ࡱ>  nE Pjbjb R%l,,,,8d4,?28 (` ( - K W t?v?v?v?v?v?v?,@  Cl?_ "- _ _ ?O m8 OOO_   t?O_ t?OO&/h04t lh%,,=h3d04D ??3duCOuC04O REGIONAL FOOD SYSTEM ASSESSNENT FOR NORTHEAST OHIO Recommendations to the Northeast Ohio Foodshed Alliance  Cleveland State University Urban Studies Exit Project Ned Hill, Advisor Revised by Brad Masi August 31, 2002 ABSTRACT A regional food system facilitates more direct economic connections between farmers and consumers, reducing the overall distance that food travels and increasing the amount of food dollars that stay within a regional economy. A more regionally-based food system will reduce the vulnerability of the national food supply to disruption, reduce the fossil-fuel energy expended in the current food system, and provide new regional economic development opportunities. How can a model for regional food systems development apply to Northeast Ohio? What are the economic barriers and opportunities to implementing a more regionally-based food system for Northeast Ohio? Consumers within the seven county region surrounding Cleveland annually purchase almost $7 billion of food. While this demand is significant, agricultural production within the same region only generates $259 million of annual sales. Implementing a regional food system model within Northeast Ohio requires an increase in the number of farms supplying urban markets, improvements in regional processing and distribution infrastructure, and an overall transition in the regions dependence on commodity agriculture. Two enterprising models, Parkers Restaurant in Ohio City and Oberlin Colleges student cooperatives and dining systems, have made local food purchasing central to their operations. Both models feature a strong ideological commitment to local food purchasing which has helped to raise consumer awareness and create a stronger market for locally-grown produce. However, each model faces limitations in terms of their applicability to the broader region. A more well-developed regional food system will require new enterprise development in food processing and distribution industries as well as significant change in the underlying structure of the agricultural economy for Northeast Ohio. MODEL FOR REGIONAL FOOD SYSTEMS DEVELOPMENT According to a study conducted by the Central Intelligence Agency (CIA) in 1982, the average food molecule travels 1,300 miles from farm to plate. Caught in the throes of the cold war, the CIA determined this figure as a part of a larger effort to understand the vulnerability of the United States to potential nuclear attack or invasion. In 2001, Katherine Lawrence, Director of the National Campaign for Sustainable Agriculture, estimated that this distance has increased to over 2,000 miles. While the cold war has faded into the annals of recent history, this long chain of food distribution raises questions as to the vulnerability of the U.S. food supply given new challenges to national security. This long chain of distribution could easily be disrupted through the destruction of a few critical bridges spanning the Mississippi River or tunnels burrowing through the Rockies or Appalachian mountains. Food security to a large extent can be gauged by the ability of a region to continue to supply basic food needs in the event of a major disruption in the national food distribution system. Developing more regionally-based food systems can strengthen the ability of a community to meet its own food needs in the event of a major disruption. Beyond national security, regional food system facilitates more direct connections between consumers and farmers, reducing the overall distance that food travels and increasing the food dollars that stay in the local economy. A sustainable regional food system will be supplied by farms that both preserve environmental quality while providing a decent living for the farmer. In turn, consumers will have access to healthier, fresher food and greater food security. Reliance on a distant food supply makes urban populations particularly vulnerable to disruption. A regional food system will provide true homeland security, preserving soil, viable farms, healthy rural communities, and prospects for future generations. In addition to promoting the resilience of a community to withstand a major disruption, a regionally-based food system presents several significant environmental and economic advantages. From an environmental point of view, the modern American food system is fueled primarily by cheap and readily accessible fossil fuels. According to David Pimmentel with Cornell University, it takes an average of 9.8 calories of energy to produce, process, and haul one calorie of food across the country. About 3 calories of energy are expended for farm-related activities, including traction, the manufacture of synthetic fertilizers and pesticides, and the operation of irrigation pumps. An additional 6.8 calories are expended to refridgerate, process, and package food, and haul it over long distances across the country. The long chain of hydrocarbons attached to each food molecule is not seen at the point of consumption nor is its true cost covered at the cash register. These costs include highway maintenance (one 80,000 pound truck does the equivilent damage to a highway as 9,600 automobiles), air pollution, and the accumulation of carbon in the atmosphere. This energy-expended-per-food-calorie-produced ratio can provide one indicator for the sustainability of a food system. Energy expenditures can be reduced both on the farm and in the broader food distribution system. On the farm, the Sunshine Farm in Salina, Kansas is an experimental, solar powered farm. The farm relies on two sources of traction: the first features horses fed with grain from the farm and the second involves a tractor powered by bio-fuel manufactured from soybeans grown on the farm. Following an elaborate energy audit, it was determined that the Sunshine Farm generates three calories of food energy for every calorie of energy imported into the farm. Off the farm, a more regionally-based distribution system will increase the freshness of food while greatly reducing the energy expended to process and ship it over a long distance. From a systems ecology point of view, the long-term sustainability of both a distance-based and regionally-based food system can be determined by examining the flow of energy and nutrients through each system. Systems ecology provides a framework for understanding how nutrients, materials, and energy flow through a complex system and what factors contribute to the relative productivity of those systems. A systems ecology framework can be applied to both natural ecosystems (coral reefs, forests, wetlands) as well as human systems (cities, households, or food systems). Looking at the national versus regional food system from the point of view of energy and nutrient flows can allow us to conceptually grasp the differences between and consequences of these two systems. The overall end in each system is to support ten minutes of blissful indulgence for the consumer. The means to this end, however, include two entirely different design templates. The national food distribution system can be described as a linear-flow, cradle to grave design. In this system, food is grown an average of 1,300-2,000 miles away from the point of consumption. The agricultural practices of that distant farm are largely unknown. Many of the farms will contribute to significant national environmental problems such as soil erosion, atmospheric carbon accumulation, and nutrient and pesticide contamination of water sources. According to our calorie measurements, one calorie of food in this system requires 3 calories of external energy input. Once grown, the food is transported from the farm to a processing center. The food is packaged, processed, and prepared for a long-distance shipment, about 1,300 miles to the consumer. After it is consumed, any food waste or kitchen scraps end up in the garbage where it is picked up and transported to a landfill. The food waste is compacted beneath layers of garbage where it anaerobically decomposes, becoming methane which contributes to global warming (with the exception of a few enterprising communities where that methane is converted to electricity).  EMBED PowerPoint.Slide.8  From an economic point of view, most of the economic activity for the national food system is concentrated in the 1,300 mile processing and distribution chain. According to the U.S. Department of Agriculture, about 5-20% of each food dollar spent goes to the farmer. The remaining 80-95% is tied up in the national food distribution system. For the urban consumer, a significant percentage of each food dollar spent is absorbed by this national distribution system. While there are certainly employment opportunities presented by the businesses that support this distribution system, farmers remain at the margin and any significant local employment or economic development opportunities in the food system are not realized. A regional food system, in its ideal form, can be described as a cradle to cradle system. Behind the ten minutes of blissful indulgence is a circular flow design. Here, food is grown by farms around the edge of an urban center, travelling an average of 90 miles from farm to plate. Food is processed, packaged, and distributed by companies on the urban edge. Food waste is captured at the end of the process and composted on-site or in municipal composting centers. This composted material returns to the farm, improving soil quality and raising the yield of crops. From an economic point of view, the cradle to cradle system retains food dollars. A greater percentage of food dollars can support the local farmer and food processing and distribution businesses at the edge of an urban area. Food waste compost off-sets the costs of disposal while allowing farmers to invest in their soil. This system represents a more efficient flow of energy and nutrients to achieve the same end of ten minutes of blissful indulgence.  EMBED PowerPoint.Slide.8  From an economic development point of view, a regional food system will build local economic multipliers. Each food dollar spent by an urban consumer will support a local farmer within the region. There are several backward linkages for the farmer, including all of the businesses that supply the farmer (seed companies, fertilizer or manure manufacturers, equipment repair shops, etc.). The forward linkages include businesses that distribute the food as well as any businesses that add value to food products, including processing and packaging. A regional food system helps to build the strength of the non-basic economy which provides local services and goods. It will not improve the export earning potential for a regional economy, unless a region can produce food products that are unique to the climate or soils of the region and not easily produced elsewhere. Overall, the calorie ratio provides a measurement of the ecological efficiency of the food system. However, this ratio is a performance indicator and is useful only to the extent that it can be used to measure improvements or lack of improvement in the overall environmental performance of the food system. The systems ecology framework allows us to view the flow of energy and nutrients between a national versus a regional food distribution system. However, it is useful only as a visual demonstration. The larger and more difficult task lies in the mechanics of transitioning from a fossil-fuel-intensive, long-distance distribution system to a more regional distribution system. How do you implement this transition? Are there economic advantages to such a system? Can a local food system play a role in a regional economic development strategy? From a business point of view, can a regional food system be more cost-effective and ultimately compete with a nationally-based distribution system? From national security to environmental quality, there are several compelling arguments that can be made to support a more regionally-based food system. However, these arguments remain mere speculation if there is not a sound economic basis for supporting the transition to a more regionally-based system. III. REGIONAL FOOD SYSTEM ASSESSMENT FOR NORTHEAST OHIO For a variety of reasons, a more regionally-based food system can provide a template for addressing several larger social, environmental, and economic challenges. A more regionally-based food system can provide resilience to significant national disruption (natural or human-caused), reduces the overall energy expenditure in producing, processing, and shipping food, and holds