Progress 09/01/16 to 08/31/21
Outputs
Target Audience:New Mexico has the second highest rate of food insecurity in the country, according to the U.S. Department of Agriculture. The lack of fresh, healthy foods is most apparent in two of Albuquerque's most populated areas: urban International District and rural South Valley. A drive through major streets in both communities reveals the abundance of fast food restaurants and convenience stores, but a scarcity of healthy food options like farmers' markets and supermarkets. South Valley residents face the added problem of very limited public transit. In food deserts like these, it's not surprising to find high rates of diet-related diseases and obesity. Both communities have the highest mortality rates from heart disease and diabetes in Bernalillo County, as well as the highest rates of obesity among school aged children and American Indian, African American, and Hispanic/Latino residents. According to the U.S. Department of Agriculture, New Mexico's food insecurity of 15.1% is above U.S average of 11.1%. The International District, 2nd and 4th street corridor, and South Valley are priority areas in Albuquerque, NM as they are considered food deserts. In these three areas, there are limited access to fresh fruits and vegetables but an abundance of fast food restaurants. The Mobile Farmers' Market aims to increase access to fresh produce for low income residents in the International District and South Valley. Changes/Problems:The COVID-19 pandemic posed continued challenges for MFM in the extension year. In the previous year, market staff, community members, and partners voiced concerns regarding safety, which led to the cancellation of the 2020 MFM season. Due to declining sales, COVID-19 regulations, and staff/participant safety, MFM moved away from the Point-of-Sale model to a food distribution model. By leveraging existing partnerships with Agri-Cultura Network, MoGro, Kids Cook!, The Sprouting Kitchen, Street Food Institute, First Choice Community Healthcare, and University of New Mexico Hospital, we were able to use remaining funds to purchase, pack and distribute roughly 2,570 bags of fresh, local produce. We were able to continue workshops and classes such as a The Sprouting Kitchen Cooking series, Healthy Lifestyle class, and Kids Cook! Summer series by offering classes through Zoom. What opportunities for training and professional development has the project provided? Kids Cook! took the lead on training Community Food Educators (CFE's) and recruited low-income residents of target geographies with preference for bilingual participants. This partner's programming made cooking and nutrition accessible, helped children learn and get excited about using fresh produce and prepared healthy and culturally-diverse meals. CFE's provided produce tastings, educated attendees (especially children) about nutrition and cooking and helped with the market sales and general operations. Formal training happened over a 4-day period before the market season and ad-hoc trainings throughout. Additionally, the Project Manager gained professional skills through grant management and coordinating logistics, guiding Lead Team and partners and overseeing program operations and progress towards outcomes and work plan. The manager attended the New Mexico Public Health Association Conference and presented with other market partners on the relationship of the collaborative. One .6 FTE Community Nutritionist with Agri-Cultural Network's La Cosecha CSA program helped staff the market and worked with customers to better understand the connection that food is medicine. The nutritionist, alongside other partner organizations coordinated and conducted 7 workshops where community members learned about home gardening to baby food making. Lastly, because of the close work with Agri-Cultura Network, member farmers were given training on food handling, safety and storage in order to better meet the increasing demands of the market. With our Community Food Leader (CFL) training we were able to have SFI provide food safety training. All CFL were ServSafe certified and able to add that training to their resume. The CFL training also provided community members professional development around food access work that they will be able to train and use the curriculum in their respective community. There were community members from the Pueblo of Acoma that used the curriculum for their diabetes program. The Project Coordinator received professional development on group facilitation, grant management, and reporting. Our Community Health Technician received professional development on group facilitation and social media marketing.? How have the results been disseminated to communities of interest?Annual Stakeholder Meetings and Mobile Farmers' Market Celebration were held in January 2017 and 2018. This was an opportunity for the MFM to share the results of the previous market season and compare to previous years. In attendance were partners, community members, host site contacts and Presbyterian Healthcare Services employees. During the market season, the MFM disseminated one-page market sales trends and attendee demographics to the Lead Team, Advisory Board and site leads. Articles in local papers including the Green Fire Times and the Albuquerque Journal have also offered information and results on the market to community members. Weekly market information including results were sent to our listserv (400 customers, partners, stakeholders). We gathered and shared success stories with these groups as well as the USDA. When the MFM still operated as a point-of-sale model, the Program Manager updated and managed an MFM dashboard that provided weekly sales and demographic breakdowns of each community (International District and South Valley). The dashboards were shared internally on a weekly basis. UNM PRC distributes final evaluation reports for the MFM to conclude and recap the MFM project, Presbyterian Community Health will host a final Annual Stakeholder Meeting and Mobile Farmer's Market Celebration.? What do you plan to do during the next reporting period to accomplish the goals?
Nothing Reported
Impacts
What was accomplished under these goals?
