively appears to be cheaper to consumers and more profitable to producers than food produced in a more sustainable way.
However, the external costs of this system are ultimately paid for by consumers, either individually or as part of society, even though they rarely realize this.
This document provides an introduction to marketing local food and discusses various direct and intermediate marketing options for farmers. It begins with a self-assessment tool to help farmers identify their preferences and strengths in terms of customer contact, regulations, liability, pricing, and paperwork/organization. This can help determine which marketing strategies may be the best fit. The document then provides overviews and profiles of different local food marketing approaches, including farmers' markets, community supported agriculture, agritourism, pick-your-own, roadside stands, restaurants/grocery stores, institutional food service, brokers/distributors, and collaboratives. Later sections cover general topics like regulations, food safety, liability, pricing, branding and more.
Growing the Food System within the Headwaters Region_Summary Brief_250614Guy K. Letts
This document summarizes a study on barriers facing the local food system in the Headwaters Region. 53 participants representing producers, processors, distributors, and food advocates identified 47 barriers across environmental, cultural, economic and government levels. The largest number of barriers related to government policies and regulations. Based on the study findings, the report recommends developing a long-term vision and regional cluster policy to establish collaboration between stakeholders and implement systemic changes to support a viable local food system, such as developing food hubs, agritourism, education programs, and protecting farmland.
This letter is from a coalition of over 100 organizations representing farmers, ranchers, farmworkers, businesses and consumers to the leadership of the Senate and House Agriculture Committees. It urges Congress to complete reauthorization of the farm bill in 2012 and includes recommendations to support socially disadvantaged, beginning, tribal, and limited resource farmers and address equity and access issues. It also expresses support for several key programs.
Scaling up Urban Agriculture in Toronto: Building the InfrastructureElisaMendelsohn
This document summarizes the infrastructure needed to scale up urban agriculture in Toronto. It identifies the greatest needs as access to land, soil and soil amendments, water, power, seeds and seedlings, equipment, season extension, and fencing. It also discusses the need for support facilities, improved food chain infrastructure like distribution and cooperatives, knowledge infrastructure like training programs, and governance models to coordinate urban agriculture in Toronto. The vision is for a sustainable, equitable urban agriculture system that improves food access, the local economy, and the environment.
This document provides a guide for starting a community garden. It outlines key steps including identifying interested participants, forming a garden committee, establishing partnerships, selecting a site, finding funding, planning the garden design, determining guidelines, and installing and maintaining the garden. The guide includes tips at each step and appendices with helpful templates and resources.
RAFI-USA works to cultivate markets, policies, and communities that support family farms through socially just and environmentally sound practices. It ensures that farm laborers are respected and protected, natural resources are preserved, food is accessible to all, and seed diversity is maintained. RAFI-USA supported farmers through a difficult economic year by finalizing a National Organic Action Plan, doubling funding for the National Organic Program, and providing grants to innovative farmers through the Tobacco Communities Reinvestment Fund. RAFI-USA remains committed to developing sustainable and equitable agriculture systems for the future of family farms.
This document provides a comprehensive overview of local food systems in the United States. It explores definitions of local food, estimates the size and growth of local food markets, describes characteristics of local food producers and consumers, examines government programs and policies supporting local foods, and analyzes the limited evidence on economic and health impacts. Key findings include:
- There is no consensus definition of "local," but definitions often consider geographic distance from production to sale or direct marketing arrangements.
- Local food markets account for a small but growing share of U.S. agricultural sales, with direct-to-consumer sales reaching $1.2 billion in 2007.
- Production of local foods is more common on small farms located near metropolitan areas.
This community Food Profile is intended to give readers a better sense of how producing, processing, distributing, retailing, preparing and eating food influence and interconnect a community’s economic, ecological and social well being. This Profile focuses on the Southern Iowa Resource Conservation and Development seven county area which includes Adair, Adams, Union, Clarke, Taylor, Ringgold and Decatur.
This document provides a summary of a report assessing access to healthy food in the Central City South community of Phoenix, Arizona. Fourteen food stores in the community were surveyed using the Nutrition Environment Measures Survey, and none were full-service grocery stores, as the community lacks a grocery store. Healthy food options were found to be significantly less available than unhealthy options. Only half of stores offered any fresh produce, and healthier options tended to be more expensive. The report aims to analyze the current food environment, inform recommendations to improve healthy food access, and support the community in meeting its health goals.
Similar to Farmers’ Market Best Practices Guide (20)
The document discusses using Groasis Waterboxx devices to help plant and grow trees in dry environments like the Sahara Desert. It describes how the author and a colleague tried using 10 Waterboxx devices to plant trees in M'hamid, Morocco but their luggage containing the devices was initially lost. They were eventually found and the devices were used to plant tamarisk trees to compare growth with traditional planting methods. The document provides details on how the Waterboxx works, collecting condensation and directing water to tree roots, and hopes the experiment will help increase tree survival rates in the dry climate.
The Groasis Waterboxx is a low-tech device that helps seeds and saplings grow into strong trees in dry environments. It collects and stores rainwater and condensation to slowly water the roots daily. In tests, 88% of trees grown with the Waterboxx survived compared to only 10.5% without it. The inventor believes using this technology could reforest billions of acres and offset humanity's carbon emissions by capturing CO2 in new tree growth.
The document discusses the Groasis Technology, a planting method that uses a Waterboxx and other techniques to plant trees in dry areas with 90% less water. It summarizes that the technology (1) improves soil, maps planting areas, harvests rainfall, and uses the right planting techniques to help trees grow deep roots in the first year to survive independently. It also describes how the technology terraces slopes to harvest and direct rainfall to trees, uses 3D imaging to map ideal planting lines, and a capillary drill to quickly plant thousands of trees per day.
The document describes the Agua, Vida y Naturaleza Project (AVNP) that started in Ecuador in 2012. It is funded by the Dutch COmON Foundation to help small farmers in dry areas by introducing the Groasis Technology, which allows planting in deserts and eroded lands. The technology mimics nature by improving soil, maintaining capillary structures, and using a waterboxx device. The project aims to address issues small farmers face like lack of water, capital, and farming knowledge, in order to help alleviate world hunger and prevent farmers from migrating to cities due to lack of income from farming dry areas.
The document provides planting instructions for using a Waterboxx planting device. It outlines 6 main steps:
1. Preparing the soil by digging holes and adding compost/fertilizer or just watering.
2. Assembling the Waterboxx by placing the wick, mid-plate, lid, and siphons.
3. Preparing plants by pruning roots to encourage deep growth.
4. Planting in holes aligned east-west within the Waterboxx hole.
5. Placing the assembled Waterboxx over the planted area.
6. Watering the plants and filling the Waterboxx for the first time.
This document provides instructions for growing vegetables using the Groasis Waterboxx system. It details recommendations for greenhouse design, soil preparation, planting methods, plant spacing, watering schedules, and pest and disease management. Proper installation and maintenance of the Waterboxx system is emphasized to ensure healthy plant growth and high crop yields. Close monitoring of climate conditions and plant needs is also advised.
The document is a report on the Groasis waterboxx, a device that aims to allow farming without irrigation. It provides an overview of the waterboxx's history and development, describes its components and how it works, reviews testing that has been done, and evaluates its suitability for organic farming. In the conclusion, the report recommends that the cooperative discussed in the document not use the waterboxx yet, as more data is still needed, but could consider conducting their own tests with support from their technical services.
The document summarizes an invention called the Groasis that helps plants survive in arid climates by collecting and storing rainfall to provide steady watering to seedlings. It notes that most rainfall in deserts occurs within one week but is then unavailable, and that the Groasis uses evaporation-proof containers and wicking to deliver water to young plants over longer periods, allowing their roots to develop and access deeper groundwater reserves. Large-scale projects have used the Groasis in countries like Kenya to aid reforestation efforts and combat desertification.
The document summarizes the work of the Sahara Roots Foundation in Morocco and their use of the Groasis Waterboxx to help plant trees and reduce desertification. The Sahara Roots Foundation was established to implement development projects to conserve the Moroccan Sahara through activities like tree planting, irrigation, education, and desert cleaning. They have started using the Groasis Waterboxx, an "intelligent water battery" developed by AquaPro, to improve the survival rate of newly planted trees. The Waterboxx produces and captures water through condensation and rain, allowing trees to be planted in dry areas like rocks and deserts with a 100% success rate.
The document describes the Agua, Vida y Naturaleza Project (AVNP) that started in Ecuador in 2012. It is funded by the Dutch COmON Foundation to help small farmers in dry areas by introducing the Groasis Technology, which allows planting in deserts and eroded lands. The technology mimics nature by improving soil, maintaining capillary structures, and using a waterboxx device. The project aims to address issues small farmers face like lack of water, capital, and farming knowledge, in order to help alleviate world hunger and prevent farmers from migrating to cities.
Groasis Technology is compared to drip irrigation over a 50-year project for a 500-hectare tree plantation. Key financial indicators show that using Groasis Waterboxes results in a higher net present value (NPV) of €26.62 million compared to €21.15 million for drip irrigation, and a slightly higher internal rate of return (IRR) of 22.1% versus 23.4% for drip irrigation. Waterboxx also has a longer payback period of 7 years compared to 5 years for drip irrigation. The document provides assumptions and calculations for costs and revenues for both systems over the 50-year period.
A new technology called the Groasis Waterboxx shows promise for reclaiming desert landscapes and increasing plant survival rates. The simple device regulates temperature and moisture levels around young plants, allowing trees and crops to grow with little watering even in dry conditions. Initial trials in Africa found tree survival rates increased to 88% with the Waterboxx compared to only 10% without it. Researchers in Kenya are optimistic this technology could significantly reduce desertification and help transform the country's deserts into productive, economic areas through increased vegetation.
The document summarizes an experiment using Groasis Waterboxx devices to establish tree seedlings at nine bus stops in North Central Austin. It provides updates on the condition of the trees over time, noting that as of late August all trees remained alive with varying health. Challenges included heat waves, lack of rain, and competition between trees and grass. The Waterboxx devices appeared to successfully provide water through condensation.
A prototype device called the Groasis Waterboxx aims to help farmers grow crops in arid areas by collecting and directing water to plant roots. The box is modeled after how bird droppings protect seeds, providing humidity and shelter. It surrounds young plants, collects water through condensation and from rain, and deposits small amounts to roots daily. Tests in the Sahara found 90% of trees planted with the box survived when removed, compared to only 10% without the box. The inventor now plans to test the Groasis in other dry regions to help farmers deal with unpredictable weather.
