BUSINESS OUT OF THE BOX
CHARETTE REPORT
A Final Report from a November 12, 2013 charrette held to explore the expansion of Toronto’s first shipping
container market as well as the launch of a new market in the inner suburbs.
Scadding Court Community Centre
707 Dundas Street W
Toronto, ON
CHARRETTE SPONSORED BY:
BUSINESS OUT OF THE BOX CHARETTE REPORT
2
CHARRETTE ACKNOWLEDGEMENTS
Through so much of the Business out of the Box project, we have relied on the expertise and support of
our partners. This charrette was no different. With over 90 people attending that day, and five
incredible sponsors, we could not have done this without you. We are overwhelmed by the number of
people and organizations willing to lend their time, ideas and resources to this unique project. Thank
you for thinking creatively with us!
SPECIAL THANKS GOES TO:
 Our Event Sponsors: RioCan and Storstac
 Our Associate Sponsors: LGA Architectural Partners, and RAW Design
 The Market 707 vendors who provided all the delicious food for the charrette
 Paula Kaston for her work in producing the short film on Business in a Box, which debuted at the
Charrette (now available on YouTube at: http://www.youtube.com/user/market707)
 Everyone who accepted our invitation to participate, taking the time to come and share their
expertise, opinions and passion for city building
BUSINESS OUT OF THE BOX CHARETTE REPORT
TABLE OF CONTENTS
PAGE
CHARRETTE ACKNOWLEDGEMENTS
2
EVENT OVERVIEW
4
INTRODUCTION: ABOUT BUSINESS OUT OF A BOX
5
EVENT DETAILS
6
CHARRETTE OUTCOMES
CONCLUSION
DISCUSSION THEMES
7
DUNDAS AND BATHURST MARKET 707 EXPANSION INTO A MALL
8
MARKET 707 EXPANSION SWOT ANALYSIS
12
JANE AND WILSON SHIPPING CONTAINER MARKET LAUNCH
13
JANE AND WILSON MARKET SWOT ANALYSIS
16
NEXT STEPS
17
ADVISORY COMMITTEE
18
CHARRETTE ATTENDEEES
19
PRESS ON THE CHARRETTE
20
PRESS ON MARKET 707
20
BUSINESS OUT OF A BOX/MARKET 707/SCADDING COURT
20
TOOLKITS/REPORTS
20
SHIPPING CONTAINER MALLS: INSPIRATION FROM AROUND THE WORLD
21
APPENDIX
3
BUSINESS OUT OF THE BOX CHARETTE REPORT
4
EVENT OVERVIEW:
On November 12, 2013, Scadding Court Community Centre held a design charrette to explore the
potential for Shipping Container markets in Toronto. The discussion considered the expansion of
Toronto’s first shipping container market, Market 707, (located near Bathurst and Dundas in downtown
Toronto) into a shipping container mall, as well as the launch of a new market, (to be located at Jane
and Wilson in the inner suburbs of Toronto). With over 90 people in attendance from across a broad
spectrum of expertise and experience, the full day event resulted in an overwhelming amount of
discussion, imagination and shared ideas, and was even reported on by Al Jazeera to a global audience.
The following five overarching themes were presented to 8 groups—4 for each site, to facilitate
discussion: Micro-Enterprise Incubation/Economic Resiliency, The Built Form, Public Policy, Community
Development, Food Security. This report articulates the findings from the day’s brainstorming, and
creates a base of knowledge from which both of these projects may proceed to the next level of
development. Although the two markets share many fundamental aspects, the charrette helped
delineate the specific concerns, needs and solutions that each distinctive site and surrounding
communities present, in order that both projects are successful and sustainable.
Although referred to as Business in a Box previously, this project has since been renamed Business out
of the Box, and this change will be reflected both throughout this report and into the future.
CHARRETE ATTENDEES DIVIDED INTO TWO SECTIONS OF FOUR GROUPS EACH
BUSINESS OUT OF THE BOX CHARETTE REPORT
5
INTRODUCTION
ABOUT BUSINESS OUT OF THE BOX
For many of Toronto’s most promising entrepreneurs, the capital, physical space and support necessary
to start a business are out of reach, leaving low-income entrepreneurs with few options to realize their
dream and their potential. This does not have to be the case. In 2010, Scadding Court Community Centre
(SCCC) initiated Market 707, a retail market created entirely out of repurposed shipping containers.
These affordable, flexible spaces have created a home for 19 businesses providing street food and goods
and services; operated by a mixture of local residents, youth, newcomers, and those looking to start
something entirely their own.
Out of the success of Market 707, SCCC has developed the Business out of the Box model. This model
synthesizes the logistical and operational learnings that we have gained through Market 707, along with
expertise and tools that have been developed in collaboration with a host of partners including
McMillan LLP, the Metcalf Foundation, Ryerson University’s Diversity Institute, the Ontario Centres of
Excellence, the Toronto Community Foundation and KPMG.