At the end of Year 4 of our USDA award, August 31st, 2020, we initiated a No Cost Extension that extended the project to August 31st, 2021. Due to rapid changing circumstances and barriers of COVID-19, the MFM was not able to operate in the same model that was used in prior years. In 2021, the MFM shifted away from a point-of-sale model to a food distribution model. In the No Cost Extension, we outlined 4 goals that we did not meet in 2020. We have outlined each goal and metric below, and how we worked to meet those metrics in 2021. Goal 1: (1.1) As the MFM model changed in Year 5, our means of informing potential customers and participants was altered. We informed the priority audience of this change and new opportunities. To inform the community of the workshops, vaccination events, and food distribution events, we worked with our community partners to share fliers, event information, and food distribution event information. This information was shared via Social Media (Facebook, Instagram), hard-copy fliers, email fliers, and through word of mouth in the community. (1.2)When the MFM model changed in Year 5, we were not able to make our scheduled stops. Alternatively, MFM was still able to provide fresh, local produce bags or healthy, hot meals at 14 locations and agencies: Presbyterian Community Health Resource Center, Presbyterian Las Estancias Clinic, Enlace Communtario, International District Healthy Communities Coalition, National Association for the Advancement of Colored People, Street Safe, Native American Community Academy, University of New Mexico - Southwest Clinic, First Choice Community Healthcare, Together 4 Brothers, Centro Savila, Casa Barelas, ABQ Mutual Aid, and Three Sisters Kitchen. These were recurring distributions during the months of June and July 2021. (1.3)Partner agencies that participated in MFM local produce bags distributions were invited to report on participant data, including SNAP eligibility. Most partners were not able to provide exact numbers of SNAP beneficiaries due to privacy concerns of their clients, or lack of information. (1.4)In Year 4 of MFM, there was a drastic decrease in food purchases due to COVID-19. This is one of the reasons that the MFM model was changed in the final year. All food that was provided in Year 5 was free of charge to recipients. (1.5)Due to the MFM model change in Year 5, iPads were not used to track metrics such as customer sales. Data was collected through community partners and reported back at the end of the grant period. Goal 2: (2.1)The Governance Committee last met in 2020. They were informed of Year 5 MFM model changes and were able to opt in to receive free, local produce bags at their events and programs. At the conclusion of the MFM project, Presbyterian Community Health will host a virtual event for the Governance Committee and community partners to summarize the project and to celebrate MFM accomplishments. (2.2)In Year 5, 3 Community Food Educators from Kids Cook! Were funded through the workshop contract. The Kids Cook! CFE developed their own course curricula, and preformed separate community outreach for their workshops. (2.3)MFM USDA was able to support New Mexico State University garden classes. Through this partnership, 3 virtual Summer Container Gardening at Home classes were created. These 3 virtual classes yielded roughly 150 registrants and 54 participants. These classes were also shared in a PowerPoint so that participants were able to watch on their own if not able to participate in the live, virtual class. Participants were provided a garden starter kit containing soil, seedlings, watering cans, and pots. Goal 3: (3.1)We were able to work with both Agri-Cultura Network (ACN) and MoGro in our produce distribution efforts. Both ACN and MoGro have strong ties with local farms. A total of 18 farms contributed to our local produce distribution events. This partnership with MoGro that began with Mobile Farmers Market has now led to long-term purchasing of local produce and weekly recurring distribution at Presbyterian Food Farmacies. (3.2)MFM purchased and distributed roughly 16,650 lbs of local fruit and vegetables. MFM did not sell or make profit from this produce. All the produce purchased was donated and distributed to local agencies and community partners serving our priority audience. (3.3)MFM funds were used to purchase local rice, beans, cheese, and breads from La Montanita Co-Op, local eggs from MoGro, homemade granola and spice shakers from Three Sisters Kitchen, and healthy, cooked meals from Street Food Institute. (3.4)In Year 4, 100% of participating farmers reported a positive and profitable experience while working with MFM. No supplier surveys were distributed in Year 5 as MFM used a third party to purchase from local farms and farmers. Goal 4: (4.1)Over the course of three months: May, June and July 2021, MFM was able to fund and support 5 cooking and gardening classes. These classes included: Healthy Lifestyle Nutrition Cooking classes, The Sprouting Kitchen virtual cooking classes, Kids Cook! Virtual Cooking Classes for Families, Meal Planning classes, and Small Container Gardening at Home classes. These classes were marketed to previous mobile market customers, partner agencies and clinics, and organizations serving the target audience. A total of 25 classes were offered over a 3-month period. The Sprouting Kitchen, Kids Cook Summer Series, Meal Planning with Ana, Healthy Lifestyle Cooking classes, and Container Gardening in NM were created in partnership with local organizations and dieticians. Classes focused on preparing, cooking or growing local New Mexico produce and products. All classes were marketed to target audiences but were open to the public and free of charge. For three of the cooking classes - The Sprouting Kitchen, Kids Cook! and Meal Planning with Ana, participants were provided with free Meal Kits that contained ingredients used in recipes and classes. For the Container Gardening classes, participants were provided with basic gardening supplies such as pots, watering cans, soil and seeds. (4.2)Presbyterian Food Farmacy participants that attended their appointment times were offered on-site samples from Street Food Institute for 4 consecutive weeks. MFM summer classes were marketed to all Presbyterian Food Farmacy patients, Wellness Resource Center participants, prior Community Health Nutrition class participants, and clients or patients of partner agencies. (4.3) All MFM funded local produce bags distributed at Presbyterian Community Resource Center Food Farmacy and Presbyterian Las Estancias Food Farmacy featured MFM healthy recipe cards (Spanish and English). We found that patients and members were unsure of some produce items such as turnips and chard, and MFM recipe cards provided education and ideas for cooking and produce use. These recipe cards were provided to 100% of Presbyterian Food Farmacy patients and members, every week over a 6-week period. Persons in our priority audience, those who are living in the South Valley, International District, and 2nd/4th Corridor, were provided information and flyers for MFM classes that took place over the course of several months. These classes featured local produce items prepared in fun and healthy ways. These classes were also marketed to our partner agencies and stakeholders. (4.4) We partnered with Presbyterian Community Resource Center (serving ABQ metro area clinics), Presbyterian Las Estancias, University of New Mexico Southwest Mesa Clinic and First Choice Community Healthcare to provide local produce bags. Produce bag recipients were patients or clients of referring clinics and providers.
