NARRATIVE

1. Project Title: Establishment Of The Maine Federation of Farmers' Markets For The Purpose Of Improving And Increasing Direct Marketing To Consumers In Maine Communities And Food Desert Tracts

2. Applicant/Organization Information.

Organization: Kennebec Valley Council of Governments

Contact: Kenneth C. Young, Jr., Executive Director

Address: 17 Main Street, Fairfield, ME 04937

Telephone: 207-453-4258

Fax: 207-453-4264

Refer Questions To: Project Manager Anne Saggese – 207-322-0651 – sweethenrys@gmail.com

3. Primary Project Manager Information.

Anne Saggese, Project Manager

Maine Federation of Farmers' Markets

22 Jesse Robbins Road

Belfast, ME 04915

Cell: 207-322-0651 Fax: 207-453-4264 Email: sweethenrys@gmail.com

4. Requested FMPP Funding and Matching Funds.

The applicant is requesting a grant in the amount of $70,701.

5. EBT, Equipment, Supplies, and Promotional Projects.

The proposal includes the request for support for equipment (computer, printer); for supplies related to promotional and educational activities; and for website and electronic newsletter development as well as production and mailing costs for other promotional materials. The proposal does not include an EBT component.

6. Entity Type/Eligibility Statement.

The Kennebec Valley Council of Governments (KVCOG) is a Public Benefit/Economic Development Corporation assisting municipal service providers in Maine communities located in Kennebec, Somerset, and western Waldo Counties. As proof of our eligibility to assume responsibility as the fiscal sponsor for this proposal, KVCOG is enclosing a copy of its 501(c)(3) determination letter from the Internal Revenue Service. Our CCR registration is valid until 06/09/2012, and our DUNS number is 962297925.

7. Executive Summary.

Despite a 300-year history in direct-to-consumer marketing at farmers' markets throughout Maine, the state's farmers, producers and their customers have never had a central point of contact that provides communication, promotional assistance, professional development, and consumer information. With the exception of municipally organized markets, each of the 132 markets that exist today was assembled by local volunteers and has thrived (or not) by trial and error. Innumerable communities remain underserved in access to locally sourced fresh food.

This proposal addresses start-up support needed to formally launch the Maine Federation of Farmers' Markets (MFFM) in January 2012 and to assist with capacity building and program development in the organization's first two years of operations. The outline of work to be accomplished is based upon the research, discussions and planning accomplished over the past 18 months by a statewide steering committee. Its members represent Maine's growers, producers, market managers, and representatives of other farm agencies and organizations. Together, they have created a vision, mission and detailed plan for meeting the needs of farmers' markets and consumers. MFFM's niche has been designed to benefit from close collaboration and partnerships with agencies and other organizations involved in agriculture, social services and community development.

8. Goals of the Project.

The goal of this project is to launch the new Maine Federation of Farmers' Markets with a strong organizational foundation, a realistic and sustainable financial plan, and enough useful programs in our initial operations to convince farmers that these services are well worth their investment in Federation membership. With adequate start-up funding, it is possible to pull together a market-oriented network of existing information, services, and community leaders who share a common purpose—all of which already exist in Maine—eliminating the burden on each of our 100+ existing markets and future markets to scramble to locate these resources on their own.

9. Background Statement.

Based on data from the 2010 market season, Maine now has more than 100 summer farmers' markets, 21 winter markets, and approximately 500 farmer/producer market members. Nearly all of these markets operate independently of each other as member-driven cooperatives. Others are sponsored or managed by town governments, Grange Halls, a Main Street community revitalization program, or other civic endeavors. Very few enjoy professional management, and most are managed by the vendors themselves on a voluntary basis.

Statewide, the points of commonality and communication between these markets depend upon growers and producers who participate in more than one market. Therefore, the flow of information from one market to the next often reflects personal opinions and interpretations that can be incomplete or unreliable at best.

These informal links between markets have worked adequately for the better part of three centuries, but the Information Age is catching up to Maine's farmers. People are worried about food safety, and they learn about recalls of tainted food products within hours. Our farmers are left to roll the dice on conflicting advice from six or more "experts" on cable network shows, who recommend that the recall will help or will hurt the sales of, say, spinach in stores, restaurants and farmers' markets around the world.

