“Chicago officials revealed Tuesday they’re considering opening public markets across the city, pivoting from their 2023 concept of creating a single municipal-owned grocery store.”
The original report recommendation was for a proof-of-concept grocery store, possibly leading to 3 new stores, all owned by the city. Fascinating to see the analysts had suggested an annual subsidy of $130,000 would be necessary for just one store location.
The article credits the Food Equity Council for the change in direction from grocery store to farmers markets. Congratulations to these grassroots leaders.
There are many questions as to how this welcome change might be successfully undertaken, what type of market is best, and how to use properly use farmers markets to address food insecurity.
I certainly hope they avail themselves of the expertise in the national field of 4500+ entities that run the 9,000 or so farmers markets in the US.
STILL, it is a monumental and bold decision, and one that will benefit farmers and neighborhoods in the Midwest’s world-class city.
“We want this to be an example that we can set for other cities who are looking to do this type of food equity work, but ultimately, for the specifics of how many; and who’s going to own and operate; who’s going to pay? We haven’t worked that out yet,” the mayor’s office spokesperson said.”
* There is an unfortunate use of the apostrophe in the article, but one might assume they mean farmers markets even though they use the term farmer’s market (does that mean one farmer?) and public market interchangeably. Yes I’m being a bit snarky, but my pet peeve is the lack of a consistent style choice in writing these terms which makes it hard for the public to understand what we mean.
**The article also suggests that only 2 cities operate markets which is far from accurate. If they mean shed (public) markets, there are quite a few and if they mean open-air farmers markets, there are also likely hundreds managed by their municipality. That is based on information from PPS, from national surveys done by my employer Farmers Market Coalition, and through my consulting for projects that include markets managed by small and large towns and cities.
Farmers markets will become even more important in this chaotic time; consider how to make sure they continue.
Market day should be the priority. That doesn’t mean your programs are not vital (they are!) but if the market doesn’t open none of those can happen.
Some suggestions:
Confirm that your market space will continue to be available. That may be an issue if you only have a handshake agreement with an entity that may not be understand all that the market provides or in some cases, you may just be finding out they may be in opposition to some of the things markets provide. So check, get a signed agreement for a few seasons in place and look for a possible back up spot if needed.
Ensure your budget is not completely tied to federal grant programs. Some folks think that because they get money from a city or a state that it means it will continue, but those monies may originate from federal grants. Check. And start to look for local and regional foundations that support democratic civic activities. Put the word out on social and with your email list that your market has programs that need funding partners. If you haven’t yet partnered with like minded businesses as sponsors, consider this. Tent Talk has LOTS of episodes on partners and fundraising locally.
Revisit your budget to reduce spending anywhere you can. Make sure that the market day budget (meaning the costs for staffing and hosting the actual space) is finalized and separately managed from any other initiative or program budget.
Talk to your vendors. Find out what they are planning, what they are worried about for 2025. So far, it does seem that food producers will be in great demand; encourage them to talk to you about opportunities they are approached about and if you can, help them sort through those. I wish I could tell all of you to not get angry with vendors who pull out of markets (esp at the last minute) but I know we are human and that their absence could be a problem for your market; still I can tell you it won’t help and will make others less likely to tell you if they are getting offers.
If you are approachable, respectful and open to listening to their needs you may see some decide to stay because of that, and if nothing else, by being a good listener, you may know earlier. And because…empathy goes both ways.
Talk to your shoppers. See above.
Do more than use social media; revamp the newsletter, have a simple website, put flyers up, design kitchen magnets with website and phone number, give dedicated shoppers materials to hand out.
Be visible at market.
At market, let’s stay away from shame and blame, and focus on connection and inclusion.
I sit in a toasty French Quarter apartment, having experienced the largest snowfall ever recorded in the city yesterday which is (unofficially) 9.5 inches in one day.
I know many of you see much higher accumulations in your area on a regular basis, but for little subtropical New Orleans, it was quite a day.
