Common use of Lessons learned Clause in Contracts

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

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

Lessons learned. The Farm-to-Table program begins 2011 calendar could not have succeeded without a year or more of planning, in a much stronger position than it began 2010. This is partly due large part to better financial planning and more diversified funding sources, including assemble an increase in program-generated revenue. It is also due to adequate range of photographs for the organizational partnership (soon to be merger) between Food Works and CVCAC, which will in the long run increase both the financial stability12 months, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, the strength of Farm-to-Table is also due to the commitment studio shots of the primary growers featured varieties. The photographs needed to working collaboratively on production planning be horizontal in orientation rather than vertical, come from a variety of orchards throughout New England, and marketing strategies Reflecting on represent the four seasons. Our experience producing a low-budget pilot calendar in 2010 gave us insights for this project about such critical decisions as the calendar size, paper quality, amount of this past yeartext, and main image. We have a lot to learn going forward now that people will begin displaying the calendar in their homes and offices, and giving us feedback. Anecdotally, however, brings several critical issues our growers were so impressed with the calendar that they have already expressed a strong interest in producing another one for 2013, possibly with a customized tab at the bottom with information about individual orchards. This would increase each orchard’s visibility, compared to the fore: First listing of orchards inside the back cover in the 2012 calendar, and foremostwe are exploring costs with our printer. In the meantime, photographers Xxxxxxx Xxxxxx and Xxx Xxxxx visited more than 40 orchards throughout the six New England states gathering new photography that could be featured in a new calendar. The biggest change in our original proposal was to increase the press run for the calendar from 500 -1,000 to 3,000. We made the decision as we realized how beautiful the calendar would look and assessing its value as an educational and promotional tool, and to take advantage of a price break. This enabled us to increase our supply to member orchards and provide calendars to a number of educational institutions with an interest in local agriculture. The main lesson about the website is the need to coordinate editorial and technical work, since they are done by different people. Bar Weeks gradually has been learning how to make changes to the website without the aid of an outside contractor, but wholesale changes, such as those made to the education section, require a coordinated effort to ensure that the end result meets the editorial vision. Similarly, the rapid expansion data gained during the phone survey of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs growers needed to be madepromptly added to their listings to have an impact. Between Ensuring that the growth of the buying clubs and the vastly increased sales technical issues contributing to the rest website’s success are resolved in a timely way requires ongoing monitoring on the part of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that have been in place since the inception of the program. In short, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains staff person such as steadfast, as impassioned, and as necessary as everXxxxxx or Weeks. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000PERSON Xxxxxxx Xxxxxx, 000-000-0000; xxxx@xxxxxxxxxxxxxxxx.xxx PROJECT 9: NH-VT Christmas Tree Association – Final Report PROJECT SUMMARY This was a multi-faceted project aimed at supporting Vermont Christmas tree growers through support of educational field meetings, xxxx@xxxxxxxxxxxxxxx.xxxattendance at local and regional fairs and web site improvements. It covered the two year period 2011-2012. The New Hampshire-Vermont Christmas Tree Association was the recipient of this grant. NHVTCTA has been in operation since 1956, and represents some 200 growers within the region. Our membership encompasses both large and small businesses, is geographically dispersed throughout the region and represents all segments of the industry (wholesale, retail, choose and cut, etc.). Plantation-grown Christmas trees became much more prevalent in the post WWII period, and today represent virtually all annual Christmas tree production. It is a mature industry, and faces problems associated with that maturity. Christmas trees have often been grown in a monoculture environment for many years, and the industry must take strides to guard against possible decline in tree vigor and quality because of this monoculture. It is important to provide continuing education to growers about advances in fertilization, soils, seed genetics, etc. in order to continue to provide a quality crop with market acceptance. It is also important to educate consumers with respect to the values of natural trees and to discourage the use of artificial trees. Producers also need assistance in the marketing of real trees and wreaths, especially through the use of an expanded web site. It was these factors which provided the necessity for current NHVTCTA efforts and the subsequent application for and receipt of funds made available through this grant. PROJECT APPROACH Assistance with field meetings – Three field meetings have been held annually during the two year grant period. Outside speakers were identified and engaged as presenters at these meetings. A level of expertise unavailable without the funding provided through this grant was made available to the membership. A variety of cultural, marketing, and business planning issues were identified that had or could have become problematic to successful Christmas tree growing, and alternative solutions were addressed. Assistance at local and regional fairs – We attended the following fairs: Champlain Valley, Eastern States Exposition, NH Forest and Farmlands Exposition, Rutland (VT State) Fair, Tunbridge Fair and Windsor Fair. At each of these fairs we set up a display representing NHVTCTA. In all cases a real tree was displayed; in some cases we participated in and/or assisted in the management of a tree/wreath contest. We distributed brochures and provided information on farm location. And we provided consumer information on the benefits of a real tree. These fairs included a large regional fair with attendance of over 1 million to much smaller fairs with attendance of 30,000. This allowed us to reach many additional consumers and educate them as to the nature of Christmas tree farming and the advantages of real vs. artificial trees. Of equal importance, these local fairs gave us the opportunity to market our