Bring your food waste to the library for composting

Food waste collection programs are being phased in at New Orleans public libraries.

I’m glad they also mention Greenmarket and their innovative compost collection program. What is significant about the NYC market program is that Greenmarket does not occupy their market spaces constantly, so managing programs like composting require added logistics for the staff.

In data collection terms for markets, this program can be measured for its ecological, economic, social and intellectual capital benefits.

Bring your food waste to the library for composting: Yes, really | NOLA.com

New streetcar line drives market biz, sez vendor

Barb Cooper and her husband operate a fresh produce and specialty shop called Daisy Mae’s Market at Findlay Market and launched Cincinnati Food Tours in 2012 to introduce visitors to Findlay Market, share culinary experiences and spread her enthusiasm for Over-the-Rhine. She says some stores have reported a 30 percent increase in sales since the streetcar started traversing Cincinnati’s streets.

“The excitement around it is just amazing. Most of the people that are coming on my tours live in the suburbs and they’ve heard about the streetcar. They’ve heard about Over-the-Rhine’s revitalization, and they really need somebody to help them navigate it to see what’s really here,” Cooper said.

Findlay Market vendor claims streetcar is behind booming business – Story

 

Here is a link to other posts about Cincinnati’s Findlay Market from this blog. Here is a post on my French Quarter blog comparing the French Quarter to the Over-the-Rhine neighborhood where Findlay and the new streetcar sit.

 

Health issues topped the list of scientific studies reaching wide audiences in 2016

In general, health-related studies… had more reach on social media and other online platforms than other scientific studies. Seven of the top 11 most-discussed scientific studies for the year focused on health, as did fully 59 of the top 100. Together, these studies covered a wide spectrum of health-related subjects.

The second-most-discussed health article after the one by Obama was about the prevalence of hospital medical errors, a problem the authors determined was the third leading cause of death in the U.S.

The fifth ranked article was a historical analysis claiming the sugar industry had sponsored research dating back to the 1950s aimed at downplaying the possible links between sucrose and coronary heart disease.

 ft_most-read-journal

27 days…or less

Bloomberg: On average, the companies surveyed have just 27 days worth of cash reserves – or money to cover expenses if inflows suddenly stopped – according to the JPMorgan study, which analyzed 470 million transactions by 570,000 small business last year. Restaurants typically hold the smallest cash buffers, with just 16 days of reserves, while the real-estate sector boasts the biggest, at 47 days.

I’d like to see cash reserves and other business practices as metrics for Farmers Market Metrics in a later iteration. My sense is that the internal data of a market’s (and of its businesses’) bookkeeping and accounting-norm practices can be collected under the term “Resiliency” and offer advocates some wonderful data in order to extend the lifespan and/or decrease the learning curve of new or expanding farmers markets and its businesses.

It has long seemed to me that many small businesses within markets mistake cash flow for profit which often leads to surprising exits from  those markets. Therefore, the more  a market understands the difference between these two for itself and can begin to assist its types of business with establishing baselines for this data, the more that the USDA and other supporters can be encouraged to offer even more detailed assistance.

Bloomberg

Designing Better Shopping Experiences

Using a variety  of research methods, students with disabilities and conventional students at San Francisco State University studied “how the principles of Inclusive Universal Design practice can promote equity with respect to access and use of the physical environment.” Their findings can certainly assist market organizers and their methods should influence how we gather data.

The Symposium & Workshop sought to orient and prepare students with disabilities to educational and professional career opportunities in the design disciplines. There were three primary goals and collaborative interfaces.

(1) To introduce inclusive human-centered design applications in the design curriculum at SFSU that will orientate students, both the students with disabilities and conventional university design students to the holistic benefits of design education and practice that go beyond the exclusive and limited convention of mainstream design applications.

(2) Exposing students to inclusive participatory design empathy methodology.

(3) Identifying and creating design concepts for the product environment and interior space that facilitates one’s ability to access and manipulate the active learning and recreational environment at home, or at school.

