ASCEND Model Management Framework ASCEND Achieving

the Socio-Economic Re-use of Former Land and Heritage. Model Management Framework Contents.

Introduction

Foreword by E.U. Commissioner for Regional Policy, Danuta Hübner2 Foreword by Richard Ashworth, MEP for South East England 3

Background Descriptions

Medway 4 New Dutch Waterline 6 Cartagena 8 10 Venice 12 Charente-Maritime 14 16 Thessaloniki 18

Process Model 20 Case Studies

Medway: Planning for a Sustainable Heritage Environment 32 Developing a Mixed-Use Site 37 Volunteer Management and Engagement 39 Hosting Events in Former Military Heritage 46 The Conversion of HMS Pembroke to University Facilities 50 New Dutch Waterline: Fort Voordorp: Private Investment in Public Hire 55 Fort Vechten: The Development of Market Activities 59 Fort : an Anti-Discrimination Exhibition Centre 63 Cartagena: The Air Raid Shelters 67 The Development of Large-Scale Barracks Facilities into a “City of Culture” 73 Navidad Fortess, and the Establishment of Cartagena: Port of Cultures 79 The Development of Alcalá de Henares University from the Former Military Facilities 85 Conversion of the Former Military Hospital to the Polytechnic University of Cartagena 90 Rostock: The Establishment of the Heinkel Commission 94 The Conversion of the Former Barracks to University Facilities 102 Venice: Strategies for the Defence System 107 Pact between the Volunteer Association and the Municipality 114 The System Development Model of the Defence System 119 Thetis - A Private Company within the Arsenale 124 Charente-Maritime: Diversity of Visitor Attractions at Brouage 130 The Creation of the Syndicat Mixte of Brouage 135 Theatre and Art Performances at Brouage 140 Artisans' Workshops and Educational Activities 142 Karlskrona: The Development of Telecom City 147 Mobile Tourism - Combining an Old Legacy with New Techniques 151 The Transformation of Island 153 The Former Remand Prison becomes Hyper Island 158 Thessaloniki The Case of Eptapyrgion 167

Introducton to Additional Case Studies 167 Appendix

Glossary 178 Bibliography 187 Contributors' List 182 Map and Contact Details Inside back cover 1 Introduction from Danuta Hübner, European Commissioner for Regional Policy

Territorial co-operation is a key part of the regional policy of the European Union, embodying a principle of increasing importance as the EU continues to expand and develop: partnership working.

From the European Union's perspective, the main objective of territorial co-operation is reducing disparities in the levels of development between regions. ASCEND partners have epitomised this objective in their approach to the regeneration of former military land and heritage, in a project funded by Interreg IIIC, the specific financial instrument of the European Union supporting the development of partnerships to tackle economic, social and environmental challenges, and thereby strengthen regional economic and social cohesion.

In sharing their information and experience ASCEND partners have embraced an issue that impacts on regions worldwide. They have used their combined expertise of many years of military withdrawal, and its economic, social, cultural and environmental impacts to suggest reuse opportunities for significant dockyard sites which once employed over 5,000 people; for defensive sets which include over sixty individual constructions; for barracks blocks capable of accommodating 23,000 soldiers; for fortified towns still home to over 100 residents; for sites redolent of an unfortunate and devastating past…

The ASCEND Model Management Framework is the zenith of their collaboration. In addition to a detailed and considered analysis of the stages that optimise the success of a military regeneration project, the eight partners have shared their experience in 28 comprehensive case studies, and numerous smaller examples, all with excellent potential to transfer expertise.

I am delighted that the INTERREG Community Initiative has contributed to the success of ASCEND, and moreover that the current partners have shown outstanding commitment to disseminating knowledge to other regions, who I am confident will perceive great value in their findings. This form of co-operation is the cornerstone of efforts to reduce disparities between regions and the value that this can add to EU regions must never be underestimated.

ASCEND concludes as we embark on a new programming period for the European Union, promising a continuation of our commitment to the transfer of knowledge and expertise throughout a harmonious Europe. I wish everyone who uses the ASCEND Framework the greatest success with their regeneration projects.

2 Introduction from Richard Ashworth, MEP for South East England

As Member of the European Parliament for South East England, I am very familiar with the ongoing regeneration at the former dockyard site in Chatham. I have followed its development over a number of years, visiting most recently in May 2006. I am delighted to witness that in common with all ASCEND partners, local, regional, national and European stakeholders continue to face the socio-economic challenges of their military legacy with commitment, innovation and enthusiasm. I am delighted moreover that sharing their experience with others remains at the core of all operational objectives.

Commissioner Hübner emphasised in her introduction the importance of partnership working within successful territorial co-operation. One of the most valuable partnerships is the exchange between governments, and government departments, at European, national, regional and local levels - within regions and between regions. In this way, lessons learned are consolidated at their source, and imbued with renewed value as they are integrated in fresh initiatives. Moreover, important economies of funding can be achieved: territorial co-operation is about not reinventing the wheel.

The ASCEND project highlights how European funding has added significant value to the domestic funding supporting many military regeneration projects across Europe, with more than half of the case studies included in this Framework having utilised European Funds in their development to date. Yet the absolute value of ASCEND has been in developing a substantial exchange mechanism to increase the initial investment of all government tiers in both value and scope. The value of the initial capital investment is significantly enhanced by the investment in transfer of expertise.

European funding has thus twice enhanced many of ASCEND's case studies: impacting on the society, economy and environment of the site's locality, and then transporting this onto a European platform. Thanks to ASCEND, innumerable years of extensive expertise have been shared across eight partner regions. Through the publication of its Model Management Framework the fruits of their collaboration can be shared with an unlimited audience.

The history of many of ASCEND's case studies is redolent of a Europe divided. Within the European Union today, citizens can live and work together freely, comparing their cultures, and understanding their differences. Today's Europe recognises the value of dialogue, and this is enshrined in the text that I am delighted to present to you.

3 Medway, United Kingdom.

Geographical Location Medway is in the county of , 50km from London and 75km from Dover. Size of population 251,100 inhabitants, expected to rise to 300,000 by 2021. Size of region 260km2 Administrative body Medway Council is a unitary authority (single tier local government authority). Military heritage in A section of the former is public ownership owned and run by an Independent Charitable Trust, as is . Other former dockyard land is used for a university complex, a large residential housing estate (St Mary's Island), and a commercial port. Military heritage in - business headquarters, and private ownership incubation centre: - private apartments: - a private residence, with plans to open tourist accommodation: - a former model museum, now closed.

Medway aspires to be “a city of culture, tourism, learning and enterprise”. Centred along its namesake river, Medway incorporates five main towns (Strood, Rochester, Chatham, Gillingham and Rainham) and several smaller villages. Medway is growing both physically and economically. Its location in the Thames Gateway growth area has led to significant levels of regeneration investment from national government, with designated regeneration zones at the heart of Chatham and along the waterfront. Development depends initially on investment in flood defence and land remediation works to enable private sector investment. The Medway Waterfront Strategy aims to open up access to the and link the main development sites with riverside walks and cycleways. It is also an opportunity to concentrate development in existing PANORAMA OF THE RIVER MEDWAY urban areas, and thereby resist greenfield development.

In 1995, Medway was the largest urban area in the country without a university. Yet by 2006, the Universities at Medway campus (a ground-breaking collaboration of four universities and a further education institute) had 6,000 students, and continues to expand. Medway's regeneration has been supported by over €130m from the Office of the Deputy Prime Minister (ODPM), €36m from the South East England Development Agency (SEEDA) and €43m from Medway Council. Government-set targets include 16,000 new homes, and UNIVERSITIES AT MEDWAY 23,000 new jobs.

The Royal Dockyard at Chatham was once the most important naval dockyard in Britain. Dating from 1570, it served to defend the country from the Spanish Armada, and built Nelson's flagship HMS Victory. Today it is one of southeast England's premier visitor attractions, and houses residential and business accommodation. However, its closure in 1984 devastated Medway, with a loss BUILDINGS WITHIN THE HISTORIC DOCKYARD of 5,000 direct jobs, and many more indirect losses.

The Dockyard was defended by a complex land defence system, the most well preserved example of which is Fort Amherst. The military tradition of Medway is celebrated today in the ' Museum providing an insight into the lives of soldiers throughout the ages, and the Royal School of Military Engineering, an active training establishment. The Dockyard was also defended CASTLE by the Elizabethan castle at Upnor, which survives today as a tourist attraction.

4 The uniqueness and significance of the Dockyard's legacy are recognised in the fact that the Historic Dockyard and its immediate defensive system have been shortlisted by the UK government for inclusion on UNESCO's World Heritage Site List.

Since the Dockyard's closure, public and private investment have helped to rebuild the local economy, including the creation of the Medway City Estate (an enterprise zone) and the development of Chatham Maritime in the former dockyard as a flagship residential, business and education quarter. The local economy is now dominated by financial and business services, hi-tech manufacturing, health, retail, education, construction, the creative industries and tourism.

Rochester is well known in tourism terms, featuring an 11th century castle and 7th century cathedral (the second oldest in the country), and having many connections with the author Charles Dickens. An €85m themed tourist attraction named 'Dickens World' will open in Chatham Maritime in 2007. THE ANNUAL SWEEPS FESTIVAL

Each year Medway plays host to a number of events and festivals, including Chinese New Year celebrations (the largest outside of London), the Will Adams Festival (the Medway born explorer who was the first European to reach Japan), and a Dickensian Christmas weekend. For more information, please visit www.medway.gov.uk. THE WILL ADAMS FESTIVAL

5 New Dutch Waterline, The .

Geographical Location The New Dutch Waterline defended Holland from landward attack from the east. Size of population The New Dutch Waterline includes many cities and towns. The largest is with c. 232,700 residents. Other important cities include: Muiden (6,900), Weesp (18,000), Naarden (17,000), Hilversum (82,000), Nieuwegein (69,000), Culemborg (25,000), Leerdam (21,000), Gorinchem (34,000) and Werkendam (26,000). Size of region 85km long (from Muiden to the Biesbosch National Park), and 3-5km wide, the New Dutch Waterline covers 50,000 hectares. Administrative bodies Five Provinces (Noord Holland, Utrecht, Zuid Holland, Gelderland, Noord Brabant) and 25 municipalities. Military heritage in 12 sites belong to the various Ministries and 19 to public ownership the Municipalities. Two are owned by the provinces (Noord Holland and Utrecht) and one by the University of Utrecht. 20 sites belong to other public bodies. Military heritage in • Two owned by associations, and eight private ownership private properties.

The New Dutch Waterline was not the first water defence line in Holland, as its name suggests. In the 17th century the Old Dutch Waterline was built. Unlike the Old Waterline, the New Dutch Waterline (built between 1815 and the beginning of the Second World War) also protected the city of Utrecht. It represents a typical Dutch area, flat and with some areas under sea level The Waterline borders the Randstad conurbation (Rotterdam, The Hague, PROPAGANDA PHOTO FROM THE MINISTRY OF DEFENCE IN 1939 Amsterdam, and Utrecht), where space is scarce.

The fundamental aspect of the line was a streak of water 85km long. To flood the land, the Dutch used an ingenious system of sluices, dikes and canals. A shallow layer of water, 40-50cm deep, was enough to make the land virtually impassable by foot, wagon or horse. Yet at the same time, the water was too shallow to navigate by boat.

AERIAL PHOTO OF FORT ASPEREN The line comprised about 60 defence works, ten flood basins, five fortified cities (Muiden, Weesp, Naarden, Gorinchem, and Woudrichem) and over 1,000 elements (sluices, dikes, bunkers etc). The majority of the forts conformed to the bastion system, but two are built according to the polygonal system (Forts Rijnauwen and Vechten) and there are several tower fortresses. 21 are designated national monuments.

The line was brought into a state of emergency three times: during the Franco- Prussian war (1870), during World War I, and at the beginning of World War II. After World War II, the waterline lost its function. Nonetheless, several forts continued to be used, for example, as munitions depots.

In war, an open line of fire was important. The region surrounding the defensive works was divided into concentric zones of 300, 600 and 1000m - the Prohibited Areas. Within these zones, increased construction and agricultural regulations applied. For example, the Prohibited Areas Act of 1853 (repealed in 1963) specified that only wood-frame houses could be built in the middle zone (300- 600m). The act granted the power to destroy all buildings, houses and crops

MAP OF KEY SITES OF THE NEW DUTCH WATERLINE within the Prohibited Areas during times of war, to maintain an open line of fire. 6 In the Belvedere Policy Document the Waterline is a designated national project, treating the and inundation fields as one. Different elements will adopt various functions related to tourism, recreation and the environment. The collective vision for the Waterline is described in the planning document 'Linieperspectief for 2020'. In addition, the Line will be proposed for UNESCO's AERIAL PHOTO OF CASTLE LOEVESTEIN World Heritage List.

Since 2001 a steering committee and supporting project office have been in place, now under the responsibility of the Ministry of Agriculture, Nature and Food Quality. Their primary task is to create and help implement the vision to ensure the conservation of the Waterline as a recognizable spatial entity. Exploring opportunities for public-private partnerships are high on the agenda. Today, more and more defence works are receiving a new purpose.

FORT HOOFDDIJK -TODAY IN USE AS A UNIVERSITY BOTANIC GARDEN The development of the New Dutch Waterline as an ecological area for tourism, recreation and leisure is one of the important targets of the national project (“Deltametropol”). The New Dutch Waterline will become a green sash for the Randstad, maintaining the atmosphere of a unique military past, with space for nature, and recreation. A special aspect is the search for creative uses of the former flood basins, such as drinking water reservoirs, temporary storage of surplus rainwater, or flood catchment areas. For more information, visit www.hollandsewaterlinie.nl TOURISTS BY A BUNKER

7 Cartagena, .

Geographical Location Murcia is a region to the southeast of the Iberian Peninsula, between Andalusia and Valencia. Cartagena is its second largest municipality. Size of population 1.3m inhabitants in the region, and 175,000 in Cartagena city. Size of region 11,315km2 Administrative bodies Regional Government: Autonomous Community of Murcia. Local Government: Municipality of Murcia / Municipality of Cartagena. Military heritage in The majority of the military heritage is owned by public ownership the Municipality of Cartagena. Other public owners include the Ministry of Defence, the regional authority and the State. Military heritage in San Julián Castle is used by Telefónica, S.A. as a private ownership telecommunications aerials base. Lo Poyo Tower is owned by the Armengal family

The city of Cartagena lies on the Mediterranean coast, in the region of Murcia. Murcia is one of 17 Autonomous Communities and two Autonomous Cities in Spain. It is divided by the Segura river that provides it with a rich valley. The most well known characteristic of Murcia is its fields or gardens ("huerta”). A very special feature of the landscape, dominating the valley, is the Arab castle GALERAS CASTLE dating from medieval times.

Murcia was founded as “Mursiya” in 825AD. The Arabs, taking advantage of the proximity of the river, created a complex hydrological network that was fundamental to the prosperity of the city. In the 11th century Murcia became an independent kingdom, but was re-conquered by Alphonse X The Wise and joined the Castillian kingdom. Since the creation of provinces, in the 19th century, it has been the capital of the province and since 1982 the capital of the region. In recent years it has undergone a spectacular demographic change, and is now the 7th most populated municipality in Spain. The population can increase by over 500,000 each summer. The main economic sectors in the region are financial, administrative and cultural; the traditional sector was agricultural, today in decline.

The Carthaginian General Asdrúbal founded Cartagena in around 227BC as Qart Hadasth (New City). However, there are Phoenician remains from the 8th

REHABILITATION OF THE ROMAN THEATRE century BC, and 5th century BC evidence of settlements in Molinete hill. The roman general Escipión conquered Cartagena in 209AD, changing its name to Carthago Nova, and developing it into one of the most important roman cities of Hispania.

During the rule of the Roman emperor Diocleciano, Cartagena became the capital of the Roman province of Carthaginiensis. After the decline of the Western Roman Empire and the establishment of German kingdoms in Spain, Cartagena belonged to the Byzantine Empire. The Visigoths, led by King Sisebuto, conquered and destroyed the city during the 7th century causing crisis and decline. THE SURVEILLANCE TOWER During the Arab domination, Cartagena experienced some recovery, and was reconquered by Alfonso XII - the Catholic King - in 1245. It was boosted again by the Borbones dynasty of the 18th century, as it was transformed into the capital for naval defence in the Mediterranean. During the Enlightenment Cartagena developed an important architectural legacy, the remains of which can be found in many palaces and sites throughout the city. 8 In the 19th century the Cantonal Revolution signalled a movement for the independence of Cartagena from the nation. It had quite significant momentum, until the troops of General López Domínguez crushed the rising. During the Civil War (1936-1939) Cartagena was the only naval base for the Republican army, and the last city to be conquered.

The first agreement to transfer ownership between the Ministry of Defence and the Municipality of Cartagena was signed in 1993, and encompassed: the Naval Hospital and nearby barracks, Antiguones barracks, the hill and castle of Despeñaperros, Los Juncos Field, areas of the Artillery Park, the Subsistence and Dressing barracks, and land near to the road of Canteras. The Ministry of Defence still owns: Galeras Castle, several batteries, Navidad Tower and the THE MUNICIPALITY HALL Arsenal. It also owns Navidad Fortress, but has transferred its use to the Municipality. The Municipality owns: Concepción Castle, Carlos II Wall, Los Moros Castle, Despeñaperros Fort, Carlos III (Dean) Tower, San Leandro Battery and La Parajola Battery. The regional authority owns Las Cenizas Battery, whilst the State owns La Atalaya Castle.

The main economic sectors for the city are: petrol and chemical industries, energy, agriculture, tourism, commercial and military port activities, and the dockyard. Key buildings include the former military hospital and Antiguones ENTRANCE TO THE ARSENAL barracks, owned by the Polytechnic University of Cartagena; the Spanish Civil War Shelters, the Archaeological and Naval Museums, and the National Museum of Underwater Archaeology, the Arsenal, and various coastal batteries and towers.

The Centro de Investigación para el Desarrollo, the project partner in ASCEND, is developing several European initiatives to valorise and promote the vast heritage of Cartagena. European funds (under the Euromed Heritage initiative) are currently helping rehabilitate one of the batteries as an interpretation centre THE ENTRANCE TO THE ARSENAL TODAY for the ensemble.

9 Rostock, Germany.

Geographical Location Rostock is a Hanseatic City, located in Mecklenburg-West Pomerania, northeast Germany. Size of population 200,000 inhabitants. Size of region 18,000 hectares. Administrative body Hanseatic City of Rostock, governed by the Lord Mayor. Military heritage in The University of Rostock utilises former public ownership military buildings. Military heritage in The Treuhand Liegenschaftsgesellschaft (TLG : Real private ownership Estate Services Trust Ltd) is a state-owned private enterprise. The TLG transfers former public property, real estate and businesses into new use. Various examples exist in Rostock.

Rostock has been an established residential territory for around 1,400 years. Its origins lie in an old Slavic tribe founding a colony on the eastern banks of the river Warnow and building a fortress there to protect against hostile assault. They called this piece of land “roztoc” which means “the flowing apart of a river”. At the time of the crusades (12th century) the fortress was burnt down by the Danish King Waldemar I, who was responsible for subduing the Slavic tribes in Mecklenburg and Pomerania.

Only a few years later, German traders and craftsmen came to the area. The city on the Baltic Sea flourished, and became one of the first and most important Hanseatic Cities: by the 14th century there were already more than 12,000 inhabitants. Shipbuilding, commerce and handcraft made Rostock wealthy, and the patrician merchants especially became quite rich. Huge Gothic churches made from brick were built, as well as monasteries, hospitals, the town hall and the town gates. In 1419, Rostock university opened; it is today MONASTERY IN ROSTOCK the oldest in the Baltic Sea region.

Throughout the 17th century there were many wars and much unrest; ongoing conflicts with the sovereign of the country and a devastating fire in the town forced Rostock's decline into insignificance.

Only the remarkable industrialisation of the middle of the 19th century brought a renewed increase in prosperity for the city. At the Rostock dockyard “Tischbein and Zeltz” the first German seagoing screw steamer was built. The Rostock flotilla with its 378 ships became the biggest fleet along the Baltic Sea coast. Significant income was generated by exporting grain from the Mecklenburg hinterland. The town started to expand and grew beyond the town wall to number 30,000 inhabitants. Considerable industry was thus established in the city. Shipbuilding entered onto a par with the construction of agricultural machinery and the general building industry, mainly because of the THE HARBOUR growth of the Neptune Dockyard public company.

By the turn of the century Rostock was home to a number of banking companies; as a centre of administration and cultural metropolis it developed an outstanding position in Mecklenburg. Residential quarters for workers and grandiose mansions were built. Pieces of art became part of the townscape: art collections and a newly built theatre emphasized the attractiveness of the town. This development ended abruptly when the consequences of World War I THE TOWN HALL started to influence life in Rostock.

10 The years of the Weimar Republic brought a new industrial sector to Rostock: aircraft construction. Against the background of fascist war rearmaments the city grew and by 1942 it was home to 135,000 inhabitants. The armaments industry, with aircraft construction and marine armaments, attracted significant manpower. Aircrafts built in Rostock did immense damage throughout Europe during World War II. One of the most famous names associated with the aircraft industry in Rostock is Ernst Heinkel. THE FORMER SHIPYARD NEPTUNWERFT

The city of Rostock itself was bombed several times by British and American bomber formations. Hundreds of people were killed in these raids. Just under half of the flats in Rostock and various historic buildings were destroyed.

Rostock's position on the coastline determined its difficult reconstruction during German Democratic Republic times. The Warnow dockyard grew to become the biggest ship building company in East Germany. Maritime traffic and deep-sea fishing completed the mainly maritime-targeted development of the economy.

Inadequate provision of work and housing, lack of effective resources and THE ANNUAL HANSE SAIL EVENT IN ROSTOCK supplies, and political paternalism were the reasons why in Rostock, as well as elsewhere in the GDR, a fundamental revolution took place in November 1989. This impacted on the job market, and thousands of jobs were lost in the dockyard companies and harbour.

Economic lobbyists and technical societies have since remembered the tradition of aircraft construction (a taboo subject during GDR times) and tried to revive it. These attempts led to a wide and controversial public discussion about whether this tradition could be useful and/or ethically appropriate for the settlement of business. The Heinkel wall stands as a symbol in this conflict, the sole remains of the factory of Ernst Heinkel. THE SO - CALLED HEINKELWALL

11 Venice, Italy.

Geographical Location The Province of Venice is in the Region of Veneto, northeast Italy. The Arsenale is located in the historical centre of Venice. Size of population Province of Venice 813,294 (source: ISTAT). Venice Municipality 271,073 (source: Venice Municipality). Size of region Veneto Region: 18,391km2. Venice Municipality: 457km2. Administrative bodies Veneto Region (containing seven provinces and 581 municipalities), the Province of Venice and the Municipality of Venice. Military heritage in The military heritage is shared between the public ownership Ministry of Defence, the Civilian State Property Board and the Municipality of Venice. Military heritage in Only one fort out of almost 70 sites (Fort Sirtori) is private ownership privately owned, by a society of architects.

The Venetian System (Piazza di Difesa Marittima) is an extensive set of Modern Age fortifications and 20th century buildings. It lies across the territory of six municipalities: mainly within the Venice Municipality itself but THE DEFENSIVE SYSTEM OF VENICE also Chioggia, Cavallino, Mira, Spinea and Marcon.

From the early Middle Ages, towers, fortifications and castles increasingly appeared on the lidos, defending the port openings and inner canals of Venice. These buildings created the framework for the defence system which grew to include nearly 70 sites divided into an entrenched field on the dry land (Campo Trincerato di Mestre: developed since 1882 around the Napoleonic Fort Marghera), and a complex coastal defence line around the lagoon area. Now covering 580km2 it represents one of Italy's most important defence systems. It includes many typologies of military architecture: from the most prestigious FORTE MARGHERA, AUSTRIAN PHOTO OF 1866 16th century Sant'Andrea fort to World War I buildings.

The majority of the Modern Age defence system is found at the port openings and was built between the 15th and 16th centuries. Between the 17th and 18th centuries lagoon batteries were added to defend the navigable canals. During the 19th century the system was reinforced and enlarged by the French and Austrian armies. This was particularly evident during the second Austrian domination (1815-1866). The system was enlarged and completed during the 19th and 20th centuries by the Italian kingdom.

Today, the easiest to use buildings are on the entrenched field, and some have already been regenerated. The most important site, Forte Marghera, is undergoing detailed planning for re-use. The combined surface area of the entrenched field is 153 hectares, with a built surface area of 42 hectares. The fortification system presents a strong opportunity to create new cultural routes in Venice, offering sustainable alternatives to the usual tourist routes. The dry land fortifications constitute an important green belt within a chaotic urban development.

Since the 1970s the army has abandoned several fortifications. Many buildings were not maintained, and this has been a major contributor to their decay. In the mid 1990s, groups of volunteers were granted the temporary use of part of these forts, after nearly twenty years of lobbying to demonstrate their great potential for re-use. Thanks to this process seven of the 12 dry land forts have been bought by the Venice Municipality.

12 The Venice Lagoon and historic centre were granted World Heritage Site status in 1987. The development of the area is governed by regional, provincial and municipal planning regulations, and in many cases the buildings are protected by the National Act 1089/39. The whole system is protected by the Special Act for the Safeguarding of Venice. The area is included in a Lagoon Master Plan and in the main Master Plan on regional development.

The Arsenale is a monumental complex of exceptional value, a symbol of the military, political and trading power of the Venice Republic, today covering one seventh of the whole city area (48 hectares). Activities related to shipbuilding (especially military) have characterised the site for eight centuries. Today the Arsenale is state owned, (62% by the Italian Navy, 2% by the Ministry of Transport and 36% State Property Board). AERIAL VIEW OF THE ARSENALE

Shipbuilding ceased during the two World Wars and the Arsenale's military function is today reduced to the training of naval officers. Part of the military area was used for the celebrated Biennale exhibition, which made the restoration and re-use of the ancient ropery possible. Restoration has saved the most important buildings, but the complex needs greater investment to be completely re-used and given back to Venice.

The Venice Municipality, having defined the main objectives of an area plan in 2001, completed the Master plan for the Arsenale in 2005, foreseeing scientific research and production in the north, and cultural/exhibition activities in the south. The “civilian” northern area is managed by agreement between the Municipality and State Property Board, and some production and ship refitting activities still exist. About 400 people work today in the dockyard. In addition the National Centre for Research will have its headquarters in the Arsenale, through the restoration of ancient structures. The regeneration of the Arsenale today constitutes one of the main challenges for the future of Venice.

13 Charente-Maritime, France.

Geographical Location The department of Charente-Maritime lies in mid- France, on the Atlantic Coast. Size of population 576,855 (2003) Size of region 6,864km2 Administrative bodies The General Council is responsible for the management of the Department of Charente- Maritime. 472 district authorities operate within it. Military heritage in 48 fortifications in total, 26 belonging the district public ownership authorities and eight belonging to the French Navy. The remainder belong to either the Coastal Conservation Department, the Ministry of Culture or the Ministry of Transport and Infrastructure. Military heritage in Nine fortifications - mainly used as private private ownership residences.

Charente-Maritime is characterised by land and sea. With an exceptional 420km coastline, including 120km of natural beaches, 50 trade and fishing ports and marinas, a coastal climate, four islands and two estuaries, Charente- Maritime has become the foremost tourist destination on the Atlantic coast.

Charente-Maritime is the 16th largest French department and represents 27% of the total area of the Poitou-Charente region. Thanks to its coastline, Charente-Maritime enjoys an eminently strategic position. Its numerous maritime fortresses, batteries, citadels, and arsenals recall the battles waged against sea-born enemy attacks. A significant asset is the natural protection SATELLITE IMAGE OF CHARENTE-MARITIME afforded to the mainland by the islands of Ré, Oléron and Aix. ©EURIMAGE 1996 RÉALISATION M-SAT EDITION 63 CLERMONT-FERRAND Charente-Maritime unveils its heritage through the rich history of its cities (La Rochelle, Saintes, and Rochefort, the latter having been declared a city of art and history) as well as its cultural treasures, including 240 listed historical monuments.

Whether heritage is publicly- or privately-owned, a single objective prevails: that of protecting and developing heritage through the pooling of efforts.

The General Council is composed of an Assembly of Councillors who represent the 51 cantons (townships) of the department and who are elected for six-year terms. They oversee a wide range of departmental development activities including, the improvement of social conditions, economic development, infrastructure, environmental and heritage conservation, education, training, sports, and tourism.

The President of the General Council serves a three-year term and is in charge of carrying out the Assembly's decisions. Reports submitted to the Assembly are examined by specialised committees. Once the Assembly has voted in favour of a decision, the ensuing measures are carried out by public officials.

Within the General Council, a specific and unique body is dedicated to managing the restoration and conservation of one of the department's most famous heritage sites - the citadel of Brouage. Designated as a showcase of rehabilitation efforts concerning military architecture, Brouage dates from the 16th century, and was once a centre of international salt trade. This autonomous body is referred to as the “Multilateral Committee for the THE FAMOUS ÉCHAUGUETTES OF BROUAGE Restoration and Rehabilitation of the Site of Brouage.”

14 The Multilateral Committee (Syndicat Mixte) is a public institution which reports to the territorial administration, and whose staff fall under territorial public service. It is composed of representatives of the General Council and of two district authorities in Charente-Maritime. It is managed by a steering committee, which includes the President, the General Councillors, and district representatives.

The Committee has three main objectives: • to accelerate architectural heritage restoration and landscaping efforts by the coordination of the various projects and the management of contractors for any works not carried out directly by the state. • to concentrate on developing appropriate legal tools, enabling improved protection of the site and warranting both quality and consistency throughout the buildings and the site, specifically through the application of urban pre-emption rights. • to generate with public and private partners the development and implementation of projects likely to contribute to the rehabilitation and use of restored buildings and generally aimed at boosting opportunities for the citadel of Brouage.

The efforts of the Department and the Multilateral Committee have proved to be perfectly adapted to the conservation of fortified sites along the Charente-Maritime coast, actively contributing to their rehabilitation and to future restoration projects. AERIAL VIEW OF BROUAGE

15 Karlskrona, .

Geographical Location Karlskrona is in the county of , in southeast Sweden. Size of population 150,000 in Blekinge. Size of region 2,941 km2 Administrative bodies Five Municipalities operate within . Military heritage in The dockyard still retains a military function. public ownership Military heritage in Hyper Island, Skärfva estate and Telecom City. private ownership

Blekinge county is one of the most densely populated in Sweden (excluding the major metropolitan areas). From the north to the south, the county extends about 40km and from east to west, 110km. Blekinge has about 950 lakes and 12 watercourses and around 800 islands. Karlskrona, which is the seat of Blekinge county, has a population of 62,000.

For several hundred years, Blekinge was a borderland between Denmark and KING KARL XI IN THE TOWN SQUARE Sweden. The province was often the site of armed conflicts between the two archenemies. Urban and rural centres were burned and pillaged by Swedish and Danish troops alike. With the Treaty of Roskilde in 1658, Blekinge became a part of Sweden. As a part of the integration of Blekinge into Sweden, but also for commerce and military strategic reasons, the city of Karlskrona was founded by King Karl XI in 1680, as a base for the Swedish Navy at the Baltic Sea's then centre of power. King Karl XI's statue stands today in the main town square.

When Karlskrona was founded, Sweden was a major power with territory all FREDRICH CHURCH IN TROSSÖ SQUARE around the Baltic Sea. The sea was therefore at the centre of the kingdom and the site where the naval port now stands became a strategic starting point for defence. From the very beginning the intention was to build both a naval base and a city. A shipyard was also needed to build and repair the fleet. The aim was to create a strong defence. Navy offices, accommodation, the shipyard and the naval base were situated on the island of Trossö with its natural harbour, protected by a triangle of three bastions. The Kungsholmen Fortress and the Drottningskär Citadel would protect the fairway at Aspö Sound. By the end of the 18th century Karlskrona was the third largest city in Sweden, and also her DROTTNINGSSKÄR CITADEL military centre. The naval base and the shipyard in Karlskrona have maintained their status since then. Naval features include the naval dockyards, with the 300m long ropewalk dating from 1692, and Polhemsdockan, a dry dock dating from 1724. The unique architecture and interesting buildings in the city and its archipelago are living features of the modern skyline.

KUNGSHOLMEN FORTRESS During the reign of King Gustav III (1746 - 1792), ships were built under the supervision of the Master Shipwright Fredrik Henrik af Chapman. At Skärfva, af Chapman's impressive summer residence combines a traditional Swedish folk style with one redolent of a great power.

Over 300 years of continuous and above all, well-preserved naval history form the basis of Karlskrona's 1998 inscription on UNESCO's World Heritage List as “an outstanding example of a European planned naval city of the late THE ISLAND OF STUMHOLMEN 17th century”.

16 Karlskrona has experienced the strongest growth in I.T. in Sweden. The Telecom City network has been developed, as has the Blekinge Institute of Technology, which has a high profile in I.T. and research. The geographical position is favourable, and several of the town's industrial companies operate globally. Nevertheless, the fortifications have remained virtually untouched since the beginning of the 18th century.

BASTION AURORA

17 Thessaloniki, Greece.

Geographical Location Central Macedonia, northern Greece. Size of population 1m in the city of Thessaloniki, and 1.8m in the region. Size of region 68 km2 Administrative body Municipality of Thessaloniki. Military heritage in All military heritage is owned by the Ministry public ownership of Defence. Military heritage in None. private ownership

The city of Thessaloniki was born in 315BC, thanks to a combination of historical, economic and geographical factors. It rapidly rose to distinction as the economic and administrative capital of Macedonia, and the second capital of the Byzantine Empire. As the second city of the modern Greek state since 1912, it has continued to enjoy steady growth and development with two large PANORAMA OF THESSALONIKI universities, an extensive industrial area, and harbour.

Byzantine Thessaloniki (4th Century A.D to 1430): Christianity became the official state religion at the end of the 14th century. Thessaloniki was soon one of the great centres of Christendom. The insecurity that troubled Macedonia during the period when Slavs and other tribes were invading the region led to a general urban rush, with Thessaloniki as a favorite goal. Towards the end of the first millennium the city acquired a new citadel, which enclosed an area of 16 THE HARBOUR AND WHITE TOWER hectares, at the top of the hill, named until today “Acropolis”.

The development of monasticism, mainly after the tenth century, created new needs. Large monastery complexes were built in once open areas. By the late Byzantine period the monasteries had become the nucleus for the city's social life. The concept of the local district or neighbourhood was well established: each one took its name from the nearest monastery, which defined the district's spatial identity.

During this last phase of the Byzantine era, a small fortress, known as Eptapyrgion (“seven towers”) was built in the northern section of the citadel; two hectares were brought within the first westward curve of the north wall, for reasons of security.

Thessaloniki enjoyed a notable economic, spiritual and artistic flowering in the 14th century, as is attested in written sources and by monuments. But this golden age was cut short when the city was captured by the Ottomans in 1430. Many inhabitants fled, and it took years for Thessaloniki to regain its leading role.

Ottoman rule (1430 - 1912): The gradual loss of geometric regularity in the urban fabric of Thessaloniki was slow at first. The walled city acquired mosques, baths and a covered market, and its most important churches were converted into mosques. Troubled times repeatedly changed both the form of the city and the varied religious make up of the population. In 1545, 1612 and particularly 1620, large parts of the city were burnt down. It is presumed that was the time most neighbourhoods became increasingly homogenous with regard to the THESSALONIKI 1800-1917 ethno-religious origin of their residents.

The first plan we know of for the whole of the intramural city was drawn up around 1880. The city's expansion beyond the walls continued apace. A plan of 1889 shows two suburbs for the first time, covering 90 hectares to the east and 60 hectares to the west. The traditional divisions along religious and ethnic lines did not exist here. 18 Thessaloniki since 1912: Thessaloniki acquired its official Greek identity in 1912 after the first Balkan war. Equally important landmarks include the fire of 1917 which destroyed the historic city centre, and the compulsory exchange of populations between Greece and Turkey in 1922, resulting in Thessaloniki's muslim population being replaced by a vast number of from Asia Minor. THE WHITE TOWER AND SEA FRONT AT NIGHT The fire devastated 120 hectares of the most important part of the city (leaving 70,000 homeless) and essentially wiped out the city's oriental aspect and traditional layout. Embracing the latest ideas in modern town planning the then Greek government decided to ignore the pre-existing ownership and traditional uses of the land and use the rebuilding as a basis for social, economic and spatial modernisation.

An international planning committee was established. The new plan gave the city a classical layout (formal geometry; diagonal streets; monuments as focal points) a hierarchical street network and a civic centre on the new Aristotelous Square. ARISTOTELOUS SQUARE

The pilot plan for the revival of the city's commercial centre, which was sponsored by the E.U. (16th Directorate) from 1992- 1994 helped focus interest on the city's markets, (such as the harbour market) and bazaars. The E.U. also funded the restoration of the market bathhouse and the excavation of the ancient Agora. In 1994, a large part of the intramural area and the harbour were declared historic sites. MODERN VIEW OF THE HARBOUR

19 Process Model.

1. ASSESS HERITAGE SIGNIFICANCE

2. UNDERSTAND YOUR CONTEXT

3. VISION / OPTIONS APPRAISAL

4. ASSEMBLE STAKEHOLDERS- CONSULT COMMUNITY

5. FEASIBILITY STUDIES

6. CONSERVATION MANAGEMENT PLAN + IDENTIFY RESOURCES

7. AGREEMENT

8. IMPLEMENT

9. EVALUATE

20 Introduction

The ASCEND process model, intended to demonstrate the key stages in developing a socio-economic re-use for a site or building leaving military ownership, took shape over several months. It was originally foreseen as a flow diagram, or a series of flow diagrams that led the reader to a selection of possible uses for a former military facility.

However, ASCEND partners noted that key stage (2) in the process - 'understand your context' could not be adequately weighted in a flow chart. Furthermore, matters such as “heritage worth” are much more difficult to quantify than is allowed by a flow diagram, with its restriction to 'yes' and 'no' answers (weighted matrices were considered, but rejected as not adequately simplifying the process for the reader, and potentially likely to introduce bias). Finally, we opted to avoid the implication that our flowchart could provide the answers, or that a single specific solution could easily emerge from a uniform set of options. What the ASCEND process model provides is the context, or framework for defining and narrowing possibilities.

The model is designed to be used by anyone responsible for a piece of former military land or heritage, whether in the public or private sector. It can be used to test a proposal for re-use, to broaden options for re-use, or to provide considered inspiration if no concrete proposals have been made.

The process model is a working model - at several stages, readers are prompted to re-enter the triangle at a higher stage: mainly to verify that assumptions and findings hold true in practice, and to accommodate new information or stakeholders. Key stage (9) however, should be revisited at regular periods agreed by the management plan / management group. Whilst preserving and re-using military land and heritage requires tremendous effort in the theoretical sphere - devising, planning, conceptualising and integrating to list but a few of the activities involved - heritage is firmly rooted in the physical, practical world, and complacency in equating the two (by relying on a static correlation) may detract from the optimum outcome.

The main premise that underpins the model is that whenever possible, military heritage must pay its way. We live in a world with increasing numbers of sites of great significance - from military, industrial, religious, natural, cultural and many other spheres - and sustaining each and every one in a display case is both highly impractical and frequently undesirable. These sites once breathed life and generated their own, often substantial, wealth - to deny them the chance to do this again may seem at least unfair, if not overbearing. Allowing them to integrate once more with their surrounding land and community restores their importance and potential, and gives them a renewed purpose.

The ASCEND process model takes as its starting point a site that is clear of contamination (pollutants and residual arms / mines etc), and is environmentally safe for re-use. Readers who are at an earlier stage, needing still to address these issues, are invited to consult the many publications produced by the NATO Committee on the Challenges of the Modern Society on these subjects. (A full list can be found at www.nato.int/ccms/publi-2.htm)

It should be noted at an early stage that the costs of decontamination can often outweigh the commercial value of the site. These costs must however be considered alongside the cost implicated in simply making the site safe and secure, and the quality-of-life and environmental impact of leaving redundant brownfield land (and thereby forcing new development onto greenfield land). Furthermore, varying levels of decontamination can be considered appropriate (fit for purpose) depending upon circumstance. For example, contamination levels in soil beneath a car park can be acceptable at a much higher level than grounds which will be landscaped for public access (see key stage (2) below). 21 Our readership will comprise those working with small individual sites, such as fortifications and batteries, and larger sites of many hectares, including military and naval bases and training grounds. The following detailed explanation of each stage aims to cater for those dealing with the largest of these sites, and we ask readers with smaller interests to use their discretion in tailoring our suggestions to their own example.

(1) Assess Heritage Worth:

Aim: To determine what aspects of a site need to be preserved due to historic, architectural or other, significance, and to what extent. This allows preliminary scoping of re-use options.

It is vital to fully understand the parameters of any site before intervention. Without knowing how, or why (or if) a site achieved significance, it is impossible to plan adequately for its future, and to decide who should be involved in the planning process.

There is no universally accepted method of determining significance: significance is difficult to quantify and frequently intangible. This is compounded by the fact that objects of significance vary considerably - uniform guidelines to equate Hadrian's Wall and the Siegfried Line, for example, would be of the utmost complexity.

In practice, most nations operate listing, or grading systems to provide statutory protection for significant buildings and structures, and this will provide a preliminary yardstick for fresh assessment. (Although property that has just been transferred from the military sector may not always have been assessed beforehand). In the United Kingdom, for example, the government Department for Culture, Media and Sport is charged with the scheduling of ancient monuments, advised by English Heritage (a government-funded body), whilst English Heritage alone is responsible for listing buildings. In Spain, it is the Ministry of Culture which is responsible for assessing heritage worth, usually prompted by the regional Heritage Departments. Procedures and priorities can be somewhat complex - as merited by the nature of the task - and adequate time should be allowed for a thorough review. Published guidance by bodies involved runs to many pages.

As with the process model itself however, these listing and schedulings should be regularly reviewed, to reflect changing knowledge and circumstances (note that buildings and structures can move up or - more rarely - down a list). This should form a part of the planning process if the original listing seems dated.

In cases of exceptional significance, a site should be considered in the broadest international context, and advice can be sought from organisations such as ICOMOS (the International Council on Monuments and Sites, an affiliate of UNESCO), dedicated to the conservation of historic monuments, areas and sites throughout the world. They are also a professional advisor to the UNESCO World Heritage Committee. (Other advisors are the World Conservation Union (IUCN) and ICCROM, the International Centre for the Study of the Preservation and Restoration of Cultural Property).

The site must also be assessed in terms of the environmental value of its surrounding land, as this can often carry statutory protection. In the UK, for example, designation as an area of outstanding natural beauty (AONBs) or site of special scientific interest (SSSIs) provides protection for the natural landscape (whilst conservation area designation provides protection for the built landscape). Indicators that underpin any assessment will include, but are not limited to, the site's: 22 • history (e.g. its importance in defence of the realm) • commemorative value (tribute to people or events) • age and rarity • associations with people and events • shaping of local, regional, national, European and international identity • area designation (conservation areas; SSSIs; AONBs) • association with the local community • architectural value and spatial character • matrix significance / group value (how important the site is in relation to surroundings / linked sites) • below ground archaeology • ecological appraisal • comparative value with sites locally, regionally, nationally and internationally • inherent interrelation i.e. between buildings and areas of the site • aesthetic value • association with literature and art • technological developments

Remember also to include as many experts as possible in the process (both formal, professional expertise, and also the more informal expertise of the community). It can be worth investing funds to hire specialist consultants - as with any process, accurate work in the early stages is an investment in later success.

It should be noted that aesthetic qualities do not directly correlate with significance - just because a building is deemed 'beautiful' by popular culture does not necessarily imply it is important. Furthermore, 'unsightly' buildings may have significance quite unexpected from their physical appearance. Only thorough investigation can establish the case.

If a significance assessment determines that a site is very important, this does not mean re-use as a museum/visitor attraction will succeed. For an independent sustainable future, other criteria must come into play - location (in relation to centres of population), access, catchment area, demographics, competition etc (see 'Understand your Context'). Readers with a particular passion for their heritage are reminded that the general public does not always understand or reflect this appreciation or enthusiasm for a site. An Interreg IIIB project, 'Crossing the Lines' has investigated the varying levels of visitor interest in military heritage attractions, and have produced their own model to reflect this. It may be worth considering at this stage.

Further analysis and options appraisal therefore remain vital, before making a decision based on a positive assessment of significance.

23 Combined use of a site as a visitor attraction and a museum can also be a particularly sensitive issue, with regard to interpretation messages. With military heritage in particular, significance from a personal / community context may have negative connotations, and its interpretation must be handled very carefully, in order for it not to be perceived as exploitation (see for example the case studies on the Heinkel Wall and the Spanish Civil War Shelters).

The ecological significance of a site can also have a strong influence on possible development options. Does a rare breed of bats occupy the buildings, for example (see the case study on Fort Voordorp)? Is the flora or fauna of your surroundings unique or protected? These factors should be considered at a very early stage, as their impact on plans can be immense.

(2) Understand your Context:

Aim: To set significance within parameters that allow the information to be translated into a provisional set of ideas.