With gaining momentum and poised to launch and expand at two sites in Toronto, SCCC realized that we
could not do this project alone. So we called together all of our friends to help us lay out the next steps
and ideas for how Business out of the Box could continue to grow.
BUSINESS OUT OF THE BOX CHARETTE REPORT
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EVENT DETAILS
The Business out of the Box Charrette was a one-day design workshop that focused on the replication
and expansion of the Business out of the Box model in two particular sites in Toronto.
1. The expansion of Market 707 located
at Dundas and Bathurst:
As a showcase and exploration of the
potential scale of a shipping container
mall, SCCC aims to expand Market 707
with an additional 30 shipping
containers equating to approximately
50-60 spaces for micro-enterprise.
2. The creation of a new market site located at
the intersection of Jane Street and Wilson
Avenue:
In partnership with the Centre for Spanish
Speaking Peoples (CSSP) and Toronto
Community Housing (TCH), this new, smallscale market will transform a parkette with
shipping containers aimed to engage with and
address concerns unique to the local
community.
These two sites present vastly different contexts for the Business out of the Box model, which is exactly
what made this day so exciting. Whether for a downtown location or Toronto’s inner-suburbs, shipping
containers can be used to transform underutilized spaces into job opportunities and spaces for bringing
community together.
The aim of the charrette was to develop a clear picture of how to evolve these two distinct projects in
such a way that makes the most of local economic opportunities, while building healthy communities
through place-based planning, community animation and food security strategies. With experts
including SCCC staff, local community members, City of Toronto staff, urban planners and architects,
community service professionals, academics and researchers, entrepreneurs, small business experts and
many more (see the Appendix for a full list of attendees) the event was abuzz with incredible ideas for
these two projects.
BUSINESS OUT OF THE BOX CHARETTE REPORT
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CHARRETTE OUTCOMES
DISCUSSION THEMES
The attendees were divided into eight groups focusing on one of the two sites. The following five
themes guided the day’s discussion:
The ability to withstand financial shocks and recover from or adapt to
MICRO-ENTERPRISE economic misfortune or change is fundamental to the success of
INCUBATION / ECONOMIC micro-enterprises and small businesses throughout Toronto. How
RESILIENCY could Business out of the Box enhance your community’s economic
resilience?
Shipping containers can be used to transform underutilized
THE BUILT FORM
spaces into community assets. How should the physical space be
used or function to support a safe, vibrant, economically
successful space for the community?
Many governmental organizations operating in Toronto have as part
of their missions supporting the development of local community
PUBLIC POLICY
services and resiliency. In what ways does local public policy help or
hinder Business out of the Box?
How can Business out of the Box effect positive change in your
COMMUNITY DEVELOPMENT community and improve both the overall health of community
members and the community’s ability to control its future?
An important objective of Business out of the Box is addressing the
FOOD SECURITY lack of healthy, affordable, diverse sources of food in your focus
neighbourhood. How could this project improve food security?
BUSINESS OUT OF THE BOX CHARETTE REPORT
8
MARKET 707 – SUMMER OF 2013
DUNDAS AND BATHURST
MARKET 707 EXPANSION INTO A CONTAINER MALL
A recurring theme for the groups that focused on the Market 707 expansion, was the need for this
expansion to be an opportunity for both creating a distinctive destination that draws in the broader
public, while simultaneously continuing to be inclusive of local residents. An Alexandra Park community
member highlighted that those in community housing, in particular, face many barriers to community
involvement and entrepreneurial engagement; so ensuring broad appeal will help Market 707 achieve
its fundamental goals. More than just inclusive retail space, vendors and service providers need to
consider offerings for all demographics and income groups. Most importantly, the expansion needs to
live up to the foundational values of Market 707: sustainability, health, diversity, and inclusivity.
MICRO-ENTERPRISE INCUBATION/
ECONOMIC RESILIENCY
KEY CONCEPTS:
O EQUITABLE AND EFFECTIVE
MARKET ADMINISTRATION
O VENDOR COLLECTIVITY
O MARKETING & COMMUNITY
ENGAGEMENT
O STRENGTHS, WEAKNESSES,
OPPORTUNITIES, THREATS
Strategies for equitable and effective market
administration were discussed at great length. For a
successful incubation program Market 707 may
require certain standards, objectives and measures of
success. If Market 707 could provide partner agencies,
potential new launches of shipping container markets
in Toronto or even prospective vendors a Pro Forma
balance sheet to describe their financial history and
success, as a proof of concept or feasibility, it may
convince a greater variety of vendors to participate.
Suggestions for creating flexible and inclusive vendor supports included:
 Requiring successful vendors to mentor newer ones;
 Offering permanent, semi-permanent or short term/daily leases which would allow vendors to
learn from their failures in a less expensive manner; while catering to different entrepreneurial
styles and skillsets;
 Creating a graduation program, in the manner of the Danforth Storefront Revitalization program
where longer-term vendors are expected to pay back into the market in exchange for staying
longer, this payment could be in the form of mentorship or cash payment.