As a consequence of this global information highway, Maine farmers are increasingly called upon to talk authoritatively about their products. Safe, healthy, affordable, locally sustainable food is an internationally trendy topic at the moment, and we want to be opportunistic in capitalizing on this wave of interest before it passes us by. Many of our market members are confident of their skills and knowledge, highly engaging when they take advantage of these teachable moments, and prepared to ace each "know your farmer" opportunity. Many more are not at all comfortable in this role and would prefer to have factual educational and promotional materials at hand.

History of the original Maine Federation of Farmers' Markets (1991-1997): Volunteers organized the original Maine Federation of Farmers' Markets in 1991 and worked over a six-year period to help meet the organizational needs of the farmers’ markets, to respond to marketing and regulatory questions raised by the vendors, and to encourage Maine communities to patronize these markets and establish new markets where needed.

Various representatives of the Federation staffed exhibition booths at statewide and regional events. They provided technical assistance to the Maine Department of Agriculture in updating several titles in the agency's series of vegetable pamphlets. The Federation's membership benefits included a quarterly newsletter focusing on technical assistance to the vendors, coordination of a cooperative bulk purchasing program, and sponsorship of a mentoring program that paired new vendors with experienced vendors.

This first effort to sustain a statewide Federation ceased as an organization in 1997, citing volunteer burnout. One early founder, Tom Roberts of Snakeroot Organic Farm, still hosts the original MFFM website and updates grower and market information as time allows. Roberts contributes his institutional knowledge of these early efforts as a member of the current MFFM steering committee

Inception of the new Maine Federation of Farmers' Markets (2009-Present): The Washington Hancock Community Agency's Down East Business Alliance (WHCA/DBA) deserves recognition and credit for helping to keep the spark of the original MFFM alive. They provide services to a growing number of small family farms in their two-county service area. The agency began to realize that the dearth of professional development services geared toward direct sellers of agricultural products was getting in the way of achieving their goals for both farm viability and value-added farm-based micro-business opportunities. In response, the agency successfully sought funds from USDA's Farmers Market Promotion Program to provide this kind of training its first statewide Maine Farmers’ Market Convention in 2009.

For the state's farmer-vendors, this was the first opportunity in Maine's history to meet together as a group to talk about common issues. They received real value from time spent in two days of well-planned workshops featuring experts on a variety of useful topics. This first convention and the convention that followed in 2010 spurred renewed interest in a statewide farmers' market association.

In December 2010, WHCA/DBA hosted a dozen farmer-vendors (mostly market managers) from around the state to talk seriously about the need and practicality of resuscitating the Maine Federation of Farmers' Markets. The meeting included representatives from the Maine Department of Agriculture, the Maine Organic Farmers and Growers Association, and the University of Maine's Agricultural Extension Service. Participants arrived with results from pre-assigned research into the services other state associations are providing to farm vendors and to the public. We left this meeting as a newly formed steering committee with a set of additional "homework assignments" based upon the group's unanimous commitment to create and launch a useful, sustainable organization.

WHCA/DBA and the new MFFM steering committee then designed a survey to measure basic interest in a statewide association; e.g., to confirm the need for an association; willingness to join and participate; willingness to pay dues to support such services. A small initial survey was conducted in January 2011 among farmers participating in the Maine Department of Agriculture's annual trade show in Augusta.

Among the 57 respondents, 38 felt that a statewide association would benefit their local markets; 14 said "maybe" and wanted to be kept informed; one was a definite "no" and four were non-responsive to this specific question. Financial sustainability was the vital underlying organizational question being measured: 49 among the 57 respondents expressed willingness to pay annual dues in support of an effective statewide association.

The survey format also asked about needs. Responses to our check-off list of fairly obvious networking, training and membership benefits moved the MFFM steering committee forward in sorting out priorities for useful, achievable programs. Overall, the survey demonstrated that market members and other farmers and producers are primarily looking for promotional tools to expand local marketing opportunities. They are also strongly motivated to take advantage of ongoing professional development for themselves and staff.

