Guide to Developing A Community Farmers Market
Transcript Of Guide to Developing A Community Farmers Market
Guide to Developing
A Community Farmers Market
1
Executive Summary
A farmers market is an age-old form of farm direct marketing dating back to the early history of our country. Markets bring farmers to urban and rural settings where consumers shop for fresh, locally grown foods. The direct-to-consumer connection builds relationships between consumers and farmers, giving farmers a source of income and consumers confidence in the foods they are choosing for their families.
While farmers markets were once considered a vital form of commerce, they began to lose favor post World War II with the exodus of the consumer base from cities to suburbs, the rise of supermarkets and the industrialization of foods; i.e. convenience foods, resulted in a loss of farmers markets across the nation. Consumers lost touch with their local farmers and farmers markets were lost.
Since the turn of the century, there has been an upsurge in consumer interest in eating a more healthy diet and purchasing fresh, locally grown foods. Consumers want a connection to their local farmers and farmers markets fulfill that demand. Community organizers, consumer groups, farmers and municipal leaders all seek the creation of a farmers market in their community as an answer to consumer interest, maintaining a local agriculture base and bringing economic activity back into the urban core.
This rapid growth in farmers markets is both a gift and a curse. Farmers are once again in vogue and are given opportunities to develop relationships with, earning a high percentage of the consumer food dollar. But the explosion of farmers markets also means that many were opened without the pre-opening research and work that is beneficial to develop a sustainable farmers market. The purpose of this manual is to assist market organizers to work through the steps involved in developing a sustainable farmers market that will fulfill the triple goals of all farmers markets.
1) The market provides a venue for farmers to sell their farm products directly to consumers.
2) The market creates access to fresh, healthy and locally grown foods to consumers. 3) A market provides health, nutrition and economic benefit to the host community.
This Guide to Developing a Community Farmers Market will steer market organizers to create a strong foundation for a successful, long term farmers market that will be a community asset and a valuable resource for both consumers and farmers.
2
Acknowledgements This document is a product of the Farmers Market Federation of NY. Funding has been provided by the NYS Department of Agriculture and Markets
and the NYS Farmers Market Nutrition Program. Special Thanks to:
Diane Eggert, Executive Director, Farmers Market Federation of NY Robert Buccieri, President, Farmers Market Federation of NY Jonathan Thomson, NYS Dept. of Agriculture and Markets
Darryl Aubertine, Commissioner of NYS Agriculture and Markets
You may use and copy the documents within this publication, giving appropriate credit to the Farmers Market Federation of NY. 3
Table of Contents
Introduction ……………………………………………………………………………………………………………………… 5 Getting Started …………………………………………………………………………………………………………………. 7 Steering Committee ………………………………………………………………………………………………………….. 8 Background Research …....................................................................................................... 11 Planning the Market …………………………………………………………………………………………………………. 15 Site Selection/On-Site Management Subcommittee …………………………………………………………. 16 Rules Subcommittee …………………………………………………………………………………………………………. 23 Market Organization Development Subcommittee …………………………………………………………… 27 Marketing Subcommittee …………………………………………………………………………………………………. 31 Recruiting Farmers Subcommittee ……………………………………………………………………………………. 34 Finance Subcommittee ……………………………………………………………………………………………………… 36 Bringing it All Together …………………………………………………………………………………………………….. 38 Market Evaluation ……………………………………………………………………………………………………………. 40 Appendix A: Checklist for Developing a Community Farmers Market ……………………………….. 42 Appendix B: Sample Survey for Consumers ………………………………………………………………………. 43 Appendix C: Sample Survey for Farmers …………………………………………………………………………… 45 Appendix D: Sample Survey for Local Businesses ……………………………………………………………… 47 Appendix E: Farmers Market Site Evaluation ……………………………………………………………………. 49 Appendix F: Sample Farmers Market Manager’s Job Description …………………………………….. 51 Appendix G: Sample Rules for Farmers Markets ………………………………………………………………. 53 Appendix H: Sample Market Application …………………………………………………………………………. 58 Appendix I: Resources and Contacts ………………………………………………………………………………… 61 Appendix J: Bibliography …………………………………………………………………………………………………. 63
4
Introduction
A farmers market is an age-old form of farm
This rapid growth in farmers markets is
direct marketing dating back to the early
both a gift and a curse. Farmers are once
history of our country. Markets bring
again in vogue and are given opportunities
farmers to urban and rural settings where
to develop relationships with, earning a
consumers shop for fresh, locally grown
high percentage of the consumer food
foods. The direct-to-consumer connection
dollar. But the explosion of farmers markets
builds relationships between consumers
also means that many were opened without
and farmers, giving farmers a source of
the pre-opening research and work that is
income and consumers confidence in the
required to develop a sustainable farmers
foods they are choosing for their families.