Of course because of my market work, I was thinking of our growers and producers out there, many of whom saw more snow just north and upriver of the city. The next market on Thursday will likely be called off (just as Tuesday was) with the snow turning to ice with temps not coming out of the 20s for a few days. That also means tarps and tunnels will not come off until Friday or Saturday when damages will be assessed and calculations from lost sales now a reality.
So many stories like this every season. The best we can do is to be their voice and tell our shoppers and partners to be patient, and to gently remind them of this event in a few weeks or so when they see lower amounts on the tables. In other words, our work is just beginning when the weather emergency is over.
Winter also means fewer markets and more conferences and meetings for growers and market operators. In most years, I attend 8-15 conferences for markets, although this year it will be only a few, between FMC’s staff furlough and projects that are not quite ready for dissemination.
Getting out is vital because sharing examples of replicable pilots and programs is the core work we (I) do. The longer I am away from actually managing markets and instead spending my time working to create, collect, and implement replicable resources by partnering with markets and academics, the more I see how to help markets build their operations sustainably can be a tricky business. I often talk about the 4 levels of competence with markets to illustrate how it is so difficult to move to the final stage which on the graph is called unconscious competence, but could also be called organizational competence. See an earlier post about it here:
Winter is a perfect time to focus on organizational competence by attending to some of those long term projects that cannot be completed in the busy market months.
One version of this is a multi year project I am working on for NOFA-VT/VTFMA (doing this as my own consulting entity, Helping Markets Grow as this is not large enough for FMC-level work) around implementing the Legacy Folder that FMC, NOFA-VT and VLGS built out in the Farmers Market Legal Toolkit years back. The entire Legal Toolkit was a massive undertaking and we moved fast to create a significant number of resources with the grant funding we had, and then expected to work with state leaders to build implementation projects for each of the areas we had covered. That latter part has taken longer than expected (blame COVID, changes at each of our 3 organizations, more emerging risks needing to be covered in the Toolkit, state leaders’ priorities and so on) but now I find myself thinking more and more this year about how to help markets use this toolkit to implement organizational competence around risk management on market day. (And then after this one, on to an implementation plan for the 4-6 other toolkits FMC offers, see bulleted list below.)
The VT Legacy Folder* project is a perfect example of how it is difficult to move to organizational competence without a plan or without help. The NOFA-VT/VTFMA project is focusing on only this one resource, selecting a new cohort of market leaders each year, convening via Zoom over winter months. It has been rewarding to help markets collect their legacy documents, and think through how and where those are collected, stored, explained and shared. Even though it is focused on only this one resource, it helps market leaders also deal with their larger organizational weaknesses and strengths and also builds new networks around shared competencies. And even with this help, these hardworking market leaders struggle to get this done, often not completing everything they want to do to check off their Legacy Folder as done in one season.
I am hoping the next 4-5 years will offer lots more opportunity to provide direct support so we can help market leaders move from individual development to organizational competence in all of the areas we have tackled with major resources (all found on FMC’s still unwieldy website, either through links or housed on it directly:)
-Risk management
-Messaging
-Evaluation/Analysis
-Food Access
-Anti-Racism/System Change
-Disaster Recovery (still needs to be finished – any funders out there want to help FMC?)
-Appropriate Technology
(And maybe we have to build Human Resources Toolkit as the final one?)
So this is how I am digging deep over the winter. I hope to hear some of you have this work in your Winter Plan and have ideas as to how I can help and how FMC can as well.
*Legacy Binder was its pre-digital name which will be updated to Legacy Folder on the site soon
By the way, there will be a new case study on the development of this VT cohort published on the Legal Toolkit site later this winter. Check the Toolkit in the coming weeks or ask the VLGS (who manages the Toolkit) to let you know when it is up via the Toolkit’s contact page.
Oh the fires. It’s terrifying to watch them unfold especially viewing from videos taken with hand-held phones with calm narration from the very folks who are seeing their place burn up.
