Common use of Lessons learned Clause in Contracts

Lessons learned. The Farm-to-Table program begins 2011 in a much stronger position than it began 2010. This is partly due to better financial planning and more diversified funding sources, including an increase in program-generated revenue. It is also due to the organizational partnership (soon to be merger) between Food Works and CVCAC, which will in the long run increase both the financial stability, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, the strength of Farm-to-Table is also due to the commitment of the primary growers to working collaboratively on production planning and marketing strategies Reflecting on the experience of this past year, however, brings several critical issues to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxx

Lessons learned. The FarmIRPWind conference of 2017 should keep: • Plenary presentations by industry with a strong innovative character • The 2-today programming • Around 100-Table program begins 2011 150 participants • The opportunity to plan EERA JP Wind related activities around the conference • More networking opportunities, e.g. standing lunches • The amount of parallel sessions: maximum 2 • The size of presentation rooms: capacity of ~75-90 people/room • The length of the SP sessions • The availability of data from previous editions through xxxxxxxxxxx.xx • An industry event which makes people register for the conference. The IRPWind conference of 2017 should improve on: • An earlier finalization of the programme: key-note speakers should be confirmed already in a much stronger position than May • Increased participation of industry and national programmes – more targeted invitations Conclusions As in the previous editions, the efforts to bring the wind industry, national programmes and research community in one room are appreciated by all 121 participants. We still see opportunities for further integrating the research vision of industry with that of national programmes and researchers. Once more, it began 2010. This is partly due has proven to better financial planning and more diversified funding sources, including an increase be difficult to keep the momentum of intense contact of the conference in program-generated revenuethe months after. It is suggested that less intense, but more frequent contact between industry and the research community on an EERA JP Wind/IRPWind level will promote the integration of R&D activities. The monthly newsfeed that will be re-initiated in 2017 can help drawing more attention to EERA JP Wind and the conference subsequently. Communicating in alignment with ETIP Wind’s SRIA will create common ground for understanding priorities in wind research. Presenting the IRPWind conference programme of 2017 as such can help to further increase its success as well. Like in previous editions, the organisation will also due to take into account the organizational partnership (soon to be merger) between Food Works and CVCAC, which will feedback received from the survey. Improvements lie not so much in the long run increase both organisation of the financial stabilityconference, as well as in the outreach and educational opportunities, effectiveness of all of Food Works’ many intersecting programsinvolving the wind industry in it. However, Further increasing the strength of Farm-to-Table is also due to the commitment participation of the primary growers to working collaboratively on production planning and marketing strategies Reflecting on the experience of this past year, however, brings several critical issues to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially industry in the fall monthslast edition of the IRPWind conference will be key. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling first draft of the program did not occur2017 programming reflects this ambition. It The last edition of the IRPWind conference within the IRPWind framework is becoming increasingly evident that a new staff position will soon be necessary, although promising to become the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving most successful one of the more specific proposed goals; namely, the increase in the number 4. Appendix A. List of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxxattendees 2016

Lessons learned. The FarmReflecting upon the experiences gained during the first year of program implementation, the YED team identified the following challenges and lessons learned that will be applied to future activities.  Although the CSP I was largely successful in terms of improving YSIs’ capacity to implement quality youth programs that incorporate Standards of Excellence, YED has started identifying strategies to improve participation and to create even more valuable learning opportunities during CSP II. In order to achieve this, YED plans to conduct a summary evaluation of CSP I, including a web-to-Table program begins 2011 in based survey of participants and their supervisors, to gain a much stronger position than it began 2010xxxxxx understanding of CSP I’s impact. This is partly due information will be complemented by the outcome of a second capacity assessment for CSP I organizations, to better financial determine exactly how the CSP’s concepts have been integrated into the organizations’ implementation activities. XXX will also examine the planning process for CSP II in order to improve the dialogue process that can promote more organizational buy-in at the management level, more appropriate staff members participating in the workshops, stronger and more diversified funding sourcesrelevant content, including an increase in programand good scheduling of workshops and other activities.  