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Contributors
TheProjectforPublicSpaces
ProjectforPublicSpaces(PPS)isanonprofitplanning,designandeducationalorganizationdedicatedto
helpingpeoplecreateandsustainpublicspacesthatbuildstrongercommunities.Ourpioneeringplace
makingapproachhelpscitizenstransformtheirpublicspacesintovitalplacesthathighlightlocalassets,
spurrejuvenationandservecommonneeds.Foralmost40yearsPPShascompletedprojectsinover
2500communitiesin40countriesandall50USstates.Partneringwithpublicandprivateorganizations,
federal,stateandmunicipalagencies,businessimprovementdistricts,neighborhoodassociationsand
othercivicgroups,PPSimprovescommunitiesbyfosteringsuccessfulpublicspaces.
DavidONeil,InternationalMarketConsultant
Davidisaninternationalmarketconsultantandexpertinthemanagementanddevelopmentofpublic
marketsandrebuildinglocaleconomies.InadditiontoservingasthePPSSeniorMarketConsultant,
DavidistheDirectorofthePublicMarketCollaborative,anetworkofindividualsandorganizationswho
plan,design,developandoperatepublicmarkets.HeisalsoaninstructorfortheU.S.Housingand
UrbanDevelopmentsNeighborhoodReinvestmentCorporation,teachingacourseinmarket
development.DavidistheformerGeneralManageroftheReadingTerminalMarketinPhiladelphia,
wherehedirectedtheoverallmarketrevitalizationfortenyearsandwasacontributingwriterand
advisortotheUrbanLandInstitutesrecentlypublishedbook,PublicMarketsandCommunity
Revitalization.
LarryLund,RealEstatePlanningGroup
LarryandtheRealEstatePlanningGroup(REPG)workwithteamsduringthecreativeprocesstoensure
thatideasareeconomicallysustainableinthemarketplace.Larryisskilledatanswersthequestion:is
theresufficientmarketcapacityandhowtomaketheprojectbetter?REPGclientsaremunicipalities,
developers,andretailers,aswellasarchitectsandplanners.Theirassistantisparticularlyhelpfulinthe
conceptualstageandprovidessupportinthepublicandprivatereviewprocess.Larryspecializesin
publicfoodmarketanalysisandGIStechnologies.HeproducedtheHuffGravityanalysiscontained
herein.

In2001,agroupoffoodlovers,producers,andstateandcityofficialsgatheredtobeginwhatwould
becometheBostonPublicMarketAssociation,a501(c)3organizationthatwouldgoontoruntwoof
BostonslargestfarmersmarketsandsuccessfullyadvocateforayearroundBostonPublicMarket.In
2012,theAssociationwasdesignatedbytheCommonwealthasthedeveloperandoperatorofBostons
PublicMarket:a28,000squarefootindoorretaillocationonthegroundflooroftheHaymarketT
stationbuildingabuttingbothBostonsGreenwayandGovernmentCenter.

TheBostonPublicMarketprojectisapartnershipbetweentheBoston Onceopen,theBostonPublic
PublicMarketAssociation,individualandcorporateinvestors,
Marketwillbetheonlylocally
foundations,theCityofBoston,andtheprojectsseedfunder,the
sourcedmarketofitskindinthe
CommonwealthofMassachusetts.TheCommonwealthidentifiedthe
UnitedStates.
locationaslowtonorentatanestimatedrentalvalueof$2.1million
peryearandGovernorPatrickappropriated$4milliondollarsinState
fundingfortheinitialbuildoutoftheinteriorspace.TheBostonPublicMarketiscurrentlyraising
additionalfundsinordertoreachthe$15.5milliondollarsintotalcapitalnecessarytocompletethe
projectandopenthedoorsin2015.

TheBostonPublicMarketwillbeapermanent,yearround,selfsustainingmarketthatprovideslocal,
healthyfoodtoconsumersfromallincomelevels,andthatenrichesourcommunity.Itwilleducatethe
publicaboutfoodsources,nutrition,andpreparation.Themarketwillofferfarmers,fishermen,and
specialtyfoodproducersinMassachusettsandthroughoutNewEnglandavibrantBostonmarketplace
withhighvisibility,foottraffic,andagrowingresidential,professional,andtouristcustomerbase.The
Marketplacewillincludeakitchenclassroomforcommunitydemonstrationsandprogramming.Our
nonprofitmodelassumesabreakevenoperatingmargin,existingsolelytocreate,run,andpromote
themarketplaceandprovidefortheeducationofourcommunity.

Vendorswillofferanassortmentoflocalproductsinpermanent,temporary,anddaystalls.Products
willincludefarmfreshproduce;meat,poultry,andeggs;cheeseanddairy;fishandshellfish;breadand
bakedgoods;plantsandflowers;beerandwine;andanassortmentofspecialtyandpreparedfoods,
includingseveralgrabandgolunchoptions.

