CENTRAL MARKETS PROJECT CENTRAL EUROPE PROGRAMME … · learnt from other projects and initiatives A specific plan for capitalisation of previous projects results has been developed

This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF | www.centralmarkets.eu

CENTRAL MARKETS PROJECT

CENTRAL EUROPE PROGRAMME

WP3 – Improving Knowledge on Markets in Central Europe

Concise report on lessons learnt from previous projects

1. The CENTRAL MARKETS project objectives and foreseen activities................................................ 2 2. The project strategy to ensure full benefit from lessons learnt from other projects and

initiatives....................................................................................................................................................................... 3 3. European Market-Related Projects ................................................................................................................ 4

3.1 Medemporion .................................................................................................................................................. 4 3.2 MARAKANDA................................................................................................................................................... 6 3.3 URBACT MARKETS........................................................................................................................................ 8

4. Relevant initiatives and networks .................................................................................................................. 9 4.1 Emporion – Association of Best Food and Traditional Markets of Europe ............................. 9

5. Conclusions............................................................................................................................................................10


1. The CENTRAL MARKETS project objectives and foreseen activities

The CENTRAL MARKETS aims to enhance traditional markets by improving their

management systems since these are places for commercial distribution and with a strong

social impact, producing positive effects in terms of urban development and environmental

sustainability. The project seeks to elaborate strategies and measures for the re-discovery

of markets as an engine for the development of urban districts. The general aim is to

enhance the competitiveness and attractiveness of the 8 target cities/regions by

developing new and innovative market revitalization strategies in order to reinforce and

balance the relationship between city/regions & markets. Four main elements are deeply

taken into account by the project: the integration of trade services and retail framework

policies, the cooperation among relevant stakeholders, the revitalisation of markets and

related urban or regional areas, the network of partner cities and regions benefiting from

mutual learning principles.

In order to pursue its goals, the CENTRAL MARKETS project will carry out the following

actions:

• Analyse the current legal and policy framework at Central Europe level to address

decision makers and market operators and raise awareness on difficulties and

threats created by the existing policy fragmentation. A draft transnational strategy

will be developed and form the basis of the activities to follow.

• Partners will involve stakeholders in the elaboration of structured action plans and

in the implementation of pilot actions for the revitalisation of traditional markets in

their communities.

• Following the transnational comparison of the actions plans and the evaluation of

the pilot actions, a validated Common Transnational Strategy for the revitalisation

of traditional European markets will be produced. The Strategy will address policy

makers, market operators, potential investors and consumers in order to promote a

new concept of city market which shall be able to boost a more balanced economic

development of cities and their hinterlands for a competitive and sustainable growth

of the Central Europe area.


2. The project strategy to ensure full benefit from lessons learnt from other projects and initiatives

A specific plan for capitalisation of previous projects results has been developed by

CENTRAL MARKETS: WP5 is in fact dedicated to the consolidation of existing and new

networks, to capitalisation of lessons learnt and transferability of project results. Contacts

with already implemented as well as with in progress market-related projects have been

established since the initial approval of CENTRAL MARKETS. Information channels to

ensure effective exchange, dissemination and a real positive impact on market

revitalisation actions are also being established. As foreseen, at the Kick-off meeting of

CENTRAL MARKETS, a representative of the MEDEMPORION project has been invited

to present the main outcomes and lessons learnt to the partnership in order to ensure that

previous work is transferred and new activities are built upon it. Also the MARAKANDA

project, led by Florence, and the URBACT MARKETS project have been presented at the

kick-off by the Lead Partner and the Project Partner respectively. This occasion to meet

and exchange with other projects has been the starting point of fruitful and most probably

long relationships with the partnerships involved in order to benefit from synergies and

other projects’ work.

In order to collect all lessons from previous initiatives, the Lead Partner conducted a

survey in the preparation phase of CENTRAL MARKETS. The findings of this survey

highlighted that markets have shown potential for growth in areas where they were able to

adapt to the changing needs of cities and citizens and as a consequence it is now

necessary to strengthen the cooperation between European cities to provide local

authorities with the necessary tools for new market governance. CENTRAL MARKETS will

thus foster the cooperation with other cities interested in the valorisation, governance and

enhancement of traditional markets making sure that best practices, challenges and

concerns are shared and faced in an effective way.

Moreover, the CENTRAL MARKETS partnership will ensure that other projects results are

taken into account as soon as they are available by checking frequently project websites

and maintaining constant contacts with Lead Partners: studies, reports and deliverables

which are interesting and useful for CENTRAL MARKETS will be highlighted and

circulated among the partnership.


In addition, some common communication activities will be carried out in collaboration with

other market-related projects; for instance, exchange of news for the websites,

dissemination of materials, updates of reciprocal best practice archives.

