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TRANSCRIPT
Local Food Network
COMMUNITY
ACTION PLAN
Weakley County, Tennessee
November 2016
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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A mural highlights the agricultural economy of the region in downtown Martin, TN. Image Credit: Jen Walker
Community Story Martin and Dresden are two of five incorporated towns located in Weakley County, Tennessee. Dresden is the county seat, while Martin is the largest city and home to the University of Tennessee at Martin. Situated in the northwestern corner of Tennessee, the region boasts bountiful natural resources and productive farmland. As one of the state’s leading agricultural producers, Weakley County was first known for corn production before soybeans surpassed that crop as the leading commodity grown. Other crops include sweet potatoes, cotton and wheat, and there are several large hog producers in the county.1 Although Weakley County is known for its large agricultural producers, several small farmers growing food for local consumption have achieved recent success, and there is a growing demand for more local food.
Weakley County was established in 1823 on land ceded by the Chickasaw Nation through the Treaty of 1818. The location of present-day Dresden was selected as the county seat shortly thereafter because of its hilltop location and adjacency to one of the only natural springs in the area. The town of Martin was established in 1873, although agricultural production and trade had been present for several decades prior. The Nashville and Northwestern railroad was extended through Weakley County in 1861 with stations at Gleason, Dresden, Ralston, Martin, and Gardner. This transportation system, along with good soils and ample rainfall, provided the initial infrastructure necessary for the region’s agricultural producers to thrive.
The population of Weakley County was 34,000 as of 20152, with roughly 11,000 of those residents living in Martin. Dresden’s population, by contrast, is just under 3,000 people. Like many rural areas in the United States, the population of Weakley County has been declining in recent years. The poverty rate of Weakley County is 21.5%, which is 6.7% higher than the national average. Forty-seven percent of the County’s school-aged children participate in the free and reduced lunch program. Weakley County was recently named a USDA Strike Force County in an effort to address this persistent poverty in the area.
Access to fresh, healthy food is a concern of some community members in Weakley County, especially among lower-income families with children and senior citizens. The obesity rate in the city of Martin is 34.5%–slightly higher than the 33.5% average obesity rate for Tennessee, and 86.3% of residents report that they consume less than five servings of fruits and vegetables per day. The rate of child food insecurity is 29.1% (2,000 children) for the city of Martin, compared to the state of Tennessee rate of 25.4%.3
1 Weakley County | Entries | Tennessee Encyclopedia. (March 2011). Retrieved April 10, 2016, from
http://tennesseeencyclopedia.net/entry.php?rec=1480 2 http://www.census.gov/quickfacts/table/PST045215/4746240,47183
3 http://wwwn.cdc.gov/CommunityHealth/profile/currentprofile/TN/Weakley/
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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Top: City of Martin Farmers Market pavilion located in the historic downtown; Bottom: City of Dresden Farmers Market pavilion located just outside of downtown adjacent to the Green Rail Trail. Images Credit: Jen Walker
The agricultural sector employs 26% of the workforce in Weakley County4. Other major employers include the University of Tennessee at Martin (1,000+ employees), MTD Products (725), Weakley County School District (600), Volunteer Community Hospital (300), Walmart (250), Northwest Community Development District (250), the City of Martin (150), and numerous mid-sized manufacturing and distribution companies.
There are several agencies and organizations with missions intended to further economic and community development present in Weakley County. The Northwest Tennessee Entrepreneur Center (NTEC),—a local nonprofit organization and one of the lead agencies for the Local Foods, Local Places (LFLP) technical assistance, is headquartered in Martin. NTEC serves to support new and existing entrepreneurs by connecting businesses to resources, including access to credit and capital, a mentorship program, networking, and technical
assistance. The University of Tennessee at Martin has a strong College of Agriculture and Applied Sciences department and offers much to the local community through opportunities for partnership and learning. In the fall of 2015, community members from Martin and Dresden formed the Local Food Network to begin bringing together different organizations and community members interested in advancing the local foods system in the region.
The cities of Martin and Dresden have been engaged in developing their respective historic downtown districts, promoting recreation and economic development through trail and greenway programs, and promoting local foods through sponsoring farmers markets. Each community recently constructed a new farmer’s market pavilion and both continue to coordinate the Martin and Dresden farmers’ market activities.
In 2015, members of the Local Food Network (LFN) Steering Committee requested assistance through
the national Local Foods, Local Places program to develop an action plan for advancing the local food
system and continuing to strengthen their downtowns, improve public health outcomes and foster
economic development. The program is supported by the U.S. Environmental Protection Agency (EPA),
U.S. Department of Agriculture (USDA), U.S. Department of Transportation (DOT), the Centers for
Disease Control and Prevention (CDC), the Appalachian Regional Commission (ARC), and the Delta
Regional Authority (DRA). The outcomes of this technical assistance can bring several benefits to the
community including:
4 http://www.city-data.com/county/Weakley_County-TN.html
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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•Create local steering committee
•Identify goals, issues and opportunities
•Research & case studies
•Outreach
Assess
•Community tour
•Affirm community vision and goals
•Assess issues/opportunities
•Identify priority actions to achieve community goals
Convene •Action Plan
•Follow up coordination
•Mobilize resources
Next Steps
More economic opportunities for local farmers and businesses.
Better access to healthy local food, especially among disadvantaged groups.
A revitalized downtown that is the economic anchor of the community.
In their request for LFLP technical assistance, the City of Martin and the City of Dresden named better coordination among local foods producers and interested consumers—especially nutrition education and the need to support the local economy—as a primary goal. Additionally, the LFN Steering Committee hoped to generate greater interdependence between the rural and urban areas of the county through increased attention to the social, cultural, economic, and environmental opportunities afforded by local foods efforts.
The remainder of this report and appendices documents the LFLP technical assistance engagement process, the workshop activities, and most importantly, the action plan and next steps for achieving the community’s goals. Over the course of the three planning calls and workshop discussions, the community’s goals evolved from those in the initial request for technical assistance to the five shown later in this report and in Appendix A, and reflect the holistic, collaborative approach to community development already underway in Martin, Dresden, and the wider Weakley County community.
Engagement The technical assistance engagement process for LFLP includes three phases, illustrated in Figure 1
below. The assessment phase consists of three preparation conference calls between the LFLP team and
the local Steering Committee to establish the workshop goals, agenda, logistics, and stakeholder
invitation lists. The convening phase includes the effort’s capstone event—a two-day workshop in the
community. The next steps phase includes three follow up conference calls as well as process reporting
and documentation.
Figure 1 - Technical Assistance Process Diagram
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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Day 1 evening workshop held at the Purple Iris in Dresden. Approximately 80 people attended the event. Image Credit: NTEC
The site visit was conducted over two
days—March 21st and 22nd, 2016: a small
lunch gathering at the Northwest
Tennessee Entrepreneur Center office,
community tours of Martin and Dresden,
and an evening community meeting held at
the Purple Iris event space in Dresden (Day
1) and a community workshop at the
Northwest Tennessee Development District
offices in Martin (Day 2). The community
event and workshop were well attended by
key stakeholder groups, residents, and
local leaders (attendance list in Appendix
C). The Local Food Network published the
first Weakley County Local Food Guide just
prior to the LFLP workshop, with the public meeting on the first day serving as the official launch of this
important effort. This public meeting was the first in a planned series of community forums called
“Using Food to Build Community,” providing an ongoing platform for Weakley County residents to
gather and discuss issues and opportunities around strengthening the local food system.
Community Tour The LFLP Steering Committee organized a luncheon on March 21st with key stakeholders at the
Northwest Tennessee Entrepreneur Center to kick-off the project with the local leadership committee,
consultants, and federal agency representatives. Following the luncheon, the Steering Committee led
everyone on a tour of the Martin and Dresden communities including Festival Park, the Martin Farmers
Market, UTM Campus, the Brian Brown Greenway, Weakley County Recreation facilities, the McWherter
Civic Center, the Greenrail Trail, Dresden Farmers Market, and Downtown Dresden (Court Square).The
tour provided an overview of the challenges and opportunities present in Weakley County, and allowed
for informal discussions about the local food system and place-making efforts.
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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THIS I BELIEVE…
Growth Opportunities
There is ample opportunity for new farmers
(young and recent retirees) to start profitable
farm businesses. Local farmers markets are a
big asset, and are growing.
Community Consensus
Weakley County residents agree on a positive
community vision and are interested in local
foods as a way to make the region a better
place to live. A stronger local food system will
create a healthier community—economically,
socially, and physically, and environmentally.
Need to Spread the Word
While the farmers market and growers are a
strength, more advertising and publicity is
needed to get the word out to all Weakley
County residents about the benefits of
supporting and eating locally grown food.
Community Equity is Important
Strengthening the local food system provides a
vehicle for social and economic justice, through
making healthy local food available to
everyone. Teaching gardening and cooking
skills is an important part of community equity.
Vision and Values The first night of the on-site technical assistance
included a workshop attended by over 80 Weakley
County residents and several regional partners
representing state and federal agencies. Members
of the local LFLP Steering Committee welcomed
attendees to the first “Using Local Food to Build
Community” event and presented the recently
completed Weakley County Local Food Guide. The
consultant team introduced the topics and
program overview with a short presentation.
Community members and other attendees were
asked to write on notecards their response to the
statement, “This I believe about local food in
Weakley County…” which prompted participants
to think about the opportunities present in the
area. Those ideas are summarized in Figure 2.
After a locally-sourced and catered dinner, each
table completed a food system diagramming
exercise in which they listed existing components
of the food system, components that do not yet
exist but are needed, and the connections
between those components (see Appendix G). The
themes shared during the opportunities and
challenges and mapping exercises reveal many of
the group’s aspirations for economic revitalization,
improved health, entrepreneurship opportunities
afforded by local foods, community pride,
increased coordination among partner
organizations, and connected trail and greenways
between communities.
On day two of the technical assistance effort, the consultant team facilitated a day long workshop with a
smaller group of local stakeholders. This workshop began with a recap of the vision, values and goals
discussed the previous evening and then transitioned into case study presentations covering farmers’
market best practices, food system and trail assessments, entrepreneurship, farm incubator programs,
and other food system-related technical information (see Appendix F for case study slides). The
resultant discussions and exercises evolved into a refinement of the goals and the action plan
implementation tables that are summarized below (full version in Appendix A).
Figure 2 – Highlights from THIS I BELIEVE Activity
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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Action Plan The culminating product of the technical assistance and workshop efforts is a strategic action plan to
guide implementation of the community’s priority goals. The plan is organized around five goals and
includes specific actions selected by Local Food Network participants to achieve those goals. The action
plan matrix helps to further clarify, prioritize, and define roles and responsibilities for moving forward
on these actions. The goals and actions that are part of this plan are summarized below and contained in
Appendix A with full details including organizational leads, potential funding, timelines and measures of
success.
GOAL 1: Make the Northwest Tennessee Farmers Markets destinations for farm
businesses, local arts, healthy living, family and visitors Farmers markets that function as destinations for shoppers and families have more a consistent turnout
of customers, and those customers are more likely to shop for a longer period of time. A destination
farmers market will grant farmers and other vendors at the market with the potential to sell a greater
variety and quantity of goods, and for local entertainers to showcase their talents. Additionally, this
action to increase spillover sales for surrounding business owners, and to activate the town center
(Martin), and greenway (Dresden) during market times. Education for market vendors will help with
marketing, creating better displays, navigating certification programs required to sell to restaurants and
stores, and other knowledge that will support an increase in their sales at farmers markets and other
outlets.
Action 1.1: Program more arts and entertainment as part of regular market; expand market
offerings to include handmade high quality (juried) arts and onsite live music.
Action 1.2: Develop a farmer’s market vendor education program to help farmers improve their
businesses.
GOAL 2: Empower and develop local people and organizational capacity to advance local
foods, local place-based initiatives Regularly held and well attended meetings of the Local Food Network Steering Committee—along with
subcommittees to tackle discreet objectives and a bi-monthly newsletter to communicate efforts and
celebrate successes—can provide a consistent venue for continuing discussions and conducting the
networking and partnership-building necessary to advance local foods and local place-making goals.
These methods offer stakeholders a chance to share successes and solicit advice and support for moving
through difficulties, building on the momentum cultivated at the March Community Forum and
encouraging ongoing engagement among the wide diversity of community stakeholders the Network
has convened.
Action 2.1: Establish regularly occurring meetings of the Local Food Network Steering
Committee.
Action 2.2: Establish Local Food Network subcommittees and subcommittee goals and tasks.
Action 2.3: Provide bi-monthly communications (newsletter) to Local Food Network to report
out on and celebrate progress and encourage additional participation in upcoming initiatives.
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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GOAL 3: Make downtown areas thriving places that support local business growth, local
foods and better public health outcomes. There is a need for more activity in downtown Martin and Dresden to draw people in and help build the
perception that each location is the ‘place to be’. Additional activities can create more foot traffic to
support local businesses, farmers markets, encourage use of the existing/proposed trails, and spur
interest in filling vacant storefronts or underutilized properties for new businesses and activities, while
making downtown areas more visually appealing can encourage people to visit and spend more time in
the downtown areas. A program to connect Weakley County downtowns and main streets by a
countywide network of bike paths and on-road bike lanes can help to promote active and healthy
lifestyles and encourage recreational-based tourism. Local maps of the trail and greenway networks can
highlight key destinations and activities (such as farmers markets) in each downtown as well as points of
interest along trails in between, encouraging both residents and tourists alike to utilize trails and
participate in community activities. Improved signage will promote the fact that there is a “there” in
downtown Martin and Dresden: the range of activities and destinations within walking or biking
distance, the diversity of shopping and restaurant opportunities, and spaces for special events and
celebrations.
Action 3.1: Develop a program of community events to regularly occur in each downtown
(potentially alternating between communities) that highlight local foods, public health and local
businesses.
Action 3.2: Advance downtown beautification and cleanup efforts with an emphasis on
improved greenspaces planted with native and/or edible plants.
Action 3.3: Establish countywide greenways and trails program, including consistent mapping
and signage.
Action 3.4: Implement improved signage and wayfinding to get visitors to downtown Martin and
Dresden and to assist visitors and locals navigating around downtown once they arrive.
Action 3.5: Complete a downtown multimodal transportation and parking study for both
Dresden and Martin.
GOAL 4: Grow farming businesses and local food entrepreneurs A coordinated outreach and marketing plan to promote the environmental, economic, community, and
health benefits of local foods will increase community awareness of value and opportunities of growing,
buying, and selling locally, and have a collective impact of increasing the size of the market for local
foods. Continuing education programs—especially those offered online or at convenient times for local
residents—will help to encourage and prepare entrepreneurs for business. There currently exists a wide
array of existing programs and educational opportunities offered by many different agencies;
coordination and promotion of these existing opportunities will help get the word out, especially among
students and younger residents. A shared use community kitchen or a commercial processing facility
may help in growing local food entrepreneurs, and conducting a thorough survey and
assessment/feasibility study will help to identify the specific facility that could be most useful.
Action 4.1: Create and adopt a community outreach and marketing plan that promotes the
benefits and opportunities of growing and buying locally-grown.
Action 4.2: Conduct an inventory of existing programs, educational opportunities, and business
development resources and create a comprehensive resource document for interested farmers
Local Foods, Local Places Action Plan – Martin and Dresden, Tennessee
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and entrepreneurs. Use research findings to further refine program offerings identified in Action
4.3.
Action 4.3: Provide locally available (and web/mobile enabled) continuing education programs
that serve new and established local food businesses.
Action 4.4: Engage and encourage youth to participate in local farmers markets by providing
shared and/or free booths at the market and vendor mentoring opportunities.
Action 4.5: Explore the potential creation of a shared community kitchen or commercial
processing space in Weakley County.
GOAL 5: Provide education and increase awareness of the benefits and opportunities of a
strong local food, local place-making program Despite a strong agricultural ethos in the region, there are many local community members that are
unaware of the potential for growing and/or purchasing locally-grown healthy foods. Production,
preparation, and consumption are all areas where increased awareness and education is needed to
grow interest and participation in the local food economy by a broader base of community members.
New partnerships among different organizations, businesses and institutions could be leveraged to
enhance current community educational efforts. Specific attention to youth and retiree involvement can
help to create the next generation of food entrepreneurs and support healthier lifestyles.
Action 5.1: Develop specific classes targeted to the general public on fruit and vegetable
gardening and preparing healthy meals from locally grown foods.
Action 5.2: Establish marketing and outreach programs (combined with action 4.1) geared
toward the general public that promote the benefits and opportunities for eating healthy locally
grown foods and living more physically active lifestyles.
Action 5.3: Establish new partnerships to promote local foods, healthy lifestyles and local
economic development efforts in coordination with action 2.2.
Action 5.4: Engage youth and retirees in local food entrepreneurism, healthy eating and living
programs and buy local economic development (conduct in concert with actions 2.3, 4.1., 4.2,
4.4 and 5.1).