Onceopen,theBostonPublicMarketwillbetheonlylocallysourcedmarketofitskindintheUnited
States.AllproductsofferedwilleitheroriginateinNewEnglandorbeproducedhere.

Amarketplacebuiltforsuccess

TherearefivecriticalreasonswhytheBostonPublicMarketwillsucceed:

1. Unparalleledlocation.TheBostonPublicMarketisinanunparalleledlocationthatoffersthe
highvisibilityandheavyfoottrafficnecessarytosupportaretailenterprise.Thelocationenjoys

2.

3.

4.

5.

afavorablecompetitivelandscapeandisdesignedtoserveasthecornerstoneofBostons
marketdistrict.

Growingconsumerdemand.TheBostonPublicMarketfreshandlocalassortmentisontrend
withprevailinggroceryattitudesthatdemonstrateagrowingmarketforfreshfoodsandaclear
preferenceforlocalsourcing.

Firstrateregionalsupplyandkeenvendorinterest.TheNewEnglandregionoffersafirstrate
supplyandassortmentofproductsthatisuniqueintheUnitedStates.Withmanyofour
producerswithincloseproximitytoBoston,thesizeandscaleofMassachusettsfarming
enterpriseenjoysatraditionofdirectsalestoconsumersthatissecondonlytoCaliforniaand
Washington.

Selfsustainingeconomics.TheBostonPublicMarketmodelbecauseofitspartnershipwith
theStateisbuiltonviable,selfsustainingeconomicsthatlimitarelianceonongoing
fundraisingcampaignsandinsteadbalanceoperatingcostonapercentageofsalesrevenueand
modestfees.

Genuinepublicvalue.Themarketmodeloffersastrongvaluepropositionfortheobvious
marketplacebeneficiaries:ourcustomersandvendorsthefarmers,fishermen,andlocalfood
producersinNewEnglandandtheconsumerswhosupportthem.However,thepublicbenefits
reachfarbeyondthemarketplace,appealingtoenvironmentalists,conservationists,andthose
mostinterestedinsustainability;topublichealthadvocateswhoareexcitedbytheopportunity
Google Maps
toincreaseaccesstoandeducationabouthealthyeatingoptions;andtoindividualswhoseethe
opportunityincreatinganewpublicspacethroughtherevitalizationofa12yearvacant
building.

Unparalleledlocation.

LocatedontheGreenwayandalongtheFreedom
Trail,136Blackstoneisaoneofakindretail
locationinadynamicandgrowingsectionofBoston
thathasalonghistoryofpublicmarketactivity.

Highvisibilityandheavyfoottrafficdriven
byresidents,workers,visitorsand
commuters

o Residents:Withinanapproximate
halfmileradiusofthemarketisthe
entireNorthEnd,WestEndand
largesectionsofBeaconHill.This
tradeareahasanestimated11,000
householdswithahighaverage
householdincomeof$100,000
annually.Residentsarealsohighly
educatedwith4.8timesthe


numberofcollegedegreeresidentsastherearehighschoolgraduates.

Workers:WithinwalkingdistanceoftheFinancialDistrictandGovernmentCenter,
therearemorethan102,000employeesestimatedtoworkinthe7minuteradiusof
136Blackstone.Apopulationofthissizeisestimatedtospend,onaverage,$25million
duringlunchtimealone.Developmentplansfortheareaincludemorethan2million
squarefeetofnewofficespace.

Visitors:LocatedalongtheFreedomTrailwhichsees1.7millionvisitorsannuallyand
oneblockfromFaneuilHallandits17millionannualvisitors,136Blackstoneiscentered
inanactivityhub.Additionally,theStateis
currentlyrelocatingthenewBostonRegistry
Withina5minutewalktothe
ofMotorVehiclestothefloordirectlyabove
Marketdoorsthereare:
themarket.Withmorethan30,000monthly
11,000households
transactions,theRMVwillbring360,000
102,000workers
annualvisitorsdirectlyintothebuilding.

Commuters:TheHaymarketTstation,onthe
OrangeandGreenlines,islocatedwithin136
Blackstone.Morethan8,600commutersuse
thestationweekly.NorthStationandits
40,000commutersisashortwalkawayand
theHaymarketbushubisnextdoor.136
Blackstonehasaparkinggarageoffering
subsidizedparkingratesat$3for3hours.

1.7millionvisitorstothe
FreedomTrail
17millionvisitorstoFaneuilHall
48,000commuters
1,500newresidencesunder
development

Aneighborhoodthathasbecomeadestinationfordevelopmentinvestment.Withinblocksof
themarket,fivecurrentresidentialandcommercialdevelopmentsareunderway,includingthe
recentlyannouncedplanstoreplacetheGovernmentCenterParkinggarage(locatedjustacross
thestreet)witha600footofficetowerwith771residences,1.3millionsquarefeetofoffice
space,1,100parkingspaces,and82,500squarefeetofstoresandrestaurants.Other
developmentsincludetheNashuaStreetresidences,TDGardentowers,theVictor,andthenew
mixedusedevelopmentonLovejoyWharfthatwillwelcometheConverseheadquartersback
intoBoston.Intotal,thesedevelopmentswillbringmorethan1,500newresidenceswithina
quartermileoftheMarket.TheBostonGlobehassaidoftheneighborhoodbuilding
development:transformationsofthissizeandspeedarerareinBoston.