While Palestinian YSIs have useful experience and knowledge to build on, many do not always approach youth employability, entrepreneurship, and service learning with the comprehensive approach that is essential to provide youth with excellent services and real opportunities through sustainable programs. Thus, the CSP is a valuable and necessary process, but ultimately is not sufficient as a short-generated revenueterm solution to create high-functioning organizations. It is also due YED will continue to approach capacity strengthening as a significant, long-term investment that will require ongoing resources to demonstrate sustainable results. In order to achieve this, YED has provided practical, hands-on support to the organizational partnership (soon YSI partners through technical clinics and one-on-one meetings that help these organizations to be merger) between Food Works and CVCAC, which will apply the concepts taught in the long run increase both CSP workshops. In Year Two, the financial stabilityYED team hopes to hire two Technical Advisors that would work directly with the YSIs to support their implementation of best practices as they undertake the activities proposed for the full-capacity grants.  Rapid Grant YSI partners have required significant support in documenting success and communicating with external audiences. While Xxxxxx and Injaz have been effective in facilitating press coverage for their events, as well as all three partner XXXx struggled to develop success stories and other outreach materials that fully convey the outreach scope of their programs’ achievements. During Year One, the YED M&E/Communications team developed guidelines for writing success stories and educational opportunitiesphotographing events in order to tell the program’s story in an engaging manner, of all of Food Works’ many intersecting programsand worked in close collaboration with the YSI partners to support their growth in this area. However, as YED begins a new set of projects under the strength full-capacity grants with a new set of Farm-to-Table is also due YSI partners, the M&E/Communications team plans to host a training session specifically on documenting and disseminating program successes.  After the commitment first year of implementation, and the completion of CSP I, the YED team has gained a more realistic understanding of the primary growers labor-intensive nature of building organizational capacity and managing grants activities. The three activities implemented under the Rapid Grants were largely successful, but required a sustained level of informal capacity building to working collaboratively enable the Rapid Grant partners to document successes, provide accurate and timely reporting, and organize and implement activities on production planning a schedule that allowed an appropriate amount of time to reach targets and marketing strategies Reflecting conduct post-participation follow-up. In Year 2, the YED team will incorporate these lessons learned into managing the full-capacity grants (pending available funding) and work to build on the experience achievements made in CSP I to position our YSI partners to accomplish the greatest impact possible through YED-funded activities.  During Year One, YED gained better understanding of how to organize activities to accommodate the lengthy USAID vetting process required of our CSP participants and youth beneficiaries. While the YED team understands that USAID plans to streamline this past yearprocess with the implementation of a web-based platform through which to submit vetting requests, however, brings several critical issues YED will also work with our YSI partners to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing partiesensure their anticipated implementation timelines allow sufficient time to receive vetting approval, and consequent expanded availability of “lightly processed” products, did not occur, due will strive to limitations submit vetting requests as early as possible in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs order to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etcavoid implementation delays.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxx

Lessons learned. The Farm-to-Table program begins 2011 in a much stronger position than it began 2010. This is partly due to better financial planning and more diversified funding sources, including an increase in program-generated revenue. It is also due Due to the organizational partnership (soon to be merger) between Food Works and CVCAC, which will fact that this year’s most important activities in the long run increase both execution of the financial stabilityproject were not carried out yet (such as the meeting of specialized professionals, the hearing before the Inter- American Commission, the launching of dissemination material) there are still no lessons to inform about. Nevertheless, after making a general balance of the project’s operation, it is important to rescue what was said in the previous report: the fact that the project will be executed jointly with another organization - with different mandates and area of expertise - imposes specific difficulties. An example is the fact that the IIHR depends on the information reported by CEJIL to elaborate the reports and plans, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, fact that the strength of Farm-to-Table communication is also not always fluent due to the commitment distance separating both institutions (San Xxxx- Washington). This makes it difficult to carry out periodical meetings, for example. Given that situation, we anticipate taking actions to have a better coordination, such as a personal meeting with the staff members in charge of the primary growers project in CEJIL, tentatively planned during the team-network meeting of specialized professionals in Costa Rica. In this meeting we will discuss the mechanisms and strategies for inter-institutional communication and coordination. To that respect, the IIHR will share with CEJIL the experience gathered during the year with regards to working collaboratively on production planning the mechanisms and marketing strategies Reflecting requirements for the preparation of reports and plans, in accordance with USAID stipulations. Finally, besides a close team coordination, and an effort toward inter-institutional communication, the project’s characteristics demand a lot of versatility from the technical team because the inclusion of cases in the project, strongly linked to its key objective, which is to offer psychological attention to victims, does not depend on the experience institutions in charge of