We note above that a museum will likely fail, irrespective of a site's significance if it is poorly located or poorly accessible (two features that often afflict military heritage). Costs associated with enhancing transport infrastructure will tend to undermine these proposals. However, if local, regional or indeed national plans propose major development nearby, this may assist the viability of proposals that assume income from visitors. Yet if the site is just a short distance from a popular tourist destination (as with the land defence system in Venice) the scene changes once again. If buildings require drastic structural intervention to make them safe to use, or to restore them to their former character, the scope of the project may be dictated by the funds available.

The vital lesson of key stage (2) is that a 'one size fits all approach' cannot be taken. Just because a particular approach worked in one location, does not mean it can be directly translated to another - unless all parameters are identical, and this is unlikely to be the case. In creating the case studies which follow, ASCEND partners have endeavoured to draw out their key success (or failure) factors, and the case studies are to be read as learning curves with transferable aspects of best practice - they are by no means intended as proscriptive blueprints.

Context should be considered at local and regional level as appropriate. The following list of factors is not exhaustive, but should act as a springboard for discussion:

• Accessibility - transport (rail, road, waterways: availability of public transport) - infrastructure (water, electricity, gas, sewage) - facilities (parking, toilets, rest areas, catering) - disabled access

• Condition - structural works required - restoration work required to the physical fabric of the site - remediation work required to the land - potential internal modifications - vulnerability (structural condition surveys may be required, not just visual appraisals) - residual contamination

• Current development strategies - economic development - tourism / culture / leisure - planning policy - investment framework - funding opportunities 24 • Current local / regional provision - tourist facilities / visitor attractions (contrasting or complementary?) - education facilities - residential accommodation - parks and green spaces - private-sector presence

• Population demographics - age - prevalent industries - education levels - unemployment rate - employment rate - growth - long-term predictions

• Sensitivity - preserving memories - relationship with community - community conflict - community identity - negative connotations

• Environment - biodiversity - AONBs, conservation areas - soil / land contamination

In many cases, several of these criteria will be adequately assessed in existing local studies and strategies.

(3) Vision / Options Appraisal:

Aim: To funnel the information gained from key stages (1) and (2) to produce a set of viable re-use options for comparison.

By now, many options will have been eliminated, and a select choice of potentially viable options will remain. This is not to say that these will all offer the same degree of success, however, and key stage (3) represents the initial testing of a specific set of ideas.

At this stage there is a risk that enthusiasm for one particular course of action will take hold. Whilst vision and determination are key qualities for the success of any endeavour, this stage, will ensure that a resultant 'blindness' does not introduce potentially damaging bias.

With this in mind, key stage (3) can be a suitable opportunity for engaging consultants to carry out an objective appraisal of options for the site. If budgets permit, this is highly recommended. At the very least the appraisal should be undertaken by a panel of interested parties, of various origins - i.e. not all representing a single interest.

It is important to remember that the appraisal should also consider an integration of uses - one single course of action is not often the optimum choice, and sites with a mixed-use strategy are often more prepared to withstand economic changes (see the case study on Chatham Dockyard). In addition, certain areas of the site can support and sustain others if this approach is adopted (see Venice case study). A mixed-use approach is also often well adapted to the unique features of a site, recognising that context and preservation requirements can vary between and within buildings. For example, whilst the ropery within Chatham Dockyard has been preserved externally, and still showcases original rope-making skills on the ground floor, the upper floor is used commercially as archive storage. 25 (4) Assemble Stakeholders - Consult Community

Aim: To ensure that a chosen course of action is approved by all those with a legitimate interest, and to refine plans based on additional knowledge from the community.

This is crucial to ensure: • socio-economic impact, • that the proposals being implemented receive the support desired, • that all regulatory bodies are involved, • that no false assumptions have been made during the planning process e.g. significance levels or presumed support, • that proposals receive support from all quarters - including financial, where this has been assumed, • that stakeholders and the community begin to feel appropriate ownership of the site / project.

In some cases, demonstrable community support can be crucial in engaging the commitment of politicians and stakeholders.

Methods of consultation will vary, but the most effective approach is one which genuinely seeks the participation of those affected, rather than a tokenistic or superficial exercise. The importance of community and stakeholder support should not be under-estimated, and nor should the value of their varied expertise and knowledge - or the support they may wish to offer as the project progresses. This is why ASCEND partners strongly recommend key stage (1) is revisited following consultation - the broader viewpoints expressed may alter the perception of significance or context, with consequential effects on viable options. Hitherto unrecognised joint working opportunities may also emerge, and seeds can be sown for partnership working.

The types of organisations who may be consulted include, but are not limited to:

• local and regional government authorities: planning, tourism (culture), regeneration, conservation, economic development, European or international affairs, environment and leisure departments • national government • regional development agencies • the Ministry of Defence • the Ministry of Culture • the Ministry of the Environment • business support agencies • neighbouring businesses and land owners • heritage organisations • existing visitor and heritage attractions • higher education and research institutes • property developers • tourist boards and associations • the local community • volunteer associations Having clear parameters of involvement from the outset will ensure that all potential partners and stakeholders understand how they can add value to the project's development. This stage will moreover then represent the first steps of the marketing process for re-use, by promoting the project to a relevant audience.

26 (5) Feasibility Analysis:

Aim: To explore in depth a limited set of re-use alternatives, to facilitate optimum approach and to provide guidelines and a context for the development of a master plan (action plan and business plan).

The brief for the feasibility analysis should be drawn up in close consultation with stakeholders, and may include individual analyses of the following points:

• the broader socio-economic impact impact of the proposals • environmental and cultural implications • the impact on existing local and regional strategies • outline costings of implementation • potential timescales • recommendations for funding opportunities • synergies with existing projects and stakeholders • opportunities for joint working - locally, regionally, nationally and internationally • legal surveys • analyses of similar case studies and sites, incorporating lessons learned • further studies that could add value to plans • recommendations to inform management and conservation plans • recommendations for a framework for evaluation • recommendations for further consultation, marketing and community engagement.

Clear and specific recommendations will emerge from this stage, not just about the overall direction of the re-use initiative, but about how the finer points of this will integrate and contribute to the whole (a detailed action plan). If multiple options are still being considered, the strongest contender will be suggested by the analysis.

The analysis will take all previous stages of the process model into account, and integrate individual viewpoints, requirements and considerations into a holistic plan. This stage can prove crucial when demonstrating the viability of plans to potential funders.

Once more, the outsourcing of this stage to external consultants can highlight requirements and opportunities that those closer to the project may not perceive.

The final analysis should be approved by all stakeholders, and act as a working document for the implementation of plans.

ASCEND partners recommend that the site owner be fully prepared to revisit key stage (3) of the process if any elements of the Feasibility Report contradict or lean away from findings to date.

NB: Whilst conservation is most often desirable, it should be noted that in certain cases complete redevelopment or abandonment may be acceptable or necessary. If findings indicate this, additional advice should be sought from other sources of expertise.

(6) Conservation Management Plans and Identifying Resources

Aim: To ensure that the significance of the site is respected and reflected in development plans for the site and for the region, and thereby preserved for future generations. To provide a tool for the implementation of plans, and for the presentation of objectives to funders. To define key development constraints. Based on the synthesis of significance, vulnerability, impact and interests, a series of policies for managing and developing the site - appropriate to the 27 context - will be proposed in a Conservation Management Plan, demonstrating how the necessary elements of significance will be preserved in the site's modern context. The plan will propose a series of measures for the ongoing management and implementation of the policies, including the integration and interaction of parts of the site of varying significance. The plan should be integrated with other key outputs, such as business plans, and forward planning strategies that seek to deliver complementary outcomes.

This will enshrine plans in a long-term vision, and break overall aims and objectives down into manageable tasks over the short-, medium- and long- term. It will provide indications of levels of investment and staffing required to achieve these objectives and determine the role of partners and stakeholders in success. It will act in the interests of the site, incorporating and respecting, but exceeding, individual interests.

The plan will help maintain momentum, and can be an asset to further engagement. It will clearly set out any compromises expected by stakeholders to achieve an over-arching goal.

Conservation Management Planning is more prevalent in some countries than others. Guidance can be found in many cases from funding bodies (e.g. the Heritage Lottery Fund in the UK produces its own guide), but also from national agencies such as English Heritage - or from international experts such as ICOMOS.

Whilst advice and experience dictate that a concrete project proposal should always precede funding being sought, we cannot claim that solid and coherent plans will immediately result in an offer of funding (this is of course dependent on the priorities of funding bodies, and the resources available). Indeed, whilst ideas, enthusiasm and commitment are often abundant (requiring the above process model to harness them), appropriate funding often seems to be in short supply. Whilst we cannot, of course, provide a list of guaranteed funding sources, the case studies will provide many and various examples of sources of funding, and the following recommendations may assist:

• By involving as wide an appropriate partnership as possible from the earliest stages of project development, doors are open for potential partners to see the value of making a financial commitment themselves, in an overall regional or local interest. Taking into account local and regional strategies should ensure shared objectives, and increase the chances of external funding. Consortia are powerful sources of funding, and ensure partnership cohesion (see the Cartagena case study).

• Stakeholders may also have previous experience of sourcing funds for similar projects, and can make recommendations based on this experience. Local authorities may have specialists in external funding opportunities.

• Sponsorship deals are a modern way of bringing funds into a project (although the interests of the site and sponsor must both be respected).

• Partnership projects - and in particular European funded projects such as Interreg - are a good way of obtaining funds to enable the transfer of existing expertise. In addition to helping achieve the core aims of a project, new partners will themselves bring new contacts, and broaden a site's sphere of activity and influence.

• The E.U. funded Euromed Heritage Programme can also offer advice, and occasional funding, regarding restoration training activities and techniques (www.euromedheritage.net).

• Skills projects can also assist regeneration works - for example, a shortage of skilled heritage restoration workers has been identified within the UK. The use of the European Social Fund to train workers in declining specialist restoration techniques will help remedy this, whilst greatly assisting the building(s) where they train. 28 (7) Agreement:

Aim: To convert the expertise gained and the vision formulated into a formal contract or partnership agreement that establishes the roles, responsibilities and timescales for all actors in the project.

Not until the funding source(s) has been identified can true agreement be reached, since the funds are vital in defining the scope of activity. Although consensus is growing from key stage (1) of the process model onwards, it can now achieve definition, and the specific roles and responsibilities of each partner can be enshrined in a partnership agreement or formal contract with a funding body (or private sector partner). Timescales for development will also become much more concrete when the funding source is identified. Now is the time to synthesise the potentially conflicting timescales of the different parties implicated in the project, and commit to time-bound targets for achievement of the overall objectives.

The formal agreement should include a management mechanism such as a Steering Group who have delegated powers to make decisions in the project's interest as activity unfolds. The frequency of its meetings should be outlined from the start, as should its formal reporting arrangements. Agreeing this procedure in advance is the most effective way of ensuring project delivery is to plan and to budget.

At this stage, further marketing and publicity can be launched, so that broader stakeholders and the local community remain integrated with the project, fully aware of what to expect over coming months and years.

(8) Implement:

Aim: To translate the results of the theoretical exercises into the practical realm, and begin to realise the vision.

Once all action plans and strategies have been combined in cohesive documents that reflect the future direction of the site or building, the first steps can be taken to implement the project.

Be aware that whilst following a pre-agreed procedure, elements may change that can alter the timing or direction of the project (positively or negatively), despite the best-laid plans. These could be for example, the discovery of unsuspected archaeological remains or unexploded ordnance; and a resultant need for a re-assessment of significance; difficulty in sourcing appropriately skilled restoration workers; inclement weather hampering restoration; the interest of new potential partners…

Therefore, whilst the considerable effort put into producing the project plan should be respected, it should not become dictatorial. Flexibility is to be encouraged when it is in the interest of the project, and when consensus can be reached by the partners. This is why the next key stage is so important.

(9) Evaluation:

Aim: To ensure that activity is achieving the goals desired within the agreed parameters (time, cost etc). To determine whether the project is unfolding as predicted, and in the best interests of all concerned. To verify if the work plan remains the most appropriate course of action. To see if any areas of the project could be improved by an alternative approach…. Evaluation is much more than an add-on at the end of a project. Indeed the two arrows at the top of the process model demonstrate that review is a cyclical and integral part of the process. Readers are positively encouraged to re-enter the triangle after any major decision or undertaking. 29 Regular monitoring and review should be enshrined in the project's workplan and partnership agreement. Even with the most thorough and conscientious planning, change must be expected when theory is put into practice. This is why the best plans allow for change by evaluation.

The evaluation methodology and timeframe should be agreed in advance, and an evaluation team identified. This should reflect the major stages of project activity. Ad-hoc evaluation is also to be encouraged if significant events threaten the pre-defined workplan or goals.

The evaluation framework will be specific to each project, and may include, but is not limited to questions such as:

• what percentage of the required workforce or volunteers have been recruited? • what percentage of the land has been remediated? • what percentage of the community are aware of the project? • how long are major restoration works now predicted to take? • does the actual price of contracts reflect the original profile costings? • has appropriate restoration expertise been identified? • will any factors experienced so far affect the timescales for the project? • are all partners engaged to the degree expected? • do all the project goals remain the same? • do the costs remain balanced with the outcomes?

On the basis of each evaluation, a decision should be made as to which stages of the process model should be revisited.

The triangular shape of the process model - narrowing to a point at the evaluation stage - reflects the sharpening of focus as the various stages of preparation are complete, and the corresponding restriction of options to only the most viable and beneficial. However, the arrow that leads back into the triangle is a crucial stage, and reflects that regeneration projects and activity are never truly terminated.

We referred above to the importance of sites and buildings being able to breathe life, and integrate once more with their surrounding community. The process model reflects this constant movement, and should itself be viewed as a continuous, dynamic guide.

30 31 Medway, The Historic Dockyard, Chatham: Planning for a sustainable heritage environment.

Current condition Generally very good. Only one building remains on the ‘at risk’ register. Current use Visitor attraction; commercial and residential units. Statistics 130,000 visitors per annum; 100+ small businesses with 1,000 employees. 100 residential properties. Date of Construction 1613 onwards. Purpose of Construction To build and maintain ships for the . Construction Materials Various. Scale of land 100 buildings and structures set within 80 acres and buildings (the full original site was over 400 acres, but the Trust occupies just part of this). Number of 5 volunteer groups provide over 18,000 hours staff / volunteers labour each year. 87 staff (full time equivalent). Location, and nearest 50km from London and 75km from Dover, located population centre in the heart of Medway with c.250,000 residents. Major works The restoration of three historic warships; the undertaken ropery; covered slips. Conversion of storehouses and Mast House to accommodate museum galleries. Numerous other buildings over 20 years. Protection in place 47 scheduled ancient monuments. Unique features The most complete surviving dockyard of the Age of Sail. Accessibility Very good road and transport links; ample car and coach parking. Proximity to The closest dockyard of a similar scale is similar sites (170km). The town of Rochester (2km) is a popular tourist destination. The nearest day visitor attraction is Leeds Castle (30km). Impulse for The closure of the Royal Dockyard was announced the conversion in 1981 and took place in 1984. The military had no further use for the land. Organisations consulted Kent County Council; commercial developers. Structure of the Chatham Historic Dockyard Trust was established managing body by government in 1984 as a registered charity and museum. It is managed by a board of trustees, including representatives of the local community. The Secretaries of State for Defence, and Culture, Media and Sport are also trustees. Rules / Regulations The objectives of the Trust are: imposed • To secure for the public benefit the preservation of the Historic Dockyard in a manner appropriate to its archaeological, historical and architectural importance. • To promote and foster for the public benefit a wide knowledge and understanding of the archaeological, historical and architectural importance of the Historic Dockyard. Source of funding The government provided the Dockyard with an for conversion works £11m endowment (c.€17m). Conditions attached Trust objectives, outlined above. to funding Website www.chdt.org.uk 32 Current sources Heritage Lottery Fund; English Heritage; Medway of income Council; Interreg IIIA; Department for Culture, Media and Sport; rental income from commercial and residential premises; visitor entrance fees. Sources of funds Rental income is reinvested in the development of for maintenance the overall site. Sources of funds Rental and visitor admissions income. for staffing Key to sustainability The Dockyard would not survive if it were dependent on visitor income alone. Diversification of income streams by renting properties for commercial and residential purposes is vital. Overall management The Trust will continue to follow a strategy of strategy preservation through re-use and appropriate development of the site and its buildings to foster a vibrant, sustainable mixed-use community with commercial and residential uses and as wide as possible public access. Current funded Renaissance South East - further development of initiatives museum, curatorial and conservation services. No 3 Covered Slip - visitor access and large object storage display. Aspirations To secure the Historic Dockyard’s position as one of the world’s leading maritime heritage sites and a successful exemplar of the sustainable regeneration of an historic environment. Projects include: • The appropriate and sensitive redevelopment (with SEEDA) of land to the north of The Historic Dockyard. • National Museums at Chatham - a partnership with three national museums to create new visitor galleries within a restored No 1 Smithery. • Preservation and interpretation of an important collection of 18th century ship’s timbers.

Chatham Dockyard played a crucial role in support of the Royal Navy for over 400 years. For much of this time, Britain depended almost solely on the Royal Navy for her defence and for the protection of her interests and trade. In turn, the Royal Navy depended on Royal Dockyards like Chatham to design, build and repair the ships of the fleet, maintaining their readiness for sea in both peace and war.

In 1984, the dockyard closed with the loss of 5,000 direct jobs and many more indirectly. The closure was a serious blow to the economy of North Kent as the dockyard had been the main source of employment for the Medway area for several hundred years. Its closure also came at a time when the economy of North Kent, based on engineering and manufacturing (cement and paper), was AERIAL VIEW OF THE restructuring, with further significant job losses. FORMER DOCKYARD SITE, CHATHAM

At the time of its closure, Chatham Dockyard occupied 162 hectares at the heart of Medway. Included within this large land holding was a 32 hectare site that encompassed a range of buildings erected between 1704 and 1855 to support the Navy of the ‘Age of Sail’. The remainder of the site, taken into naval ownership from1855, supported extensive shipbuilding and repair facilities for the steam navy and an early 20th century naval barracks. 33 The shape of the dockyard’s future depended on key decisions made between 1981 and 1984 (between when the closure was announced, and when it was effected):

Heritage Protection. In the twenty years preceding the dockyard’s closure the government had listed a number of the site’s buildings as Scheduled Ancient Monuments - the highest form of statutory protection given to historic buildings in the United Kingdom. In 1980, as the threat of dockyard closures grew, the UK Ancient Monuments Board undertook a review of the surviving dockyard buildings and structures across the UK and identified the whole of the ‘historic area’ of Chatham dockyard as being of ‘exceptional importance’, recommending that priority should be given to securing its long term preservation.

Future land use and ownership: During the initial closure planning period, negotiation between the government departments concerned (Ministry of Defence and Department of the Environment) and the three local authorities affected (Kent County Council, and the City of Rochester and Gillingham district councils) resulted in agreement to transfer the land from the defence MAP SHOWING THE DIVISION OF THE FORMER DOCKYARD sector in only three large blocks:

• Chatham Dock Company - a commercial port to be operated by the Medway Ports Authority. • Chatham Maritime - a brownfield regeneration site placed in the hands of English Estates, the government’s own regeneration agency. • Historic Dockyard - transferred to Chatham Historic Dockyard Trust (CHDT) - an independent charitable trust established by government to take responsibility for the site.

This approach was fundamental to the future successful regeneration of the site in that it prevented the fragmentation on the former dockyard estate into small land parcels that would have prevented a cohesive approach to development.

CHDT was established by government as an independent charitable trust (a not for profit organisation) with the freehold of the site and an initial grant of £11m (c.€17m). Active trustees were initially appointed by government on the basis of their wide and appropriate range of skills and experience, and not as representatives of other authorities or departments - they were therefore truly independent. Some level of government interest was retained through a link with two Secretaries of State - Defence and Environment (now Culture) who were the sponsors of the Trust, and remain trustees. This approach to the future management of the site has proved to be highly effective, creating a governing body with considerable freedom and energy to take on the ADMIRALTY GATE regeneration of this complex historic estate.

Protection of the heritage asset was secured through a combination of tightly drawn charitable objectives and the level of statutory protection afforded to the buildings and sites through their scheduling as ancient monuments and listing as historic buildings.

The Trust was set two equally important charitable objectives: • To secure for the public benefit the preservation and use of the Historic Dockyard at Chatham in the County of Kent in a manner appropriate to its archaeological, historical and architectural importance. • To promote and foster for the public benefit a wide knowledge and understanding of the archaeological, historical and architectural significance of the Historic Dockyard.

34 In order to deliver the second objective, the Trust took upon itself the museum purposes of the collection, preservation, study and exhibition of objects and material connected with the history of: • The people who worked in, or were associated with the dockyard. • The development of Royal Navy warship design and construction. • The Royal Navy’s use of the River Medway and its role in the development of the Medway area.

These objectives and purposes govern the direction and work of the Trust and have been instrumental in the long-term success of the Trust in the preservation of the Historic Dockyard.

The disposal of the site to an independent charitable trust, established with clear objectives has proved to be a highly effective management method, giving freedom of action to be innovative and entrepreneurial whilst retaining appropriate levels of control over the historic fabric of the estate.

A particular issue faced by the Trust was the 47 major buildings and structures protected as Scheduled Ancient Monuments. New uses could not easily be found for a number of these buildings, often because they were designed for a specific purpose, such as the covered slips where warships were built and repaired, and the smithery. There was also a maintenance backlog as little money had been spent since the closure of the dockyard was announced in 1981. SEVEN SLIP BY NIGHT, 2001

21 years after closure, the situation has changed dramatically. The redevelopment of the former steam navy yard as ‘Chatham Maritime’ led by the South East England Development Agency (SEEDA) is more than three- quarters complete with new residential, higher education, leisure and commercial uses. Three universities have been attracted and more than 900 new homes completed. Tourism has become an important part of Medway’s economic development strategy, and the Historic Dockyard is now one of the region’s major tourist attractions with 130,000 visitors each year. The majority of the historic buildings have been repaired and put to new use, not only for museum and gallery activities but as places where over 1,000 people work, and over 400 people live. INTERIOR VIEW OF EARLIEST COVERED SLIP

Over the long period of development, the Trust has employed increasingly sophisticated methodologies (Conservation Management Plans) for managing the balance between protecting the heritage significance of its buildings and site, and enabling change to allow new sustainable 21st century uses to be developed and encouraged.

The Conservation Management Plan approach is based on three core concepts: • Understanding what makes a historic site important and significant. • Identifying factors that may damage that significance. • Putting in place measures to protect and enhance significance.

In understanding the significance of the Historic Dockyard, Chatham, the Trust has assessed the site and individual buildings on the basis of architectural, archaeological and historical merit, as compared against other similar buildings, sites and structures within the UK, Europe and worldwide.

Buildings and structures have then been rated for their significance on a scale of four, ranging from A - Exceptionally Significant to D - Not significant. In each case the factors that contribute to the building’s significance rating are also identified and in the case of those that relate to built form or archaeological importance, measures are put in place to protect them from damage or erosion through use. In all cases a key objective for the Trust is to secure new economically viable uses for the Dockyard’s buildings and structures. Understanding what makes each building significant enables decisions on adaptation for new uses to be 35 made sensitively and enables re-use to take place. Some buildings are exceptionally significant - an example being the late 18th century double ropehouse. Externally the building has been repaired and conserved without obvious adaptation. Internally the ground floor ropewalk, complete with much of its Victorian equipment, has been retained intact and a subsidiary charitable trust established to keep traditional ropemaking alive. On the upper floors, however, it is a different story, with the original features and equipment protected to allow the areas to be let for business archive storage. In other cases, where significance lies largely in their external appearance and ‘group’

THE ROPERY SHOWING THE NEW ROOF value (for example the northern stables) more significant internal adaptation COMPLETED IN 1987 has been undertaken, and the buildings turned into residences.

Understanding what makes a historic building or site significant has been the key to unlocking strategies for re-using the Historic Dockyard’s buildings and structures.

Richard Holdsworth, Museums and Heritage Director, Chatham Historic Dockyard Trust.

36 Medway, The Historic Dockyard, Chatham: Developing a mixed use site.

The Historic Dockyard, Chatham is owned and operated by an independent charitable trust (see ‘Planning for a sustainable heritage environment’) that has to generate over 75% of the income required to meet its operating expenditure from activities on the 32 hectare site itself. From the outset it was clear to trustees that this could not be achieved via income from visitors alone. Also, it was apparent that the site - with its 100 buildings and structures - was on too large a scale to be treated as a traditional open air museum: that the site would have to be developed on a mixed use basis if an economically sustainable future was to be secured.

In 1984, the Trust embarked on a strategy to create a living working museum - not though in the form being developed elsewhere in the United Kingdom at the time, which sought to create places where the ways of the past are preserved through recreation and subsidy of preserved crafts - but one where real maritime crafts and businesses would be encouraged to locate in the Historic Dockyard and provide a visitor attraction by their ongoing activities. SCHOOLCHILDREN ENJOY A VISIT TO THE ROPERY

In encouraging activity, the Trust developed a range of museum galleries and located them in historically appropriate buildings in an attempt to draw visitors across the site. Financial pressure to generate income led to the more easily adaptable buildings being converted for new uses and a wide range of tenants, from small individual craftsmen to marine ship repairing industries, were attracted to the dockyard.

By the early 1990s the Trust was in serious financial difficulty - failing to generate sufficient income to maintain the site and with limited development potential. The reasons for this were various: • Visitor numbers failed to meet projections - visitors were finding it difficult to understand the ‘living working museum’ concept, and those that did visit the site found it unwelcoming and difficult to navigate. • Insufficient funding to begin to adapt the larger and more difficult buildings. • Co-location of incompatible uses.

The living working museum strategy did, however, lay the foundations for the present successful mixed use site.

In 1995, the UK government launched the National Lottery to generate income for a number of good causes including ‘Heritage’. Following protracted negotiations, a partnership was established between the new Heritage Lottery Fund, Medway Council, English Heritage and the government’s Department for Culture Media and Sport to fund a £14m development programme for the HMS GANNET dockyard (c.€21m).

The development programme enabled essential infrastructure work to take place - including the renewal of the electrical infrastructure distribution system - and a major programme of backlog maintenance to be undertaken, so that a number of buildings could be restored and adapted for new uses, including the development of new museum galleries, and a three ship attraction in the yard’s dry docks. This completed the restoration of a Victorian naval sloop HMS Gannet, the relocation of the dockyard’s , Ocelot and the addition of the Royal Navy’s last Second World War , HMS Cavalier. HMS CAVALIER

In parallel a ‘soft zoning’ plan was instituted with the dockyard divided longitudinally into three use zones - residential towards the rear, commercial in the centre and museum/visitor along the riverside. Smaller museum galleries - 37 created under the living working museum strategy - were closed and their contents relocated to a new Museum of the Royal Dockyard in the Fitted Rigging House. In doing so, the site became easier to navigate and understand as a museum and visitor attraction.

Today the Historic Dockyard is a successful mixed-use community: • Commercial - approximately 100 tenants, employing or engaging with 1,000 people, generating an income of over £1m per annum (c.€1.5m). • Residential community - 400 residents living on site in a mix of converted RESIDENTIAL AREA WITHIN THE DOCKYARD historic properties or new build residential development. Capital returns from the development have been reinvested in the development of the rest of the site. • Education and tourism - 130,000 visitors per annum, providing an income of £0.75m (c.€1.2m) including 16,000 formal school visits each year.

The success of the strategy to develop the site can be traced to a number of key factors: EDUCATIONAL ATIVITIES AT THE DOCKYARD • Strategy - a comprehensive and well thought through business plan based on clarity of purpose for site usage, realistic assessment of potential and close monitoring of performance. • Conservation Management - developing a thorough understanding of the importance and significance of the site, its buildings and structures and using this to guide development - enabling re-use to take place without compromising the historic character and importance of the site. • Partnerships - managing complex partnerships with funders, commercial and residential tenants, staff, volunteers and other stakeholders.

In 2004 Chatham Historic Dockyard Trust was awarded a Europa Nostra / European Union prize for Cultural Heritage (Cultural Landscapes Medal) in recognition of its work in carrying out “a programme of conservation undertaken to the highest professional standards, whilst retaining the atmosphere of a working dockyard site which successfully blends new income-generating activities with the display of historic artefacts”.

Richard Holdsworth, Museums and Heritage Director, Chatham Historic Dockyard Trust.

38 Medway, Fort Amherst and Chatham Historic Dockyard Trust: Volunteer management and engagement.

Fort Amherst

Current condition Around 50% restored. Maintenance problems with restored areas. Current use Heritage visitor attraction. Statistics 15,000 visitors per year. Date of Construction 1756-1812. Purpose of Construction Artillery defence of Chatham Dockyard. Construction Materials Brick and earth. Scale of land 20 acres, 10 buildings, 1.5km of tunnels. and buildings Number of staff / Two paid staff, 14 volunteer managers, and over volunteers 80 other volunteers. Location, and nearest Centrally located in Medway, just a few minutes population centre walk from Chatham town centre. Major works Restoration of 50% of site. Construction of visitor undertaken centre and car park. Protection in place Scheduled Ancient Monument. Unique features Most complete 18th century landward defence system in the UK. Accessibility Good road and public transport links, with on site car parking. Proximity to similar sites Dover 80km and Portsmouth 170km. Impulse for the Declared surplus to military need in 1981, with conversion proposals to develop a housing and hotel complex. Structure of the Registered Charity with a managing board of managing body trustees, appointed by election at annual general meetings. Organisations consulted English Heritage, Local Authority, wider community. Rules / Regulations Governed by a Trust Deed document, the principle imposed aim is to secure the preservation of Fort Amherst and the Chatham Lines, and establish exhibitions and promote the history of the site. Source of funding for Central and local government, some conversion works charitable trusts. Conditions attached Only material costs tend to be covered by external to funding funding, and there are covenants around the use of the site. Website www.fortamherst.com

Current sources Visitor and commercial income, some targeted of income funding as part of local regeneration initiatives. Sources of funds for Visitor income only. maintenance Sources of funds Visitor income only for staffing

39 Key to sustainability Following trends in visitor interest and diversification, and pursuing commercial activity. Overall management Seek funding to continue restoration, and to strategy promote integration into wider Chatham Lines conservation (e.g. World Heritage Site application). Continue to promote the site as a diverse leisure and heritage location. Current funded Preservation of historical ordnance collection. initiatives Aspirations To develop an on site museum and interpretative displays. To seek inclusion of most of the site as part of a wider urban park. To secure commercial use/sponsorship for areas of the site.

This case study will examine the background to the ethos of volunteering within the United Kingdom, in order to explain both the history and importance of the voluntary sector in relation to heritage preservation and management. The case study will then examine the volunteer management structure at Fort Amherst, how its members are selected, sustained, and how they interface with paid staff. The final section will contrast the approach of Fort Amherst with that of Chatham Historic Dockyard Trust.

Interim sections will explore the various roles played by volunteers at Fort Amherst, in terms of its maintenance and operation as a heritage attraction. This will cover the recruitment of volunteers, the support that they require, and methods to ensure that good volunteers continue to work for the project. Finally the case study will discuss both the problems associated with working with volunteers and the advantages that they bring to heritage projects within the UK.

Volunteering, a UK historical context.

The UK has a long history of individuals offering their time, skills and energy to a variety of causes, without any expectation of financial or material reward. The roots of voluntary service to the community can be traced to the early 19th century and have two distinct arms, which by the time of the Second World War had almost merged.

From the period of the Napoleonic Wars and right through the 19th century, political upheaval in Europe and intermittent wars created fear and uncertainty in the UK. The UK had traditionally only ever maintained a relatively small standing army for its home defence. Throughout the 19th century, at various times of international tension, large volunteer armies were formed as a result of political necessity and a public wish to have a practical way of expressing patriotism. These citizen armies were often equipped at their members’ own expense and trained in their own time for no payment. During the Second World War, after the crisis of the Dunkirk evacuation, a volunteer army, the Home Guard, was raised which numbered over a million men at its peak.

The second root of volunteering was the philanthropic movement, arising from the wishes of the newly wealthy middle classes in Victorian Britain to put some of their wealth and time to good use, and improve the lot of the ordinary citizen. 19th century Britain was a country of stark contrasts, with a new wealthy middle class and an impoverished working class. Many of the social reforms in Victorian Britain have their roots in the voluntary campaigning work of this group, who were often women with little to occupy their time. An example of this is Elizabeth Fry (the wife of a successful Quaker chocolate manufacturer) who successfully campaigned for improvements to the conditions of UK prisons after spending time working there as a volunteer.

40 As the UK progressively became more wealthy and its citizens had more leisure time, the ethos of giving spare time for the benefit of others steadily increased and became the base from which the UK’s modern health service and social services grew. The Second World War was possibly the watermark for volunteering in the UK. Almost every able bodied person over the age of 14 was engaged in some voluntary activity, from collecting paper for recycling, to administering first aid to bombing victims and caring for evacuated children. Many of these volunteer movements continued long after the Second World War, and in some cases continue today.

In more recent times it became apparent that a vast legacy of physical structures remained from Britain’s industrial and military past. The increasing amount of leisure time generated, and the understanding that the task of saving many thousands of historical sites was beyond the ability of government both nationally and locally (to manage or fund) continued the volunteer momentum.

Fort Amherst owes its survival to this momentum. It was put up for sale as development land by the Ministry of Defence in 1980, despite being declared a historic monument with government protection. A pressure group was started to campaign for its preservation. Once this was secured, the pressure group evolved into a charitable voluntary body to buy, restore and operate the site as a heritage tourist attraction.

Volunteer Management

The management board for Fort Amherst is a Charitable Trust. A charity is a voluntary body, legally constituted with clear aims and objectives and registered and approved by the Charity Commission (a government statutory body). For an organisation to become a registered charity it must be established for the public good and not for the profit or self-interest of its members (the trustees). Trustees hold the assets of the charity in trust and must make decisions in the best interests of the charity.

Fort Amherst Heritage Trust (FAHT) was established with the clear aims of securing the preservation of Fort Amherst and its surrounding defences, and ensuring that they are available to the public for education and recreation. The Trust can determine how many members it has, but must operate within strict guidelines. These include electing its members from a wider voluntary membership, and conducting regular meetings and an annual general meeting (AGM) where officers are elected or appointed for the following year. The AGM is also the chance for members and the public to question the trustees on their management of the organisation.

FAHT must account for its decisions and for how it has conducted the financial affairs of the charity. Any loss made by the trustees could fall on them personally if it was deemed that they had not acted in good faith. Trustees must not profit personally from being a trustee; this includes receiving any wage or carrying out commercial work for the trust at a profit. Only out-of- pocket expenses can be claimed (such as mileage for travel to meetings). THE 42ND HIGHLANDERS AT FORT AMHERST

The primary role of FAHT is to develop and manage the strategic direction (vision) of the project and to ensure that that the resources are in place to enable this to take place. The operational management of the project is vested in a full time salaried manager who is responsible to the trustees and translates their plans into practical actions, via other staff or volunteers. The trustees meet formally on a six weekly basis, although decisions can be made by the Chairman outside of meetings through delegated powers. Any such decision must be notified at the next full meeting for scrutiny. In theory trustees are chosen for what they can bring to the project, in terms of professional expertise, specialist knowledge or other abilities that are of benefit to the

41 project as a whole. However, the reality is that most trustees are elected by virtue of the fact that they are willing to serve. There is sufficient flexibility to co-opt additional trustees at any point of the year if an opportunity arises.

Fort Amherst uses volunteers in all aspects of its operations, however these fall into two broad areas: maintenance of the site and visitor support.

Maintenance includes work to the physical structure of the site (painting, repairs to brickwork, carpentry and fixtures etc) and grounds maintenance (grass cutting, litter removal, cutting back trees and undergrowth etc). With any work that involves the use of tools, or a degree of skill and knowledge, great care has to be taken to ensure that people are competent to carry out the tasks that have been selected for them.

Particular care must be taken in respect of health and safety considerations. In legal terms, volunteers must be treated as employees. This involves providing insurance cover and health and safety instructions, conducting risk assessments on all tasks and providing the correct tools as well as any safety equipment required. Volunteers must also be supervised by a competent person acting under the authorisation of the organisation.

Visitor support includes acting as guides, performing historical re-enactments to bring the site to life, serving in the café, collecting entrance fees and being involved in elaborate special events such as the Fort’s Hallowe’en five day event, which depends on around 80 unpaid volunteers. As with site maintenance, volunteers must be provided with health and safety instructions, protective clothing if required and supervision. However, there are also other requirements for volunteers who interact with visitors. They must be credible, i.e. able to explain correctly and accurately the history and story of the heritage site. In addition they must also be presentable, and able to act as competent ambassadors for the organisation. Conversely, badly managed and turned out A HALLOWE'EN FRIGHT NIGHT DISPLAY volunteers can do considerable damage to an organisation’s reputation!

The recruitment of volunteers has many parallels with practices in the paid employment market. Some volunteers will just turn up to offer their services, but in most cases the organisation must go out and look for their volunteers. This can be undertaken through articles or advertisements in local media, or approaches to schools, colleges and youth organisations.

For older volunteers, word of mouth is probably the most fruitful means of gaining volunteers. It is also useful to make approaches through other voluntary groups, for it is not uncommon for people to be associated with a number of

PREPARATIONS FOR A HISTORIC REENACTMENT organisations or projects. Groups supporting the unemployed or the disabled are useful sources of volunteers.

There are also a number of specialist volunteer fairs held locally, and established volunteer bureaux that seek to match those seeking to volunteer with organisations looking for skills and commitment.

In terms of a selection process, the reality is that you cannot be as selective as you could be if you were paying wages. There is usually a requirement to compromise in terms of age, experience and competence, in a manner that would not be deemed acceptable within a commercial context. However it is still important to achieve a degree of matching between what is being offered, and what is required by the organisation.

Volunteers must be treated as a sparse commodity, and as such require nurturing and encouraging, as there are many other organisations who will take on volunteers if they no longer feel appreciated. The policy at Fort Amherst is to encourage volunteers to specialise in areas where their interest lies. The result of this is distinct groups of volunteers. Examples of this are

42 historic re-enactments, where the fort encourages autonomous groups to use the fort as a backdrop to their activities for the benefit of visitors. In return the fort provides a place to change in and out of uniform, and to rest when not in the public eye.

Other volunteers are supported in terms of clothing and training if required to interface with visitors. Training can be important in raising the skill levels of volunteers, whilst also improving their usefulness to the project, and can in addition help the volunteer to improve their own employment prospects. Fort Amherst may subsidise travel costs for those who are unemployed or on low incomes. All volunteers are offered reduced prices in the cafeteria, well below the charges made to visitors. It is also important to reward volunteers by praising their efforts and explaining the difference their contribution is making towards the overall objectives of the project.

It is important to generate a feeling of belonging amongst the volunteers. This is achieved through the organisation of social events to thank them for their efforts throughout the year. These events are open to partners and family members, and this is important in maintaining their tolerance and support, as they have to endure the volunteer’s absence from home on numerous occasions.

Problem Areas

Volunteers are not plentiful, and there are many organisations seeking volunteers for a wide variety of tasks. It is no longer as fashionable to volunteer as it once was, especially for young people. It can be very hard to attract volunteers and harder still to get the ones you really want. Sometimes difficult choices may have to be made: if a volunteer is clearly unsuitable for a task and cannot be given suitable alternative work then it is better to decline their services than take on an unacceptable liability or risk.

Furthermore, as volunteers are unpaid, they are in a strong position to dictate when they work and what they will do. This does not always fit with the requirements of the organisation. For Fort Amherst, the greatest need for volunteers is often when they are at their normal place of paid work, or college. It can sometimes be difficult to motivate volunteers to undertake the tasks that you want completed rather than what they would prefer to do. Good supervision and task planning is very important. Volunteers acting outside of agreed plans can at best be chaotic and at worst dangerous and costly.

Volunteers must not be seen as a no cost option: there are a great many hidden costs that must be taken into account. Volunteers must be regarded as employees for the purposes of insurance and health and safety requirements. Insurance cover must be in place, appropriate training given in terms of safe working practices, risk assessments completed on all tasks, and the appropriate safety equipment provided. All of this costs money.

In the UK there are now strict guidelines around checks for people who work with children and young people, including volunteers. Suitable criminal records checks must be undertaken on any individual before they can be allowed near young visitors or other young volunteers. These checks can be expensive and have to be paid for by the organisation.

Many volunteers are not skilled or experienced craftsmen, and can prove expensive in terms of material wastage, and wear and tear on equipment. The additional costs that volunteers may place on the material costs of any project should be taken into account when building budgets. Again, good supervision and appropriate training is important.

43 The Rewards.

Rewards are for both the organisation and for the volunteer. The organisation receives labour to carry out tasks at no direct costs. This has the benefit of limited resources being channelled directly into the materials of any task or project. This has other corresponding benefits - almost all potential donors and grant funders prefer to support capital or material costs rather than revenue labour.

Additional benefits come in the value of volunteer labour. Many heritage projects in the UK are heavily dependent on grants from the National Lottery; such grants almost always require a portion of the project costs to be matched from elsewhere. The value of volunteer labour can be included at specified rates. Such funding ‘in kind’ is a vital element in many UK heritage projects undertaken by the voluntary sector.

The rewards for individuals cover a number of areas. The majority of volunteers at Fort Amherst undertake something that gives pleasure, or allows them to achieve something outside of their normal profession. For young people there are schemes where voluntary service can be counted towards applications for college places or for employment, if there is no previous paid experience to draw upon. Many employers and academic institutions place a great deal of currency on the voluntary activities of applicants. In addition many large companies encourage their employees to take an active role in the local community.

The use of volunteers within the UK heritage setting is now well established and increases the value of projects to an extent that could not be matched by government or other agencies. Fort Amherst would not exist in its current form A CHILDREN'S PARTY AT THE FORT without the input of hundreds of volunteers throughout a twenty year period.

Volunteering creates a unique partnership between the volunteer and the host organisation in terms of what is achieved, how it is achieved and the satisfaction of achievement. Fort Amherst does not claim to have always got it right, and has on many occasions learnt the lessons the hard way. This has sometimes been with both material cost, and with the loss of some very good volunteers. However, in the final analysis, the partnership is very rewarding, and has endured over two decades.

The Historic Dockyard, Chatham.

The Historic Dockyard operates with a mix of permanent and seasonal paid staff supported by a large number of highly active volunteers. Organised into five support groups, around 150 volunteers commit upwards of 18,000 hours of their time each year to help the Trust run the site and its programme of activities.

Each of the volunteer groups has a separate identity and focus:

Chatham Dockyard Historical Society - formed as the dockyard was closing, the CDHS helped save a large number of historical artefacts and now helps run one of the dockyard’s main core museum galleries - the Museum of the Royal Dockyard. They provide members to staff the gallery seven days a week between mid February and the end of October.

Ship Volunteers - assist the dockyard’s ship keeping team to maintain, preserve and repair the dockyard’s three historic ships, HMS Gannet - an 1878 Victorian sloop; HMS Cavalier - the Royal Navy’s last operational Second World War destroyer; and HM Submarine Ocelot. Many have high-level technical and engineering skills, and either served at sea with the Royal Navy, or are former dockyard workers.

44 Historic Dockyard Volunteer Service - formed by members of a local Royal Navy volunteer auxiliary service unit which was disbanded in 1994, the group undertakes restoration and preservation of historic artefacts on behalf of the Trust and provides valuable assistance for events - doing everything from running visitor car parking and moving chairs to looking after visitors.

RNLI Lifeboat Enthusiasts - support both the Trust and the Royal National Lifeboat Institution in maintaining and preserving historic lifeboats in the lifeboat gallery.

Chatham Steam Society and Railway Volunteers - operate the Trust’s steam railway and provide support for events. VOLUNTEER WORK ON A BULKHEAD Allowing each of the groups to develop its own focus and structure has encouraged participation and involvement, as people can volunteer to support activities that they are personally interested in.

Managing volunteers appropriately is highly important if they are to become a truly valuable resource. This is particularly important in terms of health and safety, where legislation treats volunteers as members of staff - especially if, as is the case at Chatham, volunteers are actively involved in restoration and preservation activities using a variety of tools and equipment.

The Historic Dockyard’s response to this is two-fold. Each group of volunteers is actively managed by members of the Trust’s permanent staff. Jobs and activities are identified in conjunction with each group, scopes of work prepared along with any risk assessments necessary. Operation is then monitored on an ongoing basis to ensure that the various works and activities take place in accordance with the Trust’s wishes and in an appropriate and safe manner. Lead members of each volunteer group come together to form a Volunteer Council which meets with the Trust’s senior management team quarterly, and each volunteer group is represented on the Trust’s Health and Safety Committee. In addition a senior manager, the Trust’s Education and Community Director, has an overall responsibility for volunteer co-ordination.

The Trust is keen to encourage new volunteers to join the support groups and organises ‘volunteer recruitment days’ to give potential volunteers an opportunity to visit the site and explore opportunities for volunteering. In addition the Trust is shortly to recruit a Volunteer and Youth Activity Co-ordinator - a role developed to both help and support the existing volunteer teams, and to develop and encourage opportunities for younger people to support the Trust’s work through volunteering.

