final REPORt january 2016

Transcription

1 final REPORt january 2016

2 Table of contents executive summary mgb pops season... one 06 THE OFF SEASOn mgb pops season... two 16 summary of... best practices 21 conclusion potential options... for a sustanaibility model 24 partners construction... schedule/timeline 29

3 EXECUTIVE SUMMARY In July 2013, Community Solutions, in conjunction with Ocean Hill Brownsville Neighborhood Improvement Association, submitted a proposal to activate a series of vacant lots in Brownsville, Brooklyn under the NYC Economic Development Corporation s (NYCEDC) LINK: Vacant Lot Temporary Activation Program. Community Solutions proposed four different activation strategies. The strategies included: 1) urban agriculture, 2) MGB POPS marketplace, 3) innovation and creative services lab and 4) film and art exhibitions space and cafe. Of the proposed activation strategies, NYCEDC selected MGB POPS marketplace - a popup, open-air market concept - which would support local entrepreneurs and small business owners in bringing unique services to the Brownsville community and stimulate economic activity in the neighborhood. On October 17, 2014, Community Solutions officially opened MGB POPS for business on a 2,500 square foot lot at 425 Mother Gaston Boulevard. Working with local artists, craftsmen and chefs, MGB POPS made use of six freestanding vendor kiosks and two repurposed shipping containers as the key structures in this newly designed space. Eight local vendors augmented the containers and kiosk to fit their needs as individual storefronts where they sold a variety of products including food, fresh juices, artisan jewelry, and clothing.

4 The first season came to a close in December 2014 and plans were begun to reopen in May We used the five month off-season to conduct a thorough analysis of our initial approach. We partnered with NYCEDC and engaged a consultant, Project for Public Spaces (PPS), to provide recommendations to improve overall operations, infrastructure, vendor mix, revenue projections, spatial analysis, and advertising/ communications. These learnings led us to moving away from being open 4 days a week to being only a Friday and Saturday marketplace with classes and meetups on Mondays through Thursdays. This reduction of market days combined with an increase in days the space was open to the community for flexible use meant we could reposition MGB POPS as a marketplace that provides exciting space for arts and cultural programming. This new strategy was aimed at engaging a larger number of Brownsville residents and local organizations as well as increasing economic activity. As anticipated, we experienced a steep learning curve during MGB POPS first season. Day-to-day market operations, neighborhood perceptions of safety along Mother Gaston Boulevard (a depressed commercial corridor), as well as how best to support vendors were all areas that would require highly flexible and responsive approaches. This learning curve was compounded by inclement weather during the winter season, which negatively impacted market attendance and sales. Despite these challenges, this period provided us time to collect invaluable, on-the-ground learnings that helped us to markedly improve the marketplace concept and operations during the second season.

5 Guided by this mission, we provided an affordable, low-risk outlet for local entrepreneurs and a safe, neutral space for arts and culture to the Brownsville neighborhood. We also had the marketplace successfully pop-up in locations outside of Mother Gaston Boulevard in order to expand the mission, introduce the brand and concept to different residents, as well as create and sustain buzz around the neighborhood. We iterated around this approach throughout the second season, which ran between May to November A mission for the marketplace emerged: MGB POPS inspires Brownsville s best by activating spaces with local talent, culture and community. By the end of the second season, our team could feel - and literally see through the marketplace data - the incredible progress we had made since our very first market day in October We had a much clearer understanding of what pulling off a successful market day looks like in Brownsville and we were able to duplicate that model even outside of our formal market space. Our pop-up market could and did travel to other parts of the neighborhood and other local organizations are now looking to us to bring a unique expertise to the table when they plan their own public events or need creative thinking around larger neighborhood revitalization projects. This momentum has brought a new kind of excitement - felt internally and externally - around the MGB POPS concept and the possibilities for its future. Of course, our vision for what MGB POPS could mean to a neighborhood like Brownsville is larger and longer term. Sparking economic development and increased public safety along the Mother Gaston Boulevard Corridor are top of mind, whatever direction MGB POPS takes. This is why we are working closely with the Brownsville Community Justice Center, the School of Visual Arts, the Pitkin Avenue Business Improvement District and the Municipal Arts Society to link Mother Gaston Boulevard to activities on the adjacent, and more active, Belmont and Pitkin Avenue corridors. Continued activation of the MGB POPS lot and targeted partnerships will allow us to expand the positive influence of the marketplace, support more local entrepreneurs, and play a greater role in stimulating longer term economic activity in and around the Mother Gaston Boulevard commercial corridor.

