Gorge Market Manager Resources
Welcome to the Gorge Market Manager Resource Page! This page contains links to helpful tools and information for new and experienced market managers running or starting markets in the Columbia Gorge Region. Information ranges from forms for rapid market assessment to short articles on conflict management to free advertising ideas. Below is a table of contents that with links that will bring you to the different sections. This page was made possible through funding from the Farmers Market Promotion Project grant and with help from Todd Murray at Washington State University Extension.
Section 1: Starting A Farmer's Market
-Mission Statements, Bylaws, Market Rules, etc...: Establishing Governing Documents
-Finding Help: Recruiting Board Members, Market Managers, Volunteers & Project Partners
-Finding the Food: Vendors & Vendor Recruiting
-Covering Your Bases: Facilities, Regulations, & Food Safety
Section 2: Managing and Operating the Market
-Market Day: Check-lists, Managing Market Space, Set-Up & Take-down
-Life is Not a Bowl of Cherries: Managing Conflict and Navigating Local Politics
-Marketing Your Market: Regional Press, Low Budget Marketing Options, & Social media
-Creating an Inclusive Market: Building Cross-Cultural Skills, Understanding State and Federal Food Programs, Etc...
Section 3: Evaluating the Market for Improvement
-Measuring Success for Rural Markets: Expectations, Evaluation Tools, & Doing Good Work
-Dream Big: Goal Setting and Planning for Future Market Seasons
Section 4: Other Resource Pages and Comprehensive Guides
Starting a Farmers' Market
To develop and sustain a viable farmers market an organized, thoughtful, and process-oriented approach needs to guide the implementation and operation of the market. At the same time the process should also allow for innovative ideas required to draw customers and supporters. By working together and utilizing their collective creativity through an iterative process the participants (farmers, market managers, volunteers) will be able to build a market that fits their community and is adaptable to change. In the following section, the systematic approach is outlined with a collection of useful resources and examples.
The start up of a market is often initiated by a group of interested community members, local government, and farmers. This group steers through the steps of developing the farmers market. Before taking any actions towards starting a market, however, this group of interested stakeholders needs to investigate and thoroughly discuss a few important questions together.
Does anyone want a farmers market? A market analysis is paramount to developing a realistic level of success of a farmers market. A market analysis can be as involved as surveying consumers, convening focus groups and other market information gathering exercises. At its simplest form, seek out a similarly sized and demographically comparable community that has a farmers market. Use this market as a model level of expectation of success. Ask that market questions. In addition to finding the customers, a market must have access to farmers that want to sell with a diverse set of products. Take time to find potential vendors and know what products will be available.
Is there a good location that is available? Location of the market also determines the level of success a market can expect. The biggest barrier to costumers shopping at a farmer’s market is convenience, location being a significant component of convenience. Site location also needs to consider facilities, space needs, accessibility, centrality, available amenities, vendor accessibility, emergency response, zoning, insurability and long-term stability. All these factors must also provide a conducive ambiance for both costumers and vendors to business.
How much will a farmers market cost? A financial analysis is the next logical step once the market and site are known. Estimates of costs and income will help decide the initial feasibility and lay down the groundwork for business planning and benchmarks. Income needs for starting the market can come from sponsorships, grants and vendor fees.
Who is in charge? Market management and governance is often the most difficult and challenging step for starting a farmer’s market. It is important to note that a beginning market does not have to create the market structure and governance from scratch. There are many models available and following resources are provided to help decide which market and organizational structure is most suitable.
Are there committed people to organize and steer the start-up? Having a core group of supporters with diverse skills and talents that can convene committee meetings in a reliable fashion is required to keep the momentum of the process. Look to advocacy groups, municipalities and educational institutes, in addition to farmers to form the steering committee and decision body.
After addressing this important questions the market organizers should be able to answer two questions. First, if a farmers' market is currently feasible or appropriate in their community. Second, if they want to do the work required to start-up a successful market. If the answer is yes then there are several steps to take that will get the market operating for its first season including developing governing documents, recruiting volunteers, recruiting vendors, becoming informed on regulations such as food safety, and securing a location. Each of these steps will be covered briefly below and links to additional resources will be provided.
Mission Statements, Bylaws, Market Rules, etc…: Developing governing documents
Organizational structures of farmer’s markets are a spectrum of informal to formal arrangements. Informal organizational structures are the most basic way to hold a farmers market. Few rules and low budget needs are often attractive benefits for having an informal market structure and may be appropriate for micro-markets of less than ten vendors. Formal arrangements such as non-profit or business incorporation allows for option to have liability insurance and seek grant and other income options. Formal structures require specific legal documentation, costs and processes. Partnerships with other existing entities to either directly work for another business or municipality owner or operate under a sponsorship of a third party can be an effective option as a market develops. Careful agreements and thoughtful structures are needed in these cases so a market can grow under the guidance of its participants.
