1. How are you going to manage?

2.  Informal  collection of vendors  loosely managed  minimal structure  Informal  collection of vendors  loosely managed  minimal structure

3. How are you going to manage?  Informal  collection of vendors  loosely managed  minimal structure  Vendor led  defined leadership roles  varying levels of rules and regulations  Informal  collection of vendors  loosely managed  minimal structure  Vendor led  defined leadership roles  varying levels of rules and regulations

4. How are you going to manage?  Informal  collection of vendors  loosely managed  minimal structure  Vendor led  defined leadership roles  varying levels of rules and regulations  Manager  paid manager  vendor oversight  formal rules and regulations  Informal  collection of vendors  loosely managed  minimal structure  Vendor led  defined leadership roles  varying levels of rules and regulations  Manager  paid manager  vendor oversight  formal rules and regulations

5. How are you going to manage?

6.  Essential elements

7. How are you going to manage?  Essential elements 1)shared commitment to market success  Essential elements 1)shared commitment to market success

8. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication  Essential elements 1)shared commitment to market success 2)effective communication

9. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process

10. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy

11. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Issues, concerns, problems

12. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Issues, concerns, problems competing vendor vs. market interest

13. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Issues, concerns, problems competing vendor vs. market interest in the dark, gossip, no voice

14. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Issues, concerns, problems competing vendor vs. market interest in the dark, gossip, no voice every decision’s a new hurtle to be overcome

15. How are you going to manage?  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Essential elements 1)shared commitment to market success 2)effective communication 3)accepted decision-making process 4)time, effort, energy  Issues, concerns, problems competing vendor vs. market interest in the dark, gossip, no voice every decision’s a new hurtle to be overcome too few with too much to do

16. How are you going to manage?

17.  10% - rules & regulations

18. How are you going to manage?  10% - rules & regulations  85% - management  10% - rules & regulations  85% - management

19. How are you going to manage?  10% - rules & regulations  85% - management  5% - consequences  10% - rules & regulations  85% - management  5% - consequences

20. Market rules and regulations

21. Managing rules and regulations is a four-step process

22. Market rules and regulations Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined.

23. Market rules and regulations Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. 2)Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose. Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. 2)Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose.

24. Market rules and regulations Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. 2)Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose. 3)Incorporate within the rules and regulations a process for addressing complaints, issues, and violations. Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. 2)Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose. 3)Incorporate within the rules and regulations a process for addressing complaints, issues, and violations.

25. Market rules and regulations Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. 2)Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose. 3)Incorporate within the rules and regulations a process for addressing complaints, issues, and violations. 4)Invest time and energy required to manage what you have created. Managing rules and regulations is a four-step process 1)Undertake an inclusive and representative rule making process that produces clear, enforceable, and fair rules designed to support vendor and market success. Roles and responsibilities within the market must also be defined. 2)Adopt a process or provisions to correct mistakes made in Step 1 - anticipate the need to update, amend, or delete any rule that does not effectively serve its purpose. 3)Incorporate within the rules and regulations a process for addressing complaints, issues, and violations. 4)Invest time and energy required to manage what you have created.

26. Managing conflict, solving problems

27. Common problem areas

28. Managing conflict, solving problems Common problem areas  Bending or breaking the rules and regulations Common problem areas  Bending or breaking the rules and regulations

29. Managing conflict, solving problems Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication

30. Managing conflict, solving problems Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts

31. Managing conflict, solving problems Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts  Unfair practices, inconsistent treatment Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts  Unfair practices, inconsistent treatment

32. Managing conflict, solving problems Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts  Unfair practices, inconsistent treatment  Real or perceived favoritism Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts  Unfair practices, inconsistent treatment  Real or perceived favoritism

33. Managing conflict, solving problems Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts  Unfair practices, inconsistent treatment  Real or perceived favoritism  Rumors, hearsay, and covert issues Common problem areas  Bending or breaking the rules and regulations  Inadequate or poor market communication  Personality or personal conflicts  Unfair practices, inconsistent treatment  Real or perceived favoritism  Rumors, hearsay, and covert issues

34. Managing conflict, solving problems

35. Preventive measures for keeping the peace

36. Managing conflict, solving problems Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences

37. Managing conflict, solving problems Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences  Clear definition of operational roles and responsibilities Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences  Clear definition of operational roles and responsibilities