Publications
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Progress 09/01/19 to 08/31/20
Outputs
Target Audience:According to the U.S. Department of Agriculture, New Mexico's food insecurity 15.1% is above U.S average of 11.1%. The International District, 2nd and 4th street corridor, and South Valley are priority areas in Albuquerque, NM as they are considered food deserts. In these three areas, there are limited access to fresh fruits and vegetables but an abundance of fast food restaurants. The Mobile Farmers' Market aims to increase access to low income residents in the International District and South Valley. Both communities have the highest mortality rates from heart disease and diabetes in Bernalillo County. Changes/Problems:The 2020 MFM operated July6-August5, 2020 serving 5 locations in the International District, South Valley, and the 2nd/4thstreet corridor. Safety plans were set in place to ensuremarketstaff and community members remained safe. Following NMFMA and NMDOH recommendations,the market model change to a CSA model and program activities with partners were suspended for the season. During the season, safety concerns were brought to our attention by partners which led us to cancelling the remainder of the season. What opportunities for training and professional development has the project provided?With our Community Food Leader training we were able to have Registered Dieticians provide food safety training. All CFL were offered ServSafe certification and encouraged to add that training to their resume. The CFL training also provided community members professional development around food access work that they will be able to train and use the curriculum in their respective community. There were community members from the Pueblo of Acoma that will use the curriculum for their diabetes program. The Project Coordinator received professional development on group facilitation, grant management, and reporting. Community Health Interns that helped with the market received professional development on social media marketing. How have the results been disseminated to communities of interest?The Program Manager updates and manages a MFM dashboard that provides weekly sales and demographic breakdowns of each community (ID, 2nd and 4th street corridor, and SV). These dashboards are shared internally on a weekly basis with our team. During the season we share with our market lead team during our bi-monthly meetings. UNM PRC also distributes our final evaluation report that we share publicly at the end of each year. These final reports are for the MFM season July-August. Our 2019 Final Season report can be found online. What do you plan to do during the next reporting period to accomplish the goals?• With our grant extension we hope to reach the goals we were unable to meet due to the pandemic. We would meet our market location stops, increase our number of registered MFM customers, and offer workshops at MFM stops to promote the 2021 season. • Expand produce offerings: We intend to increase our purchase of local produce by working with MoGro and ACN. • Continue to strengthen our outreach plan to get more community involvement with the market in our target areas and also communities nearby. Increase our marketing to have regular radio ads and offer promotional items to bring in repeat customers. We plan to leverage radio ads, social media ads, and promotional items for the 2021 season. •Expand our online platforms and continue to offer online cooking demonstrations and activities to engage with communities in a safe and physically distant manner. We plan to continue to have our partner, Kids Cook, create cooking videos to share publicly. • With our extension into 2021, we will work with Lead Team and Advisory Committee to increase attendees at workshops in a safe manner. This may include moving them online. As always, we work to provide workshops that the community is interested in attending and also finding space and interfaces that can accommodate more people.
Impacts
What was accomplished under these goals?
The Healthy Here Mobile Farmers' Market (MFM) continues to engage the Healthy Here collaborative of over 14 partners to impact Albuquerque's food deserts. The market purchases fresh produce from local farms and offers nutrition education. In Quarter 4 of Year 4, we had an abbreviate season spanning 5 weeks and suspended on-site cooking demos and food samples due to COVID-19. During the season, over 2,149 lbs. of fresh local produce was purchased to distribute in the International District, 2nd and 4th street corridor, and South Valley. Local farmers are paid full price for their produce and sponsors offer subsidies so that prices are maintained at wholesale rates so that community members have access to fresh local produce. The MFM accepts Food Stamps/SNAP and other subsidies like the local double-up food bucks program, Women, Infants and Children (WIC), and Senior Farmers' Markets checks. We are the only market in NM that provides a value match for WIC and Senior Farmers' Market checks. The MFM will continue to work with local farmers to increase access to affordable, nutritious foods for low-income residents in target areas. By expanding the MFM, Albuquerque residents will have more access to fresh local produce. (1.1) Over 59,943 residents were informed about the MFM. According to our media impression tracking we have reached 14,634 residents through social media. 614 Radio ads were purchased for our 2019 season where we were able to reach over 45,309 residents. 35 patients were referred by the Wellness Referral Center. (1.2) In 2019 there were 27 market days and 72 market stops. For the 2020 season, there were 15 market days and 25 market stops. In total, we made 97 market stops in Year 4. Due to COVID-19 we were unable to meet our market stop goal for Year 4. With our grant extension, we hope to meet this goal of 150 market stops. (1.3) 34% of MFM customers report receiving Food stamps/SNAP/EBT. Of those that reported an annual income, nearly 22% of registrants potentially qualify for Food stamps/SNAP/EBT. (1.4) 79.9% of total sales were purchased with SNAP or subsidized with other incentives; EBT matching, WIC and Senior Farmers Market Checks (including matching), repeat customer incentives, and clinic/other sponsored vouchers. Increased collaborative work with partners, market sites, and social services programs has led to an increase of awareness and knowledge of the MFM among individuals receiving food assistance. (1.5) According to individual tracking identifiers, we saw 21% of previous year's customers' return to the market for Year 4. According to customer sales, we see that 21% of customers have visited the market more than 3 times and 17% visit the market twice. These numbers do not accurately reflect repeat visitors that did not check-in with our register apps but did engage with on-site nutrition education and tastings in 2019. (2.1) The Governance Committee is composed of 8 members, four low-income community residents, grassroots agencies representing and serving target area residents and subject matter experts. Together with the Lead Team, they help determine the need of the market in the communities we serve. The Committee established "doubling up" (twice as much produce for the same price) WIC and Senior Farmers' Market Checks. This season the MFM had $1708.25 from Double Up Food Bucks, $1025.66 came from the WIC and Senior Farmers' Market checks. (2.2) 6 CFE were hired and trained to provide hands-on cooking activities and MFM outreach. MFM training was held for CFE on June 23, 2020 to provide operational training at each market location and offer training on our iPad applications. (2.3) Public workshops were postponed this season due to COVID 19. They are tentatively rescheduled for May 2021 and will cover cooking, gardening, and managing diet. The first 20 participants are given an incentive-MFM vouchers for their participation. (2.4) We had 21 individuals register for the CFL training and 12 completed the full training (in-class training as well as laying out their plans to carry out a community project around food access). Training topics included food justice, food access programs, farm to market, food preparation, and tastings. Each participant received the option to receive ServSafe training and become certified. The training took place March 2, March 9,March 18, and March 25 from 7 AM-3PM. 10 attendees received a $200 stipend when they completed their community project outline and presentation and attended all 4 CFL sessions. (3.1) The farm cooperative, Agri-Cultura Network (ACN), includes 8 member farms and 22 affiliated farms not just in Albuquerque, but along the Rio Grande Valley. ACN supports a change in condition and allows smaller farmers to reach bigger markets by streamlining the channel between farm and customer. We also extended a partnership with MoGro who works with local farmers. We were able to source from 9 local farms that added to our variety of produce. We were also able to increase our purchases of local beans and dried goods. (3.2) Over 4,052 lbs. of fresh produce was purchased from local farmers and distributed in the South Valley 2nd and 4th street corridor and International District. 