Governance structure of the farmers market is also dependant on the size of the market. Small markets with less than ten vendors usually self govern through their membership to the market. With more vendors at a market, a board of directors is often more effective at governance. As the size of the market increases, the benefit of having non-producers participate on the board is evident through the perspective of the costumer or community partner.
Depending on the type of market organization that is decided upon, the governing documents that are required will be determined by IRS categorization, bylaws and articles of incorporation. Some market structures will not be legally required to have full governance documents but at the very least, a mission statement, vision statement, values and goals statement, and bylaws are extremely useful for keeping cohesion and allowing for effective decision-making by the organization that is consistent with the values and philosophies of the market.
Mission statements fundamentally address the purpose of the farmers market and the reason for its existence. The vision statement offers a succinct description of how the market operates and satisfies the needs of the costumer and community. The value and goal statements provide the core culture of the farmers market. Bylaws will describe how the governing body will work and make decisions. The market rules will describe what products and services the vendors will provide and how they will conduct business. It is very important to note again that these fundamental documents have been developed fully by other farmers markets and should be used as model resources. For examples of models visit the following resources. For a complete description of the different models, see Farmers’ Markets Rules, Regulations and Opportunities by N.D. Hamilton
Resources on Governing Documents
The Governance Structure of Your Farmers' Market from the Minnesota Farmers' Market Association
Organizational Details: Mission Statement from Marketshare
Sample Bylaws from Farmers' Market Coalition
Creating Market Rules from Kansas Farmers' Market Association
Finding Help: Recruiting Board Members, Market Managers, & Volunteers
The size of a market will determine the degree of management and oversight needed. The article by Stephen et al., Understanding the Link Between Farmers’ Market Size and Management Organization, offers a great snapshot of market management needs relative to the number of vendors. As the number of vendors grows, so does the need for management, governance and support.
Of course farmers’ market successes are always attributed to a strong board and effective market management that is well supported by the community it serves. It helps to find and recruit the board members from the communities that the market will serve or be supported by such as farmers and farmer organizations, consumers, local businesses, food banks, community groups and associations and governmental agencies.
Market management is critical for keeping the market functioning. Vendor-managed markets are only possible when few vendors are participating in the market. For most farmer’s markets, a market manager is needed to reliably orchestrate the market operations. For small markets, the manager may be a volunteer. For markets that grow or want more long-term sustainability, the market managers are hired. The market manager can be responsible for a wide range of duties, ranging from operating and maintaining the facilities, enforcing the rules, managing conflicts, promotion and outreach and so on. Because the duties of the manager can be very broad, it is important to have stable support to provide the mangers. It is equally important to find a manager that has well-rounded skill sets that include problem solving, communication, financial and organizational skills.
Resources on Finding Help
Understanding the Link between Farmers' Market Size and Management Organization from Oregon State University Extension
Market Day: Recruiting and Managing Volunteers from Market Day
Strengthening Your Board of Directors from Kansas Farmers' Market Association
Market Manager Responsibilities from Farmers' Market Coalition
Finding the Food: Vendors & Vendor Recruiting
Recruiting and retaining vendors that balance a good diversity of marketable products is a continual job of a market manager. Mangers try to avoid an over abundance of single products. While competition of similar products is necessary, diversification of farming specialties will overall generate more sales at the market. Seek assistance from farm supporting institutes and agencies to recruit farmers. Such agencies are state departments of agriculture, food certification or labeling programs, and extension offices. Advertise the opportunity for farmers in local newspapers, agriculture news outlets, and other farmers markets. Oregon Tilth and Tilth Producers of Washington are great places to seek out existing farmers.
Resources on Vendor Recruiting
Recruiting Producers from Farmers' Market Coalition
Maintaining Positive Relationships with Vendors from Kansas Farmers' Market Association
Covering Your Bases: Facilities, Insurance, Regulations, & Food Safety
Key elements of the facilities for a successful market include water availability, restrooms, parking, telephones, lighting, electricity, security. Adequate space for individual vendor set up and access is crucial for efficient vendor set-up and take-down. Facilities need to accommodate the both the costumers and vendors. Legal and zoning requirements are site specific. Contact the local governing authority to determine permit and license requirements.