Encouraging opportunities for vendors to work collectively and support each other was identified as
being important and beneficial for individual vendors—especially those just starting up. Collective
purchasing, shared business services, marketing, as well as providing complementary product and
DUNDAS & BATHURST
BUSINESS OUT OF THE BOX CHARETTE REPORT
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service offerings to develop synergies were seen as something to be encouraged—advancing the
important role SCCC plays as a facilitator.
Community engagement and an effective communications strategy for Market 707 were seen as
critical for the sustainability and economic resiliency of the project. The discussion groups reinforced the
need for SCCC to determine how they would promote the mall and how they could support individual
vendors to have effective and corresponding communications strategies. Critical to this is having both
consistent messaging and communication channels through neighbourhood maps and online
directories, as well as rotating or changing “attractions” such as pop-up shops.
In envisioning the space, participants touched on the need
for an improved sense of arrival, sense of identity and sense
KEY CONCEPTS:
of place for the expanded market, which is not strong enough
O SENSE OF IDENTITY
with Market 707 as it exists today. Examples included a
O ACCESSIBLE, SAFE AND
‘tower of containers’ landmark that may be up to 9
WELCOMING
containers high, gateways and prominent signage, all of
O COMMUNAL GATHERINGS
O CRITICAL MASS
which would draw in passersby as well as act as a
promotional instrument. The market also presents an
opportunity to knit together neighbouring districts. This would act to mitigate the sense of isolation and
discontinuity felt by pedestrians when approaching from the Dundas West business area, Kensington
Market or either direction on Bathurst Street and improve pedestrian flow.
THE BUILT FORM
Stacking the shipping containers into two storey shops would be both attractive and functional. The
second storey potentially serving as administrative or stock space, or as greenhouses and patio areas.
It is critical for Market 707 to be accessible, safe and welcoming for attendees. Through collaboration
with public transit authorities Market 707 could improve public access to the project by including
Market 707 as an announcement at nearby stops, shown on transit maps, as well as serviced by special
Sunday/holiday stops. Additionally, the safety of pedestrian access could be improved. Concerns were
raised regarding the speed of adjacent traffic and the lack of safe crosswalks to the Dundas Street
frontage, especially for children and the elderly. Traffic calming devices may act to help make the
market safer and could add additional amenities such as additional patio space.
Parking was seen as a limitation at this site, especially with the potential of using the current staff
parking as part of the mall itself.
Attendees highlighted the need for safety to be considered in terms of creating or eliminating physical
barriers and visual continuity with the additional containers. Reducing the linear monotony from a
series of containers would be desirable, while still considering the benefits both esthetically and
commercially to the maintenance of sightlines. The creation of pockets of space to congregate through
shipping container placement may also result in concerns for safety and surveillance, especially during
slow times, darker times of the year as well as overnight.
DUNDAS & BATHURST
BUSINESS OUT OF THE BOX CHARETTE REPORT
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Spaces for communal gatherings and activities were considered important for the success of the
market. Existing community gardens found on the property should be integrated in the layout of the
expansion, or could be replaced with container roof-top gardens on the new shipping containers.
Including spaces for community events, stages and gatherings was also considered important to
continuing to make this a community-oriented space that can showcase local talents or gather
Torontonians.
It would be beneficial for the expansion to quickly achieve critical mass, thus allowing the vendors the
opportunity to succeed and gain benefit from the buzz created from the launch. The mall could still be
built in stages or phases, but each phase should be significant and eye-catching in order to set the stage
for success.
PUBLIC POLICY
KEY CONCEPTS:
O ENGAGEMENT WITH LOCAL
GOVERNMENT
O BUILDING ON PRECEDENTS
Engagement with local government was observed to be
important yet potentially complex. Market 707 is located
on the boundary of two large, complex downtown wards
(20 and 19), it sits in a vacuum between distinct Business
Improvement Areas (BIAs) and the nature of project means
it must deal with multiple levels of city bureaucracy.
In response to this, it is important for Market 707 to
continue building its relationship with the City; to continue being involved with the process of
developing the surrounding community and how this may involve Market 707 is important. As it grows,
SCCC might want to advocate for a new category for this form of urban revitalization that could fasttrack applications for this innovative, “neither permanent nor necessarily temporary”, form of
redevelopment. Additionally, SCCC might also gain more buy-in from the development industry to allow
for shipping container markets on interim stage development sites by having City Hall require interim
use in order to maintain community services and vibrancy. At a provincial level, permits and licensing
may also need to be developed and negotiated for a stand-alone market, individual vending practices or
special events—liquor licensing was mentioned as an example of this.