association and to help market member trees. This marketing effort was of primary importance in helping the consumer identify and locate local farms that allow cut- your-own. Website assistance – Our web site was freshened and redone in time for the 2011 selling season. No further changes were made in 2012. In spite of a weak economy, sales were strong in 2011. While many factors contribute to strong sales, it is clear that a well-designed, easy to locate and easy to use web site may well be our most important marketing tool. Cut your own sales were strong throughout the region, and most wholesale growers indicated strong activity. Many if not most wholesale growers were sold out. GOALS AND OUTCOMES Assistance with field meetings – Three field meetings per year were held, and outside speakers were engaged. A level of expertise unavailable without the funding provided by this grant was made available. The increased knowledge available through these expanded meetings is only valuable if it is implemented. And once implemented its value can only be properly assessed based upon actual field experience. This is a long term issue and measurement of success is a long term process. Christmas trees take 8-10 years in the field to reach marketable size. Improvements in yield/quality can only be measured with the passage of time. For example, improved soils drainage techniques or changes in seed genetics and seed source are long term issues. Improved soils testing and fertilization can be measured more quickly, but even these take time to properly assess. While it is currently impossible to provide a quantitative assessment of the benefits of many of our field meetings, it is not impossible to speak anecdotally. At every meeting there have been members who have taken new knowledge and incorporated that knowledge into their business plan. There are reports of early success. It is possible, nonetheless, to provide a quantitative assessment of field meeting attendance. Attendance has shown steady growth. Base line attendance in 2010 (the year before this grant was awarded) was 240. In 2012 it increased to 266. Attendance at our last meeting in 2012 was 105; at that same meeting in the 2010 baseline year attendance was 78. These represent attendance increases of 10.8% and 34.6% respectively. Our most recent (Fall, 2012) meeting had the highest attendance of any meeting within the past 5 years, despite the fact that it was held in the geographic extreme of our membership area. It should be noted, though, that two of the three meetings NHVTCTA holds annually are outside meetings, and weather can be a key variable. We try to select meeting sites in different geographic areas and with different farm emphasis (large wholesale versus smaller choose and cut, etc.) These criteria are also factors in meeting attendance. It should also be noted that this is also a mature industry with respect to average farmer age. This overall attendance increase has been accomplished in spite of the loss of some members due to age and retirement. And finally, it should be noted that these increased attendance numbers come at a time of consolidation in the industry, with an equal or greater number of trees being planted on a lesser number of farms. This provides further proof of the value of our expanded field meetings and use of professional presenters. The true measure of increased knowledge is through production of a better tree, or through production of a tree of equal quality in a shorter length of time or at a reduced production time. Since Christmas trees require 8-10 years from planting to harvest, it is impossible to estimate at this time if the information we have provided to our membership has been helpful. But I cannot believe that it has not been. In addition to being NHVTCTA Executive Director, I am also a Christmas tree grower. I can specifically say that I personally saved over $2000 last year by using a different type of lime, and I firmly believe that in addition to this cost savings I also increased the efficacy of the product. But xxxxxx in a long term process and it is impossible to measure increased efficacy with any degree of certainty in the short run. This information came to my attention through attendance at field meetings. We continually ask membership for input into our meetings, both as a means of measuring the usefulness of the material presented and as a means of addressing their particular problems and questions for future presentations. Assistance at local/regional fairs - NHVTCTA exhibited in three fairs not previously attended, and expanded our presence at an additional fair. The goal was to educate consumers as to the value of real trees, and to provide education on proper tree care and difference in tree species. These fairs also provided the opportunity to market our association and to help market member trees. Representation at fairs was an effort at consumer education, and was aimed at the consumer rather that Christmas tree growers per-se. In the aggregate, attendance at the fairs we attended exceeded 1.3 million. Between 5000 and 10000 brochures were distributed. Website assistance - Our web site was freshened and redone in time for the 2011 season. Sales for the season were strong; cut your own sales continued strong, and many wholesalers sold out. Analysis of the efficacy of any individual marketing effort in relation to other efforts is always difficult. It would be an overstatement to say that strong sales were solely attributable to our web based marketing efforts, but it is not an overstatement to say that improved web based marketing played a significant role in strong sales. We can quantify, however, the number of hits to our web site at 208,797 hits, an increase of just over 14 percent. BENEFICIARIES The primary beneficiaries of this project were Christmas tree growers themselves. NHVTCTA has approximately 175 members. It is hoped that all of these members benefited. Approximately 70 percent of our membership attended at least one meeting. While we make every effort to provide information presented at meetings to those who did not attend that meeting, it is clear that the largest benefit will be to those who actually attended. Benefits included training and education relative to new and improved cultural practices, and assistance with marketing through an expanded web site. They will benefit by growing a better product and assumedly increase their profitability. Local economies will benefit, because farmers purchase inputs locally. It is estimated that the local multiplier effect is between 4 and 5 (for each dollar spent by the farmer for his product, it is multiplied by a factor of 4-5 as it is passed through the economy to purchase fertilizer, fuel, household supplies, etc.). And of course consumers will be beneficiaries, both through receipt of information on tree care and safety and through receipt of a better product and a better experience.