All farmers markets should have general liability insurance. This insurance covers incidents of physical injuries and property damage. Depending on the markets structure and organization, insurance can be purchased directly. A market sponsor could also extend its general liability insurance to the market. In Washington State, the Washingotn State Farmers Market Association offers liability insurance to its membershisp. Most markets in Washington State join the association and use those insurance opportunities. Markets should educate and encourage individual farmers to seek out product liability insurance. This insurance protects the farmers themselves incase a costumer is sickened by a farm product. Seek out insurance agencies that can offer this protection to individual farmers.
Minimizing foodborne illnesses is paramount for farmer’s markets. A single illness could affect the sales of the entire market and regional markets. Fresh vegetables and fruit do not need any food safety licensing requirements. Processed foods, meat, fish, poultry, eggs and some honey products require specific licenses. Contact the state department of agriculture for license requirements. For food services of prepared food, contact the county health department.
All farmers need to be diligent in reducing the risk of foodborne illnesses on the farm before products are brought to market. “Good agricultural practices” (GAPS) serve as guidelines to help farmers recognize areas of risk in their production systems and offer solutions to reduce risks. Visit the below GAPS resource to learn more. Contact your local extension office for training opportunities.
Food Safety Information for Washington and Oregon
Oregon Farmers' Market Food Saftey Guidelines from the Oregon Department of Agriculture
Washington Direct Marketing Handbook from the Washington State Department of Agriculture (see sections in product types for food safety information in this document)
County Heatlh Department Offices
Wasco/Sherman County Public Health Department: (541) 506-2600 or e-mail them at publichealth(at)co.wasco.or.us
Hood River County Public Health Department: (541) 386-1115 or e-mail them at health(at)co.hood-river.or.us
Klickitat County Public Health Department: (509) 493-1558 or e-mail them at health(at)co.klickitat.wa.us
Finding the Right Site from New Mexico Farmers' Market Association
Resources on Market Insurance
A Guide to Managing Risk and Liability at Farmers' Markets from UC Davis Small Farms Center
Farmers' Market Insurance Tip Sheet from Farmers' Market Coalition
Section 2: Managing and Operating the Market
A well function market is recognized by great sales and attendance, functioning facilities, and satisfied costumers and vendors. It is up to the market manager to achieve this with the support of the board and community. The following topics address key elements that can help guide market managers, vendors, board directors and community volunteers towards success.
Market Day: Market Check-lists, Managing Market Space, Set-Up & Take-Down
While everyone contributes to the success of a market, market managers are responsible for the daily operations of the market. Organization, leadership and delegation are key activities of an effective market manager. Considerable thought into the market site is needed to be sure market set up is efficient. Before vendors arrive, check facilities such as water, hand-washing stations and electricity, signage, traffic control, vendor truck accesses, costumer parking are all in order. As vendors arrive, make note of problem areas and conditions or spaces that cause confusion. During market, pay attention to sales activities and look for vendors that are having problems attracting or managing costumers. Check in with vendors and be sure rules and proper procedures are being practiced. At set-up, during market and at take-down, keep a keen eye for safety and security issues.
Resources on Market Day Management
Delegation Techniques from Kansas Farmers' Market Association
Market Preperation: Checklist for Starting a New Market from Marketshare
Life is Not a Bowl of Cherries: Managing Conflict and Navigating Local Politics
Customers should have an avenue to provide feedback and complaints. Be sure to provide an outlet for customer feedback such as suggestion boxes or surveys. Managing complaints from customers or third party complaints about vendors should be handled with consultation of the agreed vendor rule guidelines and market policies. If possible, resolve complaints immediately. Provide formal grievance documentation to take to the governing body if no resolution is available. Document complaints, actions taken and keep records on each vendor.
Managing conflicts with vendors should be done within context of the vendor rules and guidelines. Market managers are required to have interpersonal and communication skills as part of the necessary qualifications of the manager. Develop policy and a mechanism to resolve conflict. Having a predetermined process for dealing with vendor conflict will ensure that the resolution is fair. Be sure to resolve conflicts immediately and do not neglect the conflicts as they arise.
Resources on Conflict Management & Local Politics
Conflict Resolution from Kansas Farmers' Market Association
Managing Conflict at the Market from Farmers' Market Coalition
Managing Conflict with Vendors from Kansas Farmers' Market Association
Tips on Meeting with Your Elected Officials from Community Food Secuirity Coalition
Engaging Community for Farmers' Market Success from Northeast Organic Farming Association of Vermont
How do Farmers' Markets Affect Neighborhing Businesses? from Oregon State University Extension
Marketing Your Market: Regional Press, Low Budget Marketing Options, Social Media
At the developmental stage of planning a farmers market, take time to develop marketing materials such as market name, taglines, logos and graphic identities so that customers can rely on signage and future marketing materials. With farmers markets, the best marketing provides information on what products to expect. Timely and regular outlets that highlight products in season will direct shoppers and create achievable expectations. Email lists, electronic newsletters and social media are excellent ways to quickly get product information and highlights to regular costumers. Signage is key for directing new costumers to the market at the correct times. News media can be reached with regular press releases to encourage news coverage of the market in addition to providing community calendar event updates. Engaging community food experts, writers and bloggers with regular information and samples of seasonal products can help provide new marketing outlets as writing topics are inspired. Finally, provide the vendors and community partners with marketing materials and talking points for them to share with their communities to develop “word of mouth” advertising.