Este artículo describe un plan piloto lanzado en Pujilí, Ecuador para preservar la naturaleza utilizando una nueva técnica llamada "Incubadora de agua". El científico holandés Pieter Hoff y empresarios locales trabajan con la municipalidad de Pujilí y una escuela para enseñar esta técnica, que usa macetas especiales para ayudar a las plantas a crecer en zonas áridas sin riego. El plan piloto comenzó con demostraciones y siembra de plantas en la escuela Manuel E
A Dutch inventor has developed a planting technology called Groasis that allows trees to be grown in deserts without irrigation. The technology, called a waterboxx, mimics nature by assisting young trees through the planting period until their roots can reach underground water sources on their own. A presentation was given in Oman about a successful experiment using this system in Sohar Free Zone, with the potential benefits being reduced water usage, reforestation, increased food production, and lower carbon emissions. The system appears affordable and could help address problems of water scarcity and depletion of groundwater.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
1. Farmers’ Market Best Practices Toolkit:
A Guide for Community Organizations in
Newfoundland and Labrador
2. 1
Prepared by Lori Heath for the Food Security Network of Newfoundland and
Labrador
In collaboration with the Poverty Reduction Division, Department of Human
Resources, Labour and Employment and the Health Promotion & Wellness
Division, Department of Health and Community Services
Updated May, 2011
3. 2
Table of Contents
Preface.........................................................................................................................................................3
Acknowledgements ...................................................................................................................................4
Introduction .................................................................................................................................................5
What is a Farmers‟ Market? .......................................................................................................... 5
Why Start a Farmers‟ Market? ...................................................................................................... 5
Getting Started: Steps to Success .............................................................................................................7
Step 1: Form a Working Group..................................................................................................... 7
Step 2: Plan for Success................................................................................................................. 9
Step 3: Choose an Organizational Structure...........................................................................13
Step 4: Find a Location................................................................................................................15
Step 5: Look for Funding ..............................................................................................................17
Step 6: Appoint a Market Manager..........................................................................................20
Step 7: Establish Policies and Procedures ................................................................................21
Step 8: Recruit Vendors ...............................................................................................................25
Step 9: Promote the Market........................................................................................................29
Step 10: Open the Market ..........................................................................................................31
Evaluation ..................................................................................................................................................33
Community Engagement.........................................................................................................................34
Appendix A: Are You Ready? Checklist ................................................................................................35
Appendix B: Sources of Funding and Technical Support.....................................................................36
Appendix C: Sample Market Manager Job Description......................................................................38
Appendix D: Sample Vendor Rules and Regulations ...........................................................................41
Appendix E: Farmer Outreach Brochure................................................................................................43
Appendix F: Mock-up Press Release......................................................................................................45
Appendix G: Weekly Market Activities ..................................................................................................46
Appendix H: Important Links and Resources ........................................................................................47
Annotated Bibliography...........................................................................................................................52
4. 3
Preface
This toolkit is designed to assist community organizations in Newfoundland and
Labrador who want to start a farmers‟ market. It outlines key steps to starting a
market, and provides a range of tools and supports to help you along the way.
The toolkit is based on best practices research drawn from a review of existing
reports, resources, and guides on farmers‟ markets across North America,
enhanced by consultations with farmers‟ market participants and organizers
from across Newfoundland and Labrador and elsewhere in Canada. The
bibliography at the end of this toolkit lists the materials consulted during this
review.
The research, development, and writing of this toolkit was completed by Lori
Heath on behalf of the Food Security Network of Newfoundland and Labrador.
This toolkit is one in a series of best practices toolkits, which also cover
community gardens, community kitchens, and bulk buying clubs, available
through the Food Security Network of Newfoundland and Labrador.
5. 4
Acknowledgements
The author would like to thank everyone who participated in consultations and
focus groups, as well as those who provided important feedback on earlier
drafts:
Bob Diamond, Bay St. George Sustainability Network, Community Market Committee
Corinne Brett and Joan Cranston, Bonne Bay Cottage Hospital Heritage Corporation
Bill Stoyles, Cal LeGrow Insurance
Tim MacNeil, Codroy Valley Farmers' Co-op
Karen Spencer, Conception Bay South Parks Commission
Sharon Metcalfe, Department of Government Services, Government Services Centre
Terry Battcock, Department of Government Services, Program and Support Services
Crystal Anderson-Baggs and Blaine Hussey, Department of Natural Resources, Forestry
and Agrifoods Agency
Winston Osmond, Fogo Island/Change Islands Agricultural Co-op
Susan Galloway, Glenburnie - Birchy Head - Shoal Brook Farmers' Market
Gary Hennessey, Town of Grand Falls-Windsor
Keith Keating, Town of Marystown
Kristen Lowitt, PhD Candidate, Memorial University
Nancy Bennett, Nancy Bennett Public Interest Media
Colin Greene, Lori Greene, Sarah Hansen, and Jim Winter, St. John's Farmers' Market
Jeff Lawlor, Town of Torbay
Carolyn Wheeler, Western Environment Centre
The author would also like to thank the advisory committee for this project:
Glendora Boland, Department of Health and Community Services, Health Promotion and
Wellness Division
Douglas Howse, Department of Health and Community Services, Public Health Division
Melodie Kelly, Department of Human Resources, Labour, and Employment, Poverty
Reduction Strategy
Dena Parsons, Department of Natural Resources, Forestry and Agrifoods Agency
Sarah Frank and Linda Hillier, Labrador-Grenfell Health
Barbara Case, Rural Secretariat
Stephanie Buckle, Western Health
Editing support was provided by staff of the Food Security Network NL, including:
Kristie Jameson, Executive Director
Rick Kelly, Communications Coordinator
Janna Rosales, Project Support
Sarah Ferber, Project Coordinator
6. 5
Introduction
What is a Farmers’ Market?
A farmers' market is a place where farmers come
together on a regular basis to sell fresh fruits,
vegetables, dairy, fish, meats and other farm
products (such as preserves, baked goods, flowers
and plants), directly to consumers.
Hand-made items such as artwork and crafts are
often sold at farmers‟ markets as well, though many
markets place limits on the percentage of non-
farmer vendors allowed. This is to ensure that markets
which promote themselves as belonging to farmers are providing the service
that is expected by the public when they arrive on a market day. Generally,
farmers‟ markets also follow a "Make it, Bake it, and Grow it” motto, where all
products available at the market have to be produced by the vendor selling it.
Markets which consist primarily of non-farmer vendors are often referred to as
„public markets‟ or „community markets,‟ though many farmers‟ markets start
out with a small farmer base and strive to expand farmer participation over
time.
Why Start a Farmers’ Market?
According to a 2008 national study commissioned by Farmers‟ Markets Canada,
farmers‟ markets are an important source of Canadian farm income, providing
1/3 of participating vendors‟ revenue on average. They produce a remarkable
$1.03 billion in annual sales nationally, for a total economic impact of up to
$3.09 billion. In the U.S., the number of farmers‟ markets has more than doubled
between 1994 and 2004, from 1755 markets to over 3600.
A Note on Farmers’ Markets
The term “Farmers‟ Market” is sometimes used to
describe different forms of farm-direct marketing
ventures, including road side stands, farm-gate
sales, or on-farm markets. While all of these are
important sources of healthy, local food, the
focus of this toolkit is on community-based
markets rather than privately owned operations.
7. 6
Closer to home, a 2004 study in Nova Scotia found that producers sold close to
$14 million worth of goods and services directly through farmers‟ markets that
year, and that Nova Scotia farmers' markets have experienced a 25% increase
in their customer base in recent years.
The desire for face-to-face interaction between producer and consumer is a
major reason for the rapid growth of farmers‟ markets. Direct marketing provides
farmers with immediate feedback from their customers and enables producers
to respond more effectively to consumer needs. In turn, growing consumer
awareness of the health, environmental, social and economic benefits of
supporting local, sustainable agriculture has resulted in a desire for direct
contact with food producers.
Farmers‟ Markets can help improve food security for local residents by
increasing physical and economic access to adequate amounts of healthy
food. There are many additional benefits of farmers‟ markets, including:
Greater variety and availability of local food products with higher
nutritional value, superior freshness and flavour;
Providing a new sales avenue for farmers with immediate payment, and a
larger profit margin;
Providing opportunities for food education and awareness (e.g.
seasonality of local food, environmental benefits of eating local, etc.);
Providing support for small- to medium-sized farms and other businesses;
Providing opportunities for business incubation through the promotion of
value-added farm products and other goods and services;
Creating a vibrant community space for social interaction and cultural
events;
Preservation of local agricultural land; and
Reduced consumption of fossil fuels for food transportation.
A Note on “The Multiplier Effect”
The public benefit of farmers‟ markets extends
far beyond those provided to vendors and
consumers. Supporting local farmers and artisans
can benefit the entire local economy. Studies
show that every dollar spent locally circulates in
the community three times around in a
phenomenon called “the Multiplier Effect.”
8. 7
“You cannot develop a market without two
things – producers and community stakeholders –
pulling together for the common good.”
Robert T. Chorney, Sharing the Harvest
Getting Started: Steps to Success
Farmers‟ markets vary widely in size, structure and
character. Although there is no one best way to
start a farmers‟ market, the following is a list of steps
to consider when establishing a farmers‟ market.
Appendix A: Are You Ready? Checklist (page 35)
provides a checklist based on the following steps.
This will allow you to evaluate your readiness when
starting a farmers‟ market in your community.
Step 1: Form a Working Group
A successful farmers‟ market is the result of a significant amount of planning and
commitment on the part of a dedicated organizing team. Building this team,
made up of key stakeholders, advisors and potential partners, should be your
first priority.
You will want your organizing team to be a diverse group with different interests
in the market, and with adequate representation from both producers and
other community stakeholders.
It is important to have producer input in the development of the market from the
beginning. If your market has not been initiated by farmers themselves, try to
include as many as possible on your organizing team. Contact agricultural
associations, government departments, and gardening and horticultural
societies to help with initial farmer outreach. Appendix H: Important Links and
Resources (page 47) includes links to such organizations in Newfoundland and
Labrador.
Don‟t be surprised or discouraged if few farmers attend founding meetings.
Farmers are busy people who must dedicate most of their time to the farm itself,
and initially may not see the benefit of taking a day away from the farm to
9. 8
attend a market. However, even one or two farmers on your organizing team
will help to guarantee farmers‟ needs are addressed from the beginning. Step 8:
Recruit Vendors (page 25) will provide more information on strategies for farmer
outreach.
Successful farmers‟ markets are built on a strong community foundation. While
aiming to be farmer-based, many markets are initially community-driven and
are made up of community stakeholders from diverse backgrounds. It will be
important to establish partnerships with a variety of individuals and
organizations. Involving them from the beginning will ensure broad participation,
improve the market‟s community profile, develop target customers, and ease
the workload of other organizers. Your partners will bring a variety of skills and
other resources which will be instrumental in establishing the market.