market. The purpose of this manual is to
assist market organizers to work through
While farmers markets were once
the steps involved in developing a
considered a vital form of commerce, they
sustainable farmers market that will fulfill
began to lose favor post World War II with
the triple goals of all farmers markets.
the exodus of the consumer base from
cities to suburbs, the
1) The market provides a
rise of supermarkets
and
the
Growth of Farmers Markets
venue for farmers to sell their farm products
Number of Markets
industrialization of
7000
6000
foods;
i.e.
5000
directly to consumers. 2) The market creates
convenience foods,
4000
3000
resulted in a loss of
2000
US
access to fresh, healthy
NYS
and locally grown
farmers
markets
1000 0
foods to consumers.
across the nation.
1994
2000
2010
3) A market provides
Consumers lost touch
Year
health, nutrition and
with their local
economic benefit to
farmers and farmers markets were lost.
the host community.
Since the turn of the century, there has been an upsurge in consumer interest in eating a more healthy diet and purchasing fresh, locally grown foods. Consumers clamor for a connection to their local farmers and farmers markets fit the bill. Community organizers, consumer groups, farmers and municipal leaders all seek the creation of a farmers market in their community as an answer to consumer interest, maintaining a local agriculture base and bringing economic activity back into the urban core.
Let’s start the process by looking at what exactly is a farmers market. Farmers markets are defined in New York State statute, Agriculture and Markets Law, Article 22. This article states: “a building, structure or place,… intended to be used by two or more producers for the direct sale of a diversity of farm and food products… from producers to consumers and food buyers”. The Farmers Market Coalition, a national association supporting farmers markets, offers a more in depth definition in an attempt to protect the integrity of the
5
farmers market label. They define a farmers market this way: “A farmers market operates multiple times per year and is organized for the purpose of facilitating personal connections that create mutual benefits for local farmers, shoppers and communities. To fulfill that objective farmers markets define the term local, regularly communicate that definition to the public, and implement rules/guidelines of operation that ensure that the farmers market consists principally of farms selling
directly to the public products that the farms have produced.”
What is common in these definitions is the importance of maintaining a commitment to local farmers as sellers and the connections a market makes between farmers, consumers and the benefits they bring to a community. A successful farmers market meets these goals and serves the three components of this triple bottom line mission of farmers, consumers and host community.
6
Getting Started
The interest in starting a farmers market may come from many sources. Government and business leaders, recognizing the economic impact a farmers market can have on a community, may spearhead a new market in an effort to revitalize their downtown business/shopping district. Farmers' markets across the country have consistently shown that they draw large numbers of people that spill over into nearby businesses. New businesses open adjacent to a market to take advantage of the consumer appeal of a market. New businesses may spin off from the markets, developing year round businesses in the community as a result of the “incubator function” of a farmers market.
Another possible catalyst for developing a farmers market may be consumers interested in addressing a need in their community for greater food safety and accountability, greater variety where traditional markets fail to reach or even exist in a given community or increase the quality and quantity of fresh foods to the local diet. With the Farmers' Market Nutrition Program, the WIC Vegetable and Fruit Check program and USDA Food Stamp programs operating in farmers markets, a market is an economical source of fresh
produce and other agricultural products for low income people. Also consumers are able to talk to the producer of the foods they are buying. They learn how their food is produced, what pesticides, herbicides or fertilizers are used, how to prepare, store and preserve the products they are buying and become comfortable with the farmer and with the foods they purchase for their families.
Agricultural interest groups and farmers themselves may provide the incentive for a new farmers' market. Supporting local agriculture and small family farms is a critical element for selling agricultural products directly to consumers at retail level pricing. This provides a greater profit margin for farmers than the traditional means of wholesaling produce to grocery chains or through produce brokers, while providing product at fair market pricing. The increased profits earned from retail opportunities are often what keep a small family farm viable. Also, a farmers' market offers new entrants a low cost outlet, with a "ready-made" customer base to market their farm products at higher, retail level prices, thereby promoting local agricultural based business.
7
Start with a steering committee.