Resources on Marketing
Marketing the Market from Kansas Rural Center
Tips for Designing a Market Website from Openair Market Network
Free Marketing Ideas from the New Mexico Farmers' Market Association
Devising and Managing Market Events from Market Umbrella
Creating an Inclusive Market: Building Cross-Cultural Skills, Understanding State
and Federal Food Programs, Etc…
Farmers markets have found lifelong costumers by providing a wide range of fresh products and a unique shopping experience that are accessible and marketed to a wide range of cultures. Providing ethnic food products, products for all ages and prices for all levels of incomes are cornerstones for an inclusive market that serves the community as a whole.
Encouraging ethnic products that cater to local ethnic groups can be a way to secure regular costumers while also expanding the palates of other costumers to new ethnic foods. Encouraging farmers to grow these products can achieved through education. Recruiting ethnic farmers through immigrant farming programs can be one way to encourage a diverse farmers market community.
Providing activities for children and having some products marketed to children will encourage entire families to experience the market. 4-H clubs and local schools and community youth groups can help provide activities at the market.
Since 1992, the Farmers Market Nutrition Program (FMNP) of the federal Women, Infants, and Children Program (WIC) has provided lower-income families with young children direct access to fresh produce from local farmers markets. The seniors FNMP provides low-income seniors access to local farmers market products. Both programs provide support for purchasing food products to elegible people. The purpose of the program is to create access to healthy food choices to low-income families and individuals while increasing knowledge of nutrition and food preparation. While both programs are federal, they are administered through the state. Contact the state’s Department of Health or Human Services to learn more on providing these programs.
Women Infants and Children and Farmers' Market Nutrition Program Websites
For Oregon from Oregon Farmers' Market Association
For Washington from Washington State University Extension
-Women Infants & Children Program
-Senior Farmers' Market Nutrition Program
Supplimental Nutrition Assistance Program (SNAP aka Food Stamps) Website from Oregon Farmers' Market Association
Two Comprehensive Looks at SNAP
Getting SNAP in Your Market: Seven Steps to Success from Project for Public Spaces
Real Food Real Choice: Connecting SNAP Recipients with Farmers' Markets from Community Food Security Coalition
Section 3: Revaluating the Market for Improvement
As markets mature, it is important to have regular evaluations and assessments to accommodate changes, growth or even contraction of business. This section addresses some of the key characteristics of evaluation and assessment of market sustainability.
Measuring Success for Rural Markets: Expectations & Evaluation Tools
Measuring success can be very straightforward. However, how the farmers market defines success will determine what data is collected and how it is interpreted. Use guiding documents such as the mission statement, value statements and goals to identify the core indicators of success.
Measuring market successes will include some economic indicators, such as vendor sales, neighboring business sales, attendance, costumer satisfaction and so on. Develop an evaluation plan and the appropriate survey and record-keeping requirements to successfully measure the core indicators of success. A working business plan will also provide areas that can be scrutinized for indicators of economic success. Customer and vendor surveys of the market are great opportunities to gather feedback of the markets facilities, vendors, and functions. In addition to capturing the indicators used to measure success, useful feedback can be used to make improvements to the market.
Resources on Market Evaluation
A Learning Approach to Strenghtening Farmers' Markets from Oregon State University Extension
When Things Don’t Work: Some Insights into Why Farmers’ Markets Close from Oregon State University Extension
Tools for Rapid Market Assessment from Oregon State University Extension
Dream Big: Goal Setting and Planning for Future Market Seasons
Successful markets, and successful businesses for that matter, recognize the importance of strategic planning for building a vibrant and enjoyable venture. Goal setting and planning with the realities of available resources and support result in much greater successes with less disappointment and failure. A well developed plan provides a sense of optimism about the market’s future, decreases risks of directing budgets that are not inline with the markets goals and aspirations, provides greater transparency to all the stakeholders, vendors and shoppers, and provides direction to future supporters or volunteers. Plans are best made to have increments and milestones identified such as one-year, three year and five-plus year goals and visions. A good plan includes: goals and priorities, strategies to reach those goals, task allocations and evaluation.
Tips for Strategic Planning from Farmers' Market Coalition