6 MGBPOPS SEASON ONE SEASON ONE GOALS 1 To provide a visually dynamic, vibrant and fun place for 8 local entrepreneurs to sell art, custom apparel, and food. 2 To provide small business support for the market s vendors and surrounding business owners. 3 To 4 To provide new retail opportunities, affordable retail space, programmed event space and night-life for the residents of Brownsville. be the impetus to revitalize the Mother Gaston Boulevard commercial corridor by providing new jobs, diverse retail and a safe public space.

7 SEASON ONE PROGRAMMING AND EVENTS MGB POPS programming and special events were curated to achieve the four main goals outlined above as well as generate marketplace visibility and foot traffic. Below is a graph highlighting season one s events that garnered the highest attendance and revenue. 350 attendees $4,030 total sales 460 attendees $273 total sales 120 attendees $117 total sales 150 attendees $763 total sales $ total sales Grand Opening 10/17/2014 An introductory event, connecting unique vendors to the Brownsville neighborhood. The opening event included live music, catered food, guest speakers, a ribbon cutting, a raffle, a step and repeat, and performances by local artists. Halloween Trick Or Treat Event 10/31/2014 MGB POPS and its vendors invited families to enjoy free Halloween treats. Made in Brownsville offered free, 3-D interactive masks to children and their parents. 1 st Open Mic Event 11/9/2014 Live spoken word, poetry, and music performances were offered by various artists. MIB Launch Fundraiser 11/15/2014 Made in Brownsville hosted a brand launch and benefit, which included a fashion show, entertainment, cocktails, and hors d oeuvres. Small Business Crawl Saturday 11/29/2014 A day of shopping to support entrepreneurs in partnership with Brooklyn Borough President, Small Business Services, and the Delta Sigma Theta Sorority. Elected Officials Senator Jesse Hamilton and Assemblywoman Latrice Walker were also in attendance.

8 Grand Opening at MGB POPS To watch video go to link bit.ly/20cfjnf

9 SEASON ONE BEST PRACTICES DESIGN AND CONSTRUCTION The design of the marketplace should add something new to the neighborhood s physical landscape but also blend in. Many residents were suspicious of the highly designed and customized marketplace because it is so out of context for public spaces in Brownsville. A more simplified but still attractive design (i.e. coordinating tables and tents versus custom kiosks) with room to grow would have been better received by the community. ENGAGEMENT Engage community residents in the buildout of the marketplace. We worked with partner organizations and employed residents as laborers from installing pavers to painting the wall mural. Not only does this give residents employment opportunities, it exposes and invests residents in the space and overall concept. WEATHER Open air markets thrive in warmer weather. The harsh winter season negatively impacted day-to-day market operations and vendor morale. It also disincentivized market attendance. PROGRAMMING The more programming the better. Layering in arts and cultural performances and activities led to the days of greatest foot traffic. It also encouraged vendors and local partners to creatively utilize the market space. PRACTICE Practice running the market for a week or two prior to opening is a requisite. Everything that can go wrong will go wrong (i.e. generator, internet, inclement weather). Practice practice practice before the grand opening. MARKETING Have a marketing plan in place pre-market opening with the understanding that you will likely have to make adjustments based on how the community receives and ultimately responds to information. Experienced vendors expect this. It is also important to have a structure in place before the market opens so that you can keep track of what works and what doesn t. VENDOR SELECTION & SUPPORT Participating vendors were in varying phases of starting and expanding their businesses. This meant that nearly all vendors relied heavily on Community Solutions staff for support and guidance (basic and advanced),which compromised staff s ability to focus on optimizing general marketplace operations.