Keith Gulvin, Trustee, Fort Amherst. Richard Holdsworth, Museums and Heritage Director, Chatham Historic Dockyard Trust.

45 Medway: Hosting events in former military heritage.

Medway has been blessed with a variety of former military sites open to the public and has a highly developed culture of using sites as event locations. Four sites are detailed here - two castles, a fort and a dockyard - each with differing objectives to event hosting.

There are two main reasons why a site may choose to hold an event: • For commercial purposes - to generate income. • To raise profile - to generate awareness of the site and engender community support.

In most instances, the impulse is a combination of both factors. An additional incentive for some sites can be to meet other objectives of the managing organisation - e.g. its educational or charitable remit.

Rochester Castle. is the single most recognisable image of Rochester and the wider Medway area as a visitor destination. It is well integrated into Rochester High Street and benefits from its proximity to the Cathedral. The main feature of the Castle is the magnificent 12th century keep, the tallest Norman keep in England, surrounded by an outer bailey wall enclosing a large open garden area. The gardens are a public open space and can only be closed off in the VIEW OF ROCHESTER CASTLE evening for commercial events.

The Castle is managed by Medway Council in partnership with English Heritage. The keep itself (which charges an entrance fee) receives approximately 60,000 visitors per year. The Castle gardens receive many time this number.

The Castle grounds play an important role in High Street festivals, such as the Sweeps Festival, Dickens Festivals and the Rochester Food and Drink Festival. During these times, the Castle gardens accommodate marquees, funfairs, market stalls and performance arts. The festivals are essentially street festivals but use the open space of the Castle gardens to best effect, showcasing Rochester as a destination. These events are largely concerned with profile-

THE ANNUAL SWEEPS FESTIVAL, IN FRONT OF raising, although they also boost the economy for local businesses, such as ROCHESTER CASTLE restaurants, gift shops and hotels.

Once a year, the Castle gardens host a major commercial event - the Rochester Summer Concerts, which have been running for over 15 years. Originally a one-night event, the concert series now takes place over six nights and hosts a mix of pop, rock, jazz and classical acts. The 2005 series included Status Quo, the “Rat Pack” show from the West End and the Royal Philharmonic Orchestra. The gardens have an audience capacity of around 4,000 people. The advantages of the Castle Gardens as a concert venue are: • Ease of management and stewarding as the site is enclosed by the castle walls. • An exclusive and atmospheric setting. • Good access, and supportive parking and public transport infrastructure.

The concert series, initially subsidised by the Council, is now expected to be delivered at no cost to the Council, and ideally to generate income. It is important to note however that it has taken almost 15 years for the concerts to become commercially viable without subsidy. It takes time for the profile and reputation of a venue to grow to a point where popular artists are attracted SUMMER CONCERTS IN THE CASTLE GARDENS to perform.

The street festivals and concert series are highly effective at showcasing the destination and draw on the special atmosphere of the Castle setting, but do not draw inspiration from the fortification itself. The Castle has recently provided an example of an event which generated national profile by using its 46 unique heritage - a Son et Lumière display, part funded by the E.U. (Interreg IIIA), which used both the Castle and the Cathedral (directly opposite) as its backdrop, raising the profile of the area, and engaging local people in their history. This pilot project was run as a free event but its success has given the Council confidence that it can be repeated on a commercial basis.

The Castle Gardens are also used for a number of ‘third party’ events, such as speciality markets, product launches and conferences (under marquee cover). These provide useful income to the Council and further engage the Castle in the local business community.

SON ET LUMIÈRE Fort Amherst. Fort Amherst, a largely Napoleonic Fort built to protect Chatham Dockyard from landward attack, was rescued from demolition in the late 1970s and has been partially restored over the last 25 years. Open to the public since the mid 1980s, the site has experienced a downward trend in heritage visitors (i.e. those who come purely to visit the site) in recent years. The hosting of events has increasingly been seen as a useful way of bolstering core visitor numbers as well as generating income. The major objective of event hosting at the Fort is thus a commercial one - to generate funds to ensure the long-term survival of the monument as a visitor site. The three most popular events held by Fort Amherst are: • Hallowe’en “Fright Nights”. • A Christmas event based around “Santa’s Grotto”. • A themed “Pirates” weekend.

These are notably all family-oriented events and are held during holiday periods to maximise appeal. Although they bear little or no relation to the history of the site, they do use the site’s ‘eccentricities’ to their best advantage (e.g. the underground tunnels provide a perfect setting for a fright night). These events are all volunteer led, and could not be run on a commercial basis if staff salaries had to be paid (see previous case study).

As with the Castle Gardens Concerts, it took many years for Fort Amherst to establish the Hallowe’en event as a significant source of income, and indeed their importance is still rising 21 years after the first fright night took place. In PIRATES DAY AT FORT AMHERST 2005, 5,700 visitors came to a fright night (six were held in total) and ticket income over this week (£63,000 - c. €98,000) provided around one third of Fort Amherst’s annual income. The event, however, is vulnerable to the ever- growing burden of health and safety and licensing legislation, and is dependent on the goodwill and loyalty of volunteers.

While the Fort has found a niche in events, it has had to move away from its core objective (interpreting the site to the visiting public) in order to maximise the income stream from this source. This approach recognises the economic realities of operating a heritage site, but may not appeal to purists. HALLOWE'EN DISPLAY AT FORT AMHERST

The Historic Dockyard, Chatham. The Historic Dockyard has experimented with a number of different events over recent years.

‘Navy Days’ were annual events organised by the British Royal Navy from 1929- 1981, when dockyards were open for workers to invite friends and families to come and celebrate in their place of work. When the Dockyard reintroduced them as part of their visitor offer in 1999, there was therefore a high community expectation. The revived Navy Days, however, lasted just four years. The event was blighted by a series of unfortunate circumstances: • The event struggled to recreate the atmosphere that was achieved when it was a real place of work for over 5,000 employees in the 1950s and 60s. • A small independent charitable trust could not reach the same level of prestige as a former national event, which had been backed by the considerable resources of the Royal Navy. 47 • The marketing campaign for the first revived Navy Days, in 1999, was felt to have harmed the Dockyard’s reputation in the eyes of its key stakeholders, utilising low-level innuendo, out of keeping with the nature of the heritage site. • Rain throughout the event in 2000 was blamed for the loss of £100,000 in gate income (c.€150,000). However, the decreased community expectation based on 1999 was most likely also to blame. • By the end of the fourth year the event had become quite stale, and was not attracting repeat visits. It was increasingly difficult to alter the format of the event to a sufficient degree to lure repeat custom. • The event had also become more costly - whereas once the Royal Navy was proud to exhibit its fleet at such events, the number of their vessels had declined, and the Dockyard was becoming increasing reliant on the fleet of NATO partners, who in many instances wanted payment for berthing their ships.

In contrast to Navy Days, the annual Medway Festival of Steam and Transport at the Historic Dockyard, introduced in 2003, has found more sustained success. The main benefit of this event is that it is exhibitor led - the stallholders and vehicle owners are delighted to come and display their possessions at no cost to the Dockyard. The event takes advantage of the expanses of hard-standing at the site (grass venues on muddy days are not ideal) and exhibitors appreciate the added attraction of a heritage setting for displaying their vehicles. The Dockyard provides the venue, but does not need to dedicate significant staff time to the management of the event, as this is undertaken by an external organisation. The event has its own niche following, so marketing is targeted.

THE MEDWAY STEAM AND TRANSPORT Meanwhile, the Dockyard has received increased income at its gates, and has FESTIVAL AT THE DOCKYARD raised its profile among a new audience.

The success of this, and other similar events, has resulted in a changed management policy towards events at the Dockyard - a move away from the “blockbuster” to a series of smaller, lower risk events.

Upnor Castle. was built in 1559 as a gun fort to defend Chatham Dockyard, and is located on the opposite bank of the River Medway. As with Rochester Castle, it is managed by Medway Council on behalf of English Heritage. It is open to visitors between April and October.

Upnor Castle is located just outside the main built-up area of Medway and does not benefit from as accessible a location as Rochester Castle or the Historic Dockyard. It enjoys a tranquil riverside setting next to an attractive UPNOR CASTLE AT NIGHT village and has, until recently, been a very modestly visited site.

In the last five years, its profile has increased and visitor numbers have doubled (to approximately 20,000 per year). There are a number of reasons for this, not least the introduction of an events policy.

The Castle now typically hosts between six and eight events per year. Due to the nature of the site, its capacity to absorb visitors is limited and the events policy reflects this. Typical events are: • Small-scale period re-enactments. • Afternoon concerts - e.g. brass bands, string quartets.

These both take place during visitor hours and “add value” to the visitor experience at relatively low cost, boosting visitor numbers on the day and bringing profile to the attraction, mainly from the media coverage which they generate.

Further profile is obtained by hosting events in the evening, after the doors close to visitors. As Upnor Castle is a “closed” site, these events are easy to manage and produce useful additional income. Events which suit the location 48 are open air theatre and, at certain times of year, guided ghost tours. Risk can be reduced from hosting these events by charging a fixed “venue hire” fee to the event organisers. Upnor Castle has also promoted itself successfully as a character wedding venue over the last five years, generating useful additional income with minimal impact on core visitor activity.

The Need for an Events Strategy. From this brief summary of events held at four military related tourist sites in Medway, it can be seen that there is no ‘one sizes fits all’ approach to event A WEDDING AT UPNOR CASTLE organisation. Indeed, the specific approach taken by each venue needs to be informed by a tailored events strategy, with clear objectives. The objectives - whether related to income generation or profile - need to be achieved without damaging the integrity of the site.

A successful events strategy should bring the desired benefits and should always be a key feature of an overall site management strategy. However, there are numerous potential pitfalls. These need to be fully considered prior to committing a site to hosting an event, and should be integrated into the events strategy. It is all too easy for an event to cost more than it generates, in either financial or reputation terms.

Full consideration should be given to the following. • The weather, which can, of course, be unpredictable for outdoor events. Advance ticketing is recommended to reduce the risk. • Volunteers may not always be available at peak times, when visitors are most likely to be attracted to a site. • If an event does not go to plan the consequent damage to reputation may be long term. Even if a site only provides the venue for an event and has no role in its organisation, the public will still associate any mishaps with the site. External funding agencies may also take the same view. • Potential damage to the fabric of the site caused by third parties may be difficult and costly to repair. • Management time dedicated to the event may be more cost-effective if spent on other initiatives. • Local residents need to be considered in terms of noise, traffic and waste generated by an event, in order to engender community support. • The costs of adhering to insurance, health and safety and licensing legislation are growing year by year.

Ultimately, if these considerations are met, event management can be enormously rewarding both for the site and the staff who participate. Furthermore, it can be instrumental in developing the economic sustainability of a heritage attraction.

Simon Curtis, Tourism Manager, Medway Council.

49 Medway: The conversion of HMS Pembroke to university facilities.

Current condition Very good / excellent condition for the majority of buildings. Current use University and enterprise campus. Statistics Over 2,500 students. Date of Construction 1897 - 1903 Purpose of Construction Royal naval barracks, to support Chatham Dockyard. Construction Materials Traditional brick. Scale of land Several large buildings within approximately and buildings 30 hectares. Number of staff / 1,000 employees are anticipated by 2010. volunteers Location, and nearest In Chatham Maritime, on the site of the former population centre Dockyard. Less than 2km from the town centres of Chatham and Gillingham. Major works undertaken Minimal structural works required. Mainly refitting and refurbishment. Protection in place All Grade II listed buildings. Unique features A unique collaboration of four higher education institutes and a further education college on a single campus. Accessibility Excellent accessibility by road and public transport. In a priority area for British Telecom I.T. connectivity (e.g. broadband). Proximity to The at Canterbury is 50km away; similar sites the University of Greenwich campus in Greenwich itself is 45km. Impulse for the The large-scale military withdrawal made available conversion for re-use a facility of significant scale, in an area with no major higher education presence. The project was informed by a range of government, institutional and development agency policies, and specifically by an H.E. demand study (KPMG 2000). Structure of the Typical academic structures govern the individual managing body institutions. The Universities at Medway initiative is a partner project between them. Organisations consulted English Heritage, South East England Development Agency (SEEDA), English Partnerships, Local Authorities. Rules / Regulations Those required for listed buildings. imposed Source of funding for National funds via the Office of the Deputy Prime conversion works Minister; the South East England Development Agency (SEEDA); Medway Council; Mid Kent College; Universities of Kent and Greenwich; Higher Education Funding Council for England (HEFCE). Total funds in the region of €75m. € Conditions attached Protection of the buildings’ listed status, and to funding creation of a public education facility open to as wide a public as possible. Website www.medway.ac.uk; www.gre.ac.uk www.canterbury.ac.uk; www.midkent.ac.uk www.open.ac.uk

50 Current sources Capital works aside, the university is of income financed as every other university in the UK - from national government, student fees and research grants. Sources of funds National government, student fees and research for maintenance grants. Sources of funds National government, student fees and research for staffing grants. Key to sustainability The Estates Strategy, based on population demographics, combined with political commitment to expand higher education provision. Overall management According to government guidelines for the strategy management of educational institutions. Current funded • The expansion of the Universities at Medway initiatives initiative. • The development of Enterprise Gateways and Hubs. • The transfer of enterprise to commerce. Aspirations • 6,000 students by 2010. • To create the opportunities and environment to encourage students to stay in Medway post- university. • To assist University-held knowledge to permeate businesses in the region.

The naval barracks which served Chatham Dockyard, HMS Pembroke, were built between 1897 and 1903. Previously, sailors were housed in disused naval vessels (hulks) on the river Medway - one of these was HMS Pembroke, and the name was transferred. (However, all naval land bases in fact retain the ‘HMS title - ‘His or Her Majesty’s Ship’). The barracks were typically used to accommodate 5,000 men, but welcomed up to 23,000 during the Second World War. The barracks underwent many changes of use in the post-war years, whilst remaining in the military sector. They were finally closed in 1984, at the same time as Chatham Dockyard. All buildings on the site have listed status. The main building is now known simply as Pembroke, with other key HMS PEMBROKE, NOW PART OF THE buildings named after important - Grenville, Blake, Anson and Nelson. UNIVERSITY OF GREENWICH

Initial refurbishment work was undertaken in the late 1980s, with the introduction of the Overseas Development Natural Resources Institute (ODNRI, the scientific arm of what is now the Department for International Development). High quality laboratories and engineering workshops were added.

The University of Greenwich first occupied part of the site in 1994, when the Department of Earth and Environmental Sciences moved in. The ODNRI was integrated into the University in 1996, the same year that the University of Greenwich School of Engineering took residence. The School of Chemical and Life Sciences joined them in 2002.

The University of Greenwich is today a major regional, national and international source of research and consultancy expertise, offering high-tech research and science facilities. These facilities include a robotics centre, a computer aided design studio and a satellite technology base.

The University of Greenwich is a partner in the exciting and innovative ‘Universities at Medway’ project, which began in 2004. This links the University with four other higher and further education institutes in the area - the University of Kent, Canterbury Christ Church University, the Open University 51 and Mid Kent College - in a shared campus initiative. Each institution offers its own range of courses, both full-and part-time, drawing on its individual academic strengths. But by being on a joint campus, students have access to a wide range of first-class facilities. As the campus develops, it will become an economic, social and cultural focus for the region. One of the driving forces behind the initiative was a common desire to open up higher education to as many people as possible. Each of the four partners welcome applications from people without traditional qualifications as well as from those coming to higher education through a more formal route. The first major output of the union has been the Joint School of Pharmacy. This School aims to address the shortage of qualified pharmacists in the southeast, and is supported by sponsorship worth c.€750,000 over a five-year period from the international pharmaceutical company Pfizer Ltd.

Throughout its development, the Universities at Medway project has received significant support from Medway Council, who recognise that the introduction of a major learning establishment will help Medway reach many of its own goals, en route to becoming a “city of culture, tourism, learning and THE NEW UNIVERSITIES AT MEDWAY enterprise”.

The expanded campus will ultimately be used by at least five higher and further education establishments, and is expected to have a major impact on the local economy, adding an anticipated €15m additional annual expenditure. It was officially inaugurated during a visit from Her Majesty Queen Elizabeth II in 2005.

The Universities at Medway initiative will play a key role in providing the skills and learning opportunities needed to create thriving and sustainable communities in the Thames Gateway, and to support the expansion of residential and business accommodation in Medway. The project supports national ‘Sustainable Communities’ objectives by strengthening the local economy and public services, creating local specialisms in learning, and helping transform the physical area, and its opportunities. The new facilities and provision will also help develop a knowledge-driven economy.

The universities have recently acquired the former Navy Drill Hall: 9,300m2 has been converted to a Learning Resource Centre (‘the longest library in Europe’). This had previously been completely refurbished on the outside by SEEDA, at a cost of c.€5m. The roof and masonry work were replaced, and gutters, ENTRANCE TO THE windows and doors repaired.

It can be noted that the University did not arrive in Medway in time to compensate for any of the losses caused by the closure of the Dockyard in 1984, when unemployment stood at around 20%. The Dockyard can, however, help to explain the previous lack of a strong higher education ethos in Medway - the Dockyard was a major employer, and the typical career starting point for young men. It did not require graduate qualifications for the majority of the employment opportunities. Higher education was not on the agenda for the majority of Medway residents. Studies commissioned by the Universities of Kent and Greenwich in 2001 showed that the H.E. participation rate among INSIDE THE DRILL HALL LIBRARY Medway residents was below the national average (29% of under 21s compared with 31% nationally). This also corresponds to SEEDA’s Skills Action Plan, which identified skills shortages according to industry and occupation. In response to this, the universities welcome applications from potential undergraduates without traditional qualifications, and offer pre-degree qualifications such a Higher National Diplomas.

Medway Council, and its earlier counterparts, have been keen to redress the higher education balance in Medway for some time, noting that Medway’s economy has continued to lag behind the regional average for most key productivity indicators. Hence they have been very supportive of the University presence, and Universities for Medway project. The Council is also very keen to 52 promote the permeation of the benefits of the University presence into the wider business and local community, and has helped fund many initiatives to forge links between higher education and business - for example, by funding the posts of two Creative Intermediates at the University College for the Creative Arts (UCCA) who advise undergraduates on self-employment and entrepreneurial opportunities.

As part of the drive to consolidate and grow Medway’s increasing knowledge base, an Enterprise Gateway has been introduced. This is one of 16 Enterprise Gateways in the southeast, part of a regional initiative, jointly funded by SEEDA and Business Link Kent (a government-funded Business Support Agency). Enterprise Gateways focus on developing and nurturing entrepreneurs and young companies within the general business community. Their main aims are: • Increasing the survival rate of new businesses. • Accelerating the growth and expansion of young companies. • Encouraging entrepreneurial thinking.

The Gateway also provides physical business incubation accommodation, OFFICE POD FACILITIES AT THE business support networks, financial advice, and other targeted services. MEDWAY ENTERPRISE GATEWAY

Medway’s Enterprise Gateway is also supported by Medway Council, the University College for the Creative Arts (UCCA), and the private sector. It has a particular focus on the cultural and creative sector.

In addition to the Gateways, SEEDA also lead on the development of Enterprise Hubs, which provide network facilities for maturing SMEs, typically related to high-tech professions, and ‘clustered’ around them. Here, the support tends to be more intensive, and more specific. Again, there is direct access to business support, a knowledge base of research and development, flexible workspace, business finance and business-to-business mentoring and networking. The major expansion of education facilities in Medway, combined with increasing expansion into enterprise activities and the planned development of an innovation centre in Medway all indicate that the time is right for the introduction of an Enterprise Hub. THE MEDWAY ENTERPRISE GATEWAY

Full integration of students with the business community is also supported by national initiatives, and the UK government (via the Department of Trade and Industry: DTI) has a number of mechanisms to aid in the transfer of knowledge from higher education institutes to SMEs (small to medium enterprises). These include for example the Shell STEP programme. Originally set up by the oil company Shell, but now run jointly with the DTI, this 20-year-old programme places undergraduate students into an SME for 8 weeks during the summer vacation of their second year of study. The employer pays below the standard market rate for the expertise (typically in the field of business modernisation, such as website or database creation/upgrades, or product development) and does not need to issue a permanent contract. The graduate receives a wage to support his vacation, and the experience of implementing his learning in a business environment, whilst the employer receives access to skills and knowledge he would not be able to afford on a permanent basis. The similar Knowledge Transfer Programme (KTP) provides SMEs with access to a graduate full time, and a half-day per week of their academic supervisor’s time, as well as university facilities. A KTP placement typically lasts between one and three years.

Other support for SMEs includes the Research and Development Grant, which provides match funding for SMEs pursuing innovative research that will allow their company to grow. Knowledge Transfer Networks are national networks in specific fields of technology or business application, bringing together a variety of organisations such as businesses (suppliers and customers), universities, research and technology organisations, the finance community and other intermediaries who provide a range of activities and initiatives, to enable the exchange of knowledge and stimulation of innovation within the particular field. The Collaborative Research and Development Grant allows the 53 development of projects between business and research organisations. These government grants are designed to share the financial risk of projects aimed at stimulating innovation, wealth creation and quality of life benefits. By bringing together some of the best and most creative minds in the country, new scientific and technological challenges can be tackled, businesses can go on to develop innovative and commercially successful products, processes and services, and other benefits can be achieved such as a positive impact on the environment.

The Defence Diversification Agency (DDA), formed in 1997, exists in the UK as an intermediary between scientific research in the military and private sectors. They have in many instances assisted with the practical transfer of technology to aid product development in both sectors - for example, submarine sonar technology has been incorporated in civilian yacht design.

At regional level, Business Link agencies endeavour to unite SMEs with university research. Each Business Link Organisation has Innovation and Technology Advisors that visit SMEs and help identify where technology and innovation can help grow the business. Through their extensive network of contacts with knowledge sources and schemes, they are able to put the right source of knowledge in touch with an SME and help broker relationships. In reverse, the University of Kent has recently received a grant in excess of €3.5m from the Higher Education Enterprise aiming to assist the transfer of knowledge to SMEs, helping to make them proactive in their relations.

Joanne Cable, European Network Co-ordinator, Medway Council. David Candlin, Economic Development Manager, Medway Council. Keith Casson, Innovation and Technology Advisor, Business Link Kent. Dr Paul Williams, Business Development Manager, University of Greenwich.

54 The New Dutch Waterline, Fort Voordorp: Private investment in developing a historic fort for public hire.

Current condition Good. Current use Available for hire for parties, celebrations, congresses etc. Statistics c.25,000 visitors a year. Date of Construction 1869-1870. Purpose of Construction To defend the nearby inundation area, and later to defend the Arnhem-Utrecht railway. Construction Materials The fort conforms to the bastion system. The earth ramparts are 7-11m high. The walls are 1-2m thick, and surrounded by 2-6m of earth. The bombproof military base, four stores and two powder stores are brick. Wooden artillery barracks were added in 1875. Several concrete shelters were added between the two World Wars. Scale of land 7.5 acres. and buildings Number of staff / Six full time employees and occasional temporary volunteers staff. Location, and nearest Approximately 3km from Utrecht (c.232,700 population centre residents) and 1km from the Municipality of de Bilt (c.10,000 residents). Major works The fort was cold and damp and major works were undertaken necessary to make it habitable. The ramparts required extensive restoration. A new building was added to increase the space available for commercial activity. Protection in place Since 1999 the fort has been a protected National Monument. Unique features The opportunity to organise a unique event in an exclusive setting. Accessibility Easily accessible by car: a car park for 200 cars is enclosed by the ramparts. Additional parking facilities are planned for approximately 100 cars. Poorly served by public transport. Proximity to similar sites Part of the Defence Ring around Utrecht, which comprises 15 forts. Nearby forts include de Bilt and Blauwkapel (both c.2 km) Impulse for the Private entrepreneurship, and a passion for conversion fortified heritage. Structure of the In private ownership. managing body Organisations consulted The Municipality of de Bilt, the Fort Voordorp Association and the Association for the Protection of Bats (Vleermuiswerkgroep). Rules / Regulations None, as the fort was not protected until after the imposed main conversion works, which were privately funded. Source of funding for Mr van Denderen was unable to source any grant, conversion works as the fort was not protected. The total cost was c. €7m. Conditions attached None. to funding Website www.fortvoordorp.nl 55 Current sources of The only source of income is commercial activity. income Sources of funds Commercial activity. for maintenance Sources of funds Commercial activity. for staffing Key to sustainability Private investment and commitment. Overall management The private responsibility of the owner, according strategy to his business plan. Informal agreements with the Fort Voordorp Association and the Association for the Protection of Bats. Current funded None, outside of core business. initiatives Aspirations • To increase the number of clients each year, and to recoup the restoration costs. • Mr van Denderen’s personal aspiration is to have restored and reused 100% of the fort during his lifetime.

Fort Voordorp was built between 1869 and 1870, in the same period as Forts Vechten, Rijnauwen and Ruigenhoek (1867-1871). During mobilisation it could accommodate approximately 240 soldiers. It was modernised between 1878- 79, and subject to continuous improvements until the Second World War.

During the war years of 1914-1918 the fort was used as an infantry defence position. The fort was also mobilised between 1939 -1940. Between the two wars the fort was used as a depot. After the Second World War, the fort lost its defence role and was used for several years again as a munitions depot. Its FORT VOORDORP military function was officially terminated in the 1960s.

In 1968 the Ministry of Defence granted the use of part of the fort to the Sports Association for the Disabled.

In 1988 the Ministry of Defence handed the administration of the fort to the State Property Service of the Ministry of Finance (Dienst der Domainen) and in 1990 the van Denderen brothers bought the fort for 450,000 Dutch guilders (c.€220,000). They decided to restore the fort so that it was suitable for hire. In 1997 Mr W.R. van Denderen became the sole owner.

It was recognised that without works to remedy the cold and damp of the fort, any activity inside the building would be impossible. Major external works were also required. The restoration of the ramparts was a big problem, since the ramparts and underground brickwork had been damaged by tree roots from above. So, the trees were removed, and 6000m3 of earth were also removed so that the brickwork could be restored and made waterproof, before being covered with earth again. The works were carried out by the architect J. A. Heine, from the Van de Rijt B.V. bureau in Lienden, and lasted three years in total, with two and a half years dedicated to restoring the barracks and ramparts, and six months for the addition of a new building under the original FORT VOORDORP-EXTERIOR VIEW ramparts. The total cost of the works was €7m.

In agreement with the Fort Voordorp Association, Mr. Van Denderen opted to conserve as many original elements as possible. Only the doors were made higher (since people today are taller than in the past) and new doors and windows were added at the front of the military base. All original internal elements remain. For example, in the area used as an Irish Pub, the electrical wiring and iron staircases are still intact. In addition, new elements are designed to be modified or even removed without changing the original structure. 56 With this in mind an electric system was chosen for the heating, as this would have minimal impact on the original architectural features.

The new building was built close to the old barracks, and under the earth ramparts so as to have minimum visual impact. The construction of the new building was intended to increase the space available for commerce, and consequently increase the number of possible visitors and activities. This was necessary since the use of the former barracks alone for commercial activity would not have been enough to sustain the site.

Some buildings will never be restored, as they are currently home to bats. This has been agreed between the owner and the Association for the Protection of Bats. BATS ARE A PROTECTED SPECIES

The driving force for Mr van Denderen was his passion for the fort. “The disuse of the fort means its demise: it is only via a new function that people will not lose such an interesting building”. From the early stages, he had a very clear idea about the fort’s new function, and was aware that his initial investment would only be recovered in the long term.

Obtaining permission from the Municipality for his plans was a very long and FORT VOORDORP BY NIGHT complex process, and it was not until 1998 that Mr van Denderen was able to open his business. The long decision-making process can be attributed to community concerns about the extra noise and traffic that the visitors to the fort would bring: the majority of the problems therefore did not concern the restoration proposals, but the protection of the site’s quiet surroundings.

Today Mr van Denderen’s son and daughter manage the site, supported by a conference manager, and three clerical staff. Events are supported by temporary staff from employment agencies. National law means that security staff must be enlisted for events with over 200 attendees. On average, three events are held each week. Mr van Denderen remains the owner of the fort, and leads occasional guided tours. He is also responsible for contracting maintenance and building works, but does not draw a salary as he is now retired.

The annual marketing budget for the fort is €6,000. This is designated for the fort’s own website and newspaper advertising, as well as inclusion in an industry-specific publication about congress and event venues (distributed to public and private organisations).

In 1998, 10,000 copies of a book about the history and development of the fort were produced. This book remains available for visitors today. Quite often, the organisations and agencies that hire rooms at the fort arrange to provide their guests with this book as a gift. The split of activity at the site is FORT VOORDORP - THE SOLDATENCAFÉ approximately 80% business events and seminars, and 20% parties.

In the early days private individuals, as well as businesses and organisations could hire the fort. However, due to the high cost of hiring the facilities, the fort is no longer hired to individuals.

The fort has one large room capable of holding 400 people, and nine smaller rooms which increase the total capacity to c.600 visitors. In coming months a FORT VOORDORP-THE HALL BETWEEN THE OLD new building, and the restoration of the artillery barracks, will further increase AND NEW SECTIONS this capacity.

From 1998 - 2000 (the first two years of business activity) the income generated by the fort was unable to match its running costs. Client numbers however have increased year on year since 1998 (with the exception of 2001, attributed to worldwide economic problems), and from the third year on an increasing profit was realised. Thanks to this, new works can be scheduled at the fort, including restoration and construction, to accommodate new activities. 57 It must however be noted that the restoration costs will only be recovered in the long-term. Private investment and commitment has been crucial to the revitalisation of Fort Voordorp.

Mr van Denderen, Owner of Fort Voordorp. Maurizio Purcaro, International Contact,Project Bureau Nieuwe FORT VOORDORP-REFRESHMENT FACILITIES Hollandse Waterlinie.

58 The New Dutch Waterline, Fort Vechten: The development of market activities.

Current condition Good. Current use Available for hire for parties, celebrations, seminars and exhibitions etc. Used also for the organisation of cultural events. In September 2005 the fort was inaugurated as the Temporary Visitor Centre of the New Dutch Waterline. Statistics Increasing numbers of visitors each year. In 2004, 25,000 people attended private events and 15,000 attended public and cultural events. Date of Construction 1867-1870. Purpose of Construction To defend the nearby inundation area, and later to defend the Arnhem-Utrecht railway. Construction Materials The ramparts and bastions were built with earth. The barracks, remises and guardhouse were built with six million bricks and covered with c.7,000m3 of earth. Scale of land 17 acres. and buildings Number of staff / 24 employees (2004). volunteers Location, and nearest 4km from Utrecht (c.232,700 residents) and 1km population centre from the Municipality of Bunnik (c.14,000 residents). Major works undertaken Minor adaptation and repair. The creation of the Temporary Visitor Centre required the installation of water, electricity and waste disposal. Protection in place The fort is a protected National Monument. Unique features The large number of buildings and open spaces inside the fort permit the organisation of numerous activities. Accessibility Utrecht central station is 4km away. There is a small car park inside the fort. Proximity to similar sites Part of the Defence Ring around Utrecht, which comprises 15 forts. Nearby forts include Forts Rijanuwen and Het Hemeltje (c.2km). Impulse for the The Dutch State Forestry Service had no means to conversion maintain, restore or grant public access to the fort, and sought partnership to bring it back into use. Structure of the The Work on the Line Foundation is a legal entity managing body whose origins lie in the “Nieuwland” organisation. Rules / Regulations The Foundation has a five-year contract with the imposed Forestry Service which enshrines the conditions for re-use. Source of funding for Income from room hire. conversion works Conditions attached to None. funding Website www.fortvechten.nl 59 Current sources Market activities are the main source of income. of income Sources of funds The “Friends of Fort Vechten” fund. Income from for maintenance building hire is paid into this fund, and individuals can make their own donations. Sources of funds 15 employees are part of a subsidised labour for staffing scheme, and nine are paid from the turnover of market activities. Key to sustainability “Preservation through development”: incorporating a variety of public and private activities. Overall management For new projects and activities the foundation will strategy cooperate with the Municipalities of Utrecht and Bunnik, the Province of Utrecht and the New Dutch Waterline Project Bureau. Current funded initiatives Preparation of activities for next summer, including the third Summer Camp. Aspirations • To increase the number of visitors to the fort, and its accessibility. To make the necessary infrastructure works to facilitate this (water, gas, sewage and electricity). • To develop the fort as the Waterline’s National Centre for culture and recreation. • The collective vision of the Waterline region is described in the planning document “Linieperspectief for 2020”. The Line will be proposed for inclusion in UNESCO’s World Heritage List.

Fort Vechten was built between 1867 and 1870 on the site of the Roman “Castellum Factio”. It formed part of the second defence ring around Utrecht (the other forts in this ring were Forts Voordorp, Rijnauwen and Ruigenhoek).

The fort is a mixture of the bastion system and polygonal system (the Dutch called it the “bastard system”). After Fort Rijnauwen, it is the largest fort of BARRACKS AT FORT VECHTEN the Waterline.

Between 1879 and 1881 a large barracks building and some remises were added. In 1914 a dozen shrapnel-proof infantry hideouts were built outside the moat. Between 1939 and 1940 various bombproof infantry shelters were constructed outside the moat, and three concrete covered machinegun positions with steel cupolas were added on top of the fort. During mobilisation THE REDUIT AT FORT VECHTEN 600 soldiers could be housed inside.

Since 1996 the fort has been owned by the Dutch State Forestry Service (Staatsbosbeheer). In 1998 the Work on the Line Foundation (Werk aan de Linie) was assigned the management of the fort, with no charge for its use. The origins of the Foundation lie with a previous organisation called “Nieuwland”, responsible for maintenance works in and around fortifications. When the focus on the forts of the New Dutch Waterline began to grow, the organisation contacted the Forestry Service and proposed taking over the management of Fort Vechten. In order to do this, the Work on the Line Foundation was created as a legal entity, using the infrastructure of the old organisation.

The Dutch State Forestry Service had, and has, no means for the maintenance, restoration and public access of the forts and must constantly seek partnerships to enable the reuse of this cultural, historical, military and environmental heritage. Therefore, in September 1998 they entered into partnership with the

60 Work on the Line Foundation to protect and enhance Fort Vechten. The goals of the foundation are: • To preserve, restore and develop elements of the Waterline with projects for the unemployed. • To contribute to the military, historical, environmental, recreational and cultural value of those elements.

The fort was in a generally good state of repair. The wooden remise was converted to the Foundation’s offices with just minor adaptation and repair. CONCRETE COVERED MACHINEGUN POSITION WITH A STEEL CUPOLA The rest of the remise was adapted at a later stage using early income from the hire of the buildings. Indeed some buildings could be hired out straight away, for parties and other activities. The other buildings inside the fort were progressively repaired and restored as income was raised from the rent.

The creation of the Temporary Visitor Centre necessitated further restoration of the wooden remise. Young volunteers undertook much of this work during the Summer Camp of 2005. More works were however necessary, including the installation of water, electricity and waste disposal. The total cost of the works INAUGURATION OF THE TEMPORARY was €600,000. VISITOR CENTRE

The first Summer Camp for young volunteers was organised in August 2004, in co-operation with Fort Gisella (Verona, Italy). 15 students from Italy, Spain, England, the former Yugoslav Republic, Greece, Japan and Korea took part in the event. They assisted with a public education project about the “Forbidden Circles” within four forts of the New Dutch Waterline.

The camp was a big success: the young people were very enthusiastic about SUMMER CAMP 2005 the project, and the public reaction was very positive. Based on this experience, they decided to repeat the event in summer 2005. This time, the cooperation was only between Italian and Dutch students, to try to make better and stronger relations between the young people. Further repetitions of the summer camp are planned.

It has been necessary, of course, to develop a model for income generation and restoration works, since the foundation does not possess its own core funding (no government subsidies, for example). This model is built around (1) projects for the unemployed, and (2) market activities. As this model developed, the organisation aimed to become less dependent on the uncertainties surrounding unemployment policy. To exploit market potential the foundation has its own website, and has published numerous brochures. For the annual National Fortress Month the foundation works in cooperation with the Province and Municipality of Utrecht, and with the Project Bureau of the New Dutch Waterline to promote visits to the fort.

Nowadays market activities represent the main source of income for the foundation. These activities include: hiring the buildings to third parties, catering, organising public and cultural events, and contracted works - in green maintenance, and in the organisation and implementation of historical projects (this is a continuation of the activity begun by Nieuwland: there are several contracts, especially with the Municipality of Utrecht).

In 2004, 40% of the foundation’s income came from catering for parties and meetings at the fort. The turnover of the foundation was around €850,000.

The foundation does not pay rent for the use of the fort, but in return it needs to find the means to maintain and conserve the site and its buildings. The “Friends of Fort Vechten” fund was thus established. This fund has its own account which is separate from the foundation’s account. The income from room hire is paid into this fund.

61 Since 2003, individuals can also become “friends” of the fort, and their donations are paid into the same account. In 2004, this fund totalled around €65,000. This fund is used to maintain the site and its buildings, and allow public access and cultural events. Money from the fund also contributes towards cultural and historical projects of the Forestry Service, and the foundation.

Fort Vechten is today a good example of “preservation through development”. A variety of activities take place, not only private events, but also public ones, such as the open days on Sundays (from May until mid July, and from mid August until the third weekend in October); the “National Fortress Month” in September and the “National Day for Public Access of Monuments”, also in VISITORS TO FORT VECHTEN September.

Plans are in place to develop the fort as the Waterline’s National Centre for culture and recreation. The province of Utrecht has joined forces with the Forestry Service, the city of Bunnik, the New Dutch Waterline Project Bureau and the management of the fort to build a plan for the fort’s future (including modern culture, a children’s playground, a party centre and potentially a hostel).

Fort Vechten also hosts cultural activities like theatre performances of “The Cherry Garden”, the “Utrecht Monument Night” and the largest public arts and KERSENTUIN EVENT AT FORT VECHTEN crafts event using European wood in the Netherlands: “Designers in Wood”.

Martin Vastenhout, Director, Werk aan de Linie. Marijke Bekkenkamp, Project Leader, Province of Utrecht. Maurizio Purcaro, International Contact, Project Bureau Nieuwe Hollandse Waterlinie.

62 The New Dutch Waterline, Fort de Bilt: An anti- discrimination exhibition centre.

Current condition Good. Current use The southern part of the fort is still used by the military. The northern part houses the “Vredeseducatie” Association (Education for Freedom and Peace) and the “Stichting Herdenkingsmonument” (Commemorative Monuments Association). Statistics 4,000 children and 1,000 adults visit the centre each year. Date of Construction 1816 - 1819. Purpose of Construction To defend the Utrecht to Arnhem road. It was the most important fort for the defence of Utrecht. Construction Materials The fort conforms to the bastion system, with earth ramparts and a central earth reduit. The bombproof barracks, remises and dens are of earth-covered brick. The five casemates are cement. Scale of land 5.5 acres. and buildings Number of staff / The Vredeseducatie Association has two full time, volunteers one part time, and three freelance employees, supported by two volunteers and a trainee. The Commemorative Monuments Association has only volunteers. Location, and nearest Close to the city of Utrecht (c.232,700 residents) population centre and the Municipality of de Bilt (c.10,000 residents). Major works General restoration works. undertaken Protection in place The fort is a protected National Monument. Unique features The possibility to learn about freedom and peace inside a building where war and military occupation have been a reality. Accessibility 2km from Utrecht central station. Proximity to similar sites Part of the Defence Ring around Utrecht, which comprises 15 forts. Nearby forts include Forts Voordorp, Blauwkapel, Hoofdijk, Rijnauwen and Vechten. Impulse for the The Vredeseducatie was searching for a permanent conversion base for their mobile exhibition. The barracks suffer from cold and damp so are unsuitable for conversion to residential or business accommodation. They were available at very low rent for this reason. Structure of the The management group consists of a president, a managing body secretary, a treasurer and a one further member. There is an advisory committee with 11 members. Organisations consulted Municipality of de Bilt. Rules / Regulations Public access to the fort is mandatory. imposed Source of funding for The Municipality of Utrecht, and the conversion works E.U. KONVER fund. Conditions attached None. to funding Website www.vredeseducatie.nl 63 Current sources Private donations; the Municipalities of Utrecht and of income de Bilt; entrance fees and the sale of educational products and publications. Sources of funds The Municipality of Utrecht, and the support of a for maintenance group of volunteers who carry out light maintenance and cleaning. Sources of funds The majority of the funding is reserved for the for staffing development of educational material, meaning that the association itself cannot fund many staff. They are paid by the Ministry of Welfare, and private funds. The Commemorative Monuments Association does not get any subsidy, and thus is dependent on donations. Key to sustainability • Thanks to the way the exhibition is organised (visitors follow the route by themselves) the association does not require many employees and has found equilibrium between budget and activities. • Income from rent, entrance fees and sales are used to finance the production of educational products, and to improve the exhibition. Overall management The association will follow the same re-use strategy strategy to involve all buildings in the fort complex in the educational exhibition. Current funded The association has proposed to the Waterline initiatives Commission a project to expand the educational exhibition to the ramparts, to better connect with the historical role of the fort and the New Dutch Waterline. Aspirations • To improve visitor numbers and strengthen links with the whole of the New Dutch Waterline. • The collective vision of the Waterline region is described in the planning document “Linieperspectief for 2020”. The Line will be proposed for inclusion in UNESCO’s World Heritage List.

Fort de Bilt was built between 1816-1819 and was part of the first defence ring of forts around Utrecht. It was improved throughout the 19th and 20th centuries, with the construction of the guardhouse in 1850, the bombproof barracks in 1875-77, and various remises and dens.

During the three mobilisations (the 1870 Franco-Prussian war, and both World Wars) 250 soldiers lived in the fort, and it was armed with 34 cannons. In 1930 the street dividing the fort was extended and the bombproof barracks and fort were separated into two. The reduit and guardhouse were demolished and as compensation, five new cement casemates were built into the ramparts. A new THE FORT DIVIDED FROM THE NEW ROAD guardhouse was added in 1935.

During the German occupation, 140 Dutch resistance workers were shot dead in the fort.

The fort remains divided in two today. The southern part of the fort contains residential houses and is still used by the military as barracks for the “Royal Marechausse”. Since 1997, the Municipality of Utrecht has owned the northern part of the fort. The passage from the Ministry of Defence to the Municipality of Utrecht was quick and easy: the municipality paid only a symbolic amount of AERIAL VIEW OF FORT DE BILT one Dutch guilder (€0.50). 64 After buying the fort, the Municipality of Utrecht began to restore the buildings with the help of funds from the E.U. (KONVER). The total cost of the operation was around €500,000. The buildings had been intact, and in a reasonable state of repair, so there were no major obstacles to restoration. By 1999, the work was finished, and the fort was opened to the public.

The buildings of the northern sector are used by the Vredeseducatie association (Education for Freedom and Peace) and the “Stichting Herdenkingsmonument” (Commemorative Monuments Association).

The Vredeseducatie association develops education projects about peace and freedom, and aims to develop partnerships for long-term and sustainable development. In the bombproof barracks, bunkers and depots they founded the Memorial Centre for the Future (Herinneringscentrum voor de Toekomst) with an interactive exhibition for children aged between 10 and 13 years old, but which is also relevant and interesting for adults.

The educational program is a good example of a permanent, basic, low-cost didactical and sustainable exhibition. Its chosen themes include prejudice, asylum seekers, racism, discrimination, social injustice and military occupation and resistance. The possibility to speak and learn about these themes inside a building where war and military occupation have been a reality make it a unique place. It is open each weekday morning, with various open days throughout the year. A STATUE OF ANNE FRANK IN THE EXHIBITION

The association has to pay the Municipality of Utrecht a symbolic amount of one Dutch guilder per year for the use of the barracks and remise. The rationale behind this low cost is that the barracks are very humid and cold and are therefore only suitable for temporary visitation. Making them suitable for residential or office accommodation, for example, would only be possible with significant investment in complete restoration and adaptation. The barracks and remises have a historical and cultural value, but not a commercial one. A CONCRETE BUNKER AT FORT DE BILT

The case is different for the other buildings which do not all have a climate problem. For example, the guardhouse is used as an office by the association, and they pay a standard rent for this.

The Vredeseducatie association was founded in 1992 with the aim of developing education materials and activities about peace, intercultural THE GROUNDS OF FORT DE BILT education, lasting development and multicultural harmony. The first (interactive) exhibition was mobile, and was transported throughout Holland and Europe. In 1999, the fort became the official centre of the association, but they continue working with mobile education exhibitions. The association has produced many educational materials, such as movies, books and folders.

