"Hidden" Community Capital and Farmers' Market Management and Performance in Vermont

Building resilient food systems requires strategic integration of community-based assets and effective market management. In Vermont, where local food networks are vital, this research investigates how the social, human, political, and cultural capital support resilience while examining how management practices and resource allocation influence farmers’ market outcomes. A mixed method approach was used, including qualitative interviews, analysis of longitudinal market data, and thematic analysis of open-ended survey responses. The findings show that social capital supports collaboration across organizations, human capital provides adaptability through experience and skill, political capital helps influence policy and funding, and cultural capital informs values and workplace culture. However, the study identifies diversity gaps within organizations as a concern for long-term resilience. Quantitative results indicate that vendor fee income, the presence of market websites, and higher manager hours worked are positively associated with market revenue, while market relocation negatively affects performance. Qualitative data highlight continued challenges in customer engagement, vendor participation, and operational stability. The study offers recommendations for strengthening food systems by investing in community capital and adopting evidence-based management practices