A few weeks later, MFFM began building upon this data with survey responses from more than 100 of the participants at the third Maine Farmers’ Market Convention. The results closely paralleled results from the earlier Augusta trade show survey with respect to market members' needs and their commitments to participating in a statewide association.

At this convention, WHCA/DBA and the MFFM steering committee hosted an open meeting to update farmers on organizational progress. Some sixty participants signaled their desire to be onboard and talked about programming potential in far greater detail than simple data collection provided by the survey form. Quite a few were willing to invest time and effort as additional members on the MFFM steering committee, resulting in the current group of 20 market members (the majority of whom are also market managers), representing 38 markets across the state.

A list of the steering committee members is enclosed, providing the location of their farming operations and the markets in which they participate. All but two of these individuals are founders, managers or officers in one or more markets:

Prior to the opening of the market season in May 2011, members of the steering committee also began a systematic survey of their own markets to assess the fiscal sustainability of the endeavor. Preliminary results from these first formal "asks" for membership have been encouraging. Nineteen of the 38 markets represented by steering committee members made immediate pledges to join MFFM this year, committing to annual dues ranging from $50 to $300 (currently tiered to the number of market members at each location) . Others indicated their intent to join, but will need formal approval of dues payments in the budget process for the 2012 season.

The steering committee has maintained a continuous and fruitful discussion among themselves and with other individuals and organizations. This work has resulted to date in a vision statement for a statewide federation, a mission statement, a working draft of bylaws, and an outline of targeted areas of service, including an assessment of the resources needed to implement and manage each of these programs.

Because the Federation currently depends upon volunteers who are farmers and producers approaching the height of their growing and marketing season, very little further work is likely to occur until these markets close in mid-October. Unfortunately, this occurs at the time of year when fellow market members most need the services of the Federation. This underscores our need for a staff person to attend to the needs of both markets and consumers on a daily basis.

We will continue to be guided in this work by a broad vision for meeting these needs, as outlined by our Mission Statement:

• To cultivate a vibrant and sustainable farmers' market community;

• To provide a forum and repository for the exchange of ideas and resources; and

• To be an effective liaison and voice for promotion, education and advocacy.

Alliances With Other Organizations: Alliances with outside organizations have grown steadily throughout this process, particularly at the local level where steering committee members are testing ideas for program development. The following statewide alliances have already evolved into specific collaboration as the Federation begins to develop of information networks, programs and projects:

Maine Development Foundation's Maine Downtown Center is a primary source of technical assistance for virtually every community engaged in multi-faceted, long-term revitalization projects. As their letter of support for this application demonstrates, collaboration with the Center can be an efficient means of identifying under-served communities that are already open to and searching for new services to stimulate business and contribute toward quality of life.

Maine Farmland Trust's commitment to preserving farmland and strengthening farming in Maine shares solidly common ground with the Federation's goals. MFT's enclosed letter of support details the organizational assistance they have offered. Three other MFT initiatives invite a closely coordinated collaborative relationship:

• MFT's Farm Viability Program;

• MFT's leadership role in facilitating the use of EBTs for direct-to-consumer marketing of agricultural products; and

• Mutual interest in developing direct-to-consumer marketing for Maine's food desert tracts.

Maine Organic Farmers and Gardeners Association: MOFGA serves on the Federation's steering committee and will be a primary source of grower and marketing information to be provided to market members and the public. Specifically, MFFM currently plans to utilize:

• MOFGA consumer pamphlets (e.g., fruits and vegetables; monthly harvest, storage and recipe brochures; alerts and control methods for current pest and blight invasions; other "how to" publications of interest to growers, producers and consumers);

• Promote MOFGA training programs for growers, producers, consumers and home gardeners.

• Work collaboratively with MOFGA to upgrade its webpage listing of farmers' markets to create an up-to-date, user-friendly consumer guide to locations and the locally sourced products that are available.

• Encourage and link to MOFGA's electronic bulletin board as the "go to" service for market managers and communities looking for growers and producers offering the products needed at existing or new farmers' markets.