At a Glance: Possible Partners for Farmers’ Markets
Community organizers
City or town planning officials
Members of Regional Economic Development Boards
Members of local service clubs, such as Lions‟ Clubs, Rotary Clubs, and
Legions
Professionals such as accountants or lawyers
Marketing experts
Business leaders and members of the Chamber of Commerce
Graphic and website designers
Artisans and craftspeople
Church organizations
Neighborhood associations and community centres
Interested Citizens
Quick Tip
When trying to recruit farmers early on, get in
touch with a local agricultural organization for
contacts and tips on reaching farmers in your
region. In Newfoundland and Labrador, contact
the NL Federation of Agriculture and the NL
Horticultural Producers Council. See Appendix H:
Important Links and Resources (page 47) for
these groups‟ contact information.
10. 9
Step 2: Plan for Success
Once you have your group organized and
partners identified, it is important to develop a
collective vision and plan for the farmers‟ market.
Planning is an essential early activity for any
successful farmers‟ market. It prepares a roadmap
for the group and sets achievable objectives by
which to measure success. A clear strategic plan
is also an asset when applying for funds or seeking support from government
agencies, and may also serve as the basis for a future business plan.
Appendix H: Important Links and Resources (page 47) provides a list of key
resources and links including several tools that may be helpful in the planning
process.
Prior to developing your plan, your group should consider conducting a simple
market feasibility study to determine if a farmers‟ market is a viable option for
your community. If there are few farmers in your region, a „public market‟ or
„community market‟ which includes a couple of farmers and gardeners may be
more appropriate than a farmers‟ market.
A feasibility assessment asks the question, “could this project work?” taking into
account initial organizational, operational and market opportunities.
Case Study # 1
Torbay Farmers’ Market
The Torbay Farmers‟ Market has a smart strategy for growth: Start small!
In the market‟s early stages, organizers from the Torbay Town Council
decided to put all of their energy into one or two market days during the
summer and fall.
This strategy has the advantage of building organizational capacity while
allowing time for evaluation and assessment of the feasibility of a regular
market. A single well-organized event can also generate great community
excitement and support with which to build on your success!
11. 10
Once you have determined that a market is feasible, you can begin to develop
a strategic plan, consisting of vision and mission statements, goals and
objectives, and strategies and actions.
Develop a Common Vision
As the reasons for starting a farmers‟ market can
vary amongst different stakeholders, it will be very
helpful to host a group visioning session early on to
ensure that values are consistent amongst
stakeholders. This group will form the initial steering
committee or Board of Directors, and their vision
will serve as the basis for the organization‟s
strategic plan.
Early in the planning process, you will want to develop both vision and mission
statements, and identify specific goals and objectives for the farmers‟ market:
Vision Statement – The Dream
The vision statement is:
A summary of the ideals of your group of stakeholders;
A dream statement that expresses the ultimate hopes for the market if
you could have exactly what you want and if your concerns could be
perfectly addressed; and
Broad enough to encompass the diversity of perspectives within your
team but concise enough to be communicated simply and
effectively.
Example: “Local Food – Healthy Communities”
At a Glance: Market Feasibility
When conducting feasibility analysis, ask the following questions:
Is there a need and potential support for a market?
Is there a suitable site available?
What is the potential customer base and what is the target clientele?
What are the potential revenue, costs, and sources of funding?
What is the potential for vendor profitability?
What is the optimal vendor make-up?
What are some possible organizational structures?
12. 11
Mission Statement – The What and Why
The mission statement emerges from your vision, and states:
What business is conducted;
For whom the organization conducts business; and
How it accomplishes its purpose and what makes it unique.
Example: “To increase access to fresh, locally grown produce and to
provide community support for local farmers through the development of a
weekly farmers‟ market.”
Goals and Objectives – The How Much of What by When
Goals are broad; objectives are narrow.
Objectives specify the measurable outcomes which will demonstrate
that you have achieved your goals, and will sometimes include a
timeframe within which to achieve it.
Case Study # 2 (page 12) provides a sample set of goals and objectives for
the West Coast Community Market in Corner Brook, NL.
Make a Plan
The final component of your strategic plan will include identifying strategies that
will help you achieve your objectives and the specific actions which will be
required to accomplish them.
Strategies express how your objectives will be accomplished. Some strategies
you may want to consider developing are:
Farmer outreach strategy;
Consumer education strategy;
Co-operative development strategy;
Vendor relations strategy;
Volunteer recruitment strategy;
Health and Safety strategy;
Media strategy; and
Marketing strategy.
Actions express the fine details: Who will do what by when, and at what
cost.
Example action: “The Chair of the Location Committee will submit a
proposed rental agreement for chosen market location at the next board
meeting.”
13. 12
Case Study # 2
West Coast Community Market
The West Coast Community Market in Corner Brook, NL has established
a clear list of goals and objectives.
Goals
Increase healthy eating;
Support local business;
Promote sustainable lifestyle alternatives in areas such as food
production, energy use, and gardening; and
Enhance quality of community living.
Objectives
We will increase healthy eating by providing the community with
the necessary connection to local food producers in the form of a
centralized farmer‟s market that offers fresh, local produce.
We will support local business by providing access to a large
consumer base and by promoting the purchase of local produce
as a healthy option.
We will promote sustainable lifestyle alternatives such as
pesticide-free gardening, energy efficiency and healthy living by
offering workshops and educational material.
We will enhance the quality of community living by using the
platform of the farmer‟s market to promote events of the local
arts community, sporting events, environmental initiatives and
active living opportunities. The farmers market will also provide
social opportunities for people to connect with neighbours,
friends and acquaintances in a comfortable and fun
atmosphere.
14. 13
Step 3: Choose an Organizational Structure
Your vision, goals, objectives, and plan will directly inform the organizational
structure your farmers‟ market will take. Selecting an organizational structure will
assist the market in establishing committee responsibilities and developing rules,
decision-making procedures, and policy enforcement protocols.
Small farmers‟ markets sometimes operate as unincorporated committees, with
no formal organizational structure through the support of a sponsor. Be sure to
weigh the pros and cons of whether to incorporate or not, or whether to locate
a market sponsor.
Seeking a sponsor can be helpful in setting up the market and getting things
running. Sponsored markets are run as sub-committees of town councils, farmer
associations, service clubs, or other groups. Sponsors can assist with necessary
tasks such as setting up a bank account and sourcing initial funding. Sponsors
may also provide market and office spaces and administrative resources.
Incorporation limits liability for debts or other contracts to the organization itself,
protecting the personal assets of its board of directors. Every market will have to
consider health regulations, parking and traffic laws, hiring and employment
policies, permits and licenses and other issues related to potential liability.
Incorporation also allows the organization to obtain loans, own property or sign
contracts. Many funders will only disperse money to incorporated bodies.
Many farmers‟ markets incorporate as either non-profit organizations or co-
operatives. In each case, membership can be limited to farmers only, or can
include other vendors, community groups and even consumers. Members of the
organization vote for the governing board and on major policy matters.
Non-profit Organizations ensure that any profits that arise from doing
business are re-invested back into operations. Non-profit organizations are
registered under the Corporations Act.
Co-operatives are businesses owned equally by their members, and
governed by the principle of “one member, one vote.” Co-ops can be
either non-profit or for-profit, though for-profit co-operatives distribute their
surplus equally amongst members as dividends. Co-operatives are
registered under the Co-operatives Act. For more information see
Appendix H: Important Links and Resources (page 47). Generally
speaking, co-operatives can be organized as:
o Producer or Worker Co-ops ;
o Consumer Co-ops; or
o Multi-Stakeholder Co-ops
15. 14
Charities are exempt from paying income tax and can issue official tax receipts
for donations. They are required to limit activities to “charitable purposes”
including relief of poverty, education or religious activities. While charitable
incorporation may not be suitable for a farmers‟ market, it could be one option
for a separate „Friends of the Market‟ organization which conducts educational
activities around sustainable food issues or fundraisers, for example.
Alternatively, Friends of the Market could form an unincorporated committee or
a non-profit organization to provide other non-charitable support, fundraising or
advisory services to the market.
Case Study # 3
St. John’s Farmers’ Market
The St. John‟s Farmers‟ Market was founded in 2007 by a local farmer
with a fall surplus, who organized a small group of other farmers and
vendors for a series of weekend markets in downtown St. John‟s. Much
of the impetus for the start-up of the market however, came from a
broad cross-section of the community, consisting largely of non-farmers
with a variety of important skills.
In 2008, a steering committee made up of these interested parties
conducted a feasibility study for organizing what is known as a multi-
stakeholder co-operative, a relatively new type of organizational
structure which opens membership to both producers and consumers.
It was determined that this type of co-operative could embrace the
continued involvement of the founding members, build more farmer
participation in the market and engage the voice of consumers as well.
A non-profit organization called the “Friends of the St. John‟s Farmers‟
Market” was incorporated to oversee the running of the market while
the co-operative option was explored.
Surveys conducted with farmers, vendors and consumers determined
public support for the multi-stakeholder co-operative to be more than
sufficient to proceed with incorporation. During the winter of 2010, it
held a well-attended public meeting to announce the formation of the
co-operative, and to begin development of its business plan and
bylaws.
16. 15
Step 4: Find a Location
Finding a good location for your farmers‟ market is
an important step in getting established. A market
can take place in an open space, such as a public
park or square; it can be indoors in either its own
building or a public building; or it can be a
combination of both.
There are many factors that you will want to consider
when searching for the perfect location. The market
needs to be visible, it needs to be safe and easily
accessible for both vendors and customers, and it needs to be large enough to
allow for growth.
Some of the key factors you should look for when choosing a market include:
Visibility of the market to passersby. Try to find a location on a busy street
where drivers will be able to notice the market.
Safety of your vendors, staff, volunteers and customers on all the market
premises. For example, if you have an outdoor market then a smooth lot
with little debris and potholes as well as adequate space for vehicles and
pedestrians to move around safely will be important. Vendors will need a
safe access route to unload supplies from their vehicles to their display
areas.
Accessibility of the market. Make sure your market is wheelchair
accessible by having no stairs or by providing ramps. Also, look for a
location that is near public transit and provides bike racks to
accommodate all modes of transportation.
Parking for both vendors and customers. A good rule of thumb is to have
2-3 parking spaces per vendor stand.
Shelter from the elements. If you are organizing an outdoor market, be
sure your location provides adequate space and appropriate conditions
for setting up tents and/or canopies. Keep in mind that shelter areas need
to be resilient in windy conditions.
Be sure to secure permission from the property owner, or in the case of outdoor
markets, find out whether the location requires a zoning permit. If leasing a
property, be sure to understand all of the terms and conditions and liability issues
of your lease. You may wish to engage a professional to explain these to you.
17. 16
Locations should also be family friendly. If possible, locate your market in an
area with a nearby playground, green space, sports field, recreation centre, or
library. Just as farmers‟ markets draw shoppers in to nearby businesses, they also
attract families to nearby recreational activities.