10 SEASON ONE SUCCESS STORIES To watch video go to link bit.ly/20k4zx0 Everything Sticks and More Catering Owner: Venus Sutton House of Juice Owner: Danii Oliver Everything Sticks is a popular catering business utilized by residents and organizations based in the Brownsville and East New York communities. Prior to coming to MGB POPS, Venus was regularly preparing food for special events from a commercial kitchen. She was looking to expand her operations as well as increase visibility of her business by opening a storefront within or near the neighborhoods she already served. Danii Oliver is passionate about increasing availability of healthy, fresh food options in Brooklyn s low-income neighborhoods. Before becoming a vendor at MGB POPS, Danii had begun a fresh juicing business operated out of her home. In order to expand her operations, she sought out a storefront space. She experienced unexpected, and often disheartening, setbacks in her search. MGB POPS was a key breakthrough in expanding visibility of her work. Successes: Established first brick and mortar space as a Season 1 MGB POPS vendor Became a top grossing MGB POPS vendor and increased loyal customer base Operated in a bigger space at Arts East New York s renew Lots marketplace while maintaining vending space at MGB POPS second season Was recently accepted as a Pfizer Food Incubator participant Successes: Established first brick and mortar space as a Season 1 MGB POPS vendor Gathered key insights in serving low-income Brooklyn neighborhoods through a storefront Opened a fully operating store at 642 Rogers Ave, Brooklyn NY

11 THE OFF SEASON Dec May 2015 PROJECT FOR PUBLIC SPACES REPORT summary AND recommendations In 2014, we called on Project for Public Spaces as consultants to evaluate MGB POPS first season and make recommendations that would help set us up for a more successful second season. Given PPS national and international expertise in running marketplaces, we leaned on their knowledge to make MGB POPS a more vibrant and well frequented market for Brownsville. Through our work together, we wanted to identify opportunities for the market to increase vendors and customers through management and operations recommendations. We also wanted to explore new layouts and uses of the market space and think of amenities that could elevate the overall experience of selling and shopping at MGB POPS. PPS also helped us explore strategies that could strengthen partnerships between local organizations, vendors, and other partners who could positively add to market life. PPS made recommendations on 10 areas. Vendors Product Mix Public Space Economics Value Location Mission Connections Promotions Management

12 The most valuable takeaways from these 10 areas addressed our Vendors, Product Mix, Public Space, Promotions and Economics. Outlined below are summaries of these key recommendation areas and our experience in applying these recommendations during the off season into the second season. More information about the second season is outlined later in the report. Vendors: Recruit potential vendors rather than waiting for them to apply. Use online platforms and other markets to recruit vendors. Host orientation with potential vendors and full day trainings that include a description of the market, provide them with the market s mission statement and rules and regulations so they know the goals of the market and our expectations for vendors. 1. We actively recruited vendors through our social media platforms, and other online channels. This recruitment effort allowed us to build up a small roster of pop-in/guest vendors interested in operating on select market days or during big events. 2. We updated the vendor packets and orientation materials so we could better target more established vendors. 3. We focused on recruiting food vendors after recognizing that food generated the most revenue. 4. Working closely with Small Business Services, MGB POPS was able to provide vendors with business support during our weekly meetings. This support included business marketing skills training and more customized, one-on-one support for business owners. Product Mix: Develop a short survey asking potential customers what types of products they are interested in and/or have trouble finding in the neighborhood. Using the results of the survey and management s goals and mission for the market management should develop a wish list of products. Offer a variety of stalls to vendors to provide more opportunities and potentially increase product mix. 1. We conducted a survey around the neighborhoods desired product mix. Potential customers said they were interested in the following products: diverse food options, arts and crafts, healthy and/or personal essentials. Customers also stated that they would prefer prices to be a bit more affordable. 2. From the survey we also concluded that guest tables for vendors not interested in a long term commitment would help keep the market fresh and interesting from week to week. In the second season we would welcome many guest vendors to the market including Jamaican Jerk, Ancestral Beads, Kenwarm Design, Word Up Cafe, and The Wellness Market. To watch this video go to link bit.ly/20cjobr

