Salt Lake City planners can capitalize on existing factors and create a year-round public market that builds upon the success of the Downtown Farmer’s Market, creates a synergistic relationship with nearby businesses, and effectively augments the customer base for market vendors. And, following a district concept can lead to a market that successfully blends fresh produce, meats, seafood, flowers, baked goods, and ethnic foods with related retail and merchandise items. Also, complementary uses potentially include demonstration kitchens, cooking classes, sit-down restaurants, and small-scale food production facilities.

Assuming a site with adequate parking and pedestrian-friendly characteristics can be acquired along with sufficient capital funds for its development, a public market can be realized in the city, according to Ted Spitzer, an expert on public markets. He also is president of Market Ventures Inc. which has been recruited extensively by many cities to study the feasibility of such projects.

By following a district concept, SLC planners can mitigate some of the stiff cost burdens of a stand-alone project that vendors would face, says Spitzer, who also was project director of Portland, Maine’s successful public market. In a district approach, rents could be held to reasonable rates sufficiently attractive for small business owners and individual vendors and the load of ongoing costs such as maintenance and utilities could be spread equitably.

Central operations would be delegated to a marketing management staff of seven reporting to an independent board of directors. Ideally, staff members would have solid experience in capital fund-raising, public market operations, commitment to food sustainability, and community advocacy.

Working with relatively conservative numbers, Spitzer believes a year-round public market could generate more than $16.5 million in sales annually (from Utah residents and tourists) in a location encompassing an estimated 33,500 square feet. Incidentally, the 20 weeks comprising the summer farmer’s market generates roughly a bit more than $4 million in sales.

At the upper end are markets such as San Francisco’s Ferry Plaza which generates $50 million annually in sales. On the other hand, similar projects in Columbus and Milwaukee had generated estimated annual sales of $9.5 million and $5 million, respectively. Although both markets are located in more densely populated areas, Spitzer believes project design mistakes in both instances have stunted their revenue potential.

In Salt Lake City, Spitzer believes the market could break even by the second or third year. The feasibility study was commissioned by the Downtown Alliance.

As for location, Spitzer zeroed in on two of 29 possibilities: the area in and around the parking garage adjacent to the Ford Building near the intersection of 300 South and 400 West and the old central warehouse on 200 South between 500 and 600 west, near the new intermodal hub which will provide connections with the FrontRunner train that starts operating April 26. Spitzer believes these two sites lend themselves ideally to the district concept and provide a good pedestrian connector to Pioneer Park which is home to the farmer’s market.

Spitzer also cited two other locations as possibilities including the old Artspace area of the Pierpont District and the space in front of several food gems including Caputo’s Market and Deli, Aquarius Fish, and Carlucci’s Bakery.

As for vendors, preliminary research with 32 potential participants suggests that a public market is doable, according to Spitzer, who adds that ethnic communities could be strong in such a venture. Also, some of the vendors would like some flexibility in their involvement, indicating they would be willing to participate in “day tables” or maintain a market presence for just part of the year.

Overall, Spitzer’s suggestions seem to make sense for Salt Lake City. Sensitive to concerns that a year-round public market would have a negative impact upon the farmer’s market during the summer and early fall, he advocates the district concept which would help ensure that the current market’s foot traffic is sustained. Ideally, a farmer’s market near a public market and within the district provides local vendors, restaurateurs, store owners, and others with mutual benefits. Certainly, there are already impressive anchors with the likes of Caputo’s and Aquarius Fish.

Also, a public market signals Utah’s growing commitment to a sustainable food movement with individuals carving out niche leadership in agriculture and food policy. And, as Spitzer hinted during the presentation, consumers interested in sustainable agriculture also will take a look at other sustainable goods and services that could be offered at the public market.

This might include sustainable apparel, publications, health-related products, and other items. At key times of the year, a limited amount of non-food retailing of such sustainable products conceivably could enhance consumer perceptions of the market as a distinctive feature. To wit, the success of the city’s magnificent public library.

Smart management indeed would ensure that a wisely controlled amount of nonfood retail would not only attract and sustain consumer interest but also generate revenues from those idiosyncratic market spaces not necessarily conductive to food sales. Also, it could help compensate for seasonal fluctuations in the range of products offered by fresh food sellers. Spitzer also was careful to note that such uses should be discretely managed so they do not eclipse the market’s central mission and do not compete directly with offerings at the farmer’s market.

Taking Spitzer’s well-informed cues, one readily sees the potential brand value of a public market. That is, it attracts consumers who want to buy fresh food of high quality, gather and interact with others in the community, and learn more about environmentally sustainable practices. Also, it is an incubator, attracting and nurturing local growers and producers who seek to start or expand their businesses, reach a broad range of customers, and establish a permanent fixture for their operations.

With the feasibility study in place, the Downtown Alliance will pursue a cost analysis and possible funding sources. Spitzer estimates that between $11 million and $15 million will be needed to develop the project in its initial phase.