Maine Regional School District #20 and similar initiatives throughout the state: Farmers' markets in dozens of Maine communities are playing important roles as motivators, educators and suppliers in the wave of local initiatives to provide healthier food in school lunchrooms. The RSU20 project in the Belfast area is funded through the USDA's Fresh Fruits and Vegetables Program. Connections to farmers and producers who can provide these schools with locally sourced food are being coordinated through a Belfast-based officer of the MFFM. In time, MFFM hopes to expand upon this growing awareness of children's nutritional needs by working directly with parents to provide information about balanced nutrition and simple cooking techniques at home. One of the most formidable barriers to marketing fresh food in low-income and single-parent households has proven to be a generational increase in the number of people with minimal or no "from scratch" cooking skills.

Washington Hancock Community Association/Down East Business Alliance: WHCA/DBA serves on the Federation's steering committee and will continue to host its annual farmers' market convention at which the Federation's future Annual Meetings will be held. The Federation will work closely with WHCA/DBA in helping to develop a strong program of speakers and training sessions at these events.

10. Workplan and Resource Requirements.

The term of the project is two years, commencing October 1, 2011 and concluding on September 30 2013. During this two-year period, the Kennebec Valley Council of Governments will serve as fiscal sponsor, requiring monthly progress reports from the Maine Federation of Farmers' Markets and timely, thorough documentation of all eligible expenditures of grant funds for which reimbursement is being requested. In addition to being held accountable by KVCOG for fiscal activities, KVCOG will verify continuing performance and fulfillment the activities proposed, as well as adherence to the timeline and benchmarks.

The current steering committee and subsequent Board of Directors of the MFFM will be responsible for management of the specific components of the work funded: organizational development, program and project development, and delivery of these new services to market members of the organization. They will also be responsible for hiring and directing the work of an employee whose salary package will be fully funded by FMPP grant funds in the first year of the project and partially funded in the second year. The Federation feels it is important in the second year to begin to demonstrate the organization's capability to become financially sustainable through dues and other Maine-based funding sources.

A work plan, timeline, assessment of resources needed, and benchmarks follows. The work plan is intentionally generic in when addressing tasks related to program development and delivery of market services. This is not because MFFM lacks ideas and planning for programs and services. It is because market surveys have identified altogether too many market needs for a start-up organization to tackle effectively in the first two years of operation. The steering committee is engaged in setting priorities. We are also talking with other agricultural, social services, and economic development entities to determine whether they might be better suited to take on some of these projects with a commitment from MFFM to assist. Much of this work has been side-stepped over the years simply because the effort for an outsider to identify and communicate with the appropriate farmers' market members is akin to herding cats. Our initial efforts will occur as follows:

October 2011 MFFM steering committee will arrange for and furnish office space and will conclude staff hiring process. Start-up costs supported by the grant will include the salary package, rent, phone service, and a computer and printer. MFFA will fund or obtain in-kind donations of furnishings and office supplies. Staff and a steering committee member will meet with Pica Design in Belfast (business credentials and price estimates enclosed) to discuss website design, the newsletter, letterhead, business cards, brochures and banners in order to coordinate an effective, recognizable "brand" for MFFA materials. Staff will also begin on an ongoing basis to collect and organize all available information about existing markets. Grant Resources Needed: Operating costs for rent, phone service and salary package. Benchmark: Successful candidate will assume part-time position in established office space no later than Oct 15th.

November 2011: Staff and steering committee will begin to build collaborative relationships with agencies and other organizations. Steering committee will develop a "State of the Markets" vendor survey to be mailed to all known market members in December and will begin planning for MFFM's first Annual Meeting and board election in late January 2012. Staff will work with Washington Hancock Community Agency/Down East Business Alliance to arrange for facilities for the Annual Meeting and create a MFFM workshop and presence at the Maine Farmers’ Market Convention in late January. Staff will visit at least five winter markets prior to December 31. Website will launch in November with a holiday market campaign featured. Grant Resources Needed: Rent, phone service, salary; website design and placement costs; travel expenses to winter markets. Benchmarks: Website launched; contact established with four agencies or organizations; task assignments made for planning of Annual Meeting.

December 2011: Staff will mail the vendor survey to approximately 500 known market members and continue visits to winter markets. Grant Resources Needed: Rent, phone service, salary; printing and postage costs for survey; travel costs. Benchmarks: Vendor survey mailed. Staff completes five or more visits to winter markets.