There has been natural (and unnatural) disasters in my own place more than once and so I have a bit of an out of body sensation watching those videos, having made a few myself. Soon will come the overwhelming finality of knowing how many beings have been lost, how many have lost home, how long it will take just to not see or smell the destruction. (I remember driving through Montpelier VT after their devastating flood not that long ago, smelling the musty items out on the curb to be tossed in the trash, and how the years-old Katrina memories came rushing back.)
Once the people are back, there will be a period of exuberance when they are able to stand there, to see each other, and to talk it out. That period lasts for a few months while more come back, while they clean out their places…Then it’s on to other phases, some less pleasant, all of which last years and are much longer lasting than the attention from media or even the kind questions from folks from other places.
I must confess that I only realized a few years back that I have yet to “land” anywhere since the loss of my place in 2005, and have come to see that I cannot seem to trust in the idea of a constant home yet. Instead, I do my best to make that home in many places, and to find small comforts that travel with me.
And yes since this is a blog for market communities, I gratefully include those markets as spaces where I feel less alone, less “on the road.” But its not just the market spaces; it’s also the community of market people who call or email or meet up with me to spend a few minutes or longer, recounting recent experiences or pulling out a shared memory to laugh or to mourn over or ask for my update, listening attentively while I do.
That is the real magic of this work we do: that we create comfort and belonging which doesn’t always live in a physical space, but is carried by a shared belief that showing up, by seeing people as more valuable than just the sum of their transactional history, by pushing against the cynicism of faster and cheaper as better, by looking people in the eye to ask how they are and waiting for an answer, by including everyone, we belong to the comforting.
Our friends in Los Angeles will need that, just as friends everywhere who have lost already have needed that.
That is a huge part of why the work we do is constantly vital even when the markets are closed and market leaders are back to their planning, and our producers are back on the land, and in their kitchens with their recipes and in their fields with their animals…
As many of you have heard, your national market support entity, Farmers Market Coalition, the organization that I have been attached to for the last decade as a staff person, and a half decade before that as a market leader supporting its development, is rethinking its role and structure.
Part of that rethinking means the elected board made a recent decision to put all staff on temporary furlough for at least January 2025, leaving just our Interim Director working to catch up on invoicing and administrative changes.
As painful as it can be to be open about the issues we are dealing with, FMC needs to do what we urge markets to do, which is to be transparent about development plans and challenges.
I have heard from enough markets and network partners that they believe FMC is essential to the field, and vow to be patient for its journey to find the right admin and funding structure, all of which make the idea of being laid off a little less awful.
Still, pulling off a rework is a HUGE task. I hope we can. I do think we can.
While I am off work at FMC, I am focusing on the Market Eras article and then prospectus for a book.
Expect to see more here about that and my own consulting for markets in the next few months but I promise to also share whatever FMC builds for its future when I am able to speak on its behalf again.
Finishing up 2024 work this weekend, to then preparation for supporting organizers amid the bookends of community and chaos in 2025.
But do not expect a deep dive in this post about what may happen in the national political arena around food and farming- at least not yet. Still time to consider plans, still time to replenish….
But in the meantime, here is what I have been saying in the past few months to market organizers that I am in contact with:
Leave blame and shame to other arenas.
Markets need to be centered as places of belonging and connection.
New Orleans LA Crescent City Farmers Market December 2024
Focus on big goals of system change by asking the market organization to consider:
How is the market moving the dial on farmland preservation? How is that work measured?
How is the market including marginalized people of color in its work- and not just as consumers, but as producers, as advisors, as mentors?
What about rural (if the entity is overtly urban focused), or urban (if overtly rural)?
What would that add to your work and to your market?
Does your team and community know the history of subjugation and of centering whiteness in your area?
Does your team and community even know the recent history of market culture (1970-) in your area? Why these markets were founded? Who founded them? How is the market still honoring that history and still intentional in its design?
What external pressures are limiting your work, and who and what processes might help you change those?
What internal structures are limiting your work, and who and what new processes might help you change those?