the potential to promote endogenous economic development. How could a regional food system model play out in Northeast Ohio? What potential does a regional food system hold for improving Northeast Ohio's regional economy? What is the food production capacity of rural land surrounding the Cleveland metropolitan area? What infrastructure exists to increase transactions between local farmers and urban consumers? These questions will be addressed through a regional food system assessment of Northeast Ohio. This assessment analyzes the status of three essential elements of a regional food economy: demand-side, supply-side, and transaction potential. Analyzing the demand-side of the regional food economy involves an investigation of aggregate regional buying potential, a determination of the relative demand for various food products, a consideration of the primary consumer outlets for food purchasing (grocery stores, eating out, etc.), and the extent to which consumers might choose something grown locally over food transported over a long distance. Understanding the supply-side of the regional food economy requires an assessment of the overall food growing capacity of Northeast Ohio, the amounts of various food products produced, the relative value of agricultural land compared to other forms of land-use (i.e. commercial or residential), and the acreage devoted to different types of agricultural production. The transaction potential for a regional food economy involves an assessment of the regional capacity to process, store, distribute, and market food grown from local farms. The transaction potential will be determined by investigating the spatial distribution of farms (to determine the extent to which an agglomeration of farm enterprises exists to increase distribution efficiencies) and a determination of the regional infrastructure for connecting farmers and consumers from within the same region. The regional food system model for Northeast Ohio will be limited to the seven county metropolitan area surrounding the City of Cleveland, including Cuyahoga, Lorain, Medina, Lake, Geagua, Portage, and Summit counties. This region will comprise a "foodshed". From a geographic point of view, a foodshed is similar to a watershed. A watershed is defined as the area of land that drains into a common water body. Similarly, a foodshed is defined as a confined geographic area in which transactions between farmers and consumers are contained. There are two reasons for selecting this seven county area as the geographic extent for the model. First, this area allows us to determine the true potential for linking more agricultural or less developed counties in Northeast Ohio (i.e. Lorain or Summit counties) with urban areas where there is a high concentration of population and thus food consumers. Second, this model allows us to consider the interface between rural and urban populations in a larger vision for regional economic development. It allows us to begin to address a fundamental economic question: is agricultural activity indeed of less economic importance as a land-use than industrial, commercial, or residential usage? Is it truly to the advantage of the region to have agricultural land converted to other uses or might there exist a productive role for agriculture to play in a regional economic development picture? DEMAND-SIDE POTENTIAL FOR NORTHEAST OHIO The demand-side for regionally produced food will be considered through an analysis of two sets of aggregate data. The first includes aggregate food expenditures in Northeast Ohio based on an analysis of data from the U.S. Census and Consumer Expenditure Survey of the Bureau of Labor Statistics. The second aggregate data set includes data from the Census Bureau's 1997 Economic Census which details retail and restaurant food sales for the region. One set focuses on consumer purchasing trends in Northeast Ohio and the second concerns food sales reported by commercial enterprises. Comparing the two gives us a rough gauge of total food demand for the region. A detailed methodology for determining these figures can be located in Appendix One. The overall aggregate consumer demand for food purchases in Northeast Ohio is summarized in Table 1. The first and second columns list each county and the population within each county for the Northeast Ohio foodshed. The third column shows the population divided by consumer units to determine food expenditures per household (since this is how economic census data is reported). The total food expenditure for Northeast Ohio is $6.2 billion annully. Cuyahoga County, the most urbanized county in the Northeast Ohio foodshed, consists of almost half of this total annual expenditure. Accordingly, given its large aggregate buying power and concentration of population, the City of Cleveland has an important role to play in shaping a regional food economy. TABLE 1: AGGREGATE CONSUMER FOOD EXPENDITURES FOR NORTHEAST OHIO CountyPopulationConsumer Unit= 2.4 peopleTotal Food ExpenditureFood Consumed At HomeFood Eaten OutExpenditures on Fruits and VegetablesCuyahoga1,393,978580,8243,063,266,6551,804,620,6861,258,645,969318,872,468Geauga90,89537,873199,741,763117,671,15282,070,61020,792,231Lake227,51194,796499,955,423294,531,949205,423,47452,043,141Lorain284,664118,610625,549,140368,521,270257,027,87065,116,890Medina151,09562,956332,031,263195,605,069136,426,19434,562,981Portage152,06163,359334,154,048196,855,636137,298,41134,783,954Summit542,899226,2081,193,020,553702,827,997490,192,555124,188,146TOTAL2,843,1031,184,6266,247,718,8433,680,633,7592,567,085,084650,359,811Data source: U.S. Census and Consumer Expenditure Survey of Bureau of Labor Statistics In terms of assessing the locations where people tend to purchase food, it is important to note that 41% of the food consumed in the region is purchased outside of the home in restaurants or fast food establishments. Thus, restaurants provide an essential leverage point in the transition to a more regional food economy. In terms of understanding overall demand, about 10% of the food purchased, or $650 million, was spent on fruits and vegetables. As will be further explored in the supply-side portion of this assessment, many smaller-scale or organic farms in Northeast Ohio focus on fruit and vegetable production, which represents a $650 million market for the region. Table 2 shows a detailed breakdown of food expenditures per consumer unit for Northeast Ohio. Each consumer unit spends $5,274 per year on total food purchases with 59% of this total or $3,107, being purchased for food consumed at home. Table 2: AVERAGE FOOD EXPENDITURES PER CONSUMER UNIT FOOD EXPENDITURES PER CONSUMER UNITTotal Food Expenditure$5,274Food away from home$2,167Food at Home$3,107Home Food Expenditures:Cereals/Baked Prod$462Meats/Eggs$796Dairy Products$326Fruits/Vegetables$549Other food at home$973Data source: U.S. Census and Consumer Expenditure Survey of Bureau of Labor Statistics GRAPH 1: Graph 1 shows the percentage of total food expenditures for Northeast Ohio for food consumed at home. In terms of basic food production, over 50% of all food purchases are for meat, eggs, dairy, and vegetables, which includes raw agricultural products. The remaining 50% include baked goods (15%) and other food products (31%) which most likely include prepared foods. Analyzing this information, we can conclude that about 50% of all food purchased in Northeast Ohio includes raw agricultural products such as tomatoes, eggs, or milk. The remaining 50% of food purchased most likely has some form of value-added processing, including baking or combining ingredients to form a prepared product, such as salsa or a frozen dinner. Sales data collected through the Economic Census for 1997 tracks annual sales reported by retail or other businesses. Analyzing economic census data reveals a higher, but similar estimate for total food purchases in Northeast Ohio. Table 3 below reveals that food and beverage stores (excluding liquor stores) and food service/drinking establishments report a total of $6.9 billion in annual sales. According to table 3, about 40% of the $6.9 billion of reported sales took place at eating establishments outside of the home. This mirrors the 41% reported for food purchases above. TABLE 3: Economic Census for Retail Food Sales CountyFood & Beverage Stores ($1,000)Food Service ($1,000)TOTALS ($1,000)Cuyahoga2,017,5271,528,5573,546,084Geauga144,07052,403196,473Lake369,026224,106593,132Lorain369,258198,836568,094Medina204,082110,038314,120Portage182,485107,341289,826Summit821,006554,4731,375,479TOTAL4,107,4542,775,7546,883,208Data source: Census Bureau Economic Census, 1997 Table 4 shows a further subdivision of sales reported by economic census data. Full service restaurants include sales reported by sit-down restaurants with traditional servers. Limited service eating includes fast food restaurants. Special food services includes any institutional dining, such as at a hospital or a university. According to this table, 45% of food sales come from full-service restaurants, 47% from fast food or limited service restaurants, and 8% come from institutional sources. TABLE 4: Restaurant and Food Service Sales CountyFull- Service Rest.Ltd. Service EatingSpecial Food ServicesCuyahoga660,056620,152144,042Geauga021,6192,044Lake98,742104,6288,517Lorain62,285103,32519,196Medina61,36041,6683,307Portage40,08059,6101,780Summit245,941248,48223,673TOTAL1,168,4641,199,484202,559Data source: Census Bureau Economic Census, 1997 SUPPLY-SIDE POTENTIAL FOR NORTHEAST OHIO Investigating the supply-side potential for Northeast Ohio requires an investigation of aggregate statistics produced by the Ohio Department of Agriculture in 1997. According to Table 5, about 421,938 acres of land is in cultivation within the Northeast Ohio foodshed. Lorain County has the highest total area of land in production with 130,631 acres (representing 31% of the total land in agricultural production within the foodshed). TABLE 5: Agricultural Production Capacity for Northeast Ohio CountyLand in Farms (Acres)Market Value of Ag Prod Sold ($1,000)Market Value of Ag Products/ FarmLivestock/ Poultry/ Dairy ProductionVegetable Acres per countyCuyahoga4,268$17,147$145,310n/y/n163Geauga59,238$18,282$27,658y/y/y297Lake19,053$73,572$268,510y/y/y344Lorain130,631$82,972$106,647y/y/y1,087Medina104,060$34,080$40,047y/y/y503Portage87,453$23,778$33,071y/y/y1,030Summit17,235$8,932$35,586y/y/y736TOTAL421,938$258,763$93,833y/y/y4,160 Within the foodshed, agriculture represents a $259 million industry with an average market value of produce estimated at $93,833 per farm. Every county has reported sales of livestock, poultry, or dairy with the exception of Cuyahoga County which reported no livestock or dairy sales. The total amount of vegetable acreage reported in the foodshed is 4,160 acres, which represents about 1% of the total land under cultivation. It is reasonable to conclude that the majority of agricultural production within the foodshed focuses on "extensive agriculture", which includes primarily corn, wheat, and soybean production. TRANSACTION POTENTIAL: The final step in the regional food system assessment is a determination of the transaction potential for the region. The transaction potential is a description of the strength of the market for regionally-produced food. The actual infrastructure for regional food distribution is limited within the foodshed. There are no major distribution companies in the region for connecting farms with local purchasers. Likewise, there are no reported locations for processing locally-grown food into value-added product for local consumption. Given the limitation of regional food distribution and processing infrastructure, the transaction potential will focus initially on determining the spatial distribution of farms throughout the foodshed and the proximity of these farms to potential market clusters. Map 1 shows the spatial distribution of certified organic farms within the foodshed. There are 16 farms in Northeast Ohio that received organic certification from the Ohio Ecological Food and Farm Association, the certifying agency for the state of Ohio. As the map shows, these farms are fairly individually isolated. The only cluster of organic farms exists in Medina county where five organic farms exist within 10 miles of each other. From the standpoint of distributional efficiency, focusing on forming a marketing association or cooperative marketing body with these five farms might be a good first step to reaching larger markets. MAP 1: Spatial Distribution of Certified Organic Farms in Northeast Ohio  Map 2 shows the distribution of both