CenterstageintheBostonMarketdistrict.TheBostonRedevelopmentAuthorityandthe
Commonwealthhaveconductedtwofeasibilityandimplementationstudiesofthelocation;
bothentitiesarecommittedtodevelopingabroaderBostonMarketDistrictaroundthe136
Blackstonelocationandarezoninganddevelopingtheareaaccordingly.Fullfledgedmarket
districtsarethemosthighlyevolvedformofpublicmarkets.Theyfunctionaseconomiczonesin
whichopenairmarkets,specialtyfoodstores,andmarkethallsreinforceeachotherscustomer
baseandtheireconomicdynamismattractsrelatedbusinesses.ABostonmarketdistrictwill
increasetherangeofhealthyfoodavailabletoitsresidents,stimulateitseconomy,andenliven
itsculture.

| Durand & Anastas

Anindoor/outdoorspacewithjusttherightscale.With28,000squarefeetofindoorretail
spaceandtheadditionofalarge,useableoutdoorplazathatabutstheGreenway,136
Blackstoneisneithertoolargenortoosmall.Todaysaveragegrocerystoreis46,000square
feet,butasmaller15,000to25,000urban,freshformatfootprintisemerging.Notably,ina
commercialenterprisethisistypicallybeingachievedbyrightsizingnonperishables,andtoday,
70percentofgrocersareplanningtoshrinktheircenterstoreandgrowtheirfreshofferings.
Theadditionoftheplazaallowsforarobustseasonalanddaystalloperationdesignplanscan
accommodateupto68vendorswhichincreasesthediversityofproductlinesandallows
importantaccessforsmallervendorswhomightotherwisebeunabletomeetyearround
productionstandards.

BostonRedevelopmentAuthority:GreenwayDistrictPlanningStudy

Afavorablecompetitivelandscape.Haymarketvendorshavebeenincontinuousoperationin
thelocationoftheBostonPublicMarketsincetheearly1800s.Today,theyoperateanoutdoor,
yearroundmarketnextto136BlackstoneonFridaysandSaturdays,generallyresellinglow
Greenway District Planning Study 2009
priceproducefromwholesaledistributionterminalsnorthofBoston.Haymarketisauniquely
successfulmarket.A2009Haymarketsurveyshowed14,423transactionsovertwodaysa
| Noble
& Wickersham for the Boston Redevelopment Authority
September 10, 2013
levelthatnearstheequivalentoftheaverageUnitedStatessupermarket,opensevendaysa
week,at14,892.Aboutthreein10BostonarearesidentsshopatHaymarketannually.


Ournationalconsultant,ProjectforPublicSpaces,concludesthatHaymarketattractsoneofthe
mostdiversepopulationsofanymarketanditsgeographicreachexceedsanytheyhaveseen.
Thedowntownresidentialandofficepopulationsindividualswhoarelikelytorepresentthe
averageBostonPublicMarketcustomerrepresentonlyasmallpartofHaymarketssuccess.
Haymarketservescustomersofallincomelevels,includingindividuals,families,smallershop
owners,andrestaurateursseekingtopickupabargainorshopinbulkinabustling
environment.

ThePublicMarketscloseproximitytoHaymarketisabenefittobothoperators.TheHaymarket
assortmentincreasesthesupplyofbargainandnonseasonalproduceonFridaysandSaturdays
whiletheBPMwillbringfreshseafood,meat,andotherspecialtyproductsthatarenot
currentlyavailableorpermissibletosellatHaymarket.Thecloseproximityofthemarkets
broadensthefoodshoppingopportunitiestoHaymarketsnotablycostconsciousand
underservedpopulation;buttheBPMpricingisunlikelytobeabletocompetewiththatofan
averageHaymarketvendor.Giventhecomplementaryratherthancompetitiveassortment
offoodofferingsandpricepoints,theexpectationisthatthemarketstogetherwillcreatea
freshfoodcenterindowntownBoston.

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Growingconsumerdemand.

IntheUnitedStates,amoreeducatedconsumer,growingconcernaboutfoodsafetyandnutrition,and
aninterestinbuyinglocalhaveelevatedthefreshmovement.

Consumertrends.Eatingathomemaybeoneofthefewbehavioralchangesfromtherecession
tostick.AccordingtotheAmericanDieteticAssociationFoundation,73percentofmealswere
eatenathomein2010.Thiswasupfromjust52percentin2003.Itappearsthatthetrendis
onepartstretchinghouseholdbudgetsandanotherpartfindingagenuinejoyincookingand
breakingbreadwithfamilyandfriends,asathomediningseemstobebackinvogue.Cooking
hasbecomehip,saysRickSmilow,presidentoftheInstituteforCulinaryEducation,where
registrationforrecreationalcourseswasup10percentlastyear.