Starting a new farmers market is a much bigger undertaking than most people realize. A great deal of work needs to be done and it requires a good deal of time and a wide variety of skills. Since many hands make light the load, begin the process of starting a new farmers market by creating a steering committee. The job of the committee is to conduct the background research, develop the goals and mission for the market and oversee the creation of the market. Their efficiency and quality of the committee’s work will be critical in determining the success of the market.
To be most effective, a steering committee needs to be a cross section of the community. This ensures that the market is a reflection of the community, its makeup and its needs. Each person brings a unique perspective to the committee and a skill set that is important to market development. The list below is not exhaustive. But it will delineate key concepts that have proven helpful to steering committees with starting a new market.
1) Farmers. Any new farmers market must begin the planning process with farmers represented on the steering committee. They are well versed in what makes a market successful for their business. They also participate in other markets and can bring those experiences to the committee. Their input is vital in creating a market that fits the needs of farmers.
2) Local business representation. Business leaders have skills that help in
organizing a new market. In some cases, the local businesses community may feel threatened by a new farmers market, thinking the market will steal precious consumer dollars from them. The best way to mitigate those concerns and gain the support of this group is to involve local businesses in the research and planning. Local business associations and Chambers of Commerce may, in fact, ultimately be sponsors of the market, providing funding, providing management and promotions for the new market.
3) Consumer representation. It is important that the market reflect the needs of the consumer base in the community. Having consumers represented on the committee ensures their needs are taken into account in the development of the market. If possible this representation should come from the largest area employers to help fashion research, develop marketing opportunities and reflect the needs and expectations of a large consumer base which the market will hope to draw.
4) Municipal leaders. Representatives can provide expertise to the planning committee. Knowing what municipal laws pertain to a farmers market, what permits to operate are required and finding municipal property to operate on, as well as overcoming any of the obstacles posed by local zoning, preservation or even parking/traffic regulations. They can make the market’s case to the town/village/city board if
8
they are involved from the beginning, have a clear understanding of what the market’s purpose is and have a hand in developing its operations.
5) Key professional people should also be added to the committee. For example, media experts provide expertise in promotions and outreach. Lawyers can help with the legal structure of the market and all incorporation and IRS applications. Accountants can develop the budget and accounting systems. You may not be able to get all represented, but try to have members with access to each of these disciplines, if possible.
6) Local nonprofits, such as food pantries, food banks and community based organizations; i.e. Kiwanis or Rotary; should also be a part of the committee. They are well versed in working in the nonprofit arena and add expertise to the organizational structure. They also have a network of employees, volunteers and contacts that can help get the market off the ground.
7) Cornell Cooperative Extension Educators in each county are familiar with farmers markets and work extensively with local farmers. Their input on a market steering committee should be considered a top priority as they will help bring others into the process, can help to contact farmers and uncover local resources needed to make for a successful market.
8) Consultants from the NYS Department of Agriculture and Markets and the Farmers Market Federation of
NY. Both have extensive experience in developing new markets, creating systems for market success, training market managers and administering nutrition programs in farmers markets.
These committee members may serve part or full time, meaning that some may be called on “as needed” basis while others are expected to contribute consistently and meaningfully to the final product. As you contact people to ask them to be involved, make clear what you expect of them, as this may make it easier for them to commit for a specific reason (i.e. understanding permits or zoning) than an open ended commitment that may take more time than they are willing or able to give.
Together, the committee needs to determine the vision and/or mission for the organization. The mission should define: What is its purpose, what will it accomplish and who does it serve? As the committee strives to define its goal, they must bear in mind the three legs of the farmers market stool: farmers, consumers and community. Will the market be a viable outlet for local farmers? Will the market provide access to fresh, locally grown and nutritious foods to all consumers in its reach? Will the market be a responsible community citizen, offering health, nutrition, economic and other benefits to its host community?
“The mission is to host a farmers’ market that improves local food security, teaches
entrepreneurship skills, and supports local farmers and businesses, while enriching the cultural heritage and community life of Syracuse’s Eastside neighborhood.”
9
These goals may be influenced by the organization or person who initiated the new market. For example, a hunger relief organization may want to start a market to create access to its low income consumer base. Whatever the goal of the original impetus to the market, it must be discussed with the members of the committee to achieve a clear, cohesive goal.
Keep in mind that the goals should reflect the principles outlined in the Mission statement. It would be impractical to form a mission involving increased business for downtown merchants and then a goal which schedules market activities while more businesses are closed. Only by tying the components together will you have a clear direction to present to vendors, sponsors, consumers and the community.