this past yearthe project, howeverbut rather on the specificities of the cases, brings several critical issues and on the operational mechanisms of the inter- American system. The latter demands a strong coordination with those organs. Integration of a Team-Network of Specialized Professionals Integral Psychological Attention to Victims of Torture or their Families Preparation of a Working Meeting of Specialized Professionals Working Meeting of Specialized Professionals Sistematization of Methodology for Intergral Psychological Attention Contributions for the fore: First and foremost, General Hearing before the rapid expansion Inter- American Commission Presentation of sales (Specialized Reports Informal Meetings with Representatives of the Commission and the volume Court Updating of product) strained the capacity Directory of program staff, especially Organizations Preparation of the Self-training Course Preparation of a final document for the Meeting of Specialized Professionals. Negotiate selection of first case under the project Mission to Honduras to litigate JHS case before the Inter-American Court Analyze potential cases to be included in the fall monthshearings Request and prepare hearings before the Inter- American Court Selection of specialized professionals to provide assistance to cases with hearings Informal Meetings with Representatives of the Commission and Court Participate in Meeting of Specialized Professionals Follow-up of hearing requests at Commission Xxxxx out hearings for project's cases Contact specialized professionals in USA and Costa Rica for training Facilitate access to psychologists with whom consultations may be made Launching of Thematic Folder on torture Prepare Gazette on Torture Request and follow up General Hearing at Commission Prepare and carry out General Hearing at Commission Training to CEJIL staff Strategic objective: Provide psychological assistance for victims of torture with cases before the Inter-American System for the Protection of Human Rights. The planned increase General Performance Indicator: Improve the quantity and quality of the integral psychological support for victims of torture or of their families, with cases in work processing partiesthe inter- American system. Intermediate results: Consolidation of a team-network of specialized professionals in the integral support for victims of torture with cases before the protection organs in the inter-American system. Methodology for the integral support for victims of torture. Process to raise awareness by the organs of the inter-American system regarding the psychological impact of torture on the project’s objectives. Annual strategic objective (2003): Creation of a team-network of specialized professionals, and consequent expanded availability the design of “lightly processed” products, did not occur, due a methodology for the integral psychological attention to limitations in capacity. Likewise, torture victims with cases before the proposed increase in statewide outreach and modeling organs of the program did not occurinter-American system. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one Annual performance indicator (2003): Improvement of the more specific proposed goals; namelyprofessional, organizational, and institutional capacity for the increase integral psychological support for victims of torture in the number of community buying clubsinter-American system. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxxDESCRIPTION

Lessons learned. With the rollout of the new search functionality and the flexibility of the new platform, OAN and its marketing committee are pleased overall with the results of the project and believe strongly that members will benefit with increased sales in the short- and long-term. The Farmproject started with a plant-tocentric focus (based in part on the results of market research), when in fact the emphasis should have been on simplifying search. The amount of staff time required to manage the project was substantially more than anticipated. More time should have been invested in mapping data and functionality, but looming deadlines pushed OAN to move quickly. In hindsight, we should have required our technology partner to evaluate multiple platforms. The original timeline provided eight months of training time to get members comfortable with the new site before embarking on the listing process. Due to a variety of delays, in reality we only had one month to prep members, which caused confusion and coincided with their peak shipping season making it difficult to capture their attention. XXX now realizes it will take a long-Table program begins 2011 term educational effort for members to grasp the value of managing their listings and list purchases throughout the year rather than during the historical timeframe. Approximately 200 new plant listings are requested each year, which is good from a Google search perspective—new content is highly valued in search results—but requires substantial staff time to find and upload photos and plant descriptions. Project goals were based on the anticipation that members would immediately see the value of the project—an online presence for every member and increased relevance in online searches— and their role in making the project a much stronger position than success, e.g., providing plant descriptions. We over- anticipated their understanding of and attention to the project. We also lacked of understanding what motivates members to purchase listings, which hampered our efforts to increase member participation. Apparently, free is a very good (and motivating) price for participation, but it began 2010doesn’t convey the short and long-term value of Nursery Guide as a robust marketing tool for Oregon’s nursery industry. This is partly due to better financial planning and more diversified Nor does it provide a sustainable funding sources, including an increase in program-generated revenuesource for supporting the online platform. It is also due to the organizational partnership (soon to be merger) between Food Works and CVCAC, which will in the long run increase both the financial stability, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, the strength of Farm-to-Table is also due to the commitment of the primary growers to working collaboratively on production planning and marketing strategies Reflecting on the experience of this past year, however, brings several critical issues to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that would have been helpful in place since our research phase to delve into price/purchase behaviors so that we could structure listing prices and promotional offers that would/will capture the inception attention of the programmembers. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxxEMAIL: xxxxx@xxxxxxxxxx.xxx