Other important amenities include:
Public washrooms
Emergency exits
Public phones
Garbage and recycling
Indoor and outdoor eating
areas
Food preparation and clean-up area
Chairs and tables
Storage
Electricity and water, i.e., for freezers
Extra space to hold workshops or
children‟s activities
A Note on Location
For every vendor visit to a farmers‟ market in a
small business district, two additional visits are
made to other shops in the surrounding area. For
this reason, many farmers‟ markets set up in the
heart of their town‟s small business sectors – the
Main Streets and Water Streets of communities.
18. 17
Step 5: Look for Funding
The next step is to consider how your market will be
financed. Sustainable funding is key to the long-term
viability of the market.
When planning your market draw up a budget
including Start-up Costs, ongoing Operating Costs,
and Potential Income Sources.
Start-up Costs include any initial costs which are
required to start the market, such as:
Consulting or facilitation during early meetings;
Feasibility studies;
Site expenses;
Insurance;
Advertising/promotion;
Permits; and
Incorporation fees.
Operating Costs will vary according to the size of the market, and may include:
A market manager (which may begin as a volunteer role, but will likely be
paid if the market is a regular event);
Space rental;
Legal assistance;
Educational programming;
Vendor outreach;
Technical support;
Promotion/publicity;
Logo and website design;
Signage; and
Office expenses and supplies.
“Don‟t be surprised if personnel comprise 50% of
your budget, perhaps with 35% for promotion
and advertising, and 15% for insurance and
office expenses. With a small, rural market and
volunteer manager, the percentages will differ
dramatically.”
The New Farmers’ Market
19. 18
Potential Income Sources can include:
1. Sponsorship and donations by partner organizations. These can include in-
kind goods or services. It is important to keep track of in-kind donations
and to value and acknowledge contributions from partners and
volunteers. Some funding organizations require matching donations from
other sources and will count in-kind contributions in that calculation.
2. Vendor fees make up a significant portion of operating costs for most
farmers‟ markets. This can include table fees and membership fees.
Table fees can be a flat rate or based on size of vendor space and
can include any combination of the following:
o Annual fee – A once a year fee charged at the beginning
of the season. Discounts may be offered for advance
payment. This fee could also be collected semi-annually or
at other intervals.
o Daily fee – A fee collected at each market.
o Annual plus daily fees – A larger fee at the beginning of
the season to provide start-up money as well as a daily fee
to provide an ongoing source of funds.
o Percentage fee – A percentage of vendor sales, with a set
minimum, based on the honour system.
o Base plus percentage fee – A fee charged for the
table/booth plus a percentage of sales.
Membership fees are annual fees which provide individuals with
membership in the market organization. Membership fees can help
pay the operating costs of the market. Benefits of membership fees
to members may include:
o The right to vote or stand for the board of directors;
o Privileges at the market such as discounts or guaranteed
tables for vendors; and
o Building a sense of ownership in the community in the
farmers‟ market.
Some markets make membership fees optional, charging a higher
daily booth fee for non-members. This works well for vendors who
only sell for part of the season. Some restrict membership to vendors
only, while some open their membership to consumers as well, to
increase engagement of community and to provide another source
of revenue.
20. 19
3. Grants from municipal or provincial governments, federal agencies,
downtown development associations, foundations or other funding
agencies may provide support for start-up costs, or for specific ongoing
activities or projects. These could include market supplies, upgrades to
facilities, farmer outreach programs, marketing plans or other business
strategies.
See Appendix B: Sources of Funding and Technical Support
(page 36) for a list of some potential sources of funding in
Newfoundland and Labrador.
4. Fundraising events can provide another avenue of additional income.
These can include:
Selling advertising space to sponsors on market promotional
materials (such as posters, pamphlets, etc.);
Hosting a dinner, breakfast, social event or silent auction;
Sale of coffee, tea, healthy food and beverages;
Yard sales / flea markets; and
Sales of T-shirts, cookbooks, calendars, and other market
paraphernalia.
At a Glance: Fee Fairness
When considering your fees, keep fairness in mind as your prime
consideration.
You will have to decide whether to charge the same amount per unit of
space for each vendor, or to base the market fee on a percentage of
sales. While some argue that charging more from the vendor who does
better business constitutes an unfair penalty, others will argue that
charging the same amount to all vendors places an unfair burden on the
small vendor, since the fee represents a greater percentage of his or her
income.
Give this issue careful consideration and make a decision that is
appropriate for your community before opening the market. Once a fee
structure has been established, it may be difficult to change in the future.
21. 20
Step 6: Appoint a Market Manager
Now that you have conducted some initial financial
planning, you can start to think about hiring a market
manager.
The market manager is the most important person in
the market organization, as they will act as the face
of the market and will manage the daily market
activities. They are appointed by, and accountable
to, the board of directors, working group, or
sponsoring organization. It is recommended that for
regular markets, the manager is a paid employee and is not a current vendor of
the market, although this position may begin as a volunteer role.
The market manager should be someone who is passionate about farmers'
markets, has strong leadership, communication, conflict resolution, and
organizational skills and ideally has experience working with a volunteer board,
food service management and/or market management.
Some of the duties and responsibilities of the market manager may include:
Communicating with the board of directors;
Interpreting and enforcing market rules;
Mediating disputes between vendors, vendors and customers, or vendors
or customers and the market;
Ensuring the market and vendors adhere to all applicable local,
provincial, and federal regulations;
Maintaining market records and books;
Recruiting, selecting and retaining vendors;
Promoting the market publicly;
Coordinating the set-up and break down of the market;
Supervising and coordinating volunteers;
Carrying out market evaluation; and
Advising vendors on marketing and display of their products.
See Appendix C: Sample Market Manager Job Description (page 38).
22. 21
Step 7: Establish Policies and Procedures
Policies and procedures will guide the market manager in running the farmers'
market, and will provide members and vendors with an understanding of what is
expected of them.
Bylaws
While many of the day-to-day issues of the market can be regulated by various
policy manuals and can change as the board sees fit, official bylaws outline the
core functions and fundamental operating regulations for your organization.
Bylaws can only be changed when approved by the membership during an
annual general meeting.
If your market is incorporated, it will be required to establish its own bylaws which
will be filed with its articles of incorporation.
At a Glance: Farmers' Market Bylaws
Bylaws should include:
The name of the corporation;
The mission of the organization;
Membership requirements;
Number of board members and length of their terms;
Board responsibilities;
Meeting times, notification requirements and conditions;
Executive and other committee structure;
Insurance and indemnification;
Fiscal year return; and
Amendment process.
23. 22
Vendor Rules and Regulations
Clearly established vendor rules and regulations help create a positive market
experience for everyone by ensuring that vendors understand the purpose of
the market, their rights and obligations, training or other opportunities available
to them, food safety requirements, and dispute resolution mechanisms. It is also
a good idea to have the market manager go over the rules and regulations with
each vendor to make sure the vendors understand them. Have each vendor
sign a copy to be kept on file by the market manager.
See Appendix D: Sample Vendor Rules and Regulations (page 41).
At a Glance: Vendor Rules and Regulations
The rules and regulations establish:
Location of the market and allocation of vendor stalls, booths, or
parking spaces;
Hours of operation and market requirements for arrival, set-up,
clean-up and departure;
Vendor eligibility and approval processes, including product
requirements – e.g., “Make it, Bake it, Grow it,” allowable product
categories, types of food allowed, jury procedures for craft
vendors, etc.;
Verification procedures for compliance (e.g., farm checks/kitchen
inspections);
Vendor fees, including when they need to be paid;
Food safety requirements, including allowable products, safety
procedures, food safety course requirements, etc.;
Procedures for infractions of market rules, including lines of
communication for dispute resolution; and
Permit, licensing, and insurance requirements.
“The fewer the rules, the better. Too many rules bog down progress and
discourage participation. Second, rules should be written to keep the
customer happy. If there aren‟t too many rules, and they are written with a
positive spin, and are aimed to make the customers‟ experience a happy
one, then everyone wins.”
Farmers’ Market Forum, Farmers’ Market Federation of New York
24. 23
Food Safety
Food safety is a significant issue for farmers‟ markets. It is important to be aware
of provincial and federal food safety regulations, which are generally overseen
by the provincial Department of Government Services, Government Service
Centres Division. The Canadian Food Inspection Agency also has a national
mandate for food safety.
Regulations: Most venues that allow or host the sale or processing of food
products require a Food Premises License from the Department of
Government Services. This is particularly important for high risk foods, such
as those containing meats, cheeses, dairy, eggs, and prepared or
processed foods.
Exceptions: There are a few exceptions to this rule. Most farmers selling
their own fresh fruits, vegetables, grains or honey are exempt, as well as
some baked goods and bottled preserves. Check with the department to
confirm which products are exempt from regulations in your area.
Wild meats: Wild meat may be sold at farmers‟ markets as long as the
vendor has a Wild Meat Service permit from the Department of
Environment and Conservation, and the meat is legally obtained and
handled in a safe and sanitary manner in accordance with the
applicable regulations mentioned above.
Quick Tip
In striving to meet best practices, your farmers' market can offer food
safety courses to your vendors, as well as your market manager.
The Department of Health and Community Services offers a Food Safety
Recognition Program to food establishments that go beyond minimum
standards. Criteria include having participated in recognized food safety
courses and inspections.
Qualifying premises will receive a “Food Safety Served Here” certificate
and a link to their business from the Department of Health and Community
Services website.
A farmers‟ market can maintain a competitive marketing advantage by
exceeding minimum food safety requirements.
25. 24
Food Handling
Food that is prepared in a licensed kitchen and served at the market must be
kept sufficiently cold (i.e., refrigerated) or sufficiently hot to prevent the growth
of harmful bacteria. Be sure there are adequate electrical outlets and extension
cords for any necessary chafing dishes, slow cookers, or refrigeration. Although
the farmers‟ market is not actively preparing/serving the food, it is important that
to ensure vendors are following all food safety and food handling regulations.
Inspections: The local Environmental Health Officer will conduct regular
inspections of food safety conditions throughout the market season. The
market manager should keep up to date copies of health and safety
regulations and keep health inspection reports on file.
Insurance
Insurance is very important for farmers‟ markets of all sizes and should be
considered an essential cost of operating a market. Speak to an insurance
agent about necessary insurance policies before opening your farmers‟ market.
The most basic coverage is for General Liability and Property Damage to
protect the market operations, but you may also want to consider Directors and
Officers Liability Insurance, which protects the board of directors or working
group.
It is strongly recommended that you encourage your vendors to carry their own
liability insurance coverage; some markets require proof of coverage from
vendors. Vendors should also contact an insurance agent to determine what
level of coverage they require.
At a Glance: Sanitary Food Preparation
When preparing or handling foods remember the following key
messages:
Clean: Wash your hands with soap and warm water frequently, and
keep food contact surfaces clean and sanitized.
