We have allocated the original Area 12 and the abutting space as our Cold Storage area. The Vendors can directly access the space from the market.
iv. Delivery and loading
We are cognizant of the loading limitations on New Sudbury Street, and as a result, our vendors will need to coordinate their activities with other tenants of the building. The vendors will also need additional loading access to the building. We believe the best area is through Entry 2, during off-hours, with ample controlled, short-term truck loading along the length Blackstone Street curb. We would also like to explore the option of drop-off on Congress Street during off-peak hours, in consultation with the Boston Transport Department.
We have maintained the size and configuration of both the Public and Staff restrooms; however we have switched the designations. The restrooms adjacent to the exhaust ventilation shaft (near the Office Lobby entrance) are more centrally located for the public.
vi. Sidewalk and plaza
We envision increasing the number of day stalls (10’x10’) on the Plaza from 16 to 27. In addition, there is an opportunity to include up to five vendor tables (5’x10’) against the wall of the building. On Congress Street, we have maintained the 15 vendor tables (5’x10’) under the arcade.
vii. Exterior façade
On the Plaza side, we envision removing the flat glass canopy over Entry 2 and replacing it with a fan-shaped structure similar to the one over the Office lobby entrance. The existing fixed glass windows for the Bakery will be replaced with panels that will open onto the Plaza to provide a café ambiance. For Entry 7 at New Sudbury Street, a new arch-shaped marquee will be installed to denote the entrance to the Demonstration Kitchen.
To generate awareness of the Market, we recommend the installation of three significant and strategically placed Boston Public Market building-top signs. One facing the North End, on the corner of the Plaza and Hanover Street, the second sign on the corner of Congress Street and New Sudbury Street - visible from the future apex of the Bullfinch Triangle - and the third location, on the corner of Hanover Street, visible from City Hall Plaza. A fourth graphic for the market, discreetly placed relative to the CA/T air intake tower, should be studied near the intersection of the Plaza and New Sudbury St. to address the Greenway. The visual cue from both the North End and Government Center will be the iconic Red Tomato of the BPMA, positioned as a blade sign above Entry 3. There will be a pedestrian level Boston Public Market - Demonstration Kitchen sign located above the windows at Entry 7, attached to the new arched-shaped marquee. The small glass canopies could be removed for more market specific canopies and banners by modifying the mounts. The design and content of the interior signage will be established in condultation with the MBTA and MDOT.
It is assumed that primary MEP/FP systems will originate in the subgrade mechanical rooms of the garage, or the top floor mechanical penthouse above the garage. The concept for the market is to incorporate a series of vertical utility columns, architecturally enclosed to feed water and power to each vendor stall zone. Water distribution to vendor sinks could also be from above and down the columns, but waste water removal poses a challenge due to the existing steps in the concrete floor and the slab separation to the vent building below. To solve these challenges, a uniform raised floor (12”) of a new concrete slab cast over foam blocks is proposed to facilitate local drains from sinks and grinder pumps to push waste up and over to main drops into the pump room.
Exiting toilet plumbing floor chases that appear to have been designed into the building will be used to the fullest extent.
A main electric room of 15SF to 200SF will be needed within the market, with conduit distribution across the ceiling above, to avoid floor outlets. The fire alarm system will be zoned into the office building system at the common fire command center in the office lobby.
The market fire protection system is assumed to be zoned off the existing system and fire pumps, unless supplemental capacity is needed. It is assumed that utilities will go out to Congress Street.
x. Ventilation And Food preparation
Although our operational plans do not include a conventional sit-down restaurant, a full HVAC system will be required to condition the space, provide fresh air, and exhaust sufficient to meet not only the building code, but to favor a high air-change rate to properly manage food market odors. It is assumed that the mechanical penthouse (originally built for future systems) on the top of the garage will be available for main packaged air handlers. A riser route to the market will have to be established (possibly using past planned knock-outs at the office floors above) to connect to a market ceiling duct network rationalized for the market layout with fixed primary and flexible secondary branching (to accommodate vendor changes). The Demonstration Kitchen will require an exhaust system with grease scrubbers that can be easily accommodated.
xi. Floors and ceilings
As described above, a raised floor is envisioned to facilitate utilities and also to create an even floor level, accessed by gentle 5% grade ramps near the entries. The even floor level will be best for circulation and movement of produce and goods. A washable surface of either polished concrete or granite tile would be appropriate. Electric outlets in the floor will be avoided to permit safe wash-down and maintenance. The ceiling finish is envisioned as an open architectural grid, sufficient to screen MEP systems, but flexible to accommodate stall, signage and lighting arrangements. A solid surface ceiling clouds option at selective vendor groupings will work with the grid.