Implementation and Next Steps Three post-workshop conference calls were held during April 2016, following the workshop. The calls
were held with the LFLP Steering Committee to refine the action plan, add clarifying language and
identify potential funding sources for specific actions or projects. Moving forward this document serves
as the framework for ongoing activities by the Weakley County Local Food Network and other local
partners.
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Appendix
Appendix A – Community Action Tables by Goal Area
Appendix B – Local and Regional Maps
Appendix C – Participants and Steering Committee
Appendix D – Funding Resources
Appendix E – Additional References
Appendix F – Presentations
Appendix G – Community Forum Comments
Appendix H – Food System Diagramming
Appendix I – Action Step Brainstorming by Goal Area
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
Appendix A: Action Plan Implementation Details
Appendix A:
Action Plan Implementation
Details
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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GOAL 1: Make Northwest Tennessee Farmers Markets destinations for farm
businesses, local arts, healthy living, family and visitors
Action 1.1: Program more arts and entertainment as part of regular market; expand market offerings
to include handmade high quality (juried) arts and onsite live music
Why is this important?
Farmers markets that function as destinations for shoppers and families
have more a consistent turnout of customers, and those customers are
more likely to shop for a longer period of time. A destination farmers
market will grant farmers and other vendors at the market with the
potential to sell a greater variety and quantity of goods, and for local
entertainers to showcase their talents. Additionally, this action to increase
spillover sales for surrounding business owners, and to activate the town
center (Martin) and greenway (Dresden) during market times.
Measures of Success
Double the number of regular customers
Increase number of farmers market vendors by 50%
Increase the diversity of products sold (food and craft) by 50%
Timeframe for Completion
0-3 Months: Meet with existing farmers market vendors (target outreach in
April 2016) to develop ideas for live music and high quality arts/crafts
Implement music and crafts once a month (or as decided) as soon as
approved by existing vendors; may require changes to bylaws
Taking the Lead
UTM Department of Agriculture and Applied Sciences, City of Martin
Community Development, FarmersMarket VendorsCity of Dresden
Community Development, Dresden Farmers Market Manager, Martin
Farmers Market Manager
Supporting Cast Farmers Market Boards, UTM Pottery Professor (David McBeth), UTM
Humanities and Fine Arts Department (Lynn Alexander Dean)
Cost Estimate
Dollars Time
Some minor costs associated
with additional venue needs
(possibly tents, portable
toilets)
Volunteer time to build consensus and
buy-in from Farmers Market Board.
Volunteer time to audition/jury
entertainment and arts.
Possible Funding Sources Tennessee Arts Commission, Donated time by performers, free local
media announcements
Action 1.2: Develop a farmers market vendor education program to help farmers improve their
businesses
Why is this important? While farmers excel at growing high-quality food products, many have
requested assistance with marketing, creating better displays, navigating
certification programs required to sell to restaurants and stores, and other
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Action 1.2: Develop a farmers market vendor education program to help farmers improve their
businesses
knowledge that will support an increase in their sales at farmers markets
and other outlets. With the nationwide implementation of the Food Safety
Modernization Act (FSMA) and the Good Agricultural Practices (GAP)
certification requirements of many stores and aggregators, market
vendors need a way of easily accessing the latest information to ensure
that they are benefiting from new developments. There are numerous
farmer education programs offered through UT Extension and the
Tennessee Department of Agriculture, as well as much local expertise to
be shared among current farmers and residents of Weakly County. This
action will create shared knowledge among existing and future farmer’s
market vendors on best practices for production, certification, food safety,
and sales.
Measures of Success
An ongoing method for vendor education is developed
Vendors participate in education programs by attending and
presenting
Vendor market displays and signage improved
Increase by 10% in vendor sales
Timeframe for Completion 6-18 months
Taking the Lead
Dresden Farmers Market Manager
Martin Farmers Market Manager, Northwest Tennessee Entrepreneur
Center
Supporting Cast
University of Tennessee Extension, farmers market vendors, Northwest
Tennessee Entrepreneur Center, Center for Profitable Agriculture
Tennessee Department of Agriculture
Cost Estimate
Dollars Time
Nominal registration fees for
vendors to participate in
education/boot camps
Some costs associated with
travel for training
Agency time for training
Vendor time to complete training and
implement plans
Possible Funding Sources University of Tennessee Extension, State of Tennessee Small Business
Center, Tennessee Department of Agriculture
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GOAL 2: Empower and develop local people and organizational capacity to
advance local foods, local place-based initiatives
Action 2.1 : Establish regularly occurring meetings of the Local Food Network Steering Committee
Why is this important?
Regularly held and well attended meetings of the Local Food Network
Steering Committee can provide a consistent venue for continuing
discussions and conducting the networking and partnership building
necessary to advance local foods and local place-making goals. These
meetings offer stakeholders a chance to share successes and solicit
advice and support for moving through difficulties, building on the
momentum cultivated at the March Community Forum and encouraging
ongoing engagement among the wide diversity of community stakeholders
the Network has convened.
Measures of Success
Expanded Local Food Network Steering Committee in place
Regular meeting times and locations established with consistent
attendance by committee members
Progress made on Community Action Plan goals
Steering Committee subcommittees created and staffed
Timeframe for Completion
0-12 months:
Conduct monthly meetings
Chart progress of implementation of action plan
Plan the next Local Food Network Community Forum Dinner
Taking the Lead Northwest Tennessee Entrepreneur Center
Supporting Cast Local Food Network Steering Committee members
Cost Estimate
Dollars Time
Northwest Tennessee
Entrepreneurial Center (office
space, supplies)
Volunteer/Committee member time to
attend and follow through on actions
Possible Funding Sources
Northwest Tennessee Entrepreneur Center, University of Tennessee
Martin (resources from the colleges of Agriculture, Sociology, Dietetics,
Family and Consumer Sciences), University of Tennessee Extension,
Weakley County Health Department
Action 2.2 : Establish Local Food Network subcommittees and subcommittee goals and tasks
Why is this important?
Subcommittees can target specific issues and focus on advancing key
goals and actions to include: 1) Marketing & Outreach: ongoing
communication (newsletter, Facebook, marketing events, Continued
development and maintenance of the local food guide) 2) Research :
conduct a community food system assessment and community kitchen
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Action 2.2 : Establish Local Food Network subcommittees and subcommittee goals and tasks
feasability study, collect information and data on local food efforts 3)
Partnership/Resource Development: (new partnernships and
sponsors,finding grants and other resources), and 4)
Engagement/Education: conducting ongoing education activities to
community constituencies (youth, new and aging farmers, underserved &
marginalized populations, intergenerational).
Measures of Success
Regular progress on specific issues named above
Regular progress on the Community Action Plan
Increased community awareness and partnerships to advance local
food initiatives
Number of additional community members/groups involved in
subcommittees
Timeframe for Completion
6 months – 2 years:
June - Establish subcommittees and nominate co-leaders to share
responsibilities
July - Expand Steering Committee membership through
subcommittee participation
August - Start regular subcommittee meetings and report outs to
Local Food Network Steering Committee on a bi-monthly basis
September - promote network activities at Soybean Festival to
report on and celebrate progress
October – next community forum
Taking the Lead Local Food Network Steering Committee
Supporting Cast Subcommittee co-leaders (TBD based on Forum Interest cards)
Cost Estimate
Dollars Time
$1,500 October Forum Dinner,
Research $10,000
Volunteer time, UTM and NTEC Staff
Time
Possible Funding Sources Farm Service Agency, USDA
Action 2.3 : Bi-Monthly communications (newsletter) to Local Food Network to report out on and
celebrate progress and encourage additional participation in upcoming initiatives
Why is this important?
Increasing the communication from the Local Food Network to the broader
community and region may help garner additional support and
participation. Additionally, a monthly newsletter provides a way to
communicate progress and to identify needs, holding one another
accountable while also working proactively to build partnerships and meet
needs. An electronic newsletter can also include links to partner
organizations and efforts and serve as a way to solicit donations and
contact information from community members interested in supporting
the Network.
Measures of Success Regular newsletter established (electronic/web based)
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Action 2.3 : Bi-Monthly communications (newsletter) to Local Food Network to report out on and
celebrate progress and encourage additional participation in upcoming initiatives
Number of newsletter hits on web increases over time
Number of new local members joining Local Food Network as a result
of newsletter links/info
Number of new partners interested in advertising/highlight key events
in newsletter
Establishment of Local Food Network Facebook group
Timeframe for Completion
0-6 months
April - Inaugural newsletter that reports on the March Community
Forum and the availability of Community Action Plan
July - Newsletter to Local Food Network inviting additional participation
in subcommittees
September - Newsletter to promote and invite members to Fall
Community Forum (in October) and highlight Soybean Festival and
local Farmers Market events
October - Highlight outcomes from Fall Community Forum and
activities of sub-committees
Taking the Lead Local Food Steering Committee Secretary
Supporting Cast
Subcommittee leaders, Northwest Tennessee Entrepreneur Center Staff
(Emma Email), Farmers Markets, additional support from local
organizations/businesses to help advertise and communicate relevant
events
Cost Estimate
Dollars Time
$400 (cost of yearly Emma
subscription) Volunteer time
Possible Funding Sources Health Council, NTEC
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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GOAL 3: Make downtown areas thriving places that support local business
growth, local foods and better public health outcomes.
Action 3.1: Develop a program of community events to regularly occur in each downtown (potentially
alternating between communities) that highlight local foods, public health and local
businesses.
Why is this important?
There is a need for more activity in downtown areas to draw people in and
help build the perception that each location is the ‘place to be’. Additional
activities can create more foot traffic to support local businesses, farmers
markets, encourage use of the existing/proposed trails, and spur interest
in utilizing vacant storefronts for new businesses and activities.
Measures of Success Regular program of community events is established
Increase in sales at downtown businesses on program days
Timeframe for Completion Develop program: 0 to 3 months
First event : 6-12 months, then ongoing
Taking the Lead City of Dresden Community Development, City of Martin Community
Development, UTM Band Director (John Olrich)
Supporting Cast
University of Tennessee Martin, County Health Department, University of
Tennessee Extension, Weakley County Prevention Coalition, Tennova
Hospital, Martin and Dresden Business Associations
Cost Estimate
Dollars Time
Potential costs for program logistics
(signage, utilities, stages, tents, etc.)
City staff time to develop program
Supporting partners staff time for
event planning
Possible Funding Sources Sponsorships – Electric Company (WCMES), Pepsi Water, Local press to
provide advertising, Tennova Hospital, TN Arts Commission Grants
Action 3.2: Advance downtown beautification and cleanup efforts with an emphasis on improved
greenspaces planted with native and/or edible plants.
Why is this important?
Making downtown areas more visually appealing can encourage people to
visit and spend more time in the downtown areas of Martin and Dresden.
Incorporating plantings that utilize native species and/or edible plants can
reinforce availability of growing fresh local foods, and highlight the unique
place-based attributes of Weakley County.
Measures of Success Active program in place with consistent volunteer/funding partners
More improved and maintained green spaces
Timeframe for Completion
Dresden: New City based volunteer identified (next 1-2 years); new
program over the next 1-2 years in concert with new volunteer lead
Martin – 0-12 months
Taking the Lead
City of Dresden Community Develpment, City of Dresden Parks and
Recreation, City of Martin Community Development, City of Martin Parks
and Recreation, Martin Beautiful Committee, Lanscaping Students at UTM
Supporting Cast Find partner group to take ownership for efforts and partner with City (e.g.
Martin Beautiful Committee, TN Master Gardeners, UTM Student
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
7
Action 3.2: Advance downtown beautification and cleanup efforts with an emphasis on improved
greenspaces planted with native and/or edible plants.
Volunteers, Rotary, Lyons Club, etc.)
Cost Estimate
Dollars Time
Costs for plantings and
infrastructure Staff and volunteer time
Possible Funding Sources
Tennessee Downtown Grants, Main Street Program, National Endowment
for the Arts Grants, Local Sponsors, Tennessee DOT, City Funding, TLM
Associates (Jackson) – have bid for Brian Brown Greenway Completion
Action 3.3: Establish countywide greenways and trails program, including consistent mapping and
signage
Why is this important?
A program to connect Weakley County downtowns and main streets by a
countywide network of bike paths and on-road bike lanes can help to
promote active and healthy lifestyles and encourage recreational-based
tourism. Local maps of the trail and greenway networks can highlight key
destinations and activities (such as farmers markets) in each downtown
as well as points of interest along trails in between, encouraging both
residents and tourists alike to utilize trails and participate in community
activities.
Measures of Success
Countywide trail and bicycle route master plan completed
Map of all existing countywide bike routes of trails established
Increase in daily users of existing trails
Increase in sales to local businesses by people visiting by
bike/connecting from trails
Timeframe for Completion
Countywide Map completed: Next 0 to 6 months, timed with the opening
of the Brian Brown (Martin) and Greenrail Trail (Dresden)
Countywide bicycle route masterplan completed: 1-3 years
Taking the Lead
City of Martin Parks and Rec (Brian Moore – Director) and City of Dresden
Parks and Rec (Joey Winstead – Director) to start process – present to
Weakley County Commissioner/Transportation Department – Weakley
County Mayor (Jake Bynum)
Supporting Cast
Other cities in Weakley County, Tennessee DOT, Weakley County Highway
Department, Weakley County Health Department (e.g. Walk Across
Tennessee), Chamber of Commerce, Running and Biking Groups/Clubs,
City of Martin Alderman (David Belote), City of Dresden (Lauren Bean)
Cost Estimate
Dollars Time
Cost for signage/mapping
Cost of additional
infrastructure (bike
lanes/trails)
Staff time
Possible Funding Sources USDA Rural Development Community Facilities funding, Tennessee DOT
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
8
Action 3.3: Establish countywide greenways and trails program, including consistent mapping and
signage
Transportation Alternatives Program, Rails to Trails, TLM (Jackson)
Action 3.4: Implement improved signage and wayfinding to get visitors to downtown Martin and
Dresden and to assist visitors and locals navigating around downtown once they arrive
Why is this important?
Improved signage will promote the fact that there is a “there” in downtown
Martin and Dresden: the range of activities and destinations within
walking or biking distance, the diversity of shopping and restaurant
opportunities, and spaces for special events and celebrations. This action
can help to encourage people to drive into town, park once and walk to
key destinations. Downtown maps can highlight “Eat Here, Shop Here,
Worship Here” destinations. Signage can include static signs and maps
(kiosks and permanent signs) as well as newer technology that enables
electronic signage to highlight current events, smart phone apps that can
be accessed by residents and visitors, and digital maps that can be
updated quickly by local businesses and organizations to highlight current
activities.
Measures of Success
New, better signage in place
Improved sales for downtown businesses
More pedestrians on the street
More wi-fi hotspot points to access information, maps and apps
Timeframe for Completion Develop signage and wayfinding program: 0 to 12 months
Implementation: 1-2 years and ongoing updates and maintenance
Taking the Lead
City of Martin Alderman (David Belote) City of Martin Community
Development andParks and Rec, City of Dresden Community Development
and Parks and Rec
Supporting Cast
Chamber of Commerce, Martin and Dresden Downtown Business
Associations, Tennessee DOT, Art Committee, University of Tennessee
Martin, Civic Clubs
Cost Estimate Dollars Time
Cost of signage infrastructure Staff time
Possible Funding Sources
Tennessee DOT Grants, USDA Rural Development Community Facilities
Grants, Weakley County Highway Department, Local businesses
associations
Action 3.5: Complete a downtown multimodal transportation and parking study for both Dresden and
Martin
Why is this important?
A multimodal transportation and parking study can identify specific
parking needs and strategies and opportunities for street re-routing
(converting one-way streets to two-way) to encourage safety and more
bicycle and pedestrian activity in each downtown.
Measures of Success Study is complete
Recommendations are implemented
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
9
Action 3.5: Complete a downtown multimodal transportation and parking study for both Dresden and
Martin
Bicycle, pedestrian infrastructure and shared parking in place
Increase in use of downtown areas by walkers and cyclists
Timeframe for Completion 1-2 years for study
2-3 years for implementation
Taking the Lead City of Dresden (to serve as pilot study location that could be replicated
elsewhere)
Supporting Cast Weakley County, Tennessee DOT, local downtown businesses
Cost Estimate
Dollars Time
Cost for study
Cost for infrastructure Staff time
Possible Funding Sources City capital funds, Tennessee DOT
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
10
GOAL 4: Grow farming businesses and local food entrepreneurs
Action 4.1: Create and adopt a community outreach and marketing plan that promotes the benefits
and opportunities of growing and buying locally-grown food.
Why is this important?
A coordinated outreach and marketing plan to promote the environmental,
economic, community, and health benefits of local foods will increase
community awareness of value and opportunities of growing, buying, and
selling locally. The increased awareness can strengthen local demand for
locally-sourced foods, goods, and services as well as foster new business
interest. Coordinating these marketing and outreach efforts across
agencies can help to create a concise and consistent message that saves
time and money by avoiding duplication of efforts.