Market 707 should strive to build on precedents of local residents unifying to effect change in public
policy in order to maintain local community engagement and grassroots initiatives. Examples such as the
success of The Friends of Dufferin Grove Park experience could help ease the way.
DUNDAS & BATHURST
BUSINESS OUT OF THE BOX CHARETTE REPORT
COMMUNITY DEVELOPMENT
KEY CONCEPTS:
O SENSE OF LOCAL OWNERSHIP
O COLLABORATION/PARTNERSHIP
O PROVISION OF LOCAL SERVICES
11
Community development requires a vested interest in
the Market, with a sense of local ownership from the
surrounding community resulting in a sustainable,
economically resilient project.
To engender such values and sentiment, Market 707
could set up a quota for local community resident
vendors, and provide enrichment programming and meeting spaces for those perhaps lacking accessible
common areas or even living rooms, in which to socialize. The provision of WIFI access in the outdoors
as well as comfortable, sheltered seating would be a great way to create a ‘sense of place’ and
familiarity. Collaboration and partnership with other large public organizations, such as the adjacent
Toronto Western Hospital, Toronto Public Library as well as local businesses would similarly further a
sense of unity and common purpose.
The provision of local services (for example during the upcoming Alexandra Park revitalization) may
mitigate community service disruptions neighbouring residents may experience. With new property
developments occurring in the local area, Market 707 should be flexible enough to cater to the needs of
such changing demographics. Local participation may be fostered by way of a “Business-School-in-aBox”-type program, or entrepreneurial training centre, which would act as a resource/training depot in
one of the shipping containers.
FOOD SECURITY
KEY CONCEPTS:
O ACCESS AND
AFFORDABILITY
O LOCAL SOURCES
O EFFICIENCIES
Participants spoke to the availability of food access and
affordability, covering a range of concerns. Religiously
appropriate butcher shops in the neighbourhood, the
provision of discounts for students, the elderly and lower
income residents nearby, were discussed as some examples
of this. Group purchase discounts may also encourage both
sales and loyalty.
The use of local sources of ingredients should be encouraged and would create collaborations and
synergies from which both the market and surrounding community may benefit. To this end, the
container roofs could grow food used and sold on site, and if possible entire ‘shipping container
greenhouses’ could be placed on top of ground-level retail to have year-round production as well as the
potential to grow products which are more difficult to find locally. Similarly, efficiencies could arise from
lower level vendors providing the heat necessary in winter months, to rooftop greenhouses. Such
synergies between vendors may engender complementary uses: ingredients from one vendor for
another, potentially allowing for customers to create a meal at a reduced rate between multiple
vendors.
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MARKET 707 EXPANSION SWOT ANALYSIS
Many of the ideas introduced during the day’s discussion are better contextualized by way of a SWOT
exercise:
STRENGTHS






Offers low overhead costs for startups
Flexible, customizable shop designs
Reduced business risks/ financial
commitments
Innovative concept, unique market
experience, responsive to community needs
Allows for engagement with/feedback from
passing pedestrians
Shared use of resources and vendor synergies
WEAKNESSES (& recommendations)



OPPORTUNITIES






Location: proximity to Kensington Market,
Chinatown, Queen Street West, Dundas West,
Little Italy
Location: Dundas and Bathurst used as an
informal labour pickup spot/Toronto western
Hospital/Toronto Public Library
Rising retail real estate values in neighbouring
districts versus low overhead costs of Market
707
Vehicles stuck in downtown traffic—potential
patrons
New property development occurring along
Bathurst –altering demographic mix and needs
of surrounding neighbourhoods
Alliances with think tanks and post-secondary
institutions
Vendor business know-how/expertise
(mentorship programs and business coaching
will address this)
Promotion of concept: Social Media presence/
a Market 707 cellphone app
Space: Storage of inventory, limitation in range
of product offerings (potential for customized
container designs, or communal containers for
storage)
THREATS (& recommendations)




Climate: the draw of an outdoor market in the
cold or wet months (may be mitigated by
design and programming)
Lack of vendor access to start-up capital / grant
sources and entrepreneurial loans
McDonalds, Tim Horton’s, Starbucks as well as
other existing neighbourhood bricks-andmortar retail businesses may oppose lowoverhead competition
Retail/food market saturation (a needs
assessments should be done to discover
underserved niches)
DUNDAS & BATHURST
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JANE AND WILSON
SHIPPING CONTAINER MARKET LAUNCH
The Jane and Wilson groups spoke to the necessity for this novel undertaking to achieve a certain critical
mass with respect to the number of vendors, and to create the necessary awareness for a sustainable,
economically viable market. Prior to launch, the Centre for Spanish Speaking Peoples (CSSP) and Toronto
Community Housing (TCH) should conduct a needs assessment to determine the viability of the project.
Additionally, an inventory of community resources would also be valuable, so as to be able to quickly
address local concerns while creating a buzz in the community that popularizes the concept.