We have three types of Vendor stalls; Permanent year-round interior, Seasonal interior, and Temporary exterior based. The details for these stalls, including size, can be found in Tables II, II, & IV (Page 9). Each permanent year-round interior stall will be provided with a minimum of a hand sink, separately metered electricity, and floor drainage. The heating, ventilation, and air conditioning will be provided by the lease-holder and charges will be pro-rated back to the vendors. For design aesthetics, the BPMA will collaborate with its architectural team to establish design guidelines for each vendor type.
Design guidelines will include two to three different security options for the permanent interior Vendors to choose from (i.e., vertical or horizontally drawn security grilles). The Seasonal interior stalls will not require a security system, as the Vendors will be required to remove all belongings at the end of the day. The security for the public entries, in particular the ones adjacent to the MBTA and the public parking lobby, will be reviewed on an individual basis. Additionally, per our Operations plan, the Market will be staffed with two full-time security agents.
xiv. Other building uses
As per the design layout, we have suggested where the office escalators could be installed to allow departure to the upper floor and arrival down from at a point directly associated with the office lobby. We observe that the escalators are best placed on either the east or west sides of the north stacks for overall accommodation of both the market and the offices, without interference with the existing drainage trough or the fire-stairs. This suggestion is subject to the office program and circulation.
i. Vendor selection, contracting, and removal
All potential Vendors will be required to submit a Market application and will be evaluated and selected within their food category on the following criteria: quality/taste, region, farming practices or production standards, full compliance with permits and insurance, commitment to provide the estimated quantity required for the duration of their contract, method of sales (direct representative or coop representative) and pricing strategy. Permanent vendors will need to demonstrate the ability to create an attractive stall within the design guidelines that will be pre-established by the BPMA. Senior management will interview all potential Vendors and will have their operating facilities inspected prior to final contracting.
The BPMA will manage the contractual relations with all the Vendors and the length of the contracts will be similar to those proposed in the Implementation Plan, except the “Day Stalls” are divided into two categories – “Seasonal” and “Temporary.”
Permanent: Term to be negotiated
Seasonal: Based on a renewable three-month period
Temporary: Ranging from daily, weekends or weeks throughout the year
Rent levels may be differentiated based on size, product, location, Vendor investment, experience and importance to the Market’s mission and popularity. Payment terms for Permanent and Seasonal Vendors will be on a monthly basis, with a one-month deposit required with the first month’s rent. The payment schedule will be the first day of the month. Fees for the Temporary Vendors will also be collected on the first of the month, prior to accessing their facility, based on the total number of days that they will be present during any given month.
The BPMA will have the right to terminate the lease of a Vendor for any breach of terms in their contract, i.e., lack of compliance with the established operating guidelines and/or failure to pay rent.
ii. Vendor monitoring
The BPMA will conduct routine stall inspections to ensure that the products and services of each Vendor conform to their initial application. The frequency of the inspections will be on a weekly basis for Permanent and Seasonal Vendors and daily for Temporary Vendors. If a vendor wishes to sell additional products during the terms of their lease, they will be required to submit a written request for approval to the BPMA, as well as a sample and proof of source. In addition, a team from the BPMA will conduct annual inspections of the farm and/or production facility of each Vendor to ensure that the origin of source maintains the Market standards.
Vendors will be selected on their ability to offer fair and inclusive pricing models with each vendor offering product mix at various price points. The BPMA believes that if the Vendors supply value for money, it will create a healthy competition amongst them and help to maintain a high level of quality goods. All Vendors will be required to clearly mark the price and source of each product, use certified scales and be willing to sell in any units (small to large) requested by the customer.
iv. Maintenance standards
As per the Implementation Plan, it will be the obligation of the BPMA to create a welcoming, inclusive and enjoyable environment. To achieve this, high maintenance standards will be established and respected to ensure that the physical plant is maintained in excellent working conditions and an efficient trash pick-up system will be coordinated with the Boston Transportation Department. A full-time janitorial team will be hired to provide daily cleaning of the building interior, as well as the surrounding sidewalks and Plaza that will be utilized by the Vendors. The Management team will be vigilant in identifying and implementing improvements as deemed reasonable.