Measures of Success
An outreach and marketing plan is developed, adopted, and utilized by
stakeholder agencies and organizations
Increased attendance at farmers markets
Increase traffic/activity on social media
Increase in number of vendors at farmers markets
Increased participation/sales at promoted events
Timeframe for Completion
0-6 months: Plan is developed
6 months—ongoing: Plan is utilized
Long-term – increase farm to consumer connections and facilities
Taking the Lead Local Food Network Sub-Committee
Supporting Cast
Marketing and Outreach Subcommittee, Northwest Tennessee
Entrepreneur Center,Western TN Department of Agriculture (Colleen
Courey), and Pick TN
Cost Estimate
Dollars Time
Consider hiring a marketing
consultant to assist with
completing the initial study
Volunteer and partner staff time
Possible Funding Sources
Local media sponsors (for ongoing outreach/advertising), USDA Rural
Development, Tennessee Department of Agriculture, Delta Regional
Authority, other small business incubator related programs/grants
Action 4.2: Conduct an inventory of existing programs, educational opportunities, and business
development resources and create a comprehensive resource document for interested
farmers and entrepreneurs. Use research findings to help identify and refine program
offerings developed under Action 4.3.
Why is this important?
Many currently existing programs and opportunities for farmers and
entrepreneurs are underutilized and unknown to potential participants.
Better coordination and promotion of these efforts can help ensure that
limited resources are spent wisely and new educational program offerings
are additive and not duplicative. Additionally, creating a resource “hub’
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
11
Action 4.2: Conduct an inventory of existing programs, educational opportunities, and business
development resources and create a comprehensive resource document for interested
farmers and entrepreneurs. Use research findings to help identify and refine program
offerings developed under Action 4.3.
that includes a comprehensive and regularly-updated list of offerings will
help people considering starting a farm or business understand the
breadth of support and resources that are available through multiple
agencies.
Measures of Success
Local education/resource guide established
The guide is posted and distributed through all agencies involved with
entrepreneurship and business support
Results of research guide efforts under Action 4.2
Develop online portal – online learning opportunities, knowledge
sharing, events, community information, increased awareness and
participation in programs and activities
Timeframe for Completion 0 – 12 months
Taking the Lead Northwest Tennessee Entrepreneur Center , UT Extension, UTM
Supporting Cast USDA Farm Services Agency, UT Extension, Tennessee Development of
Agriculture, NTEC, University of Tennessee Martin
Cost Estimate
Dollars Time
TBD – cost of
research/creating the web
based hub of information
Agency staff time
Possible Funding Sources
Grants and technical resources from: USDA Farm Services Agency Rural
Development, UT Extension, Tennessee Development of Agriculture,
Northwest TN Entrepreneur Center, University of Tennessee Martin, Delta
Regional Authority, Launch TN, Pathway Lending (Tennessee based CDFI),
and other small business/economic development agencies
Action 4.3: Leverage organizational capacity described under Goal 2 to advance knowledge sharing
and education on benefits, issues and opportunities related to local foods, local
economies, local places and healthy living. Provide locally available (and web/mobile
enabled) continuing education programs that serve new and established local food
businesses.
Why is this important?
The Local Food Network can create peer-to-peer learning and information
exchange and also serve to attract additional resources such as technical
expertise and best practices from other communities and sectors.
Intentionally designing learning and sharing opportunities into network
activities can strengthen local capacity and knowledge on addressing key
community issues. A functioning Network creates new local leadership and
problem solving capacity. Additionally, while there are several
opportunities for continuing education across the state, many business
owners are not able to attend because of the travel distance or the time of
day the courses are offered. More course local offerings, and the ability to
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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Action 4.3: Leverage organizational capacity described under Goal 2 to advance knowledge sharing
and education on benefits, issues and opportunities related to local foods, local
economies, local places and healthy living. Provide locally available (and web/mobile
enabled) continuing education programs that serve new and established local food
businesses.
access these courses online, will help to increase local knowledge about
best practices and help local farmers and business owners stay apprised
of regulatory and legal issues that continue to evolve relative to the
production and sale of local foods. These efforts could be linked with
participation and resources associated with the NextFarm businesses
development start up program run by NTEC.
Measures of Success
A continuing education program is established (set number of
workshops/registered participants)
Increased awareness and knowledge of local foods and downtown
revitalization goals/issues
Number of course/program offerings
Number of attendees participating
Number of new businesses/or expanded business testimonials
resulting from program participation
Google Analytics website traffic tracking
Timeframe for Completion
0 - 6 months establish education subcommittee to define program needs;
6 months – 2 years to develop and implement new educational programs,
workshops, courses, information exchanges
Taking the Lead Local Food Network Subcommittee and Northwest Tennessee
Entrepreneur Center
Supporting Cast
USDA Farm Services Agency, Local Producers, UT Extension, Tennessee
Department of Agriculture, Write Up the Road, University of Tennessee
Martin, 4H, Future Farmers of America, Young Farmers and Ranchers
Association, Future Business Leaders of America, Homeschoolers,
Girl/Boy Scouts of America, Martin Housing Authority Teen Center
Cost Estimate
Dollars Time
TBD based on educational
program needs Volunteer and agency staff time
Possible Funding Sources
Grants from: USDA Farm Services Agency and Rural Development, Delta
Regional Authority, Launch Tennessee, Pathway Lending (Tennessee
based CDFI) and other small business/economic development agencies
Action 4.4: Engage and encourage youth to participate in local farmers markets by providing shared
and/or free booths at the market and vendor mentoring opportunities
Why is this important?
Students and young entrepreneurs need the experience of selling their
goods early on in their process of establishing a small business or
discerning a future career path. While there are many opportunities for
youth to learn to tend crops and farm animals through school and
community programs like FFA and 4H, there are not many opportunities
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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Action 4.4: Engage and encourage youth to participate in local farmers markets by providing shared
and/or free booths at the market and vendor mentoring opportunities
for them to gain experience in the marketing of their products. This action
exposes the youth to key business skills and mentorship opportunities
with established farmers at the market, which can create a future
generation of local farmers. This action also engages students in the local
food network and connects them with growing resources and educational
opportunities available in Weakly County.
Measures of Success
Number of new youth farmers/vendors at farmers markets
Increased interest and demand for booth space by youth at farmers
market
Positive financial returns for youth vendors
Informal mentorship between established farmers and youth
Timeframe for Completion
0-6 months recruitment of young farmers
Ongoing efforts to retain/engage new ‘class’ of youth vendors on a regular
basis
Taking the Lead Local Food Network Subcommittee –Martin and Dresden Farmers Market
Managers, Weakley County UT Extension- 4H
Supporting Cast
Future Farmers of America, 4H, Extension Agents, Local schools, 4H
Toolkit on Youth Farmers Marketing, Martin Housing Authority, Dresden
High School
Cost Estimate
Dollars Time
$5,000 (for youth
engagement/marketing
courses and resources)
Staff time
Possible Funding Sources USDA Beginning Farmers and Ranchers program
Action 4.5: Explore the potential creation of a shared community kitchen or commercial processing
space in Weakley County
Why is this important?
A shared-use commercial processing kitchen could provide a space for
entrepreneurs interested in testing small-batch processing of their value-
added products for sale at farmers markets and local stores. A
commercial community kitchen would create space to conduct cooking
classes and for new caterers and food trucks to grow their businesses.
The size, location, and equipment for a new food facility differs greatly
based on the interests of entrepreneurs and community groups, and on
the scale of production output—a commercial kitchen is very different than
a commercial food processing space. This action is necessary to explore
the potential feasibility and use of a shared use food facility in Weakley
County so that the path forward is clear and the correct partnerships can
be formed to implement a building project, and ensuring that the facility is
a viable project in the future. The study will define the type of facility,
building size, equipment needed and focus for the program of the facility
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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Action 4.5: Explore the potential creation of a shared community kitchen or commercial processing
space in Weakley County
(catering, pre-prepared foods, classes, canning, processing, etc.)
Measures of Success
Surveys and focus groups are utilized to gauge the level of interest
and types of uses wanted in Weakley County.
A feasibility study is conducted to determine the potential for use,
funding, and expected outcomes for the desired type of commercial
food facility
Timeframe for Completion
Administer surveys and focus groups (and local food assessment): 3- 9
months
Conduct feasibility study: Fall 2016 – Spring 2017
Taking the Lead Local Food NetworkSubcommittee, Northwest Tennessee Entreprenuer
Center, UTM
Supporting Cast
Cities, University of Tennessee Extension, University of Tennessee Martin
Agricultural Department, Northwest Tennessee Entrepreneurial Center,
USDA Rural Development, Tennessee Department of Agriculture, Weakley
County Health Department, Local Healthcare Providers
Cost Estimate
Dollars Time
Cost to create and administer
surveys ($1k)
Cost for feasibility study ($15k)
Volunteer time and staff time to
complete study process
Possible Funding Sources
USDA Rural Development, Community Development Block Grants, Delta
Regional Authority Grants/Loans, city capital funding, Weakley County
capital funding, Society of St. Andrews, Pathway Lending (Tennessee
based CDFI)
GOAL 5: Provide education and increase awareness of the benefits and
opportunities of a strong local food, local placemaking program
Action 5.1: Develop specific classes targeted to the general public on fruit and vegetable gardening
and preparing healthy meals from locally grown foods
Why is this important?
Despite a strong agricultural ethos in the region, there are many local
community members that are unaware of the potential for growing and/or
purchasing locally grown healthy foods. Production, preparation, and
consumption are all areas where increased awareness and education is
needed to grow interest and participation in the local food economy by a
broader base of community members. Preliminary classes could be
conducted in concert with demonstrations at farmers market, focusing on
the fruits and vegetables in season and for sale that week.
Measures of Success
Participation in classes and demonstrations
Increase in sales of locally grown foods resulting from class demos
(particularly at farmers markets)
Increased demand/supply of locally grown foods that are featured in
demo classes
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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Action 5.1: Develop specific classes targeted to the general public on fruit and vegetable gardening
and preparing healthy meals from locally grown foods
Timeframe for Completion
0-12 months (target October 2016) to prepare classes/curriculum by
location/target audience:
Farmers market venues for cooking/nutritional demos, piloting at
Dresden Farmers Market summer of 2016
Local schools, community centers, church kitchen venues
Healthy shopping and nutrition classes at nonprofit pantries/food
distributors
Taking the Lead
Local Food Network subcommittee
Supporting Cast
University of Tennessee Extension, University of Tennessee Martin
Dietician Program, Weakley County Health Department – access to
resources and volunteers, farmers markets, public health departments
and healthcare providers, churches, non-profits (food banks, pantries) and
state government
Cost Estimate
Dollars Time
$500 (cooking demo stage
and equipment) Volunteer time
Possible Funding Sources
Donated foods, University of Tennessee Martin, University of Tennessee
Extension, non-profits, professional culinary staff (local restaurant chefs),
professional nutritionists/dieticians
Action 5.2: Establish marketing and outreach programs that build on Action 4.1. but expand
messaging and education to incorporate health related benefits of buying, preparing and
eating local healthy foods; and living a healthy lifestyle that includes opportunities for
more walking and biking in the community.
Why is this important?
Building on the outreach and marketing plan described in Action 4.1,
designing and implementing programs that celebrate and highlight the
benefits of eating healthy, locally grown foods will strengthen public
knowledge and support of healthy lifestyles. Additionally, this action
provides opportunities to highlight the benefits of place-making efforts,
such as improving the walkability of downtown areas and completing trails
and greenways, as key components of a healthy community.
Measures of Success
Attendance at promoted events and activities
Increased public awareness of the importance of healthy lifestyles,
including both eating local, healthy foods, and utilizing bike and
walking trails
More people walking and biking in the community
Improved public health statistics
Timeframe for Completion
0-6 months: Participate in the creation and adoption of the Marketing Plan
(Action 4.1)
6 months – 2 years: Establish farm to table restaurant week in
downtowns; Establish Healthy Family Fun days (combine farmers markets,
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
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Action 5.2: Establish marketing and outreach programs that build on Action 4.1. but expand
messaging and education to incorporate health related benefits of buying, preparing and
eating local healthy foods; and living a healthy lifestyle that includes opportunities for
more walking and biking in the community.
trail activities, health fairs, etc. in downtowns)
Taking the Lead
Local Food NetworkSubcommittee , City of Dresden/City of Martin
Community Develpment, Weakley County Health Department, Weakley
County UT Extension
Supporting Cast Local healthcare providers, local wellness/health enthusiasts, parents and
teachers
Cost Estimate
Dollars Time
Potential costs of advertising
and events Volunteer time
Possible Funding Sources
Partner with local foundations and other organizations (Tennova e.g.
Hospital, Walk Tennessee, etc.) with strong interest/ties to improving
community health outcomes, in-kind articles and advirtisements in local
press and radio
Action 5.3: Establish new partnerships to promote local foods, healthy lifestyles and local economic
development efforts in coordination with Action 2.2
Why is this important?
Untapped capacity and resources exist in the region. Need to find
opportunities to leverage these resources locally and cross-pollinate
across different institutional, private, non-profit and public missions/goals
to better leverage limited resources. “Many hands make light the load.”
Measures of Success
Increased organizational resource sharing
Increased levels of resources available to support the implementation
of actions, events and initiatives
Improved public health outcomes
Growth in local businesses
Timeframe for Completion
0-6 months: establish Engagement subcommittee (see Action 2.2) and
identify/contact new potential partner organizations
6 months – 2 years: create new partnerships and engage with UTM
students more regularly on volunteer efforts
Taking the Lead Local Food Network Subcommittee
Supporting Cast Health Council, UTM College of Agriculture and Applied Sciences, private
employers, non-profits, hospitals, clinics
Cost Estimate Dollars Time
N/A Volunteer time
Possible Funding Sources N/A
Local Foods, Local Places Technical Assistance Program – Martin and Dresden, Tennessee
17
Action 5.4: Engage youth and retirees in local food entrepreneurism, healthy eating and living
programs and buy local economic development (conduct in concert with actions 2.3, 4.1.,
4.2, 4.4 and 5.1)
Why is this important?
Youth and retirees possess untapped potential to bring in additional
capacity and energy to the local foods movement. More attention to
cultivating the involvement of youth can help to create the next generation
of food entrepreneurs and healthier lifestyles, while engaging older
residents can encourage the passing of knowledge from one generation to
the next.
Measures of Success
Increase in enrollment for Agricultural studies in high schools and the
community college
More youth are engaged in local food system opportunities and
programs
Increase in number of new local farmers representing youth and
retiree demographics
Healthier options available/utilized by seniors
Timeframe for Completion
0-6 months: FFA and 4H clubs, Future Business Leaders of America
engaged and presentations/knowledge exchange opportunities created
6 months - 2 years: introduce new entrepreneurial programs aimed at
businesses focused on local foods
Taking the Lead Local Food Network Subcommittee or Task Force
Supporting Cast Local schools, parents, FFA, 4H, FBLA, Senior Centers, AARP, other youth
organizations and health/ag enthusiasts
Cost Estimate Dollars Time
TBD – cost for programs Volunteer time
Possible Funding Sources Grants (targeted for youth groups), UT Extension, Farm Bureau, USDA
Farm Services Agency
Local Foods, Local Places Technical Assistance Program – Martin and Dresden Tennessee
Appendix B:
Local and Regional Maps
Local Foods, Local Places Technical Assistance Program – Martin and Dresden Tennessee
Appendix C:
Community Participants Local Food Network Committee Members
Community Forum Participants
Local Foods, Local Places Community Forum DinnerFirst Name Last Name What is your farm/job/community title?