How are you preparing for interruptions to farming or markets, whether through civic or climate instability?
What is the big idea for your market that you would like to tackle in 2025?
What keeps getting moved off the to-do list every year?
How can we include more people in our work lives, to bring new voices into the work, but also to make sure we are being held accountable and supported.
Can the urge to wait for “perfect” be ignored in favor of what is possible and practical?
I’m out on my “summer tour” of the northeast part of the US leaving my beloved New Orleans simmering and hunkering down for hurricane season, one that is projected to be an extremely active one.
When I began to regularly (around 2009) to leave for weeks and then for the summer, I got a lot of raised eyebrows and jokes about it, but those have completely stopped in more recent years. My take on that is that all New Orleanians are now accepting of the fragility of our coast, and constantly preparing for interruptions that come with the loss of land and the rising temperatures of the Gulf. So now, leaving for a time is one of the new normals. No more friendly texts of “wimp” allowed.
What has also changed is the number of natural and civil interruptions happening in the other places that I visit.
In the areas that I was in just over the last series of months, we watched the Vermont and Kentucky floods, the Canadian wildfires, and many other localized disasters that elicited organizing from one or more market organizations.
That organizing was rarely to raise money or awareness for the market entity, but rather, focused on their role as conveners (using their site for recovery), as analysts of the local/regional food system for media or policy makers, and/or as pass-through entities to get resources to their vendors.
The very nature of open-air markets allowed these varied and immediate responses, since most are without infrastructure and therefore have no physical damage to their own organizational assets. I say that with consideration, because many had to move their location for a few months or even longer, which requires design and logistical planning, work even longer hours than before, and pay for new marketing and messaging to let everyone know what and where the new version was happening.
And for the markets that provide centralized payment processing, the damage to shopper or vendor homes and/or businesses can often mean more and higher average transactions because of increased government benefits and private philanthropy, which in turn – although very welcome – increases the costs of managing such a system, and does not come with appropriate administrative funding increases. (In fact, it seems appropriate to mention here that for most market organizations, ANY significant increased use of their centralized system does not increase their income at the same level, if at all. That is the opposite for brick and mortar stores since those entities own the items they are selling and more items sold mean more profit for the store.)
I point this all out because I have been in the position many times to hear funders and policymakers slide right past markets when discussing how to invest in regional food systems that have suffered losses or interruptions. It also raises a red flag when we use the word resiliency to congratulate those who make it through the recovery phase, even though there are a few other phases before and after.
After the 2005 Katrina Levee Breaks, we had artists sew some of these words into prayer flags for us: Return/Reconnect/Recovery/Reopen/Renew/Rebuild/Rejoice/Rest. What those of us in the Gulf Coast mix since 2005 know now is that resilience comes after all of those if it comes at all.
Recovery does not describe resiliency as one cannot “bounce back” while still in the emergency. Instead, during recovery, we watch markets and other local entities “spend down” their social, intellectual, economic savings, but almost always see the attention moving on when true resiliency should have been measured – meaning long after, and no ‘R” savings account replenishment offered.
As another example, during the COVID crisis, the word resilient was used for direct to consumer outlets opening during the restrictions and although that part WAS incredibly difficult, little research was done on the larger-than-normal turnover of market staff that by state and network leaders noted after the restrictions lifted and markets were allowed to return to previous operational structures.
Resiliency also does not take into account how institutional power brokers use the moment of an emergency to shift the burden of future emergencies away from the formal civic sector and on to informal and individual recovery efforts. Of course, local community leaders should always have a leadership role in recovery but they shouldn’t be expected to raise the majority of the funds, or to be the only local response visible to their neighbors, yet in multiple emergencies, this is increasingly typical. (How many local GoFundMe campaigns, can or clothing drives, and or free 24/7 power/charge stations are managed by corporations?)
During the early days of recovery, a local activist in New Orleans famously refused the word:
So is it even possible to rescue the word to be meaningful to local activists and grassroots organizations, or is it (as Ms. Washington says in the poster above) a word one does not want applied?