Lessons learned. Forty percent of SNAP participants not completing the first season was an unexpected problem. Reasons for not completing the season included price, transportation, and not knowing what to do with all of the produce. In 2012 and 2014 Xxxxxx farmers provided pre-season education about seasonality and share size and spent more time explaining how CSAs work and what to expect. As a result, in 2013 the retention rate has increased to 97%. The Farm2012 Xxxxxx Farm post-tosurvey asked participants what was the “biggest challenge” for participating in the program. Nineteen of the twenty-Table program begins 2011 eight respondents (67.9%) stated that getting to the pickup time was the biggest challenge. Primary reasons for this included the limited window for pick-up (i.e., 4–6pm) and the time of pick-up (i.e., rush hour on Friday). Other challenges included “using all the food in a much stronger position than it began 2010. This is partly due each week’s share” (2), “weighing items” (1), and “not forgetting to better financial planning and more diversified funding sources, including an increase in program-generated revenuepick up the share each week” (1). It is also due to interesting that the organizational partnership (soon to be merger) between Food Works and CVCAC, which will in the long run increase both the financial stability, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, the strength of Farm-to-Table is also due to the commitment of the primary growers to working collaboratively on production planning and marketing strategies Reflecting on the experience of this past year, however, brings several critical issues to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did cost was not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the biggest challenges, as we originally assumed. As more specific proposed goals; namelyfarmers begin accepting SNAP we will share with them what our member’s challenges have been so that they are prepared to manage similar challenges. The SNAP office was inundated with requests from farm direct applicants this year. Farmers are having to wait 6-8 weeks to get their SNAP permits approved, thus many of the increase CSA farmers who planned to start accepting SNAP in 2013 are now waiting until 2014. The biggest challenge is the inability for farmers to accept pre-payment for CSA shares with SNAP. If a SNAP member does not arrive to pick up a share on any given week that money is lost to the farmer. Though we are providing a model that demonstrates how to have a very high retention rate of SNAP members, policy change is necessary so that farmers do not have to take on a risk when accepting SNAP-paying members. Vegetable producers in the number Columbia Gorge lacked season extension skills and infrastructure, impeding their ability to fully access local direct markets and provide local produce year- round. Area farmers’ markets opened later and ended earlier than many Portland and Willamette Valley markets not because there were no shoppers, but because there was not enough produce – Columbia Gorge’s slightly cooler climate requires that producers adopt season extension techniques. A 2011 survey of community buying clubs. The creation of five new buying clubs in the summer area restaurants and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs other direct produce purchasers indicated most would like to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeteriaspurchase local produce throughout a longer growing season, etcif it were available.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxx

Lessons learned. The Farmproject was very successful at fulfilling the scope of the work – advancing the marketing skills for specialty crop producers in Vermont. The workshops were well attended, and the evaluations were positive. The evaluations were helpful because we learned what other educational opportunities participants are seeking. What we learned is that there is a growing disconnect between the sophistication of consumers at markets, and the market management that is not keeping pace with growing consumer needs. For example, consumers are seeking convenience, one-to-Table program begins 2011 in a much stronger position than it began 2010stop shopping, and are increasingly relying on social media for information about purchasing options. This is partly due to better financial planning Farmers selling at direct markets, and more diversified funding sources, including the managers who play an increase in program-generated revenue. It is also due to the organizational partnership (soon to be merger) between Food Works and CVCAC, which will important role in the long run success of those markets, have not all kept pace with this new consumer. Many of the participants answering a question on the evaluation about “the biggest challenge they face” responded about the need to “keep current at website updates,” “need to get our face and message out there, just producing good crops is not enough anymore,” “lack of time to maintain Facebook, website, blog and Twitter…and still keep up with face to face marketing.” Of course, there are many customers who shop at farmers’ markets, participate in CSAs and shop at farm stands because they are seeking the kind of shopping experience that is down to earth, and perhaps a step removed from electronics for a period of time; but since the markets all want to increase both customer traffic, they need to reach the financial stability97% of consumers who are currently not