10
A Community Farmers Market
1
Executive Summary
A farmers market is an age-old form of farm direct marketing dating back to the early history of our country. Markets bring farmers to urban and rural settings where consumers shop for fresh, locally grown foods. The direct-to-consumer connection builds relationships between consumers and farmers, giving farmers a source of income and consumers confidence in the foods they are choosing for their families.
While farmers markets were once considered a vital form of commerce, they began to lose favor post World War II with the exodus of the consumer base from cities to suburbs, the rise of supermarkets and the industrialization of foods; i.e. convenience foods, resulted in a loss of farmers markets across the nation. Consumers lost touch with their local farmers and farmers markets were lost.
Since the turn of the century, there has been an upsurge in consumer interest in eating a more healthy diet and purchasing fresh, locally grown foods. Consumers want a connection to their local farmers and farmers markets fulfill that demand. Community organizers, consumer groups, farmers and municipal leaders all seek the creation of a farmers market in their community as an answer to consumer interest, maintaining a local agriculture base and bringing economic activity back into the urban core.
This rapid growth in farmers markets is both a gift and a curse. Farmers are once again in vogue and are given opportunities to develop relationships with, earning a high percentage of the consumer food dollar. But the explosion of farmers markets also means that many were opened without the pre-opening research and work that is beneficial to develop a sustainable farmers market. The purpose of this manual is to assist market organizers to work through the steps involved in developing a sustainable farmers market that will fulfill the triple goals of all farmers markets.
1) The market provides a venue for farmers to sell their farm products directly to consumers.
2) The market creates access to fresh, healthy and locally grown foods to consumers. 3) A market provides health, nutrition and economic benefit to the host community.
This Guide to Developing a Community Farmers Market will steer market organizers to create a strong foundation for a successful, long term farmers market that will be a community asset and a valuable resource for both consumers and farmers.
2
Acknowledgements This document is a product of the Farmers Market Federation of NY. Funding has been provided by the NYS Department of Agriculture and Markets
and the NYS Farmers Market Nutrition Program. Special Thanks to:
Diane Eggert, Executive Director, Farmers Market Federation of NY Robert Buccieri, President, Farmers Market Federation of NY Jonathan Thomson, NYS Dept. of Agriculture and Markets
Darryl Aubertine, Commissioner of NYS Agriculture and Markets
You may use and copy the documents within this publication, giving appropriate credit to the Farmers Market Federation of NY. 3
Table of Contents
Introduction ……………………………………………………………………………………………………………………… 5 Getting Started …………………………………………………………………………………………………………………. 7 Steering Committee ………………………………………………………………………………………………………….. 8 Background Research …....................................................................................................... 11 Planning the Market …………………………………………………………………………………………………………. 15 Site Selection/On-Site Management Subcommittee …………………………………………………………. 16 Rules Subcommittee …………………………………………………………………………………………………………. 23 Market Organization Development Subcommittee …………………………………………………………… 27 Marketing Subcommittee …………………………………………………………………………………………………. 31 Recruiting Farmers Subcommittee ……………………………………………………………………………………. 34 Finance Subcommittee ……………………………………………………………………………………………………… 36 Bringing it All Together …………………………………………………………………………………………………….. 38 Market Evaluation ……………………………………………………………………………………………………………. 40 Appendix A: Checklist for Developing a Community Farmers Market ……………………………….. 42 Appendix B: Sample Survey for Consumers ………………………………………………………………………. 43 Appendix C: Sample Survey for Farmers …………………………………………………………………………… 45 Appendix D: Sample Survey for Local Businesses ……………………………………………………………… 47 Appendix E: Farmers Market Site Evaluation ……………………………………………………………………. 49 Appendix F: Sample Farmers Market Manager’s Job Description …………………………………….. 51 Appendix G: Sample Rules for Farmers Markets ………………………………………………………………. 53 Appendix H: Sample Market Application …………………………………………………………………………. 58 Appendix I: Resources and Contacts ………………………………………………………………………………… 61 Appendix J: Bibliography …………………………………………………………………………………………………. 63
4
Introduction
A farmers market is an age-old form of farm
This rapid growth in farmers markets is
direct marketing dating back to the early
both a gift and a curse. Farmers are once
history of our country. Markets bring
again in vogue and are given opportunities
farmers to urban and rural settings where
to develop relationships with, earning a
consumers shop for fresh, locally grown
high percentage of the consumer food
foods. The direct-to-consumer connection
dollar. But the explosion of farmers markets
builds relationships between consumers
also means that many were opened without
and farmers, giving farmers a source of
the pre-opening research and work that is
income and consumers confidence in the
required to develop a sustainable farmers
foods they are choosing for their families.
