Table 5.6. Larger markets charge higher stall fees.

115

Table 5.7. Administrative revenue and salaries of Oregonmanagers, 2002.

117

Table 5.8. Percentage of Oregon markets (closed and operating) responding that more of the designated products would improve the market.

120

Table 5.9. Administrative revenue of failed markets.

121

Table 5.10. Manager turnover among failed Oregon markets, 2000–2005.

122

Table 5.11. Years of managerial experience and age of market.

124

Table 5.12. Hours worked by volunteer managers during market season and off-season.

125

Table 6.1. Traits of a good market based on manager’s input.

137

Table 6.2. Management input in layout design and vendor arrangement.

145

Table 6.3. Regulatory environment of Portland Farmers’ Market.

147

Table 6.4. Products market currently offers.

150