Cook: Cook foods to the required internal temperatures, and check
for doneness with a food-grade thermometer.
Chill: Chill foods quickly to keep them out of the “danger zone” (4oC
to 60oC or 40oF to 140oF)
Separate: Store ready-to-eat foods above uncooked meats, and
use separate utensils and cutting boards for these food products.
26. 25
Step 8: Recruit Vendors
Your farmers‟ market is almost ready to begin! At this
stage, it is important to recruit a diverse group of
vendors. For this, you will want to ensure adequate
representation from two key groups: farmers, and
other vendors.
Determine farmer interest before opening a new
market and be sure to have the involvement of a
sufficient and stable number of farmers before
investing in major infrastructure (such as buildings). A market can survive and
even thrive without its own building, but will not succeed without a core group
of producers.
As mentioned earlier, don‟t underestimate the complexity and effort involved in
getting farmers to join a new market. Farmers may not see the benefits of a new
farm-direct marketing opportunity at the beginning. Promoting these benefits to
local producers may take some persistence and creativity, but it will pay off in
the long run.
The following quote highlights the benefits of the St. John‟s Farmers‟ Market for
one of its farmer vendors. Asking engaged farmers to act as spokespeople can
assist in farmer outreach.
“We love the market! Up until the past two years we were selling our
produce to wholesalers, so we‟d get no feedback from customers,
and, of course, we get a lot less for our produce.
At the market we are one-on-one with everyone who buys from
us…we are learning what they are looking for and how they like what
we have had available so far. It is a very positive atmosphere with
everyone looking to support local producers….
Of course the big plus is that we get a fair market price for our goods,
which we don‟t get going through a middle man.”
Karen Durfey, Ripple Trail Farm, Markland
27. 26
Farmer Outreach
If possible, start recruiting farmers at least six to eight
months before your market opening date, during the
winter months, as farmers will have more time to
participate in planning during this time. This also gives
them time to order seeds and supplies, and plan for
the amount and types of crops they will require for
the market. Forming a Farmer Outreach Committee
specifically for this purpose may be helpful in
spreading the word about the new market as widely
as possible. See Appendix E: Farmer Outreach Brochure (page 43) for a sample
brochure from the St. John‟s Farmers‟ Market.
Some tools and techniques for successful farmer outreach:
Develop and maintain a current contact list of farmers in your area.
Ask for support in promotion from:
o Department of Natural Resources, Forestry and Agrifoods Agency;
o NL Federation of Agriculture;
o ACORN (Atlantic Canadian Organic Regional Network); and
o NL Horticultural Council.
o Food Security Network of Newfoundland and Labrador See
Appendix H: Important Links and Resources (page 47) for contact
information for these groups.
Contact farmers by phone and if possible, arrange in-person visits – don‟t
rely solely on email!
Place ads in agricultural magazines and newsletters.
Ask partner organizations to promote your project through their own
communication networks, including websites, listserves and social
networking sites.
Attend and make presentations at agricultural meetings.
Place posters and flyers at garden supply centres, seed companies, and
other farm supply stores.
Use free media press releases and public service announcements.
Learn the needs of farmers and be accommodating.
Invite farmers to attend the market for free for their first visit, which will give
them a taste of the experience.
Reach out to large-scale gardeners as well as small-scale farmers
28. 27
Plan for Variety
It is acceptable for farmers to have a slight overlap of the products they sell at
the market, as many will produce the same crops. This can provide options for
the customer while keeping pricing competitive. However, it is important for
farmers to work together to ensure a variety of seasonal produce in adequate
quantities at the market. More variety means more customers and more sales for
everybody. Nova Scotia Farmers‟ Markets calls this process „co-opetition‟. Case
Study # 4 (page 27) highlights the benefits of variety at a farmers‟ market.
Case Study # 4
Fogo/Change Islands Farmers’ Co-operative Market
The Fogo/Change Islands Farmers‟ Market is an initiative of the
Fogo/Change Islands Farmers‟ Co-operative and the Shorefast
Foundation.
Winston Osmond, who coordinated the market during its first year, saw
the potential risks of having too many farmers selling too many of the
same products at the same time. Using his own garden as a
demonstration site, Winston proved to his community that an incredible
variety of vegetables and fruits can be grown in his region, and
encouraged farmers to experiment with different varieties.
The experiment paid off, with many new varieties of vegetables and
fruits now being grown in the Fogo/Change Islands area. The farmers‟
market provides quality goods to the new tourism initiatives being
established by the Shorefast Foundation, including a five star hotel, and
tourists themselves express surprise and delight at the abundance and
variety of produce in this “remote” region. Winston has even been
successful at growing honeydew melons!
The real success of this initiative, however, was the benefits it provided
to the farmers themselves. “Before the farmers‟ market”, says Winston,
“farming took place out of sight. Since the market and community
garden started up, it‟s out in the open…the community garden, and the
market, are right by the roadside.”
This openness and visibility means that farmers are communicating with
each other, and with their customers, in planning their farms and
gardens. The proof is in the pudding… or rather, says Winston, in farmers‟
wallets!
29. 28
Other Vendors
Farmers‟ markets often include a diverse range of
vendors, beyond growers. These other vendors make
up an important part of the farmers‟ market
atmosphere, and can include:
Arts & Crafts
Pottery
Jewelry
Preserves
When recruiting vendors, be sure to connect with your local craft council,
community organizations, and small businesses to promote the upcoming
market and recruit new vendors. You can also advertise by submitting public
service announcements and press releases, and by encouraging partners to
promote the market on their websites, listserves, and social media accounts.
While public markets or community markets may include more vendors than
farmers, it is important that markets called “Farmers‟ Markets” strive for strong
farmer participation and limit the number of other vendors. Both farmers‟
markets and public markets however should make sure that vendors are
producing products that will reflect positively on the market.
For handicrafts and artwork, it is a good idea to have a craft jury, made up of
qualified representatives of the local craft council or other arts organizations to
select what to allow at market, based on uniqueness and quality. These
requirements will greatly enhance public perception of your market, and will
benefit the artisans themselves as well, by inspiring them towards excellence.
Case Study # 5
Bay St. George Sustainability Network
The Bay St. George Sustainability Network has adopted an organizing
strategy for a new market in its community which will gradually build on
farmers' involvement over time.
Since there are few farmers in the immediate vicinity, their idea is to start
off with a “community market” made up of a wide variety of vendors, local
entrepreneurs and artists, and as many farmers as possible at the outset.
Over time, it hopes to increase farmer involvement, with strong community
participation in the market as a foundation to do so.
Baking
Prepared food
Clothing
Beverages
30. 29
Step 9: Promote the Market
Now that you have vendors, a location, an organizing
committee and a market manager in place, you are
ready to begin promoting the market.
Since new markets often operate on a limited budget,
be sure to consider low-cost and/or free publicity and
promotion opportunities available to you before
spending money on advertising.
Send public service announcements out for free
to local radio and print publications.
Arrange interviews on cable TV shows or community interest spots.
Make announcements on radio call-in shows.
List the market in tourism directories and summer entertainment guides.
Distribute flyers at tourism displays, hotels, B&Bs, and local businesses.
Ask like-minded organizations to promote your market through their
listserves, websites, mail-outs, etc.
Use social networking sites such as Facebook and Twitter to build a
popularity base.
Send mail-outs to restaurants, informing them of what produce is in season
and that they can access it at the market.
Work with a local paper to create a weekly market column on a
particular topic, such as „Farmer of the Week‟ or a recipe column.
Create a regular newsletter, with recipes, farmer profiles, editorial stories
contributed by community groups, and promotions of special events.
Another way to promote the market is to host regular special events that will
attract media and new customers, and engage the local community. These
can include seasonal events, children’s events, and other community events.
Try to keep the focus on food and start out small and simple. It may be helpful to
have an event coordinator on your board or staff.
Seasonal events are an easy way to create a festival atmosphere based
on the growing season. Many farmers‟ markets plan regular events to
coincide with the peak season for particular crops. A Strawberry Festival
can include strawberry shortcake giveaways and the Corn Festival can
host a community corn roast, for example. Pumpkin Festivals can include
31. 30
Halloween costumes and pumpkin carvings. These events have the
added benefit of educating the public on the seasonality of local foods
at the same time as stimulating media coverage and community interest.
Children’s events are a great way to encourage families to attend the
market. Families are always looking for places to go on weekends, so
making your market a child-friendly space will make it a destination for
family outings. Be sure to include activities for children such as face
painting and crafts.
Community events can help build partnerships with local organizations
and make the market a vibrant community gathering space. There are
many opportunities for creating a “buzz” by partnering with other groups.
These can include gardening workshops hosted by the local horticultural
society, the launch of a healthy eating campaign by a dietitians
association, or cultural events such as dance demonstrations or choral
performances.
Quick Tip
No matter what type of event you are holding, be sure to send out press
releases and public service announcements to all local and provincial
media. Maintain a media contact list, send releases often, and build
relationships with local reporters.
Be sure to make your releases newsworthy and eye-catching by giving
them catchy titles and including pictures. Examples might include the first
market of the season, a market cooking competition, or the hiring of a
new manager.
The Community Sector Council NL (CSC) provides a wide range of
supports for developing and sending out press releases. See Appendix H:
Important Links and Resources (page 47) for contact information. See
Appendix F: Mock-up Press Release (page 45) for an example of a press
release.
32. 31
Step 10: Open the Market
After completing the previous steps in this toolkit, your team should be ready to
“cut the ribbon” and open your first market.
Robert Chorney of Farmers‟ Markets Canada suggests that you have a detailed
plan for opening day. First impressions are critical to the start of any new
business, so prepare for your first day as if your business depends upon it. This is
your best opportunity to make a splash: attracting large crowds and generating
lots of free publicity.
Be sure to send invitations to your partner organizations, local officials, local
media and others who have helped you along the way. This is an opportunity to
thank them for their support and to celebrate your collective achievement.
Signage, posters, an event calendar, brochures and other promotional materials
should also be prepared for your opening.
If yours is a weekly market, now is the time when the market manager and
volunteers shift gears and buckle down to the regular routine of market
preparation, set-up, clean-up and follow-up, as well as event planning, market
administration, record keeping and financial management.
See Appendix G: Weekly Market Activities (page 46) for a general outline of the
necessary tasks each week.
Timing
Starting out, it is advisable to start small and build gradually on your success. As
mentioned earlier, some markets start out as one-time events, or operate during
the harvest period only, and then expand the market during the following year.
Once established, plan the market season in time with the growing season.
Consider scheduling your opening when your growers have a good variety of
produce, especially during your first year, in order to make a positive initial
impact. It also helps to end on a high note, when produce is still abundant,
instead of allowing the market to dwindle as produce availability diminishes. If
and when your vendors are capable of extending the market season with spring
crops and bedding plants in the early season and root crops and preserves in
the late fall, you can consider extending the market.
