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FARMERS MARKET COALITION Organization Name provided in the GuideStar Exchange* as of 03/27/2013: FARMERS MARKET COALITION

Organization Name as listed in the IRS Business Master File as of 06/09/2014: FARMERS MARKET COALITION

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

 
Charlottesville, VA

GuideStar Summary

&1002;                GuideStar Exchange Organization has not reached a GuideStar Exchange Participation Level ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

FARMERS MARKET COALITION Organization Name provided in the GuideStar Exchange* as of 03/27/2013: FARMERS MARKET COALITION

Organization Name as listed in the IRS Business Master File as of 06/09/2014: FARMERS MARKET COALITION

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: Charlottesville, VA 22902 
EIN: 20-4993020
Web URL: www.farmersmarketcoalition.org 
Blog URL: www.farmersmarketcoalition.org/category/news 
NTEE Category: K Agriculture, Food, Nutrition
K20 Agricultural Programs
E Health—General & Rehabilitative
E12 Fund Raising and/or Fund Distribution
S Community Improvement, Capacity Building
S01 Alliance/Advocacy Organizations
Ruling Year: 2007 


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Mission Statement

The Farmers Market Coalition aims to strengthen farmers markets for the benefits of farmers, communities, and consumers.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses (GuideStar Exchange,
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March 2013)

Fiscal Year Starting: June 1, 2009
Fiscal Year Ending: May 31, 2010

Total Revenue $161,492
Total Expenses $145,285

Revenue & Expenses (GuideStar Exchange,
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March 2013)

Fiscal Year Starting: June 1, 2009
Fiscal Year Ending: May 31, 2010

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Balance Sheet (IRS Form 990)

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Leadership (GuideStar Exchange,
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March 2013)

Ms. Stacy Miller

Term:

Since Jan 2009

Board Chair (GuideStar Exchange,
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March 2013)

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Board Co-Chair (GuideStar Exchange,
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March 2013)

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Board of Directors (GuideStar Exchange,
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March 2013)

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Board Leadership Practices (GuideStar Exchange,
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March 2013)
?

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in March 2013

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Programs

Program: Education (GuideStar Exchange,
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March 2013)

Budget:
$100,000
Category:
Education
Population Served:
Adults

Program Description:

FMC's education initiatives include the Farmers Market Resource Library, Information Marketplace webinars, training stipends, and other workshops

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Impact Summary from the Nonprofit

Through education, networking, and advocacy, the Farmers Market Coalition seeks to build the long-term capacity of farmers markets and farmers market support organizations to yield economic, health, and social benefits to both rural and urban communities.

Reviews

Organization Data Available

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  • Letter of Determination
  • Form 1023 / 1024
  • Board Members
  • Officer, Director and/or Highest Paid Employee data for


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