The permanent Vendors will be required to keep the interior of their stalls clean and tidy, with a minimum sweeping/mopping of the floor space at closing. They will be obligated to remove their trash and remove all perishable items to a storage area. Seasonal and Day stall vendors will be required to remove all belongings and trash from their stall at the end of the day and sweep clean the area in and around their stall. Vendors will be required to report any maintenance concerns in and around their stall.
v. Days and hours
We anticipate that the Market will operate on a five days per week basis for the first year of operation, six days in year two and seven days in Year 3 and thereafter. The market will be closed for seven public holidays: New Years Day, Easter, Memorial Day, Independence Day, Labor Day, Thanksgiving and Christmas.
The opening hours will be scheduled as follows:
YEAR 1 DAYS PUBLIC VENDORS
5 days Wednesday - Sunday 8am to 6pm 6am to 7pm
YEAR 2 DAYS PUBLIC VENDORS
6 days Tuesday - Sunday 8am to 6pm 6am to 7pm
YEAR 3 DAYS PUBLIC VENDORS
7 days Monday - Saturday 8am to 6pm 6am to 7pm
Sunday 9am to 4pm 7am to 5pm
vi. Governance and senior management
Overview of Public Market Governance:
The Public Market Commission will be responsible for ensuring that the Parcel 7 Operator appropriately upholds the goals of the Boston Public Market project.
The BPMA Board will provide leadership to and oversight of the staff at a policy level.
The Board’s Governance Committee will be the primary point of contact for the Commission for matters relating to the Market.
BPMA Staff will be responsible for the day-to-day operations of the market.
Structure of Senior on-Site Public Market Staff:
As a general matter, Public Market staff will report to the Director, and the Director will report to the BPMA Board’s Governance Committee. During the development phase of the Public Market project, the BPMA will conduct a nationwide search for a permanent Market Director to fulfill the requirements for this complex operation. Other team members will be recruited as per the staff plan outlined in Section VII.
During the projects’ development phase, Nora Carey will be the BPMA’s market consultant. Ms. Carey , Principal of Epicurean Endeavors, LLC, holds both a Grande Diplôme de Cuisine from La Varenne, Paris, and an MBA, and has consulted on the design, buildout, and operations of approximately 50 restaurants, as well as numerous culinary festivals and specialty food events. Prior projects include Sir Terence Conran’s mixed-use Butler’s Wharf development in London, the opening of 30 restaurants for Euro Disneyland near Paris, launching the American affiliate of the Bocuse d’Or international culinary competition, and managing the Epcot International Food & Wine Festival at Walt Disney World.
BPMA Current Staff/Consultants:
Dede Ketover is the BPMA’s Interim Executive Director.
Mimi Hall is the Operations Manager.
Megan Gibbons is the Market Manager for the BPMA’s seasonal markets.
Bios of the current BPMA staff and Epicurean Endeavors may be found in Component II Section 7 A. Resumes.
The BPMA will staff the Public Market along lines similar to the recommendations made in the Implementation Plan. The only major modifications would be titling the “Assistant Manager” as “Marketing Manager.”
The total number of personnel will need to be increased from the Implementation plan in year two and three in order to provide total coverage for 7 days of operation.
Training/orientation of the staff will be the responsibility of the Director. Consulting services specific to operating Public Markets may be utilized in the pre-opening phase.
Full-time Employees (Total 11)
Overall responsibility for operating the Public Market, including staff oversight, financials, reports, marketing and development
Marketing Manager (2)
Assists Director and takes lead with promotions, events, education and volunteer program
Oversees Market maintenance/custodial team and security team
Manages relations with all permanent, seasonal and day vendors, schedules seasonal and day stalls, oversees the on-site inspection of Vendor products as per mission of the Public Market and coordinates the annual inspections to the farm/production facilities
Clerical (2) Office Administration
Phones, correspondence, billings, records and lease maintenance
Maintenance/Custodial Team (2)
Security Team (2)
Loading and Traffic Assistant
Morning coordination for all activities concerning building deliveries
Farm/Production facility Inspectors
Ensures that the farm/production facilities are in compliance with the Market’s regulations
Out-sourced Professional Services
Accounting, Legal, Graphic Arts, Communications, etc.