Likewise, schedule hours and days of operation to ensure a maximum (but
comfortable) flow of customers. If planning a regular market, start off with one
day a week. Long hours are not necessary, since you do not want to waste
farmers‟ time with dwindling crowds. Four to five hours are often long enough for
33. 32
a good market day (or even two hours in small towns). If necessary, you can
always extend your hours “by popular demand,” which is a much more positive
message than having to cut back due to low turnout.
Saturday mornings are the most popular time for farmers‟ markets, but some
consider Sundays to be a more relaxed family market day. Weekday markets
are more common in large urban centres. Be sure to note when other markets in
your region operate, especially if there are few farmers in your area.
Volunteer Recruitment and Duties
Volunteers will be essential to the success of your market. Volunteers can be
recruited from local service clubs, youth groups, educational institutions, and the
general public.
Volunteer duties can include:
Market set-up and take down, including tables, chairs, and tents.
Selling tea and coffee or any other products for the market itself.
Counting visitors to the market.
Helping vendors by allowing them to take breaks.
Organizing and supervising children‟s activities.
At a Glance: Market Day Scheduling
Start at one day per week.
If unsure, start with fewer hours and then expand.
Schedule volunteers for one hour before and after the market for set-
up and clean up.
Try not to compete with a similar market in your region.
34. 33
Evaluation
Now that the market is up and running, it will be
important to monitor your progress to ensure that
the market is serving the needs of both vendors
and customers.
Preparing separate evaluation surveys for each of
these groups will provide:
Valuable demographic information about
your clientele;
Information on why people buy or sell at the
market;
What people love about the market; and
Areas for potential improvement.
Evaluation surveys can help the market manager respond proactively to vendor
concerns. They also provide valuable statistics for organizing effective
advertising and publicity campaigns, geared towards target audiences.
Surveys provide important data to record your successes, to quantify your
impact on the community and to share with project partners and funders.
Diligent record keeping by your market manager or board members will ensure
that this information is disseminated effectively.
Quick Tip
A great way to encourage people
to participate in evaluation surveys
is by entering all participants‟
names into a draw for a market-
related prize.
35. 34
Community Engagement
Farmers‟ markets are as much about people as they are about produce. From
the early stages of coordinating a working group and involving growers and
other stakeholders in the planning process, right up until opening day, organizing
a farmers‟ market is an ongoing process of engaging an entire community. The
relationships and social bonds which emerge from this process will serve the
market and the community well into the future, as they continue to grow
together.
Consistent communication with your membership and customer base, through
newsletters, membership meetings, social media, and evaluation surveys will
promote the market, help you to become responsive to member and consumer
needs, and involve them in market activities. It will also help the market
manager, vendors, and volunteers work together to ensure product excellence
and an enjoyable market experience for all participants. Regular involvement of
local organizations in market special events will showcase the best that your
community has to offer, and instill a deep sense of pride and ownership
amongst the residents of your community.
The best farmers‟ markets are in essence community hubs. They are a place for
entrepreneurship, community organizing, social interaction, education and
cultural expression. Farmers‟ markets can be the heart of the community by
being the venue for the direct exchange of goods and services and, just as
importantly, for the sharing of food, fun, ideas, experience and celebration.
36. 35
Appendix A: Are You Ready? Checklist
1. Form a Working Group
Have you organized a steering committee?
Do you have at least 1-2 farmers involved?
2. Plan for Success
Have you identified your vision, mission, goals, and objectives?
Do you know how you are going to achieve them?
3. Choose an Organizational Structure
Do you have a sponsor? Or have you selected an organizational
structure?
Have you begun the incorporation process, if applicable?
4. Find a Location
Have you identified a location?
Is it accessible and safe?
Is it in a central location, and visible to passersby?
5. Look for Funding
Have you drafted a start-up budget and operational budget?
Have you established a fee structure for vendors/members?
Have you identified other potential sources of income?
6. Appoint a Market Manager
Have you selected a market manager?
Have you trained your market manager?
7. Establish Policies and Procedures
Have you developed bylaws, vendor regulations, food safety regulations,
and insurance?
Have you developed operating procedures?
8. Recruit Vendors
Have you recruited a diverse mix of farmers and other vendors?
Have you established requirements for vendors?
9. Promote the Market
Have you developed a publicity plan?
Have you scheduled special events?
Have you delegated tasks to key organizers?
10. Open the Market!
37. 36
Appendix B: Sources of Funding and Technical Support
Adapted with permission from the St. John‟s Farmers‟ Market consulting team final
report – Feasibility Analysis of the Co-operative Model
There are a number of potential sources of support for the development of a farmers‟ market
and each has its own focus and intent.
1. Agricultural Support Programs
Agricultural programs are designed to further the success and sustainability of agricultural
producers in the province. Generally speaking, such supports are directed at individuals and
businesses involved in agricultural activities. Some eligibility criteria restrict recipients to those
who are either just entering the field ("new entrants") or those with established operations with
annual sales over a certain threshold. Careful attention to the eligibility criteria and consultations
with representatives of the appropriate department and program is essential before
applications are submitted.
Growing Forward is a federal-provincial agricultural development and support program
administered by the provincial Department of Natural Resources, Agrifoods Division.
For more information about Growing Forward visit
http://www.nr.gov.nl.ca/nr/funding/growingforward/
Advancing Canadian Agriculture and Agrifoods (ACAAF) is a complimentary agricultural
support program administered by the Agri-Adapt Council Inc. and administered by the
Newfoundland and Labrador Federation of Agriculture. It is intended to address areas that
'Growing Forward' is unable to support and is based on a number of clear program objectives or
'pillars'.
For information on this program contact the Newfoundland and Labrador Federation of
Agriculture at 709.747.4874 or www.nlfa.ca.
2. Small Business Development Programs
The Regional Sectoral Diversification Fund is administered by the Department of Innovation,
Trade and Rural Development and provides non-repayable contributions to eligible
organizations for the development and implementation of economic initiatives that address
regional and sectoral development. The program will support the following objectives:
Completing strategies to enhance development and implementation of key
sectors;
Creating an environment for business development;
Conducting studies and feasibility analyses;
Bringing projects to the level of commercialization; and
Developing infrastructure that demonstrates economic benefit for the regions
and province.
The Innovative Communities Fund (ICF) is administered by the Atlantic Canada Opportunities
Agency (ACOA). It is a program that invests in projects that lead to long-term employment and
economic development of the community. Not-for-profit organizations are eligible for funding -
38. 37
including municipalities, co-operatives, educational institutions, economic development
organizations and businesses, technology and industry associations.
3. Employment Support Programs
The Job Creation Partnerships (JCP) employment benefit is administered by the NL
Department of Human Resources, Labour and Employment and designed to support projects
creating jobs that will provide unemployed, insured participants with opportunities to gain
meaningful work experience. Project activities should benefit both the participant and the
community. However, the primary focus must be on helping the participant. The program will not
support employment activities related to the core operations of an organization or business.
For more information visit: http://www.hrle.gov.nl.ca/hrle/lmda/jcp.html
Career Focus provides funding for employers to help post-secondary graduates obtain career-
related work opportunities in Canada to support their development of advanced skills, to help
them make career-related links to the job market, and to assist them in becoming leaders in their
field. For more information contact the Service Canada Centre in your area (visit
http://www.servicecanada.gc.ca/ for a list of Service Canada Centres).
Student Work and Service Program (SWASP) is a program of the NL Department of Human
Resources, Labour and Employment designed to provide funding to profit and not-for-profit
organizations to create summer job opportunities for students attending or returning to post-
secondary institutions. This program provides work experience for students and helps offset the
cost of a post-secondary education. For more information visit:
http://www.hrle.gov.nl.ca/hrle/students/swasp.html
Targeted Initiative for Older Workers (TIOW) is a program of Human Resources and Skills
Development Canada that provides employment assistance services and employability
improvement activities (such as skills upgrading and work experience) to unemployed older
workers aged 55 to 64. For more information visit:
http://www.hrsdc.gc.ca/eng/employment/employment_measures/older_workers/index.shtml
4. Co-operative Development and Support Programs
The Co-operative Development Fund is a program partnership between the NL Federation of
Co-operatives and the Dept. of Innovation, Trade and Rural Development. The program is
administered by the NLFC. It can participate in the financing of co-operative start-up by
providing equity participation.
The Co-operative Development Initiative (CDI) is a national co-operative development
fund to help develop co-operatives, and to research and test innovative ways of using the co-
operative model. It is administered by the Co-operatives Secretariat of Agriculture and Agrifoods
Canada. CDI has two main components:
Advisory Services to provide expert assistance to groups who want to start new co-
operatives, or who need help to manage existing ones. This component is managed
jointly by the Canadian Co-operative Association and the Conseil Canadien de la
Coopération.
Innovation and Research projects to study and demonstrate how co-operatives can be
used successfully in new ways. This component is managed by the federal Co-operatives
Secretariat.
39. 38
Appendix C: Sample Market Manager Job Description
Adapted with permission from Alberta Farmers‟ Market Association
Information Sheet: Market Manager Job Description
Alberta Agriculture and Rural Development (ARD) and the Alberta Farmers’ Market
Association (AFMA) are committed to the long term success of approved farmers’
markets in Alberta. One of the ways this can be achieved is through increasing the level
of skill and knowledge of the individuals who choose to manage the farmers’ markets.
The purpose of this information sheet is to provide a template for a job description
which would be customized at the market level to suit the needs of each market.
Purpose
Responsible to the Board of Directors/Advisory Committee (the Board), the farmers‟
market manager plays an integral role in the operation of the farmers‟ market. The
position is responsible for the day-to-day operations of the market, working with market
vendors and other stakeholders, both internal and external to the market. In addition,
the position works closely with the Board to ensure that strategic plans for the
organization are developed and implemented.
Responsibilities
1. Board-Management Relations
a. Work closely with the Board to develop a reporting process so the Board is
always aware of issues in the market as well as projects being worked on and
progress on those projects.
b. Work with the Board and committees to develop and implement a strategic
plan and annual action plans.
c. Attend Board meetings as required.
2. Market Rules
a. Work with the Board and vendors to develop market rules and ensure they
are reviewed and updated annually.
b. Ensure all vendors, both new and returning, are given a copy of the rules at
the start of the market season.
c. On a day-to-day basis, interpret the market rules for vendors and others in a
consistent and fair manner. In some cases, this will result in disputes which
need to be escalated through a dispute process designed by the Board.
3. Dispute and Emergency Resolution
a. Responsible for mediating disputes between vendors or between vendors
and customers. In some cases, this will result in disputes which need to be
escalated through a dispute process designed by the Board.
b. Work with the Board to develop and implement an emergency readiness
plan.