Theriseoffreshformat.
Perishablesaretheengineof
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47%ofadultswouldbewillingtopay
moreforfruit,vegetables,meatand
cheeseproducedneartheirhomes
and52%ofconsumersreportthatits
moreimportanttobuylocalproduce
thanorganic.

Local,theneworganic.Inconsumerseyes,Localisthe
newOrganic.Accordingtorecentsurveys47percentof
adultswouldbewillingtopaymoreforfruit,vegetables,
meatandcheeseproducedneartheirhomesand52
percentofconsumersreportthatitismoreimportantto
buylocalproducethanorganic.Nearlyhalfofconsumers
believelocallysourcedfoodtobesaferandhavehigher
nutritionalandhealthvalue.

Greatretaildemographicsforthelocation.Residents
withinanapproximatemileradiusofthemarketlocationarehighlyeducated(morethan68
percenthavecollegedegrees)andboasthigherincomesthetwomostreliablecharacteristics
oftheaveragefarmersmarketcustomerinsurveysdoneacrosstheUnitedStates.Millennials
andbabyboomersarethetwocriticalsubsegmentsofconsumerswhoaredrivingnational
consumertrendstowardsBuyLocal.ThedemographicsoftheBostonPublicMarkettrade
zonefeaturepopulationsfromages22to35,andolderbabyboomerhouseholdswithhigh
incomes.

Competition.IndowntownBostontoday,thereareonlythreesupermarketslargerthanthe
BostonPublicMarketWholeFoodsCharlesRiver,ShawsatPrudential(agooddistanceaway),
andSuperStop&ShopintheLongwoodArea(agreatdistanceaway.)

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Firstrateregionalsupplyandkeenvendorinterest.

LocalSupply.Canapublicmarket,facingtheseasonalityoftheNewEnglandgrowingseason,attract
enoughvendorswithampleyearroundproductionanddeepenoughvarietytosustainayearround
customerbase?Simplyput,isourlocalagriculture,livestock,fishing,andspecialtyfoodindustrystrong
anddeepenough?Theanswerisanunequivocal,yes.

Leadthenationindirectfarmsales.NewEnglandisfirstinthenationindirecttoconsumer
farmsalesofproduceandlivestock.Ourfarmshaveremainedsmalltomediuminsize,
agribusinesshascommandedlittletonopresenceinourfarmlands,andfarmershavecontinued
analmost200yearhistory
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withsuperbsoilsandexperiencedfarmerswhoarelookingfornewandgrowingmarketsfor
theirgoods.

Firstinthenationseafoodsupply.Inaddition,NewEnglandishometosomeofthemost
nutrientrichfishinggroundsintheworldincludingGeorgesBank,theGulfofMaineandCape
CodBay.GeorgesBankisarguablythemostproductivepieceofoceanbottomintheentire
world.Todaysfishermenworkwithinregulationsdesignedtoeliminateoverfishingand
promotethestocksbiomassgrowth.Whilecertainpopulationsarestillatrisk,overthelast17
yearsthefisherybiomassinNewEnglandhasgrownbymorethan500percent.NewEnglands
annualcatchsizeissecondinvalueonlytoAlaska,andtoday,scallopshelpNewBedford,
Massachusetts,bringinmorerevenuethananyfishingportinthenationforthe11th
consecutiveyearinarow.

Massachusettsranksthird
inthenationinnumberof
farmersmarketsper
personmakingour
residentsbothhighly
urbanizedandhighly
supportiveoflocal
agriculture.

GrowthofFarmersMarkets.Notonlyareweseeinganinfluxinmore
locallygrown,caught,andproducedproducts,wereseeingdynamic
changeinourlocalsupplychain.ThenumberofMassachusetts
farmersmarketshasgrownsteadilyfromabouteightin1979to289
thisyearmakingusseventhinthenationbehindthelarger,more
populousagriculturalstatesofCalifornia,NewYork,Illinois,Michigan,
Ohio,andPennsylvania.InBostonalone,farmersmarketshavemore
thandoubledinthepast10yearsandMassachusettsranks3rdinthe
Nationinnumberoffarmersmarketsperpersonwhichmakesour
residentsbothhighlyurbanizedandhighlysupportiveoflocal
agriculture.Ourgrowingnetworkofsmallfarmersmarketscarry
produce,meatandpoultry,breads,dairy,locallyproducedcheeses,
wines,andbeers,andathrivingnumberofspecialtyproductsyear
round.