This approach to data collection and design is available to busy and to “under-resourced” food organizers through resources and trainings available for purchase, and in online and in-person individual and group trainings.  The two companies that I usually send people to are Luma Institute for their wonderful resources on how to use this process (I also took their in-person course, thanks to FMC and the Knight Foundation) and Ideo, which has influenced some food system funders, like Ford Foundation. Both offer online individual and group courses.

I would suggest that this sort of professional development is exactly what can be included in grants or even sponsored by neighboring businesses of a market to undertake as a team. This approach is similar to the methods that are either included (or will be) in the Farmers Market Metrics program,  in tools such as the Marketshare section of Market Umbrella’s site and in the Farmers Market Toolkit instruments on the British Columbia Farmers Market site.

The final newsletter  includes  findings from these two projects:

Students Design Shopping Cart for Elderly Community

Supermarket carts are solid enough to lean on, but collapsible “granny carts” often used at urban farmer’s markets do not provide appropriate support for people with mobility issues, Fisher explained. “The idea of a cart is not exotic, but (it’s) important to my life,” Fisher said.

After conducting multiple interviews in the aging community, Lopez and Renard realized the need for a supportive personal cart is widespread. Renard said existing carts are generally constructed with weak materials with little attention to aesthetic.

“People put a little bit of thought and design into (portable carts), but they just paint (them) that nasty old-person beige,” Renard said. “Just because people are aging, they don’t want ugly products. They want something that fits their needs but is also stylish – (a product) they aren’t embarrassed to use.”

They credit their inspiration to Dr. June Fisher, an 82-year-old occupational health physician and Bay Area product design lecturer who worked closely with the duo throughout production.

She said she looks forward to having a CityCart of her own, something supportive enough to navigate a farmers market and pick up a few heirloom veggies without relying on someone else.

“The design came from a particular person’s need – my need,” Fisher said.

Designing a Better Shopping Experience with a Holistic Approach to Aging in Place

Several methods were employed such as group and individual in-depth interviews, immersive observations, shadowing and experience mapping session. By means of these methods it was conceived that elderly face several physical challenges while shopping.

These challenges are mostly due to their physical decline, are mainly coherent with the existing literature most of which have not been responded for many years. The main areas of concern were the large size of food packages, standing in long checkout lines, reading the labels, using the carts and baskets, size and layout of stores, shelves and location of products.

The study showed a very social aspect to shopping experience. Participants found shopping to be an experience than can be fun and social. The nostalgia from old ages and existing cultures around the world were two main sources of comparison for the elders. Elders showed to be very perceptive of personal social interactions of them as customers with the seller or store staff. They desired to personally know the staff and be known by them. They liked the staff to remember them and their preferences. They looked for a personal relationship with the staff; one that helps building trust in both parties. They also liked to make conversations and take advice from them on which food to buy or how to cook a special dish with the food and more. Talking of advice was always hand in hand with ‘trust’.

Findings showed that the seniors associated the personal familiarity with the seller and making regular conversations with him to sense of trust towards the seller. The general view of shopping environment was an environment for shopping, having fun and social interactions. They were specifically enthusiastic about communicating with the younger generation and truly appreciated the young people’s patience when they needed more time to learn.

The participants liked to be specially treated, not in a manner  that suggests they are not capable of doing it themselves or that they are old, but a special care based on friendly relationships,

One of the prominent findings of the research was elders’ discomfort when standing in long lines. Some had to physically strain while standing, finding leaning on the carts to be the only option to alleviate the hardship. Also, over the course of study a few times people brought up the idea of a resting area where they could sit for a while and take a breath. The combination of these findings led the researcher to design a service to address the mentioned issues. The service is called, “Valet Checkout”.

These methods can reduce the learning curve for markets and increase the likelihood of success in the final design.