organic and non-organic vegetable farms in Lorain County as identified in a 1998 survey of fruit and vegetable growers in the county. This map represents about 50% of the 41 reported fruit and vegetable growers in the county. While consumers are increasingly demanding certified organic food, the limited number of organic farms in Northeast Ohio will require that non-organic farms be included in a regional marketing effort. Over half of the vegetable and fruit farms are concentrated in the northern portion of Lorain County. Here, geology is a determining factor. The top 1/3 of Lorain County is defined by a lake plain, shaped by ancestral lakes that preceded Lake Erie. These older lakes left behind sandy beach ridges which extend in concentric circles south of Lake Erie. These ridges provide superior drainage, a prerequisite for fruit and vegetable production. The southern portion of the county features more glacial till soils that are conducive to larger-scale commodity production. Map 2: Organic and Non-Organic Vegetable Farms in Lorain County  Given the distribution of farms in Lorain County, it would make most sense to look at forming a marketing association between vegetable and fruit growers in Northern Lorain County. Connecting these farms to a marketing cluster (such as Oberlin or several restaurants on Cleveland's west side) would make the most sense from the standpoint of distributional efficiency. A more detailed assessment of the entire foodshed can provide a better picture of the spatial distribution of farms and logical clusters based on geographical proximity. Regional Food System Assessment Conclusions The overall aggregate demand for food in the Northeast Ohio Foodshed represents a $7 billion market. As will be discussed in greater detail in the following section, there is an increasing interest amongst consumers in purchasing food that is locally produced. The overall aggregate supply of local food represents a $259 million market value for the foodshed. While strong, this represents only 4% of the total purchasing potential for food in the foodshed. The preliminary study of the spatial distribution of farms across Northeast Ohio indicates a fairly limited number of organic farms or small farms prepared to supply local markets. Those farms that are in the region are dispersed and, with the exception of clusters of farms in Northern Lorain County and central Medina county, distributional efficiency will be a major challenge. The demand-side of the regional food system seems to be the most well-developed. There is a limited supply of food that can supply local markets and a limited transaction potential. From the standpoint of economic development, shifts in consumer preferences for locally-grown produce will provide a strong pull for agricultural producers and will be the most likely force to encourage change in local agriculture. Given the limited number of producers who work in collaboration, it is unlikely that a major push for locally-grown food will come from producers themselves. The areas in need of greatest attention for a regional food system include: increasing the production capacity or supply of locally grown food, identifying clusters of producers that are willing to collaborate, and improving distribution infrastructure (processing, storage, and transport). OPPORTUNITIES FOR DEMAND-SIDE DEVELOPMENT There is a shift in public interest in regional agriculture with an increasing number of consumers demanding food that is grown locally and organically. This shift can be noted particularly in the number of whole food stores (Web of Life, Mustard Seed, Nature's Bin) that actively seek food from local farmers and advertise in their stores that food comes from local sources. In addition, a variety of restaurants, particularly seven restaurants clustered around Ohio City and Tremont have stated an interest in purchasing local food and, in two cases, have actually made a concerted effort to feature locally grown produce prominently in their menus. Many downtowns throughout Northeast Ohio have adopted farmers' markets and several, such as the North Union Market in Shaker Heights, attract up to 40 farmers weekly. Some institutions, such as Oberlin College, have made a public commitment to purchase food from local farmers. Institutions (including universities, schools, hospitals, or retirement communities) represent another significant market for locally grown produce. In terms of identifying leverage points for local food purchasing, restaurants and institutions represent an ideal starting point. Both commercial and institutional markets consolidate consumers, providing more concentrated buying power and centralized ordering. Farmers' markets and grocery stores are an important part of the local food economy, but need to be studied separately. Farmers' markets are seasonal in nature and generally do not deal with high volumes of produce, although they provide other advantages such as retail prices for farmers and a forum for farmers and consumers to directly interact. Grocery stores, with the exception of whole food stores, generally have established national distribution contracts and have not generally shown resistence to purchasing food from local sources. Amongst restaurants and institutions, there is increasing interest in local food purchasing. However, many restaurant owners and institutional managers note several barriers that limit their ability to purchase food direct from local farmers. Despite this, two establishments have shown enterprising approaches to local food purchasing. Parker's Restaurant in Ohio City has devoted almost an entire menu to locally grown produce for the last 15 years. Food purchasing at Oberlin College has also placed emphasis on locally produced food for the last ten years. These entrepreneurial models will be profiled both for how they have successfully implemented a local food purchasing effort as well as their limitations as regional models. RESTAURANTS AS A SOURCE OF DEMAND FOR LOCAL FOOD Located near the West 25th Street Market in Ohio City, Parker's Restaurant and Bistro has a long standing tradition of purchasing food from local farmers. Owner Parker Bosley describes himself as an artisan working in collaboration with local farmers. In order to bring the proper attitude of respect to his culinary creations, Bosley spends considerable time getting to know each farmer. Bosley often travels to each farm personally to meet the farmers and get to know the operation. As Bosley stated in a recent workshop, participating in the actual slaughter of chickens for Coq de Vine brings a new level of care in handling food. As Bosley stated, you take much greater care in preparing food and insuring that it is handled properly if you know what it takes to grow and prepare it. At a recent organic farming workshop, Bosley introduced six "close friends" to the audience- several of the farmers who directly supply his restaurant. Each farmer described the food that they supply to Bosley and spoke highly of the relationship that they had formed. Bosley provides decent prices, appreciates the quality of locally grown food, and views the farmers as key collaborators in the culinary process. Bosley will often sit down with farmers in January to flip through seed catalogues and works with the farmers to determine amounts of food that he can commit to purchasing. Clearly, Parker's stands out as an exceptional restaurant that is on the cutting edge of connecting farmers with markets in Cleveland. The personal contact that Bosley maintains with each farmer exhibits strong loyalty and trust between the farmers and the restaurant. Parker's restaurant represents the postive potential for restaurants to be catalysts for supporting the development of a stronger regional food economy. The key challenge for restaurants is in combining their buying power to stimulate a stronger market for local farmers. Addressing this challenge will require taking Parker's initiative to a broader scale. Inevitably, this larger scale will require a more organized distribution system. Five interviews with west-side restaurants in Ohio City suggest what would be required to make a broader local food purchasing program successful. The restaurant owners were first asked their reasons for wanting to purchase more food locally. All restaurants acknowledged the better taste and flavor of locally grown food. Since most locally grown foods have only been off of the vine for one to two days following harvest, the flavor quality is superior. The more subtle flavors of food can come out without the need for heavy spicing or flavoring. Four of the five restaurants acknowledged the importance of directly supporting local farmers located on the periphery of the Cleveland metropolitan area. Restaurant owners all recognized social concerns beyond the freshness of food utilized in their menus. The restaurants differed in their opinions about the structure of an ideal distribution system. Most of the respondents identified direct contact with farmers, following Parker's model, as ideal. However, several noted the limitations of a system reliant on direct contact with each farmer. It can be more difficult to manage. Often times the reliability of produce will vary greatly when dealing with individual farmers. In addition, there are benefits to having one middleman to organize transportation, ordering, and delivery. Concerning preferred marketing mechanisms, restaurants generally favored a farmer-owned cooperative and three of the five indicated a preference for direct arrangements with each farmer. None of the respondents favored a for-profit distributor. Preferences for farmer cooperatives were favored due to profits accruing to the producers. Feedback from the interviews reveals important information about the current limitations of produce distribution as well as possibilities for an ideal distribution system. Karen Small, owner of the Flying Fig, indicated that seasonal availability was an issue and it would be ideal to identify foods that could be available year round. Small also indicated that communication can be difficult and she relies on the farmers to contact her. Small indicated that a cooperative would be ideal as long as it didnt cut into the farmers profits. Small also indicated that it is more lucrative for farmers to sell direct to restaurants (rather than roadside stands or farmers markets) because farmers can specialize and be guaranteed to sell more of their produce. Pat and Don Conway from the Great Lakes Brewery indicated that they have experienced difficulty and disappointment in attempts to directly connect with farmers. In many cases arrangements failed to work out due to poor timing or an inability to handle surplus deliveries. In one case, an Amish farmer delivered 5,000 pounds of tomatoes in one delivery which was far more than they could handle in a week. They did have more luck when one farmer agreed to serve as a hub for distributing food for other farmers. They favored highlighting locally available or seasonally available produce as specials until a more organized distribution system could be achieved. Pat referred to several innovative projects initiated by the brewery to convert the 22,000 pounds of brewery waste from each beer production cycle to economically useful products. For example, they are working with several local processing businesses to utilize waste products, including a bakery utilizing spent grains, an ice cream maker who utilizes some of the beer by-products for a rich ice cream flavor, and production of shittake mushrooms off of composted brewery waste. Pat also indicated that brewery waste could be composted and become a valuable input for agriculture and grease could become a source of bio-diesel that could be used by tractors. The Great Lakes Brewery is helping to identify some innovative approaches for connecting with other local businesses and farmers. Jeremy Waybright, the head chef of Johnny Mangos restaurant, indicated that availability and a lack of knowledge about who grows what are both problems. The transportation linkage was also difficult, given the distance that he would have to travel to individual farmers to pick-up produce. Jeremy indicated a willingness to spend more for local food because he is not satisfied with the quality of food coming from large purveyors. He also said that food that comes from local sources is fresher and thus, there is less food that has to be thrown out, making local purchasing more cost-effective in the long-run. Jeremy indicated that a produce mediator would be ideal. The mediator could work with farmers to come up