In the Memorial Centre for the Future, visitors follow a route through an THE INTERACTIVE EDUCATIONAL EXHIBITION interactive exhibition. Visitors learn how they can resist social injustices and do their best for a fair and peaceful society. After an impressive introductory film, visitors follow a challenging route in pairs, using a roadmap. Throughout, they write down their discoveries and opinions. A manual is available for teachers and youth workers. Monuments, commemorative plaques and the so-called death-bunker (where the Dutch resistance workers were shot dead) form part of the educational route as well. THE INTERACTIVE EDUCATIONAL EXHIBITION

The Memorial Centre depends in part on donations from individuals and institutions. The Municipalities of Utrecht and de Bilt sponsor the associations with respective contributions of €12,000 and €2,300 per year. Visitors to the centre yield some income (€2 per child and €3 per adult), supported by the sale of publications and educational products. THE INTERACTIVE EDUCATIONAL EXHIBITION 65 Main sponsors and donators include: • The National Committee for International Cooperation and Sustainable Development. • The Dutch Foundation for Children’s Welfare Stamps. • The European Union (TACIS Democracy Programme). • The National Bank Lottery. • The Haëlla Foundation. • The Municipality of Utrecht. • The Province of Utrecht. • The Dutch Ministry of Wellbeing, Public Health and Sport. • The Dutch Ministry of Education, Culture and Science. • The Flemish Ministry of Education. • The Dialogue Foundation. • The National Committee of the 4th and 5th May. • The Catholic Needs Association. • Rabobank Utrecht. • The Madurodam Support Fund. • The K.F. Heyn Fund Association. • The Elise Mathilde Fund. • The VSB Fund. • Kerckebosch Printing. • The Utrecht Construction Association. • The Lions Club of Utrecht. • AutoRent Vitesse.

One problem for the association is that the major part of the funding is reserved for the development of educational materials. So, the association has only minimal resources to pay for staff to work in the centre. In fact, only two people work full time, whilst a third person works part-time. They are paid by a subsidy from the Ministry of Welfare, and supported by two volunteers and a trainee. Except for special occasions, there are no other economic activities in the fort and the socio-economic impact on the area is very low.

The association publicises its activities by advertising on television and radio, and by articles in newspapers. But the most important marketing tool is simply informing the schools of what is available, by sending a yearly letter to all schools in the Municipalities of Utrecht and de Bilt. The association offers a bus to transport the children from their school, the costs of which are funded by the Dutch Bank Rabobank, from their fund for good causes.

The Commemorative Monuments Association works to conserve the “Fusilladeplaats” of “Bloedbaan” (Site of the Fusillade’s Bloodbath). Since 1946, they have organised an annual commemoration of the shooting of 140 people during the German occupation (each Saturday prior to 4th May).

Mr Geu Visser, Manager, Vredeseducatie Association. Maurizio Purcaro, International Contact, Project Bureau Nieuwe Hollandse Waterlinie.

66 Cartagena: The Spanish Civil War air raid shelters.

Current condition Very good overall. Current use An Interpretation Centre for the Spanish Civil War. It also serves as a memorial for peace. Statistics More than 230,000 visitors in 2005 - increasing yearly. Date of Construction 1938, during the Spanish Civil War. Purpose of Construction To protect the inhabitants of Cartagena from the air attacks sent by General Franco and his allies, Germany and Italy. Construction Materials It was carved in the mountain, with therefore mostly rocky surfaces. Scale of land The length of the tunnel which houses the and buildings shelters is around 20m. It could contain up to 5,500 people. Number of staff / Typically two paid employees at reception. volunteers Location, and nearest In the heart of Cartagena, close to the harbour. population centre Major works Abandoned after the end of the war and never undertaken finished. Interventions were especially important to the ceiling as it was not waterproof. A characteristic intervention was made by adding wooden panelled flooring. Protection in place There is no official protection, however heritage laws and recommendations have been taken into account. Unique features This is the first and only civil war shelter re-used for cultural and tourist purposes in the Region of Murcia (although there are many such remains throughout the Spanish territory). Accessibility A panoramic lift joins this attraction to the castle located on the top of the mountain. It benefits from a city centre location. Proximity to similar sites Within walking distance you can visit the Arab Castle (Interpretation Centre for Cartagena), the Autopsy Pavilion (an Exhibition Room) and access many other historic sites by bus. Impulse for the The Regional Authority of Murcia (Autonomous conversion Community). Structure of the A consortium led by the Directorate-General for managing body Tourism in the Region of Murcia (Autonomous Community), combined with the key agents of the city: municipality, university, business associations, Chamber of Commerce and the Port Authority. Organisations consulted The Directorate-General for Culture and other relevant bodies. A commission of public consultants decides on each intervention. Rules / Regulations None. imposed Source of funding for ERDF and regional funds (€300,000 for conversion works architectural rehabilitation and €240,000 for the creation of the museum). Conditions attached Interventions must be carried out by Cartagena: to funding Port of Cultures. Website www.puertoculturas.com. www.regmurcia.com 67 Current sources The Autonomous Community of Murcia, through of income Cartagena: Port of Cultures. Visitor income. Sources of funds Regional funds and visitor income. for maintenance Sources of funds Regional funds and visitor income. for staffing Key to sustainability Consolidation of interventions, to provide a tourist product which integrates much of the city’s heritage. Overall management The management strategy relies on the integration strategy of different tourist offers, including access to all different types of heritage. Current funded Ongoing investment in fortified heritage through initiatives regional funds. Aspirations • To extend the tourist offer to include all the fortified military heritage in Cartagena, and to consolidate the existing rehabilitated heritage. • The promotion of a unique site at national level and its integration into a diverse cultural offer.

The Museum of the Spanish Civil War is a space for recollection. By means of panels, photos, objects and audiovisual effects the visitor can explore the living conditions and defence strategies of the population of Cartagena during the bombings of the Spanish Civil War (1936-1939).

By visiting the galleries, the visitor gains a broad picture of the experiences of bombed Cartagena, and the museum says goodbye to the visitor with a space EXAMPLE OF A DISPLAY PANEL IN THE EXHIBITION dedicated to the antithesis of war: peace.

In 1878, an enormous hole was excavated in the slope of the hill called Concepción, opening the valley to the sea front.

With the outbreak of civil war in 1936, the grounds became air-raid shelters, excavated by the inhabitants of Cartagena to protect themselves from the MINERS, USING SKILLS TO HELP THE heavy bombing that destroyed the city. POPULATION Cartagena was one of the main targets of Franco’s airforce, since Cartagena was the headquarters of the Republican Fleet and the port received all armaments and provisions for the defence of . Due to this, inhabitants were forced to create shelters in different enclaves of the city. In particular, one of these shelters, owned by Cartagena City and used by Cartagena: Port of Cultures, became in April 2004 the seat of the Museum of Civil War Shelters. This shelter was one of the largest in the city, with room for c.5,500 people.

The valorisation of these corridor-shelters, and the exhibition of diverse objects and images have helped preserve the memory of recent history, and permit an ORIGINAL STATE OF THE CIVIL WAR SHELTERS expansion of Cartagena’s cultural offer.

The museum is divided into rooms connected by two transverse passages, one devoted to the tribute to peace. The first room is narrower than the second and is in front of the management offices of Cartagena: Port of Cultures.

When the visit is finalized there is a small souvenir shop.

REHABILITATION WORKS The first room showcases the building and fortification techniques of the air-raid shelters: there was no standard technique once the Civil War started. The visitor learns about the shapes, materials and typology of the different shelters: underground, at ground level and within houses. 68 In the second room the visitor learns, through photographs, panels, objects and audiovisual effects - including the voices of those directly affected - the changes experienced in everyday life with the outbreak of the Spanish Civil War.

There are images of Cartagena at war, allowing us to witness schools from that time, and the problems faced by families whose fathers and brothers were in the frontline, and whose mothers and sisters were in the rearguard, including the high price of food, and the sending of children abroad. A RECREATION OF SCHOOL LIFE

The visitor witnesses the capacity of these people to create entertaining activities from the chaos, playing cards, listening to the radio, attending school or going to the theatre.

The third room showcases posters, panels and objects used in the armed conflicts, demonstrating ways to defend against attack from the sky. It emphasises the system of air-raid shelters in the most threatened areas of the REPRESENTATION OF THE BOMBING city, and the dissemination of instructions to protect the population from the bombings. All the war shelters built in Cartagena during the Civil War can be located via an interactive map.

Deeper into the room visitors, observe an underground excavation into the hill, the main objective of which was to enlarge the shelters.

The next room is devoted to the “Special defence against aircrafts”, including anti-air raid artillery, and systems of illumination, alert, alarm, communication and observation. The visitor learns how a network of wire-tapping was used to locate the presence of enemy aircraft, and to alert the population and artillery. The artillery attacked enemy aircrafts from different locations throughout the city and the coast, aiming to make them fly higher, so they would not reach their targets with the bombs.

The fifth room bears images of a not so distant past, offering visions of the devastation suffered by Cartagena. Cartagena underwent somewhere between 40 and 117 bomb attacks. The most renowned was the “bombing of four hours” suffered on 25th November 1936, and remembered as one of the most devastating.

The visit concludes in a room offering the antithesis of war. This is a space where children exhibit their drawings and offer their vision on war and peace. An audiovisual device remembers the consequences of the bombings in the city of Cartagena. It is a space for memory and hope.

Cartagena: Port of Cultures also organises temporary exhibitions in the Spanish Civil War Shelters, especially during summer and the celebration of the World Music Festival (the “Sea of Music”). The management facilities and the room A CONCERT WITHIN THE SHELTERS for the celebration of peace can be adapted for this use.

The decision to create an Interpretation Centre within the Civil War shelters stemmed from the premise that former military properties need their history, as they reflect the lives of those who form a part of today’s common history and shared identity. In the Spanish case, this is especially true for the Spanish Civil War.

The process of opening the Spanish Civil War Shelters was tri-partite: • Agreement for the transfer of use between the Municipality and Cartagena Port of Cultures, in order to start the works. • Architectonical interior intervention and environmental conditioning. • Museum creation project, to provide content and a visitor itinerary, integrating heritage and history.

The consortium, Cartagena: Port of Cultures initiated the process of debate regarding the recovery and interpretation of the inherent memories and connotations of the site, according to their remit for developing Cartagena’s 69 entire heritage. Their approach is not individual, but collective, in order to provide the city with a cultural tourism offer reflecting the most important beacons of its history, from Roman Cartagena to Cartagena in the 20th century. In the last case, the recovery of the Spanish Civil War Shelters represents a controversial recent period of history in a sensitive fashion.

Cartagena: Port of Cultures has a broad remit covering: the recovery of built heritage, the rehabilitation of neighbouring areas, the integration of tourism from a sustainable perspective, and the implementation of access services. This represents global planning: a master plan for the tourist and cultural assets of the city.

It involves in this process the Autonomous Community of Murcia, Cartagena City Municipality, Cartagena Chamber of Commerce, Business Associations, the Polytechnic University of Cartagena and the Port Authority. These bodies represent the most important and powerful institutions in Cartagena, and form the consortium’s Steering Committee. Actions are coordinated by the Council for Tourism. In addition to these organisations, a Scientific and Technical Committee is in charge of advising, and (in cooperation with the management body) drawing up the requirements for the services needed to implement the framework of Cartagena: Port of Cultures.

Obviously, due to the fact that most actions are executed in the field of heritage, the civil servants that work for the Cultural Heritage Department in the Region of Murcia have a respected opinion, as do the Polytechnic University of Cartagena and the Port Authority.

Decisions regarding strategy and the approval of actions belong to the Steering Committee, whose members are representatives of the aforementioned bodies. At technical level the management body usually provides a proposal after a discussion with the technicians. It is then studied by the Steering Group which approves the decisions.

Cartagena: Port of Cultures gathers a series of strategies in order to recover the historical and cultural heritage of the city, and integrate them in the revitalisation of the city and its tourism: to this end the marketing strategy for the tourist products is developed by the consortium. However, after initial development, and once the funding for that phase is finished, the marketing of all the consortia in the region is undertaken by the Board of Tourism in the Region of Murcia. “Murcia Turística” thus develops all the marketing integration strategies collectively. Additionally, the municipality undertakes marketing and promotion, and the consortium endeavours to coordinate all such activities. The managing body attends International Fairs for Tourism and participates in commercial missions.

Future development, according to the experience of Cartagena: Port of Cultures needs planning. Once the local population and participant bodies see the results obtained (buildings restored, and visitors and new residents attracted, etc...), and once the interventions have been consolidated, there are many possibilities for future work. Furthermore, the strategies defined during the early stages have the support of public and private organisations in the local community.

Access is a crucial issue when an intervention is planned, and could be described as a previous stage to any action. Therefore, the Action Plan developed by Cartagena: Port of Cultures starts with investment in infrastructure. Specifically, in the case of the Spanish Civil War Shelters, works were carried out in the immediate area where they are located. Also, the tourist bus that goes around the city has a stop nearby, and provides information about the attraction, as does the website of the consortium. 70 The question of accessibility, especially for the disabled, is always taken seriously, and in the specific case of the Spanish Civil War Shelters a panoramic lift has been created for two purposes: to access another important intervention (the Concepción Castle) and to provide access for the disabled to both places.

Cartagena: Port of Cultures is responsible for varied efforts to raise awareness of cultural heritage, by the promotion of information, and by providing cultural resources that offer interesting and valuable information to visitors and inhabitants alike. Didactical units providing educational material are being elaborated in order to involve children in the interventions. Other activities are aimed at the local population, such as a photography contest on the interventions carried out by Cartagena: Port of Cultures (receiving more than THE PANORAMIC LIFT 125 entries) and promotional activities linked to the first anniversary of the creation of the consortium.

Cartagena: Port of Cultures is a much-needed initiative, due to Cartagena’s location, and the quantity and importance of its abandoned military heritage. In principle, the development has much to do with political will and the provision of economical resources for investment in the area. The consolidation of the interventions was implemented during the fourth year of the consortium.

One of the most discussed issues in the different fora that deal with the management of cultural heritage is whether economic benefit should be the aim of rehabilitation. The experience of Cartagena: Port of Cultures is that the primary benefit of the involvement of public funding is the recovery of the heritage and history of the city, which without regional actions could have been forgotten or lost. In economic terms, and even given the excellent management of all the tourist cultural consortia in the region, the investments are too high to be recovered by the income from visits and merchandise.

It is worth mentioning, however, that the total number of visitors to the Civil War Shelters for the first year was 200,000. The total number of visitors for 2005 exceeded 230,000, meaning that the figure has increased steadily.

In the overall plan, the provision of public funds was taken into account, and specifically those related to the European Regional Development Fund. The economic provisions, however, are always a theoretical calculation and cannot guarantee financial feasibility. The true sustainability of the project is secured by the cooperation between the different bodies that constitute the local partnership of the consortium, as well as those gathered in the different cultural products developed.

The Municipality of Cartagena has a facilitatory role in the development of activities, especially in the case of the Civil War Shelters as they are the proprietor. This was a distinct advantage in comparison with other properties that belong to the Ministry of Defence or that belong to different administrations. In those cases, the process of transfer and rehabilitation is much more complex.

Global interventions have received an investment of €10m from the European Regional Development Fund, implemented through Cartagena: Port of Cultures, using 87% of the total for general works and infrastructure.

Important prior work was also developed by E.U. URBAN funds, specifically related to advances in the old quarter and the port of Cartagena - for example, rehabilitating the Sea Wall, and thereby providing the perfect setting for further developments. European Funds have been crucial for the historical and cultural heritage preservation of Cartagena.

The actual site of the Spanish Civil War Shelters offers a mixed use, providing more efficient use of the location, and contributing towards increased profitability. Specifically, in addition to the creation of a museum, there is a commercial usage by the small souvenir shop, and an administrative usage by 71 the offices of Cartagena: Port of Cultures, attached to the entrance of the shelters.

The Spanish Civil War Shelters have contributed to the regeneration of a whole neighbourhood, as is complemented by the neighbouring Polytechnic University (a former naval hospital) and another of Cartagena: Port of Cultures’ interventions, the Autopsy Pavilion. A wide area that was abandoned long ago is in use for the local community.

The work undertaken therefore represents a new lease of life for this area, being much more visited and used than ever. The direct impact is important but the indirect impact is noticeable throughout Cartagena.

The keys to success can be identified as: • The vital support of the public administration, and the different bodies that keep the city alive. • The possibility of using European funding at least for the first steps, in addition to other private and public funds. • The integrated management of the sites, taking into account prior studies in the fields of planning, strategy and financial feasibility. • A professional managing body agreed by all, and the partnership working of the most relevant “living powers” of the city. • The integral intervention not only in the city, but also in the region. • Commitment to the vision of a project of importance, a product based in the reality and identity of the city.

Centro de Investigación para el Desarrollo.

72 Cartagena: Murcia - the development of large-scale barracks facilities into a “city of culture”.

Current condition Generally very good. Current use Mixed (cultural, leisure, administrative, tourist and educational). Date of Construction 1922-1925. Purpose of Construction To accommodate infantry troops, and protect the city of Murcia. Construction Materials Plaster rendering, tiles and Arab decoration. Scale of land and 58,000m2, including 6,000m2 of buildings. Six buildings large pavilions dominate the quarter, arranged around a large square. Complementary facilities (a large water tank, sanitation facilities, warehouses, a swimming pool, sports facilities and open spaces for armoured vehicles) completed the area, contained by a large wall with surveillance boxes. There was a green area next to the main entrance, with gardens and pergolas. Number of staff / Various organisations and numbers of personnel. volunteers No volunteers. Location, and nearest In the denominated district of the Carmen in the population centre city of Murcia, one of the closest to the city centre. Major works Major internal alterations. undertaken Protection in place Grade of Protection: 3. Unique features The Arabian imitation decoration and the historic character of the “colonial style”, with Islamic and Mudéjar allusive elements. Accessibility Good road access. Vehicle access to the site is restricted, but there is a large car park nearby, and access routes are being upgraded. A riverside path has been created to ease pedestrian access. Proximity to similar sites There are no similar sites in the area. Impulse for the The Municipality of Murcia, which owns the site, conversion and has enabled other public institutions to use it. Structure of the The Municipality of Murcia. managing body Organisations consulted The Directorate-General for Culture in the Autonomous Community of Murcia. Rules / Regulations Those associated with Grade 3 protection. imposed Source of funding for Funds from the E.U., the Municipality, Region and conversion works State are supported by private investment. Conditions attached Those agreed in a formal paper between the to funding Municipality of Murcia and the Directorate-General for Culture. Website www.centroparraga.com www.um.es/museo/edificio.htm www.cpmusicamurcia.com/inicio.htm 73 Current sources of Public funds and the fees paid by students and users. income Sources of funds Public funds. for maintenance Sources of funds Public funds. for staffing Key to sustainability • The designation as “City of Culture” • Cohesive open spaces and built facilities. Overall management The responsibility for each building is devolved to strategy the user. Current funded Works are ongoing at the Párraga Art Centre and initiatives the Municipal pavilions. An aquarium is being added to the University Musem. Aspirations To create a synergy of new creative facilities in the heart of the city, for the traditional district and the wider city and region. An achievement ably encouraged by the local population, who will be considered throughout future interventions.

Built between 1922 and 1925, the old artillery barracks (“Jaime I the Conqueror”) were located at one end of the denominated district of the Carmen, in the city of Murcia, on the right bank of the Segura river. This district rose up around the traditional routes that entered the city from the south. Towards the end of the 20th century, the population increased significantly, thanks to city-planning developments.

This development, however, suffered from a certain lack of planning regarding the dowries of culture, education and leisure that are nowadays considered indispensable for contemporary urbanisation. For that reason, the news of the abandonment of the quarter by the military caused, almost immediately, an

OLD PICTURE OF THE ARTILLERY intense local and political mobilisation, with the aim of maintaining public use BARRACKS EXTERIOR of the facilities.

Since 1925, when it became the seat of the Infantry regiment “Seville”, (known as El Peleador), the history of the barracks has been closely bound to the life of the city. It is the only large scale military building in Murcia, and its occupants, either for professional reasons, or due to compulsory military service, became protagonists of the district’s daily life (a protagonism which showed great solidarity during the frequent floods suffered by the city). Also, it became the first seat of the Parachute Brigade of the Spanish Army, a unit deeply rooted in history of the region. Lastly, the set was occupied by various units of the Artillery, until its definitive dissolution in 1995, when the North Plan entered into force.

The group of buildings was constructed according to the “colonial” style, with a historic character, including Islamic and Mudéjar art allusive elements to the exterior. The combination of plaster rendering, tiles and brick provide the different buildings with an attraction and charm aimed at smoothing the utilitarian and eminently functional character of the military architecture of that time. This is a very common characteristic of the region, repeated in other military constructions of the time, where the creators’ whim in many cases recreates historical architecture: an Egyptian, Mayan, Medieval or neoclassic style can be found in the coastal batteries surrounding the bay of Cartagena, SPECIAL FEATURES OF ARAB STYLE even though these facilities warrant no ornamentation.

The centerpiece is six great pavilions, arranged around a dominant focal paved square. Complementary facilities (a large water tank, small pavilions for bathrooms and toilets, warehouse areas, a swimming pool, sport facilities and 74 open space for armoured vehicles) completed the area, enclosed within a large wall with sentry boxes for surveillance. There was a green area next to the main entrance, with gardens and pergolas for recreation and relaxation.

A harmonious complex of buildings was thus shaped, and although it did not have an exceptional architectonic value, it represented the historical testimony of a construction type, typical of a specific period in Spanish history. An architectural period that in some way resonates of past African colonial power, and an out-of-date modernist style. MAIN ENTRANCE TO THE SITE The transition towards democracy and the incorporation of Spain in international bodies (especially NATO) led to the readjustment and transformation of the traditional organisation of the military. Existing military models were in many cases obsolete and out of proportion with the needs imposed by the new international exigencies. The North Plan started to be applied, which required (among other things) the disappearance of military installations within urban zones. THREE OF THE REHABILITATED BARRACKS

To promote better management (within the framework of budgetary adjustments), and with the final objective of substituting the traditional call-up army with another of professional character, a drastic reduction of forces and units was carried out. Consequently, a large number of facilities and barracks were abandoned. Thus, the 33rd Field Artillery Battalion (heir of the 18th Field Artillery Regiment) was the last unit to be lodged in the “Jaime I the Conqueror barracks”. They closed their doors in April 1996, ending 72 years of military tradition.

At this point, local associations and political groups of the municipal opposition began to demand that the land stay in public ownership and be transformed into facilities for the district. A total of 58,000m2 were at stake, including 6,000m2 of buildings. A long process of negotiation between the municipal authorities and the Ministry of Defence began, with significant media interest providing detailed information on the negotiations and offers provided by each party, on an almost daily basis.

All kinds of future were considered during negotiations, from partially reclassifying the land in order to facilitate the construction of a limited number of houses, to maintaining their current listed status and, even, requesting the designation of the buildings as Cultural Property, in order to limit the re-use possibilities by the Ministry of Defence. It was noted that the city had provided the field for the construction of the barracks in the 1920s at no cost.

Finally, an agreement was reached in May 1997 whereby the City Council handed over an extensive site in another urban sector, together with around 90 million pesetas (c.€540,000) in exchange for the site.

From the point at which the barracks were abandoned, several institutions showed interest in reusing the pavilions. The possibility of having a seat of the College of Europe in the facilities was raised, although this option was never implemented.

Once an agreement had been reached, the Municipal Technical Services developed a project of urbanisation and urban redesign of the old military land. This began with the pavilion and central square area, limited by the Segura river, and then extended to the recovery of a peripheral pedestrian path next to the river, under which a large car park was planned (588 spaces), as well as a modern institution. A large municipal sports facility (with an Olympic indoor swimming pool) would be located at the end of the recovery zone, in response to local demands about the maintenance of the old swimming pool and sports facilities for the quarter.

75 Although their architectonic value was not exceptional, the pavilions were catalogued as a set within the General Regulations of Urban Planning in Murcia. This degree of cataloguing meant that the buildings and their original structure had to be maintained (i.e. demolition was prevented), as well as the ornamentation and motifs on the façades (including plaster renderings, tiles and mouldings etc). Some alterations, however, were agreed to the roof to facilitate the new uses. This has partly weakened the traditional character of the set that they had tried to maintain.

Three of the pavilions were designated for municipal use, while the remainder were given to the Council of Education and Culture (to develop the Párraga Art Centre), the University of Murcia and the Conservatory of Music. The latter have already been rehabilitated, with costs totaling €3m and €1.6m respectively.

Project within individual buildings are as follows:

University of Murcia Museum. The museum is located in Pavilion 4 of the former barracks and was inaugurated in July 2003. It occupies the first, second and third floors of the building and houses two halls with permanent exhibitions related to the history and current reality of the different colleges and schools of the University, and a temporary exhibition room, open to all types of expression and event. An aquarium on the ground floor will be opened soon. The facilities are complemented by a large reading room (for up to 120

PAVILLION OF THE UNIVERSITY OF students), an assembly hall, archives, a documentation centre, storage space MURCIA MUSEUM and offices.

The exhibition rooms are open to the public each weekday morning and afternoon, for private and didactic visits. Entrance is free and guided tours for educational centres from the metropolitan area of Murcia, and senior citizens associations can be arranged.

In the early stages, the rehabilitation and consolidation of the existing structure was considered, but owing to the poor state of repair, the demolition of the interior structure was deemed the best option, including the roof, but maintaining the exterior walls.

The conversion was undertaken by the construction company Ferrovial Agroman, S.A, and was finalised in just over two years (2000-2002) following the drafting of plans between 1999 and 2000. Roque Salinas Estañ was the chief architect, and Teófilo Martín Jiménez the chief engineer.

The importance of the new museum of the University of Murcia is more than regional, as it is one of the first university museums in Spain. It is significant not only as an open cultural space for Murcian society, but as a testimony to the preservation, study and exhibition of the 100 years of the University’s existence.

The public aquarium complements the region’s cultural offer and reflects the innovation of the city. The aquarium has secured its funding, and its location and closeness to the Museum of Science consolidates its reception by the public.

The aquarium will not only be a collection of aquatic organisms in crystal urns, but will have coherence and an educational base. Someone entering the aquarium should leave with new knowledge. Furthermore, it is not just a static exhibition, but continuously evolves, due to the changing condition of the organisms and the development of the species in the different environments represented. Thus, the exhibition will change from month to month, so frequent visits can be foreseen.

The aquarium exhibition contains geographical research about the planet’s marine fauna, trying to include the most representative, interesting or rare of 76 each zone. The aquarium will be a "biotope aquarium” recreating different aquatic environments. Visitors will find different areas of coral reef and fish from the Indian and Pacific Oceans, the Red Sea, the Caribbean Sea and, of course, extensive representation of the different communities in the Mediterranean Sea. A smaller tank is devoted to the environment of the nearer Mar Menor (Minor Sea). Tank volumes vary between 9,000 and 150,000 litres. Maintenance of the required chemical balance of the water is guaranteed by the use of the most up-to-date filtration systems, designed by the University’s own laboratory.

Conservatory of Music. The Conservatory has a library, training and education rooms, and study cabins, as well as a wide space under the large vaulted ceiling that completely transformed the roofspace, permitting different uses such as concerts.

Párraga Art Centre (works ongoing). This project will create a multidisciplinary centre for visual and scenic arts, facilitating new ways of expression, and targeting young artists who will find facilities to boost their artistic interest. It will have classrooms for workshops, modern theatre space, a music recording studio and film recording facilities. The budget is around €2.5m. Párraga Art

Centre will be located in Pavilion 5 of the former barracks, and the architect is REHABILITATION IN PLACE FOR PARRAGA Antonio Abellán. ART CENTRE

Párraga Art Centre aims to promote an understanding of the creation and relation of different styles of different disciplines. All artistic expressions have space within the concept. Plastic, visual, scenic or musical art, emerge from traditional support coexist with new technologies.

Facilities include the necessary workspaces and equipment for developing courses, workshops, seminars, conferences and concerts etc. The intention is to utilise convertible and dynamic spaces, adaptable to creative needs. In order to REHABILITATION PROJECT FOR PARRAGA CENTRE OF MODERN ART achieve a dynamic programme, the Párraga Art Centre pays attention to the theoretical sphere (conferences, seminars and specific interventions) and practical realm (workshops, courses, productions, concerts, auditions…). Projects submitted can have an individual or collective character: for their admission the quality, innovation, interactivity with other displays and exchange of artistic languages will be assessed, as well as the availability of the centre and resources. The Directors of the Centre facilitate the development of these ideas, by press adverts and their website.

The interdisciplinary nature of this centre must be emphasised. Its objective is to promote the cross-fertilisation and subjective sensations of the different disciplines as a cohesion tool. Importance is also conferred to the creative process of production: far from just focusing on the end product, the working process and development of the idea should be rewarded as an end in their own right. Therefore, the concept of artistic research prevails (including innovation and experimentation) as one of the most enriching and dynamic formulae of contemporary culture.

Municipal pavilions (at planning stage). Two will be used for administrative purposes, as council seats, while the third will have different tourist/cultural uses, including a toy library, a mainstream library, and computer rooms with free access to the Internet, as well as two rooms related to the most popular festivities in the city: the Moors and Christians Festival, and the Burial of the Sardine. The total estimated cost is €7.3m.

The largest new construction is INACUA - the largest and most modern sports facility in the region. The Mayor of the City, Mr Miguel Ángel Cámara, presided over its official opening in 2004. The sports centre can accommodate 8,000 users, reflecting current demand.

77 The Municipality of Murcia aims to facilitate community access to sport. INACUA constitutes an important qualitative and quantitative advance for the munipality’s own network of sports centres. It is the most modern and varied facility of the network and has the region’s first Olympic pool. A wide range of sports activities are available, some of them quite innovative, such as indoor cycling, and step aerobics. There is also a smaller pool, a jacuzzi and sauna, a FACILITIES OF INACUA gym, and two rooms for aerobic exercise, as well as a cafeteria with terrace.

The Municipality used the model of administrative concession for the first time to develop the centre, by commissioning Ferroser with its construction. Ferroser’s investment totalled c.€6m, and they will assume the management of INACUA for 25 years. However, because it is part of the municipal network of sport centres, public prices will be adhered to. Therefore, swimming in INACUA costs the same as any other public pool. There are also discounts for young people, senior citizens, the disabled and large families.

The recovery of the green areas and gardens (including trees dating from the original construction of the quarter), as well as the riverside walkway complement these public facilities.

Finally, the main square is being used for concerts, activities for young people, sports tournaments and varied exhibitions, which prove very popular with SOCIAL ACTIVITIES AT THE ARTILLERY BARRACKS the public.

Conclusions

In spite of the apparent lack of unity that could have come from a fragmented project (with so many varied interventions from different bodies), one of the main values of the recovery is to have created a small “city of culture” within a district with serious resource deficiencies. The conjugation of a series of co- existing uses has been achieved, in a reduced land space, and of a scale proportionate with the district they serve.

Thus, more or less traditional museum institutions will share the space with a centre of vanguard art, and at the same time the visitor or resident will be able to observe the curiosities of the aquarium and access concerts within the Conservatory or on the main square.

In addition, the new library and computer rooms, next to the toy library, respond to a community demand to replace the old-fashioned existing library in the district.

Small hitches, like the mutual incompatibility of the preparation and assembly of certain events in the main square with the necessary quietude of the work

LOCATION OF INACUA WITHIN THE ARTILLERY developed by professionals in the Conservatory, constitute aspects that will have BARRACKS COMPLEX to be solved in the future within the framework of coexistence.

Mr. Manuel Lechuga Galindo, Technician, Cultural Heritage Department, Region of Murcia, with contributions from Ms. Mara Mira, Director of Párraga Art Centre, and Centro de Investigación para el Desarrollo.

78 Cartagena: Navidad Fortress, and the establishment of Cartagena: Port of Cultures.

Current condition Neglected, although structurally sound. Current use Presently unused. It will become an interpretation centre for fortified heritage. Statistics The tourist boat (the main access method) will visit Navidad. The boat registered 220,000 passengers in 2005. Date of Construction 19th century (built upon the former 18th century Navidad Battery). Purpose of Construction To protect the entrance to the port of Cartagena, by crossing fire with Trincabotijas battery. Construction Materials Mainly mortar and ashlar. Ceramics were used for the flooring in the original construction. Scale of land The fort occupies 1,310m2. The attached tower and buildings and back pit occupy 100m2 and 295m2 respectively, and the ramparts 902m2. Number of staff / No personnel as yet. Proposals suggest a minimum volunteers of two people will be recruited. No volunteering work is foreseen. Location, and nearest Navidad Fortress is situated at the start of the dock population centre of the same name, a few minutes drive from Cartagena centre. Major works The whole building is to be rehabilitated. undertaken Protection in place The highest protection given by law (first degree), granted by Cartagena General Town Planning Department. Unique features The tower attached to the fortress has been revealed as a former lighthouse. This was only uncovered during rehabilitation. Accessibility A good quality road from the town centre. Vehicles must be parked at the Museum of Maritime Archaeology and the final metres covered on foot. Proximity to similar sites The bay is full of fortresses mainly from the 18th century. Impulse for the The Region of Murcia, in cooperation with conversion Cartagena: Port of Cultures. Structure of the Cartagena: Port of Cultures is a consortium uniting managing body the Directorate-General for Tourism in the Autonomous Community of Murcia with other key agents in the city. Organisations consulted The Directorate-General for Culture. Rules / Regulations Those related to the site’s legal protection. imposed Source of funding Infrastructure: Regional funds provided by the for conversion works Council for Education and Culture through the E.U. project “Defence Systems on the Mediterranean Coast”, (Euromed Heritage, €290,000) and the Council for Tourism (€1.15m). Museum creation: Regional funds provided by the Council for Education and Culture €300,000). Conditions attached Heritage Laws regarding listed monuments must be to funding respected. Website www.puertoculturas.com; www.medanet.info; www.centroid.info

79 Current sources of The site will be maintained by the Autonomous income Community of Murcia via Cartagena: Port of Cultures. Entrance fees will cover some expenses. Sources of funds Regional funds and entrance fees. for maintenance Sources of funds Regional funds and entrance fees. for staffing Key to sustainability Consolidation of interventions, and the use of an appropriate site to integrate the fortified heritage of Cartagena. Overall management The management strategy relies on the integration strategy of different tourist offers, including access to all different types of heritage. Current funded Cartagena: Port of Cultures is leading the museum initiatives creation project. A project has been approved to develop boat access to Navidad. Aspirations To include the remaining fortified heritage within Cartagena’s cultural offer, and to consolidate the existing rehabilitated heritage.

The Fuerte de Navidad fortress is situated at the southeastern end of the Bay of Cartagena, holding a dominant position on the headland of the same name. The harbour of Cartagena is a natural bay whose entrance is defined by two docks: Navidad (to the right) and La Curra (to the left). Navidad Fortress is situated at the start of the dock of the same name, at the foot of Fajardo Hill. Despite its strong position, it is nearly at sea level in order to keep watch over and protect the harbour-mouth. The fort may be reached by a narrow road that passes alongside the Arsenal, follows the coastline through the shipyard and END OF THE DOCK eventually comes to the Faro de Navidad lighthouse.

With its polygonal layout, the fortress reflects advances made by the artillery in the first half of the 19th century, and individual firearms advances, such as the rifle. It has wide ventilated casemates favouring a quick disappearance of gun smoke, directly aiming at the bay mouth through impressive embrasures. The fortress is enclosed at the wings and rear by a group of walls to the north, with rifle holes through the embrasures, taking advantage of the hillside. The main section hosting the casemates, and the second section enclosing the fortress at MAIN ENTRANCE FROM BELOW the rear, surround an open-air courtyard.

The fortress, together with the lighthouse of the same name, constitute a site which is much loved by townsfolk, as a fine view may be had of both the open sea and the harbour mouth. In addition to the value of its natural surroundings, the fortress evokes the important role which the port of Cartagena has played throughout history, a fact which has always determined the need for it to be well defended. Today, Navidad and its setting is a part of the local scenery, and INTERIOR OF THE CASEMATES will be revitalised for the town’s enjoyment.

Navidad tower could already be seen on a plan dated 1726, drawn up by Viller Langot. However, on a plan dating from 1740, the description states “tower begun but not completed”. Around 1740, slightly lower down, and following the design by the military engineer Esteban de Panón, a fort was built to hold gun emplacements, although it is very likely that building work was carried out even earlier. This gun-battery was already mentioned in a document dated 16th June 1639, where the Marquis of Camarasa decrees: “that Felipe Gil may be given an iron needle which is in Casas del Rey, and other irons which serve to make the charges which are needed to blow up the hillside where the fort is to be raised…” In 1739, Panón states that: “Navidad battery has been finished off with every guarantee”. And in 1741, it is stated anew that: “It can hold four MAP SHOWING THE BAY OF CARTAGENA guns, although it is enclosed by a mere wall and defended from the rear”. 80 Situated on a contour line 12-16m above sea-level, in accordance with the customs of the time, this installation had to be able to shoot level with any ships which tried to enter the harbour. Its lines of fire crossed those of Santa Ana and Trincabotijas.

The present Navidad fortress was constructed on the terrace of the previous battery, for eight pieces of artillery in bunkers and as many again in the vaults, according to the O´Donnel Defence Plan of 1860. During the War of the Cantones it was renamed “Juan Bravo”, holding two 16cm reinforced iron cannons and a mortar. Able to hold 38 men, it lost its original role at the beginning of the 20th century, when it was used as a salute battery from which salvoes were fired with campaign guns. The last time the fort was put to military use was in 1941.

Navidad fortress consists of two clearly differentiated buildings: a) the battery, with a series of eight sheltered bunkers. Above these is an emplacement which holds nine guns. The battery is set at an angle, like the faces of a stronghold, with the curved vertex facing the sea. Access is by means of a circular staircase at each end. b) Surrounding the mouth of the battery is a wall to support troops as they fire their rifles. There is a series of small adjacent rooms, which are in ruins. Two main building materials have been used: stone and brick. The stone is of two types: the stronger is white, and is used in more visible areas. The other is multicoloured, predominantly grey, and complements the first, with an effect at one and the same time rational and aesthetic. Brick is the main element in the shelters, adjoining buildings and for finishing off the interiors and parapets. LATERAL FAÇADE

The battery does not present major structural problems: it has been damaged by plundering, petty vandalism and disuse, but it is perfectly feasible to repair these defects. Rampant vegetation, the erosion of the stone-work (exacerbated by the sea air), deliberate destruction, seepage of water through the roof, lack of facilities, and the disorderly way in which the land has been used constitute the main problems which the building faces at present. Navidad fortress is one of the coastal features addressed in the Action Plan for the Defence of the Architectural Heritage of the Bay of Cartagena, drawn up in 2001. Since this date, plans of the building, an initial project draft, and a restoration project have been prepared. The Council for Education and Culture of the Region of Murcia is at present tendering for contracts. UPPER FLOOR INTERIOR

The whole building is to be rehabilitated. The casemates will be developed as exhibition spaces, with three main topics: Batteries of the Mediterranean, Batteries in the Bay of Cartagena, and the History of Navidad Fortress. The terrace area will be converted to a viewing point, with special attention focussed on disabled access.

Navidad Fortress is one of the most important buildings and defence elements in the bay of Cartagena. It was released to the Municipality of Cartagena by the Ministry of Defence, to be recovered for cultural and tourist purposes, within a joint project run by the Municipality and the Autonomous Community of the Region of Murcia. However, a private initiative, represented by an association for the Defence of Heritage called MASSIENA, denounced the City Council since the building had been in a terrible state since the transfer. They obtained a sentence from the High Tribunal for Justice in Madrid that obliged the City Council to take care of the building and its surroundings. The regional authority was obliged to monitor their adherence to this decision. LATERAL WALL FROM THE INSIDE There was thus great interest in finding funding for the rehabilitation of the building. The Research and Development Centre in Cartagena (the partner in ASCEND) was asked by the Heritage Department of the Region of Murcia to design a project for its rehabilitation and reuse, and to search for support from European Union programmes and initiatives. Once the project was approved, the City Council met the Ministry of Defence to sign an official agreement which conferred usage of the building (although not ownership) to the City Council. Therefore, the money obtained for the project (approved in April 2003) 81 was used for the rehabilitation of the building. In order to finalise the works, the Tourist Board for the Region of Murcia will also invest public funds.

Cartagena: Port of Cultures has been commissioned to create the interpretation museum for the batteries in the bay of Cartagena, and to undertake the management of the site.

Navidad fortress is an example of how starting points of a technical, social and economic nature may be established within a general action plan, in order to recover heritage. For this to be set in motion, it is necessary not only to look into the technical aspects of the work, but also to implicate the local community in a multi-disciplinary way. In order to achieve the involvement of the local population, the Regional Authorities have established a consortium to manage many of the historical sites recovered in Cartagena (Cartagena: Port of Cultures). The starting point for their work is the creation of a Steering Committee that gathers all the powers of the city: the municipality, the Polytechnic University, the Chamber of Commerce, the Heritage and Tourism Departments of the Region, the Port Authority and the Business Confederation of Cartagena, to jointly work on this issue. In order to make the project a reality, private companies have also been invited to take part.

Each member of the consortium recognises that the set of fortifications around Cartagena and its bay constitutes the widest and richest proof of military architecture in the Region of Murcia. They are committed to the rehabilitation and social and tourist valorisation of Cartagena’s heritage that has been developed in recent years.

Legally, Cartagena: Port of Cultures is established as a limited liability company. The Steering Committee is in charge of the consortium, and establishing a manager and a series of staff.

Cartagena: Port of Cultures aims to position Cartagena as a main tourist destination by taking advantage of its extensive cultural and heritage-based assets. The aim is to offer a thematic area that opens up an extensive range of possibilities to present the invaluable cultural assets offered by the town. They seek to present the town’s history and culture by taking advantage of the historical potential of Cartagena and its harbour as interpretative resources.

Indeed taking advantage of Cartagena’s rich heritage will be to the benefit of all. In addition to enhancing the town’s tourist image, this action will strengthen the identity of the inhabitants of Cartagena, whilst helping to develop the business sector throughout the area.

Measures implemented by Cartagena: Port of Cultures Project include:

1. An Interpretation Centre for the History of Cartagena: The Castle of La Concepción houses the Centre for Interpretation of the History of Cartagena. The hill on which the Castle is located delivers a breath-taking view of the town. A series of intelligent telescopes help gain closer knowledge of THE CASTLE OF LA CONCEPCIÓN Cartagena, whilst the Tower of El Homenaje contains an exhibition of its history.

2. An Interpretation Centre for the Punic Wall: The Punic Wall opens a door to the past. This interpretation centre for Punic culture includes games, exhibitions and projections for visitors to experience Punic Cartagena.

3. Decumano-Plaza de los Tres Reyes: INTERPRETATION CENTRE FOR THE HISTORY OF The Plaza de los Tres Reyes ("Square of the Three Kings") offers an exploration CARTAGENA AT THE CASTLE OF LA CONCEPCIÓN of the Roman period. Visitors can discover one of the main streets of all Roman cities, the "Decumano" (Roman Road), providing an insight into trade and customs of the time. 82 4. Augusteum: The Augusteum, located at what was once the Forum, allows visitors to discover the fascinating life that revolved around the central part of the Roman city, and admire "in situ" one of the most important buildings of the Roman Age, the temple devoted to Augustus.

5. Tourist Bus: Visitors can admire the heritage of Cartagena in comfort on the Tourist Bus. The tour stops at the most important sights throughout the town.

6. Tourist Sign-posting: Special tourist sign-posting has been installed to ensure visitors do not lose their way as they tour the town. Thematic itineraries aid the discovery of the archaeological remains and sites that have been preserved, dating from the third century BC.

7. Tourist Boat: The boat tours the docks of Cartagena, offering an alternative perspective of the landscape of coastal batteries, castles and fortifications.

8. Casa de la Fortuna (“House of Fortune”): Visitors can observe the structure of a Roman house and its main decorative elements, including murals and mosaics, recreating daily life in Roman times.

9. Autopsy Pavilion: Belonging to the Royal Naval Hospital, it was here in the 18th century that lectures on anatomy were imparted and autopsies carried out. Inside the Pavilion visitors can enjoy concerts, debates and lectures, as the venue is now being adapted as a multi-disciplinary exhibition hall.

10. Panoramic Lift: Offering a bird’s eye view of the town, the panoramic lift takes visitors to the Castle of La Concepción, where breath-taking views of some of the town’s most significant architectural sights can be enjoyed.

11. Spanish Civil War Shelters: The bomb shelters that were used during the Spanish Civil War have been restored as an interpretation centre. (Please see the specific case study).

The Region of Murcia offers excellent potential for tourism based on a vast heritage wealth. No less significant are the green areas and mountains with rural accommodation widely available; the sun, beach and established sailing facilities; the spa waters, and health and beauty tourism widely developed since Roman times.

A strategy has been developed to diversify the tourist pattern for Murcia focusing on diverse types of tourism (cultural, sailing, religious, language, health and beauty, conferences and seminars, environmental and outdoor, and rural).

The development of the cultural process and products is one of the main aims of the Council of Tourism in the Region of Murcia. The process has two stages: the planning and design of the cultural product, and its implementation and management.

The first stage implies a series of actions: an assessment of the current situation in tourist terms (demands and resources), the definition of the strategic aims and targets, the definitions of outputs and the development of action plans.

In the second stage, there are other issues to define: the programme and intervention criteria, the management model, the action plan, the investment plan and the management of the resources. 83 A key step is the Priority Action Plan, defining the most important and urgent actions to implement. The main objective is the sustainable development of the tourist industry through investment in patrimonial, cultural and tourist resources as well as optimum promotion and marketing. The goal of sustainable development is achieved by prioritising investments, valorising the historical resources, promoting the image of cities, developing a business fabric and creating an environment for sustainable management.

