封城中的超本地化微型市場，荷蘭

建筑設(shè)計：Shift建筑及城市主義事務(wù)所

通過這一自發(fā)的設(shè)計研究項目，Shift 建筑及城市主義事務(wù)所認為在新冠疫情封城期間，可以在超本地化的范圍內(nèi)設(shè)立微型市場。它們可以保證菜市場商販及其背后的整個供應(yīng)鏈維持運作，從而為自我隔離的居民安全地提供食物。它們超本地化的特點限制了城市內(nèi)的出行量，同時它們提供的產(chǎn)品也減輕了面臨著降低感染風(fēng)險難題的超市的壓力。

目前，全世界已經(jīng)達成共識，封城是阻止新冠病毒快速傳播并失去控制的唯一解決方案。但封城應(yīng)采用的實際形式，尤其是封閉的程度，給實施這一政策的政府機構(gòu)帶來了許多難題。其中之一就是如何以最低的風(fēng)險保證新鮮食物和日用品的供應(yīng)。

在限制人與人接觸的各種措施中，購買食物可能是最薄弱的環(huán)節(jié)。在世界各地的封城行動中，超市并沒有被關(guān)閉，因為它是我們獲取食物的最重要的基礎(chǔ)設(shè)施。網(wǎng)購作為目前購買日用品最安全的方式，雖然正在蓬勃發(fā)展，但在容量和覆蓋面上仍無法取代實體超市。很多地方出現(xiàn)的免下車式獲取食物的解決方案也無法取代超市。

雖然西方國家的大多數(shù)超市都保持開放，但對于生鮮市場的各種封閉卻不太一致。即使采取了防護措施，要完全排除傳統(tǒng)生鮮市場的污染風(fēng)險，似乎也是非常困難的。保持社交距離的規(guī)則很難控制，而且會有很多人觸摸同樣的產(chǎn)品。這一問題在保持開業(yè)的超市內(nèi)同樣存在。而且，關(guān)停市場將會增加超市的壓力，并把低收入的弱勢群體置于更加不利的境地。關(guān)閉市場逼迫人們前往價格更高的超市，增加了弱勢群體的經(jīng)濟壓力。

Shift 的解決方案完全保留了生鮮市場的核心功能，甚至還進一步加強了這一功能，同時也把傳播病毒的潛在風(fēng)險降到了最低。為了達到這一目的，大型市場必須改變它的經(jīng)營形式、地點和時間。原有的集中化方式必須改為分散式，無論是從空間上還是從時間上而言。具體方法是把大型市場切分為所謂微型市場，分散到城市各處，并延長營業(yè)時間。不是你去市場，而是市場來到你身邊。這種超本地化的市場每周營業(yè)5 天而不是兩天，從而減少人群的聚集。

如何快速、簡單、有組織地進行呢？在短時間內(nèi)將市場拆分和分散其實非常簡單。與超市不同，街邊市場由非常靈活和流動的單位組成，大部分市場商販習(xí)慣于每天變換攤位。同樣的，微型市場的實現(xiàn)也可以簡單而迅速。它只需要每個城市都具備的交通和人群控制的標(biāo)準(zhǔn)化操作。最后，城市內(nèi)不同區(qū)域各個攤位的分配應(yīng)當(dāng)由市政府和現(xiàn)有市場的市場管理部門合作完成。（錢芳 譯）

1 軸測/Axonometric drawing

2 中心式市場/Central market

4 社區(qū)廣場平面/Neighbourhood square plan

In this self initiated research-by-design project, Shift architecture urbanism argues for micro markets that operate on a hyper local scale during corona shutdowns. They keep the food market traders and the whole supply chain behind them in business in order to provide fresh food in a safe way to the self-quarantined inhabitants of the city. Their hyper local character limits the amount of travelling through the city and their products on offer release the pressure on the supermarkets that have a hard time reducing the contamination risk.

At this moment in time, there is a strong worldwide consensus that shutdown is our only answer to stop the corona virus from infecting us too fast to cope with. The actual form that this shutdown should have and especially its severity, has brought many dilemmas to governmental bodies that impose them. One such dilemma is how to guarantee the distribution of fresh food and groceries at a minimum of risk.

In the attempt to limit physical contact between people, the purchase of food is probably the weakest link. In the various shutdowns over the world, supermarkets have not been closed since they are part of our vital infrastructure of food distribution. Online shopping, by far the safest way to get groceries, is booming but cannot replace physical supermarkets in terms of capacity and reach. Nor can the various drive-through food solutions that pop up in many places.

While most supermarkets have stayed open all over the western world, the various lockdowns have been less consistent regarding the fresh produce markets. Even with protective measures it seems very difficult if not impossible to rule out the risk of contamination in traditional fresh produce markets. The social distancing rules are very hard to control and many people are touching the same products. But this is also the case at the supermarkets that do stay open. Furthermore, closing down the markets will put even more pressure on the supermarkets and will further disadvantage people with lower incomes. Closing the markets forces people to switch to the more expensive supermarkets, putting further financial pressure on these already vulnerable groups.

Shift's proposal is to keep the vital function of the fresh produce markets fully intact, even strengthening it, while at the same time minimising its potential role in spreading the virus. For this, the large markets have to continue in a different form, place and time. Its former model of concentration has to be replaced by a model of dispersion, both in space and time. This is done by breaking down the large markets into so called micro markets that are spread over the city and opening them up for a longer time. Instead of you going to the market, the market is coming to your neighbourhood. These hyper-local markets are open at least 5 days a week instead of twice a week to further reduce the concentration of people.

How to do all this fast, simple and in an organised way? To split up and disperse the market is fairly easy to do in a short period of time. Unlike the supermarket, the street market is composed of very flexible and mobile units. Most market traders are used to relocate their stalls every day. Also, the realisation of the micro market is easy and fast. It only needs standard products for traffic and crowd control that each municipality has in stock. Finally, the assignment of the different stalls over specific places of the city should be coordinated by the municipalities in cooperation with the market managers of the existing markets.

項目信息/Credits and Data

主持建筑師/Principal Architects: Shift architecture urbanism

設(shè)計團隊/Design Team: Thijs van Bijsterveldt, Oana Rades, Harm Timmermans, Karolina Kowalczyk, Ema Dunki?

制圖/Drawings: Shift architecture urbanism

6 示意/Diagram