with weekly produce availability lists. Deliveries would ideally take place twice weekly (Sunday for the work week and Thursday for the weekend). Steve Parris, the head chef of the Fulton Bar and Grill, said that finding farmers and getting food to his restaurant is difficult. He travels frequently (as does Karen Small) to the North Union farmers market in Shaker Heights to connect with farmers and do cooking demonstrations for the public. Parris acknowledged the need for a wider produce distribution system. He said that it is time-consuming to maintain relationships with each individual farmer. Parris stated that personal contact with local farmers is ideal, but a middleman is really needed for greater volumes of food for local markets. Parris indicated that farmers are generally more successful when they can specialize in certain crops for a niche market. He even sat down with a couple of farmers in January to go through seed catalogues and tell them what to grow and specialize in. Such early interaction can be useful for helping farmers to specialize. Overall, all five restaurants indicated strong support for raising awareness about locally grown food among their clients. They would highlight farms with whom they do business as well as indicate the benefits of spending food dollars locally. Three of the restaurants already feature the names of farms with whom they do business. Several have mission statements or short paragraphs outlining the economic and health benefits of local food purchasing in their menus. Four of the restaurants stated an interest in supporting broader joint educational efforts, including a web page and brochure profiling restaurants using local produce and farmers selling local produce. They favored celebrating Ohios agricultural heritage at events such as the Burning River Festival at the Great Lakes Brewery or having displays in restaurants. Two of the chefs already do cooking demonstrations at public events or farmers markets to show people how to utilize locally available produce. All of the restaurants surveyed and interviewed agreed that they favor adjusting menus to highlight seasonally available produce; paying more for food that is certified organic and locally grown; working with other restaurants in the area to provide a larger market area and pursuing joint marketing efforts with local restaurants. All restaurants stated a strong preference for food that is grown locally. Conclusions of Restaurant Survey Overall, there is general agreement among restaurants that current options for local food purchasing needs improvement. Seasonal availability is a barrier to some extent, although it also provides restaurants with an opportunity to change menus according to the season. The time and cost of forming relations with individual farmers, while successfully carried out by Parkers restaurant, presents a transaction barrier for most. While most farms are in close proximity to the restaurants (within a 30 mile service area) the added distance of individual farmers individually reaching restaurants is less cost effective and thus represents a barrier. Lack of information is a barrier, with several restaurants not knowing who to talk to or who grows what. Price is not a barrier, as all restaurants indicated a willingness to pay more for local food. Competition between restaurants is not a barrier, as they all acknowledged the benefits of working together to form a larger market. Consumer knowledge wasnt identified as a problem, although all restaurants were interested in educating their customers and using their establishments as a base for changing public attitudes about food sources. Future directions in overcoming barriers of produce availability, distribution, transportation, and knowledge include work with farmers to support season extension techniques and processing and the formation of an organized distribution system whether as a cooperative or wholesaler who helps to connect farms with markets. While Parkers restaurant is clearly successful in its effort to maintain direct contact with farmers, its wider application as a model is limited for reasons outlined by the other restaurants. To take Parkers model to scale will require a broader and more organized distribution system. The key challenge lies in forming a system that is both cost-effective as well as able to foster direct contact between farmers and consumers. INSTITUTIONS AS A SOURCE OF DEMAND FOR LOCAL FOOD Similar to Parker's Restaurant in Cleveland, Oberlin College has provided a model for institutional food purchasing focused on local farmers. For the past 14 years, the college has investigated various options for local food buying, beginning with a study in 1988. In 1991, college dining systems purchased about $10,000 of locally grown food. In 2001, this amount has increased to $120,000. A large part of Oberlin's involvement in local food stems from its socially concerned students base. In 2000, over 800 Oberlin students staged a "dine-in" as a protest to Marriott Corporation's involvement in the campus dining system. The students withdrew from dining service for a day and held a large open barbeque with music and guerilla theater in one of the grassy bowls on campus. In addition to protesting the corporation's investment in prison privatization, the students expressed their discontent with Marriott's inflexibility in shifting purchasing patterns to support local farmers. The student protest gained the ear of the administration and a year later, the college dropped Marriott as the primary service provider for the college and hired Bon Appetite, a corporation which supports local food purchasing. Following the arrival of Bon Appetite, food purchased from local farmers has increased considerably. To begin to build a network of other institutions in Northeast Ohio committed to local food purchasing, Oberlin College sponsored a Farm to College conference in November 2001. The conference provided an opportunity for farmers, institutional food service managers, students and faculty to discuss the role that colleges and universities could play in supporting local agriculture. The conference included 80 attendees, including 22 farmers, 8 food service managers, and 50 students and faculty from seven institutions in Ohio. The conference focused on how institutions could serve as a catalyst for increasing revenues for farmers in Northeast Ohio. Colleges and universities are particularly well-positioned to support local food purchasing due to their buying power and potential for student involvement. Much of the conference focused on Oberlin College as a model for local food purchasing as well as how students can pursue research projects that promote local food purchasing. The following case-study details Oberlin College's local food purchasing effort as a potential model for other institutions. Local Food Purchasing at Oberlin College: Oberlin has four active programs for local food purchasing, including food purchasing by a student-run dining organization and the campus dining service operated by Bon Appetit, a college-supported farm, and a food waste composting initiative, each profiled below. Oberlin Student Cooperative Association (OSCA) Local Foods Project: OSCA provides an alternative dining experience for 650 Oberlin College students. Founded in 1952, OSCA is a student-run housing and dining organization that, since 1990, has maximized its local food purchasing. Today, OSCA purchases over $100,000 of food from local farmers. Each student in OSCA is required to do 4-6 volunteer hours a week to sustain the cooperative. In turn, students end up saving over $1,200 per year on their board bill. Because of volunteer workcharts, students can receive coop work credits for their involvement in the local food program. OSCA students volunteer as pickers, harvesters, and distributors devoting more than 20 collective hours each week getting local food from the farms to the cooperatives. Most growers who work with OSCA make direct deliveries except for a few Amish growers that supply the coops. OSCA also plays a major role in supporting new local agriculture enterprises. They provided two low-interest loans totaling $25,500 to support the development of a college-based community-supported agriculture (CSA) farm. In addition, OSCA purchased a $6,000 share in the Oberlin Sustainable Agriculture Projects CSA in 2001. Campus Dining Services (CDS) Local Food Purchasing: The Campus Dining Serivce (CDS) provides food services for over 2,000 students through four dining halls. Until May of 2001, CDS was managed by the Marriott Corporation. In 2001, the college contracted the services of Bon Appetite, a national food service management organization. Students played a major role in getting more local food into CDS. Through a project in the Practicum in Organic Farming and follow-up work in an introductory Environmental Studies course, students researched local food and worked with CDS managers to develop options for increasing local purchases. Over the course of the 2001-02 academic year, CDS has made a major commitment to supporting local farms. They purchased a $5,000 share in the Oberlin Sustainable Agriculture Project's farm in 2001. They purchased apples from a local orchard. Overall, CDS has more rules and regulations than OSCA which has made them less flexible for local food purchasing. Even though Bon Appetite only requires $1 million in liability coverage (as opposed to $5 million required by Marriott), many farmers find this to be a cost-prohibitive expense. OSAP agreed to coordinate sales and take out an umbrella insurance policy that could cover any farmers wanting to access CDS. This arrangement was never executed, but could provide a possible future option. The Oberlin Sustainable Agriculture Project (OSAP) Founded in 1996, OSAP operates a four-acre organic farm. As a non-profit organization, OSAPs mission is to increase economic opportunities for local farmers and to provide educational opportunities for college students and the general public. OSAP sold over $6,000 of produce to CDS and over $20,000 to OSCA in 2001. The college represents over 50% of OSAPs annual market for food sales. In addition, OSAP over 200 students are involved each year in OSAPs operation as volunteers, interns, and research assistants. Food Waste Composting Program OSCA cooperatives designate work-chart credit to support composting. OSCA compost coordinators take compost out to the OSAP farm twice per week. OSCA has been interested in composting on-campus because they can only go out to the OSAP farm twice a week. In addition, a larger composting operation at OSAP would require expensive permits. In the spring of 2001, a student raised two pigs who were fed compost from the coops. A similar arrangement is planned for the spring of 2002. Meanwhile, there has been considerable student research focused on developing a composting program for the entire campus, involving both OSCA and CDS. Initial plans focused on an open aerated windrow on the OSAP farm. However, cost, permitting requirements, and concerned neighbors shifted plans to focus on an in-vessel compost option to occur on the college campus. The in-vessel unit can process the 110 tons of food waste generated each year by the college much more quickly than an open pile in a field. In addition, transportation costs will be lower, with trucks only needing to go to the farm approximately once per month with finished compost (instead of every day). Students in math courses are involved with conducting a waste audit that is statistically defensible and capable of yielding a realistic view of the total waste output of the college. The possibility of selling compost or charging tipping fees has been considered as a way of sustaining the program. Fees could be paid for through cost savings realized by the college. In addition to composting on-campus, students in an upper-level seminar taught by David Orr looked at options for composting 22,000 pounds of waste at the Great Lakes Brewery that accumulates after each beer batch. In addition to shipping organic waste to farms, the brewery would like to purchase more food from local farmers, supporting farmers both with purchasing as well as providing infusions of organic matter. The involvement of the Great Lakes Brewery helps to extend the college's local purchasing activities to a more commercial audience. In addition, David Orr's course provides a model for how local food purchasing can be integrated into curriculum activities. Bates College as a Model for Institutional Purchasing Perhaps the most successful model for local food purchasing is