VendorInterest.EvenvendorswhoarethrivingattheCitysfarmersmarketscravethepredictability,
climatecontrol,storage,andrelativesimplicityofthepermanentmarket.Manyvendorscurrentlysell
atmorethan10farmersmarketsperweekoneofourcurrentproducevendorsissellingat23markets
aweekinadditiontorunninga1200shareCSA(communitysupportedagriculture)program.That
means23differentsetupandbreakdownprocedures,23differentmarketmanagers,23differenttraffic
patterns,23differentcustomerbases,and23differentinventoryplanstodevelopandimplement.The
Statecommissioned2011MarketImplementationPlanconcludedthatthereismorepotential
interestforvendingspacethantherewillbespaceavailableatthe136Blackstonesite.

TheMarketisaneweconomicopportunitythatoffersasignificantbreakforlocalfarmers,fishermen,
andspecialtyfoodproducerswhootherwisefacebarrierstomarketentryincluding:supplychain
obstacles,limitedaccesstolocalgrocerystoreshelves,inabilitytooperateanentirestorefrontwith
theirproductsalone,littleexpertisein,orscaletobeabletoafford,themarketing,branding,or
promotionoftheirproducts,andthehighrentsofthemostidealBostonretailspaces.

Interestvs.footprint.Therewillbespacetoaccommodateupto40yearroundindoortenants.
Oncethose40aredividedbycategory(seebelow),itisquicklyapparentthatvendordemand
willfarsurpassavailablespaceinthemarket.Forexample,therearemorethan1,000
vegetablefarmsinthestate,buttherewillonlybespaceforfourorfiveofthemona
permanentbasisatthemarket.Goodeconomicswilllikelyresultintheuseofaggregatorand


coopmodelsinacoupleofkeycategories,includingproduce,meat,cheese,dairy,fish,and
seafood.

Flexibilitytoaccommodateothervendors.Theflexibilityofthepublicmarketfootprintwhich
includesflexistallswithinthemarketandanadditional2,600squarefeetofrentableoutdoor
spaceontheGreenwayplazaandthesidewalkssurroundingthemarketplacewillallow
occupancytoswellwithadditionalvendorsduringhighseasonsandholidays.Italsoallowsthe
Markettoaccommodatevendorswhomaybeinterestedintestingtheprofitabilityoftheiridea
orproducts.
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10


Viable,SelfSustainingEconomics
Asa501(c)(3)withsupportfromtheCityandtheCommonwealth,theBPMwillgenerateampleincome
tooperatewhilesimultaneouslyprovidinganimpossibletomatchbusinessopportunityfortheregions
agriculture,seafoodandaquacultureandspecialtyfoodsindustries.

Breakevenoperatingmargin.Themarketmodelisbuiltonabreakevenoperatingassumption.
Annualoperatingcostswillbemetthroughvendorsrents,amixoffeebasedprogrammingand
limitedand/orendowedprogrammaticfundraising,andadditionalopportunitiesforrevenue
generationwhichincluderentalspace,fees,andselectsponsorships.Anysurplusoperating
fundsfromthemarketwillbeusedforcapitalreplacementand/oreducationalprogramswith
widereachingbenefittoMassachusettsfarmersandconsumers.

Subsidizedrents.TheBostonPublicMarketisabletokeepvendorrentstoaminimumdueto
theCommonwealthscommitmenttoprovidesubsidizedspaceforlocalgrowers,fishermen,
andfoodvendors.Theyearonerentpackagechargedtovendorsisabouthalftheamountthe
sameretailspacewouldcommandontheopenmarketandincludesallfacilityservices,
marketingandadvertising,andtheabilitytobeinalargerbrandedmarketplace.Preliminary
conversationswithinterestedvendorssuggestthattheproposedrentswouldbereadily
acceptable.

Operatingreserve.IndevelopingthepreliminaryBostonPublicMarketfinancialstatements,
themodelassumesthatthebestwayforthemarkettosucceedisbygivingvendorsasoftstart
withmorefavorablerents,achievablerevenueprojections,andshorttermleaseagreements
thatwillallowmarketmanagementtohavetheflexibilitytoadjustassortmentandvendormix.
Tothisend,ourstartupbudgetincludesa$1millionoperatingreserve.Thisreserveismeant
tobolsterthemarketinitsearlyyears,coveranyvacancyshortfalls,andmeetsaspecificState
requirementtodoalloftheabove.

11


Meetsadiversesetofpublicneeds.

Successfulmarketsareexperiential.Theyprovidevisitorswithmorethan
justanopportunitytopurchaseproducts.Theysaysomethingaboutthe
Theaveragefarmergets9
communitythattheyarelocatedin,andthepeoplewhoshoptherelike
centsofyourfooddollar,
whatthatmarketsaysaboutthem.Marketsintroducepeopletonew
whilegrocerystores,
tastesandnewideas;differentpeopleanddifferenttraditions.Amarket
marketers,processors,and
educatesshoppersaboutnewfoodandproductsandwaystoprepare
them.Shoppersgotoamarketexpectingdiscovery.Itintroducesthe
middlemengettheother91
farmers,fishermen,producers,andfoodpracticesthatarebehindthe
cents.
foodthatwebuy.Agoodmarketissmarteconomicsandawell

choreographedexperiencethatintroducesqualityproductsandtalented
vendorsontoastagethatissimplebutsmartinitspresentationandauthenticity.