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

Lessons learned. With the rollout of the new search functionality and the flexibility of the new platform, OAN and its marketing committee are pleased overall with the results of the project and believe strongly that members will benefit with increased sales in the short- and long-term. The Farmproject started with a plant-tocentric focus (based in part on the results of market research), when in fact the emphasis should have been on simplifying search. The amount of staff time required to manage the project was substantially more than anticipated. More time should have been invested in mapping data and functionality, but looming deadlines pushed OAN to move quickly. In hindsight, we should have required our technology partner to evaluate multiple platforms. The original timeline provided eight months of training time to get members comfortable with the new site before embarking on the listing process. Due to a variety of delays, in reality we only had one month to prep members, which caused confusion and coincided with their peak shipping season making it difficult to capture their attention. XXX now realizes it will take a long-Table program begins 2011 term educational effort for members to grasp the value of managing their listings and list purchases throughout the year rather than during the historical timeframe. Approximately 200 new plant listings are requested each year, which is good from a Google search perspective—new content is highly valued in search results—but requires substantial staff time to find and upload photos and plant descriptions. Project goals were based on the anticipation that members would immediately see the value of the project—an online presence for every member and increased relevance in online searches— and their role in making the project a much stronger position than success, e.g., providing plant descriptions. We over- anticipated their understanding of and attention to the project. We also lacked of understanding what motivates members to purchase listings, which hampered our efforts to increase member participation. Apparently, free is a very good (and motivating) price for participation, but it began 2010doesn’t convey the short and long-term value of Nursery Guide as a robust marketing tool for Oregon’s nursery industry. This is partly due to better financial planning and more diversified Nor does it provide a sustainable funding sources, including an increase in program-generated revenuesource for supporting the online platform. It is also due to the organizational partnership (soon to be merger) between Food Works and CVCAC, which will in the long run increase both the financial stability, as well as the outreach and educational opportunities, of all of Food Works’ many intersecting programs. However, the strength of Farm-to-Table is also due to the commitment of the primary growers to working collaboratively on production planning and marketing strategies Reflecting on the experience of this past year, however, brings several critical issues to the fore: First and foremost, the rapid expansion of sales (and the volume of product) strained the capacity of program staff, especially in the fall months. The planned increase in work processing parties, and consequent expanded availability of “lightly processed” products, did not occur, due to limitations in capacity. Likewise, the proposed increase in statewide outreach and modeling of the program did not occur. It is becoming increasingly evident that a new staff position will soon be necessary, although the current budget does not provide for this. In concert with our new partners at CVCAC, we are actively exploring new funding sources. An unexpected outcome also occurred as a result of achieving one of the more specific proposed goals; namely, the increase in the number of community buying clubs. The creation of five new buying clubs in the summer and fall months put an enormous burden on staff and volunteers filling the orders on delivery days. An evaluation of the cost effectiveness of the current buying club pricing structure needs to be made. Between the growth of the buying clubs and the vastly increased sales to the rest of the commercial customer base (workplace and college cafeterias, etc.), it may soon be necessary to revamp the packing, delivery, and billing procedures that would have been helpful in place since our research phase to delve into price/purchase behaviors so that we could structure listing prices and promotional offers that would/will capture the inception attention of members. ODA-S18 Promoting U.S. grown hops and Developing Educational and Promotional Materials for the program. In shortOregon Hop Commission and Hop Growers of America - Final Report - APPROVED – 3/24/2014 CONTACT NAME: Xxxxx Xxxxxxxx, an “upgrade” to the entire system will soon be necessary. Farm-to-Table is now at a point where its success may lead it to re-invent its processes. However, its commitment to its dual mission – to benefit the nutritionally at-risk members of the Central Vermont community by providing access to healthy local foods, while at the same time increasing the viability of local agriculture – remains as steadfast, as impassioned, and as necessary as ever. CONTACT INFORMATION Xxxx Xxxxxxxxxx, Farm-to-Table Coordinator, Food Works at Two Rivers Center, 00 Xxxx Xx., Xxxxxxxxxx, XX 00000, Oregon Hop Commission PHONE: (000) 000-000-0000, xxxx@xxxxxxxxxxxxxxx.xxx0000 EMAIL: xxxxx@xxxxxxxxxx.xxx PROJECT SUMMARY Project Purpose