 

“What Works, and Doesn’t, About Farmers Markets? “

Good article linked at the end on Vermont’s market saturation from someone who has been a vendor at some of these markets. There is no question that these very real concerns from vendors must be addressed and soon. However, I think that more attention could be paid to the details and challenges of building new food systems by this author in this piece. The “new” market idea works best when a market is not organized as just another purely consumer activity but instead designed and actively managed as a community activity that reactivates the town square vibe and rewards its ecological mindset. (And that means everyone must honor the town square role, including competing market vendors.)  Let me elaborate:

First, I hope most of us really don’t think we have reached saturation and cannot find a way to bring the 95% of those who don’t yet shop for local food regularly, and don’t think we can’t encourage more producers to provide it even if it means some different organizing tactics. I can certainly see how existing vendors and some long time organizers  may have that opinion but as advocates, I say let’s dig a little deeper. This also includes longtime vendors of markets, many of whom have become comfortable in their spot and with their regular shoppers and spend less time than  they should thinking about newer visitors to markets (notice the lack of prices or details on the farm’s story at many booths as possible indicators) or in assisting in the growth of the market organization once market sales arrive at a sustained level.

A few years back,  I did some early analysis of the VT SNAP token system  and found that the less-than-robust numbers for SNAP use at markets at that point seemed closely related to the extreme low capacity of their market organizations (people are always surprised to hear how there are no year round full-time market managers in the state and low, LOW pay for seasonal managers*) as well as the need for a suite of market technology and scrip set ups and outreach strategies, depending on the market situation. (What I wrote then about technology was that some markets needed only a EBT machine as their small town had the ATM available right next to the market location. Others could have best used a dedicated phone line and plug in as wi-fi connectivity is sparse. Still others could have used anchor vendors to have the EBT machine if they are the only ones with SNAP-eligible goods in a micro market and so on. Some of the situation around EBT is changing since that report was written, but the need for nuanced technology and outreach answers for markets and vendors is still vital.) As far as capacity, the added work of these permanent programs requires training and relationship-building with a kaleidoscope of agencies and entities around the market; that training should be invested in both the organization and in the person of manager. In other words, systems to strategically build these and other programs must be created at the market level and at the network level.

Included in that is the necessary redesign of the market manager job, which in the last decade has seen the need for a whole bunch of new skills and to-dos for the market day that keeps them from the deep customer service and the spot analysis that previous generations could do. Yet:

 * In 2011, Vermont market operators reported an average budget line item of less than $1500.00 to pay for market management with most markets reporting between $3,000- $5,000 as a stipend for the manager and no Vermont market reported having a full-time market manager on staff in 2011. In 2010, 59% (37) of reporting markets paid their manager/coordinator, with amounts ranging from $348 to $14,600, with the funds coming primarily from vendors’ stall fees. Of the 37 reporting markets, only 16 markets paid managers/coordinators more than $2,000 for the year.

 

Once established, those systems would free  managers and overworked vendor board members from the stressful work of recreating the same market structure each season and instead, encourage them to plan mid and long term and spend more time with their community which will lead to better outreach and more intuitive interactions. One of the most obvious indicators of this lack of planning time is the reduction in time in working with or visiting farms or farm leaders. I believe that the move away from markets by some farmers is directly related to their suspicion that some markets see them now only as a tent and a table and are unable or unwilling to assist them with their development as a small business. Another indicator to me of the need for more professional development is the lack of alignment between food hubs and farmers markets that should share the development of vendors businesses even if they have different goals. Another is the mission drift that I often see with older markets that makes it difficult for them to plan for the future,  or the lack of effort to update the outdated bylaws that don’t respond to the issues that their managers currently face.

Back to the vendors: the capacity of current market vendors has certainly become a storm cloud looming: to understand this issue, data on the number of competing outlets that market vendors now use should be gathered and analyzed. It may be that the issue is not too many markets but too many other outlet types that tax the current vendors. In that case, it may mean that new markets should align their strategy with those outlets to at least set up the market to maximize the 4 hours for a smaller group of vendors,  knowing that the vendors have other outlets to sell to as well. Really, just knowing what each vendor is about and who and how they sell is the goal.