There are four consortia operating in the Region of Murcia related to cultural tourism: Lorca Time Workshop, Caravaca Holy City, Cartagena: Port of Cultures and Murcia Crossroads. Action Plans have developed criteria for the recovery of heritage in these cities: interventions are improved by the understanding of the heritage, with updated museum-creation techniques, the organisation of attractions in thematic itineraries around the city and the enhancement of the visitor’s experience by attractive transport and infrastructure.

The Management Model (of which the Region of Murcia is a pioneer in Spain) is the consortium, in which the participation of the most important entities in the city is a must. It is being part-financed by the European Union, via the Regional Development Fund.

There are a series of programmes or steps to be followed in the creation of a consortium. The programmes are: A, infrastructure; B, cultural resources; C, promotion and D, tourist management of the resources.

An Action Plan was designed for Cartagena: Port of Cultures between 2001- 2004. Within the different programmes some interventions have already been implemented.

Programme A: Infrastructure. • Passage/Lift. • Tourist Sign-posting. • Access to Castle of La Concepción. • Landscaping Pavillion and Gisbert St. • Overground and maritime transport.

FACILITATING ACCESS Programme B: Cultural Resources. • Interpretation Centre for the History of Cartagena. • Interpretation Centre for the Punic Wall. • Casa de la Fortuna (“House of Fortune”). • Spanish Civil War Shelters. • Autopsy Pavillion. • The Decumano. • The Defensive Architecture Masterplan.

Programme C: Promotion. • Launching the “Cartagena: Port of Cultures” trademark. • Development of a marketing plan for the cultural products. • Implementation of the marketing plan and product development.

Programme D: Management. • Creating the “Cartagena: Port of Cultures” consortium. • Creating the “Cartagena: Port of Cultures” corporation. • Recruiting staff for the management of visitor centres.

The keys to the success of the consortium are identified as: • Professional management implemented by an elected governing body. • A cultural product based on the cultural identity of the city, focusing on different kinds of heritage (archaeological, roman, neoclassical, contemporary and military). • The joint efforts around a mutual and exciting project. • The integrated development of the city and broader region.

Centro de Investigación para el Desarrollo.

84 Cartagena: The development of Alcalá de Henares University from former military facilities.

Current condition Very good. Current use University facilities. Statistics 30,000 students. Date of Construction The university was founded by the Regent of Spain, in 1499. Purpose of Construction The university was to be a crucible where clergy could be educated, together with the new functionaries required by the monarchy. Construction Materials Diverse. Scale of land 175,000m2, including renovated 16th and 17th and buildings century buildings in the city centre. New faculties and university schools were built on a campus just outside the city. Guadalajara Campus has been added as part of the expansion process. Number of staff / c.4,000 personnel. volunteers Location, and nearest The town of Alcalá de Henares is c.30km population centre from Madrid. Major works Rehabilitation of the cavalry barracks; the military undertaken command centre; the headquarters; the military hospital and prison; the stables, the Lepanto and Píncipe barracks, and the military aerodrome Barbera. Protection in place Varying degrees of protection. Most are listed buildings. Unique features The world's first planned university city, and the first university in the world to be declared a UNESCO World Heritage Site. Accessibility In the heart of the city and easily accessible by train, bus and car. There is a free train between University buildings. Proximity to similar sites Many buildings around Alcalá have a military legacy. Certain religious buildings have been rehabilitated for university purposes. Impulse for the The managers of the university (Cardinal Cisteros, conversion and later the Vice-Chancellor). Structure of the A typical university structure. managing body Organisations consulted The relevant Ministries, and the Municipalities of Alcalá, Madrid and Guadalajara. Rules / Regulations The regulations imposed by the public bodies in a imposed co-operation agreement. Source of funding for Municipalities of Madrid, Alcalá and Guadalajara, conversion works the Vice-Chancellorship of the university, the Ministries for Education, Culture, Public Works and Justice. Conditions attached The works had to be supervised by a Technical to funding Office, managed by the University and the Ministry for Public Works. Website www.uah.es

85 Current sources of Student fees. Investments from companies that income co-operate with the university. Public funds. Sources of funds Student fees. Investments from companies that for maintenance co-operate with the university. Public funds. Sources of funds Student fees. Investments from companies that for staffing co-operate with the university. Public funds. Key to sustainability Co-operation between different public and private bodies, and the commitment to have one of the oldest European universities at the forefront of innovation. Overall management The management strategy considers restoration and heritage to be added value. Current funded Various initiatives are supporting University initiatives expansion. Aspirations To be one of the leading universities in Spain, thanks to the quality of the studies.

On 19th October 2004, the King of Spain presented the University of Alcalá with the Royal Toledo Foundation Heritage Award, covering six of the nine military properties that the University had recovered. In 1997, these buildings had been awarded the Europa Nostra Medal, covering 17 interventions initiated by the University of Alcalá and Guadalajara in rehabilitating historical buildings. In 1998, it was the first University to be declared a World Heritage Site. (To date, only two other universities in the world - Central University in Caracas, and the University of Stanford in the USA - have been declared World Heritage Sites). The University, together with the institutions that have co-operated with its recovery, have received four further international accolades. MODERN AERIAL VIEW The most important of these is the declaration of the Council of Europe that the University should be considered a Project of European Interest, as a model for Multi Departmental Co-operation (to date awarded to only Alcalá and the Save Venice project).

This award originated in the Ministry of Defence Agreement to sell the first three barracks within the historical quarter to the Municipality of Alcalá, and in the Multi-Departmental Agreement (developed months later) for their restoration for University purposes: including the joint mechanisms of delivery and funding, and incorporating other buildings of the historical quarter.

The funding in the last Agreement was supported by University projects - related to the needs identified by the Ministry of Education, and thanks to the support of the Ministry of Public Works for the technical co-ordination of the public administrations. The Ministry of Defence, however, was truly instrumental in fostering and facilitating the historic signature of that Agreement.

The military buildings purchased from the Ministry of Defence are:

1. The Mendigorria Cavalry Barracks (a former institute for Jesuits) rehabilitated as the Faculty of Law (19,000m2). 2. Military Command Centre. Former Ministry of the Air, rehabilitated as the International Centre for Humanities (7,500m2). 3. Headquarters (the former school of Caracciolos) rehabilitated as the Faculty of Philology and Theatre (9,000m2). 4. Military Hospital (the former school of Mínimos) rehabilitated as the Faculty for Business and Economical Sciences (10,000m2). 5. Military Prison (the former 19th century Cavalry Academy) rehabilitated as the Arts Centre. 6. School of Carmen Calzado, rehabilitated as the School of Architecture (8,000m2). 86 7. The Stables, rehabilitated as a Cultural Centre for the Municipality of Alcalá (10,000m2). 8. Lepanto Barracks (73,000m2). Transferred to the university in 1996. 9. Barbera Aerodrome (250 hectares). Includes the Faculty of Sciences, the Calculations Centre, and the Biology Centre. The former hangars associated with the Lepanto barracks are planned as the Central Library of Experimental Sciences. INTERIOR OF CARMEN CALZADO The Barbera aerodrome was transferred in 1977, and is home to the external campus of Alcalá (1.6km from the historical city centre), where the Faculties of Experimental Sciences, Health Science and Engineering are located.

At present, more than 12 faculties provide services to nearby companies. The most important are the “Fines” chemical factory, utilising biological and chemical technology, the Agricultural and Food Institute, the Astronomy and Radio Institute, the Glass Workshop and the Environmental Institute for Agriculture. Nearby is the Juan Carlos I Royal Botanic Garden, and the Store of Inter-Library Borrowings, a subsidiary of the National Library. In addition, the University has created, with the support of the Municipality of Madrid, a AERIAL VIEW OF FORMER AIRFIELD research and development Technological Park called Tecno Alcalá.

Tecno Alcalá began selling plots of the campus in 2003. International companies are investing, including REPSOL (who have their research and development headquarters there), and OCU, a software management company specialising in universities (present in 70% of Spanish universities, and in more than 50 universities in Mexico, Colombia and the American Continent).

Additional former military buildings are located in the historical quarter, and other rehabilitated constructions in the city centre are used by the companies, the university and research institutes, such as the International Centre for Financial Studies of Banco Santander, the Business Postgraduate Centre of Mapfre, the Music Conservatory (with over 1,000 students), the Instituto Cervantes, the International Centre for Co-operation and Development, the North American Centre for Studies, the Sephardic and Andalusian Study Centre, and the Spanish Institute for Architecture.

In total, approximately 30 companies and colleges in former military buildings are linked to the university, located in either the historical centre or the campus. By 2010, when the Tecno Alcalá project will be finalised, more than 100 research and development companies and institutions will provide the area around Alcalá with a very important role in the business sector.

Of the 1,000,000m2 of Renaissance and Baroque buildings recovered in the historical centre, military buildings constitute 52%. (In addition to the buildings transferred to the university, three prisons and the courts, totalling 60,000m2, were transferred to the Ministry of Justice).

Furthermore, the University and Municipality have together bought private properties totalling 53,000m2, recovered in joint programmes, as is the case of the Irish School (1,000m2 for young enterprise offices); the House of the Lizana Family (3,500m2 for the residence of Illustrious Guests of the City); the School Leon (4,000m2 for a High School for Postgraduates); the Kings School (the headquarters of the Instituto Cervantes); San Pedro and San Pablo Schools (4,000m2 for the Management Body of the University) and several renaissance houses around the High Street of Alcalá (1,500m2).

The Restored Military Buildings for the University: 1985-2004.

The military presence of more than 150 years did not involve buildings significant enough to be preserved in any of the cases in Alcalá. Yet, the modifications to the original buildings were no more than divisions to the churches of the Basilios, the Trinitarios and the Mínimos. 87 It was possible to recover the first two of these, including some capitals and lanterns. In each case, the military reuse had preserved wrought iron, vaults and wooden roofs. Only the lack of maintenance of the last few years had caused the collapse of the roofs in the Caracciolos and Basilios. Due to fire, the vaults had also collapsed in the Church of Caracciolos.

Lepanto barracks is the only military building remaining from the demolition (1845-50) of the most important School in the city, that of the Franciscanos, which together with Santa Bárbara, had eight cloisters. More than 2,000m2 of crypts and underground ventilating chambers remain under the barracks.

The social impact of the recovery project is evident in the transfer of the troops from eight out of ten barracks of the city of Alcalá, to be used by c.30,000 students.

The original population of 4,500 inhabitants in the historical centre with an average age of more than 60, has been modified by the arrival of thousands of much younger inhabitants. Students, together with the co-operating companies and institutes, postgraduates, professors and staff of the university total more than 14,000 daily users of the city centre.

Commerce has been renovated, and ten hotels have opened. An increase in tourism has helped develop the restaurants, coffee shops and other services aimed at young people such as Internet centres, libraries and study centres.

Re-integration and Urban Reassessment. PLANS FOR LEPANTO Although the Study of Integral Rehabilitation, implemented by the Ministry of Public Works with the Municipality in 1982, took into account the recovery of the buildings (regulated by works that consider and promote archaeological research) the Special Plan of Protection was not finished until the drawing up of the General Plan, 10-15 years after the rehabilitation of the historical sets.

The co-ordinated rehabilitation of the historical centre of Alcalá has been possible thanks to three main pillars: • Complete and efficient protection of the buildings of the historical centre. • Strong archaeological and documental regulations that have been rigorously applied (at least in the case of the buildings and institutions concerned). MAP VIEW OF FACILITIES • The volumetric recovery and historical richness.

Two structural elements surrounding the city and the historical centre are the integral protection of the Henares river and the two hills around it, and the Botanic Garden located in the campus that together with the acquisition of the Country House del Encín increases the campus to 1,000 hectares.

The Study of Integral Restoration made provision for the co-ordinated rehabilitation of squares and open spaces alongside buildings. More than 40 green areas and public squares were recovered, including the two longitudinal axes of the Vía Complutenses and Pasillo Verde, the first 2km long, and the second 700m, both of which start with a boulevard and garden, joining the historical centre and the periphery - fostering meeting places and helping to rehabilitate a number of buildings.

Financial Balance.

The integral management implemented in Alcalá has been structured by various Inter-departmental Agreements. The first was the Agreement for Cultural Infrastructure, signed in December 1984, by the Rector Manuel Gala with the three local authorities (City Council, Autonomous Community of Madrid, and Guadalajara County Council) and five ministries (Defence, Justice, Education, Culture and Public Works). This agreement was for five years, co-ordinating an investment totalling €4m. From 1990, the University undertook Bilateral Agreements of two to four years, with diverse departments, including the 88 Ministry of Public Works (for technical project support) and the Ministry of Defence (such as that agreed in 1993 for the acquisition of the Commandant's office and the Brigade Parachutist quarters of Lepanto).

Investment during these twenty years - provided by the joint and bilateral agreements -has totalled around €100m. The annual budget of the University is today about €12m. Part of the investment has undoubtedly impacted on the population, especially in the services of the city. In addition, about 30 High Schools and companies have been attracted by joint programs with the University, and have their own budget. In total, the global economic contribution provided by the University and spin-out activity is not less than €400m in the period 1984 - 2004.

International Impact.

Alcalá University received the support of most Spanish universities and Latin American Institutions, for their candidacy to be inscribed as a World Heritage Site.

This has designated the territory of the Corredor del Henares as one of prestige in the field of research and expertise. It offers undeniable support to the companies and the civil society implicated in its activities.

Alcalá City and its University is grateful to the army and the Ministry of Defence for the conservation and transference of this heritage which has allowed them to obtain the dream of the historical recovery of the University that was almost lost in 19th century.

Mr. Carlos Clemente, Historical Heritage Architect and University Projects for Alcalá. Centro de Investigación para el Desarrollo.

89 Cartagena: Conversion of the former military hospital into the Polytechnic University of Cartagena.

Current condition Excellent. Current use Used by the Polytechnic University of Cartagena (UPCT). Statistics The number of students increased by over 10% between 2000/2001 and 2004/2005. Date of Construction 1749-1762. Purpose of Construction A hospital for the troops that came to the port of Cartagena, (sometimes also used by residents). Construction Materials Typical for the period (stone, wood, mortar, tiles and glass). During rehabilitation other materials were used, such as concrete, plastics, aluminium and gypsum plasterboard. The original wood was reused. Scale of land and c.31,000m2. Facilities include a hall for 500-600 buildings people, two meeting rooms for 80 people each, administration offices, library facilities, 15 basement teaching rooms with capacity for 1,600 people, a sales point for university publications, and a canteen. Number of staff / 555 full time equivalent staff. volunteers Location, and nearest In the historical quarter of Cartagena. population centre Major works undertaken Phase I: demolition. Phase II: structure, roof, ground and first floors. Phase III: second floor, hall and central area. This phase was funded by ERDF. Protection in place Second degree protection. Unique features The first military building to be rehabilitated by the UPCT, blending modern and traditional features. (e.g. water reservoirs transformed into classrooms). Accessibility Easily accessible by car, public transport and on foot. Proximity to similar sites A plan for the rehabilitation of Cartagena establishes guidelines for the coexistence of the former naval hospital, Antiguones barracks and the future “University neighbourhood”. A former prison is being restored to host the Business College and other degrees. Impulse for The request by the UPCT for facilities related to the the conversion historical past. Structure of the The Vice-Chancellor for Infrastructure of the managing body UPCT manages the site in cooperation with the managing body. Organisations consulted The Directorate-General for Culture, the Municipality of Cartagena and other regulatory bodies. Rules / Regulations Those offered by second degree protection. imposed Source of funding for Rehabilitation and refitting totalled €4.5m, funded conversion works by the Integrated Operational Programme for Investment in Infrastructure for the Region of Murcia (ERDF). Conditions attached Those stipulated by ERDF. to funding Website www.upct.es 90 Current sources Funds from the Autonomous Community of of income Murcia, student fees and other charges. Sources of funds Funds from the Autonomous Community of for maintenance Murcia, student fees and other charges. Sources of funds Funds from the Autonomous Community of for staffing Murcia, student fees and other charges. Key to sustainability Planning and strategy for investments, and efficient management of resources. Overall management The management strategy is established by the strategy Chancellor’s team. Currentfundedinitiatives Now fully funded. Aspirations For Pablo Campos Calvo-Sotelo, the architect of the UPCT Master Plan “the process of the rehabilitation of the university and the city centre environment, is the most interesting university establishment project in Europe, maybe since it involves complete urban regeneration”.

The Polytechnic University of Cartagena (UPCT) has played a very important role in the successful development of the economy and society of Cartagena and its surroundings. The contributions of the UPCT have undoubtedly been dynamic, thoughtful and constructive. The UPCT has brought quite significant tangible and intangible benefits to the local community and to many other communities in the Region of Murcia. VIEW OF THE INNER COURTYARD AT NIGHT

We are now well-placed in time to review the economic and social importance of the establishment of the university in Cartagena, thanks to the successful actions which transformed a former military site (the Naval Hospital and Antiguones barracks) into a higher education institution. Both sites lost their military function in the 1980s.

The population of Cartagena has been growing continuously since the 1990s. During the 50s, 60s and 70s Cartagena grew at a steady rate, but in the 80s and the early 90s, the city underwent one of its most devastating economic and industrial crises, when around 1,200 employees were made redundant. EXTERIOR VIEW FROM THE 1960S

Fortunately, Cartagena successfully refocused its industrial sector and economic activity. A strong reflection of the economic dynamism of the area is the increasing immigration rate, up by over 400% since 1997. The average household income has also increased, whilst unemployment is in decline. Moreover, this climate of renewed economic wealth is expected to continue in the future, due to investment prospects from the public and private sector.

In the 20th century, higher education institutions related to the mining tradition of the area were founded: the Industrial College in 1921 and the School of Commerce in 1972. The University of Murcia also established its Engineering FORMER CONDITION OF THE UPCT School in Cartagena. Before the emergence of the UPCT, there were already over 5,700 students in Cartagena.

Investments related to the university totalled €650,000 during 1991-1994, supporting initial works. In the 1996-1999 period nearly €12.5m was spent on new infrastructure and the first stage of the Naval Hospital restoration, with a view to locating the Industrial Engineering School there. A key consideration was the establishment of a university library, to contribute to the cultural wealth and social welfare of the city. AERIAL VIEW DURING WORKS

All these circumstances led to the emergence of an independent University in Cartagena, complementary to the University of Murcia, and specialising in 91 technical and engineering degrees. Thus, in 1998, the initiative of building of a new University for Cartagena was implemented.

The UPCT’s running costs are estimated at over €8m per year, with a growing trend throughout the period. However, their investment in the local community is immense, as the considerable funds used to restore and refit the historical buildings (including investment in technical equipment for degrees) and the presence of large student numbers contribute to significantly raising the value of the whole surrounding area. The amount of such investment in 2004 reached €17.6bn, and the total sum to date is nearly €108.5bn. The effectiveness of such investments can be exemplified by the building works in the historical sites REHABILITATION WORKS (Naval Hospital and Antiguones) having cost €30m over six years.

A further key benefit is the investment in research, an activity inherently related to the higher education field. This means investment in infrastructure and state- of-the-art research equipment, as well as technological facilities. As a result, 187 agreements with private companies and corporations with an estimated value of more than €1.2bn have been signed, and 40 highly competitive research projects have been achieved.

In the academic year 2003-04, 6,053 undergraduates studied one of the 22 degrees the UPCT provide. In the former Naval Hospital, the Advanced Industrial Engineering Schools, the Faculty of Telecommunications and the library have been successfully installed. Moreover, 900 additional students were finalising postgraduate studies that academic year, and 67 students attended STUDENTS AT THE UNIVERSITY the Adult University.

In geographical terms, 92.2% of UPCT’s undergraduates come from the Murcia Region, and 60.1% live in Cartagena or its outskirts. Such figures indicate the wide acceptance of UPCT by the local society and its significant contribution to the educational and competitive development of the area. The UPCT enhances the local economy by providing comprehensive technical knowledge appropriate with current market demands. However, the UPCT is committed to gaining academic prestige and appealing to prospective students nationwide, and a growing number of national students apply to study in Cartagena each year.

In addition, there is growing interest in educational cooperation with the local private sector. Over 450 students have access to a traineeship in local SMEs and larger companies, covering two thirds of all traineeship applications received. Industrial technology is the most requested traineeship, by 56% of all MAIN STAIRCASE candidates, followed by Business Management (28%).

The UPCT was granted over €22m for building infrastructure during the first four years (1999-2002). The funding for the library (which currently occupies 1,205m2, with more than 7,000 users) amounted to €835,000.

These positive results demonstrate that the initiative of establishing a new University has been feasible, appropriate and very beneficial for the future local workforce.

The University has more than met expectations, but must remain aware of the PAINTED VAULT REFLECTING THE MILITARY PAST need and possible means to keep achieving positive socio-economic effects. The UPCT must increase its geographical scope in order to compete with other national universities with traditional prestige. Specialising in research and technical fields seems to be a convenient niche in order to build a quick reputation and meet the highest standards. A plan for the rehabilitation of Cartagena establishes guidelines for the coexistence of the former naval hospital, Antiguones barracks and the future “University neighbourhood” that will be joined with a “Square of Cultures”, bringing vibrant student life to the area. This square (at the back of the Military Hospital, just in front of the main UNIVERSITY CANTEEN entrance of Antiguones barracks: currently a car park) will be used for the 92 development of cultural activities for the university. The CIM, a former prison in the area of the Arsenal is being restored by the UPCT, to host the Business College and other degrees.

In relation to the ASCEND project, the establishment of the UPCT has been a positive experience for both preserving historical and military heritage, and as a contribution to social and economic welfare. Education has therefore been a highly appropriate solution for re-using military buildings. VIEW FROM THE ROOF The evolution of the required workforce (lecturers, researchers, maintenance services etc) has been impressive. 555 full time equivalent staff have been employed (a total of 819 individuals, including part time staff working for certain services such as security, catering and cleaning).

The average cost to the university per employee is €27,000 per annum (over €22m in total). So since the University has been established, it has contributed a total of €86.5m to the regional economy. In addition, a large number of indirect jobs have been created. INSIDE THE ROOF AREA

The intangible benefits of the development of the UPCT can also be drawn out:

1. The rehabilitation of former military sites for educational purposes means that present and future generations will have the opportunity to share this functional legacy. This trend has been fully developed by key stakeholders at the university for many years.

2. Those sites had faced decline and certain no-go areas had emerged: today there are more green areas and parks, and traditional celebrations take place there.

3. The existing cooperation between society and the university has enriched the city lifestyle with more cultural events, exhibitions, concerts, etc. Also, the UPCT is part of the tourist consortium which promotes the reuse of heritage in the city (Cartagena: Port of Cultures). Increasing numbers of foreign and domestic tourists visit Cartagena to enjoy a sunny day on the dock. ILLUMINATED CORRIDOR

4. Last but not least, the UPCT has also participated in the E.U. URBAN project for developing sports activities, including the redevelopment of the municipal sports hall, and other activities to expand the cultural and sports sector.

All in all, the university has been warmly welcomed by the local population and its importance is evident in the daily life of the inhabitants in Cartagena.

MAIN ENTRANCE Juan Patricio Castro Valdivia, Professor of Economic Sciences, Polytechnic University of Cartagena. Ignacio Segado Segado, Vice-Chancellor for Economic Planning, Polytechnic University of Cartagena. Centro de Investigación para el Desarrollo.

93 Rostock: Opportunities for the so-called Heinkel Wall: the establishment of the Heinkel Commission.

Current condition Only one wall remains, with all the windows missing. Satisfactory constructional condition. Current use Unused. Date of Construction 1934. Purpose of Construction Free-standing false-wall, to disguise the two workshops behind it. Construction Materials Brick. Scale of land 85m long, divided into 21 axes. Originally 11m and buildings high, although 2m was removed for safety. The brickwork is 51cm thick: the abutment piers extend a further 75cm. The workshops covered 4,795m2. The total site area is c. 3 hectares. Number of staff / 18 experts were part of the Heinkel Commission, volunteers including historians, politicians and members of victims’ associations. Location, and nearest In a former industrial area that will be used for population centre commercial and residential purposes in the near future. c.3 km from the city centre. Major works undertaken None to date. Protection in place Listed monument status. Unique features Outstanding industrial architecture from the 1930s, in a striking urban location opposite housing. Accessibility Very good road and transport links. Proximity to similar sites The former headquarters of the Ernst-Heinkel aircraft plant in Rostock-Marienehe is c.5 km away, but there are no buildings or remains of architectural value. Impulse for the From 2004-2005 an Expert Commission was conversion assembled in Rostock. The Commission presented suggestions as to how the industrial and technical history of Rostock, especially related to aircraft construction, could be presented. Structure of the Hanseatic City of Rostock, Department for Culture, managing body Schools and Sport: Office for Cultural Affairs and Heritage Protection. Organisations consulted Universities of Rostock, Greifswald, Hamburg and Bochum. Foundation of Memorial Places, Brandenburg. Ministry for Education, Science and Culture, Mecklenburg-West Pommerania. Central Consistory of Jews in Germany; Association of those persecuted by National Socialism; Association of Anti-Fascists. History Workshop (an association of volunteers interested in local and regional history). Rules / Regulations Laws for heritage protection in Mecklenburg-West imposed Pommerania. Source of funding for Not yet identified. conversion works. Website None.

94 Current sources None. of income Sources of funds The TLG Real Estate Trust Company (a state owned for maintenance enterprise) is responsible for maintenance. Sources of funds None. for staffing Key to sustainability Integration into a broader cultural / historical offer. Overall management To be defined based on the Commission’s findings. strategy Current funded None. initiatives Aspirations One of the Commission’s recommendations is to include the Heinkel Wall in a “Band of Remembrance” along the river Warnow.

The years of the Weimar Republic brought a new industrial sector to Rostock: aircraft construction. Against the background of fascist war rearmaments the city grew, and by 1942 it was home to 135,000 inhabitants.

The armaments industry, with aircraft construction and marine armaments, attracted significant manpower. Aircraft built in Rostock did immense damage throughout Europe during the Second World War. One of the most famous names associated with the aircraft industry in Rostock is Ernst Heinkel.

Economic lobbyists and technical societies have more recently remembered the tradition of aircraft construction (a taboo subject during GDR times) and tried to revive it. These attempts led to a broad and controversial public discussion about whether this tradition could be useful and/or ethically appropriate for the settlement of business.

The Heinkel wall stands as a symbol in this conflict, the sole remains of the THE SO-CALLED “HEINKEL WALL“ PHOTOGRAPH factory of Ernst Heinkel. FROM THE 30S ©archive Thomas Werner

The so-called “Heinkel wall”, built in 1934 by the Rostock architect Heinrich Alt as part of the Ernst-Heinkel aircraft plant, was in the modern classical style. It follows the sweep of the Lübecker Straße like a long horizontal tie. In contrast, there are projecting pillar templates and the high and narrow windows emphasize the vertical plumb line. THE HEINKEL WALL IN 2005 ©Hanseatic City of The pillars’ alignment is not only to enhance design, but is also a static element Rostock department for culture and heritage of the wall, which was constructed as a freestanding showpiece. It hid a rather protection unsightly conglomerate of different halls which had steadily been extended since 1900. When these were taken over by the Heinkel aircraft plant, they were given an aesthetic finish by the construction of the show wall. In this part of the plant, aircraft parts, especially wings, were manufactured and brought to the main plant in Marienehe for final assembly.

During the post-war period the hall complex was integrated into the ASSEMBLY HANGAR OF THE ERNST HEINKEL AIRCRAFT “Neptunwerft” shipyard, and finally left unoccupied in the 1990s. Since the PLANT ROSTOCK-MARIENEHE - PHOTOGRAPH FROM decision was taken not to maintain the halls, and since the freestanding wall THE 30S ©Archive Thomas Werner was capable of standing alone, the decision was taken in 1994 to preserve it as the last edificial remains of the Heinkel plant. The industrial architecture (from the urban planning point of view, effectively designed in relation to the domestic buildings opposite) informed the decision to save the monument, but it was primarily shaped by the inherent ambivalence of the location (centre of technology on the one hand; armaments forge on the other). ADMINISTRATION BUILDING OF THE ERNST HEINKEL AIRCRAFT PLANT ROSTOCK- Additionally there was a nearby housing estate, built mainly for Heinkel workers, MARIENEHE ©Archive Thomas Werner and an air-raid shelter. 95 The director of the Real Estate Trust Company (an enterprise belonging to the Federal Republic of Germany) objected to the official protection and conservation of the Heinkel Wall under Federal Law in 1996: “The Heinkel plant is still a vital reference for the devastating effects that the Fascist war machinery had in Nazi times …. It is quite surprising that Rostock, which of all cities likes to refer to its own Hanseatic tradition, does itself the doubtable honour of placing a showcase example of Nazi architecture - without special edificial historical meaning or even artistic significance - on the heritage list. It is more the thought of death and disaster that is linked with this example of architecture than vital edificial history.”

However, a true monument does not always have to be beautiful, but should transport history. If the wall had been brought down, as the Real Estate Trust Company wished, there would not have been such a stumbling block. And the wall still is a stumbling block. Passing the wall you can hear words like: “eyesore” and “ruin”, with people questioning, “when will it be knocked down?”

The public discussion about the future of the Heinkel Wall reached its peak in 2002. A Rostock society, supported by the administration of the Hanseatic City of Rostock, developed an exhibition entitled “The Establishment of the Ernst Heinkel Aircraft Plant 80 years ago in Rostock”. It was criticised for its allegedly one-sided appreciation of the technical merits of the Heinkel Company, and it was felt that the exhibition did not tell enough about the forced labour, concentration camp detainees and involvement of Ernst Heinkel with the Nazi system.

In this debate, that at times actually occupied the courts, the Heinkel Wall always stood as a symbol.

After interminable discussions by the boards of Rostock City Council, the Lord Mayor appointed in 2004 a commission of experts entitled “Technology and Responsibility”. Representatives of the following institutions were appointed: • Universities of Rostock, Greifswald, Hamburg and Bochum. • Foundation of Memorial Places, Brandenburg. • Ministry for Education, Science and Culture, Mecklenburg-West Pommerania. • Central Consistory of Jews in Germany. • Association of those persecuted by National Socialism. • Association of Anti-Fascists. • One representative of each faction of the City Council.

In the course of three meetings, the commission strove to answer “how the industrial and technical history, with a particular focus on the aircraft industry and Ernst Heinkel as a person during the time of the national socialist regime, could be presented”. Connected to this, the Commission undertook expert surveys. Guest speakers, from, among others, the Memorial Mittelbau-Dora, the Westphalian Museum for Industry, the Volkswagen Corporation, and the Universities of Tübingen, Munich and Vienna were invited.

In May 2005, the Commission gave its recommendations to the Lord Mayor. These were preceded by a historical survey that is summarised below, to aid understanding of the roots of the recommendations:

“A politically determined rapid industrialisation connects the city of Rostock with the name of Ernst Heinkel. This turned out to be long-term relationship, significant and full of consequences, permeated by armament, war, dictatorship, racism, forced labour and remoteness from the market. Full of consequences, furthermore, because of the connection with the second rapid industrialisation period, that of the shipyards, which was characterised by political determination, dictatorship and remoteness from the market as well. Thus, Rostock’s current economic situation is directly connected with the 96 development that was started after 1933, and because of this, the historical review of the topic “Heinkel”, and of the politically motivated rapid industrialisation post 1933, is particularly suited to initiate a process of clarification and self-conceptualisation of the Hanseatic City of Rostock, and to raise fundamental questions concerning Rostockean identity. In this process, not only the post 1933 development should be critically investigated, but also traditions in Rostock that were buried or marginalised due to the rapid industrial development periods.”

Until the end of the Second World War, Heinkel’s enterprise in Rostock constituted a core of the national socialist armament industries. When Adolf Hitler formed his government in 1933, Heinkel employed about 400 people in his factory (which had moved from Warnemuende to Rostock only recently). In 1937, it had a staff of about 9,000. By the middle of 1944, the corporate group that had meanwhile become the Ernst Heinkel Corporation, employed more than 50,000 people, including numerous forced labourers of all kind, among them prisoners of war and concentration camp prisoners. In Rostock alone, Heinkel employed nearly 15,000 people at this time.

The breathtaking growth of the corporate group, one of the largest of its kind in the world, was not the result of Heinkel’s strong entrepreneurial talent. It was guided exclusively by the state’s demand for warplanes. In the history of the group, its technical strategy and the acquisition of new sites and undertakings display the morbid character of a state-induced but market- remote industrialisation that had only one aim: the creation of an aggressive air- force. But its most important characteristic was the recklessness that accepted distortions to the German business structure, and disadvantaged workers to reach this aim.

Heinkel, who had founded his company in 1922, found himself in a very convenient position as the Reichswehr designated all Baltic Sea towns this side of the Oder the most strategically favourable for armaments. The advantageous position of the factory, but also his willingness to co-operate, made Heinkel the most important entrepreneur of the still disguised air-armaments market, even at the time of the Weimar Republic. Different to most other aircraft industrialists, he did not resist his company being prepared for mobilisation, and, thus, was preferred for orders placed by the Reichswehr (via the Lufthansa) and the German Ministry of Transport. By 1933, Heinkel’s aircraft construction company in Rostock was probably the most capable in Germany, as a result of his engagement with the disguised armaments during the Weimar Republic, and therefore the ideal candidate for the air-force armaments planned by the national-socialist regime.

The airforce of national-socialist Germany was designed as an offensive armed force with a stock of several thousand airplanes. The Heinkel plant in Rostock grew rapidly. No other private entrepreneur used the chances given by the air armaments as consequently as Ernst Heinkel.

Considering Heinkel’s radical use of the regime, it is doubtful whether Heinkel, who was thought to be apolitical, used the armaments policy only as a tool to realise his technical visions. For Heinkel, more than for other armaments entrepreneurs, technological development was a way to counteract the foreseeable decline of armaments efforts, and to secure himself a lasting position among the main entrepreneurs of Germany. Because of this, Heinkel bestowed research and development with an elite character. Nevertheless, the He111 was the only airplane designed by Heinkel that went into serial production between 1933 and the beginning of the war. It was the failure of the development strategy in aircraft construction that brought Heinkel to purchase relatively far developed new propulsion concepts - the jet engine of Hans von Ohain and the rocket engine of Wernher von Braun. Apart from this, only single innovations such as riveting, machinery riveting or the ejection seat were the products of Heinkel’s aircraft construction in the 1930s. 97 Heinkel’s entanglement with the national-socialist regime resulted from his endeavours to preserve his company at the level he had attained. The increasing difficulties with the management of his company group brought Heinkel into complicity with the regime during the war. When the most important airplane project, the warplane He177, on which he had been working since 1936, threatened to fail in 1942, and the Rostock plant was destroyed by British air raids that lasted several days, he got involved in a plan

HEINKEL FIGHTER BOMBER HE 111 to reconstruct the plant in Oranienburg, as a “concentration camp plant”, to ABOVE WARSAW IN SEPTEMBER 1939 be run using detainees from the concentration camp at Sachsenhausen. At roughly the same time, he initiated the expansion of the plant capacities in the Polish town Mielec (taken over in 1939) by employing Jews from the ghettos - once again to improve the position for the relocation of the main factory from Rostock. When the Heinkel company group was in danger in 1944 - because the combat aircrafts exclusively produced there were no longer needed - he joined the programme for the construction of a small fighter plane with jet engines. He was accepted because of his promise to bring it into series production within a few months - against all experiences of the aircraft construction industry. Again, it was mainly the victims of the regime who took the consequences: prisoners in concentration camps who had to build and work in subterranean production halls. In this way, Heinkel enriched himself personally from the property of Jewish victims of the regime on several POSTCARD FROM THE SERIES 'WIR FLIEGEN NACH occasions. ENGELLAND' ED. ERNST HEINKEL FLUGZEUGWERKE ©Archive Thomas Werner The national-socialist war saved Heinkel from confronting the collapse of his entrepreneurial concept. His factory was fully occupied during wartime, therefore the question about its economic future did not arise. Owing to the special constellation of the post-war period, especially the Soviet occupying power’s demand for ships as reparation payments, no mass-unemployment of Heinkel workers occurred.

State-financed armaments had a crucial effect on the urban development of Rostock after 1933. The population figure increased by more than one third (1928: 75,000, 1939: 121,000), partly caused by immigration, partly by the incorporation of surrounding villages. In March 1935, Rostock registered its 100,000th inhabitant and passed the threshold to become a city - a fact celebrated by the fascists with a huge propagandistic effort.

The expansion of the urban infrastructure continued apace. The road network and rail connections were extended significantly. 7,034 flats were built between 1933 and 1939. However, the housing shortage and the acute supply problems of the “Third Reich” were never completely resolved.

At the beginning of the 1920s, Rostock and Warnemuende were among the main goals of German urban tourism. But because of the expanding armaments sector they fell visibly behind the most important competitors (Heidelberg, Koblenz, Freiburg) throughout the 1930s.

While these negative aspects of the rapid armaments industrial development show up very clearly in retrospect, contemporaries were mainly aware (and some of them even nowadays) of the post-1933 development as a period of the dynamic break up of the miserable state of affairs stemming from the worldwide economic crisis: mass unemployment was smoothed out within a short period of time. After the manpower shortage, the aircraft industry paid top wages that were hard to achieve elsewhere in Mecklenburg, and the manufacture of aircrafts as high-tech products encouraged professional pride and eliteness.

It was not until the second half of the war that the fixed structures of the national-socialist “German community” dissolved gradually, under the military defeats and severe destruction caused by the bombings. However, this stimulated an even greater regard for Heinkel, as his factory - with medical supplies in the company hospital, and food from his own agricultural companies - provided services that the urban territory increasingly lacked. 98 The development of Rostock after 1945 was at first sight determined by discontinuity: the end of the national-socialist regime, the Soviet occupation and eventually the changeover from the Soviet occupied zone to the GDR all meant a decisive political step, while commercially the aircraft industry as an economically guiding sector for Rostock was not built up again. Further development was determined by the reparation policy interests of the Soviet occupying power that prescribed a drastic expansion of the shipping industry in Mecklenburg. The former aircraft engineers of the Heinkel and Arado factories (a total of c.21,000) had a key position during this rapid conversion, as they were the only available specialists from the metalworking and mechanical engineering industries.

A debate about Heinkel and the national-socialist past was only possible under the conditions of prescribed antifascism, which restricted a vivid culture of remembrance and an active analysis of the Nazi period to a narrow field.

This approach was typical for GDR antifascism, since German society was not treated as an active subject. “Monocapitalists” such as Heinkel bore responsibility for National Socialism but not the former “German comrades” who were not confronted with critical questions regarding their own behaviour as long as they collaborated willingly in the “Composition of Socialism”. The standardised antifascist culture of remembrance had little influence on private narrations about the national-socialist period within families. The discrepancy between public and private memories of the national-socialist period is an all- German phenomenon, but in the GDR this discrepancy did not lead to critical public debates and social analyses, particularly because there were no generation gaps linked to the period.

In this respect, the animated public outcry on the occasion of the Heinkel exhibition in 2002 was as welcome as it was necessary, and initiated an open and critical analysis of this long-taboo topic of Rostock’s history, with a perspective pointing distinctly beyond the person of Ernst Heinkel.

After visiting relics from the 30s and 40s the expert commission stated:

“The exploration of the structural remains of the national-socialist history as well as the technological and economic history of 1933-1945 showed how few traces remain in the public cityscape, because of wide-ranging destruction from the allied airforce attacks, but also because of the cityscape alteration between 1945 and 1989. Important historic structural remains are located on the territory of the former “Neptunwerft” shipyard (shipbuilding halls, an overground bunker and the Heinkel Wall), and the former apprentice workshop of the main Heinkel factory in Marienehe.

The site of the former “Neptunwerft”, with its relics and historical material witnesses, offers the possibility of illustrating the various aspects of technological development (national-socialist armaments industry, forced labour and war experience) very clearly. The overground bunker is evidence of the connection between bomber production in Rostock and the war hitting back.

In addition, this area opens up various perspectives on urban history, for example, the building of housing estates by the National Socialist Party to placate workers. But important questions for the future use and development remain unsolved. The further maintenance of the Heinkel Wall would only make sense if it could be integrated into a future development and become a part of an information system - otherwise its statement value would be very low. At Marienehe, the debate should be focussed on the history of Rostock’s aircraft construction. Here it would be possible to provide a larger space within an urban-historical exhibition for the development of the aircraft construction between 1933 and 1945, as well as for the post-history of GDR times.” 99 The expert commission gave the following recommendations to the Lord Mayor: “The integration of technological history and national-socialist history into a ‘blue ribbon’, or Cultural Boulevard along the river Warnow promises great attractiveness, a publicly successful presentation within a scenic environment, and the connection of various historical sites with different subject references to a ribbon of remembrance, allowing a multi-perspectival view of urban history. This gains central meaning from the protection, preservation and integration of the various historic remains between the city harbour, the “Neptunwerft”, Marienehe, the IGA territory (the area of a former garden exhibition on the bank of the River Warnow that now serves as a municipal park next to the ship museum) and Warnemuende. The content bracket around these different sites would be the multi-faceted industrial history of Rostock in the 20th century. The conceptual preparation, and the preparation of content for such a ribbon of remembrance should be assigned to one institution, with professional assistance from an advisory board. A first, noteworthy step would be the installation of an open-air exhibition on the former “Neptunwerft” territory that analyses the de-limitation of technology and industry during the Second World War, but also the leeway of the agents. The panels that are installed in the public space could be the start of a guidance path network about the topic.”

Based on these recommendations, the Hanseatic City of Rostock tasked the historian Dr. Florian Ostrop in summer 2005 with the conceptual design of a THE HEINKEL WALL IN 2005 ©Hanseatic City of Rostock department for culture and learning path about Rostock’s industrial history, incorporating the Heinkel wall. heritage protection To conclude, we summarise the key points of the report:

"It is the task of a democratic community to counter such a unidimensional interpretation of history that conjures up the alleged ideal world of dictatorship. As a first step there will therefore be a learning path about Rostock’s industrial history along the river Warnow. This path is intended to be a low threshold THE REAR OF THE HEINKEL WALL WITH THE OPPOSITE HOUSING FROM THE 30S IN 2005 educational opportunity, available for citizens and tourists free of charge at all ©Hanseatic City of Rostock, department for times. The aim of the learning path is to give information at the sites in culture and heritage protection question, factually precise and generally comprehensible. For this reason, there will be up to ten stations between the city harbour and the modern ferry terminal.

At these stations, citizens and tourists will have the opportunity to look into important chapters of Rostock’s industrial and technical history, and to file the local events in their national and international context. In the following paragraphs we shortly introduce the stations:

1. The city harbour as a symbol for the beginning of forced shipbuilding in the 19th century. Here we can recall that in July 1851 the first German seagoing iron screw steamer was launched. But it is also important to refer to the natural character of the harbour that set boundaries to the building and traffic of offshore ships. The use of the harbour as a regional shipment centre for agricultural products and for parades of the naval forces are to be mentioned.

2. In 1970, a large memorial was erected to remember the German revolution that took place in 1918. As a result of this revolution, the first democratic community was formed in Germany. On the basis of this memorial, the public display of history in the GDR district capital can be discussed.

3. The former Neptune dockyard is where the traces of industrial shipbuilding under authoritarian, dictatorial and also democratic conditions can be shown, as well as the downfall of a large firm with a centenarian history.

4. The so-called Heinkel Wall, where the business policy of Heinkel during the Weimar Republic, as well as the continuities and changes in this strategy at the beginning of the national-socialist governance, take centre stage.

5. The powerhouse in Bramow that may serve as an example for the business connection between the municipality and industry. 100 6. The former Heinkel aircraft plant in Rostock-Marienehe that is a symbol for the outstanding meaning of this company as part of the armaments industry of the Third Reich. Here, the area of conflict in which Ernst Heinkel as a person moved during the governance of the National Socialist party can be experienced: the promotion of groundbreaking technical achievements that were intrinsically tied to the unscrupulous exploitation of the corporate possibilities that the National Socialist regime offered.

7. The former fishing harbour in Rostock-Marienehe where the serious consequences for Rostock and its citizens of the politically motivated requirements of the centrally planned economy that were announced by the GDR leadership are reflected.

8. The former ARADO aircraft building plant that unlike the Heinkel aircraft plant had been a state-owned enterprise during the Third Reich. The ARADO plant is not to be underestimated in its meaning for Rostock’s urban development, especially in Warnemuende, but is often forgotten in this discourse.”

Next year the Hanseatic City of Rostock will attempt to develop the learning path and, thus, give the Heinkel Wall a meaning in this context.

Thomas Werner, Cultural and Heritage Department, Hansestadt Rostock.