38. Managing conflict, solving problems Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences  Clear definition of operational roles and responsibilities  Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences  Clear definition of operational roles and responsibilities  Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations

39. Managing conflict, solving problems Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences  Clear definition of operational roles and responsibilities  Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations  Vendor grievance procedure and resolution process Preventive measures for keeping the peace  Structure and process for governance including rules, enforcement, and consequences  Clear definition of operational roles and responsibilities  Agreed to expectations for vendor conduct, professionalism, and compliance with rules and regulations  Vendor grievance procedure and resolution process

40. Managing conflict, solving problems

41. Sample statement of vendor professionalism

42. Managing conflict, solving problems Sample statement of vendor professionalism The market requires that all vendors comply with standards of professionalism that promote open communication, mutual respect, and the best interests of the market. Sample statement of vendor professionalism The market requires that all vendors comply with standards of professionalism that promote open communication, mutual respect, and the best interests of the market.

43. Managing conflict, solving problems Sample statement of vendor professionalism The market requires that all vendors comply with standards of professionalism that promote open communication, mutual respect, and the best interests of the market. Disruptive actions or remarks that undermine the shared success of any or all of our community of vendors are unprofessional and unacceptable. Sample statement of vendor professionalism The market requires that all vendors comply with standards of professionalism that promote open communication, mutual respect, and the best interests of the market. Disruptive actions or remarks that undermine the shared success of any or all of our community of vendors are unprofessional and unacceptable.

44. Managing conflict, solving problems Sample statement of vendor professionalism The market requires that all vendors comply with standards of professionalism that promote open communication, mutual respect, and the best interests of the market. Disruptive actions or remarks that undermine the shared success of any or all of our community of vendors are unprofessional and unacceptable. Failure to comply with these standards could result in suspension or removal from the market. Sample statement of vendor professionalism The market requires that all vendors comply with standards of professionalism that promote open communication, mutual respect, and the best interests of the market. Disruptive actions or remarks that undermine the shared success of any or all of our community of vendors are unprofessional and unacceptable. Failure to comply with these standards could result in suspension or removal from the market.

45. Managing conflict, solving problems

46. Elements of a formal grievance process

47. Managing conflict, solving problems Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board

48. Managing conflict, solving problems Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board  Official acknowledgement of receipt within limited timeframe Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board  Official acknowledgement of receipt within limited timeframe

49. Managing conflict, solving problems Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board  Official acknowledgement of receipt within limited timeframe  Responsible governing group reviews grievance, determines next steps, and resolves issues raised Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board  Official acknowledgement of receipt within limited timeframe  Responsible governing group reviews grievance, determines next steps, and resolves issues raised

50. Managing conflict, solving problems Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board  Official acknowledgement of receipt within limited timeframe  Responsible governing group reviews grievance, determines next steps, resolves issues raised  Decisions and actions to be taken communicated to vendor(s) and documented - no appeals, decisions are final Elements of a formal grievance process  Procedure for submission in writing (or email) to manager, oversight committee, or board  Official acknowledgement of receipt within limited timeframe  Responsible governing group reviews grievance, determines next steps, resolves issues raised  Decisions and actions to be taken communicated to vendor(s) and documented - no appeals, decisions are final

51. Product mix management

52. Vendor preferences vs. the market’s best interests?

53. Product mix management Vendor preferences vs. the market’s best interests? True or False? Vendor preferences vs. the market’s best interests? True or False?

54. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors.

55. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market.

56. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors.

57. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales.

58. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales.

59. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix.

60. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. 7)It is in each individual vendor’s best interest to minimize competition from others. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. 7)It is in each individual vendor’s best interest to minimize competition from others.

61. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. 7)It is in each individual vendor’s best interest to minimize competition from others. 8)Competition that provides variety & selection is in the best interest of the market. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. 7)It is in each individual vendor’s best interest to minimize competition from others. 8)Competition that provides variety & selection is in the best interest of the market.