40. 39
4. Regulatory Compliance
a. Have a working knowledge of legislation and associated regulations, both
provincial and federal, which impacts all the vendors in the market.
b. Ensure vendors and the market operations are in compliance with all local
bylaws and provincial and federal legislation.
c. Responsible for prohibiting vendors from selling their products until they are in
compliance with all applicable legislation.
d. Work closely with the local public health inspector and other agency
inspectors to ensure regulatory issues are addressed within the market and by
the vendors.
5. Record Keeping
a. Work with the Board to develop and implement a table fee collection
process.
b. Maintain accurate and complete records on the market and vendors
throughout the year.
c. Approve and process all bills incurred by the market.
6. Vendor Recruitment, Selection and Retention
a. Work with the Board and/or Vendor Selection Committee to determine the
optimal market mix, always keeping in mind the 80/20 rule.
b. Actively recruit vendors to meet the optimal market mix.
c. Ensure all new and returning vendors complete an application form listing
their contact and product information.
d. Work with the Board and/or Vendor Selection Committee to select vendors
for the market.
e. Assist vendors on pricing, merchandising and other business or marketing
related issues.
f. Hold vendor information meetings at least once per year and as issues arise
throughout the market season.
7. Communications and Market Promotion
a. Represent the market in meetings with external stakeholders, building positive
community relations.
b. Communicate respectfully with vendors, board members, sponsors,
inspectors and other stakeholders.
c. Initiate media stories on the market using innovative techniques.
d. Respond positively to ad hoc media inquiries about the market.
e. In conjunction with the Board, develop and implement a promotions
program for the market.
f. Work with the Board to identify signage requirements. Ensure signs are made
and displayed prominently in the community.
g. In conjunction with the Board, develop and implement special events for the
market.
h. Respond to market inquiries in a timely manner.
41. 40
8. Market Set-Up
a. Ensure tables and/or booths are allocated each week in compliance with
market policy.
b. Arrive at the market at a scheduled time before the market opens to the
public in order to set up tables or mark out booth spaces and to greet
vendors when they arrive to set up their stalls.
c. Be visible and accessible to vendors and customers during the market day.
d. Prior to leaving the market at the end of the market day, ensure the market
area is clean and meets all the requirements laid out in the market rental or
lease agreement.
9. Market Evaluation
a. Conduct periodic surveys, both formal and informal, to assess customer
opinions and satisfaction with the market.
b. Receive input from vendors and others to improve the market.
10. Professional Development
a. Identify and attend professional development activities annually.
b. Debrief Board members and vendors after workshops, conferences and
retreats.
Skills and Qualifications
• Interest and passion for farmers‟ markets as a direct marketing channel
• Excellent conflict management skills
• Able to communicate well, both in writing and orally, with a variety of
stakeholders in a variety of situations
• Previous marketing experience
• Time management and organizational skills are critical
• Experience in food service management would be an asset so there is a good
understanding/knowledge of food safety and regulatory requirements for food
vendors
• Experience working with a volunteer board
• Strong leadership skills
• Willingness to engage in additional professional development activities
• Physical requirements: able to set up and move tables or tents as needed, able
to walk the market during market hours
• Previous experience managing a farmers' market would be a definite asset
42. 41
Appendix D: Sample Vendor Rules and Regulations
Reprinted with permission from Saskatoon Farmers‟ Market
Prospective Vendor Information – May 5, 2007
Rule #1 YOU MAKE IT, YOU BAKE IT, YOU GROW IT, YOU SELL IT
How to apply to become a vendor:
Please note: To be a vendor you must be an approved member of the Co-operative.
The procedure to become a vendor is as follows.
1. Come to the Farmers‟ Market on a Saturday at 414 Ave B South between 8:00
a.m. and 2:00 p.m. to discuss the operation of the Market with the Manager of
Operations. If your product qualifies, you will be given a membership application
package. Applications will be processed in the order they are received.
2. Complete and return the application form with the required fees. Application
fee currently is $150. This amount includes your membership dues for the year
ending December 31 and processing fee. This fee will be held in trust until the
Saskatoon Farmers‟ Market (SFM) Board of Directors reviews your application.
3. You will be contacted by telephone to notify you of a date and time when the
SFM Board of Directors will review your membership and products. At that
interview you will have the opportunity to discuss your product and business with
the SFM Board of Directors. Only products listed on your application will be
reviewed for acceptance. If you are unable to attend this interview, please
contact the Market phone at 384-6262 to advise that you will not be attending
the interview and to request a re-schedule. Your application will not be reviewed
if you are unable to attend this interview.
4. Crafters - The SFM Craft Jury will initially review all craft applications. An interview
will be arranged for you to present your products for review by the Craft Jury. The
Craft Jury‟s recommendations will be presented to the SFM Board of Directors. If
products are recommended, you will be contacted for an interview with the SFM
Board of Directors for membership – please see above #3.
5. You will be notified the following day, as to acceptance or rejection of your
product. Remember – Products approved will be based on need.
6. If your application is accepted you will receive your permit as to what you are
approved to sell, a copy of the Saskatoon Farmers‟ Market Bylaws, Rules and
Regulations, Harassment Policy, Privacy Policy and Public Health Guidelines.
7. If your application is NOT accepted a $10 application fee will be retained for
administration costs and the $140 returned.
8. When you are ready to attend Market you must contact the Manager of
Operations one week prior to request a stall. Space allocations continue to be at
a premium and you will be advised whether there will be a stall open for you at
that time. Stalls are given out by way of seniority at that particular market.
43. 42
9. Make certain that you are aware of the policies, rules and regulations as they
pertain to your product before you come into the Market.
10. Vendors are required to be in attendance at their stall at least 50% of each
vending day.
11. Your membership dues are valid until December 31. Renewal of membership
dues is $100, which is due by January 31.
12. You must provide your own table and set-up. Table fees average $25.00 per stall
(approximately 8-10‟ frontage). Please note all markets will require prepayment
for the entire season. There is a day charge for occasional vendors.
13. Vendors wanting to introduce a new product after initial acceptance by the
Board of Directors are required to complete a New Product Application form
and submit to the SFM Board of Directors for approval.
Vendorship Considerations:
a. Vendorship is dependent on availability of space at the Market, product mix,
and quality of product offered.
b. Consider if your products qualify for year round operation and which market
days – (Tuesday, Wednesday, Thursday or Saturday) or for seasonal
consideration.
c. Consider your ability to conform to Market policies, Rules and Regulations.
In Addition to our Primary Rule: “You Make it, Bake it, Grow it and Sell it” Preference for
Vendorship by the Board of Directors is given to:
a. Vendors of agricultural products.
b. Vendors who raise their own product as well as make, design, or process their
product.
c. Items which might be unique or that will bring added interest to enhance the
Market‟s attractiveness.
d. Preference may be given to vendors NOT utilizing alternate sales outlets.
e. Preference may be given to vendors interested in selling year round.
Prospective vendors whose applications are rejected may appeal to the Board in
writing within 30 days of notice of rejection and shall be considered by the Board at the
next scheduled meeting. Decisions made by the Board shall be made by majority vote.
Failure to appeal within the 30 days indicates that the prospective vendor gives up the
right to appeal.
44. 43
Appendix E: Farmer Outreach Brochure
Reprinted with permission from St. John‟s Farmers‟ Market
46. 45
Appendix F: Mock-up Press Release
[Name of Farmers’ Market]
FOR IMMEDIATE RELEASE
[Date]
Farmers‟ Market Announces June 5 Opening
Door Prizes, Face Painting, Crafts and Entertainment for the Whole Family
[Your town/location] – The Eastern Farmer‟s Market is proud to announce the opening
of its very first market season at the courtyard of the downtown Marine Premises, 456
Marine Drive, on Saturday, June 5, 2010. The market will feature fresh fruits, vegetables,
baked goods, preserves and other farm products from at least half a dozen local
farmers as well as a variety of local crafts, jewellery and other handmade items.
City Councillor Sharon Dunne, a long-time supporter of the new market, will do the
ribbon cutting honours during a brief opening ceremony at 9 a.m.
At today‟s announcement at City Hall, Councillor Dunne said, “Farmers‟ markets are a
proven model not only for supporting local small and medium sized farms, they also
provide an enormous boost to the entire local economy. I am delighted to have been
asked to participate in the opening of this most important initiative.”
Saturday‟s opening will feature one door prize every hour, consisting of a basket of
farm-fresh local produce or unique craft items from market vendors. A noon
performance by the East Coast Women‟s Choir is an added highlight. Face painting
and crafts will take place in the children's tent.
The new farmers‟ market will run from 9 a.m. to 2 p.m. every Saturday, rain or shine, until
the last week of November. City residents are invited to come and meet local farmers
and craftspeople, and sample a wide variety of locally prepared foods in a family-
friendly venue.
-30-
For more information please contact the Farmers’ Market Manager:
First name Last name
[Address]
[Phone number]
[Email address]
[Website]
47. 46
Appendix G: Weekly Market Activities
Days before Market Day:
Ensure market rental fees are paid up to date, insurance and safety
requirements are met
Publicity: press releases, PSAs, email notices, website updates, listserves and
social media notices
Supplies gathered for any market-run vending stands (such as tea and coffee)
Float prepared for market related sales (food and beverages, raffle tickets, etc.)
Vendor confirmation
Volunteer confirmation
Buskers/workshops/other performances or events confirmed
Ensure all vendors are aware of food safety requirements and have filled out
appropriate forms
Vendor layout planned
Market Day:
Pre-market
Table, booths and/or tents and chairs set out
Set-up of any market-run food and beverage stands
Signage and posters
Safety check: Access routes clear, tables requiring electricity placed close to
outlets (so as to prevent tripping over electrical cords), first aid kits on site, fire
exits unobstructed
Washrooms clean and well-stocked
Garbage and recycling facilities set-up
During market
Visitor count...(St. John‟s Farmers‟ Market does this once every half hour for ten
minutes at a time)
Keeping food and beverage stands well-stocked, advising vendors on displays
Keeping market clean and tidy
Regular safety checks
Manager collects vendor fees, issues receipts and ensures compliance with
market regulations
Post-market
Market clean up, break down of tents, tables, booths, etc.