1,886 lbs. of produce was sold at our market locations. 1,297 lbs. of produce was donated to the Food Farmacy, and 642 lbs were purchased on behalf of community mini grants. (3.3) As ACN continues to grow their value added products, we've established a better relationship with MoGro who has helped us increase our inventory of value added products. The market sold 70 pounds of dried beans, atole, blue corn flour, as well as 24 jars of local salsa. (3.4) 100% of local farmers reported having a positive and profitable exchange working with the MFM. ACN works closely with farmer and us to get weekly projects as close as possible. (4.1) 100% of MFM customers and attendees are offered education on produce use, cooking, and nutrition. For 2019, the market was able to offer on-site cooking activities and tasting. For the 2020 season, we had to rely on social media platforms, online cooking classes and videos. Despite the change due to the pandemic, we were able to offer 100% of customers education on produce use, cooking, and nutrition. (4.2) All MFM customers are offered on-site nutrition/cooking education for prevention and self-management of chronic disease. While we were unable to conduct live cooking demonstrations this season, the market staff offer ideas and produce substitutions for customers who have specific questions about possible chronic diseases and lifestyles. Participants experience a change in knowledge as they learn to prepare healthy meals that fit needs and preferences. (4.3) There are a total of 62 recipes. Market materials (recipes and general market flyers) are translated into Spanish, Diné (Navajo), and Vietnamese. Market staff offers knowledge of local produce and the importance of buying locally grown produce. We have bilingual staff that speak English, Diné (Navajo), and Spanish. (4.4) 8 clinics referred patients to use the MFM, 1 of which participated in the Fresh Rx program that incentivizes patients to shop at local markets. The MFM worked with the Wellness Referral Center, which gave patients information about the market and coupons as an incentive to complete other wellbeing classes. (5.1) The MFM participated in over 50 events ranging from Presbyterian biggest staff event, Wellfest, to school health fairs, conferences, and other community events hosted by partner organizations. (5.2) We linked client and agency work from the 21 organization types; PHS, UNM SW Mesa Clinic, UNM SE Heights Clinic, PMG-Las Estancias, FCCH, First Nations, RRFB, WIC Clinics, NMDOH, ACN members and non-member farmers, and UNM
Publications
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Progress 09/01/18 to 08/31/19
Outputs
Target Audience:According to the U.S. Department of Agriculture, New Mexico's food insecurity 16.8% is above U.S averageof 11.7%.The International District and South Valley are priority areas in Albuquerque, NM as they are considered food deserts. In these two areas, there are limited access to fresh fruits and vegetables but an abundance of fast food restaurants. The Mobile Farmers' Market aims to increase access to low income residents in the International District and South Valley. Both communities have the highest mortality rates from heart disease and diabetes in Bernalillo County. Changes/Problems:One issue that we continually run into is the issue of having two consecutive sites at the same time. We have brought this issue to our stakeholder and lead team with the hopes that we can address this before the next market season. Last year we saw an increase of site participation in the forms of on-site community champions and interest in purchasing additional vouchers. We were able to have vouchers purchased from three different entities this year. In 2019 we added an additional market site within .50 miles of the International District area. We have brought on a new partner to help supply additional produce for the market as we have been receiving a demand from customers for more variety. What opportunities for training and professional development has the project provided?With our Community Food Leader training we were able to have SFI provide food safety training. All CFL were ServSafe certified and able to add that training to their resume. The CFL training also provided community members professional development around food access work that they will be able to train and use the curriculum in their respective community. There were community members from the Pueblo of Acoma that will use the curriculum for their diabetes program. The Project Coordinator received professional development on group facilitation, grant management, and reporting. Our Community Health Technician also received professional development on group facilitation and social media marketing. How have the results been disseminated to communities of interest?The Project Coordinator updates and manages a MFM dashboard that provides weekly sales and demographic breakdowns of each community (ID and SV). These dashboards are shared internally on a weekly basis with our team. During the season we share with our market lead team during our bi-monthly meetings. UNM PRC also distributes our final evaluation report that we share publically. These final reports are for the MFM season June-October. Year 3 final market report (2018 season) has been completed and can be found online. What do you plan to do during the next reporting period to accomplish the goals? Expand produce offerings: We have added MoGro as a partner in the hopes they can help offer more value added products and fruits. ACN will continue to provide local produce but will not be are only source. Continue to strengthen our outreach plan to get more community involvement with the market in our target areas and also communities nearby. Increase our marketing to have regular radio ads and offer promotional items to bring in repeat customers. Work with Lead Team and Advisory Committee to increase attendees at workshops. Having workshops that the community is interested in attending and also finding space that can accommodate more people. Update recipe and nutrition education piece that will draw in more customers. Add an additional market site (address funding and logistical challenges).
Impacts
What was accomplished under these goals?