How should market communities partner with the formal sector without ceding any local power?
And as importantly, how do we prepare for the injustices likely to be raining down on our communities because of civic and natural emergencies even as we take care of our own health and well-being?
This was an extraordinary set of panels, with the final hour sharing the current difficult situation for a Louisiana black family farm. Learn more and support this farm: http://www.provostfarmllc.com
Highly recommend the educational resources supplied by the Pulitzer Center in association with The 1619 Project. If we want to lead a new system of farming through our work, we need to envelop these experiences and lessons into our governance and business models.
When Charisse was hired as FMC’s E.D. earlier this year, I was intrigued both by her background and her plan to take that big job on, AND to continue to oversee her wildly successful company Lokal Artisan Foods with its French Toast Bites brand. As someone who had also alternated between for-profit entrepreneurial work and community organizing, I was very excited to experience this type of energy from our new leader.
And what energy it was. Charisse never seemed to meet a situation in which she didn’t have the confidence to address, never lacked a joke or self deprecating aside to lessen any awkwardness, and always made sure that folks felt seen and heard, richly using their names and building a special communication with each person. I marveled at all of it. I told her so and hope that I told her so in a way that she accepted it.
She was a constant learner, which I knew had made already her kin among our market leaders, since that is the energy they also bring. I often told her that market managers were gonna love having someone like her in this role and I felt she knew exactly what I meant. Of course one of her first public outputs as our E.D. was establishing a new vendor fund because she had lived that concern, both as a PA market manager and as an entrepreneur.
I was grateful to see how much time she spent on the World FMC Academy calls, attending almost all of them (choosing the early am option of the 2 they offer, in order to make time for them before her long work day started), listening in and sending me dozens of questions and comments during and after those calls.
She jokingly reminded the FMC team on almost every call how recently she had arrived, sharing what day number she was on as FMC’s ED. (She began on June 20, so she was with us for one week shy of 7 months.)
I was humbled by her willingness to use her energy, her enormous social capital, and intellectual bank to assist FMC. To lead an overwhelmingly white staff and white culture to its hoped for future as a leader in the new anti-racist, entrepreneurial, and joyous food system for which farmers markets should lead.
I met her in person only twice, as it was normal for our staff to only meet up once or twice a year in our little remote-officed NGO with staff working at home from coast to coast to coast across the US. I was happy that our East Coast Deputy Director Willa had more face time with Charisse, as did our Philly-based admin/membership person, Meghan. It was great seeing that team begin to form. I was sorry for those staff who never had the pleasure to meet her in person.
I looked forward to seeing her much more in person in 2024.
I’m stunned at this loss.
Not only for FMC, but for her own community and family, and the loss of such promise.
I’m also angry with our world for not taking better care of black and brown (especially female) leaders. I take that indictment as my own future work as well, and promise to do better to support and honor these women.
Here’s to you, Charisse McGill. Rest In POWER.
Part of the FMc team: Willa, Meghan, me, Charisse and Bec in NYC in June at World FMC event
I’m excited to finally be able to spend the time on writing the history of the modern era of farmers markets. Thanks to all who have filled out the survey form already, but if you haven’t yet, here it is again:
The purpose of this will likely be a series of articles for market leaders, policy leaders, and researchers to better understand the importance of the farmers market in the local food movement, with its flexibility in fulfilling market day and also system level impacts while remaining the public, informal face of the entire movement. There are many external challenges ahead, and my hope is this research will offer strategies for offering support to market organizations and to center farmers, foragers, ranchers, and harvesters who are the stewards of land and water and community leaders in every sense.
If the articles turn into a book, it will also be for those general readers who are interested in community and current history, who can learn how to support their local markets more fully .
A few books from my collection. Some of you may note that only one is really what we would define as a farmers market. Even though many of the books in the above pic do not focus on the modern farmers market, I’m sure we’d all agree that knowing what we had previously is vital to understanding the recent past and the present too.