shopping at direct markets. The other lesson we learned is that specialty crop producers need additional information about food safety, as well as many states are increasing regulations, clamping down on product sampling at markets, and markets are transitioning from seasonal events to year-round markets and may have to meet the outreach stricter requirements of retail stores. When we asked what additional workshops participants would like to attend in the future, several respondents said “events at markets and educational opportunitiesfood safety – from on-site to carry-out,” and “updates in current state health regulations.” Finally, we heard from a lot of all of Food Works’ many intersecting programsparticipants about there on-going challenge to increase access to low-income customers. However, the strength of Farm-to-Table is also due to the commitment Although half of the primary growers to working collaboratively on production planning and marketing strategies Reflecting on the experience of this past year, however, brings several critical issues to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially markets in the fall months. The planned increase in work processing partiesVermont have EBT machines, and consequent expanded availability several offer incentives to double the value of their electronic benefits, a lot of farmers want help in “lightly processedreaching non-traditional customers for my farm and market.” productsCONTACT PERSON Xxxx Xxxxxxxxx, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, 000) 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxx0000 x00; xxxx@xxxxxx.xxx

Lessons learned. The Farm-to-Table program begins 2011 calendar could not have succeeded without a year or more of planning, in a much stronger position than it began 2010. This is partly due large part to better financial planning and more diversified funding sources, including assemble an increase in program-generated revenue. It is also due to adequate range of photographs for the organizational partnership (soon to be merger) between Food Works and CVCAC, which will in the long run increase both the financial stability12 months, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, the strength of Farm-to-Table is also due to the commitment studio shots of the primary growers featured varieties. The photographs needed to working collaboratively on production planning be horizontal in orientation rather than vertical, come from a variety of orchards throughout New England, and marketing strategies Reflecting on represent the four seasons. Our experience producing a low-budget pilot calendar in 2010 gave us insights for this project about such critical decisions as the calendar size, paper quality, amount of this past yeartext, and main image. We have a lot to learn going forward now that people will begin displaying the calendar in their homes and offices, and giving us feedback. Anecdotally, however, brings several critical issues our growers were so impressed with the calendar that they have already expressed a strong interest in producing another one for 2013, possibly with a customized tab at the bottom with information about individual orchards. This would increase each orchard’s visibility, compared to the fore: First listing of orchards inside the back cover in the 2012 calendar, and foremostwe are exploring costs with our printer. In the meantime, photographers Xxxxxxx Xxxxxx and Xxx Xxxxx visited more than 40 orchards throughout the six New England states gathering new photography that could be featured in a new calendar. The biggest change in our original proposal was to increase the press run for the calendar from 500 -1,000 to 3,000. We made the decision as we realized how beautiful the calendar would look and assessing its value as an educational and promotional tool, and to take advantage of a price break. This enabled us to increase our supply to member orchards and provide calendars to a number of educational institutions with an interest in local agriculture. The main lesson about the website is the need to coordinate editorial and technical work, since they are done by different people. Bar Weeks gradually has been learning how to make changes to the website without the aid of an outside contractor, but wholesale changes, such as those made to the education section, require a coordinated effort to ensure that the end result meets the editorial vision. Similarly, the rapid expansion data gained during the phone survey of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs growers needed to be madepromptly added to their listings to have an impact. Between Ensuring that the growth of the buying clubs and the vastly increased sales technical issues contributing to the rest website’s success are resolved in a timely way requires ongoing monitoring on the part of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains staff person such as steadfast, as impassioned, and as necessary as everXxxxxx or Weeks. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000PERSON Xxxxxxx Xxxxxx, 000-000-0000; xxxx@xxxxxxxxxxxxxxxx.xxx PROJECT SUMMARY This was a multi-faceted project aimed at supporting Vermont Christmas tree growers through support of educational field meetings, xxxx@xxxxxxxxxxxxxxx.xxxattendance at local and regional fairs and web site improvements. It covered the two year period 2011-2012. The New Hampshire-Vermont Christmas Tree Association was the recipient of this grant. NHVTCTA has been in operation since 1956, and represents some 200 growers within the region. Our membership encompasses both large and small businesses, is geographically dispersed throughout the region and represents all segments of the industry (wholesale, retail, choose and cut, etc.). Plantation-grown Christmas trees became much more prevalent in the post WWII period, and today represent virtually all annual Christmas tree production. It is a mature industry, and faces problems associated with that maturity. Christmas trees have often been grown in a monoculture environment for many years, and the industry must take strides to guard against possible decline in tree vigor and quality because of this