Bates College in Maine. Bates College has approximately 1,650 students. They initiated a local food purchasing program in 1994. According to food service manager Bob Volpi, within two years, about 40% of their total purchases were grown locally and 100% were organic. The local foods program was bolstered by the involvement of an enthusiastic and supportive chef who has used local food creatively in the menu at the college. Local farmers will consult with the chef and Volpi in making pre-planting decisions and in handling the logistics of handling, storing, delivering, and use of bulk quantities of potatoes and other crops that can be stored throughout the school year. Farmers have developed the infrastructure to reduce transaction costs by having one farmer serve as a middleman and handle all calls, organize deliveries, and centralize invoicing. Given the short growing season in Maine, Volpi has to secure organic supplies from warmer climates with longer growing seasons. However, Volpi is pleased with the quality of local produce and is exploring the potential for locally-produced, value-added products such as french fries or tomato sauces. The Bates College model provides an example of an effective distribution system. While much of the initiative came from the college to start the program, its success is attributable in part to leadership in the farming sector to organize farmers and put processes into place that reduce transaction costs and make local food purchasing more productive. By making food waste compost available to local farmers and indicating support for purchasing locally processed goods, the college is acknowledging its potential role in supporting broader development initiatives that can deepen economic opportunities for local farmers and related businesses. Conclusion for Institutional Demand Side Development Institutions can clearly serve as another significant leverage point for local food purchasing. While representing only 8% of the total food sales in Northeast Ohio, the advantage in institutions lies in large volume purchasing. Through the Farm to College conference, the following primary barriers to local food purchasing for campus dining services were identified: a) lack of a reliable distribution system that allows for one-stop shopping, b) lack of labor time for institutions to prepare fresh, non-prepackaged foods, c) requirements for large liability policy coverage for farmers supplying institutional markets, d) a lack of calibration between academic schedules and the growing season in Northern Ohio, e) lack of an agglomeration of local farm enterprises to provide the larger volumes needed by institutional food services. Suggestions for ameliorating these barriers include: a) organization of a more effective regional food distribution through distribution businesses and cooperative development, b) liability coverage through broker or cooperative (instead of by individual farmers), c) new local economic development opportunities in food processing, season extension, or growth of crops that will store for longer periods of time (i.e. root crops). Conclusions for Demand-Side Development The college's liberal tradition and the commitment amongst its students to social causes provided an impetus for innovation in campus food purchasing. In the case of Oberlin, activism and a commitment to a social ideology grounded in ecological sustainability helped to spawn the formation of new markets for locally grown food. In a similar vein, much of Parker Bosley's commitment to local farmers stems from a similar ideological purism and commitment to social ideals. While the college and Parker's appear to the broader region as voices calling out from the lunatic fringe, in actuality, both models provide a compelling combination of social innovation and economic entrepreneurship. In each case, activism raises awareness which in turn improves local markets by increasing consumer demand for locally grown food. Both wrap arguments for a more socially just food system with economic arrangements that actually benefit local farmers and stimulate the local agricultural economy. As visionaries, however, both institutions share a fierce commitment to a social cause. As we look to how these visionary leaders can help to influence the wider region, several critical questions can be raised. How can both models be taken to scale? Can the models be further developed by other restaurants or institutions who possess social concern but perhaps not the fierce ideological commitment necessary for change? Can an alternative food distribution system be established that is cost-effective and efficient while at the same time improving the quality of life for farmers in the foodshed? Both Parker's restaurant and Oberlin College provide inspirational models. But it is clear that the broader ideals that each embodies- supporting local farmers, improving health through incorporation of fresher food, promoting sustainable agriculture- can best be served by improving regional food processing and distribution infrastructure that increases the accessibility of local food to more interested and enlightened consumers. SUPPLY-SIDE STUDY FOR REGIONAL FOOD SYSTEM DEVELOPMENT The demand-side perspective for regional food system purchasing focuses on spending food dollars to support the local farm economy, reducing the fossil fuel expended in food distribution, and gaining access to fresher food. From the supply-side perspective, growing food for local markets holds great potential for improving prospects for Northeast Ohio's agricultural economy. Looking at the supply-side of the regional food system raises different issues, including growing conditions, economic constraints, and transitioning farms to support local markets. Interviews of 10 Lorain County farmers in 2000 revealed several of the primary economic and social challenges confronting local farmers. The following challenges are important to consider in shaping a regional food program: Prices: low prices reduce profit margins in agriculture and make it next to impossible for anyone to farm full-time or support a family on farm related revenue alone; Land Values: As residential development becomes more widespread throughout the county, farmers have an incentive to sell land for development. It is hard to justify earning a gross value of $120 per acre for soybeans when you can have $10,000 per acre for housing. In addition, high land values make it next to impossible for a new farmer to start. The cost of mortgaging the land could not be covered through farm revenue. Food Illiteracy: Consumers lack a general understanding of where food comes from, how it was produced, and what consequences their food purchasing choices can have. In general, locally grown food has higher quality because it is usually fresher off of the vine. In addition, consumers can exhibit regional pride by choosing food products that originate from their own region or state. Loss of Security and Continuity: In many cases, farmers are forced to sell their land because their children choose alternative lives than the marginal existence presented by agriculture. Loss of Community: Farmers feel increasingly isolated and often lack a wider support network of other farmers that can help with tasks, share information, or provide moral support. In the past, farmers could rely on a larger social safety net in the event of health or weather set-backs. Urban Sprawl: Urban sprawl has increased the population of residents seeking the mystique of countryside living without accepting some of the features of country life: slow-moving machinery, occasional smells from manure, and promoting local land-use policies that support farmers and food-related businesses. Two recent surveys of local farmers provide more in-depth information about challenges and opportunities presented by a more regional food system. The first source includes a 1998 survey of 26 fruit and vegetable growers from Lorain County about how to improve the selling and growing environment in Lorain County. The second survey includes four respondents from the spring of 2002 who were asked to provide feedback about satisfaction with current marketing and feedback about future marketing alternatives. Lorain County Grower Survey Results The 1998 survey of Lorain County fruit and vegetable growers was conducted by Jay Pickering, a school teacher and farmer from Grafton. Pickering distributed 43 surveys through personal visits to road side stands and farms in Lorain County. Twenty-six farmers responded to the survey, all producing for their own retail sales. Of these 26, 13 supplement what they grow with purchased produce, both shipped and locally grown. The farmers included 20 vegetable growers and 6 orchards. Of the 20 vegetable farmers responding, none depended on vegetable farming as their sole source of family income. The acreage of fruit and vegetable production in Lorain County is summed up in the chart below: CROPActual Acres from Survey Acres (# of farms)Estimate of Additional Acres Acres (# of farms)TOTAL Acres (# of farms)Sweet Corn341 (11)310 (10)651 (21)Pumpkins60 (9)32 (5)92 (14)Other vegetables*140 (15)91 (13)231 (28)Total Vegetables541433974Apples292 (6)158 (4)450 (10)Peaches45 (6)15 (3)60 (9)Other Fruit**25 (4)5 (3)30 (7)Total Fruit362178540Grapes17 (2)125 (7)142 (9)Berries***17 (5)40 (8)57 (13)Total Berries34165199() indicate number of farms involved with each crop Other vegetables include tomatoes, green peppers, hot peppers, eggplant, summer squash, winter squash, cabbage, watermelon, muskmelon, green and yellow beans, peas, greenhouse tomatoes, pickles, gourds, lettuce, cucumbers, rhubarb, raspberries, cauliflower, broccoli, strawberries ** Other fruit includes cherries, plums, and pears *** Includes raspberries, blueberries, and blackberries The top needs stated by the respondents included: help in advertising, signage or group advertising; forming a marketing and growing organization for the county; and seeing the public better educated about food safety and farming practices. The top concerns indicated by the respondents included: concerns about the impacts of urban sprawl, government restrictions, difficulty in finding reliable labor, and insufficient support from the farm bureau and extension. Pickering concluded his survey (which included several personal interviews) with the following observations: There seemed to be less interest in creating large wholesale markets for growers in the county. This is supported by the relatively small acreage of produce grown and the fact that many growers sell produce already through roadside stands and farmers markets. None of the vegetable growers depend upon growing for their sole source of income. This presents a precarious future for vegetable growing in the county. In fact, several farmers stated a desire to get out of the business altogether because of the high opportunity cost of farming. The time and labor devoted to farming could earn farmers a higher income if devoted elsewhere. There was a prevailing sense amongst growers that they were alone in their endeavors. Several indicated that the formation of a growers/marketing organization would be beneficial. Finally, in response to increased urban sprawl, several stated a need to make farming viable and profitable and more supported by new residents. A few token farmers cannot be expected to remain for the sake of a rural atmosphere. Overall, Pickering recommended two steps for improving the growing and selling atmosphere in Lorain County. First, he suggested a focus on making vegetable and fruit growing more financially viable endeavor by improving retail sales and assisting growers with marketing. Some specific steps for doing this include: weekly produce availability lists, media featuring local farmers, competing with grocery stores (where 87% of consumers buy their food), creating a local grower advertising campaign, and providing growers with information about other local markets (farmers markets, restaurants, etc.). Second, Pickering suggested making the county more farmer friendly through public education and food literacy. Such efforts could be done through education about locally grown produce, educating children through a school curriculum, providing agricultural experiences to youth through field trips, and education of public officials to support more farmer-friendly land-use and zoning. Farm to College Survey Results Twenty surveys were sent to farmers who participated in a Farm-to-College conference at Oberlin College in November of 2001. The purpose of the conference was to find more ways to directly link college and