101 Rostock: The conversion of former barracks to University facilities.

Current condition Restoration over a two year period, completed in 2002, means that the facilities are generally in very good condition. Current use Faculty of Social and Economic Sciences, University of Rostock. Statistics c.3,000 students per year. Date of Construction 1890. Purpose of Construction City centre barracks accommodation. Construction Materials Traditional: decorated brickwork, concrete ceilings and trusses. Scale of land In excess of 4 hectares; the two historic and buildings accommodation blocks each occupy c.5,000m2. There is a lecture hall for c.500 students. Number of staff / 23 lecturers and 40 administrative officers. volunteers Location, and nearest The Elm Barracks were erected at the untilled population centre outskirts of the city, today situated in the built-up Kröpelin Gate suburb, c.3km from the city centre. Major works undertaken Complete restoration: brickwork repair, roof reconstruction, cellar drainage, replacement floors, ceilings, windows and doors. Protection in place The whole university complex is listed. Unique features The redesign into an urban collegiate green space, with exemplary Wilhelminian architecture. Accessibility Very good public transport links by tram and coach. Can be reached on foot from the city centre in 15 minutes. Proximity to similar sites Schwerin - capital of Mecklenburg-West Pommerania - has artillery barracks converted to a museum, c.80km from Rostock. Impulse for the When the CIS military left Germany, the main conversion barracks area was given to the Federal State of Mecklenburg-West Pommerania. The Ministry of Education and Science and the Ministry of Finance decided jointly that the university should open a main site at the Ulmenstraße. Structure of the Government of Mecklenburg-West Pommerania: managing body 1) Ministry of Education and Science, University of Rostock. 2) Ministry of Finance, Department for Building and Real Estate Management. Organisations consulted Department for Cultural Affairs and Heritage Protection, Hanseatic City of Rostock. Rules / Regulations Laws for heritage protection in Mecklenburg-West imposed Pommerania: the Federal Building Code: the Building Code of Mecklenburg-West Pommerania. Source of funding for Tax from the Government and Federal State (in the conversion works framework of a law for the enhancement of university buildings). Conditions attached The planning process aimed to prove that the to funding restoration decision was sustainable and economically viable. Website www.uni-rostock.de 102 Current sources Federal State of Mecklenburg-West Pommerania. of income Sources of funds Federal State of Mecklenburg-West Pommerania. for maintenance Sources of funds Federal State of Mecklenburg-West Pommerania. for staffing Key to sustainability Sustainability featuring in all planning stages. Overall management In response to demographic changes, there is a strategy complex process of spatial planning for the Federal State of Mecklenburg-West Pommerania; part of this is a centrally developed framework for university buildings to ensure sustainable planning and development. Current funded initiatives All investments that form part of the common framework are equally funded by the Federal Republic and the Federal State. Aspirations Joint strategic planning with other university sites in Mecklenburg-West Pommerania.

The infantry barracks on Rostock’s Ulmenstraße were built from 1886-1890. There are two barracks, each 110m long, and some functional buildings, such as car sheds and a washhouse. The former infantry barracks now form an independent quarter within the surrounding urban area. The barracks yard is surrounded by buildings on three sides, and is characterised by the two former accommodation buildings in New Gothic style. After the imperial troops had been broken up, the “Reichswehr” (the army of the Reich) used the buildings, and from 1933 the “Wehrmacht” (German Armed Forces) moved in. In 1945, the Soviet Army took over and from 1966 onwards, the “Nationale Volksarmee” (the army of the GDR) used the buildings. POSTCARD, 1915 ©Hanseatic City of Rostock, Department for cultural affairs and monument Thus, the infantry barracks had been a restricted area for more than a hundred heritage years. Today, the Faculty of Economic and Social Sciences of the University of Rostock, and the Federal Border Guard have their seat there. The majority of the wall that had surrounded the infantry barracks has been demolished and new parking facilities for university staff have been built. A train station that connects with Rostock’s main station and Warnemuende is nearby, and a bus and a tram station are five minutes’ walk. The neighbouring residential area was and still is ‘students territory’. THE BARRACKS IN 1993 The University of Rostock, founded in 1419, is one of the oldest universities of Germany and the oldest within the Baltic Sea Region. Nowadays, it has eight faculties subdivided into departments, institutes and teaching hospitals. More than 50 courses of study are offered. At present, there are nearly 12,000 enrolled students, including 400 foreign students, from over 80 countries.

Correspondingly, there are 3,100 members of staff within the Faculty of Medical Sciences, and 1,600 within the other faculties. Thus, the University of MAIN ENTRANCE 2004 ©BBL-MV Rostock is the city’s largest employer.

The initial impulse for the conversion.

From the end of the Second World War until the re-unification of Germany, the barracks were used for military purposes by two countries: 1. the CIS states (the follow-up organisation of the Soviet Union) and 2. the Border Guard of the 1The institutions of the former GDR were German Democratic Republic. The facilities were divided between the two transformed into a new Federal-German armies and used separately. After the re-unification, the barracks facilities were authority structure, based on three pillars. again divided between the corresponding West German institutions1. When the Thus, for example, schools were assigned to the municipality, police buildings to the Federal Soviet Army was withdrawn, the Russian part of the barracks was transferred to State and the German Federal Armed Forces to the Federal Republic of Germany. The Border-Guard section was assigned to the the Federal Republic. 103 Federal Republic as well and is used by the Federal Border Guards even today. The former Russian part was designated for transfer to the Federal State of Mecklenburg-West Pommerania for a symbolic price of €1, as there was no longer a need for barracks facilities on inner-city territory. Thus, the Ministry of Finance of Mecklenburg-West Pommerania tasked the subordinated regional authority, regional planning department and building control authority of Rostock, with investigating the possible development of parts of the estate for university purposes, from the planner’s perspective. In co-ordination with the University of Rostock and the City Department for the Preservation of Monuments and Historic Buildings, an economic reuse was developed. Even during the first planning steps, it was obvious that the restoration of the preserved building fabric would cost as much as new buildings.

Before the decision was taken as to whether the real estate should be used by the university, multiple criteria were identified and considered. The use requirements of a modern educational institution were transposed on the military building structure. Favourable and unfavourable conditions were revealed that impacted on the efficiency of the planned building tasks:

PRO CONTRA Adequate space in Building 1. Not barrier free. Adequate transport routes. Unsatisfactory building security standards. Adequate cubature (volume of air). Heritage protection requirements. Adequately representative building. Construction in poor condition. Central urban location. High expenses for maintenance. The real estate, with open space, has all the conditions for an academic campus. Potential for future development.

PRO During preliminary planning, the space requirements (said to be c.5000 m2 floor space) were thoroughly examined, in conjunction with the university. The accommodation floors were reached by wide staircases. There were central sanitation rooms on the ground floor, divided according to service grades. Because the living and sleeping rooms were planned for a multitude of soldiers, the cubature of the rooms (air volume) was ample for today’s circumstances. On the one hand the breadth of the building made it easy to establish large lecture and seminar rooms, but on the other hand, smaller rooms could only be established by finding compromises, because the room breadths and resulting distances between windows and internal walls did not accord to today’s standards.

The existing floors and staircases were very well suited for evacuation of the required number of people in case of danger. The representative façades and parts of the structure were quite appealing for a public educational institution.

CONTRA The ramshackle state that the building was in was a distinct disadvantage. The ornamental brick facade was heavily weather beaten, the cellar stonework was water-damaged and the majority of the trusses were corroded by mould. In addition, the building had totally out-dated standards of safety, finishing and building services engineering: the entire water, wastewater, electrics, and telecommunications infrastructure had to be replaced throughout the estate. Unlike before, the building had to be easily accessible by the disabled, and as a consequence there had to be major changes to the building fabric. Many of the necessary constructional changes furthermore conflicted with the aims of heritage protection.

104 SYNTHESIS After consideration, the decision was made that a promising academic institution’s re-use of the building could save and maintain an important architectural monument in the long run. Even if the costs of restoration (c.€11m) were higher than the costs of a new building, the sustainability of the restoration and re-use convinced the partners that this was the best way to protect the cultural and historical building. In addition, the total area of the site offered enough reserve space to group further academic institutions there in the future.

Finances involved in the conversion. SCHEME OF THE EDIFICIAL ASSETS INCLUDING THE DEMOLITION ACTIONS THAT WERE SET UP ©BBL-MV The university presented a re-use concept for the site, planning for the required rooms. The following facilities were to be installed: 1. The Economic and Social Sciences faculty for 2,500 students. 2. A Language Centre for 200 students. 3. An administrative building for 20 members of staff. 4. The auditorium, for a maximum of 500 students. 5. Various lecture halls. 6. The Faculty of Law for 1,500 students. 7. A Library.

After the required rooms were approved by the Ministry of Education of Mecklenburg-West Pommerania, the regional planning department (the state- MASTERPLAN SHOWING SCHEME OF FURTHER run architecture firm) was assigned with formatting the university in new and DEVELOPMENT; DATED 2000 ©BBL-MV rebuilt buildings. The rearrangement of the estate was assisted by the City’s Department for the Preservation of Monuments and Historic Buildings, as the historic character of the building complex enjoys legal protection. Prior to the start of construction, the concept and approved plans had to be developed in co-operation with a multitude of authorities, to enable the realisation of the proposed measures. (Many laws and regulations have to be considered during the planning period for any public building.) Then, the economic viability of AUDITORIUM WITHIN THE CAMPUS 2004 ©BBL-MV re-use, compared to a new construction, had to be proved to the Ministry of Finance of Mecklenburg-West Pommerania. The amount of money required for the rebuilding was calculated by the regional planning department. Finally, a total investment of c.€20m was provided for the development of the university part of the estate by the Ministry of Finance, from their long-term financial planning. c.€3m was spent in 1995 to purchase the Federal Republic’s share of the estate (used by the Federal Police). CELLAR BEFORE RESTORATION IN 1998 The financial resources were provided jointly by the state of Mecklenburg-West ©UNIVERSITY OF ROSTOCK Pommerania and the Federal Republic of Germany. Nowadays, the running costs are financed from taxation. There are hardly any other sources of income, although there are sporadic reflections upon student fees, designed to ensure the quality of lecturing standards in the future.

Environmental consideration within the conversion.

The Elm Barracks is one of four main sites of the university: CELLAR AFTER RESTORATION IN 2004© BBL-MV 1. Inner city - Human Sciences and Administration. 2. Infantry Elm Barracks - Faculty of Economic and Social Sciences: Language Centre: Faculty of Law. 3. Südstadt - Faculty of Mathematics and Natural Sciences. 4. Schillingallee - Faculty of Medicine.

With regard to future development, smaller “splinter sites” will be relinquished, in order to concentrate the site within the four core areas. ENTRANCE AREA © BBL-MV

105 Urban development and green space planning

A prime planning aim of all participants was the opening of the formerly cordoned-off barracks yard as a green area for students. The construction measures planned should shape or formulate the green territories more strongly.

Pedestrian access to the railway station was developed, to stimulate the use of public transport. Paths were planned to line up diagonally, according to the target and source traffic. The new green centre can be reached easily and logically. Although 300 new parking places were required within the estate, it was agreed that the inner yard be kept free of cars under all circumstances. The lime trees surrounding the site were to be maintained and supplemented where necessary. Trees were used to enhance the car park design.

Future development of the area

Today there are 3,000 students registered at the Faculty of Social and Economic Sciences. New demographic studies demonstrate that due to declining birthrates, the demand for admission to the Mecklenburg-West Pommerania universities will decline drastically. The two universities of Mecklenburg- West Pommerania (Rostock and Greifswald) have been tasked by government with adapting their main focusses (content and admission rates) according to the demand that is expected - since the funding of every faculty can (in these circumstances) no longer be guaranteed by income from taxation.

In January 2006, the Principal of the University of Rostock decided that one course belonging to the Faculty of Social and Economic Sciences would be cancelled. This means that approximately 30% of the space in Building 1 will be unused. Because of the flexibility of the building, another course can be accommodated there as needed.

The centrally situated former toilet facilities are no longer required since there are built facilities in each main building. The building is in a ramshackle state, and will be restored and modernised for a new use.

Building 3 was previously used by the German police force. It has since been sold to the Federal State and will be used by the law school and as a faculties’ library.

Building 8, the former indoor riding hall (c.500m2), will be used as an experimental lecture hall for physics, and as a sports hall for the Faculty of Sports Science. As soon as possible, the whole building will be reactivated, and its original appearance as a gymnasium restored.

In addition, the area offers many more possibilities. On a fresh development area, further actions to concentrate institutions and buildings are possible. A cafeteria, and a building exclusively for lecture halls are already under discussion.

Thomas Werner, Cultural and Heritage Department, Hansestadt Rostock

106 Venice: Strategies for the Defence System.

Current condition The external areas are fair. The condition of the walls varies from very bad to quite good. Current use Visits, didactical and cultural activities. Statistics 50,000 visitors each year, to the main sites of Carpenedo, Bazzera, Tron and Marghera. Date of Construction 1805 -1910. Purpose of Construction To defend the city of Venice from landward attack. Construction Materials Stone/brick for the First Generation forts, and reinforced concrete for later developments. Scale of land The dry land defence system covers 153 hectares. and buildings There are 12 sites: Fort Marghera covers 33 hectares, with 17,300m2 of buildings. Fort Manin (1806-1814) has only some built remains. Three First Generation forts, from the late 19th century, cover c.60,000m2, with 4,000m2 of buildings. The Second Generation forts are usually 6m high, 25m wide and 120m long, with c.90,000 m2 of surrounding green area. One magazine, called Bazzera. Number of staff / 10 paid employees and 30 volunteers. volunteers Location, and nearest The system is located in the Municipality of Venice. population centre Mestre and Venice are the nearest population centres, a short distance away. Major works Decontamination (standard transfer procedure); undertaken cleaning and grounds maintenance; restoration of some buildings. Protection in place Protected under the Cultural Heritage Act (1089) of 1939. Unique features One of the main fortified systems in Italy. Accessibility All the forts are accessible by car and rail. In most cases there are bus stops nearby. Proximity to similar sites The Verona fortified defence system is about 100km away. Impulse for The fortifications were first abandoned by the the conversion Italian Army in the 1970s. During the 80s and especially the 90s, many volunteer organisations started their recovery. Structure of the The Municipality of Venice, owner of most of the managing body forts since 2003, will create a specialist office for their management. Marco Polo System g.e.i.e. is currently fulfilling this role. Organisations consulted • The Superintendence on Cultural Heritage. • Representatives of the four district councils concerned. • Stakeholders via the co-ordinating body of the volunteer associations, and local historians’ associations. 107 Rules / Regulations • The Regional Territorial Co-ordination Plan of imposed 1992 (PTRC) declares the forts environmental areas and entrusts the Province with the regeneration policy, and the Municipality with the technical rules. • The Venetian Lagoon Area Plan of 1999 (PALAV) declares the forts cultural heritage to be protected. The Municipality should act for their conservation and valorisation by identifying suitable interventions and promoting compatible re-uses. • The Provincial Territorial Plan underlines the importance of the green areas around the forts. •A Variante to the Dry Land Master Plan of Venice Municipality defines the acceptable activities to be encouraged within the fort areas, as: recreational, cultural, social, zoophilous (e.g. bird watching), botanic, sport and leisure. Forts can also provide meeting rooms, exhibition areas, and small-scale refreshment services. Only existing buildings can be used for these aims, through restoration. Source of funding for Venice Municipality provides funds for the most conversion works. urgent works and maintenance. Conditions attached Objectives of the above-mentioned Master Plan. to funding Website www.marcopolosystem.it

Current sources Today there are no sources of income generated by of income the use of the forts. Sources of funds Venice Municipality. for maintenance Sources of funds Venice Municipality. for staffing Key to sustainability Sustainability is planned for the system overall. In some forts income will be obtained by long and short-term rent of the buildings, and by economic activities. Other sites will develop cultural and environmental uses, where the lower income will be sustained by the economic activities at other sites. Overall management To develop Marghera Fort with the aim of strategy substantial economic income. This site will become the driving force of the whole system. Current funded • Drawing up the guidelines for the future Master initiatives Plan of the Forts. • TUDESLOVE II an Interreg IIIA PHARE project between Italy and Slovenia. This project builds on two previous E.U. projects1 from the tourist 1“Tudeslove” (Decentralised Tourism Slovenia-Venice) and Cultucadses and economic point of view through: (Establishing a tourist-cultural system in the Adriatic-Danube area) • the implementation of itineraries devised during Tudeslove. • the integration of new themed paths not affected by mass tourism.

108 • the establishment of an itinerary linking cultural excellence centres. • the promotion and dissemination of the agreed products, highlighting the potential of a tourism economy at the different sites. Aspirations Recovery and complete re-use of Marghera Fort. This site represents an experiment where public intervention and private investment will together achieve the valorisation of a single asset and a whole fortified system.

To talk about walls and the city of Venice at the same time could seem somewhat of a contradiction, since Venice has been for centuries a unique case in Europe for the absence of walls to protect it. The characteristic Venetian insularity, completely surrounded as she is by lagoon waters, gave the city a guarantee of security and inviolability. These brackish waters were its real walls, an interpretation confirmed by history.

Thus, the different strategic and geopolitical demands of Venice on the one hand, and the technological weapons and army development on the other, gave way to a characteristic defence structure, with separated forts. This system grew to more than sixty fortifications, one entrenched field on the dry land, a coastal defence line on the littoral, and a complex structure of forts and coastal batteries within the Lagoon space: this is the whole Venice maritime defence system (Piazza di Difesa Marittima).

The geographical location of all these sites, and their chronological stratification (which was not a subsequent re-use of the same structure, rather an enlargement of the number and size of the buildings) have produced a unique specimen, which combines historical architectural aspects with environmental aspects.

To analyse these aspects, we can consider the way Venice started to equip her sea-defences by fortifying the port openings. The most important of these was the Castelvecchio (Old Castle) at Saint Nicolò on the Lido - an ancient tower, which later became a fortalice, assuming in the 16th century its present configuration of a bastion fortress, with one face towards the sea and another towards Sant’Andrea Fort (a work by Sanmicheli). This latter fort was built on a sandbank - the seat of a previous 15th century fort, which it incorporated.

With regard to the main sea entrance of Venice, (the port opening of Saint Nicolò) the purchasers and builders were perfectly aware of the difficulties of combining defence capacity (the Turkish threat) with aesthetic value (the splendour of the main portal is most impressive, but incongruent with the operational demands of a military site).

On the dry land, it was the French Army who first recognised the need to increase defence capacity; they boosted the construction of the Entrenched Field of Mestre, which reached a total of twelve forts by the beginning of the MAP OF THE ENTRENCHED FIELD OF MESTRE 20th century.

From 1805-14, Fort Marghera was built (near the Medieval Dese and Tessera towers and the remains of the Mestre Castle) in a characteristic star form, with external lunettes and a peculiar construction between dry land and lagoon. Today it remains a unique example, not only from the architectural point of view, and as historical memorial to the events of 1848, but also from an environmental perspective. AERIAL VIEW OF MARGHERA FORT 109 Near Fort Marghera, another fort, just like Fort Rizzardi (now disappeared within the industrial estate of Marghera), Fort Eau (now called Fort Manin), was completed in the park of San Giuliano.

The increased range of cannons made Fort Marghera useless, so the new Unified State of Italy in 1866, as part of its general defence planning, decided to give special attention to Venice’s defence: it was the highest port on the Northern Adriatic, there was a Dockyard and, not far across the sea, the fleet of a potential enemy (although at that time an ally).

Last but not least, thanks to the sea and also to the planned entrenched field, the Venice maritime system could host the logistical base for troops and materials to be used in case of invasion of the Padania plain, from Austria or from France.

Between 1886 and 1892, a first advanced fort belt was developed around Marghera: Carpenedo, Gazzera and Tron forts. These so-called Tunkler (or Prussian) type fortifications were already obsolete by the time they were built, THE GUNPOWDER MAGAZINE AT MARGHERA FORT characterised as they were by open batteries, preserved until today, with their modifications, caused by their transformation into powder stores (a transformation shared by all Venetian forts).

So, this first-generation fort belt is now located in the first urban periphery, vis- à-vis the residential zone, representing, in addition to an important historical and architectural asset, a precious green lung for the city.

During the early 20th century, the Entrenched Field was enlarged by a second ROSSAROL FORT, 1907 fort belt, the so-called second generation forts of the Rocchi type, with state of the art armour-plated turrets and hidden machine-guns (Forts Rossarol, Pepe, Cosenz, Mezzacapo, Sirtori and Poerio). Rossarol fort, with two levels, is a unique specimen.

The destiny of this defence complex became manifest during the First World War. The coastal batteries were preferred: the forts belonging to the Entrenched Field had no use, were disarmed, and the occupants sent to the front. MEZZACAPO FORT, 1911

The forts were thus transformed into powder magazines: some of them were transformed into anti-aircraft emplacements during the Second World War, thanks to their position near the main Venetian roads and railways.

From the 1960s, and particularly during the 70s, the Italian Army started a progressive withdrawal from these structures, deemed obsolete and located within a difficult environment (for example, the lagoon island fortress).

Stores, or powder magazines, became the shape of this heritage in citizens’ eyes; also the long abandonment unpredictably transformed these sites into wildlife areas. Furthermore, the disappearance of the specific street network of the forts contributed to the loss of the original idea of a system.

Now, the extreme heterogeneity of the system makes a philological restoration of each building, based on its history and architecture a difficult task.

Most of the buildings are purely forts, i.e. without internal service structures (such as barracks, offices etc). Therefore, the chances of recovery are deemed rather slim, even considering the original architectural structure, especially with regard to the restrictions of classified buildings. The physical characteristics of late 19th century forts, with their wide water-filled moats, and especially with their limited internal practicability (by car) add further difficulties.

Until 1996, when Act 662 was approved, the military withdrawal usually ended with the transfer of the property to the Ministry of Finance, the only public 110 body which could decide on the final destination of State property assets. During this period, many forts were granted, via various juridical routes, to the Municipality of Venice, while two of the twelve were entrusted to private subjects for six years. This entrusting to private hands proved to be a bad experience, as the private use was not consistent with the architectural and historical value of the building (the forts were used as mushroom beds).

Act 662 completely changed the procedure of public property transfer: this Act enabled the Ministry of Defence to directly sell its assets, without entrusting them to the Ministry of Finance. The MOD could now sell the property without an intermediary and this cancelled the operating transfers of some properties to the Municipality of Venice. The Municipality was left without sufficient documentation of title regarding the ownership of these forts.

For example the KONVER funding stream of 1994-97 could not be used by the Municipality, as it was not the legal owner of the forts, despite being charged with drawing up the area master plan. At this time, difficult recovery work was started by a volunteer initiative. Subsequently, the Municipality administration decided to support it.

The volunteer work was a highly original initiative, born from spontaneous teams of citizens, who cared enough to preserve this heritage from natural deterioration and vandalism. In the early stages, the main target was not material recovery. From the 80s, for over ten years, the “battle” for the forts was mainly to try to find out who their managing authorities were, within the complex world of army property. The citizens could not identify those responsible for the management of the structures, so re-use proposals were prepared without clarifying the ownership situation.

The weakness of this phase lay in the separate action of each group of citizens, MAIN ENTRANCE TO FORT CARPENEDO working for individual forts, without a common strategy.

From 1994, a specific agreement for the management and administration of Fort Carpenedo was signed between a citizens’ group and the Municipality: this agreement granted the area to the volunteer group for a couple of years to ensure its protection.

The Ministry of Defence, in fact, reserved the use of the fort for Venice Municipality, which then entrusted it to this volunteer group. The group managed the general maintenance and the opening to the public. CARPENEDO FORT This system proved to be highly successful, with thousands of visitors during the Sunday openings, all year round. The hard work of the volunteers had permitted a new use and new life for the fort.

This good practice was imitated by other citizens’ groups, and new agreements were signed for Forts Bazzera, Tron and Gazzera.

This experience, complemented by the organisation of work camps with the International Civil Service, led to proposals for the setting up of a Committee to co-ordinate actions and proposals for the whole defence system.

Thanks to this Committee, Fort Sant’Andrea also became the object of recovery and agreement, followed by other important buildings (San Nicolò fortress, the Austrian Redoubt of San Nicolò, the Maximilian tower on Saint Erasmo island).

Another interesting and original point to emphasise, is the social element in the management of this heritage. Supported by the success of the initiative, some of the volunteers created a social co-operative, called Città del Sole, intended to combine volunteer work and employment, through new possibilities related to the forts. 111 Tourism proposals (aimed at the younger market), museum sites, and didactical initiatives began to represent an alternative tourist system within the Venetian area. But the property issue was still not resolved, in spite of all the enthusiasm surrounding the initiative. This was, of course, the main problem.

A complex negotiation between Venice Municipality and the Ministry of Defence ensued with many legal implications.

These transactions, government changes, and new financial policies complicated the property issue until 2003, when it became apparent that a financial transaction was the only solution. So the Venice Municipality, with a considerable financial commitment, agreed with the Ministry of Defence to purchase seven of the most important fortifications of the Entrenched Field of Mestre, including Fort Marghera.

This agreement, which included €10m for Fort Marghera alone, precluded at that stage the possibility of restoring the buildings. So the management was entrusted only to the volunteer system, with all its inherent problems.

The lagoon fortifications did not come into these agreements, and the proposal to buy them appears to be an extremely difficult task for the Municipality.

The dimension of the Venice territory, which includes the historic centre of Venice, the lagoon area, the islands, the dry land district and the littorals, implies a territorial approach within urban planning, without conceiving the forts as single entities but as a complex and articulated system. This complexity could not be faced by private bodies, owing to their weakness in a system approach.

Due to the economic typology of the Venetian model, strictly linked to tourism activities, the effect of the marketing of the reuse of the forts is to allow the city, and tourist operators, to design new tourism offers, integrating new proposals.

Venice Municipality, in association with two Venice universities, the Chamber of Commerce, the Industrial Union and the Craft Unions, promoted in 2003 a strategic plan for Venice, aiming to promote a pluralist “city of citizens”, based on solidarity and sustainability. This plan lent special attention to the physical and functional aspects of the contemporary city, and developed seven strategic guidelines on the key points of the territory where tourism has a fundamental role. It should be underlined that the whole territory has 12,154,000 certified tourists each year, with only 63,000 residents (compared with 175,000 in 1951), with about 120,000 temporary presences each day!

The government of tourism in Venice is linked with the management of flow and regulation of access, regulation of building transformations, environment and landscape protection and the promotion of specific policies for the development of the sector.

The re-use of an historical asset has specific problems: how to make it productive, and maximise its economic and cultural value, without distorting the original message. In the case of the Venice system, once the original military function disappeared, the heritage could produce economic value only if further functions and meanings could be attributed to it, in addition to its museum function. So this area represents not only a testimony of the State and war in the 19th and 20th centuries, but also an important green belt within an urban context which has been characterised, time after time, by irregular urbanisation.

Further meaning is attributed to the forts by their easy accessibility for citizens. This makes the forts protagonists of urban improvement and a symbol of the 112 cultural identity of the area. This is in addition to their architectural value, and their strategic positioning.

The involvement of the community itself in the process of value production represents a methodology that permits optimum results.

A further benefit originates from the simultaneous presence and co-ordination of complex entities within a fragmented area (each fort has an inner space clearly divided from the exterior and there is a considerable distance between the forts). The organisation of the activities of the fortification system should lead them to link with the territory, through shared methodologies at interior and exterior level.

In this way, the Entrenched Field of Mestre will act as a new media, able to clearly reach different sectors of its own market.

It is important that not only museum, didactical and entertainment activities should be realised, but also art and culture production. The positive effect, perceived by the citizens, would not be the only result of this activity of valorisation and production. It is also necessary to achieve an economic result that sustains expenditure on management, maintenance and investments. The town planning discipline is not specifically envisaged to manage tourist flow, through the creation of structures that invite people into equipped areas (even if this could minimise the negative impact of mass tourism in the city).

A special modification has been approved for the lagoon and its small islands, within the Master Plan, identifying positive actions to be implemented. The aim is to maintain this environment as a living part of the territory. The main criteria are to support controlled uses of the islands, which could generate tourism mobility. The old Town Masterplan of 1962, in fact, restricted the use of the island area to hospitals or military activities: now the Variante (change) permits new living possibilities and hotel facilities with an environmentally friendly character.

The uniqueness of the Venetian system consists in the wide geographical spread of its heritage, which involves all the urban system. This induces the need and possibility to build an approach that can be adapted for the whole system. Within this aim, the study of each single structure constitutes a basic pre-condition, even if some buildings are not suited or available for re-use. The presence of a sort of central element could be considered of the utmost importance, as it could act as propulsion and supplier for the whole system. In the case of Venice, these tasks could be managed by Fort Marghera, for the dry land, and Torre Massimiliana for the lagoon area. TORRE MASSIMILIANA

These are the reasons why the Municipality entrusted a pool of experts in 2004 with the task of drawing up the guidelines for the future regeneration of the forts, with Fort Marghera representing the gateway for the system. This work, near completion, will lead to a regeneration project that respects the characteristic of each site, while adopting a system approach. This process will LIVING HISTORY WITHIN FORT MARGHERA take into account the work of volunteers and the best use of each site.

Martino Ferrari Bravo, Consultant, Marco Polo System g.e.i.e. Mauro Scroccaro, Consultant, Marco Polo System g.e.i.e.

113 Venice: Pact between the volunteer associations and the Municipality. Focus on Fort Carpenedo.

Current condition Quite good. Current use Visits and environmental education activities. Statistics 15,000 visitors per year. Date of Construction 1890-92. Purpose of Construction To defend the city of Venice from landward attack. Construction Materials Stone/brick. Scale of land c.15 hectares (the largest Tunkler fort in Mestre). and buildings Number of staff / Five volunteers. volunteers Location, and nearest Mestre and Venice are the nearest population population centre centres, a short distance away. Major works undertaken Decontamination (standard transfer procedure): cleaning and grounds maintenance: restoration of an external building for use as an Environmental Education Centre. Protection in place Protected under the Cultural Heritage Act (1089) of 1939. Unique features The presence of wet grasslands, and the remains of an ancient plane forest. It is also the natural habitat of many species. Accessibility Readily accessible by car and public transport. Proximity to similar sites Very close to the other 11 forts of the Entrenched Field of Mestre. The nearest system is the Verona system (100km). Impulse for the Fort Carpenedo was abandoned by the army in the conversion mid 80s. This allowed the site to be purchased, and managed by a citizens’ group. Structure of the Operated by a volunteer group, by agreement with managing body the Municipality. Organisations • The Superintendence on Cultural Heritage. consulted • Representatives of the four district councils concerned. • Stakeholders via the Volunteer Association for Fort Carpenedo, and the co-ordinating body of the volunteer associations active in local fortifications. Rules / Regulations See previous case study. imposed Source of funding Venice Municipality provides funds for the most for conversion works urgent works and maintenance. Conditions attached Objectives of the above-mentioned Master Plan. to funding Website www.marcopolosystem.it

114 Current sources There are no sources of income generated by the of income forts. School visits are supported by a didactical fund of the Municipality and Province of Venice. The beekeepers do not make financial contributions for their use of the land (their contribution is the enhancement of the area). Sources of funds Venice Municipality. for maintenance Sources of funds Venice Municipality. for staffing Key to sustainability Sustainability is planned for the system overall. In some forts, income will be obtained by long and short-term rent of the buildings, business and economic activities. Other sites will develop cultural and environmental uses, where the lower income will be sustained by the economic activities at other sites. Fort Carpenedo’s museum value should be its main resource. Overall management Implementation and development of sustainable strategy economic activities linked with environmental, cultural and recreational uses of the forts, having a strong link with the whole system. Current funded See previous case study. initiatives Aspirations The short-term aim is to finalise the restoration of the external buildings designated for educational and economic activities.

The Educational Itineraries service of Venice Municipality

The possibility of re-using the architectural military heritage of Venice is closely connected with the recovery work of each fort, a work that volunteer associations began in 1995, by virtue of an agreement with Venice Municipality, signed that year.

The main step within this, and other agreements signed since that date, has been the commitment of the managing volunteer groups to open the forts, without restriction and with a planned timetable.

This has developed significantly since 1995, with the growing relationship between the Coordinamento (the body which coordinates the volunteer associations) and an office of the Instruction Department of the Venice Municipality, named Itinerari Educativi (Educational Itineraries). This office has for many years devised and established educational proposals for schools in the Venice area. The funds for these initiatives come from Venice Municipality and Province. These proposals are for discovery and knowledge routes, on themes such as the environment, art, history, craftsmanship, folk culture etc.

This collaboration has an established working methodology, tested over a number of years, through the development of proposals from the Coordinamento. Proposals are usually presented through a preliminary meeting with teachers who would like to join the educational programme: during this meeting the Venice Defence System is explained with visual support, and all its different sites are mentioned: the Entrenched Field of Mestre, the lagoon fortifications and the coastal batteries. Then a programme of visits is arranged, with two or three targets, or a single destination.

This meeting is usually proposed at the beginning of the school year. Booklets are distributed to the teachers, to facilitate prior in-school training of the pupils. 115 Then, an introductory tour is planned with teachers to the different potential areas of a visit: Fort Carpenedo, Fort Gazzera, Fort Marghera, Fort Bazzera and the Ridotto Austriaco (Austrian Redoubt).

The choice of these structures is not only due to the signed agreements, but is intended to show different architectural typologies related to the age of the buildings and the historical events which unfolded there.

Fort Marghera represents the last example of a bastioned fortification from the MAIN ENTRANCE TO CARPENEDO FORT beginning of the 19th century. It was built by the Austrian and French armies between 1805 and 1814, in an attractive area between the dry land and the lagoon. The fort was involved in three sieges, the most important lasting one year (1848-49) and led by the Absburg troops against the army of the new Venice Republic.

Fort Carpenedo and Fort Gazzera have architectural importance, as late 19th century forts (the so-called Tunkler type) from an age when the structure itself INSIDE CARPENEDO FORT was conceived as a war-machine: some new interior structures were designed, very well connected and extremely functional, allowing the internal movements of the troops, protected by long underground corridors.

Bazzera gunpowder magazine represents state-of-the-art building techniques from the First World War, when reinforced concrete became the main building material, and aesthetic value was paid no heed; it is also characterised by a good position at the edge of the lagoon, in front of Venice city.

The Ridotto Austriaco is witness to the Absburg period, and is located within the 16th century fortress of San Nicolò, on the north side of the Lido island, where the most ancient barracks survive, the so-called caserma San Marco (1591). The Redoubt of 1840, and the coastal batteries of 1910, can all be visited in an attractive tour of about 30 minutes, which starts and finishes by the stately portal of Sant’Andrea fort, guardian of the entrance to the Port of Venice.

With this formula, the proposed itineraries have been very successful, and have involved, during later interpretations, the neighbouring municipalities of the Province of Venice and Treviso. About 40 tours a year are organised, with at least two classes each.

Each visit includes a brief introduction (about 30 minutes) to set the history of the fort within the Venice Defence System; the visit of the structures usually 1 then takes 1 / 2 -2hours. At the end of the visit, the classes move to the refreshment areas, where questions can be asked directly on the site.

For tours involving more than one fort, an introduction is made by the guide on the bus between the school and the first fort, and the history of the other structures and the urban development of the whole city are raised.

The visits are usually organised during spring time, the most suitable for outdoor tours. An interactive experience was developed during the first year, within the area of Fort Gazzera and Fort Carpenedo. It was organised especially for the youngest pupils, expressly conceived for lower attention spans regarding historical content. During these visits, actors with ancient military uniform or reproductions of 19th century handwork are involved, to attract the attention of the pupils. The eagerly-awaited Commander of the Fort also appears at the CARPENEDO FORT, AN ’S ROOM end of the tour, distributing gifts and postcards.

These proposals obtained such success with pupils and teachers that they were later adapted for an adult public and proposed to different age groups. 116 Group tourism proposal - boat excursions.

The geographic configuration of the Venetian territory was the impulse for a proposal aimed at integrating a visit to the dry land and coastal structures with a tour of the lagoon fortifications. This ‘water itineraries’ proposal was linked with cycle tourism.

Two main initiatives were proposed to identified targets: the first was aimed at residents of the Province area, who could board at Fort Marghera. The proposal included visits to the three most significant structures from an architectural and historical point of view. This tour, which took place each Sunday in July and August, for a period of two years, departed from Fort Marghera, through a lagoon itinerary, reaching the island of Sant’Andrea (with its 16th century fort) and the 19th century Torre Massimiliana, on the island of Sant’Erasmo. SANT’ERASMO ISLAND

The uniqueness of this itinerary consisted also in the use of the ancient channel of San Secondo, the traditional access to Venice from the dry land, before the construction of the railway bridge (1840) and the road bridge (1930). This tour integrated the discovery and knowledge of the areas with that of the ancient urban dimension and the link between Mestre and Venice. This tour, which lasted a half-day, was publicised through newspapers, radio and television; it was aimed at individuals, with some limited provision for self-organised groups. The maximum number of participants was 60 each tour.

In July and August of 1987, through an agreement between the social cooperative Città del Sole, the Coordinamento, and the managers of the campsite on the littoral of Cavallino, a new proposal was addressed to campers. This was an excursion including a guided visit of the ancient historic centre of Cavallino, then, through the lagoon channels, to the island of Sant’Erasmo, visiting the Torre Massimiliana. The visit included also the circumnavigation of the island of Vignole, with Sant’Andrea fort and the complex of San Nicolò of the Lido.

These excursions usually took place during late afternoon, after the usual activities of sunbathing and swimming. The problem with this initiative was the high cost of transport (especially in the lagoon area), which resulted in an economic loss in cases of bad weather.

It led however to an initiative (1998-99), called Bicilaguna. This was a tour, departing from Fort Marghera, with an intermediate stopover on Sant’Erasmo island, and ending with a tour of the fortifications on the littoral of Cavallino. This lasted for a whole day, and foresaw two boats, one for foot passengers and one for bicycles. The high level of satisfaction with this tour inspired the local transport agency (ACTV) to organise a permanent service, every Saturday and Sunday from June to September, with a boat especially adapted for bicycles. The service is so appreciated that it is impossible to board without booking. The itinerary is more or less the same as the original and, with a further stop at the island of Lido, it meets the needs of cycle tourists and bathers with bicycles.

A re-use proposal - beekeeping at Fort Carpenedo.

The beekeeping farm Miele dei Forti (Fort Honey) is found in the area around Fort Carpenedo. Its main activity is the production of honey, beeswax and a small line of cosmetic products. Fort Carpenedo was the first ever home to this specific activity, and the place characterised the name and approach of the farm; objectives include the environmental re-use of the structures of Mestre, and the didactical dissemination of the extraordinary world of bees. BEE HIVES IN CARPENEDO FORT 117 A didactical visit to the farm targeting students of different ages, is organised as follows:

Introductory lesson. The world of bees, and the relationship between man and insects are introduced (with audiovisual support), paying special attention to the main elements of beekeeping.

An approach itinerary. Pupils take part in a search for plant life relevant to beekeeping.

Direct experience of the life of a beehive. Pupils approach a beehive and observe the bees’ activities.

Taste laboratory. Pupils discuss honey as a foodstuff, and general issues of nutrition. They taste the main kinds of honey, and sample other products from the farm.

A more specialised lesson is available for secondary school students - incorporating the morphology of the insects, and their role in agriculture.

For primary school pupils, there is also a beeswax laboratory, covering what beeswax is, how it is produced, how it is used today, and how it was used in the past. Each pupil then has the chance to make their own candle.

Role play: collecting pollen. Pupils can simulate a key activity in the life of BEEKEEPING AT CARPENEDO FORT, A DIDACTICAL GAME a beehive.

1 This visit, available from March to October, takes about 2 /2 - 3 hours. After the theory and background are explained, the direct experience begins in the Fort’s apiary, with special attention to plants and flowers. Fort Carpenedo is not only a very well conserved example of a 19th century fort, but is also home to many vegetal species that have almost disappeared from the area.

This initiative has been proposed annually since 2002, with an average participation of 50 groups each year (with a maximum of two classes, or 50 pupils, each visit).

The innovative aspect, and key to success of this kind of visit, is the methodological approach which has characterised the initiative since its inception: the approach is based on the particular environment of the area, and overall on the “edutainment” concept (a methodology combining education and entertainment). The visits also represent good practice in the context of A PRACTICAL LESSON IN BEEKEEPING environmental and nutritional education.

Martino Ferrari Bravo, Consultant, Marco Polo System g.e.i.e. Mauro Scroccaro, Consultant, Marco Polo System g.e.i.e.

118 Venice: The system development model of the defence system. Focus on Fort Marghera

Current condition Poor condition. Current use External area used for visits and performances (music, theatre, exhibitions). There is a small museum with a collection of militaria and firearms. Statistics 15-20,000 visitors per year. Date of Construction 1805-1814. Purpose of Construction To defend the city of Venice from landward attack. Construction Materials Stone/brick for 19th century buildings. Brick/concrete for 20th century buildings. Scale of land 54 buildings covering 17,300m2, and set within 33 and buildings hectares. Number of staff / Three full time staff and five volunteers. volunteers Location, and nearest A short distance from Mestre and Venice. population centre Major works Decontamination (standard transfer procedure): undertaken cleaning and grounds maintenance: restoration of some recent buildings close to the entrance. Protection in place Protected under the Cultural Heritage Act (1089) of 1939. Unique features Its position between the dry land and the lagoon, its 19th century buildings, and the storehouse developed over a bridge dating from 1589. Accessibility Five minutes by car from a main road and railway station. 15 minutes from the airport. Accessible by boat from Venice and Mestre. Proximity to similar sites The Verona fortified defence system is about 100km away. Impulse for The fort was abandoned by the army in 1996. Its the conversion size, location, and history were the impulse for its purchase by the Municipality. Structure of the Marco Polo System g.e.i.e. (the structure created by managing body the Municipality to recover and valorise the urban forts) is entrusted with the management of the fort. Marco Polo System g.e.i.e is a structure of Communitarian law. Organisations consulted The Superintendence on Cultural Heritage, local representatives, stakeholders via the co-ordinating body of the volunteer associations, and the local historians’ associations. Rules / Regulations See the first Venice case study. imposed Source of funding for Venice Municipality provides funds for the most conversion works urgent works and maintenance. Conditions attached Objectives of the above-mentioned Master Plan. to funding Website www.marcopolosystem.it 119 Current sources of At present there are no sources of income income generated by the use of the forts. Sources of funds Venice Municipality. for maintenance Sources of funds Venice Municipality. for staffing Key to sustainability To integrate income-generating economic activities with cultural activities and services for the public. Overall management The opening up of the area to the public, and the strategy awareness of its value will be achieved by the organisation of cultural events in the fort. The setting of some activities, and installation of the seat of cultural associations (including an “office of the forts”) within the easiest to use buildings contributes to this aim. In the short term, an integrated management plan will be approved for the whole area, which will sustain the cost of the restoration of the buildings. Current funded See the first Venice case study. In addition, two initiatives programs of exhibition, art and music activities are active during the summer: Vivilforte is an international program based on an exchange of events with Slovenian and Hungarian organisations. Luci sui Forti includes a regular program of guided visits and is more addressed to residents. Aspirations The regeneration of the area as a cultural site for residents, attracting international events.

Until 1805, the Marghera area was a leafy village at the boundary of the Venice lagoon. Taverns, inns and storehouses characterised Marghera as one of the most important trading centres between Venice and the dry land. The fall of the Venice Republic, and the new military function, transformed the old village in an isolated fortress.

In 1848, Fort Marghera was involved in the battle between the Venice Republic of Daniele Manin and the Austrian army, and became the centre of the MARGHERA FORT AERIAL VIEW Venetian resistance until May 1849.

Then, the Mestre dry land became a crucial military stronghold, facing the Padana plain. As a consequence of the development of the artillery, two belts of forts were concentrically built; this system (Campo Trincerato di Mestre) is located around Fort Marghera and constitutes the dry land frontline of the Venice Defence System.

MARGHERA FORT, STRATEGIC POSITION The First World War, established the end of the defence function of the fort, which was transformed into a complex of storehouses, until its abandonment by the military in 1996. After the last war the fort became a true citadel, with a main role for the supplies and logistics of the northeast sector of the Italian army. After the withdrawal, the structure was the object of many re-use hypotheses.

The military restrictions and abandonment permitted the conservation of important natural elements within the territory which was completely transformed (without any urban plan) after the Second World War.

Fort Marghera, since its creation, occupied two islands between the dry land and the lagoon, including many buildings of different ages, from Napoleonic barracks to contemporary industrial sheds. The whole complex is scheduled. 120 Conservation of the historical and environmental heritage, and positive resources for citizens are today the main aims of the reuse of the site.

If public funds do not suffice, additional funds will be obtained through “market-addressed” management. This management will use the income from services and rental of the assets of the site to supply services and cultural products.

Once abandoned, the site had all the characteristics to become a cultural and tourist area, with international relevance. At local level, it could represent the link between the City of Art (Venice) and the new city (Mestre), with a strong role for territorial regeneration.

The open areas and some of the buildings will be open to the public as a cultural and natural park, while the majority of the buildings will be rented to companies and organisations operating in the fields of culture, art, cultural services and hospitality.

The future restoration of the complex and the settlement of cultural production and tourism activities will secure real estate revenue, which will be invested in further cultural production and promotion: this will improve again the real estate value and the tourist market.

The management of this process has a fundamental importance, first as a synthesis between conservation and reuse, then as a compromise between social development and economic activity. The two main objectives are: • The realisation of private sector involvement. • The investigation and co-ordination of cultural promotion for the benefit of the community.

Different economic and financial methodologies could be adopted: a) The Municipality entrusts the use of the area to a society, whereby the private sector could provide the necessary funds for restoration work. In this way, the Municipality shares the management of the cultural promotion for the good of the community with organisations with good financial capability. In this case, organisations without financial capacity are excluded. b) The Municipality entrusts the complex and its management to a society with public funds. This society takes out a mortgage with a bank to pay for the restoration work. In this case the restoration is not directly dependent on the hire of the facility. The instalments are paid by the rental income (in this way all different organisations could be admitted).