Publicmarketsmusthavepublicgoals.Publicgoalsgiveadefinedcivicpurposetothemarketactivity.
Nationally,thesegoalshaveincludedanythingfromattractingshopperstoadowntownor
neighborhoodcommercialdistrict,providingaffordableretailingopportunitiestosmallbusinesses,
preservingfarmingorfarmlandintheregion,affordingaccesstohealthy,affordablefreshfoods,
activatinganunderusedpublicspace,ordisplacinganundesirableuseofapublicspace.

TheBostonPublicMarkethasfivefocusedpublicimpactgoals:

1. Economicdevelopment.TheBostonPublicMarketwillbearobusturban/ruralexchangethat
helpstoboostregionalfarmsales.Themarketisanincubatorforsmallbusiness,ajobcreator
(throughoutthevaluechain),andamarketplacetodrivecustomerdemandforlocalproducts.

2. Resiliencyintheregionalfoodsystem.WhiletheBostonPublicMarketissimilartoother
publicmarkets,inoneway,itisentirelyunique:itisthefirstpublicmarketintheUnitedStates
tocarryanalllocalassortment.ByfocusingassortmentonlocalNewEnglandproduction,the
marketwillshowcaselocalagriculture,fisheries,andspecialtyfoodproductionandincertain
categorieswillintroducemarketdemandthatsstrongenoughtoexpandlocalproduction.
Theaveragefooditemtravels1,500milesfromfarmtoplate.Theaveragefarmergets9cents
ofyourfooddollar,whilegrocerystores,marketers,processors,andmiddlemengettheother
91cents.Largeindustrialfarmsemployjustthreefulltime
workersper$1millioninrevenue,whilelocalfarmsemploy13.
Byfocusingassortmenton
Givenlimitedwholesaleopportunities,itisthefarmstand,
localNewEngland
farmersmarket,CSA,etc.,thatwillkeepNewEnglandagriculture,
production,themarketwill
smallfishermen,andartisanfoodproducersviable.

showcaselocalagriculture,
3. Education.Education,informalandformal,willbeatthecoreof
fisheries,andspecialtyfood
everythingatthemarketplace.Educatingconsumerswillshape
productionandincertain
themarketandstalldesigns,externalandinternalsignageand
categorieswillintroduce
messaging,vendorandcustomerinteractions,events,workshops
andformalprograms.TheMarketwillengageandeducateits
marketdemandthatsstrong
consumersinfoodliteracytheknowledgeoffoodsources,
enoughtoexpandlocal
nutrition,preparation,andeconomicsthroughdirectinteraction
production.
betweenproducersandconsumers,educationalprograms,and

12


communityoutreach.Themarketwillteachconsumers,visitors,schoolchildren,andresidents
abouttheimportanceoffresh,local,andsustainablefood,especiallyasitrelatestopublic
healthandthelocaleconomy.TheBostonPublicMarketwillintegrateeducationintothe
marketexperiencethroughexperientiallearning,thedemonstrationkitchenandclassroom,by
promotinghealthandnutrition,andofferingarobustfeeandfreeclassroomschedule.

4. PublicHealth.Programmingwilladdressanumberofcriticallocalhealthchallengesincluding
obesity,maternalandchildhealth,cookingfortoddlers,aclassdedicatedtobringingbackthe
familydinner,waystocookandbuylocalproducewithSupplementalNutritionAssistance
Program(SNAP)benefits,etc.Sustainabilitycurriculumswillfocusontheuseoflesserknow
speciesoffish,canning,freezingfreshfoods,etc.Programmingwillemphasizetheimportant
connectionsbetweenwhatweeatandwhereitisgrown;participantswillbeinvitedtospend
sometimeinthefields,urbangardens,andseaswherefoodisprocured.Trainingwillinclude
marketfreshfellowshipsforlocalteenstolearnaboutallsidesofthelocalfoodproduction
chain,gettingspecializedtrainingindevelopingasmallbusinessenterpriseandrunninga
preparedfoodsstallasaworkforcetrainingmoduleforatriskyouth.

5. Affordabilityandaccesstounderservedcommunities.Accesstoandpromotionofpublic
assistancedollarswillensurethattheMarketremainsaccessibletoresidentsofallincome
levels.TheBostonPublicMarketwillmaintainaffordabilitybyensuringpricecompetition,
promotingtheavailabilityofSNAPandEBTbenefits,andpartneringwithHaymarket.The
Marketwillexplorecreatingdirectaccesstolocalproducewithinunderservedcommunities.