13 Public Space: Improve the layout of the existing kiosks and amenities to increase functionality and create flexible, programmable space. Set up temporary vendors in available spaces who can easily set up and take down their display and products to expand and add to the market s product mix. Create a seating area and potential children s play area in the back of the market site. Use shade umbrellas in public seating areas to provide protection from the sun. They can be color coordinated to the current scheme and add another burst of color. 1. In partnership with the New York City Department of Transportation, we introduced street seating at the marketplace entrance. This dramatically increased the visibility of MGB POPS while providing additional seating and an occasional stage for performances. 2. We created a small seating area towards the front of the market to encourage audiences to remain at the market during spoken word and music performances. 3. We removed two vendor kiosks to allow for increased space for guest vendor tables and bigger staging space for live performances. Promotions: Develop a strong social media presence, including Twitter, Facebook and Instagram. Program the market every day with a demonstration of how a market product can be used or made, live music, samples, etc Pitch story ideas about vendors and products to local media for free advertising. Create simple, clear marketing materials such as signs, banners, a-frames, and fliers. Encourage local politicians to visit the market, or even make policy announcements at the market. 1. The office of the Brooklyn Borough President, Eric Adams, presented us with a public citation. I salute the organizers of MGB POPS Marketplace -- located on 425 Mother Gaston Boulevard-- for creating a Marketplace that was a direct response to the residents of Brownsville for more retail and food options in the community; I applaud their efforts to positively activate vacant property in the neighborhood to diversify retail opportunities, positive and visible change in the neighborhood of Brownsville; I commend the Brownsville Partnership, the New York City Economic Development Corporation and the Ocean Hill

14 Brownsville Neighborhood Improvement Association for collaborating together to offer resources and support that can meet the needs of Brownsville residents, while positively influencing the neighborhoods physical landscape; and I thank everyone for all that they have done to touch and improve the lives of many, helping to move our communities forward as One Brooklyn. 2. We hired a marketing consultant, Klade, to come up with a robust marketing strategy (see below for more information). 3. We hired an intern dedicated to increasing our social media presence. She attended our events to gather content and was in charge of regularly updating our pages. Having an intern to focus on social media helped us to more than double our Facebook following during the second season (from 252 to 549 likes). 4. We made our use of the MGB POPS logos and colors on our communications pieces more consistent to build brand equity. 5. We brought more attention to the marketplace by using creative wayfinding and setting up directional chalk boards throughout the neighborhood. 6. To help promote Mother Gaston Boulevard more generally as a shopping district, we created the MGB Passport. The passport allowed shoppers to collect stamps after purchasing from participating businesses along the corridor. Shoppers stamps made them eligible for savings at MGB POPS marketplace and entered them in a raffle for an ipad Mini. 1. We reduced the marketplace hours and days of operation which effectively lessened management costs. 2. The economics of the market is the most challenging, remaining hurdle. We established a clearer model to attract residents in anticipation of the second season, but breaking even and reaching profitability will require more time to further evolve and strengthen our approach. Taking our current momentum into account, we feel confident that in subsequent seasons we would be able to break even or reach profitability. Economics: Consider hosting the market for fewer hours or fewer days per week to bring management costs down. Using the PPS pro forma, determine what MGB POPS expenses are going to be for the 2015 season. With those expenses in mind it will be easier to determine what income is necessary to break even. Map out a range of stall fees that the market can sustain, based on stall location, product and vendor commitment to the market. Find partners to program the market.

15 MARKETING PLAN HIGHLIGHTS Based on our learnings from season one, recommendations from PPS, and support from NYCEDC we leveraged additional funds to establish a targeted marketing strategy to support larger marketplace goals and daily operations. We contracted a consultant, Klade Group, with deep ties to Brownsville and larger Central Brooklyn to lead implementation. Below is a list of high level marketing activities that Klade planned and would later execute for MGB POPS second season. MGB Pops longform video and short form videos to depict the concept, look, and feel of the marketplace to a larger audience. These videos were also aimed at highlighting tangible marketplace offerings. Bus shelter advertisements placed in Brownsville, Crowns Heights, Bedford- Stuyvesant, and surrounding neighborhoods. Submissions to local printed and online publications around special events and regular offering. Regular social media engagement (Facebook, Twitter, and IG). Weekly blasts to local residents. Event publicity to local community and larger Central Brooklyn. Weekly flyering directly at and around local housing complexes, key intersections, and highly frequented mass transit stops. Direct mailing (targeted 1,500 households in and neighboring zip codes). Radio broadcasts for special events.