market. The purpose of this manual is to
assist market organizers to work through
While farmers markets were once
the steps involved in developing a
considered a vital form of commerce, they
sustainable farmers market that will fulfill
began to lose favor post World War II with
the triple goals of all farmers markets.
the exodus of the consumer base from
cities to suburbs, the
1) The market provides a
rise of supermarkets
and
the
Growth of Farmers Markets
venue for farmers to sell their farm products
Number of Markets
industrialization of
7000
6000
foods;
i.e.
5000
directly to consumers. 2) The market creates
convenience foods,
4000
3000
resulted in a loss of
2000
US
access to fresh, healthy
NYS
and locally grown
farmers
markets
1000 0
foods to consumers.
across the nation.
1994
2000
2010
3) A market provides
Consumers lost touch
Year
health, nutrition and
with their local
economic benefit to
farmers and farmers markets were lost.
the host community.
Since the turn of the century, there has been an upsurge in consumer interest in eating a more healthy diet and purchasing fresh, locally grown foods. Consumers clamor for a connection to their local farmers and farmers markets fit the bill. Community organizers, consumer groups, farmers and municipal leaders all seek the creation of a farmers market in their community as an answer to consumer interest, maintaining a local agriculture base and bringing economic activity back into the urban core.
Let’s start the process by looking at what exactly is a farmers market. Farmers markets are defined in New York State statute, Agriculture and Markets Law, Article 22. This article states: “a building, structure or place,… intended to be used by two or more producers for the direct sale of a diversity of farm and food products… from producers to consumers and food buyers”. The Farmers Market Coalition, a national association supporting farmers markets, offers a more in depth definition in an attempt to protect the integrity of the
5
farmers market label. They define a farmers market this way: “A farmers market operates multiple times per year and is organized for the purpose of facilitating personal connections that create mutual benefits for local farmers, shoppers and communities. To fulfill that objective farmers markets define the term local, regularly communicate that definition to the public, and implement rules/guidelines of operation that ensure that the farmers market consists principally of farms selling
directly to the public products that the farms have produced.”
What is common in these definitions is the importance of maintaining a commitment to local farmers as sellers and the connections a market makes between farmers, consumers and the benefits they bring to a community. A successful farmers market meets these goals and serves the three components of this triple bottom line mission of farmers, consumers and host community.
6
Getting Started
The interest in starting a farmers market may come from many sources. Government and business leaders, recognizing the economic impact a farmers market can have on a community, may spearhead a new market in an effort to revitalize their downtown business/shopping district. Farmers' markets across the country have consistently shown that they draw large numbers of people that spill over into nearby businesses. New businesses open adjacent to a market to take advantage of the consumer appeal of a market. New businesses may spin off from the markets, developing year round businesses in the community as a result of the “incubator function” of a farmers market.
Another possible catalyst for developing a farmers market may be consumers interested in addressing a need in their community for greater food safety and accountability, greater variety where traditional markets fail to reach or even exist in a given community or increase the quality and quantity of fresh foods to the local diet. With the Farmers' Market Nutrition Program, the WIC Vegetable and Fruit Check program and USDA Food Stamp programs operating in farmers markets, a market is an economical source of fresh
produce and other agricultural products for low income people. Also consumers are able to talk to the producer of the foods they are buying. They learn how their food is produced, what pesticides, herbicides or fertilizers are used, how to prepare, store and preserve the products they are buying and become comfortable with the farmer and with the foods they purchase for their families.
Agricultural interest groups and farmers themselves may provide the incentive for a new farmers' market. Supporting local agriculture and small family farms is a critical element for selling agricultural products directly to consumers at retail level pricing. This provides a greater profit margin for farmers than the traditional means of wholesaling produce to grocery chains or through produce brokers, while providing product at fair market pricing. The increased profits earned from retail opportunities are often what keep a small family farm viable. Also, a farmers' market offers new entrants a low cost outlet, with a "ready-made" customer base to market their farm products at higher, retail level prices, thereby promoting local agricultural based business.
7
Start with a steering committee.