Much as with the Market 707 site, charrette participants
emphasized the importance of equitable market
administration as a fundamental aspect of the successful
KEY CONCEPTS:
operation of the future Jane and Wilson Market, according
O EQUITABLE MARKET
to the four breakout groups. In order to achieve this, a wellADMINISTRATION
organized and defined mandate, with clearly stated goals for
the space and the market, which addresses all stakeholder
needs, is necessary for effective administration. An advisory committee, comprised of key local
stakeholders should be established to oversee this project.
MICRO-ENTERPRISE INCUBATION/
ECONOMIC RESILIENCY
Furthermore, a strong market coordinator, capable and authorized to regulate and recruit vendors, with
an understanding of the reality of the surrounding community is critical. Of vital importance is rigorous
planning, coordinating and scheduling of both programming and vendor participation. A clear,
transparent process should be established for the application process of prospective vendors. The
market should provide a business support framework through the collaboration of CSSP and TCH, and
other local stakeholders.
In envisioning the space of the future market, it was
mentioned that the existing site, which is currently vacant and
KEY CONCEPTS:
underutilized, has tremendous potential to be made to feel
O SAFE AND WELCOMING
welcoming and safe at all times of the day as well as year.
O SITE ACCESS
This could be done through:
 Lighting and security cameras
 Strategic container placement that allows for visibility
 A footbridge over Black Creek, allowing for entry and exit from different directions
THE BUILT FORM
Creating safe pedestrian pathways is critical for the success of the market. As an inner suburb of
Toronto, passing pedestrian traffic is less consistent and numerous than downtown. Most potential
visitors will be from the two bus stops and/or residents drawn from the neighbouring residential towers.
Furthermore, with fast and dense vehicular traffic, there is a need to create a welcoming, calm, public
space. With good design people may be more inclined to use the space for shelter, meeting and
shopping.
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BUSINESS OUT OF THE BOX CHARETTE REPORT
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One container may be designated as a TTC overflow shelter/information, transit pass sales kiosk. The
market should incorporate public art, potentially from local residents, themselves. Storage at the market
will be scarce, when compared with SCCC being adjacent to Market 707; specific shipping containers will
be necessary in order to store communal property.
The physical layout must also take into consideration that the market is located on a floodplain, with the
Black Creek flowing along its periphery; there is a risk of flooding on this site. Ways to mitigate the
associated risks might be to elevate the containers to prevent interior flooding. Rain barrels too, may be
used on the roofs of the containers to collect rainwater for reuse. With the TRCA providing an easement
for the operation of this market, of concern may be how restrictive any constraints stipulated might be,
especially with regard to how versatile the space would be with regard to design, as well as
programming.
Access to the site will need to be enhanced for both pedestrians and public transit users. Walking paths
from neighbouring residential towers to the market area may need to be created. Local residents
currently use a diagonal ‘desire line’ walking shortcut, and the placement of containers may reinforce
this use and benefit from such foot traffic. Snow removal in winter must be arranged for in order to
maintain the pedestrian flow throughout the year.
Signage will be necessary for effective way-finding, as well as for promotion. Efforts to create places to
park vehicles nearby may enhance access—this may involve partnering with the management of the
nearby strip malls. Making bus transfers available to permit a layover at the market without having to
pay a new fare would enhance patronage. Similarly, working together with the TTC, a “Next Bus at:”
display at both bus stops, and perhaps within the market area would help patrons plan their visit and
enhance the market experience.
Additional required amenities include public washrooms since there are no public washrooms in close
proximity to the Jane and Wilson site, as well as adequate seating for patrons.
Local residents need to engage with local government as
well as with community agencies on marketing this project.
KEY CONCEPTS:
Community-based projects such as this should be building
O ENGAGING WITH LOCAL
relationships with political ‘champions’ within the municipal
GOVERNMENT
government & policy staff to overcome bureaucratic
obstacles in policies and procedures. The organizations,
agencies and levels of government responsible for this tract
of land, its permitting as well as its surroundings, needs to be clearly delineated and understood; an
example being snow removal or grass maintenance. The question of whether income from participating
as a vendor may impact housing requirements of TCH residents was raised. This may have to be
negotiated with TCH to encourage the participation of residents.
PUBLIC POLICY
JANE & WILSON
BUSINESS OUT OF THE BOX CHARETTE REPORT
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A strategy is needed to encourage participation, and
engagement with the surrounding community to ensure
KEY CONCEPTS:
the success of this new market. A sense of community,
O ENCOURAGE PARTICIPATION
cultural mixing and integration must be part of the
O SUPPORTING YOUTH BUSINESS
branding of what the market represents. Both for-profit
DEVELOPMENT
and community-service oriented operations may help with
this goal. Collaboration/partnerships with existing
community assets and organizations to enhance the sense
of connectivity in the community must be nurtured.