Christopher Ables VOLUNTEER, Media Design Consultant, UTM
Johnny Adaway UTM Student
Kate Ange Principal - Renaissance Planning
Lauren BeanCity of Dresden Community Development Director, Dresden Farmers
Market Manager, LFN Committee
David Belote City Alderman/TSF Director, Martin
Brenda Biggs Beekeeper, Gleason
Ronald Biggs Beekeeper, Gleason
Timothy BradyDixie Chile Ranch (Farm) /Write Up The Road Publishing & Media
(Business Editor), LFN Committee
Georgia Brown VOLUNTEER, UTM
Sue Byrd Chair and Professor, Textiles, Clothing and Fashion Merchandising, UTM
Stephen Clayton Emergency Services
Hannah Clayton Community Volunteer
Colleen Coury Regional Coordinator/Public Affairs, TN Department of Agriculture
Kim Crawford Legal Assistant
Jim Crawford James P's Special Recipe, Homemade BBQ Sauce
Gregory Dale Southern Region Community Economic Development Coordinator
Barb Darroch Assistant Professor of Plant and Soil Science, UTM
John Drummond Sunnyside Farm
Darlene Drummond Sunnyside Farm
Syrena Flowers West TN Director - Governor's Foundation for Health and Wellness
Paula Gale Professor Soil Science, UTM
Nicolle Gallagher Hidden Hill Farm CSA
Richard Gallagher Hidden Hill Farm CSA, Martin Farmers Market Manager
Samantha Goyret Director Weakley County Local Food Guide, NTEC, LFN Committee
Chip Gurkin Environmental Protection Specialist, US EPA
Jeffery Hames Pepsi TN HR Manager 2
Elton Hamilton Purple Iris of 1895 Owner
Bob Hathcock Retired Professor, Soil Sciences, UTM
Joel Howard Area Director, USDA Rural Development
Kimberly Howard Community Volunteer, LFN Committee
Kay Hudson Steele Plant Company, LFN Committee
Larry Hudson Steele Plant Co. LLC
Rachel HugheyGleason Downtown Revitalization Club Member, Waitress at Richie &
Reggie's in Dresden
Terri Jenkins-Brady Dixie Chile Ranch / Write Up The Road Publishing & Media (Editor)
Jahaan Jones UTM Student, Weakley County Press
Aggie Kovacs Volunteer, Community Member
Jeff Lannom Weakley County Extension Director
Robin Last Growing Garden Coordinator
Jacquelyn Laws Registered Dietitian Nutritionist, Tennova Volunteer Hospital
Ava Laycook Dietetian Weakley County Health Department
Sydney Lintner VOLUNTEER, UTM
Bryce Martin WLJT Crew (with Laura Standifer)
Greg Mathenia Farm Service Agency County Executive Director
Sherri McCarter Community Development Specialist, USDA Rural Development
Dede McClureWeakley County Health Department, Primary Care Nurse Assistance,
LFN Committee
Richard McIntosh Farm owner/operator Vine & Branch Farm
Linda McIntosh Farm owner/operator Vine & Branch Farm
Amy McLean Social Work Professor - UTM
Margaret Nagai VOLUNTEER, UTM University Scholar
Sharon Osborne Utopia Farm
Steve Osborne Utopia Farm
Beth Ostenson Teacher
Joseph Ostenson Assistant Professor of Psychology, UTM
Elizabeth Packard VOLUNTEER, UTM
Alethea Parker Southeast Partnership Coordinator, USDA Food & Nutrition Service
Eric Pelren Natural Resources Professor, UTM
Suzanne Pelren Pre-School Program Director, First United Methodist Church
Jacki Pierce Community Member
Michael Pierce Community Member
Denis Michael Pierce Ag, Geosciences and Natural Resources: FARM MANAGER, UTM
Diana Poole City of Gleason, Mayor
Carol ReedExecutive Director, Northwest Tennessee Entrepreneur Center, LFN
Committee
Audrey Roberts Community volunteer/farmer, Martin Beautiful Committee Member
Aaron Rowland Professor Sociology, UTM
Michael Salazar HUD Management Analyst
Valerie Sanders Steele Plant Farms
Ken Sanders Steele Plant Farms
Beverly Shelby UT Extension Agent - Family and Consumer Sciences, LFN Committee
Lesa Snider Jo P's Sweet Treats
Laura Standifer Segment Producer & Editor for WLJT channel 11, Live Green TN Show
Rachna Tewari Assistant Professor - Agribusiness, UTM
Brad ThompsonDirector of Economic and Community Development, City of Martin, LFN
Committee
Barbara Virgin Weakley County Chamber of Commerce
Jen Walker EPA Contract Consultant
Chelsea White Public Health Educator
Francine Wingate Oma's Country Kitchen (baked goods)
Todd Winters Dean, Department of Agriculture and Applied Sciences, LFN Committee
Ben Wolski WLJT Crew (with Laura Standifer)
Local Food Network Steering Committee 2017Name Association Email Phone Address City
Ashley Kite-Rowland Community Volunteer [email protected] 865.223.2441 Oxford Street Martin
Beverly Shelby
Family Consumer Science Education-
Weakley County UT Extension Agent [email protected] 731.364.3164 PO Box 168 Dresden
Brad Thompson
Director of Community Development,
Martin [email protected]
731.588.2507 /
Cell:
731.225.1107 PO Box 290 Martin
Brian Carroll
Dietician, Dietetic Internship Director,
Department of Family and Consumer
Sciences, UTM [email protected]
Mobile:
618.727.0523 ;
Office
731.881.7102
UTM, 330 F
Gooch Hall Martin
Carol Reed
Executive Director, NWTN Entrepreneur
Center [email protected] 731.587.4213 206 White Street Martin
Dede McClure
Weakley County Health Department,
Primary Care Nursing Assistant [email protected]
731.364.2210 ext
124 9852 Hwy 22 Dresden
Dr. Todd A. Winters
Dean of the College of Agriculture and
Applied Sciences, UTM [email protected] 731.881.7251 UTM, Brehm Hall Martin
Hannah Clayton Community Volunteer [email protected] 425.501.4175 Todd Street Martin
Kay Hudson Steele Plant Company [email protected] 731.648.5476
Steele Plant Co
LLC. 202 Collins
St Gleason
Lauren Fletcher
Market Manager Dresden Farmer's
Market, Dresden City Hall
dresdencommunitydevelopment@
gmail.com 731.364.2151
117 W. Main
Street Dresden
Samantha Goyret
Program Administrator, NTEC / Local
Food Network Coordinator [email protected] 731.281.4770 206 White Street Martin
Timothy D. Brady The Dixie Chili Ranch [email protected]
731.225.0456
(Cell)
731.749.8567
(Home)
3159 E. Union
Grove Road Kenton
Trista Snider
Weakley County School Nutrition
Supervisor [email protected] 731.364.3347
759 Linden Street,
Suite A Dresden
Local Foods, Local Places Technical Assistance Program
Appendix D:
Funding Resources
Local Foods, Local Places Technical Assistance Program
Page 1
Local Food Systems Funding Programs – Federal/State
Cities and towns can strengthen their local food systems through a variety of federal projects and
programs. The USDA and other federal agencies are committed to supporting local food systems –
whether it’s by working with producers, engaging with communities, financing local processing and
distribution, or helping retailers develop local food connections. Below is a list of just some of the
resources available. This information and more can be found on the USDA’s Know Your Farmer,
Know Your Food initiative website at www.usda.gov/knowyourfarmer.
USDA Agricultural Marketing Service
Farmers’ Market and Local Food Promotion Program
This new program makes $30 million available annually to farmers markets, other direct producer-
to-consumer venues, and other businesses in the local food supply chain. Funding is evenly split
between two components: Farmers Market Promotion Program (FMPP) for direct consumer-to-
producer marketing opportunities, and Local Food Promotion Program (LFPP) for local and regional
food business enterprises. Both FMPP and LFPP have a maximum grant of $100,000, and the
LFPP applicants must have 25% matching funds or in-kind donations. By supporting development
and marketing activities for farmers markets, food hubs, roadside stands, agri-tourism activities
and other producer to consumer markets, the program can help small and mid-sized farmers
access markets. For more information, visit http://www.ams.usda.gov/AMSv1.0/FMPP (FMPP) or
http://www.ams.usda.gov/AMSv1.0/LFPP (LFPP).
Specialty Crop Block Grant Program
The purpose of USDA’s Specialty Crop Block Grant Program (SCBGP) is to enhance the
competitiveness of specialty crops, including locally grown crops. These investments strengthen
rural American communities by supporting local and regional markets and improving access to
fresh, high quality fruits and vegetables for millions of Americans. These grants also help growers
make food safety enhancements, solve research needs, and make better informed decisions to
increase profitability and sustainability. Organizations or individuals interested in the SCBGP
should contact their state departments of agriculture – which administer the grant program – for
more information. The 2014 Farm Bill significantly increased funding for the program. More
information is available here:
http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&rightNav1=
SpecialtyCropBlockGrant0Program&topNav=&leftNav=CommodityAreas&page=SCBGP&resultType.
Organic Cost Share Programs
The 2014 Farm Bill also gave USDA new tools and resources to support the growing $35 billion
organic industry by more than doubling previous support through the organic cost-share programs,
making certification more accessible than ever for even the smallest certified producers and
handlers. Organic producers and handlers can now apply directly through their State contacts to
get reimbursed for up to 75 percent of the costs of organic certification, up to an annual maximum
of $750 per certificate. More information is available at
http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateQ&leftNav=Na
tionalOrganicProgram&page=NOPCostSharing&description=Organic%20Cost%20Share%20Progra
m&acct=nopgeninfo.
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Federal State Marketing Improvement Program (FSMIP)
This grant program provides matching funds to state departments of agriculture, state agricultural
experiment stations, and other appropriate state agencies to assist in exploring new market
opportunities for U.S. food and agricultural products, and to encourage research and innovation
aimed at improving the efficiency and performance of the marketing system. FSMIP is designed to
support research projects that improve the marketing, transportation, and distribution of U.S.
agricultural products. FSMIP is a collaborative effort between Federal and State governments –
matching funds go toward projects that bring new opportunities to farmers and ranchers. More
information is available at www.ams.usda.gov/fsmip.
USDA Rural Development
Business and Industry Guarantee Loan Program
The purpose of USDA’s Business and Industry (B&I) Guaranteed Loan Program is to improve,
develop, or finance business, industry, and employment and improve the economic and
environmental climate in rural communities. Through this program, USDA provides guarantees on
loans made by private lenders to help new and existing businesses gain access to affordable
capital by lowering the lender’s risk and allowing for more favorable interest rates and terms.
Projects that are eligible under the locally or regionally produced agricultural food products initiative
may be located in urban areas as well as rural areas. Locally or regionally produced agricultural
food products are loan guarantees made to establish and facilitate entities that process,distribute,
aggregate, store, and/or market locally or regionally produced agricultural food products to support
community development and farm and ranch income. The term “locally or regionally produced
agricultural food product” means any agricultural food product that is raised, produced, and
distributed in the locality or region in which the final product is marketed, so that the total distance
that the product is transported is less than 400 miles from the origin of the product, or in the State
in which the product is produced. The Business and Industry Loan Guarantee program is available
on a rolling basis throughout the year. More information is available here:
http://www.rd.usda.gov/programs-services/business-industry-loan-guarantees/
Value-Added Producer Grants (VAPG)
The primary objective of USDA’s Value-Added Producer Grant Program (VAPG) is to help agricultural
producers enter into value-added activities related to the processing and/or marketing of bio-based
value-added products. VAPG grants are available to producers or producer groups in urban and
rural areas. Eligible projects include business plans to market value-added products, evaluating the
feasibility of new marketing opportunities, expanding capacity for locally and regionally-grown
products, or expanding processing capacity. More information is available here:
http://www.rd.usda.gov/programs-services/value-added-producer-grants.
Community Facilities Direct Loan and Grant Program
USDA’s Community Facilities Direct Loan and Grant program provides infrastructure support in rural
communities under 20,000 people. Grants and loans have been used for commercial kitchens,
farmers markets, food banks, cold storage facilities, food hubs and other local food infrastructure.
Grants are available to public entities such as municipalities, counties, and special-purpose
districts, as well as non-profits and tribal governments. Grant funds can be used to construct,
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enlarge, or improve community facilities and can include the purchase of equipment required for a
facility's operation. More information is available here: http://www.rd.usda.gov/programs-
services/community-facilities-direct-loan-grant-program.
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Rural Business Development Grants
This new USDA-RD program essentially combines the former Rural Business Enterprise Grant
program (RBEG) and the Rural Business Opportunity Grant program (RBOG). The competitive grant
program supports targeted technical assistance, training and other activities leading to the
development or expansion of small and emerging private businesses in rural areas. Programmatic
activities are separated into enterprise or opportunity type grant activities. Towns, cities, state
agencies, and non-profit organizations are among the eligible applicants.
Enterprise type grant funds must be used on projects to benefit small and emerging businesses in
rural areas as specified in the grant application. Uses may include:
Training and technical assistance, such as project planning, business counseling/training,
market research, feasibility studies, professional/technical reports, or product/service
improvements.
Acquisition or development of land, easements, or rights of way; construction, conversion,
renovation, of buildings, plants, machinery, equipment, access streets and roads, parking
areas, utilities.
Pollution control and abatement.
Capitalization of revolving loan funds including funds that will make loans for start-ups and
working capital.
Distance adult learning for job training and advancement.
Rural transportation improvement.
Community economic development.
Technology-based economic development.
Feasibility studies and business plans.
Leadership and entrepreneur training.
Rural business incubators.
Long-term business strategic planning.
Opportunity type grant funding must be used for projects in rural areas and they can be used for:
Community economic development.
Technology-based economic development.
Feasibility studies and business plans.
Leadership and entrepreneur training.
Rural business incubators.
Long-term business strategic planning.
For more information, visit: http://www.rd.usda.gov/programs-services/rural-business-
development-grants.
USDA Natural Resource Conservation Service
Environmental Quality Incentives Program (EQIP)
EQIP provides cost-share and technical assistance to farmers and ranchers in planning and
implementing conservation practices that improve the natural resources (e.g. soil, water, wildlife)
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on their agricultural land and forestland. A practice supported through EQIP is the installation of
seasonal high tunnels (also known as hoop houses), which are unheated greenhouses that can
extend a producer's growing season while conserving resources. In addition, EQIP can help
producers transition to organic production or help those growers already certified maintain their
certification. More information is available here:
http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/financial/eqip/
USDA National Institute of Food and Agriculture
Community Food Projects
Community Food Projects are designed to increase food security in communities by bringing the
whole food system together to assess strengths, establish linkages, and create systems that
improve the self-reliance of community members over their food needs. Grants are intended to help
eligible private nonprofit entities in need of a one-time infusion of federal assistance to establish
and carryout multipurpose community food projects. More information is available here:
http://www.nifa.usda.gov/funding/cfp/cfp_synopsis.html.
Food Insecurity Nutrition Incentive (FINI) Grant Program
The 2014 Farm Bill created the Food Insecurity Nutrition Incentive (FINI) Grant Program to support
projects to increase the purchase of fruits and vegetables among low-income consumers
participating in the Supplemental Nutrition Assistance Program (SNAP) by providing incentives at
the point of purchase. There are three categories of projects: (1) FINI Pilot Projects (awards not to
exceed a total of $100,000 over one year); (2) Multi-year, community-based FINI Projects (awards
not to exceed a total of $500,000 over no more than four years); and (3) Multi-year, FINI Large-
Scale Projects (awards of $500,000 or more over no more than four years). All grants must have
the support of the State agency responsible for the administration of SNAP and include effective
and efficient technologies for benefit redemption systems that may be replicated in other States
and communities. For example projects and details on grant requirements, visit their website at
https://nifa.usda.gov/program/food-insecurity-nutrition-incentive-fini-grant-program
Beginning Farmers and Ranchers Development Program
This program provides grants to organizations that train, educate, and provide outreach and
technical assistance to new and beginning farmers on production, marketing, business
management, legal strategies and other topics critical to running a successful operation. The
Agriculture Act of 2014 provided an additional $20 million per year for 2014 through 2018. The
reasons for the renewed interest in beginning farmer and rancher programs are: the rising average
age of U.S. farmers, the 8% projected decrease in the number of farmers and ranchers between
2008 and 2018, and the growing recognition that new programs are needed to address the needs
of the next generation of beginning farmers and ranchers. More information is available here:
http://www.nifa.usda.gov/fo/beginningfarmersandranchers.cfm.
Small Business Innovation Research (SBIR) program
SBIR grants help small businesses conduct high quality research related to important scientific
problems and opportunities in agriculture. Research is intended to increase the commercialization
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of innovations and foster participation by women-owned and socially and economically
disadvantaged small businesses in technological innovation. Grants can be applied towards many
areas or research, including projects that manage the movement of products throughout a supply
chain, develop processes that save energy, and capture and relay real-time market data. More
information is available here: http://nifa.usda.gov/program/small-business-innovation-research-
program.
Sustainable Agriculture Research and Education (SARE)
The mission of the SARE program is to advance sustainable innovations in American agriculture.
SARE is uniquely grassroots, administered by four regional offices guided by administrative councils
of local experts. Non-profit organizations, researchers, and individuals producers are eligible to
apply. More information is available here: http://www.sare.org/.
Agriculture and Food Research Initiative (AFRI)
AFRI is charged with funding research, education, and extension grants and integrated research,
extension, and education grants that address key problems of National, regional, and multi-state
importance in sustaining all components of agriculture, including farm efficiency and profitability,
ranching, renewable energy, forestry (both urban and agroforestry), aquaculture, rural communities
and entrepreneurship, human nutrition, food safety, biotechnology, and conventional breeding.
Providing this support requires that AFRI advances fundamental sciences in support of agriculture
and coordinates opportunities to build on these discoveries. This will necessitate efforts in
education and extension that deliver science-based knowledge to people, allowing them to make
informed practical decisions. For more information:
http://www.nifa.usda.gov/funding/afri/afri.html.
USDA Farm Service Agency
Microloan Program
The Farm Service Agency’s (FSA) microloan program is available to agricultural producers in rural
and urban areas and provides loans of up to $35,000 on a rolling basis. Streamlined paperwork
and flexible eligibility requirements accommodate new farmers and small farm operations. Larger
loans are also available through FSA. Contact your local FSA office and visit
http://www.fsa.usda.gov/programs-and-services/farm-loan-programs/microloans/index for more
information.