16 MGBPOPS SEASON TWO SEASON TWO GOALS 1 Create opportunities for small business owners and entrepreneurs to grow and develop their business, by providing affordable vending space and business support. 2 Provide diverse food and retail options for the Brownsville community that are limited or unavailable. 3 Foster a vibrant and safe multi use public space for the community through events and programming. 4 To be the impetus to revitalize the Mother Gaston Boulevard commercial corridor by providing new jobs, diverse retail, and a safe public space. These goals were similar to those outlined for season one. But in 2015 our goals became more focused on streamlining market operations. We simultaneously worked towards increasing resident engagement with the MGB POPS concept by hosting pop-up events around the neighborhood and - alternatively - lending out the market space to specialized classes led by local arts and culture groups during non-operating hours.

17 SEASON TWO PROGRAMMING AND EVENTS During season two, we focused our efforts on programming for Fridays and Saturdays with events hosted by vendors or community partners. The graph below outlines events that garnered the highest attendance numbers and revenue. 250 attendees $1,749 total sales 300 attendees $375 total sales 200 attendees $102 total sales 213 attendees $133 total sales 120 attendees $663 total sales 375 attendees $878 total sales MGB POPS Season Two Opening 5/29/2015 Introducing new vendors to the Brownsville community and highlighting the success of last years vendors. Free food, music, raffle, and performances by local artists and marching band. Grand Opening of the Gregory Jackson Center for Brownsville - MGB Pops 1 st Pop-Up 6/26/2015 Moving MGB POPS marketplace to a new location in support of the opening of the Gregory Jackson Center for Brownsville. Urban Art Show/ Back to School Give Away/Gospel Fest 9/4/2015 Live art creation, free school supplies, performance by Jazzy Jumpers, and Brownsville Youthmarket cooking demo. Community Flea Greg Jackson Center for Brownsville 9/25 & 9/26 MGB POPS vendors and local vendors sell their merchandise. Jazz music performance. One Year Anniversary and Mother Gaston Better Block 10/17/ year celebration with live entertainment by violinist Feamone and artists from Destined to Leave a Legacy. Pitkin Pops - Pop up on Pitkin Avenue 10/23 & 10/24 In partnership with the Pitkin Avenue Business Improvement District, MGB POPS moved to Pitkin Avenue for a weekend. Free facepainting, stilt walkers, magic shows and music. Made in Brownsville fashion show and performance by marching band Royal Knights.

18 In addition to programming, we focused on increasing market attendance and revenue. We developed a clearer sense of the type of programming that piqued the interest of Brownsville residents. Live music, urban art expositions, and interactive cultural events created a new vibe for residents to explore. Although these events did not garner the attendance or revenue we saw during big events, we continued to regularly program them during market days and non-market days to cement the vibe of a relaxed and culturally enriched atmosphere. Examples of this programming include: Average attendance Play Brownsville Music and performance from the best and emerging musicians of Average attendance Urban Art Show Live art creation by We Care and opportunity to paint one s own canvas for free Average attendance Youth Market Cooking Demo Healthy food cooking demonstrations from Brownsville Partnership and Grow NYC s youth market employees Average attendance Music Heals Music performances by artists from Destined to Leave a Legacy Average attendance Textile Art/Free Yoga Local resident and dance teacher led free yoga classes while artists assisted community members in creating a large scale Brownsville themed quilt Average attendance Equal Education Initiative s Children s Art Camp Brooklyn artists collective engaged Brownsville youth in a summer camp Average attendance Chess Class and Tournaments Local resident and chess expert conducted a series of weekly chess classes followed by small tournaments Average attendance Brownsville Youth Empowerment Focus Group Engaging youth to become activist in the community through dialogue and neighborhood improvement projects.