January 2012: Staff and steering committee will begin to attend as many summer market planning meetings as feasible between now and April. Steering committee will finalize plans for Annual Meeting and board elections at the Maine Farmers' Market Convention in late January. Grant Resources Needed: Rent, phone service, salary; travel expenses to market planning meetings. Benchmarks: Election of MFFM directors and officers; board discussion and action plan for completion of drafts of a vision statement, mission statement, by-laws, budget, membership development plan, funding plan, articles of incorporation and application for appropriate federal tax status.

February, March and April 2012: Board will complete organizational documents, file for incorporation with the State of Maine and the appropriate federal tax status. Staff will compile responses to vendor survey and provide results to the board for use in program development and creating work plans. Staff and directors will continue to attend planning meetings for summer markets and to make contacts to broaden the MFFM network. Staff will be assisted by volunteers and other organizations in preparing a series of promotional materials. Staff will prepare an MFFM update to be mailed to all known vendors on May 1, containing news developments over the winter months; expectations for the coming season; and an announcement of services now available from the Federation. Work will begin on any specific projects to be undertaken jointly with other organizations. Board will conduct a six-month performance review of staff sometime in April. Grant Resources Needed: Rent, phone service, salary; travel costs to markets; printing and postage for vendor mailing Rent/salary; travel expenses to summer market planning meetings. Benchmarks: Substantial completion and board approval of organizational documents; articles of incorporation certified; application for tax status filed with the IRS; staff or directors or original steering committee members will have visited market sites or attended planning meetings over the past 18 months at 80% or more of Maine's farmers' markets; news update mailed to market members.

May through October 2012: Most Board Members will be running their farms and market stands but will commit to remaining available for advice and support of the staff. Staff will continue compiling market information, implementing existing programs, and traveling once a month to different region in Maine to make new contacts with market members. Promotional materials will be widely distributed for use by markets. Working with Pica Design, staff will develop an electronic weekly newsletter for market customers during the summer season. Pica will design the first section of the newsletter to allow staff to provide individualized information for each geographic region, including location of markets, current harvest, and special events. Other newsletter features will include veggie and fruit bios as they come into season; market-of-the-week features; recipes (a rotating selection of three meals from the following categories: “Quick ‘n’ Easy”, “For the Working Parent”, “Sunday Supper”, “3 Day’s Worth of Yum”, “Master Chef”, “Around the World Here in Maine” and “One Pot Wonders”); and other material submitted by market members or other volunteer sources. Newsletter materials with lasting value will be archived and readily searchable on the MFFM website. Board will conduct one-year performance review of staff in October and act upon any mutually agreeable changes in operations or needs for additional training. Grant Resources Needed: Rent, phone service, salary; travel expenses for market visits; professional newsletter development costs. Benchmarks: Finalize newsletter design and distribute weekly to market customers; performance review of staff conducted and acted upon as necessary.

November 2012 - January 2013: Board will assess organizational capacity; review program development including growth in membership and funding capabilities; and will assess progress on projects and delivery of services to market members. Planning and policy documents will be updated to reflect the results of these reviews. Development of the 2013 budget will put emphasis on concluding the year's activities as a self-sufficient, sustainable organization. Board will plan for the organization's second Annual Meeting in January 2013. Staff will work with Washington Hancock Community Agency/Down East Business Alliance to plan additional MFFM activities at the annual farmers' market convention. Based on ongoing research and market visits, staff will prepare a “State of the Markets” report on sales, marketing and promotion, etc. Grant Resources Needed: Rent and phone service; travel to winter markets; partial salary. Note that on November 1, 2012, MFFM will assume responsibility for half of the staff salary package during the remaining year in the term of the grant. Benchmarks: Reevaluation of organizational and program needs and performance with an action plan for updating the organization's policies and activities as necessary. Completion of research and analysis on the "State of the Markets" report to guide further development work.

January - April 2013: Board or staff will attend any market planning meetings that will be beneficial to MFFM or market members. Staff will maintain website and work during the winter months to prepare promotional and newsletter materials for use when markets resume in the spring, including the annual spring mailing to all market members in the state. Staff and board will work in close coordination with other organizations in initiating contacts with community leaders in underserved communities, including Maine's food desert tracts, to begin developing interest in the introduction of locally sourced food to these areas. We will concentrate our resources initially on food desert tracts where local partnerships readily arise, knowing that in this first round MFFM cannot effectively respond to the needs of all 21 tracts in Maine.

