8 Conclusion
136. The market experience is a unique one, and we
are pleased that a range of different types of market up and down
the country are keeping the market tradition alive and vibrant
in the twenty first century.
137. We are excited by the range of benefits that
markets are bringing to local towns and communities. First and
foremost, markets stand or fail by the attractiveness of the alternative
retail experience that they offer customers. We have seen for
ourselves that markets continue to provide value for money as
well as providing job opportunities, both at the market and as
an indirect consequence of the increased footfall that they bring
into town centres.
138. But we believe it is important to stress that
markets also offer a range of non-economic benefits. Most importantly,
and harder to quantify, markets act to bring communities together
and as a social focus that fosters a shared identity and helps
create a town's character. In addition, markets have a role to
play in promoting local and national agendas around regeneration,
health and the environment.
139. We want more markets to thrive, and to fulfil
their potential to deliver these benefits. We know though that
the challenges they face are increasing, particularly as a result
of increasing competition but also because of local authority
and industry 'own goals', such as a failure to invest so that
markets are enhanced in line with customer expectations, poor
planning decisions which have sidelined some markets, poor management
and a reluctance to adapt to change.
140. Nevertheless. we believe that the obstacles
to future market success can, in many cases, be overcome. There
are lessons to be learned both from elsewhere in Europe and from
existing best practice in England. We want local authorities
who are responsible for markets to develop plans that consider
the long-term sustainability of their markets. We want them to
explore how their markets can complement and act in sympathy with
the wider town centre and local communities, and to make town
centre planning decisions within this context. We want them to
designate market champions and to invest in and promote their
markets, looking where possible to take advantage of prudent borrowing
and to attract Government, private sector and third sector funding
to deliver shared goals through markets. We are encouraged that
a number of local authorities are already doing this.
141. Particularly with regard to smaller councils
running local markets, where the future is often most precarious,
we want councils to have a clear strategic vision of how they
intend to secure the long-term sustainability of their markets.
Where in-house expertise is lacking, we want councils to investigate
alternative means of bringing in management experience, including
private sector market operators, and entering into a partnership
relationship with other councils, sharing market champions and
market operators.
142. We believe the current legislative situation
with regard to London markets is unsustainable, and urge local
authorities and the Government to come up with more flexible legislation
that allows local authorities to develop a strategic vision for
their markets.
143. We want Government to take greater heed of the
strategic context to traditional retail markets. We do not expect
or advocate routine Government intervention in this sector—local
authorities, working in partnership with industry, clearly have
the leading role—but it should be more engaged in the big
picture. Its strategic planning documents should more fully
reflect all the contributions that markets make to town centres,
and there should be a clear lead Government department—CLG—that
local authorities and the industry can turn to when they have
wider strategic concerns, for instance about legislation and national
promotion of markets. Finally, we believe that markets have the
potential to play a fuller role in supporting a range of national
Government objectives, and urge CLG to take the lead role in ensuring
that this potential is realised.
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