COMMUNITY DEVELOPMENT
With a large proportion of youth living in the area, programming and entrepreneurship should
encourage youth business development. There exist many grant programs both public and private to
invest in hiring and training youth, which may be used by the market to fund such initiatives. Young
entrepreneurs should have access to the market to test new ideas.
The Jane & Wilson Market has the potential to play an
appreciable role in addressing issues of accessing affordable,
KEY CONCEPTS:
nutritious food in this community. There currently exist many
O AFFORDABLE,
local organizations working to address food security issues, such
NUTRITIOUS FOOD
as the Blackcreek Farm, Afri-Can Food Basket, Black Creek
O LOCAL SOURCES
Community Health Centre, etc., which means that this market
could be perfectly situated to facilitate the connection between
these local sources of fruits and vegetables and local residents. Additionally, a local community member
noted that residents lack a diversity of healthy and inexpensive food and drink options, as well as late
night food options in the area, and the market could address this need. Some residents avoid the
Sheridan mall food court specifically, because they find it to be beyond their budgets, thus potentially
providing a niche for vendors.
FOOD SECURITY
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JANE & WILSON MARKET SWOT ANALYSIS
Many of the ideas introduced during the day’s discussion are better contextualized by way of a SWOT
exercise:
STRENGTHS
WEAKNESSES





Low Overhead: the affordable legitimization of
existing local informal entrepreneurship,
affording them exposure and an accessible
location as well as walk-in patronage.
Planning, implementation and administrative
experience of SCCC and partners TCH & CSSP
Innovative concept, unique market
experience, responsive to community needs
Allowing for access to communal resources,
such as a commercial kitchen would make
these enterprises more sustainable, and
growth oriented.



High initial capital outlay for the purchase of
containers (recuperable over time)
Assembly of a shop – a veteran Market 707
vendor in one group stated that he had paid
$2000-$4000 to have water and other features
that he had needed installed, before his box
could be functional.
Access to funding by potential vendors
Space: Storage of inventory, limitation in range
of product offerings (potential for customized
container designs, or communal containers for
storage)
OPPORTUNITIES
THREATS







Potential to serve high volume of public transit
passengers who are waiting at adjacent bus
stops.
Community resources to facilitate; such as
trades unions for volunteer hours, local high
school shop class projects, etc.
Potential collaboration with many local
community development organizations
attempting to address the concerns of the
Inner Suburbs of Toronto
Construction and design, volunteering
companies (e.g. Home Depot, Canadian Tire,
Habitat for Humanity), volunteer tradespeople
as well as students/ professional associations,
unions and neighbouring businesses
Partnering with the Black Creek Community
Health Centre, the Black Creek Farm
The market should provide a business support
framework through the collaboration of CSSP
and TCHC, and other local stakeholders. TCHC
currently provides entrepreneurial grants to
youth and TCHC residents, but does not
currently provide a facilitator or liaison once
grants have been given. (Market
Administration may fill this void).






Lack of community/business organizations
with available capital or interest to participate.
Climate: the draw of an outdoor market in the
cold or wet months (may be mitigated by
design and programming)
Homeowners in this municipal ward being said
to have a bigger voice and more political
capital than renters at city hall
Competition: local bricks and mortar
businesses, including large corporations
Location: Yorkdale Mall is only a few minutes
away by car or public transit; within walking
distance --Sheridan Mall, [Walmart and
Winners as anchors], and multiple competitive
retail in close vicinity [Food Basics, Coffee
Time, Dollarama, No Frills, a Chinese
supermarket, Shoppers Drug Mart]
TCH requires income verification for its
tenants—would similar rules apply for vendor
applicants? How would business income affect
residential tenancy eligibility?
Location: TCH ownership, Toronto Regional
Conservation Authority (TRCA) stewardship of
floodplain—(may require flood mitigation plan
and engineering expertise for unique location).
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BUSINESS OUT OF THE BOX CHARETTE REPORT
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CONCLUSION/NEXT STEPS
DUNDAS AND BATHURST:
The expanded shipping container mall is in the preliminary stages of planning and the securing of the
necessary capital funds for the project. The mall will take into account the distinctive demographics of
current and future residents in this rapidly developing corner of downtown Toronto. Community
consultations and needs assessments within the surrounding communities will aid in understanding how
an expanded Market 707 may most effectively and successfully serve its patrons, vendors as well as the
community.
With a great number of potential collaborators and partners interested in participating in this unique
and innovative project, the coordination of this shipping container mall will be both complex and
exciting. You are welcome to participate in this process through the submission of ideas for vendors,
programming or service provision at an expanded Market 707. Expertise, volunteer participation, as well
as investment is always welcome at SCCC and we appreciate when those within the community reach
out and become involved. Please contact Scadding Court Community Centre if you would like to
participate in this exciting city-building initiative.
