MGB POPS | Brownsville, Brooklyn

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executive summary
mgb pops season one
THE OFF SEASOn
mgb pops season two
summary of best practices
conclusion
potential options for a sustanaibility model
partners
construction schedule/timeline

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 pop-
up, 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.

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.
The first season came to a close in December 2014 and plans were begun to reopen
in May 2015. 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.

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 2015.
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 2014. 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.
“A mission for the marketplace emerged:
MGB POPS inspires Brownsville’s best
by activating spaces with local talent,
culture and community.”

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 provide new retail opportunities, affordable retail space, programmed event space and night-life for
the residents of Brownsville.
4 To be the impetus to revitalize the Mother Gaston Boulevard commercial corridor by providing new jobs,
diverse retail and a safe public space.

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
460
attendees
120
attendees
150
attendees
62
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.
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.
1st
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.
$4,030
total sales
$273
total sales
$117
total sales
$763
total sales
$772
total sales

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

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.
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.
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.

SEASON ONE SUCCESS STORIES
Everything Sticks and More Catering
Owner: Venus Sutton
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.
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
House of Juice
Owner: Danii Oliver
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:
• Gathered key insights in serving low-income Brooklyn neighborhoods through
a storefront
• Opened a fully operating store at 642 Rogers Ave, Brooklyn NY
To watch video go to
link bit.ly/20k4Zx0

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.
THE OFF SEASON… Dec 2014 - May 2015
| Vendors
| Location
| Product Mix
| Mission
| Public Space
| Connections
| Economics
| Promotions
| Value
| Management

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

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

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.
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.
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.

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 email 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 11212 and neighboring zip
codes).
• Radio broadcasts for special events.

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.

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
300
attendees
200
attendees
213
attendees
120
attendees
One Year
Anniversary and
Mother Gaston
Better Block
10/17/2015
1 year celebration with live
entertainment by violinist
Feamone and artists from
Destined to Leave a Legacy.
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 1st
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, perfor-
mance by Jazzy Jump-
ers, and Brownsville
Youthmarket cooking
demo.
Community Flea
Market @ Greg
Jackson Center
for Brownsville
9/25 & 9/26
MGB POPS vendors
and local vendors sell
their merchandise. Jazz
music performance.
$1,749
total sales
$375
total sales
$102
total sales
$133
total sales
$663
total sales
375
attendees
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.
$878
total sales

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:
50-75
Average
attendance
Play Brownsville
Music and performance from the
best and emerging musicians of
40-80
Average
attendance
Urban Art Show
Live art creation by We Care and
opportunity to paint one’s own canvas
for free.
40-80
Average
attendance
Youth Market Cooking Demo
Healthy food cooking demonstrations
from Brownsville Partnership and
Grow NYC’s youth market employees.
50-75
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.
20-30
Average
attendance
Equal Education Initiative’s
Children’s Art Camp
Brooklyn artists collective engaged
Brownsville youth in a summer camp.
10-15
Average
attendance
Chess Class and Tournaments
Local resident and chess expert
conducted a series of weekly chess
classes followed by small tournaments.
10-15
Average
attendance
Brownsville Youth
Empowerment Focus Group
Engaging youth to become activist in
the community through dialogue and
neighborhood improvement projects.
50-75
Average
attendance
Music Heals
Music performances by artists from
Destined to Leave a Legacy.

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.

SEASON TWO SUCCESS STORIES
Honeybee Face & Body Art
Owner: Avilda Whittmore
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:
• Made new connections to local families through daily operations
• One of the most demanded vendors during high attendance market days
Juju’s Box
Owner: Anthony Lopez
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:
• 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
link bit.ly/1QCyPVB
link bit.ly/1QCyEto

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.
FREQUENCY
Start with infrequent, well-programmed markets (i.e. once per month, once per
quarter). Increase frequency based on demand.
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.

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 hands-
on 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
CONCLUSION

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.
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.
link bit.ly/1nAqsA6
“the marketplace is now an exciting example
of visible change in a neighborhood that is
working to overcome disinvestment.”
Assemblywoman Latrice Walker

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.

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.

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.
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.
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.

thank you
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) 252-9286 or email edelossantos@cmtysolutions.org

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
vendors

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 - 73rd
Precinct
Brownsville Partnership Volunteer Corps
PARTNERS

Construction Schedule/Timeline
Contract signed between
Community Solutions and
NYCEDC
Contract signed between
Community Solutions and
ORE Design + Technology
Approved access to
vacant lot & clean up
done by the City
Installation of Made in
Brownsville’s MGB POPS
Mural
Build out of MGB POPS
Marketplace
MGB POPS Grand Opening
5/2014 9/2014 10/17/20148/2014 9-10/20146/2014

MGB POPS | Brownsville, Brooklyn

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