university dining systems with local farmers in Northeast Ohio. The surveys were intended as a follow-up to gather more information about local farmers and about appropriate marketing and distribution options. The surveys included questions about demographic and background information about the farms, satisfaction with current marketing approaches, and feedback about different marketing options, including farmer owned cooperatives, grower associations, working with for-profit distribution businesses, or self-marketing. Four of the twenty surveys were returned, so responses are only indicative of farmer. A follow-up survey and direct interviews in 2002 can gather a more representative response from local farmers. Of the farmers who returned their surveys, 3 produced food on 10 acres or less. Two of the farms listed farming as a full-time occupation and the two pursued farming as a part-time or seasonal vocation. The farmers relied on the following primary methods for selling their produce: sell to wholesale distributor (25%), sell direct to Oberlin College (23%), and farmers markets (21%). Less revenue was generated through produce auctions (12%), roadside stands (10%), grocery stores (5%), and restaurants (4%). Concerning marketing, two of the farms indicated satisfaction with current marketing options and two were not satisfied. Those that were not satisfied also indicated not having sufficient time to handle marketing and distribution. Three of the four respondents were not satisfied with prices received for produce. The respondents were then asked to react to a series of proposed actions aimed at improving marketing options for local farmers. They were asked to rank the following activities on a scale of 1-5 with 1 being least desirable and 5 being most desirable. The list below is ranked in order of the most popular to the least popular options: Coordinate marketing with other growers 4.00 Form a marketing association 3.75 Work with a for-profit distribution business 3.75 Non-profit organization for public education 3.50 Handle marketing by self 3.25 Form a farmer-owned marketing cooperative 3.00 Revolving loan fund for local farmers 2.00 Conclusions for Supply-Side Development Given a $7 billion market within the Northeast Ohio foodshed, there is clear demand potential for locally-grown food. However, the supply-side of the equation presents several larger challenge, as listed below: Transition: The majority of farms in the foodshed focus on commodity-grain production which is not fit for local marketing. Farmers need assistance if they want to diversity their farm or shift production to meet the demands of local markets. Information: Given the poor response rate for the twenty surveys that were sent to local farmers, it is clear that future efforts should focus on finding effective ways to gather information from farmers. Prices: The real price of food has declined over the last several years and many farmers pinpoint low prices as one of the biggest economic barriers confronting local agriculture. The challenge for a regional distribution system is to maximize prices for the farmers while remaining competitive with food shipped in from abroad. An alternative to this approach would be to focus initially on higher-end restaurants or markets where the consumer is willing to pay a higher price for locally-grown food. Shift of Retail Sales: According to the 1998 farmer survey, most retail sales happen at roadside stands or farmers' markets. Do these venues provide the volume and prices that farmers seek? Can direct marketing to restaurants or institutions provide better prices and guaranteed sales? Marketing Direct Marketing: Farmers need to have access to information about places to direct market their produce and what alternative marketing options are available to them. Increase Collaboration: Farmers need more opportunties to cooperate with each other and reach larger markets rather than compete for more limited markets. TRANSACTION-SIDE DEVELOPMENT FOR REGIONAL FOOD SYSTEM Given the weak development of regional food system infrastructure in the Northeast Ohio foodshed, there is not much to discuss about current activity. Future development in transaction options will depend upon input from both consumers and producers as to needs and the most effective distribution options. Since the key challenge to transaction lies in cost-effectively distributing food from farms to points of consumption, this section will feature three case-studies for alternative distribution systems: produce auctions, farmer cooperatives, and community food system development. Produce Auctions: The Homerville Model Produce auctions are becoming an increasingly popular method for getting food to market. A produce auction was started in Homerville, Ohio in by Raymond Yoder. The produce auction is based in Holmes County, a predominantly Amish-based agricultural area. For the Amish, transportation can be a major barrier for reaching larger urban markets and they are dependent upon larger wholesale distributors if their food is to reach markets outside of their immediate community at all. The produce auction consists of a covered canopy in the center of Homersville. The auction is accessible to farms in the surrounding country who bring their produce to the auction. Food purchasers, including grocery store food buyers, restaurants, or wholesalers will travel to the auction and make bids for produce. Food buyers bid for the food and the produce goes to the highest bidder. While representing an effective venue for farmers to sell their produce, several farmers are dissatisfied with the variable prices. Sometimes, they will get a good price for their produce. But more often than not, total sales will not even cover the gas it takes to deliver the produce. One farmer remarked that he did not even recover the costs of the box containing his produce. In addition, the auction tends to attract surplus crops that are at the peak of their harvest, so saturated supply is sure to drive down prices and buyers walk away with real bargains. As a distribution model, the auction has some significant drawbacks. While it can be a good place to dump surplus crops, prices are variable. A processing center could take large volumes of crops at the peak of their harvest and process them into something that holds greater value as well as a better price. Tomatoes could be sold for a low price and dumped in an auction or they could be converted into salsa which can be sold year round at a much higher price. The one advantage that produce auctions do present is an agglomeration of farm produce. It may be difficult for a grocery store food purchaser to buy vegetables from 10 different farms. But they can purchase the volume they need at the auction itself without having to negotiate with 10 different farmers. Farmers Cooperatives: Tuscorora Organic Growers Cooperative Model in Pennsylvania Located in Hustontown, Pennsylvania, the Tuscarora Organic Growers Cooperative was established as a marketing cooperative for organic farmers in the Tuscarora region. This region includes three mountain valleys with about fifteen participating farmers, the cooperative provides access for farmers to restaurants and other urban markets in Washington D.C. The cooperative was formed due to a combination of poor prices farmers received and the high cost of distribution. For several farmers in the cooperative, including several Amish producers, access to urban markets was cost prohibitive, if not impossible. The cooperative allows farmers to access markets otherwise unavailable to them, enabling farmers to focus on farming while marketing is the responsibility of the cooperative. The cooperative maintains strict quality control standards and requires farmers to follow standardized rules for cleaning and grading. The cooperative works out a commitment chart where farmers agree to grow certain crops that the cooperative knows it can market. The cooperative also helps to coordinate growing among farmers, working on sequencing the timing of harvest and allowing farmers to specialize more in their production. To the benefit of farmers, the cooperative receives high volume discounts for boxes and other supplies used by farmers to package their produce. The cooperative owns two distribution trucks, a storage warehouse, and an old refrigerated truck trailer that has been converted to a produce storage walk-in. In order to join the cooperative, farmers purchase a $1,000 note in the cooperative which provides a 6-8% return on investment. Overall, the cooperative functions as an intermediary between farmers and restaurants and other buyers. An elaborate database and electronic communication allows for rapid exchanges of information which are critical for getting fresh produce to market. The week begins when each farmer e-mails or faxes a produce availability list to Chris Fullerton, the manager of the coop. Fullerton enters amounts of produce available from each farmer into his database and then faxes produce availability charts to restaurants first thing the next morning. The restaurants then make their orders by the end of the day. Fullerton then matches supplies of food with requests from restaurants and then contacts each farmer to let them know the amounts of produce the coop is willing to purchase. A truck travels to each farm to pick-up the produce, ready for market, from the farms. The produce is stored in a cool walk-in and then loaded at 4am for delivery to Washington D.C. The entire process takes three days from start to finish. The coop serves as a central depot for receiving produce from farms distributed between three mountain valleys. Produce is then consolidated and matched with food orders. This represents an effective method for clustering highly dispersed farms to reach more concentrated market areas. Fullerton remarks that the most satisfying aspect of operating the cooperative is in writing checks to each farmer-member at the end of the year for their share of coop profits. Fullerton also notes several challenges in operating the cooperative. First, there is a lack of consistent quality in produce. Produce availability dwindles considerably about 5 months out of the year which presents a major financial challenge. During the off-season, Fullerton will often acquire organic citrus and sell that to his clients. He is also working with farmers to encourage more greenhouse production and storage for root crops. While the cooperative provides new economic opportunities for farmers, it is not competitive with food shipped from out of the state. Fullerton noted that food prices can become easily distorted. On several occasions, produce shipped from California will undercut locally available food. For example, he was unable to sell broccoli at $25/box when he was undercut by broccoli shipped in from California at $7/box. Fullerton noted that it is an economic fact that produce shipped from Pennsylvania to Washington D.C. costs about the same as produce that is trucked coast to coast. Achieving a regional economy of scale is a tremendous challenge and can only become possible through a large and well-connected network of local growers and businesses. Community Food System Development: The Appalachian Center for Economic Networks (ACEnet) in Athens, Ohio The Appalachian Center for Economic Networks (ACEnet) is an initiative for supporting the expansion of small and micro businesses in the natural and specialty food sectors. The program, based in Athens, Ohio, is particularly geared toward helping low-income residents of rural southern Ohio and linking local farmers with small business owners and growth-oriented firms. Their focus is on developing regional markets for food products originating in the Appalachian region, with an emphasis on linking consumers, retailers, distributors, processors, and suppliers and providing new economic opportunities through value-added processing, small retail business incubation, and microenterprise development. ACEnet's primary marketing focus is on developing regional marketing potential. According to ACEnet local markets tend to be too small and labor-intensive to generate profitable sales volume for many products. Regional markets provide larger markets and greater returns on investment, but they can become difficult for new entrepreneurs to access. As a non-profit organization, ACEnet works to facilitate direct economic connections necessary for increasing access by farmers or small business entrepreneurs to larger regional markets. National markets are inaccessible to most smaller producers and businesses. The high-volume production capacity