19 SEASON TWO BEST PRACTICES LOCATION Mother Gaston Boulevard, although a major thoroughfare, is the most challenging location to conduct a market of this type in Brownsville. It is isolated by its distance from the main shopping district along Pitkin Avenue and Rockaway, frequent crime activity, and gang territory conflicts. OUTREACH Common forms of outreach and advertising didn t have a strong impact on foot traffic. We tested many different approaches such as flyering, social media, radio broadcasts, and community meeting presentations. We found that the type of programming, bigger events, periodic venue changes, as well as neighborhood ambassadors, and free giveaways had the most impact on market attendance. From talking with local residents and learning about the evolution of other community venues, we believe that neighborhood buy-in comes from firsthand experience and word-of-mouth. What marketing provides is name/brand recognition and the ability to inform those already bought in to the market of ongoing events, promotions and offerings. FREQUENCY Big, infrequent events get better attendance and generate better sales than a weekly market. These events allowed us to build neighborhood anticipation, cultural programming, and drum up stronger interest from vendors because foot traffic levels could be guaranteed and time commitment were more relaxed. LEAD UP We learned that it is best to engage the community in the space through cultural programming before the season begins. This allows the community to become familiar with the space before you engage them in buying. FREE SWAG Free offerings in the form of raffles, promotional items, and free services are popular and expected at Brownsville neighborhood events. More items produced more foot traffic.

20 SEASON TWO SUCCESS STORIES To watch video go to link bit.ly/1qcyeto To watch video go to link bit.ly/1qcypvb Honeybee Face & Body Art Owner: Avilda Whittmore Juju s Box Owner: Anthony Lopez Avilda first came to MGB POPS during season one as a customer. She was in search of the fresh juices sold by then MGB POPS vendor, House of Juice. Soon after visiting, she became interested in becoming a vendor herself as a means of providing a new, more public stage for her steadily growing face and body painting business. Successes: Established first brick and mortar space as a Season 2 MGB POPS vendor Made new connections to local families through daily operations One of the most demanded vendors during high attendance market days Chef Anthony is a Brownsville native who loves to cook. From a young age he was impressed by the power good food has to bring together and support community. Having already experimented with servicing small catering events, MGB POPS was an exciting opportunity to take his cooking abilities to the next step. Successes: Established first brick and mortar space as a Season 2 MGB POPS vendor Became a top grossing MGB POPS vendor and created loyal customer base Refined menus and business model with support from the more experienced vendors and our marketing consultant

21 summary of best practices DESIGN and CONSTRUCTION Use a simple, cost-effective design that leaves room to grow as the market evolves. Only use a design and construction management team that has expertise in creating marketplaces. LOCATION Analyze and learn your location so that you can address any challenges early on. WEATHER Open air markets thrive in warmer weather. ENGAGEMENT Engage community residents in the buildout of the marketplace. LEAD UP Before you start the market, engage the community in the space through free cultural and arts programming. PROGRAMMING The more programming the better. FREE SWAG Free offerings in the form of raffles, promotional items, and free services are popular and often expected in this lower-income community. MARKETING/OUTREACH Have a marketing plan in place understanding that you will likely have to make adjustments based on how the community receives and responds to information. VENDOR SELECTION & SUPPORT Curate, recruit and support. Strong food vendors gross the most revenue, foot traffic and repeat visits. PRACTICE Practice running the market for a week or two prior to opening. FREQUENCY Start with infrequent, well-programmed markets (i.e. once per month, once per quarter). Increase frequency based on demand.

22 CONCLUSION Temporary and long term activation of vacant spaces in Brownsville will play an integral role in the neighborhood s economic revitalization. Despite the main challenges of 1) developing a specially tailored outreach plan and 2) navigating the marketplace s less than ideal location, we were able to utilize Brownsville s local assets to transform a once vacant lot into a vibrant gathering place for local artists, entrepreneurs, and residents alike. We thoroughly succeeded in our mission to inspire Brownsville s best by activating spaces with local talent, culture, and community. This success has also come with a new perspective on the economic landscape of Brownsville and, more specifically, of Mother Gaston Boulevard. Like other businesses operating along the Boulevard, we felt the urgent need for revitalization of this depressed commercial corridor. While we always knew Mother Gaston Boulevard was a common area of concern for residents, our two seasons of handson investment have created within our team a deep set commitment to sparking this much needed sea change. We re committed because we ve literally seen and built upon the potential of something much bigger for the area and for Brownsville as a whole. We believe that with time, corridor revitalization can be accomplished by bringing together the right mix of on-the-ground and high-level perspective, financial investment, allied support, and commitment. We ve defined a more expansive vision born out of the momentum gained from the MGB POPS experience: Make Mother Gaston Boulevard a vibrant and fun place for the Brownsville community Ensure that existing businesses along the corridor have access to business support Ensure budding entrepreneurs have access to diverse space and other supports to test and expand their ideas Positively influence other revitalization efforts along the adjacent commercial corridor on Belmont Avenue and enable better connections to the thriving Pitkin Avenue Continue to generate positive narratives about Brownsville, Brooklyn and its residents