MarketOperations,designandconstruction,budgetandtimeline

Marketleasing

Themarketiseffectivelytwomarketplacesinone:theindooryearroundvendingflooriscomprisedof
approximately40permanentvendorsandahandfulofrotatingseasonalstallsandtheexteriormarket,
whichcanaccommodateupto68vendorsandwillbeavailablethroughouttheyear.

Threetypesofleaseagreementswilldefinethemarket:yearround,seasonal,andtemporary.Indoor
agreementswillbestructuredtoreflectyearroundassortments.Outdoor(andindoor)temporary
rentalagreementswillbenegotiatedaseitherseasonalrentalagreementsonarenewablethreemonth
periodorasatemporarycontractrangingfromdaily,weekend,orweeksthroughouttheyear.

Yearroundleaseagreementswillbeindividualizedandspeaktoanumberoftheprioritiesdetailed
hereinbutmayalsostipulatecroplistsbyseason,pricingexpectations,goalsforlocalsourcing,etc.
Whereaggregatorsareusedtoincreaseaccesstosmallerproducersanddeepenproductinventory,the
leasewilldetailtheirmarginformarkup,sourcinggoals,andoutcomes.Preparedfoodsvendorsmay
needtocommittocertainstandardsinproductionincludingtheuseoflocallygrownorcaught
ingredients.

13

VendorSelectionCriteria

Allvendorswillbeevaluatedusingascorecardthatsbasedonthefollowingselectioncriteria:

Productquality.Thisincludesproductfreshness,consistency,uniquenessanddiversity,taste,
selectionofingredients,andsourcing.

Provenance.Thegoalistoselectthehighestqualityproductfromthemostlocalsource.

Businessplan.Theexperienceandreputationofthevendor,themethodofsales(direct
representativesvs.coop),productionpracticesandstandards,businesssize,financialplans,
staffing,pricing,display,references,provenabilitytocompetewithinproductcategory,and
commitmenttomission.

Ethnicandspecialtyfood.Between1980and2000,foreignbornindividualsaccountedfor357percent
intheoverallgrowthofBoston.HaymarketvendorstraditionallyItalianimmigrantsarenowover50
percentnewimmigrants,withgrowingnumbersofHispanicandAsianvendors.Thenumberof
HispanicownedfirmsinBostonincreasedby97percentbetween1997and2002whilethenumberof
Asianownedbusinessesgrewby41percent.Immigrantentrepreneursandnewresidentshave
providedamajorboostintheresurgenceofneighborhoodssuchas
Between1980and2000,
FieldsCorner,EastBoston,AllstonVillage,andJamaicaPlain.The
foreignbornindividuals
immigrantpopulationisanimportantpartofourNewEngland
communityandacriticalcustomerbase.Vendorselectionwillgive
accountedfor357percentin
considerationtotheoveralldiversityofourproductassortmentandthe
theoverallpopulationgrowth
diversityofthevendorsthemselves.
ofBoston.

Smart,flexible,designandconstruction

Guidingprinciplesfordesignarethatthespacebeclean,welllit,usedurablematerials,achievethe
utmostusability,andmaintaintheroughspacefeelthatiscoretothecharmofsuccessfulmarkets.
Thelayoutofthespacewillcreateacomfortablemarketsettingforcustomerstointeractdirectlywith
producersandemployeesfromlocalfarms,foodbusinesses,fishingboatsandrestaurants.

14


Architerra.TheBostonPublicMarkethascommissioned
Architerra,anawardwinningBostonarchitecture,community
design,anddevelopmentfirm,todesignthemarket.
Architerrasenvironmentallysensitiveworkisdistinguishedby
designcreativity,aspecializationinbuildingrepurposeand
reuse,interdisciplinarycollaboration,andfundedresearch.
OnehundredpercentofArchiterrasfulltimeprofessionalstaff
isLEEDaccredited.ArchiterraisjoinedbyColliers
Internationalsprojectmanagementteam,anexperiencedand
diversifiedgroupofengineeringconsultants,andtwocost
estimatingteamsworkingtoproduceseparateblindbidsasa
checkandabalanceinadditiontoprovidingtwoperspectives
atthebestvalueengineeringproposals.

Interiorchallenges.Whilethelocationofthe136Blackstone
siteisideal,theinterioriscomplicated.Itiseffectivelyfour
buildingsinone:theHaymarketTStation,aparkinggarage,
officesuitesincludingBostonsRMV,andtwooftheBigDigs
largestventshafts.Fourexistingfloorlevelsandnineexisting
entranceswillneedtobereconciledbythedesignand
constructionofthespace.Inaddition,thefitoutfora
marketplaceisclosertothebuildoutofrestaurantor
laboratory;notthatofagrocerystoreoracommercialoffice
building.The28,000squarefeetofretailspacewillneedto
havearaisedfloortoaccommodatefullfloordrainage,manyof
themarketstallswillneedhandsinksandrefrigeration,the
demonstrationkitchen,bakery,andfoodservicetenantislikely
toneedcommercialventing.Healthcoderequirementsput
furtherspecificationsonbuildout.