Starting a new farmers market is a much bigger undertaking than most people realize. A great deal of work needs to be done and it requires a good deal of time and a wide variety of skills. Since many hands make light the load, begin the process of starting a new farmers market by creating a steering committee. The job of the committee is to conduct the background research, develop the goals and mission for the market and oversee the creation of the market. Their efficiency and quality of the committee’s work will be critical in determining the success of the market.
To be most effective, a steering committee needs to be a cross section of the community. This ensures that the market is a reflection of the community, its makeup and its needs. Each person brings a unique perspective to the committee and a skill set that is important to market development. The list below is not exhaustive. But it will delineate key concepts that have proven helpful to steering committees with starting a new market.
1) Farmers. Any new farmers market must begin the planning process with farmers represented on the steering committee. They are well versed in what makes a market successful for their business. They also participate in other markets and can bring those experiences to the committee. Their input is vital in creating a market that fits the needs of farmers.
2) Local business representation. Business leaders have skills that help in
organizing a new market. In some cases, the local businesses community may feel threatened by a new farmers market, thinking the market will steal precious consumer dollars from them. The best way to mitigate those concerns and gain the support of this group is to involve local businesses in the research and planning. Local business associations and Chambers of Commerce may, in fact, ultimately be sponsors of the market, providing funding, providing management and promotions for the new market.
3) Consumer representation. It is important that the market reflect the needs of the consumer base in the community. Having consumers represented on the committee ensures their needs are taken into account in the development of the market. If possible this representation should come from the largest area employers to help fashion research, develop marketing opportunities and reflect the needs and expectations of a large consumer base which the market will hope to draw.
4) Municipal leaders. Representatives can provide expertise to the planning committee. Knowing what municipal laws pertain to a farmers market, what permits to operate are required and finding municipal property to operate on, as well as overcoming any of the obstacles posed by local zoning, preservation or even parking/traffic regulations. They can make the market’s case to the town/village/city board if
8
they are involved from the beginning, have a clear understanding of what the market’s purpose is and have a hand in developing its operations.
5) Key professional people should also be added to the committee. For example, media experts provide expertise in promotions and outreach. Lawyers can help with the legal structure of the market and all incorporation and IRS applications. Accountants can develop the budget and accounting systems. You may not be able to get all represented, but try to have members with access to each of these disciplines, if possible.
6) Local nonprofits, such as food pantries, food banks and community based organizations; i.e. Kiwanis or Rotary; should also be a part of the committee. They are well versed in working in the nonprofit arena and add expertise to the organizational structure. They also have a network of employees, volunteers and contacts that can help get the market off the ground.
7) Cornell Cooperative Extension Educators in each county are familiar with farmers markets and work extensively with local farmers. Their input on a market steering committee should be considered a top priority as they will help bring others into the process, can help to contact farmers and uncover local resources needed to make for a successful market.
8) Consultants from the NYS Department of Agriculture and Markets and the Farmers Market Federation of
NY. Both have extensive experience in developing new markets, creating systems for market success, training market managers and administering nutrition programs in farmers markets.
These committee members may serve part or full time, meaning that some may be called on “as needed” basis while others are expected to contribute consistently and meaningfully to the final product. As you contact people to ask them to be involved, make clear what you expect of them, as this may make it easier for them to commit for a specific reason (i.e. understanding permits or zoning) than an open ended commitment that may take more time than they are willing or able to give.
Together, the committee needs to determine the vision and/or mission for the organization. The mission should define: What is its purpose, what will it accomplish and who does it serve? As the committee strives to define its goal, they must bear in mind the three legs of the farmers market stool: farmers, consumers and community. Will the market be a viable outlet for local farmers? Will the market provide access to fresh, locally grown and nutritious foods to all consumers in its reach? Will the market be a responsible community citizen, offering health, nutrition, economic and other benefits to its host community?
“The mission is to host a farmers’ market that improves local food security, teaches
entrepreneurship skills, and supports local farmers and businesses, while enriching the cultural heritage and community life of Syracuse’s Eastside neighborhood.”
9
These goals may be influenced by the organization or person who initiated the new market. For example, a hunger relief organization may want to start a market to create access to its low income consumer base. Whatever the goal of the original impetus to the market, it must be discussed with the members of the committee to achieve a clear, cohesive goal.
Keep in mind that the goals should reflect the principles outlined in the Mission statement. It would be impractical to form a mission involving increased business for downtown merchants and then a goal which schedules market activities while more businesses are closed. Only by tying the components together will you have a clear direction to present to vendors, sponsors, consumers and the community.
10