LFN Community Action Plan FINAL COMPLETE (1)

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/

http://tennesseeencyclopedia.net/entry.php?rec=1480

http://www.census.gov/quickfacts/table/PST045215/4746240,47183

http://wwwn.cdc.gov/CommunityHealth/profile/currentprofile/TN/Weakley/


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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

http://www.city-data.com/county/Weakley_County-TN.html


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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


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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.


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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


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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.


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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


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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


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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


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


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


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


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


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


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


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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.


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.


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


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


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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


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


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


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


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


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


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


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


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


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.


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


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


Local media sponsors (for ongoing outreach/advertising), USDA Rural

Development, Tennessee Department of Agriculture, Delta Regional

Authority, other small business incubator related programs/grants


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.


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’


11


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


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.


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


12

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


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


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


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


13

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


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


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


14

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


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


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


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


15

Action 5.1: Develop specific classes targeted to the general public on fruit and vegetable gardening

and preparing healthy meals from locally grown foods


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


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.


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


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,


16

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


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


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


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


N/A Volunteer time

Possible Funding Sources N/A


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)


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


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


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


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

mailto:[email protected]


Local Foods, Local Places Technical Assistance Program

Appendix D:

Funding Resources


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.

http://www.ams.usda.gov/AMSv1.0/FMPP

http://www.ams.usda.gov/AMSv1.0/LFPP

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&rightNav1=SpecialtyCropBlockGrant0Program&topNav=&leftNav=CommodityAreas&page=SCBGP&resultType

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&rightNav1=SpecialtyCropBlockGrant0Program&topNav=&leftNav=CommodityAreas&page=SCBGP&resultType

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateQ&leftNav=NationalOrganicProgram&page=NOPCostSharing&description=Organic%20Cost%20Share%20Program&acct=nopgeninfo




Page 2

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,

http://www.ams.usda.gov/fsmip

http://www.rd.usda.gov/programs-services/business-industry-loan-guarantees/

http://www.rd.usda.gov/programs-services/value-added-producer-grants


Page 3

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.

http://www.rd.usda.gov/programs-services/community-facilities-direct-loan-grant-program

http://www.rd.usda.gov/programs-services/community-facilities-direct-loan-grant-program


Page 4

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)

http://www.rd.usda.gov/programs-services/rural-business-development-grants

http://www.rd.usda.gov/programs-services/rural-business-development-grants


Page 5

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

http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/financial/eqip/

http://www.nifa.usda.gov/funding/cfp/cfp_synopsis.html

https://nifa.usda.gov/program/food-insecurity-nutrition-incentive-fini-grant-program

http://www.nifa.usda.gov/fo/beginningfarmersandranchers.cfm


Page 6

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

http://nifa.usda.gov/program/small-business-innovation-research-program

http://nifa.usda.gov/program/small-business-innovation-research-program

http://www.sare.org/

http://www.nifa.usda.gov/funding/afri/afri.html

http://www.fsa.usda.gov/programs-and-services/farm-loan-programs/microloans/index

http://www.fsa.usda.gov/FSA/newsReleases?area=newsroom&subject=landing&topic=pfs&newstype=prfactsheet&type=detail&item=pf_20140310_frnln_en_prg.html

http://www.fsa.usda.gov/FSA/newsReleases?area=newsroom&subject=landing&topic=pfs&newstype=prfactsheet&type=detail&item=pf_20140310_frnln_en_prg.html


Page 7

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;

http://www.fns.usda.gov/farmtoschool/farm-school

http://www.fns.usda.gov/ebt/learn-about-snap-benefits-farmers-markets

http://www.fns.usda.gov/fmnp/overview

http://www.fns.usda.gov/sfmnp/overview



http://arts.gov/grants-organizations/our-town/grant-program-description


Page 8

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/.