23 We understand from experience that the goal of turning a vacant lot into a profitable marketplace and eventually sparking the revitalization of a depressed commercial corridor is complex and will take time. It takes buy-in and financial investment from multiple city stakeholders. It takes alternative forms of support to bolster city financing. And it requires that the community have a stake in this vision of revitalization. It isn t an easy feat, but we ve already seen these crucial elements come together quite impressively over the two market seasons. Of course, it is within the Brownsville community that we are seeing this potential come to life most vividly. Our strongest supporters have been Brownsville s own local elected officials and members of Community Board 16. With established ties in the neighborhood, we know their support must be earned. And we ve earned it. They have been impressed by a new kind of positivity that MGB POPS made room for on a street with a long held negative reputation. While the successes won through MGB POPS might not have been monetary, the marketplace is now an exciting example of visible change in a neighborhood that is working to overcome disinvestment. Assemblywoman Latrice Walker the marketplace is now an exciting example of visible change in a neighborhood that is working to overcome disinvestment. If change is going to continue to happen within and beyond our marketplace lot and along the length of Mother Gaston Boulevard, someone must sound the alarm and galvanize the community and its allies into action. A new momentum has been tapped and we see MGB POPS as a uniquely positioned vehicle to drive broader change. We re excited by the prospect of rallying a group of committed actors in seizing this moment. To watch video go to link bit.ly/1naqsa6

24 POTENTIAL OPTIONS FOR A SUSTAINABILITY MODEL option 1 Execute a series of pop-up markets along Brownsville s major commercial corridors to drive economic revitalization. Community Solutions partners, Pitkin Avenue Business Improvement District and the Brownsville Community Justice Center, would utilize the MGB POPS brand to host pop-up markets throughout the community with a focus on vacant storefronts and spaces along the Mother Gaston Boulevard commercial corridor as well as Rockaway, Belmont, and Pitkin avenues. Community Solutions would provide strategic visioning and technical assistance. PROS: Harnesses the momentum gathered over the first two seasons of MGB POPS Provides an opportunity to address the economic development needs on a number of key corridors that have direct linkages to Mother Gaston Boulevard. Leverages grants from Small Business Services to Community Solutions, Pitkin Avenue Business Improvement District and Brownsville Community Justice Center to support corridor revitalization. Moves commitment away from day-to-day operations to short-term special event management. Requires no additional funding for buildout and operations. Requires limited funding for staff and programming. Can be implemented within 3 months. CONS: Discontinues the regular activation of the marketplace at 425 Mother Gaston Boulevard.

25 OPTION 2 Re-design the marketplace at 425 Mother Gaston Boulevard into an idea incubator and event space for local organizations, businesses, and creatives. This option would address a need that Community Solutions, our partners, and residents are very familiar with - a need for flexible community gathering and event space in Brownsville. PROS: Keeps the marketplace space regularly activated Could serve as an informal headquarters for small businesses along Mother Gaston Boulevard. Leverages a Small Business Services grant to Community Solutions focused on the revitalization of the Mother Gaston Boulevard commercial corridor and offering business support for its merchants. Allows MGB POPS food vendors Everything Sticks and JuJu s Box to continue to use MGB POPS as their brick and mortar location on a weekly basis, a possibility for which they have already expressed strong interest. Generates revenue from space rental fees that could subsidize operation and maintenance costs. CONS: Requires additional funding for re-design, buildout and operations. Requires day-to-day operations and maintenance by at least one dedicated Community Solutions staff person. Needs more time for implementation. Approximately 3-6 months.