Storage of tables, booths, tents and chairs
Garbage and recycling removal
Financial records updated weekly
48. 47
Appendix H: Important Links and Resources
Canadian Farmers’ Market Links
Farmers’ Markets Canada
Promotes farmers' markets and develops national initiatives and
partnerships to further the viability, growth and prosperity of the Canadian
farmers' market industry.
www.farmersmarketscanada.ca/Mission.cfm
Food Safety Resources
Department of Government Services - Food Premises License
Contact your regional Government Services office to obtain an
application for a food premises license. Food premises licenses are free of
charge. A list of regional Government Services contacts is provided at
their website.
www.gs.gov.nl.ca/department/contact.html
Department of Health and Community Services
For a complete list of recognized courses and detailed food safety
information, visit the site at:
www.health.gov.nl.ca/health/publichealth/envhealth/foodsafetyinfo_fsrp
.html
Food Security Network of Newfoundland and Labrador
The Food Security Network of Newfoundland and Labrador (FSN) is a
provincial non-profit organization with the mission to actively promote
comprehensive and community-based solutions to ensure physical and
economic access to adequate and healthy food for all. FSN may be able
to provide helpful resources and networking support in the process of
establishing a community kitchen. For more information contact:
44 Torbay Rd, Suite 110
St. John's, NL, A1A 2G4
Tel. (709) 237-4126, Fax. (709) 237-4231
Email: info@foodsecuritynews.com
Website: www.foodsecuritynews.com
FSN has developed a Food Security Initiative Inventory which lists
community food security initiatives from across the province. Find it online
at:
http://www.foodsecuritynews.com/Publications/FSN%20Inventory.pdf
49. 48
Gardening and Horticultural Links
MUN Botanical Garden
A not-for-profit corporation that creates and inspires understanding,
appreciation and conservation of plants in gardens and natural areas.
www.mun.ca/botgarden
Newfoundland Horticultural Society
Promotes Gardening and provides information to gardeners in the
province.
nfldhort.dhs.org
NL Horticultural Producers Council
www.hortnl.com
General Resources
Community Sector Council Newfoundland and Labrador (CSC)
For information on how to register as a non-profit organization, as well as
information on funding sources, visit the “Managing Voluntary
Organizations” section of the CSC website.
communitysector.nl.ca
The Community Toolbox
A global resource for free information on essential skills for building healthy
communities. A detailed template for strategic planning, including a
handy power point presentation and planning checklist can be accessed
at the Community Toolbox website.
ctb.ku.edu/en/
Newfoundland and Labrador Federation of Co-ops
Information on how to register as a co-operative.
www.nlfc.coop
Robert’s Rules of Order
This outlines widely-accepted meeting procedures.
www.robertsrules.com
North American Farmer’s Market Links
Farmers’ Market Coalition
A wealth of free online information for all aspects of starting up and
running a successful farmers‟ market.
farmersmarketcoalition.org
50. 49
North American Farmers Direct Marketing Association
Networking association for farm direct marketing and agritourism.
www.nafdma.com
Newfoundland and Labrador Farmers’ Market Links
Facebook - Newfoundland and Labrador Farmers‟ Markets
www.facebook.com/#!/group.php?gid=341379128665&ref=mf
St. John‟s Farmers‟ Market Website
stjohnsfarmersmarket.org
West Coast Farmers‟ Market Website
www.wecnl.ca/Farmers_Market/Farmers_Market.html
Online Farmers’ Market Tools and Templates
Are You Ready to Start a Farmers’ Market?
An online checklist from Farmers‟ Markets Ontario
www.farmersmarketsontario.com/Upload/File/Pre-Readiness.pdf
Farmers’ Market Board Strategic Planning Workbook
Alberta Farmers‟ Market Association
www.albertamarkets.com/LinkClick.aspx?fileticket=zFOzaZS2%2bAc%3d&t
abid=173
Farmers’ Market Consumer Evaluation Form
New York Farmers‟ Market
www.nyfarmersmarket.com/PDF2009/FMEvaluation.pdf
Farmers’ Market Month-by-Month Timeline
An online checklist from Farmers‟ Markets Ontario
www.farmersmarketsontario.com/Upload/File/TimelineForMarkets.pdf
Farmers’ Market Vendor Evaluation Form
New York Farmers‟ Market
www.nyfarmersmarket.com/pdf2007/fmvendorevaluation.pdf
Farmers’ Markets Canada: Economic Benefits of Farmers' Markets
A national study that reports on the economic impact of Farmers' Markets
in Canada.
www.farmersmarketscanada.ca
Sample Farmers’ Market Manager Job Description
Alberta Farmers‟ Market Association
51. 50
www.albertamarkets.com/LinkClick.aspx?fileticket=v8Eq2IYZr6I%3d&tabid
=173
Sample Farmers’ Market Rules and Regulations, W.W. Boyce Farmers'
Market, Fredericton, NB. Recognized nationally in both the Globe and
Mail and Harrowsmith Magazine as one of the top farmers markets in
Canada.
www.boycefarmersmarket.com/rulesandregs.html
Sample Farmers’ Market Vendor Application Form
Saskatoon Farmers‟ Market
www.saskatoonfarmersmarket.com/documents/membershipapplication.
pdf
Saskatoon Farmers’ Market
www.saskatoonfarmersmarket.com/documents/RulesnRegulations.pdf
Start a Market 101, Portland Farmers‟ Market, Portland, OR
www.farmersmarketcoalition.org/resources/home/article/1-resource-
library/336-start-a-market-101
Provincial Agriculture Industry
Atlantic Canada Organic Regional Network – Newfoundland and
Labrador (ACORN-NL)
A non-profit organization which promotes and encourages a viable
organic agricultural industry throughout Newfoundland and Labrador.
acornnl.wordpress.com
Department of Natural Resources, Agrifoods Branch
The Agrifoods Branch offers numerous programs and services designed to
facilitate the orderly development of agricultural production in
Newfoundland and Labrador.
http://www.nr.gov.nl.ca/nr/agrifoods/index.html
Newfoundland and Labrador Federation of Agriculture (NLFA)
An organization which represents farmers and farmer groups in the
province.
www.nlfa.ca
Provincial Farmers’ Market Associations
Alberta Farmers' Markets Association: www.albertamarkets.com
Association des Marchés publics du Québec: www.ampq.ca
BC Association of Farmers‟ Markets www.bcfarmersmarket.org
52. 51
Farmers' Markets Association of Manitoba:
www.manitobafarmersmarkets.ca
Farmers' Markets of Nova Scotia: farmersmarketsnovascotia.ca
Farmers' Markets Ontario: www.farmersmarketsontario.com
New Brunswick Tourism/Farmers' Markets Listing:
www.tourismnewbrunswick.ca/Home/Activities/CultureEntertainment/F
armersMarkets.aspx
53. 52
Annotated Bibliography
Books, Reports and “How-to” Manuals
Colihan, Mary Ann & Chorney, Robert T. (2004). Sharing the Harvest: How to Build
Farmers’ Markets and How Farmers’ Markets Build Community! Brighton: Epic
Press.
The first-ever Canadian Farmers’ Market “how-to” handbook. Robert T.
Chorney, Executive Director of Farmers’ Markets Ontario and President
of Farmers’ Markets Canada is a co-author, and brings his experience
of organizing over one hundred Farmers’ Markets across the country.
Contains detailed information in an accessible format.
Corum, Vance, Rosenzweig, Marcie, & Gibson, Eric. (2001). The New Farmers’
Market: Farm-Fresh Ideas for Producers, Managers & Consumers. Auburn: New
World Publishing.
This three hundred page book is jam-packed with detailed information
for farmers, managers, market planners and the broader farmers’
market community. The detail is a bit daunting at first but a well
organized layout and table of contents make identifying specific issues
easy for market start-ups.
Eggert, Diane. (Date unavailable). Step by Step Guide for Establishing a Farmers'
Market Association. New York: Farmers' Market Federation of New York.
Retrieved from www.nyfarmersmarket.com/pdf_files/developingFMA.pdf
An informative, step by step guide to farmers’ market start-up and
development. Contains draft bylaws and vendor forms.
Farmers’ Market Manager’s Resource Manual. (2004). Edmonton, AB: Farmers‟
Market Program, Alberta Agriculture and Food. Retrieved from
www1.agric.gov.ab.ca/$department/deptdocs.nsf/all/apa8431/$FILE/farmers_
market_manual_2007.pdf
While some of this information is geared specifically towards markets
seeking approval to join the Alberta Approved Farmers‟ Markets (a
provincial organization providing leadership and support to member
markets), most of the information provided is valuable for all market
organizers. Provides detailed information on market start-up,
54. 53
management and promotion in a readable format, with many
relevant forms in the appendix.
Festing, Harriet. (1998). Farmers’ Markets: An American Success Story. Bath:
éco-logic books.
A little outdated, but still informative. Based on a five year research
project by Harriett Festing for the University of London, Wye College,
the book provides details and case studies from visits to over thirty U.S.
markets. Festing also explores the broader environmental and socio-
economic benefits of farmers’ markets.
Fullerton, David and McNeil, Sue. (2004). Farmers’ Markets and their
Economic Impact in Nova Scotia: Customer and Vendor Survey Analysis.
Antigonish, NS: St. Francis Xavier University Enterprise Development Centre.
Survey commissioned by Farmers’ Markets Nova Scotia. Hard copy
available from the FMNS coordinator. Write: Box 33008 Halifax Nova
Scotia Canada B3L 4T6 Phone: (902) 425-9776. Web:
www.nsfarmersmarkets.ca
Hofmann, Christa and Dennis, Jennifer. (2007). Starting a Farmers’ Market. West
Lafayette, IN: Department of Agricultural Economics, Purdue University.
Retrieved from www.ces.purdue.edu/extmedia/EC/EC-739.pdf
Features a detailed meeting schedule for farmers’ market
development.
Jolly, Desmond, Series Ed. (2005) The Farmers‟ Market Management Series:
Volume 1 Starting a New Farmers’ Market. Davis, CA: UC Small Farm Centre.
Retrieved from www.sfc.ucdavis.edu/farmers_market/management1/chp1.pdf
Covers successful methods and innovative strategies for farmers‟
market start-up based on the experience of many managers and
organizers. Prepared in California, only a couple of sections are
geared more specifically to a U.S. context. Designed to guide markets
with different goals through the many aspects of market organizing
which they have in common and to tailor design to local contexts.
Contains relevant information on visioning, feasibility analysis, vendor
rules, management and more.
55. 54
Meta Robinson, Jennifer, Hartenfeld, Jeff A. & Roebuck, Jennifer (2007). The
Farmers' Market Book: Growing Food, Cultivating Community. Bloomington:
Quarry Books.
Documents the history of farmers’ markets in Europe and America and
explores the reasons for their recent resurgence. Using the
Bloomington, Indiana Farmers’ Market as a case study, it includes
perspectives farmers’ market vendors and consumers. Future
challenges and opportunities faced by farmers’ markets are also
studied. Filled with colourful photos and first-hand accounts acquired
from close to fifty interviews.
Stephenson, Gary. (2008). Farmers’ Markets: Success, Failure, and Management
Ecology. Amherst: Cambria Press.
A new publication, written by a prominent applied researcher on
farmers’ markets in the U.S. and coordinator of the Small Farms
Program. An academic study and yet a practical tool with colourful,
real-life anecdotes and stories.