Farm Storage Facility Loans
These loans finance new construction or refurbishment of farm storage facilities. This includes cold
storage and cooling, circulating, and monitoring equipment, which can be particularly important to
those growing for local fresh markets. Interested producers should contact their local FSA office
and visit
http://www.fsa.usda.gov/FSA/newsReleases?area=newsroom&subject=landing&topic=pfs&newsty
pe=prfactsheet&type=detail&item=pf_20140310_frnln_en_prg.html.
USDA Food and Nutrition Service
Farm to School Grants
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Farm to School Grants are available to help schools source more food locally, and to provide
complementary educational activities to students that emphasize food, farming, and nutrition.
Schools, state and local agencies, tribal organizations, producers and producer groups, and non-
profits are eligible to apply. Planning, implementation, and support service grants are available
from $20,000 to $100, 000. More information and resources are available at
www.fns.usda.gov/farmtoschool/farm-school.
Supplemental Nutrition Assistance Program (SNAP)
As of 2014, more than 2,500 farmers’ markets nationwide are set up to accept SNAP’s electric
benefit transfer (EBT) cards. Benefits can be used to purchase many of the foods sold at farmers’
markets, including fruits and vegetables, dairy products, breads and cereals, and meat and poultry.
They can also purchase seeds and plants which produce food for the household to eat. More
information about SNAP benefits at farmers’ markets is available from USDA here:
http://www.fns.usda.gov/ebt/learn-about-snap-benefits-farmers-markets.
WIC Farmers’ Market Nutrition Program (FMNP)
This program provides coupons for local food purchases to women, infants, and children that are
eligible for WIC benefits. The coupons can be used to purchase eligible foods from farmers,
farmers’ markets, and roadside stands. Only farmers, farmers’ markets, and roadside stands
authorized by the State agency may accept and redeem FMNP coupons. Individuals who
exclusively sell produce grown by someone else such as wholesale distributors, cannot be
authorized to participate in the FMNP. For more information, visit:
http://www.fns.usda.gov/fmnp/overview.
Senior Farmers’ Market Nutrition Program
This program, similar to FMNP, awards grants to States, United States Territories, and federally-
recognized Indian tribal governments to provide low-income seniors with coupons that can be
exchanged for eligible foods (fruits, vegetables, honey, and fresh-cut herbs) at farmers' markets,
roadside stands, and community supported agriculture programs. For more information, visit:
http://www.fns.usda.gov/sfmnp/overview.
Funding Programs in Support of Other Livable Community Projects
The programs listed below are popular resources that support a variety of livability projects. The
publication “Federal Resources for Sustainable Rural Communities” is a useful guide from the HUD-
DOT-EPA Partnerships for Sustainable Communities that describes several additional resources:
http://www.sustainablecommunities.gov/partnership-resources/federal-resources-sustainable-rural-communities-guide
National Endowment for the Arts Our Town Grants
The National Endowment for the Arts’ Our Town grant program is the agency's primary creative
placemaking grants program. Projects may include arts engagement, cultural planning, and design
activities. The grants range from $25,000 to $200,000. Our Town invests in creative and
innovative projects in which communities, together with their arts and design organizations and
artists, seek to:
Improve their quality of life;
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Encourage greater creative activity;
Foster stronger community identity and a sense of place; and
Revitalize economic development.
More information: http://arts.gov/grants/apply-grant/grants-organizations
EPA Brownfields Programs
Area-wide Planning Pilot Program: Brownfields Area-Wide Planning is an EPA grant program
which provides funding to recipients to conduct research, technical assistance and training
that will result in an area-wide plan and implementation strategy for key brownfield sites,
which will help inform the assessment, cleanup and reuse of brownfields properties and
promote area-wide revitalization. Funding is directed to specific areas, such as a
neighborhood, downtown district, local commercial corridor, or city block, affected by a
single large or multiple brownfield sites. More information:
http://www.epa.gov/brownfields/areawide_grants.htm.
Assessment Grants: Assessment grants provide funding for a grant recipient to inventory,
characterize, assess, and conduct planning and community involvement related to
brownfields sites. Eligible entities may apply for $200,000 and up to $350,000 with a
waiver. More information: http://www.epa.gov/brownfields/assessment_grants.htm.
Revolving Loan Fund Grants: Revolving Loan Fund (RLF) grants provide funding for a grant
recipient to capitalize a revolving loan fund and to provide subgrants to carry out cleanup
activities at brownfield sites. More information is available here:
http://www.epa.gov/brownfields/rlflst.htm.
Cleanup Grants: Cleanup grants provide funding for a grant recipient to carry out cleanup
activities at brownfield sites. An eligible entity may apply for up to $200,000 per site. More
information is available here: http://www.epa.gov/brownfields/cleanup_grants.htm.
Transportation Alternatives Program (TAP)
The Federal Highway Administration’s TAP provides funding for programs and projects defined as
transportation alternatives, including on- and off-road pedestrian and bicycle facilities,
infrastructure projects for improving non-driver access to public transportation and enhanced
mobility, community improvement activities, and environmental mitigation; recreational trail
program projects; safe routes to school projects; and projects for planning, designing, or
constructing boulevards and other roadways largely in the right-of-way of former Interstate System
routes or other divided highways. In rural areas, these funds are typically allocated by state
departments of transportation. For more information, visit:
http://www.fhwa.dot.gov/map21/guidance/guidetap.cfm. For more information on Safe Routes to
School projects and programs (which are eligible for funding under TAP), visit:
http://www.fhwa.dot.gov/environment/safe_routes_to_school/.
Local Foods, Local Places Technical Assistance Program
Appendix E: References
Local Foods, Local Places Technical Assistance Program
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USDA Know Your Farmer Know Your Food
The Know Your Farmer, Know Your Food initiative is a USDA-wide effort to carry out the
Department’s commitment to strengthening local and regional food systems. The Know Your
Farmer Know Your Food website provides a “one stop shop” for resources, from grants and loans to
toolkits and guidebooks, from agencies and offices across the Department. The website also
contains the Know Your Farmer Know Your Food Compass Map, which shows efforts supported by
USDA and other federal partners as well as related information on local and regional food systems.
http://www.usda.gov/wps/portal/usda/knowyourfarmer?navid=KNOWYOURFARMER
Farmers’ Markets General
USDA National Farmers Market Directory
Provides members of the public with convenient access to information about U.S. farmers’ market
locations, directions, operating times, product offerings, and accepted forms of payment.
http://search.ams.usda.gov/farmersmarkets/
USDA’s “National Farmers Market Manager Survey”
Nearly 1,300 farmers’ market managers responded to this national survey conducted in2006.
http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5077203&acct=wdmge
ninfo
USDA’s “Supplemental Nutrition Assistance Program (SNAP) at Farmers Markets: A How-To
Handbook”
This 2010 report from USDA describes how farmers’ markets can accept SNAP benefits. SNAP is
the federal government’s nutritional assistance program. It was formerly known as food stamps.
http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5085298&acct=wdmge
ninfo
Appalachian Sustainable Agriculture Project’s “Sharing the Harvest: A Guide to Bridging the Divide
between Farmers Markets and Low-Income Shoppers.”
This 2012 report from ASAP describes strategies for bridging the divide between farmers’ markets
and low income shoppers.
http://asapconnections.org/local-food-research-center/reports/
USDA’s “Connecting Local Farmers with USDA Farmers Market Nutrition Program Participants”
This 2010 report from USDA describes how providing transportation can help low-income
individuals overcome barriers to accessing farmers markets.
http://www.ams.usda.gov/AMSv1.0/farmersmarkets
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Farmers’ Markets Management
Oregon State University’s “Understanding the Link Between Farmers’ Market Size and Management
Organization.”
This report, supported by the USDA, explored internal management issues of farmers’ markets and
describes tools that can help make farmers’ markets sustainable.
http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5071342
Appalachian Sustainable Agriculture Project’s “25 Best Practices for Farmers’ Markets.”
This report describes 25 best practices in the areas of management, regulations, risk management,
food safety, improving vendor sales, and marketing/outreach/promotion/social media.
http://asapconnections.org/tools-for-farmers/hosting-a-farmers-market/farmers-market-
makeover/
Food Hubs
USDA’s “Moving Food Along the Value Chain: Innovations in Regional Food Distribution”
This 2012 report from USDA examined eight case studies of food value chains and provides some
practical lessons about the challenges they face and lessons learned.
http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateA&navI
D=WholesaleandFarmersMarkets&leftNav=WholesaleandFarmersMarkets&page=FoodHub
ResearchReleasesBlogs&description=Food%20Hub%20Research,%20Releases,%20Blog%2
0Posts,%20and%20Articles
USDA’s “Regional Food Hub Resource Guide”
USDA released this primer on food hubs and the resources available to support them in 2012.
http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5097957
Michigan State University’s and Wallace Center’s “State of the Food Hub – 2013 National Survey
Results”
This survey of more than 100 food hubs across the United States quantifies the scope, scale, and
impacts of local food hubs.
http://www.wallacecenter.org/resourcelibrary/state-of-the-food-hub-2013-national-survey-
results
Wholesome Wave’s “Food Hub Business Assessment Toolkit”
The toolkit provides tools to access a food hub businesses’ readiness for investment.
http://www.wholesomewave.org/wp-content/uploads/2014/08/HFCI-Food-Hub-Business-
Assessment-Toolkit.pdf
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Community Kitchens
Culinary Incubator’s Community Kitchen Database
This site provides a description and interactive map of community kitchens across the United
States.
http://www.culinaryincubator.com/maps.php
Community Gardens
Centers for Disease Control and Prevention’s Community Gardens Website
http://www.cdc.gov/healthyplaces/healthtopics/healthyfood/community.htm
Vermont Community Garden Network’s Garden Organizer Toolkit
http://vcgn.org/garden-organizer-toolkit/
Farm to School
USDA’s Farm to School Website
USDA provides information on its website about Farm to School programs and how to get one
started in your community.
http://www.fns.usda.gov/farmtoschool/implementing-farm-school-activities
http://www.fns.usda.gov/farmtoschool/farm-school
Land Use
American Planning Association’s (APA’s) “Zoning for Urban Agriculture”
The APA in 2010 prepared an article on urban agriculture zoning in its March 2010 Zoning Practice.
https://www.planning.org/zoningpractice/2010/pdf/mar.pdf
American Planning Association’s (APA’s) “Zoning for Public Markets and Street Vendors”
The APA also prepared an article on zoning for public markets in its February 2009 Zoning Practice.
https://www.planning.org/zoningpractice/2010/pdf/mar.pdf
Other
CDC’s Report “Recommended Community Strategies and Measurements to Prevent Obesity in the
United States”
Report documenting strategies to implement for obesity prevention.
http://www.cdc.gov/obesity/resources/recommendations.html
Food Value Chains: Creating Shared Value to Enhance Marketing Success
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The report provides an overview of how food value chains are initiated, structured, how they
function and the business advantages and challenges of this approach.
http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateA&nav
ID=FoodValueChainsPageWholesaleAndFarmersMarkets&rightNav1=FoodValueChainsPage
WholesaleAndFarmersMarkets&topNav=&leftNav=WholesaleandFarmersMarkets&page=Fo
odValueChains&resultType=&acct=wdmgeninfo
Wholesale Markets and Facility Design
Provides technical assistance and support to customers regarding the construction of new
structures or the remodeling of existing ones. These facilities include wholesale market, farmers
markets, public markets, and food hubs.
http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&nav
ID=WholesaleandFarmersMarkets&leftNav=WholesaleandFarmersMarkets&page=WFMWh
olesaleMarketsandFacilityDesign&description=Wholesale%20Markets%20and%20Facility%
20Design&acct=facdsgn
Organic Agriculture
USDA is committed to helping organic agriculture grow and thrive. This is a one-stop shop with
information about organic certification and USDA-wide support for organic agriculture.
www.usda.gov/organic
Fruit and Vegetable Audits
Audits for Good Agricultural Practices and Good Handling Practices can help producers access
commercial markets by verifying that fruits and vegetables are produced, packed, handled, and
stored in the safest manner possible to minimize risks of microbial food safety hazards.
http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&pa
ge=GAPGHPAuditVerificationProgram
USDA Certification for Small and Very Small Producers of Grass-fed Beef and Lamb
Allows small and very small-scale producers to certify that their animals meet the requirements of
the grass-fed marketing claim standard, helping them differentiate themselves and communicate
value to their customers.
http://www.ams.usda.gov/AMSv1.0/GrassFedSVS
Local and Regional Market News
Provides reports on local and regional food outlets, providing producers and consumers with instant
access to prices from farmers markets, farmers’ auctions, food hubs, and direct-to-consumer sales,
providing support to even the smallest farmers and producers.
http://www.ams.usda.gov/AMSv1.0/MarketNewsLocalRegional
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Local Food Systems Resources – Tennessee
University of Tennessee’s Center for Profitable Agriculture – Farmers Markets
https://ag.tennessee.edu/cpa/Pages/Farmers-Markets.aspx
University of Tennessee’s Center for Profitable Agriculture – Agritourism
https://ag.tennessee.edu/cpa/Pages/IdeastoAction/Overview.aspx
University of Tennessee’s Center for Profitable Agriculture – Business Development
https://extension.tennessee.edu/Pages/ANR-CED-Business-Development.aspx
Local Foods, Local Places Technical Assistance Program – Martin and Dresden Tennessee
Appendix F:
Presentation Slides
Local Foods, Local PlacesMartin and Dresden, TNMarch 21, 2016 - Day 1
A Program of the U.S. Environmental Protection Agency, U.S. Department of Agriculture, U.S. Department of Transportation,Appalachian Regional Commission, Delta Regional Authority, and Centers for Disease Control and Prevention
Program Background• A joint project of:
• U.S. Environmental Protection Agency (EPA)• U.S. Department of Agriculture (USDA)• Appalachian Regional Commission (ARC)• Delta Regional Authority (DRA)• U.S. Department of Transportation (DOT)• Centers for Disease Control and Prevention (CDC)
• With participation from:• U.S. Department of Housing and Urban Development• State, regional and local agencies and organizations• Educational institutions
Planning technical assistance in 26 communities across the United States
Assist in their efforts to promote local foods and invest in existing places.
Workshop Agenda
• Day 1• Work Session 1 (Visioning and Values
Where are we now? Where do we want to be? What are our existing assets)
• Day 2• Work Session 2 (What needs to happen?)• Work Session 3 (How are we going to make it happen?)
LFLP Program Purpose• Desired outcomes
• More economic opportunities for local farmers and businesses.
• Better access to healthy local food, especially among disadvantaged groups.
• Revitalized downtowns, Main Streets, and existing neighborhoods.
• End product• New connections among people to build capacity for success.
• An action plan with goals and strategies for achieving these outcomes.
More economic opportunities for local farmers and businesses.
• Increase Local Production
• Increase Local Consumer Sales
• Foster Food Entrepreneurs
• Foster Other Local Business Growth
Pickle Man. Credit: Jason Espie
Better access and consumption of healthy local food, especially among disadvantaged groups.
• Innovative Markets• Healthy Foods
Education• Production• Preparation• Consumption
• Healthy Neighborhood Initiatives
Mobile Fresh Market. Credit: Alan Steinbeck
Revitalized downtowns, Main Streets, and existing neighborhoods.
• Walkable and BikeableVillage Centers
• Thriving Local Businesses
• Local Foods in Local Restaurants
• Reinvest in Existing Communities
Sarasota Saturday Market. Credit: Renaissance Planning Group
Real world sucesses
Access to healthy, local food
Williamson, West Virginia Community Garden Image Credit: Renaissance Planning Group
Access to healthy, local food
Williamson, West Virginia Community Garden - Today Image Credit: Renaissance Planning Group
Access to healthy, local food
Watauga County, North Carolina Farmers Market Image Credit: Jen Walker
Access to healthy, local food
Huntington, West Virginia. Wild Ramp Market Image Credit: Renaissance Planning Group
Economic Opportunities – Scaling Up
Duffield, Virginia. Appalachian Harvest Food HubImage Credit: Appalachian Sustainable Development
Economic Opportunities – Resiliency
Lattin Farms - Fallon, NVImage Credit: Renaissance Planning Group
Economic Opportunities – Future Entrepreneurs
Acadiana High School, Lafayette, LA – Meat Processing Ag Class
Revitalize Downtown, Main Street, Neighborhoods
Pikeville, Tennessee. Streetscape Overhaul and Downtown Farmers MarketImage Credit: Renaissance Planning Group
Revitalize Downtown, Main Street, Neighborhoods
New Albany, Mississippi. New Retail on the Tanglefoot Rail TrailImage Credit: Renaissance Planning Group
Local Food System Goals
• Strengthen existing farmer’s markets in Martin and Dresden
• Leverages key people/organizations in advancing local food system initiatives
• Advance place-making, community health and wellness and economic development initiatives in support of downtown revitalization
• Foster local business growth and entrepreneurism through local foods and place-making
Local Food SystemWhat is it and why should we care?