The real estate could be hired to organisations and companies which operate in the cultural field; this will contribute to the animation of the area, making it a creative and cultural production centre. These organisations contribute towards sustaining the restoration, management and maintenance of the complex.

The requirement for economic sustainability, and the current regulations, call for regeneration without great modification. However, some interventions to increase the accessibility and inner viability of the fort appear necessary, to better link the two islands and, overall, to link the complex to its urban surrounding.

The fort will be opened to many sections of the tourist market: • Urban tourism (residents of the metropolitan area). • School tourism. • Mainstream tourism in Venice. • Natural and cultural tourism. • Sports tourism. • Cultural field professionals and operators.

As confirmed by market research, a tourist product linked to the fortifications could 121 only become an important commercial resource if special quality products are offered. The tourist products which could be offered are: • Naturalistic visits, exhibitions, concerts. • Conference and meeting organisation. • Didactic activities. • Refreshment and restaurant services. • Hotel facilities. • Other commercially compatible activities.

Cultural companies operating in the area could create a complex of relationships which would transform Fort Marghera in a cultural production park. Eligible activities would include: • Cultural assets. • Performing art. • Audio video. • Editing.

The key activity sectors will be as follows. • Technical (restoration and maintenance of the building and the environment). • Services and safety (security, cleaning of communal areas and safety checks). • Animation (cultural events and services for cultural production). • Communication (information and editing). • Marketing (developing and maintaining relations with the markets).

Through this plan Fort Marghera can: • Increase and improve Venice’s cultural supply. • Create income and employment. • Improve dryland cultural activity and identity.

To better understand the tourist market operators’ opinion about fortified heritage, questions were put to over 50 companies in the tourism field (including 13 tour operators, 25 tourist agencies, and four tourist information offices). The travel agencies were from the Venice area, whilst the other sources were country-wide.

Only 28.85% of the sample felt they were informed about cultural or tourist activities in fortified areas. Half of these (c.15% of the total sample) knew the Venetian fortifications; others mentioned different places: Normandy, Monte Grappa, Dubrovnik.

At present, there is no organised tourist offer in the field of military heritage, for many reasons. Fundamentally, there is no demand from customers and, in the case of Venice, Venice city itself takes all the attention. Furthermore, modern tourists tend to spend less time in the one area, so the time available for alternative routes is further reduced.

If a visit around the forts could be developed, customers would be interested in: • Cultural activities (theatre, concerts, didactical activities, thematic itineraries, sporting activities). CONCERT WITHIN FORT MARGHERA • Exhibitions with a strong link to the characteristics of the area (interactive museum). • Nature trails, with activities like bird watching or bicycle tours. • Itineraries that promote knowledge of military architecture. • Historical guided tours. • Catering activities (the atmosphere could be a good setting for events and meetings). WILDLIFE AT FORT MARGHERA Between 2000 and 2001, an Interreg IIIA project named Tudeslove was implemented. This project produced studies and itineraries, and a system of specific panels. Now further monitoring on the present situation has been 122 undertaken to see how the forts are perceived by tourists. The panels have been revised to improve their utility, with four main aspects taken into consideration: • Accessibility within the site (structure, services, refreshments, architectural obstacles). • Practicalities (opening hours, guided tours, panels, booklets). • Accessibility to the site via public transport (routes, frequency, cost, distance) and private vehicles (car parks, moorings, bicycle facilities). • Commercial services (restaurants, pharmacies, camp sites, hostels, B&Bs).

In conclusion, the research revealed that Fort Marghera, the centre of the MARGHERA FORT INTERIOR DETAIL project, has enormous potential thanks to its size, structures and position, but (PALMANOVA MACHINE SHOP) needs significant work for maintenance and the establishment of new services.

The First Generation forts are well-equipped to host tourist activities (permanent cultural activities, natural areas, good opening hours, guided tours on demand etc). Furthermore, there is great potential to develop them.

The Second Generation forts can not offer any such services: they need maintenance and are closed to the public. Forts Mezzacapo and Poerio are LIVING HISTORY closed for decontamination works. Fort Sirtori is privately owned and Fort Rossarol is not easy to visit. Bicycles are considered the easiest way to visit these forts, as public transport does not directly link the sites.

Thus Marghera fort is confirmed as the focal point of redevelopment plans, with regeneration radiating out to the first belt forts in the first instance, and to the second belt forts only in the later stages of the master plan, when the other forts are able to sustain their restoration costs. The Municipality’s long term vision has been crucial to the formulation of these plans.

Martino Ferrari Bravo, Consultant, Marco Polo System g.e.i.e. Mauro Scroccaro, Consultant, Marco Polo System g.e.i.e.

123 Venice: Thetis - a private company within the Arsenale

Current condition Very good. Current use The seat of Thetis, an advanced engineering and systems integration company. Statistics Capital of over €6m. Revenue in 2004 exceeded €12m, with a turnover of €1m. Date of Construction 16th - 19th century. Purpose of Construction One building was expressly made for Venetian galley construction, while the others were stores. Construction Materials Brick. Scale of land Four ancient buildings, within the Arsenale and buildings Novissimo: 4,500m2 of buildings and 6,500m2 of open space. Number of staff / 120 employees in 2005, most educated to volunteers degree level. Location, and nearest The historic centre of Venice. population centre Major works Restoration works, all capable of being reversed. undertaken Protection in place Protected under the Cultural Heritage Act (1089) of 1939. Unique features The establishment of a high technology service provider by the functional recovery of an ancient area. Accessibility By water bus, although not open to the general public. Proximity to similar sites There are many similar buildings in the Arsenale, but the whole complex is a unique example. Impulse for the In 1989, the Architectural Institute of Venice began conversion a thesis on the recovery of the Arsenale. This was presented to local government in 1991, and then to the E.U. (as an URBAN pilot project) in 1992. Structure of the Shareholder owned, with shareholders largely from managing body public bodies. Organisations consulted Venice Municipality and Veneto region (1991). European Union (1992). Rules / Regulations Those imposed by the Superintendence on Cultural imposed Heritage, including reversibility criterion for the interventions. Source of funding for The restoration and infrastructure development conversion works cost c.€10m. 35% came from industrial partners. 40% from the E.U. (ERDF). 25% from the Region of Veneto and Venice Municipality. Conditions attached Three shareholders are local government to funding authorities (Veneto Region, Province of Venice, Venice Municipality). Website www.thetis.it

124 Current sources Commercial activity. of income Sources of funds Commercial activity. for maintenance Sources of funds Commercial activity. for staffing Key to sustainability • The recovery was functional, and characterised by a respect for the site and original purpose of the building. • Recovery is part of a wider regeneration project for the whole area. Overall management A resolution adopted during the project’s strategy development was to engage the interest and support of enterprises and public bodies, especially local authorities. Current funded • A draft report on the state of the Venetian initiatives lagoon ecosystem. • The recovery of the northern banks of the Arsenale between Celestia and Casermette. • Thetis has passed the first stage of the International Design Competition to build the Mestre motorway tunnel. Aspirations • To contribute to the safeguarding, respect and improvement of the environment, natural resources and community cultural heritage, by developing knowledge, specialist technologies and innovative, industrial management systems. One aim therefore is the productive regeneration of the Arsenale. • To build strong relationships with clients and partners. • To imagine the future as a source of stimulus and opportunity. • To be a long-term reference point for in-depth knowledge, skill, efficiency and quality of service.

The Arsenale represents a wide, extraordinary and strategic area within the city of Venice, covering 32 hectares (including 9 hectares of water surface) of the total 670 hectares of Venice, and including the islands of Giudecca, Tronchetto and San Giorgio and their internal canals. The complex has represented the core of Venetian economy and history, so much so that in 1509, the Venice Senate officially declared it the “heart of the Venetian State”.

The urban district of the Arsenale is a complex and integrated area, about nine centuries old. The layout of the Arsenale originates from a geometrical, functional matrix that remained the same during its centuries of development.

The geometrical standards on which this enormous complex was built can still be observed through the simple module of the shipyard, the design of which originated from shipbuilding techniques. The original building module was repeated over the centuries, according to these standard geometries. Only the dimensions were changed, with the introduction of bigger ships and vessels, characterised by larger hulls and the use of square sails.

The purpose-built constructions for complementary activities to ship building have different and impressive dimensions, such as the ropery, 317m in length, and the wood processing building (“Squadratori”), 140m long. 125 It is believed that the origins of the Arsenale date back to 1104, after the destruction by fire of the many shipyards dislocated around the city. At the beginning, it was made up of an aggregation of canals, pools, building slips and storehouses.

The development of the Arsenale was marked by a succession of building extensions and by spontaneous structural changes, caused by accidents, or more often, technical progress and historical events.

The Arsenale Vecchio (Old Dockyard) was built between the 12th and 14th centuries, and the Arsenale Nuovo between the 14th and 15th centuries. The Novissimo Arsenale was built between 1473 and 1573.

By the 15th century, the Arsenale was already the world’s largest industrial complex, with more than 3,000 workers (the so-called “Arsenalotti”), and the capacity to produce six galleys a month during the 16th century. This was due to outstanding management capacity, and a modern organisation that covered all shipbuilding phases, from wood supply to modular construction.

Over the centuries, many laboratories and storehouses were built, including (with the advent of gunpowder) artillery storehouses. In addition, the Arsenale saw the roof raised on the covered docks, the digging and widening of the canal, and an increase in the distance between the two entrance towers, all caused by the introduction of square-sailed ships (c.1650).

After the French devastation of the Arsenale in 1797, rebuilding works were undertaken under Austrian rule, between 1814-30. This was followed in 1875- 78 by the creation of new earthworks and dry docks in the sandbank area, to the north of the Arsenale, immediately after the unification of Italy.

During this period some of the Italian Navy’s greatest ships were built, including the cruiser Amerigo Vespucci (1882), the battleships Francesco Morosini (1885) and Sicilia (1891), the scout Quarto and the Nautilus and Nereide.

From 1900, shipbuilding was transferred from the State Dockyard to private shipyards. The Arsenale gradually reduced its production, adapting to fleet maintenance tasks in peacetime, and to the manufacture of arms and special equipment.

Rather than improve building works or equipment, the Second World War and consequent German occupation, contributed to the destruction of materials and machinery.

Part of the Arsenale is still under the control of the military authorities today, and legally speaking, remains State Property. Today the State, the Italian Navy and the Municipality of Venice share ownership of the complex.

The Arsenale is today a large, but unknown, monumental complex of outstanding historical value, and although it constitutes approximately 6% of the total area of the city, it is not yet open to the public. It lies in a state of decay, but remains the subject of important debate within the community, since it could act as an ideal complex from which to re-launch development in the historic city, and could be an excellent site where new, sustainable, high-tech activities could be established. Venice needs to attract more businesses than tourists, and needs to reverse the population flight, making efforts to attract people with high-level professional skills to work in the city and thus restore its urban frame.

According to this strategic aim Thetis - a technological centre specialising in marine and coastal technologies - has been established. 126 The idea of Thetis was born in 1989, originating from a graduate thesis supervised by the Faculty of Architecture at the University of Venice, containing hypotheses for the re-use of the Arsenale. This thesis - supposing a new use of the complex as a site for a marine technology centre - was received by Tecnomare, an international marine engineering company, based in Venice, and was developed into a feasibility project.

The project was presented to the city of Venice in 1991, and was enthusiastically received by both the Municipality of Venice and the Veneto Region. EXTERIOR BEFORE RESTORATION Thus, the initiative gave birth to the Consorzio Thetis (Thetis Consortium), which was constituted in 1991 by a group of industrial companies and research institutes. It went into business developing technologies and supplying projects within the marine and coastal sector, whilst simultaneously undertaking the building development of the technology centre.

The project was thus submitted by the Veneto Region to the European Union in INTERIOR BEFORE RESTORATION 1992 and co-financed by the European Regional Development Fund, as one of 32 URBAN Pilot Projects. The EU financed 40% of the estimated cost of €10m. The Veneto Region and the Municipality of Venice contributed a further 25% of the cost. The remaining 35% was covered by the Thetis Society itself, the company set up to implement the project, and jointly owned by a group of industrial companies and local administrative bodies.

Whilst the process of obtaining the necessary authorisation and financial RESTORATION WORKS resources was relatively long (1991 to 1996), the realisation of the technological centre was complete in only 14 months: building work was started in January 1996, and the centre was inaugurated in March 1997.

Today, Thetis is a Technological Centre, operating as a systems integrator in the development of projects, services and innovative technological applications in two business areas: • Environmental and Civil Engineering (including systems analysis, specialist

studies, environmental monitoring systems and services, environmental RESTORATION WORKS informatics, the dissemination of technical and scientific information, facility management, restoration and rehabilitation of historic buildings, technologies for urban maintenance, structural integrity monitoring systems, and project management). • Intelligent Transport Systems (including GPS localisation and fleet management systems, services for public - and other - transport services, maritime and inland traffic navigation management systems and VTMIS: Vessel Traffic Management Information Services).

Thetis has shared capital of over €6m and its shareholders include major companies and international businesses, as well as three local agencies: • ACTV (Venice Municipality’s public transport company). • Venice Municipality. • Consorzio Venezia Nuova (operating body of the Ministry for Infrastructure and Transport - Water Authority. The Consorzio is entrusted with public works in Venice). • Venice Province. • A society owned by Veneto Region (Palomar Srl.). EXTERIOR AFTER RESTORATION • A private company (Veneto Innovazione SpA).

The company’s own know-how, combined with the know-how of its industrial partners, allow Thetis to be a competent supplier of studies and designs, products, technological innovation, testing services, operational services and technological training services. INTERIOR AFTER RESTORATION 127 Within their 4,500m2 site in the Arsenale, Thetis has state of the art offices, laboratories and equipment for the production and certification of systems. It also has equipment for environmental monitoring, remote measurement, transport management, remote robotics operation and submarine activities.

Thetis customers include port authorities, shipping companies, the National Research Council, Venetian public bodies, cultural trusts, the Ministries of Environment and Education, the Italian provinces, Veneto region and the LABORATORIES AT THETIS regional Highways Agency.

Thetis’s offices were developed through the functional recovery and high-tech equipment of 16th and 19th century buildings, one of which forms part of the covered docks where galleys were built. Thetis occupies four buildings within the Arsenale Novissimo, and 6,500m2 of open space. The central part consists of two buildings, linked by a wall of arches. One of these buildings has been equipped with a workshop and test area, with a test tank. The other is built over three levels, and the ground floor is equipped with laboratories.

A smaller, brick building has been rehabilitated, and is equipped for training activities. It has a conference theatre on a raised level, which from below resembles the hull of an ancient ship. The lecture room, library and technical MEETING ROOM offices are located on the ground floor.

The fourth building, which faces the basin of the old Arsenale, is currently used as storehouse, ready for future development.

The functional and productive recovery of this historical, monumental and highly significant area was a great task, especially as the aim was to build a technological structure equipped with complex laboratories, systems and equipment.

The Venetian architects Iginio Cappai and Pietro Mainardis harmoniously integrated these old structures with their new functions, creating an interplay between their innovative design and the historical framework. So, these new structures were built inside the historic ones, but preserved their autonomous character.

The new structures combined distinctive materials and solutions, and used bright and contrasting colours to produce a lively and innovative atmosphere. The intervention respected the concept of reversibility, which is an accepted criterion within the recovery of such important, historic buildings. These new structures therefore could, if desired, be dismantled, without altering the original state of the ancient buildings.

The realisation of the Thetis Technological Centre within the site of the Arsenale is a successful example of the functional recovery of an ancient industrial area. Although Thetis occupies only a small part of the complex of the Arsenale, the experience shows how the area could be reused for an activity related to its original task: technological production related to the sea.

Moreover, Thetis constitutes the first stage of a wider requalification project, which is important for future urban planning. The key factors for the success of the initiative were: • The company’s determination, which stimulated the interest and commitment of private companies and public bodies. • The enthusiastic support of local government bodies. • The financial support of the European Union.

The Agreed Plan for the recovery of the northern part of the Arsenale - a complex of feasibility studies, projects, and interventions for the re-use of 128 ancient buildings and the realisation of new structures - was signed in September 2003 by the State Property Board, the Municipality of Venice and the National Research Council. It foresees the realisation of a programme for: • The planning of interventions. • Feasibility studies. • The realisation of activities.

Thetis is responsible for carrying out these activities.

Martino Ferrari Bravo, Consultant, Marco Polo System g.e.i.e. Mauro Scroccaro, Consultant, Marco Polo System g.e.i.e.

129 Charente-Maritime: Diversity of visitor attractions at Brouage.

Current condition Very good condition. Current use Activities related to heritage. Permanent exhibitions in the food store and house of Samuel Champlain, temporary exhibitions in the coopers’ store and powder store. The European Centre of Military architecture has its seat at Brouage, and there are open air festivals, as well as educational activities for children, and guided tours. Statistics c.350 000 visitors each year. Date of Construction The city of Brouage appeared in 1555, and the construction of fortifications began in 1569. From 1627, the fortification of Brouage as we know it today took shape. Buildings were erected within the citadel from 1628-1642. Purpose of Construction Originally a centre of salt trade. The city was fortified to protect the wealth and for strategic interest: to protect the coast. Construction Materials Stones. Bricks for the parapet. Scale of land and 2.5km of ramparts, within 16 hectares: eight listed buildings buildings and 20 blocks of buildings. Number of staff / 20 full time employees, and five seasonal workers. volunteers Between five and 15 volunteers during the excavation period. Location, and nearest The citadel of Brouage is 2.5km from Hiers population centre Brouage, 20km from Rochefort, and 50km from La Rochelle. Major works undertaken General restoration: more than half of the ramparts have been restored, and all historic buildings. Protection in place All the buildings are listed and the ramparts are classified. Unique features A unique citadel from the early 17th century and one of the first dockyards in France. Accessibility Either by a main departmental road, or a marshland track. Proximity to similar sites 20km from the arsenal at Rochefort and 20km from the fortress of Oléron, on the island of Oléron. Impulse for the Conscious of the heritage interest of the site, the conversion Department, through the Syndicat Mixte, has developed a general policy of restoration and re-use of the citadel. Structure of the The Syndicat Mixte of Brouage is a public structure, managing body composed of members of the General Council and the commune of Hiers-Brouage. Organisations consulted The General Council, the Ministry of Culture, the Ministry of Tourism and the Department of the Environment. 130 Rules / Regulations The classified and listed monuments are protected imposed to the standards of the Zone de Protection du Patrimoine Architectural et Urbain (ZPPAU) - Protected Zone of Architectural and Urban Heritage. Source of funding for National and Regional government, General conversion works. Council and European funds. Conditions attached Some funds are ring-fenced for investment, i.e. to funding restoration and equipment, whilst some funds are limited to maintenance. Website www.charente-maritime.org

Current sources ERDF Objective 5B, the General Council, Ministry of of income Culture, Regional Government, entrance fees and rental fees. Sources of funds The General Council and Syndicat Mixte. for maintenance The open air shows are 100 % financed by the General Council. Tourism activities are financed by the General Council and the Syndicat Mixte and on an ad hoc basis by the Region. The exhibitions have been funded by ERDF Objective 5B. Sources of funds The General Council and Syndicat Mixte fund for staffing temporary employees. Key to sustainability The income generated by the activities proposed by the Syndicat Mixte is not enough for the site to survive. The strategy of the Department is to use the site as a tool for communication. So, many activities, and the shows in the open air are free and sustained by the administrative structure. Overall management The Syndicat Mixte will continue to develop a strategy strategy of preservation through re-use and appropriate activities, and use the site as a media for the discovery of heritage and culture. Current funded ERDF 5B: restoration. State: buildings, and initiatives Canadian Federal State for the development of the house of Samuel Champlain. Aspirations To ensure Brouage’s place as one of the best examples of a preserved fortified city, by; • furthering the development of cultural and economic activities. • reinforcing the European Centre of Military Architecture (C.E.A.M.) as a tool for international co-operation.

Long ago considered the most beautiful haven in France, Brouage citadel represents the most complete military architecture before Vauban, and constitutes one of the most prestigious sites of the Department of Charente Maritime.

At the end of the 16th century, Brouage appeared as a commercial centre. For many years, ships came from all over Europe to load what was called “white gold”: salt.

AERIAL VIEW OF THE CITADEL C.E.A.M. At the end of the 17th century, Brouage became the most important fortified town in France, thanks to Cardinal Richelieu. Through the chronology of its walls, the citadel of Brouage represents unique European fortified heritage. 131 The Brouage fortified walls have been classed as historical monuments since 1886. The sites and buildings inside the ramparts were listed as protected sites in 1953.

In the 1980s, the Ministry of the Environment proposed a programme for the re-use of 26 national sites with one target: “safeguarding national heritage”.

More than 350,000 visitors come to Brouage each year. This is proof that the safeguarding and valorisation of the site were necessary.

The commune of Hiers-Brouage was not able to restore this exceptional heritage alone. Therefore, the General Council of Charente-Maritime joined them in a kind of partnership (a Syndicat Mixte) to restore and promote the site. The commune of Saint-Sornin is also represented.

Statutes for the Syndicat Mixte were adopted in 1989, with the main purpose of restoring the site and developing activity. The main vision of the Syndicat is to generate global politics with the capacity to favour harmonious local development. The land and buildings it is responsible for are: • The remains of Brouage dating from the 16th century. • The entire fortifications dating from 1630 (i.e. the walls of the citadel). • The specific buildings within the fortified town: the food stores, the coopers’ shop, the powder stores etc. • The city and marshes in the vicinity.

The Syndicat Mixte has a board of management led by a President (the President of the Department of Charente-Maritime.) It includes two elected members and two representatives of the commune. The board of management is tasked with the general programs of activity and investment, the budget, the distribution of responsibilities between members, and staff recruitment.

RESTORATION OF THE RAMPARTS. C.E.A.M. The Syndicat Mixte is a public structure with its own budget. It receives important financial support from the European Union, from national and regional government, the Department, and other public and private partners. This budget is supported by income from the rent of the workshops, houses and meeting rooms, donations and legacies.

At its inception, the work of the Syndicat Mixte was focussed mainly on the restoration of the walls of the citadel and the broader site. Increasingly however, actions for the protection and restoration of the ramparts have facilitated the development of tourism activities. Today, more than half of the ramparts have been restored. The village of Brouage has been restored too: the restoration of the public park and public areas has been supported by the re- installation of lights, and the uprading of pavements. Additionally, the Syndicat Mixte can offer the villagers financial help to maintain a good architectural RESTORATION OF THE MAIN STREET C.E.A.M. quality for their houses.

Permanent exhibitions in the food store On the second floor of the food store, the European Centre of Military Architecture (C.E.A.M.) develops exhibitions for presentation on the ground floor. These exhibitions are developed for an interpretation centre, rather than a museum. 32,000 people have visited the current exhibition on the theme of arsenals. Every two years, a new exhibition is set up by the Syndicat, always concerning heritage. These exhibitions are a way to help children visiting the educational service to understand the past.

Exhibitions in the coopers’ shop Related to heritage protection, and to help preserve the quality of trade, the Syndicat develops exhibitions throughout the year, based on manual trade. These exhibitions are very high quality. Four exhibitions from March to October are organised in the coopers’ shop. These exhibitions, showcasing the work of craftsmen, have three objectives: 132 • To arouse interest and enthusiasm for new expressions of art. • To present new artists. • To permanently renew communication about Brouage.

In total, in 2004, 46,450 visitors visited these exhibitions. There are additional exhibitions in the powder stores. EXHIBITION IN THE COOPERS’ SHOP C.E.A.M. The display of art work In 1989, the government awarded the citadel the national label of “great site”. The target is to develop a cultural and economic project. The Syndicat has led different actions associated with this national designation, in particular related to business and craftsmen’s trades, ranging from manual work, painting and woodcarving to artistic expressions.

ART OBJECTS ON DISPLAY C.E.A.M. In the 90s, the Syndicat decided to create an artisanal village, and to develop the craftsman’s trade in the fortress. In this way, the Syndicat aimed to ensure the economic development for the commune of Hiers Brouage, and to preserve the quality of this trade for as long as possible.

The development of this project resulted in financial support from the European Union (to organise and create the artisans’ village and shop), from national and regional governments and from the Department.

To pursue this objective, the Syndicat decided to install workshops and shops. These shops allow essentially young artists to settle, and thereby stimulate the local economy. The Syndicat chose to buy a site and construct a building divided into flats and three shops. Craftsmen are selected according to social criteria (with a preference for younger people). The initiative aims to: • Use activity to respect the exceptional character of the site. • Allow young artisans to settle and incite them to stay indefinitely. • Develop permanent complementary economical activity. • Create an artisanal area of departmental interest.

The Syndicat supports these initiatives in five main ways: • By organising meetings, conferences and annual shows on themes related to the site. • By proposing different ways to discover Brouage: for example, opening the craftsmen’s workshops to the public, in the form of a journey of discovery. • By favouring exchanges, and organising symposiums, educational days and study trips. Also, an exchange with craftsmen from Quebec is supported. For three years, the Syndicat (in co-ordination with a public organisation in Quebec) has allowed artisans from Quebec to exhibit their works of art. • By assuring the continuation of trade, thanks to good quality exhibitions. These exhibitions lead by example. • By ensuring the promotion of the craftsmen’s trade by way of a charter. This charter federates the local craftsmen, and continues the development of the policy installed by the Syndicat. It is a way of showing appreciation for the quality and professionalism of the artists. The members must showcase an undeniable ability, a high technological level, and proven creativity. Their activities must be essentially manual, in the domain of artistic creation and/or heritage restoration. All the members have to offer their work for sale.

The Educational Department The Syndicat Mixte aims to offer visitors entertaining activities, based on historical knowledge about the wealth of Brouage, presented in an original way. The visitor should be active, interested and curious for a better understanding of history. The education department organises activities for groups of children. Located in the food store, entirely renovated in 1990, a team of nine manage the educational activities; five of them dedicated to school groups. They have many mediums to illustrate their themes: documents, games, signs engraved on the ramparts, information panels around the site etc. More than 6,000 children have visited the department. 133 Each year, more and more tourists visit Brouage. Thanks to all these activities, people arrive not only during the summer, but also between March and June, and September and October. This has allowed new projects, with new artists, and increased economic development in the citadel.

A new exhibition is open to the public in the House of Samuel Champlain; this house was built by a partnership between the Department of Charente- Maritime and the Canadian government. The building boasts a virtual exhibition, inaugurated in November 2004, and rooms with computers for research workers and the public. The themes so far developed discuss the relationships between Brouage and Canada, and also between all countries which traded in the 17th century - the Atlantic coast, from north to south, the West Indies, and the American continent.

Laetitia Fayemendy, ASCEND Local Project Manager, Conseil Général de la Charente Maritime. Nathalie Fiquet, Curator of Brouage.

134 Charente-Maritime: The creation of the Syndicat Mixte at Brouage.

Current condition Food Store, Coopers’ Shop and Powder Store: all in very good condition. Current use Food Store: Exhibitions, tourist and educational activities, document centre. Coopers’ Shop and Powder Store: Exhibition centres. Statistics Food Store: Exhibition visitors: c. 36,000 per year. Visitors to the educational department: 6,500 children per year. Coopers’ Shop and Powder Store: 33,600 visitors a year. Date of Construction Food Store:1631. Coopers’ Shop: late 17th century. Powder Store: 1689. Purpose of Construction Food Store: The food store was originally a granary. In 1816, it became one of the biggest powder stores. Coopers’ Shop: Originally a food store, later a coopers’ shop for the artillery. Powder Store: Powder store until 1885. Construction Materials Food Store: Bricks and stones. Coopers’ Shop: Quarry stone and recovered tombstones. Powder Store: Stone. Scale of land Food Store: 800m2. and buildings Coopers’ Shop: 155m2. Powder Store: 85m2. Number of staff / 20 full time employees, and five seasonal workers. volunteers Between five and 15 volunteers during the excavation period. Major works Food Store: General restoration between 1989 and undertaken 1994, entrusted to the Syndicat Mixte. In order to create an attractive facility for the valorisation of the site, the first floor, destroyed in 1931, had to be rebuilt. Thanks to plans in departmental records, the Syndicat could recreate details as intricate as the gable decoration. Coopers’ Shop: General restoration completed in 2002. Powder Store: General restoration throughout 1998. Protection in place All the buildings are listed and the ramparts are classified (a higher level of statutory protection). Organisations consulted The Ministries of Culture, Tourism and the Environment, the Syndicat Mixte, and the General Council of Charente-Maritime. Rules / Regulations The classified and listed monuments are protected imposed to the standards of the Zone de Protection du Patrimoine Architectural et Urbain (ZPPAU) - Protected Zone of Architectural and Urban Heritage. Rules related to conservation areas also apply. Source of funding for National and Regional government, General conversion works. Council and European funds. Conditions attached Some money is designated for investment to funding (restoration and equipment): other funds are specifically for staffing.

135 Current sources ERDF Objective 5B, Department, Ministry of of income Culture, Regional government, entrance fees and rental income. Sources of funds Department and Syndicat Mixte. for maintenance Sources of funds Department, and Syndicat Mixte for temporary for staffing employees. Key to sustainability The income generated by the activities proposed by the Syndicat Mixte are not enough for the site to survive. The strategy of the Department is to use the site as a tool for communication. So, many activities are free and sustained by this administrative structure. Overall management The Syndicat Mixte will continue to develop a strategy strategy of preservation through re-use and appropriate activities, and use the site as a media for the discovery of heritage and culture. Current funded ERDF Objective 5B: restoration. State: buildings, initiatives and Canadian Federal State for the development of the house of Samuel Champlain. Aspirations To ensure Brouage’s place as one of the best examples of a preserved fortified city, by; • furthering the development of cultural and economic activities. • reinforcing the European Centre of Military Architecture (CEAM) as a tool for international co-operation.

The Charente-Maritime coast was originally protected by a number of fortifications. In a significant conservation effort, the department has endeavoured for a number of years to restore and utilise various military and historical buildings. Tourism development policy has brought to light several examples of renowned architecture heritage enhancement projects, such as the Brouage citadel.

In order to preserve the site, the General Council of the Department of Charente-Maritime, has joined with the commune of Hiers Brouage, in a sort of a public partnership, the Syndicat Mixte of Brouage, to restore and promote the site. The structure of the Syndicat:

136 The project of the Syndicat Mixte is to restore and promote Brouage. At the beginning, the main question was: how to bring an old citadel back to life? Three preliminary studies were undertaken: • To define and create a project. • To assemble as many interested and relevant people as possible. • To generate funds.

The General Council of the Department and the Syndicat Mixte of Brouage took the initiative of building a project to restore the site. Work began in 1989, with the intervention of the Regional Department of Culture. At the same time, the citadel received a national designation to develop a cultural programme and economic project.

Bodies who had to be consulted / taken into account when developing plans included: • The Syndicat Mixte. • The Department. • The Ministries for Culture, Tourism and the Environment.

Rules which had to be respected included: • Those related to classified and listed monuments, as enshrined in the ZPPAU - Protection Zone for Architectural and Urban Heritage. • Those related to conservation areas.

The financial audit was a very important stage for the success of the project. The Syndicat Mixte identified the General Council of the Department as the main financial and political partner. There were two other sources: • The Regional Department of Culture, which helped fund the restoration of the ramparts. • European funds (ERDF).

The project of the Syndicat Mixte has two main thrusts: • Identify spaces which can be reused as exhibition centres. To identify from a tourist and economic point of view which places and buildings most facilitate re-use. The aim was also to focus on buildings which have a rich heritage and meaning. • Identify themes for the exhibitions: 1) themes that are linked to the site, such as architectural and historical themes. 2) themes external to the site: with the aim of accentuating the contrast between the spirit of the place (the architectural and historical context) and a contemporary theme (for example new events in the summer). EXHIBITION IN THE COOPERS’ SHOP - C.E.A.M.

The aim of reusing buildings and spaces as exhibition centres was fourfold: • As a way to discover the site (exhibitions, summer events, permanent cultural resources...). • As a way to explain what were, and what are, the main functions of the place (trade, craftsmanship, economic activities....). • As a way to communicate about the site (exhibitions promote the citadel, and communicate the story of the site). THE FOOD STORE. INTERIOR VIEW C.E.A.M.-JMCA • As a way to explain why the site is unrivalled (context, locality, heritage....).

A priority is that exhibitions are developed to pass on the spirit of the place. The aim is to recreate a context, an environment, and a bygone atmosphere. That is why the themes of the exhibitions are always related to heritage, and also why exhibitions endeavour to recount the citadel’s past. Visiting the citadel THE FOOD STORE. EXTERIOR VIEW C.E.A.M.-JMCA of Brouage is like going back to the 17th century.

The Syndicat decided to re-use the food store as a historical exhibition centre. After a rich and very interesting architectural programme to restore and rebuild the store, and recreate its 17th century identity, the Syndicat Mixte developed a project for permanent exhibitions on the ground floor, related to heritage and historical events, and in particular military themes. EXHIBITION IN THE FOOD STORE 137 After the restoration of the ground floor, the aim was to respect the entirety of the building. That’s why all the electronic equipment is concealed: • Cables are concealed in the vault. • Detachable cables are used for the lights. • Everything is detachable and can be dismantled. • Small electric boxes are located in a cupboard on the first floor. • The same is true of the electronic surveillance and alarms.

This concept allows you to change the place as you wish, whilst always maintaining and respecting its spirit.

Exhibitions are intended for all audiences but particularly for an experienced public interested in the theme. The food store is open throughout the year.

The first floor was totally rebuilt. That is why the Syndicat has tolerated some new equipment, such as computers, office space and meeting rooms. The first AUDITORIUM floor is soundproofed, and there are no problems with damp.

Positive results are twofold: • Customer satisfaction. 32,000 people visited in 2004. • The respect of the atmosphere of yesteryear.

There are no negative results, only one primary constraint: in order to respect the building, the Syndicat couldn’t add a dampness control system for the room. So the Syndicat has to ensure that the exhibitions do not utilise too many electronic systems, as this is not compatible with damp.

The powder store is the property of an association from Canada. After the restoration of this building (led by the association, and thanks to Departmental, Regional and European funds) the association asked the Syndicat to help them develop ideas for re-use.

The powder store was bought with funds from Quebec, and hence all the exhibitions developed there by the Syndicat are based on relations between Quebec and Brouage. Through these exhibitions, the Syndicat works in a sort of THE POWDER STORE C.E.A.M.-JMCA partnership with Canada.

The powder store is used as a multipurpose room. The method of restoration was not based on the system of restoration of the food store, as the spirit of the room was not really respected. For example, you can see the heating system in the room, and the lighting has not really been modified.

The powder store is open from March until October, and themes are based on relations between Brouage and Canada. Exhibitions are suitable for all EXHBITION IN THE POWDER STORE C.E.A.M. audiences, including an experienced public.

Again, customer satisfaction is a positive result, and the Syndicat is pleased with the configuration of the space and development of a multipurpose room.

This building is constrained by being the property of an association. The Syndicat develops all the exhibitions in partnership, but they are always focussed on relations with Canada. It’s sometime difficult therefore to devise new exhibitions.

The Syndicat decided to re-use the coopers’ shop for art exhibitions. Like the food store, restoration is based on a concealed system. The aim is the same: to respect the entirety of the building. Based on the experience of the food store, the Syndicat decided to add a ventilation system. The electronic equipment is concealed in a small box, and the lights are held up by tight cables. All the exhibition pieces are attached to a false dividing wall and not directly to the THE COOPERS’ SHOP. C.E.A.M. main wall, in order to protect and preserve the historic elements. 138 The Syndicat presents different temporary art exhibitions in the coopers’ shop (4-5 per year), which attract 46,450 visitors. The aim is again to pass on the spirit of the place. That’s why, at the beginning, the Syndicat proposed craftsmanship exhibitions, and now art exhibitions.

They want to communicate that Brouage was a place with new craftsmanship, and very special handwork. They were artists and artisans. So now, with this kind of exhibition, the Syndicat wants to (re-)create a bygone atmosphere, a true spirit of yesteryear. THE FORGE PRISON. C.E.A.M.

The main constraints are the difficulties in finding new propositions - a lot of time is needed to choose and meet artists, and determine together a good project.

Additional tourist exhibitions are open in July and August. The Syndicat decided THE CORPS DE GARDE. C.E.A.M. to re-use mainly the powder store, but also the forge and the corps de garde. Tourist exhibitions here are presented for all audiences, with very good results. The aim here is to promote tourist visits to other cultural and heritage sites all around Brouage, and in the Department.

The approach of the Syndicat is more pedagogic. Exhibitions are laced with plans, photos, and historical explanations. EXHIBITION IN CORPS DE GARDE. C.E.A.M.

Laetitia Fayemendy, ASCEND Local Project Manager, Conseil Général de la Charente Maritime. Nathalie Fiquet, Curator of Brouage.

139 Charente-Maritime: Theatre and art performances at Brouage.

In winter, the citadel of Brouage registers 130 inhabitants. Few trades are open, but the Syndicat Mixte has decided to maintain some activities during this period, such as educational activities for schools, and certain exhibitions. The craftsmen also continue their activities. VIEW OF THE CITADEL-C.E.A.M. In summer, there are c.350,000 visitors. All trades are open, as well as restaurants. Craftsmanship and cultural activities reawaken the citadel.

For 3-4 years, up until last year, the Syndicat Mixte organised what had become known as “Brouage Thursdays”. Every Thursday in July and August, theatrical and musical performances and festivals were offered to the public.

This was a very big operation, supported by €40,000 from the Syndicat Mixte budget and attracting c.350 visitors per night.

Now, however, the Syndicat has decided to transfer this budget to other activities. In fact, its entire budget is used for opening exhibitions, for security, for seasonal workers, and to restore and open up places which were previously closed to the public.

An operation called “sites en scène” now takes the place of “Brouage Thursdays”. This translates as “shows (festivals) across different sites”. For ten years now, the General Council of Charente-Maritime, together with the SITES EN SCENE - CG17 communes of the Department, has presented spectacles (for one month each year) about the Department’s heritage. These have ranged from medieval festivals, to firework displays above Fort Boyard; from festivals in the antic amphitheatre, to musical and theatrical performances. The Brouage citadel is a key ingredient. Every year, the Syndicat Mixte suggests a new programme with new artists and events. More than 400,000 people take part in the Department’s activities, including 9,500 in Brouage over five nights. SITES EN SCENE - CG17 This project is based on the development of cultural projects. The idea is to show the Department to its best advantage, and to showcase an original way to discover the heritage and historical sites of the region. The festivals are very popular, and free of charge. This facilitates more widespread access to the world of art.

At the project’s inception, the idea was to develop a policy of cultural development. Three key guidelines were developed by the Department for all festivals: • All activities were to take place in rural areas. The aim was to showcase festivals in places in the countryside particularly rich in history. • Activities were to be strongly linked to heritage. • Activities should take place in the summer season (from the second fortnight of July to the end of August).

At the beginning of the project, only two sites were selected: Brouage and Fort Boyard. The event has expanded so that nowadays, 12 open air sites host shows during the summer, with more than 40 performances.

Each site has a specific budget: as a departmental programme, the budget reflects this. Yet the shows are not all totally funded by the department. For example, festivals in Brouage are 100% funded by the Department, whilst some other sites receive only 50% from the Department. Some sites receive only a small contribution from the Department. There are also sites which receive only the label “sites en scène” without a financial contribution.

For the event at Brouage in 2005, the total budget amounted to €230,000, divided into €180,000 for organisational expenditure (artists’ fees, infrastructure 140 and material costs, accommodation and travel etc) and €50,000 for logistics (security, sanitation, car parking provision etc).

This is clearly a very big budget, with a correspondingly strong programme. The spectators appreciate their experience of these festivals, and come back year after year.

The marketing for the events is lead by the Department. The budget in 2005 was €1m for publicity and subsidies to the 12 sites.

The process of choosing the event for Brouage is lengthy, representing the commitment to ensuring a high quality event. Indeed, the cultural staff start work for the next festival even before the latest one is over.

The first step is to make contact with artists and try to develop the theme which will be selected. Staff need to decide quite early on how the theme will be best interpreted and adapted for the audiences. Specifications are sent to potential candidates, and three or four of them are selected.

A commission made up of elected members then analyses the plans suggested by the artists (objectives, budget and approach). The definitive choice is made by these elected members. Six months before the event, the artist and Department meet to develop and prepare the festival. ACTIVITIES DURING SITES EN SCENE

The cultural staff at Brouage have decided not to suggest historical reconstruction, but contemporary programmes. The aim is to integrate the contemporary shows into the site, and to develop a real osmosis between the event and the place.

The organisation of the festival requires hard work and specific technical conditions. With around 10,000 spectators visiting Brouage during the festival ACTIVITIES DURING SITES EN SCENE (typically over three days), the event management must be really well organised: for example, before the event, the Department has to produce a security dossier containing: • The setting-up procedure for the event. • Areas where the public are prohibited. • Security instructions. • Members of the technical team. • Contacts for contractors and relevant agencies. • Comprehensive traffic plan.

For security reasons, the Department must also organise public access. In the early years of the festival, the event was free, and access to the site was unrestricted. One year however, the citadel of Brouage received more than 20,000 spectators in a single night! It is naturally very difficult for health and safety, and security reasons to have so many people in this small place. So now, there is a strategy for public management. The Department still offers free festivals, but the public require tickets in order to attend. These are easy to obtain, from tourist information centres or the offices of the Syndicat Mixte and General Council.

One of the objectives of the General Council is to increase the value of its remarkable sites, with the aim of developing an original and attractive cultural and tourism network.

The protection and restoration of the heritage are looked after by the cultural affairs committee, and the committee responsible for nature and heritage. This results in strong integrated policy. The recognition by so many organisations and stakeholders of the value of this vision and policy has been crucial to the overall success of Brouage.

Laetitia Fayemendy, ASCEND Local Project Manager, Conseil Général de la Charente Maritime. Nathalie Fiquet, Curator of Brouage. 141 Charente-Maritime: Artisans’ workshops and educational activities at Brouage.

Current condition All very good. Current use Craft industry: a new building dedicated to the arts. Educational Department: on the first floor of the food store. University area: a new building dedicated to relations with universities. Statistics 6,500 children visited the educational department in 2005. The University area hosted three separate stays of 40 students in 2005. Date of Construction The craft industry and university area were built in 2000 and 2004 respectively. The food store was constructed in 1631 and restored in 1994. The Educational Department has existed since 1990. Purpose of Construction The craft industry and university facilities were purpose-built. The food store was originally a granary. Construction Materials Craft industry: breeze blocks with plaster and dressed stone. Educational Department: brick and stone. University area: breeze blocks and dressed stone. Scale of land Craft industry: 150 m2. and buildings Educational Department: c.150m2. University area: 60m2 plus an 80m2 computer room. Number of staff / Craft industry: 11 staff members. volunteers Educational Department: Six staff members. The University area: Three to four staff members. Major works undertaken General restoration within the food store, and total construction of the craft industry and university areas. Protection in place The food store is a listed building. Organisations consulted Craft industry: The Chambre des Métiers; The Société d’encouragement des Métiers d’Art”; The “Pôle Régional des Métiers d’Art”. Educational Department: Those required by the building’s listed status. University area: The Universities of La Rochelle and Poitiers. Rules / Regulations Craft industry: The building was developed by imposed agreement with the Ministry of Culture. Education Department: Rules relating to classified and listed monuments, and conservation areas. University area: Rules related to conservation areas. Source of funding for Craft industry: E.U. Leader + funds, the conversion works Department and the Syndicat Mixte. Education Department: State, Region, General Council and E.U. funds (ERDF). University area: General Council and the government of Canada. Conditions attached Some money is designated for investment to funding (restoration and equipment): other funds are specifically for staffing. 142 Current sources ERDF Objective 5B, Department, Ministry of of income Culture, regional government, entrance fees, and rental income. Sources of funds Department and Syndicat Mixte. for maintenance Sources of funds Department, and Syndicat Mixte for temporary for staffing employees. Key to sustainability The income generated by the activities proposed by the Syndicat Mixte is not enough for the site to survive. The strategy of the Department is to use the site as a tool for communication. So, many activities are free and sustained by the administrative structure. Overall management The Syndicat Mixte will continue to develop a strategy strategy of preservation through re-use, and use Brouage as a media for the discovery of heritage and culture. Current funded ERDF Objective 5B: restoration. State: buildings. initiatives Canadian Federal State: the development of the house of Samuel Champlain. Aspirations To ensure Brouage’s place as one of the best examples of a preserved fortified city, by; • furthering the development of cultural and economic activities. • reinforcing the European Centre of Military Architecture (C.E.A.M.) as a tool for international co-operation.

The various activities and events at Brouage are united by the spirit of the past, and by craft and culture.

The Syndicat Mixte develops these activities, and promotes the site as one of the most beautiful and attractive places in the department of Charente- Maritime.

Located in a marshland zone, fortified in 1578 and abandoned since the departure of the army in 1885, the citadel of Brouage is today the centre of new economic educational and cultural activities. The aim of the Syndicat Mixte is to develop at the same time educational activities for young people and students, and cultural and economic activities based on craftwork.

