Public market development strategy : making the improbable possible

Abstract

Public markets were once central components of the urban food system in American cities, but declined in number and importance by the middle of the 20th century. Despite a diminished role in feeding the city, public markets have persisted, and interest abounds in both existing markets and the development of new ones. In addition to creating an alternative to the mainstream commercial food system, public markets can generate a range of community benefits including small business opportunities, preservation and promotion of local foods and foodways, and a forum for public interaction. Despite these benefits, developing new, permanent, indoor markets is a unique challenge. This paper investigates development strategies for organizations seeking to create new public market halls in U.S cities. Literature specific to public market development is reviewed and contextualized within broader real estate planning frameworks. A detailed case study of the Boston Public Market Association and its efforts to develop a new public market hall in Boston illuminates the difficulties of successfully advancing a public market project. In particular, current opportunities facing that organization illustrate potentially successful strategies to develop a new public market. While developing a public market is not simply a real estate problem, the real estate world's twin criterion of "most fitting and probable use" suggests an appropriate planning structure for public market proponents.

(cont.) By planning for a market that is "most fitting" in response to a range of local contexts, market advocates can make the improbable possible by adopting an opportunistic real estate strategy and attracting support and resources from both the public and private sectors. Given the long timeline market projects may face, sustained commitment and diligent activity are essential to successful market development.