Starting in January, reliance on the funds from the FMPP program will begin a weaning process and MFFM will assume the cost, in part or full, of the categories that are now providing a service to the existing markets that are contributing directly to their market’s success. Grant Resources Needed: Partial rent/salary; phone service; travel costs to markets and underserved communities. Note that in January 2013 through the remainder of the grant period, MFFM will begin to assume responsibility for 20% of its rent costs, increasing its participation in rent costs again in May 2013 to 50%. Benchmarks: Begin work to establish new markets in underserved communities, including food desert tracts.

May - September 2013: Staff mail out spring newsletter to all market members in Maine and continue ongoing contacts with existing markets. Staff and experienced market members will travel to all food desert tracts and other underserved communities to meet with community leaders about the benefits of access to affordable, healthy, locally sourced food. Grant Resources Needed: Partial rent/salary package; phone service; travel expenses to farm desert tracts and other underserved communities. Benchmarks: Distribute spring newsletter and other promotional materials for market member use; at a minimum, complete board/staff visits to the 21 food desert tracts in Maine.

11. Expected Outcomes And Project Evaluation:

The outcome expected from efforts of the steering committee, and supported by funding from FMPP, is the creation of a fully functioning, financially self-sustainable support network for Maine farmers and producers engaged in direct-to-consumer marketing: the Maine Federation of Farmers' Markets.

Organizationally, MFFM has a great deal to learn about the use of performance measurements as evaluation criteria for use of grant funds and as an internal strategic planning tools. The Maine Association of Nonprofits offers excellent training in this discipline, and MFFM would be pleased in the meantime to act upon any suggestions a FMPP grant manager cares to offer.

Because this is a proposal for support of start-up and capacity building activities, MFFM is electing to use simple performance measurements:

• Make contact over the two-year period of the grant with every existing farmers' market in Maine to determine demographics, market members' needs, potential for growth and willingness to participate in MFFM. Measurement: 100% successfully contacted.

• Identify all underserved communities during the grant period. Work with local leaders in at least two of the 21 food desert tracts to encourage the development of new farmers' markets where feasible. Measurement: Registry of underserved communities; collaborative projects underway to organize direct-to-consumer markets in two or more locations.

• Develop in two years a full range of materials for market members and consumers that support marketing efforts, promotion of locally sourced foods, and other aspects of consumer education outreach material - website, newsletter, pieces for local media outlets. Measurement: Complete an assessment of what is needed and what is available from various sources; create additional materials that satisfy needs expressed by a majority of market members surveyed.

• Conclude the two-year grant period as a fully organized, self-sufficient, financially sustainable organization.

12. Beneficiaries:

The primary beneficiaries of the project are farmers, who will strongly benefit from a network that links them together in common purpose and fulfills their needs for communication, marketing and promotional assistance, and professional development. Equally valuable benefits will flow to consumers who have not yet been introduced to the benefits and availability of locally sourced fresh foods. Economic and social revitalization in Maine's communities, including those situated in food desert tracts, will also result from work accomplished by the Maine Federation of Farmers' Markets and its market members.

13. Evaluation Criteria Statements

See Item #13 in which the benchmarks serve as our evaluation criteria.

14. Existing And Pending Support

MFFM currently has pledges from farmers' markets to provide $6,000 in the 2012 season to support of start-up costs. Additional markets have indicated interest and will include MFFM dues in their budget process next winter for 2013 support. Our plans for further membership development are previously discussed in this proposal.

15. Supplemental Budget Summary.

The information requested is included in the enclosed budget spreadsheet.

16. Primary Proposal Activity.

Start-up and build sufficient capacity for a statewide federation to provide support to existing farmers' markets and seek opportunities to create new farmers' markets.

17. Primary Proposal Activity

The primary proposal activity is completion of the final organizational work in creating and staffing the Maine Federation of Farmers' Markets.

18. Proposal Activities.

Completed form is attached.