An example of the type of information that could help a market manager is a discussion I once had with a vendor who had stopped selling to chefs after being a favorite for many years. When I came behind the table and sat down at a quiet moment to have him tell me what was up, this is what he said:

You see, what happens is at the Saturday market, Chef (from fancy restaurant; supportive guy) comes by and asks me if I can sell him some of my crop this week; he wants to do a big dinner and give me some publicity. So he tells me to call him first thing Monday morning. I go out to harvest, come in around 10 and call him. They answer and tell me he is running late, but to call back in an hour. In the meantime, the deadline for the Tuesday market is coming and so I call you and tell you I am not sure if I am coming tomorrow but will confirm before the afternoon. (As you know, that market has been a little slow lately as it is this time of year so if I can sell it all to one place quickly I’d prefer it this week.)  I wait an hour and call the chef back; they tell me I just missed him and he is in a waiters meeting but told them to tell me he will call me immediately after. You call me back, I have no answer so I don’t answer when you call. Finally, he calls me, still enthusiastic about the crop but tells me regretfully the numbers for the dinner are lower than expected so he can only buy 1/2 of what he thought. That means I have to drop off 1/2 and could bring a little to the market now. Or should I  call another chef to sell the rest? I still haven’t called you to confirm one way or another, so I finally decide to call you to tell you I am not coming even though I’d have a little to sell; you are not pleased of course.

I finally decided the stress compared to the sales were not worth it.

Now this is only one vendor’s story and there are differing situations of every hue to uncover about each market. The point is to know exactly how each of your small businesses are doing, with which shoppers and with which outlets. And to know the demographics of your area to know how you can add shoppers to that group. That takes time and support from your board and vendors.

Data on number of visitors per market, average sale, length of time the average shopper remains at market, # of vendors they visit, and the number of shoppers per anchor vendor for example should be examined by each established market suffering with a slowdown in sales. Some tendency may be revealed, such as an abundance of longtime shoppers who purchase from a small number of vendors first thing in the morning with too few newer shoppers who roam the market later trying an abundance of items. Or, it may be that events that look robust and fun are actually not helping sales but impairing them and should be curtailed during the busy season. Or, products are not displayed with prices and details in all cases, driving away those uncertain about the protocol at a market to find out the information shoppers need. And in some cases, the number of products has decreased, especially in number of new products offered each year. Like it or not, shoppers grow tired of making the same items every night and look for inspiration.

At the state level, the passive approach to the design of direct marketing outlets from some states’ leaders seems an issue. (This seems to be more prevalent in states with a strong farmer/activist core but limited state associations). To increase the chance of success, it seems necessary for leaders to become more involved in exploring and understanding the typology of markets and programs in order to help markets use limited resources extremely efficiently. By doing that work,  they will develop a spectrum of interventions that offer local organizers realistic outcomes for those market types and allow for appropriate and attainable growth to be likely.

Of course, I have great faith in the wisdom and earnestness of the Vermont folks and expect that articles like the one below will keep the conversation going on how to strengthen the fabric of their esteemed direct marketing tapestry.

An excerpt from the story:

What would make things easier? How can we improve? These are questions that farmers market boards and individual vendors grapple with as they reconsider nearly every aspect of the market model. Although many farmers are resigned to markets being less moneymaker and more marketing tool, it would be better if they were both. For the farmers markets of Vermont to be sustainable, and lucrative, most of them will need to change.

Overall, it is the consumers — those who have the least at stake and so much to gain — who have the most power over the fate of farmers markets. Consumers decide whether to show up with cash in hand, ready to shell out for their weekly supply of local goods, or merely hang out eating dumplings or cookies made with nonlocal ingredients. They’re the ones who may not show up when it’s raining … unless there’s a Pokémon to find.

Source: What Works, and Doesn’t, About Farmers Markets? | Food + Drink Features | Seven Days | Vermont’s Independent Voice