Global Food System
Refrigerated Truck. Credit: TruckPR, Flickr
Cargo plane. Credit: Helmuts Guigo, FlickrContainer train. Credit: Jaxport, Flickr
Berry Farm. Credit: Glenn Nelson, Flickr Distribution. Credit: Stu Mayhew, Flickr
Vendors. Credit: Whitley Co Farmers Market
Local Processors. Credit: Town of Burgaw, NC
Local Farmers. Credit: Eric Mathis, City of Williamson, WV
Eaters. Credit: Michel Bish, Flickr
Local Food System
Credit: USDA
One Definition of Local Foods
• Food produced, processed, and distributed within a particular geographic boundary that consumers associate with their own community.
Source: USDA ERS. Local Food Systems: Concepts, Impacts, and Issues. May 2010.
Benefits
Advancing Local Foods
Popular Strategies
Community Gardens
Farmers Markets
Incubator Kitchens
Popular Strategies
Farm to School Programs
Local Food Hubs
Federal Funding for Local Foods is Up
•Beginning Farmer and Rancher Development Program•Specialty Crop Block Grant ProgramProducers
•Community Food Projects Grant Program•Rural Business Enterprise Grants •Value Added Producer Grants
Process/Aggregate/Distribute
•Farmers Markets and Local Food Promotion Program•Community Facilities GrantsVenues
•Food Insecurity Nutrition Incentive Program•Senior Farmers Market Nutrition Program•Farm to School Grants
Eaters
Local Food Systems are Growing Rapidly
2,863
52 6
3,706
71400
5,274
168
2,051
8,375
227
4,322
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Farmers Markets Food Hubs Farm to School Programs2000-01 2004 2009 2014
Source: USDA
Diners Want Local OptionsTop Restaurant Trends for 2015
• Locally sourced meats and seafood#1• Locally grown produce#2• Environmental sustainability#3• Healthful kids’ meals#4• Natural ingredients/minimally processed food#5
Source: National Restaurant Association. “2015 Culinary Forecast.” 2014
Grocery Shoppers Want Local Options
• Believe local foods help local economies 66%
• Believe local foods deliver a better and broader assortment of products 60%
• Believe local foods provide healthier alternatives45%
Source: AT Kearney. “Buying into the Local Food Movement.” 2013
Room to GrowU.S. Agricultural Sales 2007
(Edible Products Only)
All Other Sales Direct to Consumer Sales
Direct to consumer sales are growing faster than all agricultural sales
• $551 million in 1997• $1.2 billion in 2007• $1.3 billion in 2012
• But account for only 0.8% of U.S. agricultural sales in 2007 (edible products)
Why the Growing Interest in Local Foods and Local Places?
Health Concerns
• Adolescent Obesity Quadrupled from 1980 to 2012 (5% to 21%)
• 35% of US Adult Obese
• Medical cost of obesity = $147 Billion in 2008
• Nutrition is a key factor
• Physical activity a factor
• Need for safe places to walk, bike, recreate Image Credit: Time Magazine.
Environmental Concerns
• Greenhouse gas emissions
• U.S. food system accounts for 16% of energy use
• Use of chemicals, pesticides, and energy-based fertilizers in farming
• Loss of farmland to development
Applying Pesticides to Corn. Image Credit: Wisconsin Department of Natural Resources.
Economic Concerns
• Decline of traditional downtowns and Main Street districts
• Loss of local businesses that make local places unique
• Leakage of local dollars to national retailers
• Slow job growth and stagnant wages Downtown Forest City, NC. Image Credit: Renaissance Planning Group.
Food + Place Benefits
• Placing local food venues downtown and in existing neighborhoods helps businesses
• New Albany, Mississippi’s downtown merchants reported a 25% increase in sales during the 2nd Saturday of each month (when the farmers market expands to include music & art)
Downtown New Albany, MS. Image Credit: Renaissance Planning Group.
Food + Place Benefits
Better access to supermarkets corresponds to healthier eating:
For every additional supermarket in a census tract, produce consumption increases 32 percent for African Americans and 11 percent for whites
Image Credit: www.drjudynd.comSource: PolicyLink and the Food Trust, “The Grocery Gap”
Food + Place Benefits
• Investing in places like existing main streets, neighborhoods and downtowns can support environmental, economic and public health goals
• Creating vibrant walkable centers• Encouraging mixtures of uses,
transportation and housing choices• Revitalizing existing centers and
reducing pressure to develop in greenfield locations Downtown Asheboro, NC Image Credit: Alan Steinbeck
Food + Place Benefits
• Local foods reflect unique assets of a community which in turn becomes part of the local brand
• Local brand contributes to a strong sense of place which in turn can serve as an economic driver
Your Community
Local Supply: Producers in Weakley County
Category 2012 TotalsTotal Farms 861Vegetable Farms 13Fruit, Tree Nut, and Berry Farms 2Livestock, Poultry, and their Products Farms 637
Total Agriculture Sales $129.6 millionDirect to Consumer Sales (such as via farmers market) $1.8 millionSource: 2012 Census of Agriculture
Direct to consumer sales increased from $1.6 million in 2007
Local Demand: Food Purchases
Source: ESRI Household Budget Expenditures, 2015
Total Household Expenditures $47,952.51 $667,259,129Food Expenditures $5,861.60 $81,564,144Food at Home $3,680.59 $51,212,688Food Away from Home $2,181.20 $30,351,455Alcoholic Beverages $348.20 $4,845,227
Annual Spending Per Household
Annual Spending Total for Weakley
Health Dynamics
Health Indicator Weakley County
Relative to Peer Counties
Adult obesity 24.0% BetterAdult diabetes 9.8% BetterAdults reporting fair or poor health 23.0% On ParPeople that are low income and do not live near a grocery store 4.5% Better
Source: CDC Community Health Status Indicators 2015
Community Challenges
• Improving coordination between farmer’s markets and downtown businesses
• Creating downtown/main streets as a key destination• More education on benefits/opportunities around
local foods (health and business) • Increasing production of local produce• Increasing younger farming entrepreneurs• Completing the bike and walk networks
Community Opportunities
• Trail initiatives and farmers market pavilions• University of Tennessee• Soybean Festival • Agricultural heritage and culture • Downtowns already have active businesses • Connecting interested people in advancing initiatives
This I believe…
• About the future of Weakley County• About the local food + place initiatives
Mapping Your Local Food System
Elements of the Local Food System
Image Credit: Poiesis Design and Planning
Weakley County Local Food System
• Identify a map drafter and a presenter.• Brainstorm the key elements in your
local food system.• Write down the elements by category.• Connect elements with lines:
• Solid lines indicate strong relationships• Dashed lines indicate relationships that
need to be strengthened or are lacking.• Use question marks to indicate areas of
confusion or potential controversy.
Weakley County Food System
• What are the strongest local food assets we already have?
• What are the strongest relationships that already exist?
• Where are the biggest gaps?• What are some ideas to close the gaps?
Local Foods, Local Places
Martin and Dresden, TN
March 22, 2016 - Day 2
A Program of the U.S. Environmental Protection Agency, U.S. Department of Agriculture, U.S. Department of Transportation,
Appalachian Regional Commission, Delta Regional Authority, and Centers for Disease Control and Prevention
Program Background • A joint project of:
• U.S. Environmental Protection Agency (EPA)
• U.S. Department of Agriculture (USDA)
• Appalachian Regional Commission (ARC)
• Delta Regional Authority (DRA)
• U.S. Department of Transportation (DOT)
• Centers for Disease Control and Prevention (CDC)
• With participation from: • U.S. Department of Housing and Urban Development
• State, regional and local agencies and organizations
• Educational institutions
Planning technical assistance in 26 communities across the
United States
Assist in their efforts to promote local foods
and invest in existing places.
LFLP Program Purpose
• Desired outcomes
• More economic opportunities for local farmers and businesses.
• Better access to healthy local food, especially among disadvantaged groups.
• Revitalized downtowns, Main Streets, and existing neighborhoods.
• End product
• New connections among people to build capacity for success.
• An action plan with goals and strategies for achieving these outcomes.
Workshop Agenda
• Day 1 • Work Session 1 (Visioning and Values
Where are we now? Where do we want to be? What are our existing assets)
• Day 2 • Work Session 2 (What needs to happen?)
• Work Session 3 (How are we going to make it happen?)
Community Challenges
• Improving coordination between farmer’s markets and downtown businesses
• Creating downtown/main streets as a key destination
• More education on benefits/opportunities around local foods (health and business)
• Increasing production of local produce
• Increasing younger farming entrepreneurs
• Completing the bike and walk networks
Community Opportunities
• Trail initiatives and farmers market pavilions
• University of Tennessee
• Soybean Festival
• Agricultural heritage and culture
• Downtowns already have active businesses
• Connecting interested people in advancing initiatives
What did we see and hear yesterday?
• Place based assets • Existing downtowns – walkable centers
• Trail initiatives and local parks
• Farmers market pavilions
• Local food assets • Existing producers
• Existing farmers markets
Place based assets
Place based assets
Food based assets
Community Consensus
• Weakley County residents agree on a positive community vision and are interested in local foods as a way to make the region a better place to live.
• A stronger local food system will create a healthier community—economically, socially, and physically, and environmentally.
Growth Opportunity
• There is ample opportunity for new farmers (young and recent retirees) to start profitable farm businesses.
• Local farmers markets are a big asset, and are growing.
This I believe…
Need to Spread the Word
• While the farmers market and growers are a strength, more advertising and publicity is needed to get the word out to all Weakley County residents.
Community Equity is Important
• Strengthening the local food system provides a vehicle for social and economic justice, through making healthy local food available to everyone.
• Teaching gardening and cooking skills is an important part of community equity.
This I believe…
Weakley County Food System
Food System
Assets: Good producers, lots of variety.
Relationships: Within 10-15 miles of where farms
are.
Gaps: No relationships with farms further afield.
Education, especially to SNAP folks
Close the Gap: Community Kitchen for teaching,
and also for production. Summer camps for kids.
(Jen: suggest Summer Feeding Program/USDA
FNS)
Asset: Martin Farmers Market, programs for serving
the poor are strong in Martin.
Relationships: Lot of local restaurants, University.
Gaps: Who are the farmers? If you don’t see them
at the farmers market, it’s hard to know who they
are.
Close the Gap: Education
Asset: Production, variety of farmers, markets
Relationships: Markets, producers
Gaps: Between institutions, University—Hospitals—
Schools. Lack of Processing facilities. Incubators,
entrepreneurialism. Business Development.
Close the Gap: Using instructions and closing the gap.
Having supply that can go beyond the farmers market.
Asset: Farmers Market, producer
Relationship: Farmers market
Gap: Need to create desire and demand
Close the Gap: Education and research to figure out what
to do
Asset: Supportive local governments for farmers markets
and other efforts, especially from City of Martin and City of
Dresden
Gap: Processing area.
Close the Gap: Communication, dialogue, making others
aware of needs and opportunities
Food System
Asset: Farmers Market, Recycling center, producers
Relationships: Center for Profitable Agriculture,
NWTEC
Gaps: Education
Close the Gaps: Community Kitchen and Cannery
Asset: Production
Relationship: Farmers market
Gap: Distribution
Close the Gap: Processing, developing a
community kitchen, food hubs
Asset: Gleason (Tater Town), Amish population,
Tatertown festival
Relationships: Close knit community,
GleasonOnline.com (Marketing site).
Gaps: Don’t have a farmers market, or sidewalks, or
trails, but also not a lot of traffic! Need money.
Close the Gap: Grants, maker spaces with certified
kitchens, places to sell products
Asset: Lots of producers, but not many people know
about them, composting and recycling at UTM,
could be improved.
Relationships: ?
Gaps: Letting people know what is available,
distribution
Close the Gap: Commercial Kitchen
Community Challenges
• Improving coordination between farmer’s markets and downtown businesses
• Creating downtown/main streets as a key destination
• More education on benefits/opportunities around local foods (health and business)
• Increasing production of local produce
• Increasing younger farming entrepreneurs
• Completing the bike and walk networks
Community Opportunities
• Trail initiatives and farmers market pavilions
• University of Tennessee
• Soybean Festival
• Agricultural heritage and culture
• Downtowns already have active businesses
• Connecting interested people in advancing initiatives
Local Food System Goals - Refined
• Strengthen existing farmer’s markets in Martin and Dresden
• Establish working food network and leverage key people/organizations in advancing local food system initiatives
• Advance place-making, community health and wellness and economic development initiatives in support of downtown revitalization
• Support growth of new farmers • Improve awareness and knowledge in the
community on growing, preparing and eating healthy fresh foods
Case Studies
Civic Agriculture
• Civic agriculture describes a local food
system that incorporates civic participation
and community social and economic
development alongside the production and
distribution of food.
• Civic participation includes involvement in
decision-making and taking personal
ownership of the issues and challenges
present in the community.
• Working towards greater social and economic
equity is a key part of civic agriculture.
Civic Agriculture, by Thomas Lyson.
http://www.amazon.com/Civic-Agriculture-
Reconnecting-Contemporary-
Perspectives/dp/1584654147
Civic Agriculture
Addressing social and economic equity in the food
system can include:
• Ensuring access to healthy food throughout the
community,
• Protecting the economic viability of farmers and
agricultural workers,
• Enhancing environmental quality—both rural and
urban,
• Creating jobs at all skill and education levels that
build household and community wealth,
• Addressing underlying issues of race inequity,
residency status discrimination, and other factors that
are detrimental to building a healthy and inclusive
civic life.
Young farmers in Chicago. Image Source:
http://www.chicagoreader.com/chicago/chicago-food-
deserts-hopkins-park-black-farmers/Content?oid=2272825
Civic Agriculture
What does Civic Agriculture look
like?
• New Roots’ Fresh Stop project
• Community garden projects that
are embedded within affinity
groups
• Growing Power, Inc.— a non-profit
that provides training and
community & small business
development to help community
members grow, process, market,
and distribute food sustainably
Will Allen, Founder of Growing Power, Inc. Image Source:
http://www.fritzhaeg.com/wikidiary/2010/03/03/on-march-3rd-2010-will-allen-
of-growing-power/2010-03-03/
Assessing the Local Food System
Community Food Assessments
Slightly different goal from business plans:
• The goal is to inventory what is available and what organizations/businesses exist within your community, not testing a business idea.
• However, a community food assessment would be helpful to new initiatives as they develop.
• Emphasis is on Community. Best practices include setting up a broad steering committee and regular public reporting.
• These assessments examine both for-profit production and markets, as well as food-access and food security initiatives and projects. This is a thorough handbook on conducting community
food assessments, and is available at:
http://www.pubs.ext.vt.edu/3108/3108-9029/3108-
9029.html
Community Food Assessments
In addition to needing a broad, diverse set of leaders to conduct a successful assessment, these same stakeholders will be a valuable asset in disseminating the assessment itself and any key findings.
• Consider translating the assessment or key portions to communicate findings to non-English speaking community members.
• Short executive summaries about specific topics or key findings are helpful in reaching a broad audience.
• Utilize plenty of graphics to communicate in ways other than text.
• Ensure that the assessment and associated materials are available online and in a printed
Bold graphics help to make information in a community food
system assessment more accessible to the general public.
http://www.choicesmagazine.org
Assessing Food System Projects
The Farming Concrete online toolkit provides a mechanism to evaluate food system projects in terms of:
• Food Production Data (harvest, crops)
• Environmental Data (waste diversion, compost, rainwater)
• Social Data (participation, skills development, reach)
• Health Data (changes in attitude, psychology, healthy eating)
• Economic Data (market value)
Youth assist in data collection on their community farm.
http://farmingconcrete.org/
Assessing Trails and Greenways
The American Tobacco Trail in Durham NC
• Perceptions of safety were inhibiting use of trail
• A planning team used a comprehensive approach to solicit community feedback and engage residents
Assessment Process. Image Credit: Kofi Boone
Assessing Trails and Greenways
Greenway walkers and cyclists engage with the planning team. Image Credit: Kofi Boone
Assessing Trails and Greenways
Recommendations that came from the assessment process. Image Credit: Kofi Boone
Farmers Market Organization
• Who and how will you work on farmer recruitment and product diversification?
• Who are your partners?
• How will you advertise the new market?
• Who are the expected customers, and where are they coming from?
• What are the requirements or responsibilities for membership in the farmers market?
Setting up a New Farmers Market
Creating a vibrant market requires strategic planning and targeted marketing. Image
Credit: http://www.thejuicelaundry.com/blogs/the-cold-press
Establishing Farmer’s Market Rules
• What is the ideal Crafter/Farmer ratio?
• How will you define local food?
• How will rules be enforced? What is the grievance process and consequences for breaking rules?
• How will you incentivize farmers to show up every market day?
• Who will be on the market board?
Everyone needs rules, and humor helps. Image
Credit: Jen Walker
Creating Farmer’s Market Partnerships
• Many, many opportunities for partnering with governmental agencies as well as local industries:
• Cross-promotion programs with local businesses.
• Double-dollar programs for factory employees, sponsored by the factory.
• Sponsorships for music, tents, tables, and other market infrastructure needs.