62. Product mix management Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. 7)It is in each individual vendor’s best interest to minimize competition from others. 8)Competition that provides variety & selection is in the best interest of the market. 9)There are no ideal product mix targets for a market - the process is a balancing act that will often involve trial and error moving forward. Vendor preferences vs. the market’s best interests? True or False? 1)The success of the market is linked to the success of individual vendors. 2)The success of individual vendors is linked to the success of the overall market. 3)The best interests of the market take priority over the needs of individual vendors. 4)The goal of product mix management is to increase total market sales. 5)The goal of product mix management is to increase average vendor sales. 6)The possible loss of anchor vendors outweighs the need to improve product mix. 7)It is in each individual vendor’s best interest to minimize competition from others. 8)Competition that provides variety & selection is in the best interest of the market. 9)There are no ideal product mix targets for a market - the process is a balancing act that will often involve trial and error moving forward.

63. Product mix management

64. Best Practices?

65. Product mix management Best Practices? Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee. Best Practices? Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee.

66. Product mix management Best Practices? Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee. Establish selection criteria for the evaluation of products and vendors. Best Practices? Whenever possible, delegate vendor selection to the manager or to a non-vendor review committee. Establish selection criteria for the evaluation of products and vendors.

67. Product mix management

68. Possible vendor selection criteria?

69. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients

70. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

71. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix

72. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product

73. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market by providing quality, convenience, selection, and variety Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market by providing quality, convenience, selection, and variety

74. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market by providing quality, convenience, selection, and variety Past vending performance and compliance with rules Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market by providing quality, convenience, selection, and variety Past vending performance and compliance with rules

75. Product mix management Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market by providing quality, convenience, selection, and variety Past vending performance and compliance with rules What criteria make the most sense for your market? Possible vendor selection criteria? Preference given to vendors with local residency or production and to foods made with locally produced ingredients Category targets (e.g. 60% farm, 30% value-added, 10% art/craft) Diversity of product mix Abundant and consistent supply of product Product selection that enhances the appeal of the market by providing quality, convenience, selection, and variety Past vending performance and compliance with rules What criteria make the most sense for your market?

76. Strategic Planning

77. Needs Assessment

78. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements.

79. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey.

80. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included: Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:

81. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site

82. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development

83. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development  Product mix management Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development  Product mix management

84. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development  Product mix management  Merchandising Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development  Product mix management  Merchandising

85. Strategic Planning Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development  Product mix management  Merchandising  Keeping the peace Needs Assessment An assessment or review focused on governance, operations, etc. can be the basis for strategic planning and ongoing market improvements. See link to sample needs assessment survey. Areas of focus included:  Location and site  Customer development  Product mix management  Merchandising  Keeping the peace

86. Strategic Planning

87. Location and site assessment

88. Strategic Planning Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success.

89. Strategic Planning Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including: Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:

90. Strategic Planning Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments

91. Strategic Planning Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments  Rating sheet - based on assessment criteria Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments  Rating sheet - based on assessment criteria

92. Strategic Planning Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments  Rating sheet - based on assessment criteria  Rating summary - compiles multiple rating sheet results Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments  Rating sheet - based on assessment criteria  Rating summary - compiles multiple rating sheet results

93. Strategic Planning Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments  Rating sheet - based on assessment criteria  Rating summary - compiles multiple rating sheet results  Compared ratings - side-by-side comparisons for target locations / sites Location and site assessment Evaluation of existing or proposed locations and site plans can be critical to a market’s success. See links for sample tools including:  Guide - checklist for location and site assessments  Rating sheet - based on assessment criteria  Rating summary - compiles multiple rating sheet results  Compared ratings - side-by-side comparisons for target locations / sites

94. Resources and References

95.  Content checklist - Farmers Market Rules & Regulations (ASAP)

96. Resources and References  Content checklist - Farmers Market Rules & Regulations (ASAP)  Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton  Content checklist - Farmers Market Rules & Regulations (ASAP)  Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton

97. Resources and References  Content checklist - Farmers Market Rules & Regulations (ASAP)  Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton  Sample Market Needs Assessment Survey (ASAP)  Content checklist - Farmers Market Rules & Regulations (ASAP)  Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton  Sample Market Needs Assessment Survey (ASAP)

98. Resources and References  Content checklist - Farmers Market Rules & Regulations (ASAP)  Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton  Sample Market Needs Assessment Survey (ASAP)  Location & Site Assessment forms (ASAP)  Content checklist - Farmers Market Rules & Regulations (ASAP)  Farmers Markets Rules, Regulations and Opportunities by Neil Hamilton  Sample Market Needs Assessment Survey (ASAP)  Location & Site Assessment forms (ASAP)