monoculture. It is important to provide continuing education to growers about advances in fertilization, soils, seed genetics, etc. in order to continue to provide a quality crop with market acceptance. It is also important to educate consumers with respect to the values of natural trees and to discourage the use of artificial trees. Producers also need assistance in the marketing of real trees and wreaths, especially through the use of an expanded web site. It was these factors which provided the necessity for current NHVTCTA efforts and the subsequent application for and receipt of funds made available through this grant. PROJECT APPROACH While many factors contribute to strong sales, it is clear that a well-designed, easy to locate and easy to use web site may well be our most important marketing tool. Cut your own sales were strong throughout the region, and most wholesale growers indicated strong activity. Many if not most wholesale growers were sold out. GOALS AND OUTCOMES Christmas trees take 8-10 years in the field to reach marketable size. Improvements in yield/quality can only be measured with the passage of time. For example, improved soils drainage techniques or changes in seed genetics and seed source are long term issues. Improved soils testing and fertilization can be measured more quickly, but even these take time to properly assess. While it is currently impossible to provide a quantitative assessment of the benefits of many of our field meetings, it is not impossible to speak anecdotally. At every meeting there have been members who have taken new knowledge and incorporated that knowledge into their business plan. There are reports of early success. It is possible, nonetheless, to provide a quantitative assessment of field meeting attendance. Attendance has shown steady growth. Base line attendance in 2010 (the year before this grant was awarded) was 240. In 2012 it increased to 266. Attendance at our last meeting in 2012 was 105; at that same meeting in the 2010 baseline year attendance was 78. These represent attendance increases of 10.8% and 34.6% respectively. Our most recent (Fall, 2012) meeting had the highest attendance of any meeting within the past 5 years, despite the fact that it was held in the geographic extreme of our membership area. It should be noted, though, that two of the three meetings NHVTCTA holds annually are outside meetings, and weather can be a key variable. We try to select meeting sites in different geographic areas and with different farm emphasis (large wholesale versus smaller choose and cut, etc.) These criteria are also factors in meeting attendance. It should also be noted that this is also a mature industry with respect to average farmer age. This overall attendance increase has been accomplished in spite of the loss of some members due to age and retirement. And finally, it should be noted that these increased attendance numbers come at a time of consolidation in the industry, with an equal or greater number of trees being planted on a lesser number of farms. This provides further proof of the value of our expanded field meetings and use of professional presenters. The true measure of increased knowledge is through production of a better tree, or through production of a tree of equal quality in a shorter length of time or at a reduced production time. Since Christmas trees require 8-10 years from planting to harvest, it is impossible to estimate at this time if the information we have provided to our membership has been helpful. But I cannot believe that it has not been. In addition to being NHVTCTA Executive Director, I am also a Christmas tree grower. I can specifically say that I personally saved over $2000 last year by using a different type of lime, and I firmly believe that in addition to this cost savings I also increased the efficacy of the product. But xxxxxx in a long term process and it is impossible to measure increased efficacy with any degree of certainty in the short run. This information came to my attention through attendance at field meetings. We continually ask membership for input into our meetings, both as a means of measuring the usefulness of the material presented and as a means of addressing their particular problems and questions for future presentations. Representation at fairs was an effort at consumer education, and was aimed at the consumer rather that Christmas tree growers per-se. In the aggregate, attendance at the fairs we attended exceeded 1.3 million. Between 5000 and 10000 brochures were distributed. Analysis of the efficacy of any individual marketing effort in relation to other efforts is always difficult. It would be an overstatement to say that strong sales were solely attributable to our web based marketing efforts, but it is not an overstatement to say that improved web based marketing played a significant role in strong sales. We can quantify, however, the number of hits to our web site at 208,797 hits, an increase of just over 14 percent. BENEFICIARIES The primary beneficiaries of this project were Christmas tree growers themselves. NHVTCTA has approximately 175 members. It is hoped that all of these members benefited. Approximately 70 percent of our membership attended at least one meeting. While we make every effort to provide information presented at meetings to those who did not attend that meeting, it is clear that the largest benefit will be to those who actually attended. Benefits included training and education relative to new and improved cultural practices, and assistance with marketing through an expanded web site. They will benefit by growing a better product and assumedly increase their profitability. Local economies will benefit, because farmers purchase inputs locally. It is estimated that the local multiplier effect is between 4 and 5 (for each dollar spent by the farmer for his product, it is multiplied by a factor of 4-5 as it is passed through the economy to purchase fertilizer, fuel, household supplies, etc.). And of course consumers will be beneficiaries, both through receipt of information on tree care and safety and through receipt of a better product and a better experience.