3. European Market-Related Projects

3.1 Medemporion

Main data:

Name of the project Medemporion

Name of the Programme MED

Duration 36 months - ended in 2012

Budget N/A

Partners IMMB Barcelona (LP), Municipality of

Torino, Municipality of Genoa,

Conservatory of Mediterranean Food

from Piedmont, Conservatoire des

Cuisines Méditerranéennes

Project Website www.medemporion.eu

The project aimed at creating networks, fostering exchanges and finding the best practices

applied to the commercial life of markets. Main goals of the project are:

• Identification of the common potentials and values of the markets of the

Mediterranean zone as key elements in the trade of proximity and the articulation of

the populations.

• Promotion of the local food products and promotion of the relationship between the

countryside and the city: sustainability, slow food, food sovereignty

• Improvement of the social responsibility of markets in their social environment.

• Creation of a net to exchange good practices, elaboration of recommendations and

guides to improve market trade and market exchanges.


Main best practices were linked to the following fields:

• Modernisation in management

• Modernisation of facilities and venues

• Adapting services to consumer demands

• Promotion of healthy food habits and practices

• Promotion of fresh products and their gastronomic Properties

• Waste processing and sustainability models

In particular, Medemporion project had a number of significant positive results: strong

collaboration between the cities involved, exchange of best practices and implementation

of local pilot projects as well as the involvement of many local actors (professional

associations, traders, local authorities, etc.). Some issues were nevertheless raised during

Medemporion implementation and they also represents some of the main problems

identified and addressed by CENTRAL MARKETS project: the need to expand the work on

management models and the need to revitalise a business model that was once capable

of adapting over the centuries, but which, in the current transformation of commercial

distribution and changes in citizens' consumption habits, is in danger of losing market

share and ultimately may not be able to respond to new consumer demands.

Medemporion also identified 10 key best practices to be highly evaluated when dealing

with market management and planning (http://prezi.com/gtzgl8v9omi8/projecte-med-

emporion/):

1) Modernisation in the management

2) Modernisation of the facilities and spaces

3) Adapting the services to the demands of the consumers

4) Transmission of healthy food habits and practices

5) Production of fresh projects and their gastronomical properties

6) Participation in social, solidarity and cultural activities

7) Food hygiene and traceability of the product

8) Waste treatment and models of sustainability

9) Transversal strategic policy of communication and promotion

10) Capacity for getting their voice heard in international organs


Finally, the Medemporion project produced “The Markets of the Mediterranean –

Management models and good practices”

(http://w110.bcn.cat/Mercats/Continguts/Documents/Fitxers/angl%C3%A8s%20complert.p

df) a very interesting report highlighting some best practices of the Mediterranean area

(some of these best practices are also referred to within the MARAKANDA project

documents).

3.2 MARAKANDA

Main data:

Name of the project MARAKANDA – Mediterranean Historical Markets

Name of the Programme ENPI CBC MED

Duration 36 months – starting January 2012

Budget € 1.355.000,00

Partners Municipality of Florence (LP), Municipality of Genoa,

Local Authorities Union of Xanthi District, Municipality

of Limassol, University of Genoa, Municipal Institute

of Markets of Barcelona, PLURAL – European Study

Centre, Municipality of Favara, National Research

Centre of Egypt, Souk El Tayeb

Project website www.marakanda.eu

MARAKANDA project aims at preserving typical Mediterranean markets through the

setting-up of a cross-border cluster to promote the integration of high quality agro-

food/handicraft productions chains and improve governance processes among private and

public actors in city markets.

The starting point of MARAKANDA has much in common with the problems detected by

CENTRAL MARKETS partners: markets are seen as an important part of the heritage and

still represent a catalyst for local development although the traditional functions of markets

are currently being eroded raising concern over their future viability.

Specific objectives of the project are:


• To upgrade competencies and capacities of public officers and small entrepreneurs

operating in city markets through the exchange of good practices

• To achieve, share and enhance common quality standards for the efficient

management of historic city markets

• To cluster micro and small enterprises of high quality agro-food and artistic

handicraft sectors operating in city markets in order to foster their

internationalisation

Main activities encompass: Transfer of know How, Local experimentation, Cross Border

Experimentation, Joint Strategy of promotion, Capitalisation of results.