Community residents and students will contribute to the operation of the Information Booth,
the Demonstration Kitchen, Plaza activities and miscellaneous duties
viii. Marketing and advertising
The BMPA anticipates a bold launch for the Public Market. The marketing campaign for the first year will be critical to define the Market’s distinct brand position, to create interest for consumers and vendors, to generate velocity of foot traffic to the Market District and to ensure a strong and durable momentum. In support of this vital goal, the marketing plan will pursue four key strategies:
1. Define a relevant and compelling brand identity that is distinct from other consumer alternatives like Haymarket, or chain supermarkets
2. Segment its audiences based on a deep understanding of their needs and purchase patterns in order to deliver focused, relevant messaging that will have maximum effect of customizing value and driving initial and repeat foot traffic
3. Create awareness and community engagement through an integrated, multi-media outreach campaign that will be phased to provide both continuity and layering of messages
4. Create excitement for the Public Market and Market District through education, events and promotions
1. BRAND IDENTITY
We believe there is a unique opportunity to differentiate the Market as THE Boston source for fresh, nutritious food, produced in Massachusetts, and delivered directly to the consumers by sustainably conscious producers in the agricultural, fishing, dairy and specialty sectors. Key messages and a tag line will be created for the launch and carried throughout the campaign to firmly establish the Market’s compelling brand and value proposition. We also believe that the Market will become a landmark civic institution and the branding of the Market will be developed to establish this central idea from the get-go.
Recognizing that effective marketing is not one-size-fits-all, we will have a targeted and personal approach to resonate and motivate our different audiences. Market research will be conducted with key constituents prior to launch in order to determine the optimal segmentation. This is usually iterative and fine-tuned through continuous learning of what works best over time. Variables that may be relevant to segmentation, but not exhaustive, are geographic proximity, product provenance and socioeconomic factors.
Geographic Proximity: A resident or worker in downtown Boston may view the Market as a utility - a vital daily resource and convenience. A person who lives around the 128 Beltway may view the market as a shopping destination on weekends. Going further out, the Market might be viewed as an enjoyable activity to be experienced on a trip into Boston. Our marketing resources would focus on audiences in closer proximity since they are the most likely to generate the volume and velocity in the Market. However, some media cast a broad net (e.g., cable TV and radio) so rotating in messages for multiple audiences can generate a better return on the media investment and generate a more diverse customer base for the Market over time.
Product Provenance: Some shoppers are driven by health, sustainability and knowledge of where their food comes from; others are looking for new food experiences, experimentation and the guidance to explore new products successfully. Targeted channels - like direct mail, social media and digital media - can deliver relevant messages to different audience segments very efficiently.
Socioeconomic Factors: The Public Market will be a resource for all socioeconomic subsets, with a common interest in sourcing healthy and affordable food. The marketing tactics would be tailored to specific subsets. For example, the communications for ethnic consumers residing in the food deserts of Suffolk County, could appear in a foreign language in the local publications, transit and outdoor billboard ads. In addition, the BPMA would continue its outreach to social hubs such as community centers and places of worship. An important message to this socioeconomic subset will be the availability of the SNAP and EBT programs at the Market.
3. INTEGRATED MULTI-MEDIA CAMPAIGN:
As touched upon in the Segmentation section, there are several communication channels to attract and engage our audiences. When the channels are used in concert, there is a harmonic that improves the performance of the whole as well as each part. We believe that a powerful mix of brand messaging; local PR, broad social and digital media, community engagement and a passionate set of partners (local chefs, restaurateurs, sponsors, community and government agencies and celebrities) will drive significant awareness. The net impression will be that the Market’s messages are high impact, focused and omnipresent. The calendar for the media rollout for the first year, including a pre-launch period, will use these individual channels on a sliding scale.