The Healthy Here Mobile Farmers' Market (MFM) continues to engage the Healthy Here collaborative of over 14 partners to impact Albuquerque's food deserts. The market purchases fresh produce from local farms, provides hands-on cooking activities, offers nutrition education, and offers healthy food samples. Over 9,094 lbs. of fresh local produce was purchased to distribute in the International District and South Valley. Local farmers are paid full price for their produce and sponsors offer subsidies so that prices are maintained at wholesale rates so that community members have access to fresh local produce. The MFM accepts Food Stamps/SNAP and other subsidies like the local double-up food bucks program, Women, Infants and Children (WIC), and senior farmers' markets checks. We are the only market in NM that provides a value match for WIC and senior farmers' market checks. The MFM will continue to work with local farmers to increase access to affordable, nutritious foods for low-income residents in target areas. By expanding the MFM, Albuquerque residents will have more access to fresh local produce. (1.1) Over 204,154 residents were informed about the MFM. According to our media impression tracking we have reached 14,742 residents through social media. 224 patients were referred by the Wellness Referral Center. Over 8,000 copies of flyers in three languages were distributed in communities. La Cosecha printed flyers and put in weekly share bags. We also purchased 615 radio spots to promote the MFM. The weekly cume (cumulative audience) was 45,300 and ads ran for 4 weeks (9/24/18-10/28/2018). (1.2) The MFM made 3 stops per day on Mondays & 4 stops on Tuesdays for the 2018 season. In 2019 we added one additional market location on Wednesdays. In 2018 there were 17 market days and 60 market stops. In 2019 there were 39 market days and 96 market stops. In total, we made 156 market stops in year 3. (1.3) 31% of customers report receiving Food stamps/SNAP/EBT. Of those that reported an annual income, nearly 42% of registrants potentially qualify for Food stamps/SNAP/EBT. (1.4) 85% of total sales were purchased with SNAP or subsidized with other incentives; EBT matching, WIC and Senior checks (including matching), repeat customer incentives, and clinic/other sponsored vouchers. Increased collaborative work with social services programs has led to an increase of awareness and knowledge of the MFM among individuals receiving food assistance. (1.5) According to individual tracking identifiers, we saw 20% of previous year's customers' return to the market for Year 3. According to customer sales, we see that 51% of customers have visited the market more than 3 times and 17% visit the market twice. These numbers do not accurately reflect repeat visitors that did not check-in with our register apps but did receive free tastings, free recipes, free nutrition education, and free hands-on activities. (2.1) The Governance Committee is composed of 8 members, four low-income community residents, grassroots agencies representing and serving target area residents and subject matter experts. Together with the Lead Team, they help determine the need of the market in the communities we serve. The Committee established "doubling up" (twice as much produce for the same price) WIC and Senior Farmers' Market Checks, which totaled $2766.94, up from $99.54 from last year. (2.2) 6 CFE were hired and trained to provide hands-on cooking activities and MFM outreach. One CFE was hired due to involvement with the Community Food Leader training. MFM training was held for CFE on May 21 to provide operational training at each market location and also offer training on our iPad applications. (2.3) 8 public workshops were held drawing an average of 50 attendees for a total of 400 attendees. Some issues encountered were not having the space to hold more than 50 participants. The workshops ranged from container gardening, community gardening, cultural cooking, and food preservations to make the most of your food. Each workshop distributed 20 market vouchers to the first 20 participants and also attendees received free material that was related to the workshops (i.e. attendees made container gardens they could take home and free seeds) (2.4) We had over 24 participants register for the CFL training and 18 completed the full training (in-class training and 20 hours field experience). Training topics included food justice, food access programs, farm to market, food preparation, and tastings. Each participant received training of ServSafe and became certified. The training took place March 4, March 11, March 18, and March 25 from 8 AM-4PM. 10 attendees received a $200 stipend when they completed their 20 hours of field experience and attended all 4 CFL sessions. (3.1) The farm cooperative, Agri-Cultura Network (ACN), includes 8 member farms and 22 affiliated farms not just in Albuquerque, but along the Rio Grande Valley. ACN supports a change in condition and allows smaller farmers to reach bigger markets by streamlining the channel between farm and customer. We also extended a partnership with MoGro who works with local farmers. We were able to source from 9 local farms that added to our variety of produce. We were also able to increase our purchases of fruits. (3.2) Over 9,094 lbs. of fresh produce was purchased from local farmers and distributed in the South Valley and International District. 4,217 lbs. of produce was sold at our market locations. 4,876 lbs. of produce was donated to the Food Farmacy. (3.3) ACN continues to focus on value added products. The market sold 207 pounds of dried beans and red chile. Our new partnership with MoGro may be another channel to add more dried goods to the market. (3.4) 100% of local farmers reported having a positive and profitable exchange working with the MFM. ACN works closely with farmer and us to get weekly projects as close as possible. (4.1) 100% of MFM customers and attendees are offered education on produce use, cooking, and nutrition as well as free samples of healthy recipes using market produce. Just in 2019, 6/1/19-8/31/19, we had over 1,106 free samples distributed by SFI. (4.2) All MFM customers are offered on-site nutrition/cooking education for prevention and self-management of chronic disease. The Community Nutritionist offers ideas and produce substitutions for customers who have specific questions about possible chronic diseases and lifestyles. Participants experience a change in knowledge as they learn to prepare healthy meals that fit needs and preferences. (4.3) There are a total of 62 recipes, 40 are offered as free samples and hands-on activities to 100% of customers. Market materials (recipes and general market flyers) are translated into Spanish, Diné (Navajo), and Vietnamese. Market staff offers knowledge of local produce and the importance of buying locally grown produce. We have bilingual staff that speak English, Diné (Navajo), and Spanish. (4.4) 8 clinics referred patients to use the MFM, 1 of which participated in the Fresh Rx program that incentivizes patients to shop at local markets. The MFM worked with the Wellness Referral Center, which gave patients information about the market and coupons as an incentive to complete other wellbeing classes. (5.1) The MFM participated in over 50 events ranging from Presbyterian biggest staff event, Wellfest, to school health fairs, conferences, and other community events hosted by partner organizations. (5.2) We linked client and agency work from the 21 organization types; PHS, UNM SW Mesa Clinic, UNM SE Heights Clinic, PMG-Las Estancias, FCCH, First Nations, RRFB, WIC Clinics, NMDOH, ACN members and non-member farmers, and UNM.
Publications
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Progress 09/01/17 to 08/31/18
Outputs
Target Audience:New Mexico has the second highest rate of food insecurity in the country, according to the U.S. Department of Agriculture. The lack of fresh, healthy foods is most apparent in two of Albuquerque's most populated areas: urban International District and rural South Valley. A drive through major streets in both communities reveals the abundance of fast food restaurants and convenience stores, but a scarcity of healthy food options like farmers' markets and supermarkets. South Valley residents face the added problem of poor public transit. In food deserts like these, it's not surprising to find high rates of diet related diseases and obesity. Both communities have the highest mortality rates from heart disease and diabetes in Bernalillo County, as well as the highest rates of childhood obesity among school aged children and American Indian, African American and Hispanic/Latino Residents. Changes/Problems:We continue to be challenged with lack of available quantities and varieties of produce that the market orders through the Agri-Cultura Farm Cooperative. We have entered into an agreement with another produce distribution organization to help address this. Our schedule and goals have not deviated. One unexpected outcome is food subsidies provided by clinic employees. One host site in particular has a Community Health Worker, who has deemed himself a "forever fan of the Mobile Farmers' Market" whodirectly solicits donations fromdoctors and other staff to provide additional produce vouchers for clinic patients. They are going above and beyond to improve health in this community. Another unexpected outcomeis our partnership with the Department of Health and Senior Affairs