to service national markets necessitates large capital investment and large distributors dominate these markets, making the cost of accessing these markets prohibitive for most smaller businesses or producers. The one exception is the internet. E-commerce provides unique opportunities for local businesses to reach larger national markets without expensive investments in advertising or distribution infrastructure. For example, one small entrepreneur has developed processed food products utilizing paw-paw fruits. Paw-paw trees are indigenous to southern Ohio and proliferate in the regions forests. Through a cooperative arrangement with land-owners, Chris Chmeil pays a fee to have access to paw paw trees on a property. Chris processes the paw paw fruit into a chutney at ACENETs community kitchen which is purchased by restaurants across the country. ACEnets primary benefit to local farmers is the establishment of a stronger infrastructure for distributing, handling, and processing locally grown food. Such infrastructure can improve market access for farmers while providing additional value-added processing and small business development. On the demand-side, ACEnet also helps to facilitate connections with retail distributors who can provide a final venue for locally grown and processed foods. ACEnets primary retailing and marketing channels include: supermarkets (50% natural/specialty food sales), expanding natural food chains (Wild Oats and Whole Foods), independent specialty stores (independent natural food stores and coops), mail order and e-commerce, and farmers markets. Relations with smaller natural food stores and the dining system at Ohio University provides locations for testing new products for future larger-scale distribution. The kitchen incubator project provides a good example of ACEnets microenterprise development. The kitchen is a warehouse-size facility that includes a full-service bakery, processing kitchen, canning and preserving equipment, label making, and food storage areas. The kitchen is operated by the staff of ACEnet. There are two primary options that growers have with the kitchen incubator. They can sell their produce to ACEnet or to a processing business who then uses kitchen space to process the produce for a canned or preserved product (such as salsa, chutney, bread, etc.). Or farmers can rent kitchen space from ACEnet to process their own food, create their own label, and retain profits for any sales of value-added products. ACEnet provides technical assistance and oversight to insure that any processing occurring on site meets health department regulations for food safety. In addition to the incubator project, ACEnet provides business development services through consulting and workshops; expands linkages and networks among suppliers, distributors, and retailers; provides community education; facilitates access to high-value markets; assists with product pricing; provides information about suppliers; offers financial services and loans; and supports business expansion services. The bottom line results of ACEnets activities are critical. From 1997-98, for its 50 most active clients, ACEnet estimates that sales increased by $2.6 million. During the same period, 54 new specialty food businesses and 146 new jobs were created. It remains to be seen how sustainable these enterprises will be in the long-term, but this clearly represents a significant model for setting-up a regional food economy infrastructure. Conclusion for Transaction-Side Development Overall, the transaction side of regional food systems development is the least well developed for Northeast Ohio. If farmers respond to an increase in demand for locally-grown produce, they will require a more well-developed marketing system for their produce. The following considerations will need to be weighed in developing this system: Distributional Efficiency: A distribution system needs to insure that food can be transferred to points of consumption at a cost that is competitive with food coming through the national food distribution system. Packaging: Farmers could use assistance with packaging for market. Farmers need to have some standardization in packaging and unit pricing (pounds versus bushels). Farmers either need assistance in developing cleaning and sorting infrastructure on the farms or this needs to be provided as a service for a distribution service. Timely Marketing: Restaurants and institutions experience quick delivery times for food supplied through a national system. Can a local system also insure quick and reliable delivery service? Expanded Storage: Given the nature of farming, high volumes of produce become available during harvest peaks. However, most markets cannot absorb the high volume of produce suddenly available during this time. Storage infrastructure is needed to handle food items that can keep for long periods of time (such as potatoes, carrots, or winter squash). Value-Added Processing: More perishable foods, such as tomatoes or green peppers, can be stored in the form of value-added processing. If these food items can be converted to products such as tomato sauce or salsa, then harvesting peaks will correspond with canning. This will extend the market for these food products and eliminate the need to distribute high volumes of produce in a short period of time. CONCLUSION: NEXT STEPS FOR REGIONAL FOOD SYSTEM DEVELOPMENT IN NORTHEAST OHIO The Northeast Ohio Foodshed Alliance (NOFA) was formed in 2001 to support the development of a regionally-based food system for Northeast Ohio. The following general recommendations can be made for NOFAs efforts to support regional food system development for the Northeast Ohio foodshed. DEMAND-SIDE RECOMMENDATIONS: The following recommendations concern demand-side aspects of regional food system development: Identify Market Clusters: A market cluster consists of an agglomeration of consumers located in a common area that might be more likely to prefer locally-grown food. Two immediate clusters can be suggested: Oberlin (Oberlin College, Black River Caf, Kotoks Market) and Clevelands West Side (restaurants in Ohio City and Tremont). Enterprises or institutions within each marketing cluster can collaborate to provide a larger market and central destination for local food distribution. Local Buying Education Campaign: Consumers can be educated about the benefits of eating food that is grown locally. As consumer awareness increases, so too will the market demand for food that is locally (and ideally) organically grown. Possible venues include: web-site and brochure highlighting local farms and restaurants or stores committed to supporting local farmers, participation in local civic events, and an annual event celebrating Northeast Ohios agricultural heritage. Survey of Institutional Markets: Surveys can be distributed to other colleges and universities in Northeast Ohio to determine potential levels of interest in local food purchasing, detailed assessments of volumes of food purchased, and efforts to match campus dining systems with interested local producers. Identification of Lowest Hanging Fruit (So to Speak): Early success can be one of the most effective ways to build momentum in a new effort. Surveys should be conducted to determine foods that have a high local demand and can also be grown easily given Ohios climate and soils. Role for Government: A list of government resources should be compiled to indicate opportunities for support for new enterprise development. SUPPLY-SIDE RECOMMENDATIONS: The following recommendations can provide supply-side opportunities for regional food system development: Form Coalition of Farmer Organizations: There are numerous resources across the state for supporting area farmers, including Ohio State University Cooperative Extension, the Farm Bureau, and organizations such as Innovative Farmers of Ohio and the Ohio Ecological Food and Farm Association. Each organization has a large constituency of local farmers. These groups should be approached to determine what resources they can contribute to aiding farmers who wish to tap into urban markets within the Northeast Ohio region. Encourage Farm Scale Innovations: Supplying local markets will require new and innovative approaches to agriculture, including season extension techniques, production for niche markets, and site improvements to support diversified production (such as improving organic matter content in heavy clay soils). Farmers need to have access to capital to support innovations as well as access to information from other innovative farmers. Transition Strategies for Commodity Agriculture: Commodity grain farming, which dominates much of Ohio, is heavily subsidized. Commodity farms, unless they produce dairy or meat, generally do not have food that can be marketed regionally. Farmers wishing to transition from commodity grain production will require assistance and support during the transition. Couple Farmland Preservation with New Enterprise Development: The capacity for existing farms to supply the major food purchasing market for Northeast Ohio is limited. Efforts to preserve farmland run the risk of further increasing taxpayer subsidizies to an already heavily subsidized industry. Farmland preservation dollars could be directed to equipping local farms to supply markets within their foodshed. Such an approach would preserve both farmland as well as farmers. TRANSACTION-SIDE RECOMMENDATIONS: The following recommendations could improve the transaction capacity for the Northeast Ohio foodshed: Encourage Collaboration Among Farmers: Greater collaboration among farmers could improve planning and coordination for targeted market clusters within the region. In other words, farmers could coordinate crops that they grow, the timing of harvest, as well as distribution times, and packaging protocols. Collaboration could allow farmers to specialize (rather than trying to produce a little bit of everything). Cooperation could also allow farmers to gain access to much larger markets than they could reach individually on their own. Needs Assessment for Growers and Consumers: A needs assessment could be developed to determine the needs of growers for reach local markets and the needs for consumers wishing to purchase local food. Such an assessment could both help to identify opportunities for most easily connecting producers and consumers as well as the viability of different forms of distribution. Feasibility Study for Distribution Structure: Through surveys and marketing studies, the feasibility of different distribution options could be considered. Farmers and consumers would need to identify the most effective venue for meeting their specific needs (for profit distributors, farmer-owned marketing cooperatives, value-added processing centers, storage warehouses, etc.) Detailed Spatial Analysis: A more thorough study is needed to determine the location of various farms, the types of products produced by each farms, and areas where agricultural activities are clustered to improve distribution efficiencies. BIBLIOGRAPHY Agricultural Production Census for the State of Ohio, Ohio Department of Agriculture, 1997. Bureau of Labor Statistics Bosley, Parker. Proceedings of workshop on connecting restaurants and local farmers at Ohio Ecological Food and Farm Association annual conference, March 9, 2002. Conway, Pat. Owner of Great Lakes Brewery, Interview. Fullerton, Chris. Proceedings of workshop on organic food marketing cooperatives at annual conference of the Community Food Security Coalition, October 2001. Herrera, Hank. How to Grow a Regional Food System, conference proceedings from Community Food Security Coalition annual meeting October 7, 2001. Johnson, Douglas and George Stevenson. Something to Cheer About: National Trends and Prospects for Sustainable Agriculture Products in Food Service and Operations of College and Universities, Center for Integrated Agricultural Systems, University of Wisconsin, Madison. 