Building partnerships with local employers is one way to jump start a healthy farmers
market habit among new shoppers. Image Credit:
http://www.riseandgrind.com/2011/03/16/farmers-market-hustle/
Perspectives: Farmers
• Easy access for trucks/trailers (not having to haul in product and displays)
• Parking for an additional vehicle
• Restrooms nearby
• Electricity and water
• Wireless internet (for credit/debit transactions)
• A constant flow of customers
Farmers are at the market to make sales and garner new customers. Image Credit:
http://www.getrealmaine.com/index.cfm/fuseaction/home.showpage/pageid/5/index.htm
Perspectives: Customers
Customers visiting a tasting table at a farmers market. Image Credit:
http://montcoresource.com/category/random/
• Easy access (definition differs between customers)
• Handicap parking
• Consistency in vendor turnout
• Variety of products for sale, product choice
• Safety (especially for children)
• Supplemental activities (music, educational booths, etc.)
• Places to gather and linger
• Prepared foods
Perspectives: Adjacent Businesses
Downtown market adjacent to local businesses. Image Credit:
http://www.localharvest.org/the-selinsgrove-farmers-market-M44276
• Flow of new customers into their businesses
• Limited disruption for existing customers (parking, access, etc.)
• Non-competing, but complimentary products for sale
• Cross-marketing opportunities between the market and their business
Farmers Market Typology
Downtown Grand Rapids Market Image Credit:
http://ascribehq.com/wmsa/portfolio/6951
Downtown Campbellsville Farmers Market
(Kentucky). Image Credit:
http://www.downtowncampbellsville.com/main/
Whitley County Farmers Market Corbin and Williamsburg, KY
Background
2007
• UK Agricultural Extension helps launch market
• 1 location with 4 vendors.
• Runs for 2 months (June/July)
2008
• Vendors increase to 7.
• Extension receives a $3,500 grant for Old Time Music events.
• Expand to a 3-month season (August).
2009
• Vendors increase to 15.
• Begin education workshops with vendors.
• Extension approves $110K for permanent market structure.
Background
2010
• Open under new pavilion with restrooms and ADA access.
• Season expands again (June – September).
• 18 vendors, including value-added producers and artisans for 1st time.
2011
• Season expands again (May – October).
• 28 vendors.
• Add a senior voucher program, sales reach $15,000
• Expand vendor education with marketing and booth design workshops.
2012
• Add a mid-week market in downtown Williamsburg (July/August only).
• Sales reach $23,000.
• Start charging $2 per day vendor fee.
Background
2013
• Become a non-profit Whitley County Farmers’ Market Inc.
• Add third venue in downtown Corbin.
• 33 vendors. Average 12 per market.
• $35/season vendor fee.
2014 • Hired part-time market manager
• Acquired an EBT machine for food stamps
• Initially housed under the UK Cooperative Extension
• After 5 years, Extension encourages Market to become independent
• Kentucky Center for Agriculture & Rural Development (KCARD) helps board create Articles of Incorporation, Bylaws, & Regulations
Organization
Credit: WCFM
• Filed Articles of Incorporation with Kentucky Secretary of State in March 2013
• Organized as a Not for Profit Cooperative
• Opened bank account at local community bank with $312 from gate fees
Organization
Credit: WCFM
• Market is open to all farmers in Whitley County and any bordering county
• 7 counties total
• Open to value-added producers and artisans
• Allow sale of prepared foods
Rules
Credit: WCFM
Funding
• UK Cooperative Extension
• City of Corbin
• Corbin Tourism
• Williamsburg Tourism
• Community Farm Alliance
• Governor’s Office of Agricultural Policy
• State of Kentucky
• Selected as one of five Kentucky markets to participate in Community Farm Alliance Farmers’ Market Training Program
• Selected as the State Farmers’ Market of the Year – Small Market Category
Accomplishments
Credit: WCFM
New Roots (Louisville, KY)
New Roots
• The mission of New Roots is to ignite
communities to come together, share
knowledge and build relationships with
farmers to secure access to fresh food.
• They manage a CSA program called
Fresh Stops.
• Instead of managing every stop
themselves, New Roots uses a model
where community leaders are trained to
start a Fresh Stop in their neighborhood
— building community capacity and
connections within and among the
community and farmers.
Credit: http://actioncenter.takepart.com/apatt/actions/partner/new-roots
New Roots
• Each Fresh Stop is managed by the
community volunteers, and have been
described as “Vegetable Flashmobs”—
providing low-cost produce to communities
with limited access, and building cross-
community networks.
• New Roots has develop a leaders-training-
leaders model to help launch more Fresh
Stops. This is called the Fresh Stop
Training Institute. (FSTI, pronounced
“feisty.”)
• They also organize classes and
programming on food justice, which are
the training grounds for neighborhood
leaders who want to drive, lead and
A Fresh Stop volunteer compiles shares for pick up. Credit:
https://twitter.com/newrootsfreshst/status/511887189979181056
New Roots
• New Roots was started in 2009
with very limited capital.
• They currently have two full-time
paid staff, and an active board of
local entrepreneurs and
activists.
• The New Root/Fresh Stops
model is one that seeks to utilize
limited staff, time, and resources
to engage and train a much
larger pool of people to enact
the shared goals of the
community.
Many Fresh Stops are held at faith communities, where people are used to gathering.
Credit: http://www.barboursfarm.com/2014_fresh_stops_louisville_kentucky
New Roots
• Consider using this model to bring existing
businesses (bodegas, corner stores) into
the food/farming community.
• This is a great model to activate a much
larger group of people who are not yet
participating in the local food movement.
• Incorporating training, knowledge-sharing,
and education on food equity and social
justice issues at the drop sites will help
further the service and education goals of
associated organizations.
A young Fresh Stop volunteer.Credit:
http://southernfoodways.blogspot.com/2013/04/sustainable-south-new-
roots-against.html
Farmer Incubator Programs
Farmer Incubator Programs
• Incubator Programs can take many forms:
• Providing support for current farmers who are switching crops (Ex: switching from tobacco to vegetables)
• Training prospective farmers who are new to agriculture
• Training for backyard gardeners who are transitioning to market farmers
• Incubation for farm businesses that are going to be full-time farmers as well as those interested in supplemental income to off-farm jobs.
Onslow County Incubator Farm, Jacksonville, NC. Image Credit: Jen Walker
Farmer Incubator Programs
At their core, farmer incubator programs
provide:
• Horticultural, animal husbandry, and/or
aquaculture training and knowledge
• Business training, including the creation of
a farm plan and business plan
• Marketing support, including helping to
create a farm/product brand and identifying
market outlets
• Land for short-term use (typically 2-4
years) for the trainee to try out various
techniques and crops, along with support to
transition the new farmer to a permanent
farm situation.
Image Credit:
http://mediad.publicbroadcasting.net/p/wunc/files/styles/medium/public/201306
/Indiegogo_the_best.jpg
Alma B. Lomax Farm —Cabarrus County, NC
• Includes a community garden as well as a
more traditional incubator farming areas
• Lesson learned: the importance of having a
long-term strategy for support
• Staffing includes a full time
manager/coordinator (county staff) and 2
county extension agents to provide technical
training.
• Site infrastructure includes a greenhouse,
high tunnel, post‐harvest shed, walk‐in
cooler, tractor, irrigation hookups, security
and deer fencing, tools in secure shed, office,
classroom, and restroom.
Image Credit: Jen Walker
LINC (New Hanover County, NC)
Farmer Incubator Intensive garden plots at LINC Farm. Image Credit: Jen Walker
•Leading Into New Communities
• This urban farm is part of a
residential transitional housing
program for recently incarcerated
individuals
• Focused on entrepreneurship
training and transferable job
skills
• Farm techniques taught require
limited land and capital
La Montañita Veteran Farmer Project—Albuquerque, NM
Image Credit: http://igrow.org/up/articles/99-2040-orig.jpg
• Focused on providing training to
veterans, but open to the whole
community.
• While there is some business training,
the main focus is on creating
therapeutic garden space
• Participants are giving training to work
in a variety of sustainable agriculture
businesses.
• Many organizations are involved,
including a co-op market, the
cooperative extension service, and the
Downtown Action Team.
Farmer Networking and Education New Farmer Recruitment and Training
• Connect farmers and gardens to one another through sustained networking activities.
• Bring in outside knowledge that is requested by the group.
• Create an atmosphere of knowledge sharing and partnership between farmers and gardeners.
Farmer Networking and Education
Monthly farmer meeting in Warren County, NC. Image Credit: Jen Walker
• Organic Growers School (Asheville, NC)
• This is a large organization now, but started in 1993 through the efforts of a few farmers and extension agents interested in promoting region-specific knowledge of sustainable agriculture.
Farmer Networking and Education
Farmers learning from farmers. Image Credit: http://organicgrowersschool.org/blog/
• CRAFT: Collaborative Regional Alliance for Farmer Training
• The CRAFT program creates farmer-to-farmer training opportunities.
• http://www.craftfarmer.org
Farmer Networking and Education
Farmers learning from farmers. Image Credit:
http://www.learngrowconnect.org/blog/farmer-training-roundtable
.
• An open-source network for farm innovation.
• Example projects:
Open tech for farms: pedal-powered root washer. Credit:
farmhack.net
• A remote compost monitor. • FARMDATA—an internet based smartphone
compatible records management system for produce farmers.
• Low cost pedal-powered root washer. (photo to right)
• Wireless garden/field sensor node that monitors soil temperature, air temperature, humidity, luminosity, and soil moisture levels in garden/field.
• A pedal powered tractor for cultivation and seeding, built from lawn tractor, ATV, and bicycle parts.
Food Systems + Placemaking + Entrepreneurship
Walk [Your City] • Raleigh, NC startup that produces
simple, affordable signs for communities who want to increase walkability.
• Also developed a mobile app.
• Solved a problem for their local community, and formed a new for-profit business to help others facing similar issues.
Hanging signs to encourage walking. Credit: https://walkyourcity.org/
Food Systems + Placemaking + Entrepreneurship
Tilthy Rich Compost Service • Small business that collects
compostable food waste from residences and businesses
• Composts the waste in an appropriate, in-town location, with support and expertise from the Department of Environment and Natural Resources.
• A small fee charged to each user generates income, in addition to selling the compost at farmers markets and other outlets.
Compost yard and primary transport. Credit: http://www.gleanmag.com/tilthy-
rich/
Food Systems + Placemaking + Entrepreneurship
The Garden Tower Project • Entrepreneurs developed a
system/structure to grow 50 plants in 4 square feet with integrated composting.
• Raised $431,687 and sold 1,200 units within one month through Kickstarter.
• This product was created in response to the prevalence of food deserts and desire to grow food with limited space, but also created a
A tower when initially planted, mid-season. Credit:
www.gardentowerproject.com/
Food Systems + Placemaking + Entrepreneurship
Food Huggers • Designed by two innovators in San
Francisco—an Industrial Designer and a Marketing Strategist.
• Developed the product with the assistance of 3D modeling technology and assistance similar to what the Innovation Hub offers.
• Raised over 700% above their funding goal upon initial launch in 2013, and continues to expand to national markets.
Silicone “caps” preserve cut produce longer. Credit: http://foodhuggers.com/
Food Systems + Placemaking + Entrepreneurship
FARM HACK • An open-source network for farm innovation.
• Example projects:
Open tech for farms: pedal-powered root washer. Credit:
farmhack.net
• A remote compost monitor.
• FARMDATA—an internet based smartphone compatible records management system for produce farmers.
• Low cost pedal-powered root washer. (photo to right)
• Wireless garden/field sensor node that monitors soil temperature, air temperature, humidity, luminosity, and soil moisture levels in garden/field.
• Low cost farm wide WiFi to enable remote sensors and any other WiFi enabled device.
• A pedal powered tractor for cultivation and seeding, built from lawn tractor, ATV, and bicycle parts.
Food Systems + Placemaking + Entrepreneurship
Kraut Source
What it is: Mason jar-compatible tool for making
DIY fermented foods.
Who innovated it: Karen Diggs and Eric Klein in
San Francisco, CA.
What challenges and gaps does this solve?
• Makes healthy fermented foods affordable.
• Responds to a growing need for low-tech DIY
tools.
• Provides new angle to market local produce.
(opportunities for co-marketing.)
• Also creates a new small business!
Kraut Source. Credit: http://www.krautsource.com/
Processing, Aggregation, Distribution
Commercial Kitchens Designed for Food Preparation
• Examples Include: Restaurants, large church kitchens, cafeterias
• Used by caterers, cooking classes, and mobile food vendors who need a “kitchen of origin”
• Can be very small (9’ x 15’) and still be functional
• Chefs prefer small efficient spaces, to minimize time moving around
The Incubator Kitchen in the Town of Burgaw, NC is built inside a converted train
car, and is a complete commercial kitchen, including a range oven, refrigerators,
and dishwashing equipment. Credit: www.townofburgaw.com
Commercial Kitchens Designed for Food Preparation
• Typical equipment includes: • Range oven and hood
• Commercial dishwasher
• NSF-approved food prep space
• Dual sinks, and separate hand washing station
• Commercial refrigerators
• Usually not included: • Walk in coolers
• Large scale food choppers
• Steam Kettles
The City Cookhouse kitchen in Manhattan. Image shows sinks with multiple basins, separate
hand washing station, and tiled walls. Credit: http://www.citycookhouse.com/
Commercial Kitchens Designed for Food Processing
• This type of facility is found almost exclusively in university teaching or extension settings, or part of a non-profit food business incubator program affiliated with a university
• Typically 3,000-15,000 sf
A food service worker processes spaghetti sauce in the Arkansas Food Innovation Center.
Credit: University of Arkansas, JF Meullenet.
Commercial Kitchens Designed for Food Processing
• These facilities typically offer assistance with labeling, and include specialized packing equipment
“The food processing piece is the easiest part of the process.”
—University of Arkansas Food Innovation Center Director
Packing humus and nutrition testing, two specialized services of processing
centers. Credit: University of Arkansas, JF Meullenet.
Commercial Packing Facilities (Food Hubs)
• These facilities specialize in minimal processing of produce
• Some do not process, but simply sort, pack, and aggregate to prepare for distribution
• Typical size: 3,000-15,000 sf for local/regional packing facilities
Large-scale local produce sorting and packing facility. Credit: Appalachian Sustainable
Development
(Very) Small Commercial Aggregation
• This is a great way to build community confidence in aggregation.
• Lessons learned: • Start with one crop
only • Connect buyers with
growers • Rent cold storage for
only the time needed (3-6 weeks)
• Build from successes Two types of temporary cold storage, small scale. Can be obtained at low cost.
The Starting Block, West Michigan
“The Starting Block is a home for individuals who want to take a special recipe to market or create a food or natural resource business.”
• Located in Hart, Michigan (an hour from Grand Rapids)
• Facilities include canning and processing equipment, a meat processing facility, cheese making equipment, and storage. An entrepreneur cans her salsa. Credit: http://www.startingblock.biz/
The Starting Block, West Michigan
• Started to organize in 2002.
• Incorporated as a non-profit in 2005.
• Primary stakeholders include: • Michigan Department of Agriculture • Michigan Economic Development
Corp. • Michigan Food and Farming
Systems • Michigan State Univ. Product
Center
• Initiated with a $238,700 gran (USDA RD) and $40k from the MEDC.
• Facility is ~11,000 sq ft, with half used for offices and classrooms, and half for kitchens and storage.
Examples of current food businesses using the Starting Block.
Credit: www.startingblock.biz
Break
Local Food System Goals - Refined
1. Strengthen existing farmer’s markets in Martin and Dresden
2. Legitimize/empower local foods, local places working group – carry the torch
3. Advance place-making efforts in Dresden and Martin to connect farmers markets, local businesses and places in between
4. Support growth of existing and new farmers
5. Improve awareness and knowledge in the community on growing, preparing and eating healthy fresh foods
Local Food System Goals - Refined
1. Strengthen existing farmer’s markets in Martin and Dresden
• Based on what you have heard – what are some key strategies you want to pursue for Martin or Dresden farmers market
Local Food System Goals - Refined
2. Legitimize/empower local foods, local places working group – carry the torch
What are some specific strategies to keep this group going, empower them to keep going forward?
Local Food System Goals - Refined
3. Advance place-making efforts in Dresden and Martin to connect farmers markets, local businesses and places in between
What are some of the place-based next steps and strategies that might improve physical environment, physical connections and main street businesses in support
Local Food System Goals - Refined
4. Support growth of existing and new farmers and food businesses/entrepenuers
What specific strategies are needed to support business growth for existing farmers and/or get new farmers producing and selling
Local Food System Goals - Refined
5. Improve awareness and knowledge in the community on growing, preparing and eating healthy fresh foods
What specific education or marketing strategies are needed?