that helps us reach individuals receiving WIC and Senior Farmers' Market Checks (our market is the only one in the state that "doubles" these dollars, so for one $5 check we give $10 worth of produce). What opportunities for training and professional development has the project provided?Kids Cook! has taken the lead on training Community Food Educators (CFE's) and recruited low-income residents of target geographies with preference for bilingual participants. This partner'sprogramming makes cooking and nutrition accessible, helps children learn and get excited about using fresh produce and preparing healthy and culturally diverse meals. CFE's provide produce tastings, educate attendees (especially children) about nutrition and cooking and help with the market sales and general operations. Formal training happened over a 4 day period before the market season and ad-hoc trainings throughout. Additionally, the Project Manager has gained professional skills through grant management and coordinating logistics, guiding Lead Team and partners and overseeing program operations and progress towards outcomes and work plan. The manager attended the New Mexico Public Health Association Conference and presented with other market partners on the relationship of the collaborative. One .6 FTE Community Nutritional with Agri-Cultural Network's La Cosecha CSA program helps staff the market and works with customers to better understand the connection that food is medicine. He is taking his professional training into a non-traditional setting. The nutritionist, alongside other partner organizations coordinates and conducts 7 workshops where community members learn about home gardening to baby food making.Lastly, because of the close work with Agri-Cultura Network, member farmers are given training on food handling, safety and storage in order to better meet the increasing demands of the market. How have the results been disseminated to communities of interest?The 2018 Annual Stakeholder meeting occured in January. In attendance were partners, community members, host site contacts and Presbyterian Healthcare services Finance employees.It was an opportunity for the MFM to share results of the previous market season and compare to previous years. On a bi-monthly basis throughout the season, the MFM disseminates one-page market sales trends and attendee dempgraphics to the Lead Team, Advisory Committee and site leads. Weekly market information including results are sent to our listserv (400 customers, partners, stakeholders). We gather and share success stories with these groups as well as the USDA. We are currently working on a manuscriptthatexamines the MFM's impact on a local agriculture economy and ACN What do you plan to do during the next reporting period to accomplish the goals?- Expand produce offerings: Continue working with Agri-Cultura Network on produce projections during the off season and bring on additional farmers/distributers to increase quantity, quality and types of produce. Expand value added offerings (salsa, dried herbs etc).Increase produce purchasing line item in budget. - Work with Lead Team and Advisory Committee to increase repeat customers (especially those with or eligible for Food Stamp/EBT)by creating a robust outreach plan (including radio and additional community based online outreach methods)and constantly revisiting it. - Work with Lead Team and Advisory Committee to increase attendees at workshops by improving outreach and continuing to choose relevant topics for workshops. Holding workshops off market sites will allow for higher attendance (sizes of rooms limit us). - In order to reach "(1.3)Have at least 50% of MFM buyers be SNAP enrolled or within SNAP income ranges as tracked by intake forms, market sales, and referral center records", we will explore additional avenues to increase referral opportunities for customers. I will specificallywork with the New Mexico Farmers Marketing Association as well as the Albuquerque Public School District's Student Health Advisory Council. The price of selling local organice produce at cost is still a barrier for many low income attendees of the market. Continueing to address education around the benefits of local produce on person, community and environmental health as well as encouraging all forms of local, state and federal food subsidiesmay help bridge this gap. - Add an additional market site(address funding and logistical challenges).
Impacts
What was accomplished under these goals?
The Healthy Here Mobile Farmers' Market (MFM) continues to engage the collaborative of over 14 partnersto impact Albuquerque's food deserts by providing fresh produce from local farms, employing residentsas Community Food Educators (CFE's), implementing nutrition education and offering healthy food samples prepared by a food truck partner. This presents an innovative system where local farmers are paid full price for their produce and sponsors offer subsidies so that prices are maintained at wholesale rates. Over 6,246 lbs of produce were distributed in the International District and South Valley.The project also encourages the use of farmers' markets in low income areas; accepts Food Stamps/SNAP - and other subsidies like the local double-up food bucks program, Women, Infants and Children (WIC), and senior farmers markets checks; and supports local farmer co-ops. This work is guided by the Community Governance Committee, comprised of residents, partner community agencies and coalitions. The MFM workswith local farmers to increase access to affordable, nutritious foods for low-income residents in target areas. By growing the MFM, more Albuquerque residents, in communities lacking access to healthier foods, are able to buy fresh produce in their neighborhood. In addition,we are strengthening links among farming, business, and public health sectors to create a vibrant local food economy. (1.1) According to media impressions, we reached 48,976 individuals through theMFM Facebook page. Over 7,500 flyers were distributed. Human Service partners include the Department of Health that distributed flyers and market information to all WIC families recieving Farmers' Market Nutrition Checks in the County.The electronic MFM Newsletter is delivered to over 400 community members on a weekly basis and shared on partner's websites/facebook pages.30 FreshRx (fresh produce prescription program) participants are encouraged to shop at the market through partnerships with 3 area clinics. (1.2) The MFM made 3 stops per day on Mondays & 4 stops on Tuesdays, totalling43days over 22 weeks. There were a total of 154stops that averaged 109 transactions per day. This number does not include the attendees that did not purchase but did "check in" by participating in hands on cooking activities, collecting free recipes orengaging with the nutritionist. (1.3) Based on the intake forms from the grant period, 28% of customers report having enrolled in SNAP/Food Stamps. Of those that reported income, nearly 40% of registrants potentially qualifying for SNAP. (1.4) 70% of total sales were purchased with SNAPor subsidized with other incentives including EBT matching, WIC and Senior checks (including matching),repeat customer incentives, and clinic/other programs. Low-income residents are experiencing a change in knowledge as to where and when to access the MFM and that incentives can be used for purchases. (1.5) According to individual tracking identifiers, we saw 20% of previous year's customers return to the market, up from 18% last year. According to customer sales, we see that 18% of customers have visited the market more than 3 times and 23% visit the market twice. These numbers are likely undereported asattendees that did not purchase but did "check in" by participating in hands on cooking activities, collecting free recipes orengaging with the nutritionist were not included. (2.1) The Governance Committee is composed of 8 members, four low-income community residents, grassroots agencies representing and serving target area residents and subject matter experts. Together with the Lead Team,we determined the schedule of the market, planned supplementary engagement efforts, determined annual public workshop topics, guided CFE training topics, and determined reinvestment of sales income for materials and renteding a frigerated vehicle to