http://arts.gov/grants/apply-grant/grants-organizations

http://www.epa.gov/brownfields/areawide_grants.htm

http://www.epa.gov/brownfields/assessment_grants.htm

http://www.epa.gov/brownfields/rlflst.htm

http://www.epa.gov/brownfields/cleanup_grants.htm

http://www.fhwa.dot.gov/map21/guidance/guidetap.cfm

http://www.fhwa.dot.gov/environment/safe_routes_to_school/


Appendix E: References


Page 1

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

http://www.usda.gov/wps/portal/usda/knowyourfarmer?navid=KNOWYOURFARMER

http://search.ams.usda.gov/farmersmarkets/

http://www.ams.usda.gov/AMSv1.0/getfile?dDocName=STELPRDC5077203&acct=wdmgeninfo




http://asapconnections.org/local-food-research-center/reports/

http://www.ams.usda.gov/AMSv1.0/farmersmarkets


Page 2

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.


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


http://asapconnections.org/tools-for-farmers/hosting-a-farmers-market/farmers-market-makeover/

http://asapconnections.org/tools-for-farmers/hosting-a-farmers-market/farmers-market-makeover/

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateA&navID=WholesaleandFarmersMarkets&leftNav=WholesaleandFarmersMarkets&page=FoodHubResearchReleasesBlogs&description=Food%20Hub%20Research,%20Releases,%20Blog%20Posts,%20and%20Articles





http://www.wallacecenter.org/resourcelibrary/state-of-the-food-hub-2013-national-survey-results

http://www.wallacecenter.org/resourcelibrary/state-of-the-food-hub-2013-national-survey-results

http://www.wholesomewave.org/wp-content/uploads/2014/08/HFCI-Food-Hub-Business-Assessment-Toolkit.pdf

http://www.wholesomewave.org/wp-content/uploads/2014/08/HFCI-Food-Hub-Business-Assessment-Toolkit.pdf


Page 3

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


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.


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

http://www.culinaryincubator.com/maps.php

http://www.cdc.gov/healthyplaces/healthtopics/healthyfood/community.htm

http://vcgn.org/garden-organizer-toolkit/

http://www.fns.usda.gov/farmtoschool/implementing-farm-school-activities




http://www.cdc.gov/obesity/resources/recommendations.html


Page 4

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

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateA&navID=FoodValueChainsPageWholesaleAndFarmersMarkets&rightNav1=FoodValueChainsPageWholesaleAndFarmersMarkets&topNav=&leftNav=WholesaleandFarmersMarkets&page=FoodValueChains&resultType=&acct=wdmgeninfo




http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&navID=WholesaleandFarmersMarkets&leftNav=WholesaleandFarmersMarkets&page=WFMWholesaleMarketsandFacilityDesign&description=Wholesale%20Markets%20and%20Facility%20Design&acct=facdsgn




http://www.usda.gov/organic

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&page=GAPGHPAuditVerificationProgram

http://www.ams.usda.gov/AMSv1.0/ams.fetchTemplateData.do?template=TemplateN&page=GAPGHPAuditVerificationProgram

http://www.ams.usda.gov/AMSv1.0/GrassFedSVS

http://www.ams.usda.gov/AMSv1.0/MarketNewsLocalRegional


Page 5

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

https://ag.tennessee.edu/cpa/Pages/Farmers-Markets.aspx

https://ag.tennessee.edu/cpa/Pages/IdeastoAction/Overview.aspx

https://extension.tennessee.edu/Pages/ANR-CED-Business-Development.aspx


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


Williamson, West Virginia Community Garden - Today Image Credit: Renaissance Planning Group


Watauga County, North Carolina Farmers Market Image Credit: Jen Walker


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.


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”


• 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


• 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?)



• 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


• 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



• 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


• 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


Greenway walkers and cyclists engage with the planning team. Image Credit: Kofi Boone


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


• 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


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.


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


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/


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/


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 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/


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.


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


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


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


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?


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


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


5. Improve awareness and knowledge in the community on growing, preparing and eating healthy fresh foods

What specific education or marketing strategies are needed?


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


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

Facebook

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


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

[email protected]

Carol Reed

Executive Director

Northwest Tennessee Entrepreneur Center

[email protected]

Or call 731.587.4213

http://ntecconnect.com/get-involved/local-food-network



Documents

LFN Community Action Plan FINAL COMPLETE (1)