Local Foods, Local Places Technical Assistance Program – Martin and Dresden Tennessee
Appendix G:
Community Forum -
Workshop Responses
Local Food, Local Places
Summary of Table Form Responses
General Comments / Additional Resources / Thoughts
- “Raise money, find sponsors to implement school agendas”
- “Provide curriculum for teachers /schools to use”
- “Gaps: Community Kitchen”
- “Education: Health Dept., Extension, TDA, NTEC, University” –Lauren Bean
- “I serve as the UT Extension Director for Weakley County. I have access to the production
research from the University of Tennessee for local producers. I also have access to Extension
Specialists in Jackson and Knoxville. I would serve as an Education resource.” –Jeff Lannom
- “Aesthetics is very important to people. The local area has to be appealing to humans in the
way of the senses. Combining many mediums is important. People want to be able to enjoy
experience individually as well as a family. For example, combining music with a farmer’s
market will prove to draw more people in, especially live music in an aesthetically pleasing
setting where children can play together and adults can relax and be social. Having this Musical
Farmers Market at the same time and place every week gives the community something to look
forward to at the end of the week…like a festival for foods and supplies.” – J. Jones
- “Promoting yourself in unique ways…people are always on phones and other technology so
not only things like websites but things like social media and apps through app stores or just
random ads on local TV or local radio can be a big help.” – Johnny Adaway
Question 1: How could an on-going local food network help you or your group?
- “Sharing of ideas to come up ideas and solutions”
- “Increase educational outreach to individuals and families at risk (financial or health)”
- “If I start a business it would help me sell”
- “Help to draw people to our company and revitalize our county”
- “Educate the public on the advantages of the farmers’ market”
- More segments for PBS show…”Live Green Tennessee”
- Eat better
- Involve college students in the community market promotion, etc.
- Committee sponsored by municipality (ongoing) to increase communication
- Local food can help me provide fresh food for our family
- Broaden what I can get locally as a consumer
- Make sure medical community has resources to pass along to patients
- Opportunities for UT-Martin students, faculty, and staff
- Help Gleason get farmers’ market / school garden or community garden
- Local foods would help unify our communities
- Increase organic produce
- Farm to table in schools
- Educate using container gardens / small backyard gardens
- Strengthens the local economy; it can create a food cultural / culinary identity
- Educate consumers; grow food for meals on wheels
- Create year-around growing / consumption / production
- Continue the conversations we have started and take action for the local food network
- Expand producers’ avenues for sales
Question 2: What would you like to see the network do?
- “Meet again”
- “Expand”
- “Send information out to the West Tennessee area”
- “Branch out to the local chambers…hotlink information”
- American Heart Association teaching gardens to local schools
- Grant to procure mobile kitchen / mobile processor
- Enhance networking relations among producers, institutions, and the community
- More publicity / community involvement; marketing should be main objective
- Push organic foods; help organic farmers
- Marketing / developing strategy to have public transportation to farmers’ market OR bring
farmers’ markets to people
- Increase education and outreach
- Reach out to UT-Martin; get farm to collect compost and distribute to community; get SODEXO
to commit to purchase / advertise local food
- Educate community members on resources
- Connect / expand throughout Weakley County
- Be a communication network
- To be networked from Martin to every town in Weakley County
- Provide low-income families with local food sources
- City-wide mulch / compost location
- Create learning facility and community kitchen
- Educate the local youth
- Fill the gaps
- Connecting consumers with farmers; connecting grant opportunities with local farmers
- Help citizens buy increasing fruit / veg consumption
- Local food processing for restaurants
- Increase demand for local food [particularly] for children
- Get other things going on at farmers’ markets
Question 3: Would you like to continue participating in the Weakley County Local Food
Network Forums and / or to receive updates via email?
- “Making sure all issues are addressed at the state level.”
-
Question 4: What role would you like to play in advancing local food initiatives?
- “Restore buildings in our communities”
- Use brochures / hotlinks to market local foods program
- “UTM will provide leadership and human capital”
Additional Comments
- “Very good program”
- “Sam, you know that I will help you do anything!” – Brad Thompson
- UT-Martin students can be a part of this
Local Foods, Local Places Technical Assistance Program – Martin and Dresden Tennessee
Appendix H:
Food System Diagramming
Farmers and Ranchers
Norma and Winkie Rogers Farm
David and Helen Finch Farm
Jill Magness & Richard Dunkin Farm
Richard Turnbow Farm
Hidden Hill /CSA
Kemp Farms
The Wright Pumpkins
Terry & Tim Brady Dixie Chili Ranch
Vine & Branch Blueberries
Cowan Farms
Corvin Farms Pickin’ Patch
Holt Family Farms
Nanney Farms
Hunters Farm
Steele Plant Company
George’s Plant Farm
NWTN Beekeepers Association
Steve Biggs Honey
Country Boy Honey
Emirekan Honey Company
UTM/Trinity Growing Gardens
Martin Housing Authority Gardens
Future Farmers of America
4-H Club
Benwoody Farm
Ogg Farms
Sunnyside Farm
Utopia Farm
Processing: Community Kitchens,
Food Hubs
Local Churches
Meat Processors:
Sharon Food Locker
CJ'S Slaughter House-Latham
Yoders Meat Market-Henry Co.
Timmy Walkers
Birdwell Deer Processing
Artisan Food Producers
Auntie Tina’s
Black Oats Gourmet Foods
Charity’s Chocolates
Jo P’s Sweet Treats
Oma’s Country Kitchen
James BBQ Special recipe
Earth’s Bounty
ZuZu’s Joy
Marketing
Farmers Markets
Dresden, Martin
Roadside stands & trucks - Flippens
Online Services
Weakley County Chamber of Commerce
Martin Business Association
Dresden Business Association
Weakley County Department of Health
Swapshop
Email Lists
Local Government
CSA
Hidden Hill Farm
Grocery Stores/Retail
Retail specialty – Looking Glass Cafe
E.W James Grocery Store
Salvage Grocery Store - Dresden
Yoders Food Markets
Pillowville Store
Tate’s Greenfield
Floyd Greenhouses - Gleason
Peach Grove Nursery – Martin
Steele Plant Company – Gleason
Georges Plant Farm - Martin
Biggs Nursery - Greenfield
Restaurants
The Hearth
Opera House
Mexican restaurants
Chinese Restaurants
Sammies Sandwiches
Jacks Sports Bar & Grill
JJ’s
Simply Southern
Bartolo’s
Pizza shops
Chad’s Smokehouse
Schools
Weakley County schools
Weakley County Homeschool Group
Jackson State Community College
Bethel University
University of Tennessee Martin
Daycare Centers
Hospitals
Canecreek/Health South
Family Practice/Pediatricians
Tennova/Volunteer Hospital - Martin
Baptist Hospital – Union City
Consumption: Educational / Access /
Nutrition
UT Martin-College of Agricultural and
Applied Sciences
UT Extension:
4H
Master Gardener Program
Family and Consumer Science Education
Future Farmers of America
Local High Schools
Weakley County Interagency Council
Weakley County Health Council
Senior Citizen Centers
Greenways – Martin & Dresden
Banana Festival - Fulton
Soybean Festival - Martin
Corn & Music Festival - Sharon
Iris Festival – Dresden
Tater Town Special – Gleason
Greenfield Family Festival
Local Libraries
“Connect” Coordinated School Health
Education
School nurses & dietitians
We Care
Weakley County Backpack Program
Field Trips - Farm Days
Nutrient Cycling
Compost / Recycling:
UTM Recycle Center
Dresden Recycling
Weakley County Compost
Community gardens
Private gardeners
Private Horse Farms
Weakley County Food Systems Mapping
Participant Generated Content – Community Forum
Fisherman
Butler & Sons Fish Market-
Union City
Incubator Programs
Dresden High School
Northwest TN Entrepreneur
Center
Distributors
Aggregators/ Transportation
St. Andrews’s Society Gleaners
Charity shops :
WeCare – Martin
Meals on Wheels
Hunters for the Hungry
Weakley Co. Backpack Program
Saks Food Pantry – Greenfield
Santa’s Helpers - Dresden
NWTN Human Resource Agency
Local Foods, Local Places Technical Assistance Program – Martin and Dresden Tennessee
Appendix I:
Community Action
Brainstorming
1
Stakeholders Workshop Action Brainstorming by Goal Area March 22, 2016
The following reflects the brainstorming ideas that came out of the March 22nd Stakeholders meeting.
Participants were asked to identify specific ideas/actions to support each goal area. Following the
brainstorming session, participants then identified the best ideas/priorities they felt should move
forward. The Appendix A reflects the refined set of actions for each goal area.
Goal 1 – Strengthen existing Farmers Markets
Potential Actions
Longer market season
Advertising and marketing
Promote more using radio and tv
Social media promotion
More marketing in general, everywhere
Community Kitchen
Maybe use existing restaurant kitchens that are underutilized
Increase customer base
Accept EBT at both Farmers Markets
Accept Credit and Debit
Involve UTM students - get students excited about farmers market
Increase vendors and variety
Approach Amish to participate
On-site food preparation (for sale and demonstration)
Increase number of new vendors
Develop incentive program to increase regular participation among vendors
Vendor Education
Business training workshops
Education Workshops—how to display, market, etc.
Through participation with NTEC, UTM, Cooperative Extension, Health Department, Center for
Profitable Agriculture, TDA, GAP Certification
2
Involve arts and entertainment
Crafts and music on weekend market days
Special community events that include the market at it’s focus
Music draws people together
Use UTM music major students to perform
Children’s Programs
Get kids and get the parents.
Activities like face painting
Mix fun and education
Develop playground, including the use of recycled materials
Utilize pavilions for other events
Put restroom facilities at Martin Farmers Market
Market the Martin Market Event ready—tables, chairs, storage, tents, etc.
Incubate new farmers at the farmers markets
Set up a booth for youth and new farmers to try their hand at selling their products as they grow.
(They can’t support produce needs for an independent booth yet, but can collectively)
Farmer incubator area for budding farmers to learn to sell
Compost at market
Composting programs at local markets, include businesses
Cooking demos
Weekly, at farmers markets
Classes for general public, gardening, cooking
Involve local businesses
Create buy-in and awareness for community leaders
Connecting business associations with the markets
Get downtown businesses more involved
Create opportunities for downtown merchants to take advantage of the market created by the
FM
Goal 2 – Empower and develop people capacity – carry the torch
Potential Actions
Education
Develop farmer business education/curriculum – expand to non farm but food related
Show job opportunities and economic development potential
3
Teach the importance of strong local economy - -take program to schools
Inform and inspire local leadership – elected officials, community leaders and business owners
Use Library Community Room in Martin, TN for regular classes/events
Have an educational table each day at FM
Resources
Work with government partners to utilize more technical assistance opportunities
Create incentives to keep people involved/engaged – tax rebates for buying/growing/selling
local?
Fund a paid position to support LFLP program locally – staff coordinator for Steering Committee
Steering Committee Actions
Prepare a monthly newsletter on LFLP progress on action plan
Conduct the a community food system assessment
Engage with youth volunteers
Identify key projects to engage local youth (boy scouts, boys/girls club, etc)
Take advantage of teachable moments – community gardens and youth programs (4H, FFA, FBLA,
Girl Scouts, Boy Scouts
Present to and then engage Ag and Science department at UTM to promote LFLP and explore
additional partnerships
Engage student volunteers at UTM in all LFLP and service projects
Steering Committee
Develop subcommittee for tasks (food system assessment, communications
Prioritize goals from workshops
Be open to new ideas and meet on regular basis
Identify small steps and celebrate success
Establish monthly meetings and regular agendas (action plan activities)
Conduct more community forums
Have steering committee present to other groups – develop materials and talking points.
Engage with youth and volunteers
Goal 3 – Placemaking in Downtowns
Potential Actions
Programmatic efforts in downtown
Makes events for foodies, runners, etc.
Ways to showcase other community efforts destinations at FM
Have local businesses put wares on street during FM hours
Develop an APP for Weakley County FMs
4
Offer extended hours of operation for businesses in downtown coordinated with FM and other
events
Have a stepping program for FM vendors (food/artisans) to move into bricks and mortar bldgs.
Incentives to buy local – coupons/vouchers in local businesses
Engage local businesses to encourage people to shop at famers markets
Use Soybean Festival to highlight/promote FM
Programmatically link famers markets and other programs for downtowns (sponsorships)
Get local musicians/dance groups to regularly perform at FM markets
Add cooking classes to downtown venue (FM or other bldg.)
Coordinate opposite days countywide or just Martin/Dresden for FM hours/days
Start a business/famer incubator program at FMs
Beautification
Add planters filled with edible landscaping in downtowns and around FMs directly
Vegetable containers in downtowns
Artwork and greenery
More benches, seating areas and greenspaces
More parking at Dresden market (or better signage/parking management)
Make parking area more of a park area in downtown Martin
Need drinking fountains and restrooms at Martin FM
Wayfinding
Minute markers (and/or Apps) to highlight destinations within walking distances
More wayfinding/signage to highlight downtown and greenway and signage to bring people into
towns
Bike programs
Establish regular Bike Weakley County programs – to highlight trails and destinations like
downtowns
Martin to Dresden bike and food ralleys – target UTM students
Biking farm tour event
Improve walking and biking infrastructure
Physically connect trails to downtown with crosswalks, signage, etc.
Complete Brian Brown and Green Trail greenways
Create a long term master plan for countywide trails and greenways
Promote walking and biking to FMs – part with Walk Tennessee, etc.
Add additional exercise options along trails (basic exercise equipment)
Consider shared parking in downtown to encourage people to ‘park once’ and walk to multiple
destinations
5
Goal 4 – Grow farming businesses and food entrepreneurs
Potential Actions
Outreach
Community forums to highlight how to get started (farming or businesses) show people what is
possible
Utilize social media to help promote and tell stories about opportunities/successes
Advertise local family businesses at the cities most heavily populated areas – Soybean Festival,
UTM Rodeo
Recycle more areas locally declare up days and encourage the community to care
Grants/Partnerships
Promote and highlight Extension services
Create a list of resources – grants, loans, tech assistance for entrepenuers
Reach out to Vista, Americorps and Food Corps for assistance
Support NTEC and NWTEC programs and bring them to farmers/food business entrepreneurs
Engage UTM and UT Extension to train and educate
Write a 500 word paper on business idea
Establish Commercial Kitchen
Set up commercial and offer classes – canning, flash freeze, other value added
New Business Development
Host lunch and learn or similar programs at NWTEC that are specific for food system
entrepreneurs
Identify local mentors and create a food system mentorship program
Create local apprenticeship programs
Create a food incubator or maker space program
Look at complete food system supply chains and identify full range of business opportunities
Identify gaps in local food system and connect with local food entrepeneurs (logistics, storage,
distributions, processing)
Coop marketing program to promote local farmers to larger area
Provide information on how to diversify row crops with frusits, veggeis and meats
On-line and you tube businesses
Need a comprehensive agri-business program to help existing and new farmers
Youth Education
Start local school food business courses (Future Business Leaders of America)
Training programs or jobs for youth want to learn farming
Develop a lover of gardening with children
Have FM booth just for kids or backyard farmers
6
Foster civic engagement with teen gardens
GOAL 5 – Education and Awareness
Potential Actions
Youth
Find a way to convey the importance of strong local food network to school system
Sponsor more fieldtrips to local farms and farmers markets
Workshops for children—afterschool, summer, winter. Agriculture, arts and crafts
Start Young—Get children excited about agriculture. The next generation has to carry the torch.
Get involved with PTSs. Encourage parents to encourage involvement of children at a young age.
Lend children to local farmers—a summer farming program.
Outreach
School community gardens that parents help support during the summer. Children eat the goods.
Encourage pre-schools to implement small gardens—eating health, non-processed foods, during
eating times.
Building raised gardens at schools incubating healthy eating, growing food curriculum.
Promote use of community garden spaces, (Trinity Patch Community Garden, UTM Student
Gardens)
Marketing
Develop/promote a regional/local farmers market appreciation day/week with acitivities, clases,
special recognition.
Finding “Healthy Champions” to share their stories. Community Storytelling
Consider creating a “grown in Weakley County” branding program
Partnerships
Health department, primary prevention intervention team
UT Extension Programs
NWTEC and Extension service should be consulted for education awareness. Also, health dept
should be consulted
Create a standardized process of communication between with high schools (CTE), community
college, UTM, FFA, 4H, extension, and others to share resources, knowledge, and opportunities
for food system careers.
Media
Public service radio spots on local radio stations about the local food system
Facebook page/other social media
Website, youtube channels to showcase local food and how to incorporate it into local
consumers lives
Market fresh and local foods to encourage recipes, cooking techniques, introduce new items, get
kids and teens involved
Weekly article in Weakley County Press
7
Classes
Weekly or monthly cooking classes on the crops that are in season at the time. Some classes
could be for individuals, or for the whole families
“Cooking day” at the market
How to prepare, show, provide recipes at the farmers market
Cooking classes/Sodexo and UTM/FCS or UT Extension
Classes on how to cook and serve fresh, healthy local food
Share recipes for healthy feeding at the farmers market, like in a cookbook
Food safety education (GAP) at farmers market
For the full Community Action Plan or more information visit:
http://ntecconnect.com/get-involved/local-food-network
CONTACT
Samantha Goyret
Local Food Network Coordinator & Program Administrator
Northwest Tennessee Entrepreneur Center
Carol Reed
Executive Director
Northwest Tennessee Entrepreneur Center
Or call 731.587.4213