transport produce. The Committee established "doubling up" (twice as much produce for the same price) WIC and Senior Farmers' Market Checks, which totaled $2667.40, up from$1,282.33 last year. This exemplifies a change in knowledge, where partners learn more about community needs and residents learn more about and plan for better food access and security. (2.2) The Annual CFE Training for the 6 staff members was held on 5/15& 5/16that covered topics from creating safe nonjudgmental space to explore food and nutrition to food equity and access. Additional training was held onMay 23/29to review logistics including schedule and cash handling. (2.3) 7public workshops were held drawing an average of 74attendees for a total of 522. Topics ranged from baby food making to traditoinal dry land gardening and a "healthy side dish cookoff". Community members are experiencing a change in knowledge as we are supporting the development of skills for low-cost gardening, food preservation, and cooking crops. Another key outcome is the resources (expertise, materials, seeds) available to the community to support these food security projects. (2.4) Does not apply to grant period. (3.1) The farm cooperative, Agri-Cultura Network (ACN), includes 8 member farms and 22 affiliated farms not just in Albuquerque, but along the Rio Grande Valley. ACN supports a change in condition and allows smaller farmers to reach bigger markets by streamlining the channel between farm and customer. Farmers recieve stable income as the market submits produce purchasing projections by week to the cooperative during the off season so farmers can plan ahead. (3.2) Over 6,246 pounds of produce were distributed in the International District and South Valley. (3.3) ACN continues to be in the planning stages in value-added production development: garlic powder and fruit jams, which will be sold in the upcoming market season. The market sold 268 pounds of dried beans this year, up from95 pounds last season. (3.4) 100% offarms that sold produce to the MFM experienced a positive and profitable experience. Creating projections of what the market will purchase during the season on a weekly basis allows for farmers to better plan crop production. It is a consistent theme that local farmers are proud to offer quality food to their own neighbors and communities through this program. (4.1) 100% of MFM customers are offered education on produce use, cooking, and nutrition as well as free samples of healthy recipes using market produce. (4.2) All MFM customers are offered on-site nutrition/cooking education for prevention and self-management of chronic disease. The Community Nutritionist offers ideas and produce substitutions for customers who have specific questions about possible chronic diseases and lifestyles. Participants experience a change in knowledge as they learn to prepare healthy meals that fit needs and preferences. (4.3) There are a total of 66 recipes, 44 are demonstrated and/or offered as free samples to 100% of customers. The market staffs bilingual English/Spanish speakers and materials (including recipes and general market flyers) are translated into Spanish, Diné (Navajo), Vietnamese and Swahili. Participants experience a change in knowledge as they learn about inseason produce (taste, preparation, uses, handling, and storage). (4.4) 5 clinics referred patients to use the MFM, 3 of which participated in the Fresh Rx program that incentivizes patients to shop at local markets.The MFM worked with the Wellness Referral Center, which gave patients information about the market and coupons as an incentive to complete other wellbeing classes. (5.1) The MFM participated in over 15events ranging from an evening of food, art, and entertainment aimed at providing families with an opportunity to connect around nutrition, cooking, healthy lifestyles, and culture, to presenting at the New Mexico Public Health Association Conference and city health fairs. (5.2) We linked client and agency work from the 21 organization types.
Publications
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Progress 09/01/16 to 08/31/17
Outputs
Target Audience:New Mexico has the second highest rate of food insecurity in the country, according to the U.S. Department of Agriculture. The lack of fresh, healthy foods is most apparent in two of Albuquerque's most populated areas: urban International District and rural South Valley. A drive through major streets in both communities reveals the abundance of fast food restaurants and convenience stores, but a scarcity of healthy food options like farmers' markets and supermarkets. South Valley residents face the added problem of poor public transit. In food deserts like these, it's not surprising to find high rates of diet related diseases and obesity. Both communities have the highest mortality rates from heart disease and diabetes in Bernalillo County, as well as the highest rates of obesity among school aged children and American Indian, African American, and Hispanic/Latino residents. Changes/Problems:One of the main challenges this funding year was the lack of available quantities and varieties of produce that the market ordered through the farm cooperative. This was partially due to internal systems of the cooperative and the reality of local agriculture. To mitigate these challenges, we will source from additional farmers and create produce order projections for the 2018 season. What opportunities for training and professional development has the project provided?Kids Cook! has taken the lead on training Community Food Educators (CFEs) and recruited low-income residents of target geographies with a preference for bilingual participants. This partner's programming makes cooking and nutrition accessible, helping children learn and get excited about using fresh produce and preparing healthy and culturally diverse meals. CFEs provide produce tastings, educate attendees (especially children) about nutrition and cooking, and help with the market sales and general operations. Formal training happened over a 4 day period before the market season with ad-hoc trainings throughout. Additionally, the Project Manager has gained professional skills through grant management and coordinating logistics, guiding Lead Team and partners and overseeing program operations and progress towards outcomes and work plan. The manager was able to attend the American Public Health Association Conference and present a poster on the Mobile Farmers' Market. One 0.6 FTE Community Nutritionist with Agri-Cultura Network's La Cosecha CSA program helps staff mobile market and tells attendees about the farms and farmers providing their food. He is able to take his professional training into a non-traditional setting. Lastly, because of the close work with Agri-Cultura Network, member farms are given training on food handling, safety and storage in order to better meet the demands of the market. How have the results been disseminated to communities of interest?The Annual Stakeholder meeting and Mobile Farmers' Market Celebration in January 2017 was an opportunity for the MFM to share the results of the previous market season. On a bi-monthly basis throughout the season, the MFM disseminates one-page market sales trends and attendee demographics to Lead Team, Advisory Board and site leads. Articles in local papers including the Green Fire Times and the Albuquerque Journal have also offered information and results on the market to community members. What do you plan to do during the next reporting period to accomplish the goals? Expand to produce offerings beyond Agri-Cultura Network Farm Cooperative in order to have increased quantity, quality and types for customers Expand Value Added Product offerings Rent a refrigerated vehicle to transport produce Work with Agri-Cultura Network Farm to create produce order projections for 2018 season Add Wi-Fi on site to support point of sales and survey application use on iPad Work with Lead Team and Advisory Board to increase repeat customers by constantly revisiting outreach plan Work with Lead Team and Advisory Board to increase attendees at workshops Explore possible permitting changes for increased Value Added Product offerings Explore avenues to increase service referral opportunities for customers on site
Impacts
What was accomplished under these goals?