Shout out to The Dane County Farmers Market book seen above which is a treasure trove of the type of primary data that is sooo helpful. Not only does it detail the entire history of what is one of the first of our kind (opening September 30, 1972) designed as a community-led, transparently governed, open-air farmers market, but I also love that the book arranges that history in chapters by its eras of market manager! (Of course I love that because as an FMC staffer, I follow the strategic plan which prioritizes our work in directly supporting market operators.) Kudos to authors Mary and Quentin Carpenter, with equal credit to Mary’s term as market manager.
So how many of you have published histories of your market? Feel free to leave links in the comments…
I’ve got a post on the FMC site about my recent travel mentioned in the last post but am adding a point of view on this blog too:
My October 2023 trip to work with Campagna Amica and World FMC was focused on U.S./Mediterranean team sharing around cash incentives and learning more about multi-functional ag. The global interest in cash incentives is obviously not aligned with the US SNAP model (as few have this sort of national program) but is about the other incentives we see at markets offered to certain segments of audiences to participate such as FMNP, Produce Prescription, children’s market clubs and others, as well as the matching programs of those coupons.
My FMC blog focuses on that subject so all that I’ll add here is that based on the dozens of recent conversations I’ve had within the US and now with leaders across the world, I believe it is beyond time for the US farmers market sector to reframe the purpose and goals of our farmers market incentive work.
The public health sector is a great partner especially around the SNAP & matching work with quite clear goals, but farm direct leaders must hold their own theory of change as to why THEY do these intensive programs. These might include increasing the number of recurring shoppers, assisting farmers to fairly earn enough and expand the type of regional products, improving health outcomes, reducing customer confusion and expanding education by having a single point of information at the market’s tent, using multiple incentives to expand civic engagement and local participation among partners and of course, building a sustainable program framework that doesn’t cripple low-capacity/high-efficiency farmers markets and direct to consumer farmers by matching its seasonality and type of messaging and measurement.
By doing that, farm direct outlets can be clear with Congress and with USDA about why some of the recent trends to prioritize farmer terminals over central terminals, or why restricting matches only to fruits and vegetables rather than allowing them to use their matches for any regionally produced item available at a well-curated farm direct outlet have not always been the appropriate model.
Always happy to talk more about these ideas both as a FMC staff member or as an independent consultant for markets. Contact me if that is helpful and check out the FMC blog post linked at the beginning of this post to find FMC resources.
Now on to multi-functional agriculture.
This is an approach that:
… “refers to the fact that agricultural activity, beyond its role of producing food and fibre, may also have several other functions such as renewable natural resources management, landscape and biodiversity conservation and contribution to the socio-economic viability of rural areas”….”the use of the concept can be traced back to the Food and Agriculture Organization (FAO)”
So in theory, it requires us to think of agriculture as a system of healthy support of land and of people and not just as production. In practice, it suggest that we need to tie our farm direct efforts to those projects that prioritize biodiversity, justice, health, and rural places.
Italy has adopted this approach within their massive farmer association Coldiretti, and it was on display during the Villaggio. Farmers, agritourism leaders among others with their Coldiretti yellow flags and hats in the hundreds sat for hours in the tents while national political leaders lined up to explain how their approach will offer results. Urban leaders on panels indicated their deep knowledge of the territorial market sphere, underlining their commitment to the fact that their city’s future is tied to their region’s future. Their national farmers market entity Campagna Amica used the occasion to showcase their development of the World FMC to discuss how to connect the concentration of urban farmers markets to the rural places those markets depend on across the globe.
So it was exciting to see and to hear about this approach even while it is undeniable that the issue in the US is there are few viable connections any longer between rural and urban and as a result, massive misunderstandings of the other among the denizens of each. Even the 10,000 of so farmers market sites we can brag about often promote urban ag over multi functional ag, may inadvertently disincentivize rural activities among market vendors, and often fail to measure rural outcomes of their work or only measure market day sales.