1998. Masi, Brad. Farms to Colleges: Building a Sustainable Food System for Northeast Ohio Conference Proceedings, Oberlin College, November 2001. Parris, Steve. Head chef of Fulton Bar and Grill, interview Pickering, Jay. Report on Lorain County Vegetable and Fruit Growers, Lorain County Sustainable Agriculture Project, April 1998. Small, Karen. Owner of Flying Fig restaurant, interview. United States Census Waybright, Jeremy, Head Chef of Johnny Mango, interview. APPENDIX ONE: METHODOLOGY FOR REGIONAL FOOD SYSTEM ASSESSMENT: A regional food system assessment provides an effective starting point for understanding the dynamics of food purchasing and agricultural production in Northeast Ohio. Using readily available data, including the United States 2000 census, Economic Census data from 1997, and Ohio agricultural production statistics, we can begin to obtain a picture of aggregate levels of food purchasing and food production in the region. Such an analysis also provides an understanding of the economic development potential for increasing linkages between local farmers and concentrated urban or institutional markets. As the assessment below indicates, the demand potential for locally grown food is high. Consumers in the seven county region surrounding Cleveland (including Lorain, Medina, Lake, Geauga, Portage, Summit, and Cuyahoga counties), on aggregate, purchase about $6.2 billion of food each year. Food service establishments (including grocery stores, restaurants, and food service establishments) report about $6.9 billion of annual sales. Thus, the total food purchasing capacity for Northeast Ohio is between $6.2-6.9 billion dollars. On the production side, there are almost a half million acres of land in agricultural production in Northeast Ohio representing about $260 million of annual business. For Lorain County alone, agriculture represents a $83 million industry. While the demand for food clearly exceeds the current supply of food grown locally, there still is great economic development potential to increase linkages between rural producers and urban consumers. The following sections detail aggregate data by county as well as methods for obtaining the data. Estimated Dollar Value of Regional Food Market To determine the total dollar amount spent on food, I first got population statistics from the U.S. Census for the seven counties surrounding Cleveland. Second, I reviewed Table 22 of the Consumer Expenditure Survey from the Bureau of Labor Statistics which shows average expenditures for select midwestern Metropolitan Statistical Areas. These statistics are defined not by the number of individuals in a population, but rather by the number of individuals comprising a consumer unit. A consumer unit includes a group of people who pool their income and make joint expenditures. The Cleveland MSA has an average of 2.4 individuals per consumer unit. As shown in Table 1A, dividing the total population of each county by 2.4 provides the total number of consumer units per county. The next several columns in Table 1A show the total amount of food purchased and the amount of food consumed at home versus out of the home. For Northeast Ohio, 41% of all food is purchased outside of the home in restaurants, food service, or fast food establishments. This represents a significant chunk of the total estimated $6.2 billion in food expenditures. Table 1B shows the average food expenditures per consumer unit. The average household spends about $5,274 on food annually, with $2,167 spent on going out. Per household expenditures were obtained by dividing the total number of consumer units in Northeast Ohio with aggregate food expenditures. This can be used to estimate food consumed in individual communities. For example, the City of Oberlin, with a population of 6,487 residents, spends about $34 million on food annually. This does not include the additional $5 million spent by Oberlin College for food annually. Thus, as a market cluster, the college, restaurants, and grocery stores comprise close to $40 million of annual food sales. The $6.2 billion estimate for consumer food expenditures can be confirmed by checking the U.S. Census Economic Census data for 1997 which tracks annual sales reported by retail or other businesses. For Northeast Ohio, the total amount of reported sales for food stores and food service establishments is $6.9 billion, as shown in Table 2A. This comes close to matching the $6.2 billion reported for food purchases and provides a range for food purchases between $6.2 and 6.9 billion. Table 2B further subdivides food service expenditures between full-service restaurants and limited service eating (fast food). Restaurants alone comprise a $1.2 billion market for Northeast Ohio. Targeting restaurants could be an effective strategy for leveraging more urban dollars to support local farms. We have thus estimated a food purchasing capacity of up to $6.9 billion for Northeast Ohio. To understand the capacity of local farmers to meet this consumer demand, we can begin by looking at aggregate data for agricultural production. Looking at the Agricultural Census conducted by the Ohio Department of Agriculture in 1997, we see that agriculture comprises a $258 million industry for Northeast Ohio. APPENDIX TWO: RESTAURANT SURVEYS Restaurant Name:_______________________________________________ Name of Interviewee:____________________________________________ Address:______________________________________________________ ______________________________________________________ City/Zip Code:__________________________ __________________ E-Mail Address:________________________________________________ Phone:________________________________________________________ General Questions: Please respond to the following general questions about your interest and perspectives on supporting local farms in the Cleveland Metropolitan region. I prefer purchasing food that is grown locally for the following reasons (CHOOSE ONLY YOUR TOP TWO PREFERENCES): ___ Nutritional content ____ Economic support of local farmers ___ Fresher taste ____ Direct contact with local farmers ___ Reduced fossil fuel in transport ____ OTHER (PLEASE SPECIFY) I would prefer to work with the following marketing mechanism: ___ A farmer-owned marketing cooperative ___ A new for-profit distribution company ___ An existing for-profit food distribution company that I already work with ___ Make arrangements directly with each individual farmer ___ Other_______________________________________________________ I would be willing to adjust my menu to take advantage of seasonally available foods. I would be willing to pay more for food if I know that it came from a local farmer. It is important for my customers to know that we purchase food from local farmers. I would be willing to profile farmers who sell food to my restaurant. If Yes, answer question 7. If no, go to question 8. I would prefer the following methods to profile farmers: ___ A brochure ____ Description in menu ___ A display in my restaurant ____ Other _________________________ I would be willing to work with other restaurants in my area to expand the market area for local growers or a distribution company. I would be willing to work with other restaurants in my area to develop a joint marketing program that indicates our support of local farmers I have a preference for food that is certified organic Would you be willing to participate in a fall harvest event to celebrate Northeast Ohios agricultural heritage? INTERVIEW QUESTIONS: In your mind, what do you see as the primary barriers that make it difficult for you to purchase more food grown in Northeast Ohio? How important is it to you to maintain direct relations with local farmers? If it is important to you, do you have ideas as to how this direct contact can be fostered? Do you feel that it is important to raise awareness among customers about where food is purchased and the benefits of supporting farmers directly? If so, what ideas do you have for building this awareness? What would you see as the ideal system for connecting farmers with your restaurant? What requirements would you have for local food purchasing? Quality? Timing of deliveries? Packaging? Processing? Other requirements? APPENDIX THREE: FARMER SURVEYS Your response to this survey will help us collect important information about local agriculture in Northeast Ohio. This survey is strictly for research purposes only. Your responses will help to determine the overall level interest among farmers in Northeast Ohio to reach local markets in the Cleveland metropolitan region. Please direct questions about this survey to Brad Masi, 440-775-8409 or brad.masi@oberlin.edu Name of Farm:_________________________________________________ Name of Respondent:____________________________________________ Address:______________________________________________________ ______________________________________________________ City/Zip Code:__________________________ __________________ E-Mail Address:________________________________________________ Phone:________________________________________________________ Farm Profile: How many acres is your farm?____ On average, how many acres of land do you have under cultivation in a given year?____ Please indicate which of the below activities produce income for your farm: ____ Vegetable production ____ Grains (soybeans, corn, wheat) ____ Fruit/berry production ____ Food processing ____ Orchard production ____ Greenhouse production ____ Chickens (meat) ____ Conservation Reserve Program ____ Chickens (eggs) ____ Mushrooms ____ Beef ____ Timber/Wood products ____ Pork ____ Herbs ____ Sheep ____ Flowers ____ Dairy ____ Seedlings/Potted plants ____ Other (please specify)__________________________________________ __________________________________________ Please mark the months out of the year when you receive income from farm related activities: ___ January ___ May ___ September ___ February ___ June ___ October ___ March ___ July ___ November ___ April ___ August ___ December Do you have additional employment besides farming? Yes/No If yes, how would you describe your work: ____ Part-time (year round) ___ Full-time (year round) ____ Part-time (seasonal) ___ Full-time (seasonal) Food Marketing: Please provide a rough estimate of the percent of your total farm revenue that comes from the following sources: ___ Farmers Markets ___ Roadside market sales ___ Direct Grocery Store Sales ___ U-pick/on-farm sales ___ Direct Restaurant sales ___ Wholesale distributor ___ Direct Institutional Sales ___ Marketing Cooperative ___ Community Supported Agriculture ___ Other (please specify) ___ Recreational Activity (i.e. corn maze) _______________________ Do you feel satisfied with your current marketing options? (Yes/No) Do you feel satisfied with the prices that you receive for your produce? (Yes/No) Do you feel that you have sufficient time to market and distribute your produce? (Yes/No) Marketing Options We want to help to facilitate more opportunities for farmers to sell food direct to local consumers in the Cleveland metropolitan region. Your responses will help us gauge what kinds of marketing options might be most favorable to you. Please rank the following marketing options on a scale from 1-5 with 1 being least desirable and 5 being most desirable: Are you interested in selling more of your food to local markets in the Cleveland metropolitan area? (Yes/No) Overall, how willing would you be to actively coordinate your activities with other growers? 1 2 3 4 5 Prefer working alone Work with other Growers Form a marketing association or consortium with other growers and coordinate timing of harvest and types of products sold with those farmers. 1 2 3 4 5 Least desirable Most desirable Purchase a share in a marketing cooperative with other farmers and have the cooperative pool your resources with other farmers for purchasing trucks and packages and handling marketing and delivery. 1 2 3 4 5 Least desirable Most desirable Selling produce to a locally-owned, for-profit produce distribution business that handles delivery, marketing, and sales. 1 2 3 4 5 Least desirable Most desirable Work with a network of potential consumers (such as restaurants, institutions, or grocery stores) but handle all deliveries, marketing, and sales yourself and not go through a middleman or marketing cooperative. 1 2 3 4 5 Least desirable Most desirable Working with other farmers to form a revolving loan fund or other source of financing that could support capitalization projects, such as greenhouses, cold storage cellars, or other changes on your farm to extend your season of production. 1 2 3 4 5 Least desirable Most desirable Working with a non-profit organization to improve public education about the importance of eating food from local farms and supporting local agriculture. (Educational activities could include: outreach to schools, events and festivals, a publication about the history of local agriculture, etc.) 1 2 3 4 5 Least desirable Most desirable Would you be willing to serve on a steering committee to support local food marketing and distribution in Northeast Ohio? (Yes/No) Do you have other comments on ideas on how we can expand local food marketing in the Cleveland Metropolitan area? 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