4. EDUCATION, EVENTS AND PROMOTIONS
The experience within the Public Market and the Market District should foster curiosity and learning, enthusiasm for shopping and pleasure from entertainment. We will develop a year-round program of events to engage our customers, connect them to our vendors and introduce them to new food experiences in fun and entertaining ways. The interior of the Market will benefit from a dedicated Demonstration Kitchen for this purpose and the Plaza will be the stage for periodic events. For addstional infromation please see Sections 4.B. Design- XIV, Other Building Uses and 4.E. Public Education.
The BPMA and theirarchitect team and contractor will coordinate all design and construction activities with the Commission and MassDOT.
The pre-opening phase will be an important period for the BMPA to work with all public, private and government entities to establish policies, procedures and relationships that will contribute to the success of the Market and related activities in the district. Of particular importance will be the establishment of a parking plan for the patrons and vendors and the development of an inclusive marketing plan that clearly educates the public on differences between the products of the Market and those of the HPA. The BMPA will continue to foster their existing relationship with the Greater Boston Food Bank and the Greenway Conservancy and will reach out to other organizations ranging from Mass MoCA to explore joint programming to the North End Community Health Center and the Food Project for public service endeavors.
The BMPA, with its operating team and Board of Directors, will continue to develop and strengthen its ties with the agricultural and fishery community and all concerned public, private and government entities to ensure that the Pubic Market maintains its mission and prospers for the benefit of all concerned.
We anticipate a close collaboration with the Boston Transportation Department in order to address the parking and circulation challenges for the patrons and Vendors of the Market. We will hire a transportation consultant, as per the recommendation in the Implementation Plan. An in-depth study will be required to ascertain the actual space available in Parcel 7 (presumably subject to Parcel 7 office tenant conditions and existing allocations), the Government Center Garage and the street parking within a reasonable range – relative to the anticipated attendance. The study will need to incorporate the additional traffic related to the operations of the Haymarket Pushcart Association on Thursday afternoons (set-up), Fridays and Saturdays.
The BPMA‘s communication plans will also concentrate on encouraging other methods of access to the Market to help eliminate congestion in the area, i.e. public transport, pedestrian and bike options.
xi. Evaluation and change
The BMPA will monitor and evaluate the performance of the Public Market against the established financial goals and the overall feedback and satisfaction from the vendors, patrons and the abutting community.
There will be several mechanisms to solicit feedback:
Formal periodic meetings will be scheduled with the vendors
A Public Market Information booth will be established and manned within the interior of the facility to assist shoppers and to register their comments. There will also be a “Suggestion Box” to collect feedback
Periodical “in market” surveys will be conducted with the patrons
The BPMA will develop a robust social media plan to communicate with the public and encourage feedback
The BPMA will keep the lines of communications open with the leaders of abutting community and will establish meetings, on a formal or informal basis, as deemed necessary
The BPMA will report their findings and make their recommendations to the Commission on a regular basis prior to implementing any changes
i. BPMA Education Program
The BPMA will be devoted to making the Education Program the heart and soul of the Market - teaching consumers, visitors and school children from throughout the state about the health benefits and pleasures derived from fresh, local, sustainably grown food. Through a variety of educational programs, the public will discover the year-round diversity of the Commonwealth’s bounty from land to sea and be encouraged to choose the Market for their weekly shopping.
At the center of our educational approach will be a dedicated Semonstration/Teaching Kitchen that will accommodate multiple educational events for school groups, seniors and the general public that will include cooking demonstrations, lectures, book signings/readings, receptions, dinners, etc. A modular seating arrangement will allow for up to 40 attendees, with standing capacity at 60. The design plan on Page 11 indicates the location of this Demonstration Kitchen on the corner of Congress and New Sudbury Streets. The area will connect directly to the Market and will also retain the access to and from the corner intersection, as per the Implementation Plan.
The annual programming of the Demonstration Kitchen, while ultimately the responsibility of the Public Market Director, will be planned with input and cooperation from our community partners, including, but not limited to:
Tuft’s University’s Friedman School of Nutrition
Community Health Centers: Codman Square, North End Waterfront, and South Cove
Massachusetts Public Health Association
Greater Boston Food Bank
The Demonstration Kitchen will also draw on expertise from prominent culinary & beverage specialists, the agriculture and fishing community - including the U.S. and Massachusetts Department of Agriculture, the eight Massachusetts “Buy Local Groups,” the Massachusetts Department of Fish & Game, the New England Aquarium’s Sustainable Seafood Program and others.