15

Exteriorplans.Currentexterior
planscontemplateacentral
entranceonthecornerofHanover
andCongressandtakingadvantage
ofthebuildingssignaturevent
shaftsbyuplightingthem
accordingtotheseasonand
correspondingseasonalofferings.

16

(
'( "(
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+'

7'5(189:8$6(1#$''#(

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17


Flexibilityofstalldesign.Workingwithlocalvendors,wevecreatedasimple,flexiblesetofvariable
optionsforindividualstallbuildout.Principlesofdesignhavefocusedonflexibility,durability,
affordability,andallowingforindividuality.

3 Module A

Cost,fundraising,andtimeline

Thetotalstartupcostforthemarket,includingconstructionanddesignandaonemilliondollar
operatingreserveis$15.5million.TheStatescommitmentof$4millionincapitalimprovementsleaves
agapof$11.5millioninprivatefundraising.

Programmaticfundraising.TheBostonPublicMarketisseekingadditionalfundingforprogrammatic
supportofthedemonstrationkitchenandclassroom,priceaccessibilityprograms,andfarm,fish,and
foodincubatorefforts.Thiscouldbeintheformofdirectfinancialsupport,intheformofabroader
partnershiptodevelopapproach,curriculum,orprogrammingunits,orpreferablysomecombination
ofboth.

Givingwithlastingimpact.BecauseoftheMarketsselfsustainingmodel,aonetimegifttotheBoston
PublicMarketsprojectbudget(capitalcampaign)haslastingimpact.Whileweanticipateadegreeof
fundraisingandpartnershiparoundspecificprogrammingoutcomes,themarketitselfwillbecomea
living,selfsustainingcivicinstitutionandcommunityorganizationforyearstocome.

1 Irregular- Angled, Large

5

18


Conclusion
ThestrengthoftheBostonPublicMarketconceptisbuiltonanidealretaillocation,measurablegrowth
inconsumerdemandforfresh,localfood,ahistoryofsmallandmediumsizedproductionintheregion,
soundfinancialsandrevenueprojections,andamultidimensionalityinitspublicbenefit.But,whats
equallyimportantisthebroadbaseofitsappeal.Apublicmarket,appealstoanyresidenteagerfora
newsourceforfresh,locallysourcedfood;tothechefineachofus;toenvironmentalists,
conservationists,andthosemostinterestedinsustainability;topublichealthadvocateswhoareexcited

bytheopportunitytoincreaseaccesstohealthyeatingoptions;tosmallbusinessowners,local
fishermenandfarmerswhoappreciatethemarketasanincubatorandopportunitytoselldirectlyto
consumers.TheBostonPublicMarkethasthemostimportantingredienttoanyenduringcivic
institutionitmeanssomethingtoeveryone.

19

BoardofDirectors
BrianKinney,BoardChair,ManagementConsultant
DonaldWiest,Esq.,ViceChair,Attorney,Brennan,Dain,LeRay,Wiest,Torpy&Garner,P.C.
KurtWm.Hemr,TreasurerandAssistantClerk,Attorney,SkaddenArps
AndrewGrace,Clerk,UrbanDesignerandPlanner
AlisonArnett,JournalistandEditor
JeffCole,FarmerandExecutiveDirector,MassFarmersMarkets
TomDavis,SeniorVicePresident,RecapRealEstateAdvisors
ChrisDoublass,Chef/Owner,AshmontGrillandTavolo
BillDowling,GeneralManager,CambridgeSchoolofCulinaryArts
MarloFogelman,Esq.,Principal,marlomarketing/communications
AlexLewin,HealthCoach,Chef,Instructor,Author,FeeMeLikeYouMeanIt.com
MiriamNelson,Ph.D,Director,JohnHancockResearchCenteronPhysicalActivvity,Nutrition,and
ObesityPrevention,TuftsUniversity
LindaPizzutiHenry,CommunityActivistandPhilanthropist
GusSchumacher,ExecutiveVicePresident,WholesomeWaveFoundation
SamThakarar,Partner,BainandCompany
YanniTsipis,SeniorVicePresident,ColliersMeredith&Grew
DavidTubbs,SeniorManagingDirector,OfficeofDevelopment,MassachusettsGeneralHospital
RobertTuchmann,RetiredPartner,WilmerHale
CharlotteVena,Director,JohnW.HenryFamilyFoundation

FoundersCircle
JanetChristensen,BoardMemberEmeritus

Staff
ElizabethMorningstar,lmorningstar@bostonpublicmarket.org
MimiHall,mhall@bostonpublicmarket.org
MeganGibbons,mgibbons@bostonpublicmarket.org
JuliaVannoni,jvannoni@bostonpublicmarket.org

www.bostonpublicmarket.org

POBox52385

Boston,MA022059761