The Healthy Here Mobile Farmers' Market (MFM) is impacting Albuquerque's food deserts by providing fresh produce from local farms, employing residents as Community Food Educators (CFEs), implementing nutrition education and offering healthy food samples prepared by a food truck partner. The program presents an innovative system where local farmers are paid full price for their produce and sponsors offer subsidies so that prices are maintained at wholesale rates. The project also encourages the use of farmers' markets in low-income areas; accepts Food Stamps/SNAP - and other subsidies like the local double-up food bucks program, Women, Infants and Children (WIC), and senior farmers market checks; and supports local farmer co-ops. This work is guided by the Community Governance Committee, comprised of community residents, partner community agencies and coalitions. The MFM will continue to work with local farmers to increase access to affordable, nutritious foods for low-income residents in target areas. By growing the MFM, more Albuquerque residents, in communities lacking access to healthier foods, are able to buy fresh produce in their neighborhood. In addition, we will continue to strengthen links among farming, business, and public health sectors to create a vibrant local food economy. (1.1) As of 8/ 31/17 the MFM had 275 Facebook followers and page likes. There were 12,478 circulation/viewers/listeners for the grant period. Partners like Kids Cook! share events on their Facebook page, with over 3,000 followers. The MFM Newsletter is delivered to over 400 community members on a weekly basis. We partner with the Department of Health, who sends market flyers to all Senior and WIC Farmers' Market check participants in the county. The Wellness Referral Center (WRC), which connects community members to resources and classes gave 454 individuals information on the market. 30 FreshRx (fresh produce prescription program) participants are encouraged to shop at the market through partnerships with 3 area clinics. Market flyers were given to over 30 agencies and 100 Community Health Workers as part of outreach plans that we developed with each of the 6 market host sites. (1.2) The MFM made three stops per day for a total of 38 days. There were a total of 118 stops that averaged 47 transactions per day. This number does not include the attendees that did not purchase but did "check in". (1.3) Based on the intakeforms from the grant period, 31% of customers report having enrolled in SNAP/Food Stamps. 237/268 customers report income ranges that make their household snap eligible, though we cannot distinguish whether they are receiving snap or not. (1.4) 57% of total sales were purchased with Food Stamps/EBT or subsidized with other incentives including EBT matching, WIC and Senior checks, WIC and Senior checks matching, repeat customer incentives, and clinic and other programs. Low-income residents are experiencing a change in knowledge as to where and when to access the MFM and that incentives can be used for purchases. (1.5) 18% of registered members were returning customers in the grant period. 25.45% were returning customers for the entire 2016 pilot season. As part of improving our outreach strategies for the upcoming season in order to increase repeat customers, we will further highlight the 5 dollar vouchers to customers on their third visit as well as work with sites to improve outreach plans. (2.1) The Governance Committee is composed of 8 members, four low-income community residents, grassroots agencies representing and serving target area residents and subject matter experts. This group determined the schedule of the market, planned supplementary engagement efforts, determined annual public workshop topics, guided CFE training topics, and determined reinvestment of sales income for materials and renting a refrigerated vehicle to transport produce. The Committee established "doubling up" (twice as much produce for the same price) WIC and Senior Farmers' Market Checks, which totaled $1,282.33 of sales. This exemplifies a change in knowledge, where partners learn more about community needs and residents learn more about and plan for better food access and security. (2.2) The Annual CFE Training for the 6 staff members was held on 5/22 & 5/23 that covered topics from creating safe non-judgmental space to explore food and nutrition to food equity and access. There was an additional training on May 30 that was a "dry run" of market logistics. (2.3) 6 public workshops were held drawing an average of 47 attendees for a total of 282 attendees. Topics ranged from wild edible plant walk and talk to cooking and gardening with native foods. Community members are experiencing a change in knowledge as we are supporting the development of skills for low-cost gardening, food preservation, and cooking crops. Another key outcome is the resources (expertise, materials, seeds) available to the community to support these food security projects. (2.4) Does not apply to grant period. (3.1) The farm cooperative, Agri-Cultura Network (ACN), includes 22 farms. ACN supports a change in condition and allows smaller farmers to reach bigger markets by streamlining the channel between farm and customer. The Director of ACN stated: "The MFM provides our farmers a stable market that they can utilize for production coordination and operational expansion." (3.2) The MFM purchased 4938.42 pounds of produce and sold 3870.88 pounds in the grant period. Excess produce was donated to 6 community organizations. We are able to use market sales data to produce a change in action by improving market offerings and usage based on program data. (3.3) ACN has been in the planning stages in value-added production development: garlic powder and fruit jams, which will be sold in the upcoming market season. The market sold 95 pounds of dried beans in this grant year. (3.4) 100% of the 15 farms that sold produce to the MFM experienced a positive and profitable experience. One stated that the market "helped expand" their farm and another stated "it is wonderful to have reliable sales week after week. It makes it so that I can grow more next year and know that it will go to help families all over Albuquerque." (4.1) 100% of MFM customers are offered education on produce use, cooking, and nutrition as well as offered free samples of healthy recipes using market produce. (4.2)Over 50% of MFM customers are offered on-site nutrition/cooking education for prevention and self-management of chronic disease. The Community Nutritionist offers ideas and produce substitutions for customers who have specific questions about their chronic diseases/lifestyles. Participants experience a change in knowledge as they learn to prepare healthy meals that fit needs and preferences. (4.3) There are a total of 66 recipes, 44 are demonstrated and/or offered as free samples to 100% of customers. The market staffs bilingual English/Spanish speakers and materials (including recipes and general market flyers) are translated into Spanish, Diné (Navajo), Vietnamese and Swahili. Participants experience a change in knowledge as they learn about in-season produce (taste, preparation, uses, handling, and storage). (4.4) 5 clinics referred patients to use the MFM, 3 of which participated in the Fresh Rx program that incentivizes patients to shop at local markets, totaling $188.71. The MFM worked with the WRC, which gave 454individuals information about the market. These participants were given MFM vouchers as an incentive for finishing healthy lifestyle classes. (5.1) The MFM participated in over 20 events ranging from an evening of food, art, and entertainment aimed at providing families with an opportunity to connect around nutrition, cooking, healthy lifestyles, and culture, to a walking trail opening at a market host site. (5.2) We linked client and agency work from the 21 organization types.
Publications
- Type:
Conference Papers and Presentations
Status:
Accepted
Year Published:
2017
Citation:
On November 8, 2017, Natalie Donnelly, Program Manager, presented a poster at the American Public Health Association Conference titled: Working with communities to improve health equity by increasing access to locally grown produce.
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