The Marketing Managers will be responsible for the implementation logistics with the assistance of Volunteers.
In addition to the events held at the Demonstration Kitchen, the BMPA will continue its public awareness outreach of the SNAP and EBT programs that will be available at the Public Market.
The BMPA will also partner with local tourism groups for Market District Tours and organize a program of seasonal activities on the Market Plaza. These activities will focus primarily on educational info-tainment and will complement our existing City Hall and Greenway Conservancy programs. (Please see Component II, 7.B. Past Projects and Related Experience for additional information on the BPMA’s current programs).
II. Community learning center PROGRAM SAMPLE
A sample of the proposed Programs in the Demonstration Kitchen over the course of a year may look like the following:
1. School Children Nutrition Series
The BPMA’s ongoing relationship with leading health researchers at The Friedman School of Nutrition Science and Policy at Tufts University opens the opportunity to collaborate on the ChildObesity180’s Healthy Kids out of School initiatives. This program, committed to preventing childhood obesity, focuses on increasing the availability of healthy food and beverage offerings and providing activities in Out-of-School Time (OST) programs for their nine national partners. The partners include youth groups ranging from the YMCA of the USA, National 4-H Council, to The Boy and Girl Scouts of America. The children from these organizations will be invited to tour the Public Market, meet the Farmers and participate in hands-on-cooking classes to punctuate the health benefits of selecting, preparing and eating fresh, locally produced food.
2. Seasonal Eating on a Budget Series
This program will combine a Market tour and a cooking demonstration with local farmers and chefs. The curriculum will be tailored to accommodate families, seniors, young adults on a budget and others. The series will be designed to educate each group on how to shop and cook with the seasonal harvest; while emphasizing nutrition, health and affordability.
3. Closing the Loop Series
Local experts on composting food waste, backyard gardening and urban agriculture will conduct these lectures. The mission will be to raise awareness and encourage more efficient waste management in the urban environment.
4. Fish & Shellfish Series
A collection of demonstration classes will instruct on how to buy, prepare and cook the fabulous array of sustainably raised and caught fish and shellfish from our Massachusetts shores, rivers and aquaculture producers.
5. Butchery & Game Series
This series will help to de-mystify the art of butchery by providing practical home-techniques on how to breakdown carcasses or large cuts of meat, how to handle fresh game and how to apply the best cooking techniques to make delicious dishes.
6. Going Native Series
A signature lecture/demonstration series championing the most iconic foods of the Commonwealth while they are at their peak of the season: Lobster, Oysters, Haddock, Cranberries, Beach plums, Apples, etc.
7. Spotlight on the Artisan Series
This collection of demonstrations/lectures will provide an opportunity for our regional artisans to share their craft in diverse specialties: Bottling & Preserving, Bread Making, Brewing, Charcuterie, Cheese Making, Chocolate, Distilling, Coffee bean selection and roasting, etc.
8. Call of the Wild Series
This series of lectures/demonstrations will feature products from nature’s pantry, participants will learn how and where to forage in Massachusetts and how to prepare the bounty.
9. Young Sprouts Series
A children’s series of fun activities that will be hands-on, entertaining and educational – and always with a focus on seasonality.
10. Baking Series
Culinary demonstrations on the making of pastries, pies, tarts and yeasted goods with flours and fillings sourced in Massachusetts.
11. Food Traditions from Around the Globe
Many of the same holidays are celebrated all over the globe, yet the foods shared at these gatherings are worlds apart; holidays are unique to a culture, with certain foods and preparations associated. This series of culinary demonstrations/lectures will be a journey in discovering the foodways relevant to the vibrant cultures of Massachusetts.
12. Meet & Greet Guest Chefs and Local Talent
This program will feature book signings by Massachusetts authors in the field of cooking, farming and gardening, etc. It will also be an opportunity for Massachusetts entrepreneurs who are eager to share their “start-up stories” and promote a new product relevant to the mission of the Market.
PERMITTING AND APPROVALS
We believe that the following city, state, and federal permits and approvals may be required in connection with the construction of the Boston Public Market, though this list is by no means intended to be definitive or to capture every permit, approval, or review process that will be required during the course of the Boston Public Market’s development: