SchoolFood Plus Initiative Program Evaluation
New York, New York (2005)
Market Ventures, Inc., in partnership with Karp Resources and the Center for Health & Public Service Research at New York University, is conducting an extensive formative and outcome evaluation of the SchoolFood Plus Initiative, a collaborative, multi-agency effort led by the nonprofit FoodChange to improve the eating habits, health and academic performance of New York City public schoolchildren. With funding from the W.K. Kellogg Foundation, the Initiative links school meal reforms by the NYC Department of Education with food, science and culinary education; increased physical activity; youth, community and civic engagement; and procurement of locally grown fresh fruits and vegetables.

The evaluation will analyze the impact of the Initiative's many elements and examine the coalition development process, as well as provide regular feedback to program developers over a three year period. In Winter 2005, Market Ventures and its team commenced the evaluation process via the collection of background information and baseline data, initial interviews, and development of innovative strategies for testing both student choice of vegetable-based recipes and their consumption of these recipes, as well as their knowledge, attitudes, and behavior about food. Outcome evaluation will commence in Fall 2005, with before/after intervention analyzed over the next two school years.

Cooperative Marketing and Distribution Study,
Tioga County, New York (2004)
The Tioga County Department of Economic Development and Planning retained Karp Resources and Market Ventures, Inc. to investigate the potential for new cooperative distribution methods for area agricultural products. The study examined whether Tioga County's small agricultural entrepreneurs hinder themselves from expanding their market because they cannot hurdle product distribution obstacles and to test the belief that, apart from commercial food processing facilities, there are other mechanisms by which county farmers and agricultural producers can productively and profitably get their goods to market. Planning methods included extensive interviews with farmers, distributors, supermarkets, and other buyers, and analysis of agricultural trends. As a result of the work, the County is developing resources to hire an agriculture "champion" to lead the area's producers to the identified opportunities.

Lexington Market,
Baltimore, Maryland (2003-2004)
The West Side of downtown Baltimore is changing rapidly, with the expansion of the University of Maryland, new housing, and renewed cultural institutions. At the center of this district, Lexington Market has served Baltimore residents for over 200 years. Lexington Market, Inc. retained Market Ventures, Inc. to help it adapt to the area's revitalization by better serving new downtown residents and positioning it for future growth, while maintaining its core of low income shoppers. Market Ventures' work included focus group research of downtown workers and residents, survey analysis, research into best practices at comparable public markets nationwide, and lease review. Market Ventures also created a new design and development concept for the West Market, a 20,000 sq. ft. building adjacent to the main Market hall, which will expand the range of product offerings and reaffirm the Market's role as the premier fresh food venue in Baltimore.

Wholesale Farmers' Market Feasibility Study,
New York City (2003-2004)
While the Greenmarkets have demonstrated the enormous demand among New York City consumers for locally grown foods purchased directly from farmers, significant barriers at the wholesale level prevent local restaurants, grocers, caterers, and food service institutions from accessing foods grown or produced in New York or adjacent states. To address this problem, the New York State Department of Agriculture and Markets retained Market Ventures, Inc. to study the feasibility of creating a new wholesale farmers' market or markets in New York City.

Market Ventures led a team of consultants in an extensive project to identify and survey potential buyers among the nearly 20,000 restaurants, distributors, and other wholesale food purchasers in New York, as well as hundreds of farmers located in the neighboring counties. International examples of wholesale farmers' markets were studied. Outcomes of the project included quantification of the demand and supply for locally grown foods in New York City, estimates for economic impact, creation of an "ideal model," and identification of buyer and seller preferences. As a result of this work, the Department, with support from USDA, is moving forward with a second phase of development of the NYC Wholesale Farmers' Market. The team created a project web site to enhance communication, www.wholesalefarmersmarketnyc.com, where the final reports can be found.

Erie Street Market,
Toledo, Ohio (2003-2004)

The Erie Street Market opened in downtown Toledo in 1997 with great fanfare but with a poorly conceived design, too few vendors, and weak management. Six years later, the Market remains open with only a handful of vendors, few customers, and significant operating losses. The City of Toledo hired Market Ventures to reconceptualize and redesign Erie Street Market, develop a leasing strategy, and prepare recommendations for exterior improvements. Market Ventures developed a bold plan to move the food hall and redesign the entire complex, while adding new parking and outdoor vending spaces.

Lancaster Avenue Public Market Feasibility Study,
Philadelphia, Pennsylvania (2004)
The Farmers' Market Alliance retained Market Ventures, Inc. to analyze the feasibility of establishing a year-round, indoor public market in West Philadelphia at a site to be determined along Lancaster Avenue. The market is envisioned as a place for members of the community to access food produced in the region from independent, owner operated businesses. The task of Market Ventures was to determine the economic feasibility of such a market and to provide recommendations on a merchandising concept and operating guidelines.

Springfield Public Market,
Springfield, Massachusetts (2000-2003)
Market Ventures analyzed potential sites, created the development concept, and assessed the feasibility of establishing a year-round, indoor public market in downtown Springfield. Farming and specialty food retailing in the region were analyzed and the project team met with potential tenants to assess their potential interest. Following endorsement by city government, the Springfield Business Development Corporation is moving forward with the plan to locate the public market in the former Basketball Hall of Fame building along I-91. The 21,000 square foot layout incorporates 21 vendor stalls and features the foods of the Pioneer Valley.

A local philanthropist committed to revitalizing downtown Portland and to providing economic opportunities to small Maine businesses retained Market Ventures to oversee the development and operation of the new Portland Public Market. Phase I tasks included demographic and market research, competitive analysis, tenant mix formulation, the creation of operating pro forma for each market vendor and the market as a whole, conceptual design, and the preparation of a development pro forma and timeline. MVI was then retained to oversee all aspects of construction, leasing and marketing. Construction began in July, 1997 and the Market opened in October, 1998 with over 80% of space leased. MVI operated the Market under contract with the owner until October 2001. Each year the Portland Public Market reached its sales goals, the Market reached full capacity in 2000 and attracted a top New York City chef to develop a restaurant in the Market that featured Maine foods.

Among many honors, the Market won the 1999 Rudy Bruner Award Silver Medal for Urban Excellence, the American Planning Association Award for Exemplary Economic Development, the International Downtown Association Merit Award for Economic Development, and the first ever AIA/HUD Community Building by Design Award.

South Carolina State Farmers' Market,
Columbia, South Carolina (2002-2003)
Concerned that the 50+ year old wholesale and retail South Carolina State Farmers' Market might be relocated outside of the county, Richland County Government retained Market Ventures to analyze the impact of moving the $250 million farmers' market to a new location, including impacts to the region's farmers, wholesalers, customers, and employees. As part of its work, MVI created a design program for the relocated market with renewed emphasis on featuring South Carolina farm product and expanding the market's retail potential, while maintaining the efficient movement of wholesale products.



Milwaukee Public Market District,
Milwaukee, Wisconsin (1999-2002, 2005)
Market Ventures developed the concept and tested the feasibility of a new, year-round indoor market in the Historic Third Ward of downtown Milwaukee, Wisconsin. Located within the Commission Row area, which functioned as a wholesale produce market for 100 years, the Milwaukee Public Market will be a new, stand alone market building with approximately 25 permanent tenants, plus an outdoor farmers' market shed. The public market district will include restaurants and related retail. Construction began in 2004 with the market's opening planned for July 2005. To support the Market's opening, MVI is providing assistance with marketing and conducting vendor training.

Sonoma County Food & Wine Center,
Santa Rosa, California (2000-2002, 2004)
The City of Santa Rosa and a citizen's planning group named CityVision retained Market Ventures to develop the concept and explore the feasibility of creating a public market district in the downtown, including an outdoor farmers' market, culinary school, and wine museum. The plan, which has already attracted $6 million in funding and is moving into implementation, included a 21,000 sf market hall, outdoor farmers' market with up to 50 farmers, extensive culinary and wine education facilities, a 10,000 sf wine pavilion to highlight Sonoma County as a world class center of wine production, catering facilities to accommodate up to 2,000 guests, Sonoma County tourist information, transportation linkages, and public spaces. In 2004, MVI was retained to updated the feasibility study and to provide ongoing guidance with design and development.

Reading Terminal Market,
Philadelphia, Pennsylvania (1999-2000)
Faced with a changing customer base and nearby development pressure, Reading Terminal Market (established 1892), one of the largest and most diversified fresh food markets in the country, retained Market Ventures to prepare a strategic marketing strategy that would lead to effective, measurable results. The plan was based on a solid foundation of market research and analysis utilizing research methodologies created by Market Ventures and were developed with significant input from the merchant community. Each proposed marketing strategy was prioritized based on cost and impact, and are being implemented by the client.

In 1991-1992, as principal of Public Market Partners, Ted Spitzer led a consulting team that created two plans for the historic Reading Terminal Market. The team prepared a merchandising plan for the entire 80,000 sq. ft. market hall, which contains more than 80 independent merchants, focusing on retaining fresh food sales to serve local consumers. In a second project, a concept plan was developed for the Reading Terminal Market Arcade, a vacant 15,000 sq. ft. space in the historic Headhouse Building, that would strengthen Reading Terminal Market's main building and reinforce market activity within the district around the market hall.

Worcester Public Market,
Worcester, Massachusetts (1999-2000)
As part of the redevelopment of the historic Union Station intermodal transportation facility, Market Ventures is assisting the Worcester Redevelopment Authority explore the feasibility of creating an indoor public market within and adjacent to the Station.

Central New York Regional Market,
Syracuse, New York (1998-1999)
The Central New York Regional Market Authority retained Market Ventures to review proposed physical changes to the Market property and recommend future planning steps. As a follow-up project, Market Ventures is working with a local architecture firm to plan programmatic changes to the historic market while retaining its authentic character.

Downtown Public Market Feasibility Analysis,
Hartford, Connecticut (1997)
Teamed with a local market research firm, Market Ventures analyzed the feasibility of a new, year-round market in downtown Hartford. The work included a survey of customers at the seasonal Main Street Market, demographic analysis, site review, and other market research. Based on its research, MVI recommended against the development at this time.

Eastern Market,
Washington, DC (1997-98)
Market Ventures assisted the Eastern Market Preservation and Development Corporation analyze proposed legislation to alter the sponsorship and management of the historic Eastern Market in Washington, DC.

Dallas Farmers' Market,
Dallas, Texas (1997, 1991)
Faced with the redevelopment of the 100 acre district around the historic Dallas Farmers' Market, the City of Dallas retained Public Market Partners in 1991 to help prepare a market analysis and master plan to revitalize the Market at its current location and position it to prosper with the upcoming changes to the area. Of particular importance was developing strategies for supporting the range of wholesale and retail food and floral businesses that surround the city-owned Market. In 1997, Market Ventures was hired to review potential changes to the new indoor market hall.

The following projects were directed by Ted Spitzer as Principal of Public Market Partners:

Palm Beach County Greenmarket Association,
West Palm Beach, Florida (1996)
Three communities in Palm Beach County, Florida with new farmers' markets created an association to address common concerns and help spur the development of additional markets. Public Market Partners worked with the Greenmarket Association and the County's Agricultural Economic Development Program to improve each market and develop a marketing strategy for the overall effort. Based on our recommendations, the Greenmarket Association hired an Executive Director, professionalized the markets' management, and expanded recruitment and marketing efforts.

Moore Street Market,
New York City (1995-96)
Responsibility for Moore Street Market, a historic multi-vendor public market hall in a predominantly Hispanic section of Brooklyn, recently transferred from the NYC Economic Development Corporation to the St. Nicholas Neighborhood Preservation Corporation, a private, nonprofit organization. Public Market Partners created a merchandising and marketing plan for the newly renovated 15,000 square foot market hall, as well as recruitment materials and logo to meet the Market's desired Latino image.

La Marqueta,
New York City (1994-1995)
Public Market Partners and its team of subconsultants assisted the NYC Economic Development Corporation and a nonprofit developer in creating a viable redevelopment plan for this historic market in East Harlem and preparing for the transfer from public to private management. In 1994, Public Market Partners developed and managed La Marqueta Open-Air, an outdoor activity that took place once a week featuring regional farmers, local vendors, arts, health educators, and nutrition demonstrations.

Poughkeepsie Food Incubator,
Poughkeepsie, New York (1995)
The City of Poughkeepsie Partnership retained Public Market Partners to test the feasibility of creating a food processing incubator facility, which is intended to reverse the decline of downtown and generate new businesses. The concept includes storefront retail and shared manufacturing kitchens, bottling, packaging, and warehousing facilities, targeted at food producers throughout the Hudson Valley.

Maxwell Street Market,
Chicago, Illinois (1993-1994)
Maxwell Street Market, a 100 year old weekly vendor market, was forced to relocate to make room for an expansion of the University of Illinois. Public Market Partners, working with the Chicago Department of Planning, created a plan for a new, open-air vendor market to take its place. The plan addressed design, marketing, and management issues. Special attention was paid to maintaining the Market's cultural attributes and enhancing its ability to provide economic and social benefits to the community. Successfully relocated in 1995, the City has since expanded the Market at its new site.

East Orange Community Market,
East Orange, New Jersey (established in 1992)
Public Market Partners assisted the City of East Orange establish an open-air market as part of the city's successful summer Jazz Fest. Areas of assistance included concept development and design, promotion, vendor recruitment, operating policy and management. A farmers' market coupon program was specially created for East Orange to serve low income residents and regional farmers.

By Ward Market,
Ottawa, Ontario (1991-1992)
Concerned with vandalism and under use of a pedestrian mall adjacent to the historic By Ward Market, the City of Ottawa retained Public Market Partners to develop a design and management concept for the space. Vendors now sell in the plaza and the space was redeveloped to attract desired uses with increased management flexibility.

Houston International Market,
Houston, Texas (1991)
Public Market Partners worked with a coalition of community-based groups in Houston's predominantly Latino East End to develop a concept and sponsorship plan for a public market facility. Funding for this project came from the Amoco Fund for Neighborhood Economies and the East End Progress Association.

Clarendon International Marketplace,
Arlington, Virginia (1991)
The Clarendon Alliance, which represents the small businesses in the downtown, planned to create an open-air market for food vendors and craftspeople. Public Market Partners assisted the group and the County Department of Economic Development prepare a plan for development and operation, which led to the market's successful opening.


From 1987 - 1991, Hilary Baum and Theodore Spitzer, principals of Public Market Partners, were the directors of the Public Market Collaborative. Some of their projects include:

French Market,
New Orleans, Louisiana (1989-1990)
Hilary Baum and Theodore Spitzer led a team of public market experts in conducting an extensive management and design study of the historic French Market. The team provided an assessment of the Market's mission statement, and proposed a reorganization of the product mix, operating policies, design, sponsorship, and management.

Springfield Public Market,
Springfield, Massachusetts (1989-1990)
As project director and project manager, respectively, Ms. Baum and Mr. Spitzer oversaw a feasibility study that identified the concept and a site for a new public market hall in downtown Springfield. Their work included analyzing potential sites, developing conceptual design plans, tenant mix, and development and operating pro forma for the new market.

North Market,
Columbus, Ohio (1989)
Ms. Baum and Mr. Spitzer led a team that assisted in the relocation and expansion of the historic North Market. Tasks included feasibility analysis, conceptual design, tenant mix, and development and operations planning. The Market successfully reopened in 1995.

Ardmore Farmers Market
Ardmore, Pennsylvania (1980-1985)
Elizabeth Finegan, Vice President at Market Ventures, Inc. served as Marketing Director to this project at its inception.

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