Greater Harrisburg's Community Magazine

Market Pace: Food for thought as the Broad Street Market hires a new director

Illustration by Rich Hauck

Last year, in this space, I asked the following question: “Who wants the worst job in Harrisburg?”

We were in the midst of a crowded race for mayor, and I wanted to point out just how tough the position was—that it wasn’t all ribbon-cuttings, flowery speeches and wading through a sea of admirers at Artsfest.

In fact, it’s often a grueling job that combines daily administrative tedium with long hours and occasional bursts of dread. You’re on the job all day, every day.

I bring this up because, recently, another extremely difficult, very public job was up for grabs in Harrisburg (no, not community newspaper editor, at least not yet).

In late July, the Broad Street Market board posted its opening for a new market executive director, after the prior manager left after less than three years.

I find a connection between these positions because they both fall into the category of jobs that sound great, but actually are very hard.

At first blush, who wouldn’t want to be in charge of the Broad Street Market?

Your workplace is one of the oldest, most storied city markets in the country. You’re surrounded by inventive cooks, talented makers, tasty food. The community loves to be there, and that love may wash over you, too. You’re a local celebrity.

You might envision strolling through the two market houses, a big smile on your face, chatting with vendors, greeting happy customers. What’s not to like?

The reality, however, is quite different. Just beneath the surface, there’s turmoil, and you’re faced daily with trying to steer an unwieldy beast, maneuvering by the minute to keep the market on the right track.

Over the years, I’ve had many conversations with folks intimately involved with the market, and there seem to be two broad, consuming challenges that managers face, issues usually invisible to the shopping public.

First, you have an abundance of “bosses,” each with their own sets of concerns and demands.

Most immediately, you have to answer to the market board, itself made up of individuals who may have differing expectations for your job. Secondly, there’s the city, which owns the physical asset—the historic market buildings, the plaza, the parking, etc.

Vendors and a demanding public make up bosses No. 3 and No. 4. The market currently has about three-dozen vendors, who all have specific concerns, issues and conflicts that need to be addressed. And, each week, thousands of people flock to the market to browse, shop, eat, hang out, bringing with them their money and their smiles, for sure, but also their personalities and their problems.

You might even say that there’s a fifth boss—the market itself. It’s a tough taskmaster. There are two ancient, needy buildings that require constant cleaning, maintenance, repair, renovating. You have perpetual problems with the environment: the heat, the cold, the wind, the snow. And, as you might have noticed over this long, hot summer, you have no A/C.

Secondly, this modest-paying position requires a Renaissance man or woman—nay, a superhero.

Somehow, you need to have the introvert’s skill of a bean counter and the extrovert’s skill of a glad-hander. You should know something about facility management, budgeting, personnel, planning, promotion, food and sanitation. You’ll need to help recruit vendors, execute leases and apply for grants. You have to be a problem solver.

Above it all, you need to know how to keep the peace.

Over the years, I’ve witnessed conflicts and even seen a few fights. This doesn’t happen often, but it’s always a risk when you combine crowds, heat and hunger.

Having said all this—I’m optimistic that the market board, in the end, will make a quality selection.

In the recent past, the position has attracted a lot of attention. In 2019, during the last search, the board received over 80 applicants, so there should be a deep well to choose from again. Secondly, the last several managers have been excellent choices—they just didn’t last very long. Indeed, this job (excuse the market pun) can chew you up.

So, I’ll conclude this column with a plea—a plea for patience and tolerance.

Assuming a strong candidate emerges and is hired, all stakeholders (the public, the market, the city) need to cut this person some slack. If we want them to stick around, we’ll need to show understanding and support as they navigate the turbulence of running this wonderful, frustrating, cool, flawed place.

If possible, I think it would be wise to hire someone who’s already deeply familiar with the market and its operations, so they know what they’re getting into. It’s one of the hardest jobs in Harrisburg—and you don’t even get to call yourself  “mayor.”

Lawrance Binda is co-publisher and editor-in-chief of TheBurg.

 

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