26 A potential tenant could be Made in Brownsville - a local non-profit focused on reducing the number of disconnected youth in Brownsville by lowering their barriers to entry to the STEAM professions and increasing their relevant experience in the innovation economy. Made in Brownsville is currently one of twelve finalists in SBS s Neighborhood Challenge Request for Proposals where five to seven entrepreneurs will be awarded a $100,000 grant to activate vacant storefronts along commercial corridors in low-income neighborhoods like Brownsville. If awarded, this grant could leverage NYCEDC s investment in the marketplace and Mother Gaston Boulevard while also planting the seed for much needed industry in the neighborhood. PROS: One tenant could continue to activate the space while also providing cultural programming and training. Management and operations would be the sole responsibility of the new tenant. Community solutions could continue to provide strategic visioning, technical assistance, and oversight where necessary. OPTION 3 Re-design the marketplace to be occupied by one main anchor tenant. The ideal tenant would be a non-profit, for-profit or entrepreneur focused on youth engagement via the arts, music, technology and/or creative services. This partner would use the space as its headquarters and practice/production space. The MGB POPS pop-up event model could be utilized as one of many revenue generating events. CONS: Requires additional funding for re-design, buildout and operations. No or limited rental fees to defray operations and maintenance costs. Needs more time for implementation. Approximately 3-6 months.

27 Project Team Rosanne Haggerty, President Cherisse Abasali, Market Manager, MGB POPS Marketplace Emmily De Los Santos, Assistant Project Manager, Inspiring Places Jacqueline Kennedy, Interim Director, Brownsville Partnership Alvin Kim, Development Manager Maygen Moore, Senior Project Manager, Inspiring Places Alanna Milca Vaughns, Communications Manager, Neighborhood Initiatives For more information about MGB POPS call (929) or thank you

28 vendors Season 1 Everything Sticks Made in Brownsville House of Juice Top 20 Tops Blessit Couture & Clothing Designs Face Essentials My Secret Treasures Boutique Traci Lynn Fashion Jewelry Season 2 Honeybee Face & Body Art Juju s Box Made in Brownsville Bargain Boutique SQZ Bar Juice & Smoothies Poshe Fashion Ancient Blends Naturals Cocorite Art/Deco Season 2 pop-up vendors Word Up Cafe The Wellness Market Kenwam Designs Jamaican Jerk Marketplace Operation Vendors Maintenance: Equal Opportunity Consulting Corporation Security: SJ Solutions and Security & Protection Services Portable Toilet: Mr. John Generator: CAP Equipment Leasing

29 PARTNERS Key Implementation Partners New York City Economic Development Corporation New York City Department of Housing Preservation and Development New York City Department of Transportation New York City Department of Small Business Services Ocean Hill Brownsville Neighborhood Improvement Association ORE Design + Technology Residents of Brownsville Brownsville Community Justice Center Made in Brownsville Project for Public Spaces Klade Group Elected Officials Community Board 16 State Senator Jesse Hamilton - District 20 Assemblywoman Latrice Walker - District 55 Councilwoman Darlene Mealy - District 41 Brooklyn Borough President Eric Adams Programming & Collaboration Pitkin Avenue Business Improvement District Brownsville Community Justice Center East Kings County Alumnae Chapter (EKC) Delta Sigma Theta Sorority, Inc. Watoto Entertainment Funk the Formula Magazine Brooklyn Arts Council British Walker Shoes Ageless Poet Do You Enlightenment and Cultural Empowerment Services (D.U.E.C.E.S.) Elevated Expectations Equal Education Initiative s Children s Art Camp Destined to Leave a Legacy Sister Circle Green Arts Poet Cafe Grow NYC - Brownsville Youth Market Healing Hands Royal Knights Marching Band We Care - Urban Art Show Make Music New York Wellness Market New York City Police Department - 73 rd Precinct Brownsville Partnership Volunteer Corps

30 Construction Schedule/Timeline 5/2014 6/2014 8/2014 9/ / /17/2014 Contract signed between Contract signed between Approved access to Installation of Made in Build out of MGB POPS MGB POPS Grand Opening Community Solutions and Community Solutions and vacant lot & clean up Brownsville s MGB POPS Marketplace NYCEDC ORE Design + Technology done by the City Mural