JANE AND WILSON:
Over the first few months of 2014, Toronto Community Housing and the Centre for Spanish Speaking
Peoples will work together with Scadding Court Community Centre to coordinate the planning,
development and launch of the Jane and Wilson market.
While Toronto Community Housing works to connect tenants to services and opportunities while
building healthy communities, the Centre for Spanish Speaking Peoples strives to provide newcomer
services while supporting community activities. With such complementary missions, both TCH and CSSP
are in a excellent position to serve the interests of the community in which the Jane and Wilson site is
located. Community engagement and needs assessments will be conducted in the local community to
understand how a new market may serve to address many of the issues and concerns of the residents
who will both participate in the project, as well as be patrons of the market. Currently the specific
requirements this location, being located adjacent to Black Creek are necessitating engineering
feasibility analyses as well as logistical issues arising from being on an isolated parcel of land, not
adjacent to other buildings or infrastructure.
Please contact Scadding Court Community Centre if you would like to participate in this unique Inner
Suburb project, by way of contributing expertise, volunteer participation, or investment as we secure
funding for the initial capital requirements for this project. The Jane and Wilson market is scheduled to
be launched in the spring of 2014.
BUSINESS OUT OF THE BOX:
Please contact Rudra Sarkar at Scadding Court Community Centre for further information on the
Business out of the Box program [[email protected]]. You may keep informed on Market 707
developments on our website as well as our YouTube channel. Business out of a Box will launch a
website of its own later in 2014.
BUSINESS OUT OF THE BOX CHARETTE REPORT
APPENDIX
ADVISORY COMMITTEE
ALINA CHATTERJEE
KEVIN LEE
JONATHAN MCNEICE
ERIN ROACH
RUDRA SARKAR
NIKKI TOTEN
PABLO VIVANCO
AARON VOMBERG
GRAIG UENS
Director, Redevelopment, Development and Community Engagement , Scadding Court
Community Centre
Executive Director, Scadding Court Community Centre
Research Associate, Toronto Food Strategy
Research Assistant, Diversity Institute, Ryerson University
Urban Planning Consultant, Scadding Court Community Centre
Manager, Development and Community Engagement, Scadding Court Community Centre
Program and Services Director, Centre for Spanish Speaking People
Development Coordinator, RioCan Real Estate Investment Trust
Planner - Community Planning, City of Toronto
18
BUSINESS OUT OF THE BOX CHARETTE REPORT
19
CHARRETTE ATTENDEES
Name
Sabina
Ali
Jennifer
Arango
Maria
Augimeri
Kayden
Bankasingh
Matthew
Blair
Danny
Brown
Matt
Brubacher
Jeff
Cantos
Mary
Casarin
Isabel
Cascante
Alina
Chatterjee
Evis
Chirowamhanau
Rowland
Colthoff
Donovan
Dill
Alex
Dow
Claire
Eagle
Zahra
Ebrahim
Hamoon
Ekhtiari
Angela
ElzingaCheng
Mabel
Ernest
Judy
Fricker
Matthew
Galvin
Leslie
Gash
Kfir
Gluzberg
Nadien
Godkewitsch
Lesly
Gomez
Phil
Goodfellow
Dean
Goodman
Diana
Grimaldos
Britt
Haddy
Areej
Hasso
Abdulhamid
Hathiyani
Allyson
Hewitt
Sarah
Hubbs
Elise
Hug
Andrew
Ignatieff
Jon
Jeronimus
Lyle
Jones
Gene
Jones
Paula
Kaston
Deniz
Katanchi
Karen
Keskull
Shilbee
Kim
Organization
Thorncliffe Park Women's Committee
City of Toronto - Councillor Augimeri's office
City of Toronto Councillor
Toronto Community Housing
RAW Design
NOTE TAKER
United Way Toronto
City of Toronto - Planning Department
COMMUNITY MEMBER: Atkinson
Toronto Public Space Initiative
SCCC
NOTE TAKER
RAW Design
YES Bizstart
Malvern Family Resource Centre
KPMG
Urban Parks
MARS
Foodshare Toronto
COMMUNITY MEMBER: Black Creek
North York Community House
Ontario Government Toronto Community Housing
RAW Design
Toronto Community Foundation
COMMUNITY MEMBER: Black Creek
Ontario Government - Infrastructure ON
Levitt Goodman Architects
Working Women Community Centre
KPMG
City of Toronto - Councillor Vaughan's office
City of Toronto - Employment & Social Services
MaRS
NOTE TAKER
City of Toronto: Tower Renewal
Toronto Public Health
RAW Design
Toronto Atmospheric Fund
SCCC