In particular the first project activities carried out by MARAKANDA is very interesting and

useful for CENTRAL MARKETS: one of the partners, IMMB from Barcelona carried out a

collation of Best Practices on markets which shall help partners implementing their local

actions. Best practices are organised in the following clusters:

1) Infrastructures and Urban Planning

2) Services

3) Management

4) Promotion and Communication

5) Farmer’s Markets

Some very interesting good practices can already be highlighted and more information will

soon be available on the MARAKANDA project website:

• LONDON: waste management strategy of Borough Market , growing food

experience for students in Covent Garden Market

• THESSALONIKI: market open at night

• FLORENCE: culinary lessons, restaurants, exhibitions and evening activities

• BARCELONA: internet buying, free wifi, integrated action plan, financial strategies,

promotion strategies (including markets logo and website), promotion of healthy

food in schools, organisation of Markets’ Fair

• BEIRUT: training courses for farmers

• SHEFFIELD: hosting a Post Office in the market

• GENOA: involvement of young people/students in market remodelling


• BEIRUT: enhancement of Farmer’s Markets

• MARSEILLE: methodological guide for the creation of Farmer’s Markets

Expected results:

• Networked local authorities and stakeholders sharing their experience and best

practices in matter of historic city markets

• Development and strengthening of the knowledge, skills as well as policy capacity

of target groups by transferring of know-how

• Identification of new models of public markets economically sustainable leading to

the improvement of local policies, through the experimentation of pilot projects

• Enhancement of the capacities of professionals participating at training activities

• Stimulating transfer of know-how among SMEs and support them in networking,

partnering and promoting their products and services at local and international level

• Promotion of the integration of productive chains strategies at cross-border basin

level concerning high quality agro food and handicraft

3.3 URBACT MARKETS

Main data:

Name of the project URBACT MARKETS – Driving urban regeneration,

sustainable living, employment and entrepreneurship

Name of the Programme URBACT II

Duration 01/05/2012 until 2015

Budget N/A

Partners Municipal Institute of Markets of Barcelona, Municipality

of London, Municipality of Suceava, Municipality of

Attika, Municipality of Pécs, Municipality of Dublin,

Municipality of Plovdiv, Municipality of Torino,

Municipality of Toulouse, Municipality of Wroclaw

Project website http://urbact.eu/en/projects/urban-renewal/urbact-

markets/homepage/


The goal of URBACT MARKETS project is to understand and explore the role of urban

markets as key drivers of change in terms of local economic development, regeneration

and sustainable living. Markets are important for cities for many reasons. They offer and

create incredible opportunities for social, cultural, and economic wealth at the local level.

The project’s importance lies in its goal of providing action-orientated knowledge about

how to use urban marketplaces to develop low carbon, local supply chains, better and

more sustainable urban planning, employment and entrepreneurship.

The project will organise the “European Day of Markets” asking all participating cities to

adhere and organise specific events all in the same day. This initiative can definitely be

adopted and welcomed by CENTRAL MARKETS project partners contributing to the

reinforcement of relations and networks in and outside Europe.

The project will produce specific guidelines in the 3 themes of “Town centre regeneration”

led by IMMB, “Low carbon economies and local supply” led by London, and “Employment

and entrepreneurship” led by Turin.

4. Relevant initiatives and networks

4.1 Emporion – Association of Best Food and Traditional Markets of Europe

EMPORION is the new European Association of Markets, founded in January, 2006. It

was born to defend and strengthen the position of markets in European society and the

important role of markets in the European construction process.

EMPORION aims to support the identity and culture which flouishes in markets. Markets

fulfill a crucial role as the social centers of cities, where ideas and cultures are exchanged.

They are a meeting point and an invigorating factor in urban areas, economically and

socially, and are an identifying feature of the European way of life. EMPORION is made up

of the markets of five European cities, all of international prestige, wich have united to

archieve common objectives. They are the markets of Barcelona, Központi Vásárcsarnok

of Budapest, Borough Market of London, Porta Palazzo of Turin and the markets od Lyon.


The association is headquartered in the city of Barcelona, and promoted by the City

Council through the Municipal Institute of Markets (IMMB).

For more information: www.emporiononline.com

5. Conclusions This brief report is aimed at collating and briefly presenting some useful inputs and lessons coming

from other, previous or ongoing, projects. These lessons learnt have been collected through

cooperation with other projects, through the information available on the internet and through

participation in events.

During the implementation of CENTRAL MARKETS as well as of other market-related projects, it is

much likely that more lessons learnt and best practices are collected also thanks to the

implementation of specific pilot actions. As a consequence, it is advisable that through the

Evaluation Report and the project Final Report these lessons learnt are highlighted and described

to favour transferability and capitalisation of results.

In the forthcoming months CENTRAL MARKETS partners will commit to present the project and

ensure fruitful exchanges with other initiatives: the participation to a project meeting of

MARAKANDA and URBACT MARKETS is being organised by the Lead Partner, contacts with

EUROCITIES Economic Development Forum and CCRE Working Groups will be developed

shortly, approach to existing networks is to be carried out in 2013. The transfer of know-how from

the different actors and initiatives is thus ensured and will continue for the benefit of all involved

territories and organisations, stakeholders included.