U.S. farmers markets could start to operationalize this approach through connecting CSA, farm stands, and agritourism to their efforts – and not just as a part of the market day:
Asking producers if they have those type of activities and how they can be promoted through the farmers market;
Offering two-way benefits for urban shoppers and rural farmers such as those outlined in Kuni;
Highlighting the role of land stewardship as alleviating rapid overdevelopment in the region and how the worst effects of climate change benefit from natural spaces protecting developed ones;
If farm direct is to thrive, it will require seeing it as a pathway to creating better places, to building more closely knit communities, and to adding locally controlled “wealth” for urban and rural, which of course should mean land or knowledge wealth as often as usually means financial wealth.
Check out this list as one set of policies that would help all citizens and all places:
The Ten Pillars of PDA and RUBI’s 21st Century Rural New Deal:
1. Rebuild Farm, Forest and Food Economies
2. Reward Work and Ensure Livable Wages
3. Dismantle Monopolies, Empower and Support Local Business
4. Invest in Community and Regional Infrastructure
5. Re-Build Small Town Centers
6. Cultivate Self-Reliance and Resilience
7. Invest in Rural Healthcare
8. Fully Fund Rural Schools
9. Make Rural and Small Town Housing Affordable
10. Re-Localize Rural and Small Town Banks
I’m excited about sharing this international language and approach for farmers markets as IT will build capacity for their organizations while it draws their producer partners closer to them in a shared future.
My regional watershed which encompasses 2 major Louisiana cities, a bunch of rural parishes and even a few counties of neighboring state MS. Ive long suggested this is the size of the food system we should set as our goal. Www.pontchartrainnetwork.org
Yes, I hear you chuckling as to my poor poor life, traveling twice in one year to Rome to work with the World Farmers Market Coalition. Accepted.
Still, I have a few butterflies and some anxiety about this trip because the stakes keep raising in terms of how to have an impact on those that WFMC amasses for us, including trade ministers, ag leaders, FAO, USDA, US Embassy staff, funders, among many many others. (And then, once back, how to share the global excitement around farmers markets with US stakeholders?)
The exciting news is that this trip will be held at the Villaggio Coldiretti, a 3-day farmers market educational event held at the Circus Maximus, which on our last trip, Bruce Springsteen was using as his concert hall. (We were able to hear the sound check and see the crowds build for that event because the WFMC events were nearby at the gorgeous Circo Massimo farmers market operated by our Italian WFMC partner Campagna Amica.)
WFMC Member Assembly May 2023
I’ll be cramming facts and figures and stories into my head especially around nutrition incentive programs as this is one US pilot that our fellow market leaders are eager to hear about. Please reply to this with any that you think I should share, and I’ll do my best to report back here and on FMC’s social media.
One of the messages that I use in my farmers market support work is to urge operators to make sure the programmatic and governance oversight is made more visible, so that the work can be better supported financially and through partnerships and policy.
“Don’t hide the hard work” is how I often say it.
One of the main reasons this is so necessary is because of the enormous success of the estimated 9,000 market sites in the US in increasing social cohesion, healthy food access, local economic activity, ecological stewardship, and other positive impacts of regional food systems.
But even though there are significant impacts, the pop up nature of many of our sites and the high-impact but low capacity staffing most employ can make it difficult to explain.
And often market leaders hear this talk of sharing the impacts and think despairingly of being required to undertake long data collection assignments and text heavy reports to communicate this.
Instead, the answer may be something as simple as a visual image or a quote that illustrates the relevance of this work to the larger civic community.
This map is one such example. It is of the national park in Ohio and includes the farmers market that is held in the park, as well as images of (just a few of many more) of the other farm sites along the path. It also places the market as part of this ecological system which is also a wonderful message.
Can you spot the market? (It’s helpful to pinch to zoom in to the map to look around)
And can you see how this is one great way to share a measurement of impacts?
Helping Farmers Markets Grow 