By now, I have been interning in Boston Public Market for over a month. I feel that not only did I start to get used to the flow of the market, but more importantly, I have gained more insight of how the market functions. By understanding the Market’s mission better, I gradually realize what are some aspects I can do more to help. Besides, doing different jobs with many other interns in the Market also makes me realize my strength and weakness.
I might have mentioned this in my previous blog post, but it was not until now I have truly realized that the Market is one of its kind in Boston, even in New England. It is a grocery store, plus indoor farmer’s market, plus unity of small food business, plus public education, plus hand-on cooking classes. It is constantly experimenting with new activities and collaborations, from kid touring to cooperating with big health organizations. The wide range of activities the Market is conducting is not all spontaneous or solely experiments. Instead, they are all surrounding the five public impact goals of the Market: 1. Economic development, 2. Resiliency in the regional food system, 3. Education, 4. Public Health, 5. Affordability and access to underserved communities. These goals define the civic purpose of the Market’s activities. The changing nature of each activity, however, is due to the experimenting nature of the design. The Market is still really young—only turning two years old at the end of this month. Therefore, the Market is exploring the best way to reach the goals.
The division in the market facilitates each activity. There are two major division in the office: the operating team and the communication and outreach team. The operating team oversees vendor recruitment, security, market operation, and all the publicizing side of the market. Essentially, they are making sure that everything in the market is running smoothly. On the other hand, the communication and outreach team’s job involves public relationship, marketing, community engagement, etc. While the events design is more on the outreach side, if taking place in the Market, the actually carrying out process will definitely involve the collaboration between both teams. Meanwhile, after reaching out to certain organization and secured the event, the operation team would be the one to carry things out.
Even under same division, people with different personalities are partnered up to work together so that each single part of event would be carefully examined. For example, when the community and outreach chair Mackenzie came up with an idea of buying a mobile vehicle for transportation of fresh produce from the Market to our farmer’s market, her co-worker Amanda would suggest to make a list of stops to make, in order to write proposal. This really reflects on myself. I always know that I am not a creative or spontaneous genius, and I have been working hard to become one. But seeing the division in the Market makes me realize that I should identify my own strength and weakness, and focus on developing my strength instead of improve my weakness. Only in this way can I be a more capable person in the workplace, rather than someone who is constantly catching up with others.
picture retrieved from http://www.bostonmagazine.com/health/blog/2017/06/30/bpm-blueberry/
As for the event designing part, for the first year (2015), the Market’s communicating engagement chair was constantly reaching out to other companies and organizations. However, starting this year, there has been some organizations coming to the Market and offered us event. Mostly, Boston Public Market facilitate programming, either by offering space or staff members. For example, the Market is currently conducting “Fresh Friday.” Fresh Friday is a program that Boston Public Market collaborating with Boston Children Museum and Harvard Pilgrim Health Care Foundation. During which we offer fresh vegetables and fruits for free to the museum visitors on Friday night. We get our fresh produce from our produce vendors Siena Farm and Stillman’s Farm, and then transported them to Boston Children Museum in our “Blueberry”— a bright blue, electric “produce trike.” One or potentially more of our prepared food vendors also participate in this program by offering kids and their families something different. “I’ve never seen people ‘attack’ vegetables like this.” Mackenzie proudly concluded. This kind of collaboration is a bit like a reward. After an entire year of outreaching, people are now willing to offer, program, and fund events for the Market.
Overall, I would consider the Market as a developing and growing marketplace. As I mentioned previously, the entire food industry is going on great changes now. The big (old) food companies used to own the entire food chain, from assembly to food truck. However, now more and more organizations start to appreciate and encourage the development of small business, which I do think will be the future of the food industry: more and more platform for small business to grow themselves, constantly bring to the public their ideas, and collaborate with other small business spontaneously. This kind of market is more flexible, vivid and extremely popular. Boston Public Market encourages the development of local food business, in the goal of raising the public awareness of food sustainability, nutrition, and community health. As an intern in the Market, I do feel that it is more than what I do that can help the Market, but more about experiencing the environment and deepening my understanding of the Market’s mission. From there, combining with my own background, I will be able to provide my idea and in this way, aiding the development of the Market.