Kaston Productions
Toronto Community Housing
City of Toronto
Centre for Social Innovation
Name
Ruth
Veronika
Colleen
Hugh
Kevin
Ben
Jonathan
William
Joseph
David
Patricia
Chioma
Bhoke
David
Andrew
Christie
Mark
Erin
Wayne
Rabbiyah
Emily
Vince
Genie
Rudra
Ed
Michelle
Amos
Alex
Graeme
Howard
Shahil
Nikki
Alex
Graig
Ange
Mark
Adam
Pablo
Aaron
Sally
Dianne
Michelle
Paul
Matan
Klahsen
Kvon
Lavalee
Lawson
Lee
Marans
McNeice
Mendes
Milos
Morales
Narine
Nwosu
Nyerere
Pali
Park
Pearson
Perreault
Roach
Robert
Robertson
Rossini
Ruggiero
Sarjue
Sarkar
Segalowitz
Senayah
Shaw
Smith
Stewart
Tam
Thomas
Toten
Tranmer
Uens
Valentini
Van Elsberg
Vaughan
Vivanco
Vomberg
Wilkie
Williams
Xuereb
Young
Zelver
Organization
Monforte Dairy
Connect Legal
Toronto Community Housing
Toronto Community Housing
SCCC
Centre for Social Innovation
City of Toronto - Toronto Public Health
Toronto Community Housing
NOTE TAKER
Toronto Community Housing
Toronto Community Housing
Toronto Community Housing
COMMUNITY MEMBER: Black Creek
Storstac
City of Toronto - Toronto Public Health
Levitt Goodman Architects
MARKET 707 Vendor
Ryerson U
Food Strategist
COMMUNITY MEMBER: Black Creek
City of Toronto - Planning -Jane/Wilson
Storstac
COMMUNITY MEMBER: Atkinson
SCCC
UJA Federation
Senayah Design
Urban Design Guerillaz
Toronto Community Housing
ERA Architects
Working Habitat
Metcalf Foundation
SCCC
NOTE TAKER
City of Toronto - Planning Department
City of Toronto - Councillor Vaughan's office
City of Toronto - Public Realm
City of Toronto Councillor
Centre for Spanish Speaking People
RioCan REIT
RISE Asset Management
COMMUNITY MEMBER: Atkinson
Quadrangle Architects
Toronto Public Health
Toronto Community Housing
BUSINESS OUT OF THE BOX CHARETTE REPORT
PRESS ON THE CHARRETTE
Design charette at Scadding Court envisions city's first container mall: Yonge Street Media
Unplanning: Novae Res Urbis
'Business in a box' eases Canada rental woes: Al Jazeera English
PRESS ON MARKET 707
Never bin better -Cool shipping container outdoor market inspires others to jump on trend: The Village Post
How a few shipping containers have revamped this Toronto street: The Globe and Mail
A market made of containers fills a neighbourhood gap: The Globe And Mail
Toronto's only street food and retail market made entirely out of shipping containers: Toronto Neighbourhoods
BUSINESS OUT OF A BOX/MARKET 707/SCADDING COURT
The Scadding Court listserv http://tinyurl.com/mre2fco
Market 707 on Facebook https://www.facebook.com/market707
Market 707 on Twitter https://twitter.com/Market707
Market 707 on YouTube http://www.youtube.com/user/market707
(vendor videos, videos about the market,
and recent events)
TOOLKITS/REPORTS
THE BUSINESS IN A BOX TOOLKIT
http://www.scaddingcourt.org/pdflibrary/busines-in-a-box_toolkit_sept2013_e.pdf
BUSINESS IN A BOX EVALUATION REPORT – DIVERSITY INSTITUTE, RYERSON UNIVERSITY
http://www.ryerson.ca/content/dam/diversity/reports/BusniessInABox_Report_WEB_2013.pdf
20
BUSINESS OUT OF THE BOX CHARETTE REPORT
21
SHIPPING CONTAINER MALLS: INSPIRATION FROM AROUND THE WORLD
photo: iain mcgregor/fairfax, nz
“Re:START”
60+ containers
Constructed to address community needs for retail and
community space after the devastating earthquake of
February 2011.
photo: ravi sidhu
“BoxPark Shoreditch”
60+ containers
Christchurch, NZ
| February 2011
An activated space which now hides an almost
Brutalist, newly constructed, local train station wall,
in London’s up and coming East End. This is an
interim project with development plans in early
stages for this parcel of land.
photo: urbanspacenyc.com
photo: LOT-EK
LOT-EK: “42/5”
120+ containers
A vertical shopping centre with nine levels of individual
shops connected by catwalks, stairs and elevators located
near some of the most expensive retail real estate in
America—Fifth Avenue
London, UK |
December 2011
“DeKALB”
22+ containers
Manhattan,
NYC | Concept
Temporary activation of land set aside for future
land development. The market has now closed due
to the commencement of construction. It
showcased Brooklyn’s young entrepreneurs,
community spirit and local heritage.
Brooklyn, NYC |
July 2011
Report compiled and written by Nikki Toten & Rudra Sarkar