Since 1990, the Syndicat Mixte has been in charge of the development of craft industries. Craft industries are perceived as a good way to: • Confirm Brouage as an exceptional place. The aim is to incite artisans to work as they did in the past, and to stimulate the local economy. • Develop permanent and complementary economical activity. • Preserve the quality of trade for as long as possible.

At the beginning, there was no structure for developing such activities. So the Syndicat decided in 1999 to buy a building from an inhabitant, using the “law of pre-emption” (which gives the Department the priority to buy a property above all other buyers).

The installation of a display area for art had twofold benefit: • The economic development of the site, thanks to the creation of two workshops, one especially for an artists’ association. • The link to art exhibitions in the Coopers’ Shop. Exhibitions are a good vehicle for informing the public about the workshops and the site. HOUSE BEFORE RESTORATION - C.E.A.M. 143 Various actors were involved in the conversion of the building, under the overall management of the Syndicat Mixte. Those consulted were: • The “Chambre des Métiers”, which helps with the creation of new industries. • The “Société d’encouragement des métiers d’art”: an organisation to AFTER RESTORATION promote craft industries. • The “Pôle Régional des Métiers d’Art”. A regional centre of excellence for craft. • The “architecte des bâtiments de France” (a department of the Ministry of Culture).

To develop such a project, various funds were requested: • Leader + (once the project was established). This facilitated the development of events called “village des métiers d’art”. • The General Council of the Department of Charente Maritime. • The Syndicat Mixte.

The construction of the building cost about €700,000. Today, the Syndicat receives rental income from the workshops, flats and lodgings totalling around €25,000 per year. The return on the investment will therefore take about 30 years: the redevelopment emphasis was clearly on communication, and the ADVERTISING BROCHURE - C.E.A.M. image of the area, rather than financial investment.

The Syndicat Mixte has developed key objectives: • To participate in the economic development of the community of Brouage. • To ensure the long-term quality of the craftsmen’s trade. • To establish a quality brand. ARTWORK ON DISPLAY - C.E.A.M. • To create a departmental arts and crafts area.

To facilitate these objective, the Syndicat actively: • Organises meetings, and participates in different shows, exhibitions and conferences. • Promotes exchanges. • Works to ensure the continuation of trade. • Ensures artisans respect a charter. ART EXHIBITION - C.E.A.M. Since the renovation of the food store, the Syndicat has decided to develop activities based on the transmission of knowledge by the educational system.

The Syndicat suggests entertaining activities for children. These activities are based on established historical knowledge, and present an original way to discover the historical wealth of Brouage. CRAFT ACTIVITIES The ambition of the Syndicat is to make children inquisitive, interested and curious for a better understanding of history.

The Educational Department was originally established on the first floor of the food store in 1990. Five members of staff managed the activities and group visits. In 1994, specific activities were created for schoolchildren under the management of the Syndicat Mixte. 862 children were welcomed that year. 2000 saw the intervention of the Department for Education, who suggested ACTIVITIES IN THE EDUCATIONAL DEPT - C.E.A.M. new educational activities. The Syndicat began to develop activities with a new vision.

In 2004, the site welcomed a record number of 6,000 children. In 2005, this rose again to 6,500. The themes and activities offered by the Education Department are always related to the heritage of the site and include: • Architectural heritage. The ramparts are full of historical information from the 16th to 19th centuries. 144 • Military heritage. Military buildings help retrace the defensive system. • Urban heritage. The whole village bears traces of a 17th century town. • Model making. The Syndicat trains people to create models called “plan-rélief”, using 17th century techniques. This is a good pedagogic tool for children. • Natural heritage. Brouage is located in the golf of Saintonge. The harbour of Brouage is today marshland, a fragile environment, but also an exceptional site by virtue of the flora and fauna which shelter there. The citadel of Brouage is a gateway to the natural environment.

This natural environment is a good way to learn about the marshland - its origins, history and evolution: the development of the port and the salt-making industry: the flora and fauna, etc. The Syndicat Mixte has developed each of these themes using a variety of media, according to the interests and ages of the children. For example, the theme of military architecture is illustrated by models of the ramparts, jigsaws of the citadel, and maps. The theme of natural heritage is illustrated by models, discovery routes, and visits to the oyster farms.

The Syndicat Mixte is pleased to receive more and more children each year, from primary and secondary schools, and some higher education students. Children inform and influence their parents. Indeed, many families come and visit Brouage because their children visited the educational establishment. This in turn has a positive impact on the local economy.

To continue the development of the education department, the Syndicat is trying to remedy three problems: • The remoteness of the site. • The costs of transportation. • The teachers’ liability.

In the future, the Syndicat will further the development of activities for teenagers.

The University Presence. In 2004, the Syndicat Mixte decided to build a new asset - the House of Champlain - a purpose built house with space for exhibitions and research, and activities for students related to French and foreign universities. The House was built by a French-Canadian partnership, with each partner contributing €1m. HOUSE OF SAMUEL CHAMPLAIN - C.E.A.M.

The introduction of this facility had to be carefully considered, with regard to the layout of the site, its overall location, and its constraints. Three options were identified: • The site could have been located in a university town. There would be no difficulties in developing the theme of research, securing accommodation or involving students in the development of the campus. • The site could have been located away from a university. A number of students would still attend, because of the site’s unique status, and their interest in the themes on offer. • There is no university presence, and the site is used as a simple study subject.

The site of Brouage was identified as a study subject. The House of Samuel ATTRACTION IN THE HOUSE OF Champlain is used as a tool to develop relationships with Canadian students. SAMUEL CHAMPLAIN - C.E.A.M.

Given that Brouage is geographically remote, it would be impossible to install a full university program. The House of Samuel Champlain consists of an exhibition room, a meeting room and classroom. It can also offer advice and guidance for seminary plans. The domain of research is directly related to heritage, and in particular the historical and geographical context of the site. The program is based on the exchange of practices and people (students, scientists and professors). 145 The Syndicat suggests: • The relocation of degree courses to the House. • Workshops and seminars on different themes. • The creation of a masters degree course in tourism development.

In conjunction with the research arm of the University of La Rochelle, and under the theme of “heritage, new technologies and international tourism” the ROOM FOR INTERNATIONAL EXCHANGES - C.E.A.M. Syndicat has proposed the development of: • An annual scientific event - developed in relation with the European continent/ American continent and the Atlantic coast. • Educational seminars about tourism and heritage. The House of Samuel Champlain has all the necessary equipment (audio-visual and I.T.). • Scientific experiments, and international symposia focussing on the heritage site.

Each activity has an international dimension based on an active exchange network between countries with real experience of significant heritage. This AN OUTDOOR SEMINAR - C.E.A.M. project will begin with Canada because of the special links between Canada and Brouage, but in time, other countries will be invited to take part in the project. New countries will have to prove that they have real experience of heritage for international customers.

The Syndicat Mixte aims to sign a contract with universities, whereby research workers could be accommodated within Brouage, in Syndicat-owned flats.

In 2005, three seminars were held with a total of c.120 students.

Laetitia Fayemendy, ASCEND Local Project Manager, Conseil Général de la Charente Maritime. Nathalie Fiquet, Curator of Brouage.

146 Karlskrona: the development of Telecom City.

Current condition Generally very good. Current use University campus and business accommodation for the telecommunications industry. Statistics Just under 40 businesses are established in the Gräsvik area. The university campus has more than 2,600 local students, and 6,000 students overall. There is a business incubator, and 120 student flats. Date of construction Late 19th century onwards. Purpose of construction Originally a storage place for sewage, the barracks were built in the early 1900s to house a Grenadier regiment. Construction materials Various. Scale of land About 20 buildings on an area of more than and buildings 40 acres. Number of staff / The University employs 450 full time staff. volunteers Location, and nearest Situated on Karlskrona’s coast, approximately 2km population centre from the city centre. Major works Careful maintenance of the older remaining undertaken buildings. A new library has been built adjoining the barracks, and a new link between the old barracks. Several new modern company buildings were built during the 1990s on the upper part of the Gräsvik area. Protection in place Local plan regulations. Accessibility Easily accessible by car, coach, boat and foot. Nearby parking facilities for cars, coaches and boats. Proximity to similar sites In Kristianstad (100km west) there is also a university campus in an old regiment area. Impulse for the In the early 1980s, the military era at Gräsvik conversion ended. In 1984, Gräsvik was sold to the municipality who felt that the area had huge potential, with great expansion possibilities. Organisations consulted County antiquarians and private consultants. Structure of the The Municipality owns a public property company managing body named Kruthusen, which owns the area and buildings. Rules / Regulations Local plan regulations. imposed Source of funding for . conversion works Conditions attached Kruthusen must act in the public interest. to funding Website www.kruthusen.se; www.bth.se

Current sources of Rent from businesses, and Blekinge Institute income of Technology. Sources of funds Rental income. for maintenance 147 Sources of funds Rental income. for staffing Key to sustainability A specific focus on telecommunications companies. Overall management Co-operation between telecommunications strategy companies, TelecomCity and the incubator. Current funded None. initiatives Aspirations The continued growth of all TelecomCity companies.

During the latter part of the 19th century, several so-called farms, similar to those earlier established on outer Wämö in Karlskrona, grew up on inner Wämö. One of these farms was Gräsvik, which became a storage place for raw sewage. The sewage was kept in stone basins and was dried to be used as fertiliser by farmers and gardeners in the area. Between 1902-1906, the treatment of sewage was moved away from Gräsvik and instead barracks and other buildings were built to house a Grenadier regiment, led by lieutenant colonel J. C. Lemchen.

During late summer 1904, the northern barracks came into use and during the following year the eastern barracks were prepared. In 1906, the regiment was complete - diet staples purchased this year included 145,000kg of bread, 100,000 litres of milk, 60,500kg of potatoes, 3,000kg of cheese and 6,000kg of butter and margarine.

The new Grenadier regiment was originally organised in two battalions, consisting of four companies. In 1914, it was increased by one battalion. In the 1920s, after the peace treaty in Versailles, and after the foundation of the League of Nations, the Swedish army started an extensive disarmament programme, and two thirds of the regiments within the Swedish army were closed down. The Grenadier regiment in Karlskrona was one of these, closed in 1927.

In January 1928, the defunct Grenadier regiment was replaced by a detachment from the Kronoberg regiment, which in turn was disbanded in 1936. Three years later a final closing down ceremony was conducted at Gräsvik. However, due to the worldwide situation, the need for military installations significantly increased over coming years, and between 1940-1942 the area once again had a military function - this time as a camp for veteran reserves in Blekinge. One year later, in 1943, Karlskrona coast artillery, KA2, was installed at Gräsvik.

In the early 1980s, however, KA2 moved to the Rosenholm area and the military era at Gräsvik thereby ended. The eastern barracks were leased to the Municipality of Karlskrona to house parts of the upper secondary school. In time, the northern barracks were also used for this purpose. In 1984, the land at Gräsvik was sold to the Municipality for approximately 2,000,000 SEK, as the area was considered to have huge potential, with its different buildings situated on a hill by the sea giving it great expansion possibilities. In 1991, the upper secondary school moved back to Trossö, in the centre of Karlskrona, and the area was available for other purposes. In 1992, the Board of Public Buildings in Karlskrona reached an agreement with the municipality concerning the placement of a university at Gräsvik, and one year later the inauguration ceremony was held.

Today, the lower area of Gräsvik houses the Blekinge Institute of Technology. Some of the old buildings have been demolished, while others have been refurbished and are still in use. For example, the two four-storey barrack blocks are today connected by a link building housing a coffee shop. In the old barracks there are now lecture rooms, and a new library building has been built adjoining the barracks. 148 The old office building, built in 1904, is today used by the administration of Blekinge Institute of Technology. It also houses a student bookshop. The old gymnasium is used by the Department of External Relations, and the rotunda is used by the students’ union for social events.

The buildings on the upper area of Gräsvik house different companies mainly from the I.T. sector. Some of the I.T. and telecommunications companies at Gräsvik are connected to the Telecom City business network. Blekinge Business Incubator is also located in the upper area of Gräsvik. AERIAL VIEW GRASVIK CAMPUS

Blekinge Institute of Technology The university college of Karlskrona/ was founded in 1989 but was renamed Blekinge Institute of Technology (BTH) in 2000. BTH is internationally competitive and its mission is to lead nationally in its profile areas: applied information technology and sustainable development of industry and society. Educational programs are offered in, for example, computer science, software technology, telecommunications, signal processing, media technology and Internet systems. The co-operation between business and industry is intimate. BTH have more than 6,000 individual students, (more than 3,000 full time equivalent students), and more than 300 international students. There are over 40 undergraduate programmes, 390 single-subject courses and 15 MSc programmes. 20 % of the students take part via Internet-based teaching. BLEKINGE INSTITUTE OF TECHNOLOGY UNIVERSITY OF GRASVIK

Research has a strong position at BTH, and its research groups have achieved great success in a short time. Engineering is the “authorised area of research” in which BTH is entitled to award postgraduate degrees. Research accounts for one-third of the University’s activities. Research studies are carried out in all faculties in close co-operation with other universities, industry and society. BTH also has campuses in the cities of Ronneby and .

Telecom City: An internationally leading development environment, focusing on telecommunications -where people and companies grow! TELECOM CITY WHERE NEW MEETS OLD At the end of the 1980s, the trade and business industry in Karlskrona was poor. The town was strongly dependent on the Swedish navy, the defence industry and traditional manufacturing industry where new job opportunities were rare or even non-existent. Considering this, a group of people from the Municipality, the University College of Karlskrona/Ronneby (today the Blekinge Institute of Technology), and industry in Karlskrona decided that a joint effort was needed to try to reverse the trend, with the aim of economic growth and job creation in the region. In 1993, the Telecom City concept was born. The overall acceptance of the concept depended on the identification of correlating factors such as the establishment of Europolitan’s head office in Karlskrona (later bought by Vodafone), Ericsson’s presence in the city and its commitment to the telecommunications business, the focus of the University College of Karlskrona/Ronneby on I.T. and telecommunications, and the investment of the municipality in campus and business environments. VODAPHONE AT GRASVIK

A lot has happened since the start in 1993. Over the years, the Karlskrona region has created more than 3,000 new I.T. jobs. Close to 20% of the workforce is employed in the I.T. and telecommunications industries. Today, there are more than 50 member companies within Telecom City, employing more than 4,500 individuals. The member companies are big, international actors as well as small developing companies and entrepreneurs, from different areas of the telecommunications industry.

Today, Telecom City is a network consisting of an ever-growing number of members who together have created a unique co-operation between regional companies, the local university and the municipal authorities. The aim for this collaboration and the network is growth. For the companies, this means doing more business, for the local authority more tax income, and for the university more students. 149 Telecom City is unique in the sense that it is not a network situated in one place like most other networks or business parks. The 50 member companies are in different locations within the Karlskrona region. The vision and the over- arching I.T. and telecommunications sector that the member companies are working in are the combining factor for Telecom City, regardless of the physical location.

Telecom City is active in marketing, networking and benchmarking, and in arranging formal and informal meetings, intended to be informative, create development and generate growth.

Companies, authorities and organisations that are established in the Karlskrona region and would like to contribute to the development environment can apply for membership and participate in Telecom City, if their operations contain qualified competence in the telecommunications arena, or if they are able to contribute to the development of this competence. Companies, authorities and organisations that can contribute with some essential service to the environment of development, but who don’t fulfil the criteria for membership, can apply for partnership in Telecom City.

Companies applying for membership seek the right conditions for growth, development and profitability. The municipality supplies a good infrastructure, appealing housing areas to attract workers, and a positive environment for the establishment of member companies. Blekinge Institute of Technology supplies successful education, research and development opportunities within the telecommunications area, alongside the municipality and businesses.

Due to the close co-operation between the companies within Telecom City, Blekinge Institute of Technology, the municipality and the society, the region has become a dynamic environment that continuously generates new companies that work with telecommunications, mobility, the Internet and the convergence between them - companies that develop new world class solutions, services and products.

Telecom City’s continued success lies in how the companies and university understand the business possibilities that emerge from the new growth sectors that depend on digital communications, and also in how the region is able to attract research competence and international players - and in how entrepreneurs and enthusiasts can be involved in that work. Telecom City aims, in the long run, for complete test and experiment environments, where new products and services can be tried out in full scale on end users. Furthermore, emphasis is placed on attracting additional research and development intensive operations and businesses, competence centres (like industry research institutes) and I.T. agencies to the region. It takes courage and drive to make the vision of an internationally leading development environment focusing on GRASVIK KARLSKRONA telecommunications come true.

Claes-Åke Kindlund, Architect and Senior Advisor, Karlskrona Municipality. Liliann Bjerström, Strategist - Commerce and Industry, Karlskrona Municipality.

150 Karlskrona: Mobile Tourism - combining an old legacy with new techniques.

When Karlskrona was founded in 1680, Sweden was a major power with territory all around the Baltic Sea. The sea was therefore at the centre of the kingdom and the site where the naval port now stands became a strategic starting point for defence. From the very beginning, the intention was to build both a naval base and a city. A shipyard was also needed to build and repair the fleet. The aim was to create a strong defence. Navy offices, accommodation, the shipyard and the naval base were situated on the island of Trossö with its natural harbour, protected by a triangle of three bastions. The Kungsholmen Fortress and the Drottningskär Citadel would protect the fairway at Aspö Sound. By the end of the 18th century, Karlskrona was the third largest city in Sweden, and also her military centre. The naval base and the shipyard in Karlskrona have maintained their status since then. Over 300 years of continuous and above all, well-preserved naval history form the basis of Karlskrona’s nomination to the World Heritage List. The unique architecture and interesting buildings in the city and its archipelago are living features of the modern skyline.

From 1980-1990, the county of Blekinge suffered from huge unemployment and a significant decline in industry. The town was highly dependent on the Swedish Navy and the defence industry. The turning point came with a vision and the concept of Telecom City in 1993.

And so the idea of “mobile tourism” started as a student project at Blekinge Institute of Technology. In 2001, the students together with a telecommunications company called WIP (Wireless Independent Provider) - which is also a member of the Telecom City network - developed a guide in a handheld computer for a place called Brunnsparken in the city of Ronneby. During the development of the handheld guide other regional areas became interested in the project. MOBILE GUIDE

In 2002, the project became a co-operation project between the National Property Board, the Naval Museum of Karlskrona, Blekinge Museum, the Municipality of Karlskrona (Department of Culture and Tourism), the Telecom City network and WIP. The idea was to develop a guide that visualised Karlskrona’s cultural heritage and at the same time promoted its world heritage, presenting historical information and legacy in an interesting, instructive and fun way, using something people carry with them all the time - a mobile phone.

In 2003, a letter of intent between the partners concerning co-operation and financing for the project was signed. The mobile guide was developed using GSM and 3G technologies. The first guide was made for Stumholmen Island in Karlskrona. In 2004, the guide expanded to the entire city of Karlskrona with 40 different spots bearing a connection to the world heritage of Karlskrona.

From a student project to a concept presenting Karlskrona in a new and innovative way, the success of the project could not have happened if all the partners had not shared the same vision to reach the goals.

The project is a collaboration between partners with different objectives. In order to make things happen, it started by establishing the different areas of responsibility for the partners in the project. The National Property Board, the Naval Museum of Karlskrona and Blekinge Museum were responsible for gathering, writing and verifying the historical information, old pictures and facts. The WIP company was responsible for developing the software. Telecom City and the Municipality of Karlskrona were in charge of project management. Every partner in the project contributed both economic resources and manpower to make this work. 151 The mobile guide makes it possible for the visitor to get information about points of interest during a walk around the city. The mobile guide informs the user by text, images and sound and can make them aware of their position on the map using GPS positioning. Today, visitors can either rent a mobile guide at the tourist office or download the software from the internet to their own MOBILE GUIDE IN FRONT OF mobile phone. THE NAVAL MUSEUM The target group for the mobile guide is also the inhabitants of Karlskrona, and especially schoolchildren. Some of the schools in Karlskrona are using the guide to teach 17th and 18th century history. The mobile guide is something residents can use as a part of living in Karlskrona, if they want to know more about a particular area or feature.

In 2005, a destination game played in the city with mobile phones using SMS, MMS and WAP was tested. Visitors play the game by walking around Karlskrona getting clues to places to go to, questions to answer and then taking pictures. The destination game was tested on students at the upper level of secondary school with positive results. This was, and is, a fun, educational, subtle and innovative way to learn more about Karlskrona and its history.

The mobile tourism project represents for Karlskrona a new way of promoting its legacy and increasing knowledge about the city and its world heritage, using easy and existing technology. It is also a new and different way to learn, discover and explore history and new technology. It is creating new business opportunities for the tourism market, and makes it possible to reach new target groups that a short while ago had no interest in history. With this new way of presenting the 17th and 18th century naval architecture and baroque grandeur, visitors as well as inhabitants, young and old, have started to build up an USING THE MOBILE GUIDE INSIDE THE NAVAL MUSEUM interest - with consequent benefits for the whole town.

Claes-Åke Kindlund, Architect and Senior Advisor, Karlskrona Municipality. Liliann Bjerström, Strategist - Commerce and Industry, Karlskrona Municipality.

152 Karlskrona: the transformation of Stumholmen island.

Current condition Generally very good. Current use Visitor attraction; commercial and residential use. Statistics The area has 277 inhabitants. Four major businesses employ 176 staff. Date of construction 1680 onwards. Purpose of construction Originally the base for the navy’s food supply with workshops and storage facilities. Construction materials Various. Scale of land About 30 buildings, of which 17 are preserved, a and buildings beach and a park within approximately 35 acres. Location, and nearest Today wholly incorporated in the town of population centre Karlskrona, only a few hundred metres from the centre. Major works Regeneration and construction of housing, and the undertaken new Naval Museum. Careful renovation to heritage buildings. Protection in place Since 1998, it has been an important part of the Karlskrona World Heritage Site, with several protected buildings. Unique features Hangars no.3 and no.4 are the last preserved wooden hangars in Sweden.The Corps de Garde is one of only a few preserved sentinel buildings in Sweden. The remand prison with its completely preserved interior is unique in Sweden. Accessibility Easy to access by foot. Nearby parking facilities for cars, coaches and boats. Proximity to similar sites Lindholmen -1.2km to the southwest of Trossö Island, is still in use as a naval base, with a great number of heritage buildings. Impulse for the At the end of the 1980s, the Swedish Navy decided conversion to close their activity on Stumholmen. In 1989, the municipality approved the programme of conversion to civilian usage. Organisations consulted Karlskrona municipal council, and commercial developers. Rules / Regulations The island was to become an integral part of imposed Karlskrona, with places to live and work, and places for recreation. Stumholmen itself was to dictate the pattern of the re-building programme. The island’s maritime legacy was to be brought to the fore. The ground between the buildings should be accessible to the public. Source of funding for Private, municipal, state and national heritage funds. conversion works Conditions attached Public accessibility and national standards for to funding renovation. Website No official website. Some information can be found on www.karlskrona.se 153 Current sources Great diversity. of income Sources of funds Property owners, municipality and jointly-owned for maintenance property establishment. Sources of funds Jointly-owned establishment. for staffing Key to sustainability Effective area regulations. Overall management As a part of the city centre. strategy Current funded By the National Property Board and Hyper Island. initiatives Aspirations To develop a management manual for Stumholmen.

The Island of Stumholmen was originally three islands filled in and made into one; Stumholmen, Laboratorieholmen, and Bastion Kungshall. Stumholmen is now wholly incorporated in the town of Karlskrona, but for most of the previous 300 years (since 1680) it was the base for the navy’s food supply and AERIAL VIEW OF STUMHOLMEN civilian admittance was subject to rigorous restrictions.

The planners’ intention was that Stumholmen and a part of Trossö would provide the navy with workshops and storage facilities. At one time or another, there have been bakers, distillers, brewers, butchers, a textiles factory and, as both water and provisions were generally stored in barrels, a coopers’ workshop on the island. Stumholmen was not ravaged by the fire that swept through the town in 1790, and many of the buildings, whose functional needs have strongly influenced their location and design, have therefore survived until the present day. Stumholmen is today an important part of the Karlskrona World Heritage site (1998).

At the end of the 1980s, the head of the Swedish navy decided to close down activity on Stumholmen. In June 1989, the municipal council approved the programme of conversion to civilian usage, providing it with a firm official base. The first step for the conversion was an architects’ competition. A mixture of large well-known architects’ offices and smaller, less well-known firms (with the main emphasis on southern Sweden and Denmark) were nominated by the municipal architect Claes-Åke Kindlund. Introductory seminars and study visits were arranged by the municipal authority to give the architects’ offices a feel REAR VIEW OF THE NAVAL MUSEUM for the area, and an awareness of the general expectations for Stumholmen.

In May 1990, Hederus-Malmström architects’ office was awarded first prize in the competition, in co-operation with the Landskapslaget firm of architects. The originality of the winning proposal clearly lay in the location and design of the new naval museum.

In May 1991, the local housing committee put forward a proposal for area planning regulations for Stumholmen Island. A number of reasons governed the choice of plan. Area planning regulations guarantee, for example, long-term environmental quality, whilst the exactness of the size or purpose of the buildings is less important. The most important factor, however, was the wish to test a basic supposition in the Planning and Building Act; namely that issues decided at an early stage in the planning process should not need to be discussed at a later stage.

The responsibility for the transformation of Stumholmen was placed in the hands of the architects at an early stage. A housing rental association, HSB, was brought in to provide financial backing for the project, supported by numerous sub-agreements. The theme which gradually evolved was: a quality conscious conversion of an historic environment. 154 After an inventory of historic buildings, 17 buildings were preserved on Stumholmen.

The inventory led to the special properties and qualities of the buildings becoming widely recognised, and they were allowed to influence planning. In accordance with a proposal from the Christian Democratic Party, it was decided by the municipal council that planning should be steered by ecological principles. Environmentally friendly building materials were chosen and recycling ROOF VIEW OF STUMHOLMEN systems for the water supply and rubbish collection were introduced.

As it had been decided that the open spaces on the island should be accessible by the public, there are no private outdoor terraces or spaces. The general feeling of space is clearly perceptible, particularly around the barracks and the clothes workshop. The closeness to nature and the sea, and yet the location in the middle of the town, have been significant parameters for the creation of AERIAL VIEW OF STUMHOLMEN SHOWING the space between buildings in Stumholmen. NAVAL MUSEUM

There are more than 150 residential flats in Stumholmen. There are flats for rent and purchase, and flats exclusively for senior citizens. All inhabitants of Stumholmen are offered a private car parking space as well as a boat space nearby.

One of the distinctive qualities of Stumholmen is the mixture of purely functional buildings and the obvious urban character of the island. There is an overarching marine atmosphere all over the island and the well preserved ARCHITECTURE ON STUMHOLMEN buildings give a rich picture of the island’s history.

In addition to the art galleries and exhibitions on the island, there are, all over the island, small works of art; on buildings, in the playground, sitting down to rest etc.

The different projects in Stumholmen are framed by a park designed by Landskapslaget: the Strand Park. It is situated in the centre of the island and was created at an early stage. It has been a real success, both for inhabitants and visitors.

The beach at Stumholmen, with its three-storey diving tower and playground, has been given the Blue Flag environmental award (an exclusive eco-label awarded to beaches and marinas in 29 countries across Europe, South Africa and the Caribbean). The Blue Flag campaign is owned and run by the independent non- profit organisation Foundation for Environmental Education (FEE). PUBLIC DIVING FACILITIES

Since its inception in 1923, HSB has taken on responsibility regarding the development of its idea that residential areas shall function as a social centre around which different social activities take place. After the National Building Exhibition in 1993 (Bo93) the inhabitants of Stumholmen took over, and the island is now alive with social activities. Various neighbour and friend services have been developed by the senior citizens’ association Barkassen.

The Stumholmen cooperative nursery was initiated in 1994, by parents living on the island. HSB assisted them with the planning. In 1995, the municipality agreed to the initiative and the nursery opened. The aim of the nursery was, and still is, to focus on nature and culture, which is well in line with other activities on the island.

Some of the preserved buildings

The naval museum. The museum has a long tradition stretching back to 1752, when Adolf Fredrik, then King of Sweden, decreed that a Ship’s Model Room be established in Karlskrona. Ever since, the Museum has been charged with the collection and conservation of artefacts which would document the history and development of Sweden’s Navy. 155 In the museum, visitors could experience a rich maritime and cultural inheritance, such as the role of the navy in the growth of Sweden as a great power during the 17th century, and developments in warship design and shipbuilding.

The new museum, inaugurated in 1996, was built with a classic main façade designed to harmonise with the sloop and longboat-shed from 1786. The museum projects like a pier out into the sea, alongside which are moored a number of vessels including the full-rigged training ship Jarramas, the M.T.B. THE NAVAL MUSEUM T38, the minesweeper HMS Bremön and the T.B. Spica.

From an underwater observation tunnel, it is possible to see the wreck of a ship from the 18th century, and to gain an understanding of the environment in which the marine archaeologist must often work. In the Naval Warfare Gallery, the development of weaponry and naval gunnery until the middle of the 19th century is presented.

A full-scale realistic reconstruction of the gun-deck of the Dristigheten can also be found, an 18th century , including how the gun-deck would have appeared when the warship was in action.

Placed in the splendid setting of a 12m high hall with a glass roof, the

THE FIGUREHEADS HALL, THE NAVAL MUSEUM, exhibition of ship’s figureheads, most of which were carved by the eminent KARLSKRONA 18th century sculptor Johan Törnström, is one of the main attractions.

One of the principal aims of the Museum is that it should be a vital and living institution: the building of ships and boats and the skills and crafts associated with the construction of these vessels lie very much at the heart of the Museum’s field of activities. The Aluett, one of the Museum’s vessels, is a reconstruction of a trading ship, from the Middle Ages, and is now a well- known sight around the coasts of the Baltic.

The sloop and long-boat shed. The sloop and long-boat shed was built in 1786, and was originally used to store the navy’s smaller boats during winter. Today, the sloop and long-boat shed is a part of the Naval Museum, and is used to display boats, as a workshop and to house the lug-sailed barks. The roof is specially constructed to form 16 cavities from where rainwater could be accumulated into barrels.

The Naval Barracks. The Naval Barracks from 1847 were used to house 500 or so of the seamen who had enlisted in the Swedish military tenure system. On each floor there was a spacious open room large enough for 250 ratings to hang their hammocks and the quarters were designed to resemble those on a warship, complete with scuppers, sloping floors of oak planking and sturdy mast-like pillars in the centre of the building. Today, it is used as a town art gallery and a county museum art collection.

The remand prison. The remand prison, built in 1910-1911, is one of the most well-preserved cell prisons in Sweden. The close-to-unchanged interior with individual cells arranged according to the Philadelphia system, open floors and the lantern, gives a good picture of the conditions inside the remand prison and the disciplinary institutional care. Today, the prison houses an educational company called Hyper Island. Hyper Island was founded in 1996, and offers qualified vocational education, partly funded by the Ministry of Education, in New Media and Management/Leadership. The students at Hyper Island work by trial-and- error methods and work close to the media industry. This has proved to be very successful and the students have received awards for their work, e.g. the Guldeken award. Students come from all over the world and many graduates work at top media agencies in Sweden as well as around the world after having finished their studies in Karlskrona.

Hangars no.3 and no.4. Hangars no.3 and no.4 were built in 1926 and 1929, and are the last preserved wooden hangars in the country. In front of the hangars there are slips made of 156 wood and concrete going down into the water, for taking up and launching the naval sea airplanes stationed at Stumholmen between 1914 and 1949. Today, the hangars are used as a storage place for the coast guard and car parking provision for inhabitants.

The Bastion Kungshall. The Kungshall bastion was built in the middle of the 1680s. For almost a century, it was used as fortification. From 1787-1792, it was rebuilt to function as a slaughterhouse, and storage house for meat and groceries. Today, the Kungshall bastion is used by Blekinge museum to store their artefacts. Admission to the exhibition has been free since January 2005. There is also a shop and playground.

The guns at the bastion belong to one of the three permanent batteries in Sweden from which ceremonial salutes are fired on occasions of national importance.

The Coopers’ Storehouse. The Coopers’ Storehouse was built in 1718, to house the enormous numbers of barrels that the Navy needed for its water and provisions. It is now the Operational Headquarters of the Swedish Coastguard.

The Pilot’s Cottage. The pilot’s cottage was built in 1861. It was used as night quarters for pilots on duty at Aspö, Ungskär and Långören. Today the building is used by The Swedish Pilotage Service, Lotsverket.

The Crown Bakery. The Crown Bakery was a three-storey bakery built in the 1730s. It was here that “hardtack”, the Navy’s sea biscuits were made and the ships laden with rye flour from the Crown Mill at could moor at the nearby quay.

In 1908, an extra floor was added to the building and it was used as a clothing storehouse. The present-day building has retained its somewhat severe appearance, and in 1990, was converted into residential apartments.

The Master Baker’s House. The master baker’s house was built at the end of the 17th century. Initially, it was used as an artillery forge, but from 1863 it was used as a place to live for employees of the bakery. Today, it has been converted into flats (Karlskronahem).

The Disinfection House, the Quarantine Hospital and the Fumigation Shed. The disinfection house, the quarantine hospital and the fumigation shed were originally built as a temporary place to take care of navy seamen returning from the Russian campaign of 1788-90 infected with ship’s fever, a form of typhus. In time, the hospital became permanent. It was one of the country’s first cholera and epidemic hospitals.

The Navy’s Main Clothing Factory. The Navy’s main clothing factory was housed in this building from 1921, and became a prototype for similar industries in Europe. The former factory has now been converted into flats, and with its clear classical lines is a fine example of industrial architecture from the 1920s.

Other companies on the island. SITAC is a subsidiary company to the SP Swedish National Testing and Research institute issuing European Technical Approvals (ETA) for construction products and personal skills within the construction industry. The head office is situated on Stumholmen.

The Nurse Partner Group, including Nurse Partner and Doc Partner, was founded in 1999 and is one of the leading recruitment and staffing agencies in Scandinavia focusing on health care. Their headquarters are on Stumholmen. They also have offices in Oslo () and Copenhagen (Denmark).

Claes-Åke Kindlund, Architect and Senior Advisor, Karlskrona Municipality, Liliann Bjerström, Strategist - Commerce and Industry, Karlskrona Municipality. 157 Karlskrona: The former remand prison becomes Hyper Island.

Current condition Very good. Current use A school offering advanced vocational education in Digital Media, Management and Leadership. Statistics 180 students per year. Date of construction 1910-1911. Purpose of construction Military remand prison. Construction materials Various. Scale of land One building - lately extended to include the and buildings converted boiler station. Number of staff / 10 full-time staff. volunteers Location, and nearest On Stumholmen island, wholly incorporated in the population centre town of Karlskrona, only a few hundred metres from its centre. Major works Carefully restored with a close to unchanged undertaken interior and exterior. Protection in place In 1992, the military remand prison was declared an important part of Sweden’s cultural heritage. Unique features One of the most well preserved cell-prisons in the country. Accessibility Easy to access by foot. Nearby parking facilities for cars, coaches and boats. Proximity to similar sites University Campus Area, Gräsvik - 3km north. Impulse for the At the end of the 1980s, the head of the Swedish reconversion navy decided to close down activity on Stumholmen. In 1989, the municipality approved a programme of conversion to civilian usage. Organisations consulted Karlskrona municipal council, and commercial developers. Structure of the As a private company. managing body Rules / Regulations National monument and area regulations. imposed Source of funding for Private and national heritage funds. conversion works Conditions attached National standards for renovation. to funding Website www.hyperisland.se

Current sources Private funds from the company. Yearly state funds of income per student. Sources of funds Private funds. for maintenance Sources of funds Private funds from the company. Yearly state funds for staffing per student. Key to sustainability Area regulations in accordance with the World Heritage Management Plan. 158 Overall management As a public company. strategy Current funded To serve as a small conference centre. initiatives Aspirations Further expansion of profile, and increase in student numbers.

The old remand prison is one of 17 preserved military buildings on the island of Stumholmen in Karlskrona. Stumholmen is now wholly incorporated in the town, but for most of the previous 300 years (since 1680) it was the base for the navy’s food supply and civilian admittance to the area was subject to rigorous restrictions.

In the late 1980s, the head of the Swedish navy decided to close down the activity on Stumholmen. In June 1989, the municipal council approved the programme of conversion to civil usage, providing it with a firm official base. HYPER ISLAND EXTERIOR VIEW

The remand prison The prison was built in 1910-1911, following construction drawings made by F. Bothén in 1894. A revised version was made by Sixten C:son Sparre in 1908, but the changes were insignificant.

The military remand prison on Stumholmen is one of the most well preserved cell-prisons in the country. The cells are arranged according to the Philadelphia system with open floors to make supervision easier. Originally, the prison contained 20 cells on the upper floor and 14 cells on the ground floor. There was also a barracks room, a guardroom, an office and a special department with ordinary doors and windows for the officers. Heating was provided by hot air channels in the walls, a system which at this time must have been as obsolete as the construction drawings of the prison.

In the mid 1900s, the prison was still used when arresting seamen who had not returned in time after their leave, who appeared to be drunk or who in any other way misbehaved. Often, they were given five to fifteen days in detention. Upon arrival at the prison, the prisoner had to undress. As it was forbidden for prisoners to smoke, a guard went through all the clothing and removed cigarettes, tobacco and snuff. This was, however, returned to the prisoner when released.

Sometimes prisoners had to take part in unskilled labour, within Stumholmen, such as digging. In these cases, the prisoners chosen for the task were picked up in the morning, returned for lunch, picked up again after lunch and then returned again in the evening.

Since 1992, the military remand prison on Stumholmen has been declared an important part of Sweden’s cultural heritage. This means that the building is not to be moved or demolished. The exterior is not to be changed. The building should be well-maintained, and maintenance should be done with traditional building material and paint, in such a way that the historical value does not decay. Also, measures which change the character of the building are not allowed, and interior changes should be preceded by an antiquarian documentation of surface, coloration and construction details. Therefore no comprehensive changes of the building are allowed without consultation with the county administrative board.

Hyper Island In April 1996, Hyper Island, an educational company, was established in the old military remand prison by three men; Jonathan Briggs, David Erixon and Lars Lundh. The first education programme run by the school was a 90-week vocational course in Digital Media, and was partly funded by the Swedish Ministry of Education. Since 2004, the school has also run a two-year advanced vocational programme in Management and Leadership. 159 The main idea of Hyper Island is to provide the media industry with skilled professionals by combining higher education with industry convergence. The work procedures are quite different from many other educations as the students “learn by doing” in problem-based, real projects. They are encouraged to try, fail and try again until “everything falls in place”. Hyper Island has developed its own method of action learning which is based on learning by doing and learning by reflection. By applying active learning, the learners HYPER ISLAND INTERIOR VIEW themselves have a great responsibility for their own development.

The difference between Hyper Island and more traditional educational companies is that they have chosen to work with well-reputed lecturers from the industry instead of having a staff of traditional teachers. The working life connection with the industry is most expressed when the students, during a period of placement, work in a company as a trainee. In this way, the education is linked to industry and applies teaching and learning approaches that are directly relevant to working life. This has proved to be a winning concept for the students who have been able to establish valuable contacts within the media industry all over the world.

Also the application procedure differs from the traditional school where the grades are often the most important factor. To apply to the educations at Hyper Island, the students must send in different work samples. From these, a number of applicants are invited to Stumholmen for a couple of days when different tests take place at the location. On the basis of these tests, which can be written, oral and/or practical, it is decided which applicants will be offered places at Hyper Island.

The location in the old prison on Stumholmen has been an important part of the Hyper Island’s attraction and has yielded, from the start, great value from a marketing point of view.

Claes-Åke Kindlund, Architect and Senior Advisor, Karlskrona Municipality. Liliann Bjerström, Strategist - Commerce and Industry, Karlskrona Municipality.

160 Thessaloniki: The case of Eptapyrgion.

Current condition Open to the public, the restoration works are ongoing. Generally good condition. Current use Head offices of the regional department of the Byzantine Antiquities of Thessaloniki. Statistics Around 50,000 visitors per year. Date of Construction c.13th century onwards. Purpose of In order to protect the city and its inhabitants Construction from attack. Construction Materials Stone, brick and marble. Location, and nearest On the north side of Thessaloniki, at the highest population centre point of the area. Major works Reinforcement and restoration. undertaken Protection in place The fortification complex is a listed monument. Unique features The tradition in songs and stories about the historical era of the prison. Accessibility Can be easily accessed from the city of Thessaloniki, and from Thessaloniki’s ring road. Proximity to similar sites The surroundings of the city, and the Byzantine walls are close. Impulse for the The inscription of the fortification complex as a conversion listed monument. Structure of the The Regional Department of Byzantine Antiquities managing body of Thessaloniki. Rules / Regulations The agreed objectives are: imposed • To secure for the public benefit, and cultural inheritance of future generations, the preservation of the historic role Eptapyrgion played throughout the centuries. • To preserve its historical importance. • To preserve cultural inheritance. Source of funding for E.U. and national government funding. conversion works Website www.culture.gr

Current sources of No income from entrance fees. Mainly national income funds support the site, bolstered by Interreg III and ERDF. Sources of funds Greek Ministry of Culture. for maintenance Sources of funds Staff are employed by the Greek Ministry of Culture. for staffing Key to sustainability The heritage itself. Overall management Development of the surrounding area to increase strategy public access and interest. Current funded Ongoing restoration. initiatives Aspirations • To increase visitor numbers by 15% over the next 5 years. This is achievable since much restoration work will be finished by then, and the monument will be increasingly advertised by the municipality, and by travel agencies. • To increase public awareness of the awful things that happened during the Ottoman period, and the civil war. 161 The Eptapyrgion fort, the last refuge of the city’s defenders, has not been dated precisely. The fort consists of ten towers, three-sided and four-sided, and the walls which join them. The five outer towers form part of the Acropolis walls and belong to the first phase of construction, while the inner towers are of a later date. Ongoing investigation has identified the following construction phases: AERIAL VIEW OF EPTAPYRGION 1. The first phase dates probably from the Early Christian period, although there is a possibility that it might be assigned to the 9th century. This forms part of the Acropolis walls and consists of the outer towers and their connecting walls.

2. The five inner towers were built in the 12th century. At the same time the earlier towers were re-constructed.

3. The third phase completed the work of the second and is assigned to the Palaeologean period (late 13th - 14th century).

4. The defensive character of the Byzantine fort was altered by the Ottomans, a year after they captured Thessaloniki in 1431. This phase is recorded in the Ottoman inscription on the entrance tower.

Since the Ottomans conquered the city, the Eptapyrgion was used as the headquarters of the Ottoman administration.

No large-scale modifications have yet been identified from the period of Turkish rule, although investigation continues.

The construction of the prison complex must have begun in the 1890s. A map of the prison was already in existence at that time. No systematic historical account of this latter period is yet available. In 1989, a joint ministerial agreement transferred the Eptapyrgion complex to the Ministry of Culture and the 9th Ephoreia of Byzantine Monuments Service (a governmental authority) took over the maintenance and restoration of the monument.

Between the removal of the prison and the commencement of the restoration work, the prison area was cleaned and disinfected, and a work-site was organised in preparation for the preliminary restoration work.

Preparatory study of the monument prior to restoration began in 1990, and is still in progress. Because of the size and nature of the monument, the study is being carried out simultaneously on individual features and on the complex as a whole. Various services are co-operating in the project: the 9th Ephoreia of Byzantine Monuments Service, the City Council, the Ministry of Macedonia and Thrace, and the Aristotle University of Thessaloniki.

Various study projects are focused on individual integral parts of the complex, such as the towers and curtain walls. Measurements and simple analyses have been carried out by: the Regional Public Works Department (durability of materials and mortars), the Chemical Laboratory of the Prehistoric and Classical Monuments Service (chemical analysis of materials), the Cement Department of the University of Thessaloniki, the Dendrochronological Program of Cornell University, USA (dating events by the study of growth rings) and collaborative efforts have already yielded important conclusions. In addition, measurements and observations of cracks in the complex have been ongoing since 1989.

The projects include a study of the history of the fort as well as: 1. A description of the logical organisation of the towers. 2. An analysis of the various stages of construction. 3. An investigation of structural damage, damp and cracking. 4. A static study and proposals for restoration. 162 Restoration is being carried out in such a way as to preserve the authenticity and integrity of the monument. Modifications are planned only where they are deemed unavoidable to prevent further damage. There will be the minimum necessary disturbance to individual features such as floors, roofs, apertures and stairways. The materials used in consolidation and restoration will, as far as possible, be compatible with the original materials. Since the Eptapyrgion is one of the historically most important surviving monuments in the Balkans, a major EXTERIOR VIEW program of research was undertaken to provide the data required for its subsequent repair and strengthening.

Extensive investigations were undertaken, ranging from architectural and constructional surveys and other in-site surveys, to laboratory tests and analyses of the existing stability of the structure. These investigations aimed not only to assess the need for repair and strengthening, but also to permit choices of materials and methods that were appropriate to the character of the monument and its historical importance.

The architectural surveys were made using standard survey techniques, including photogrammetry (measuring objects from photos, eliminating the need to physically disturb them). To determine the foundation conditions, a number of sections were cut to base level in order to determine the thickness and the structural materials of the masonry. Crack widths and depths, and relative displacements of the edges were all recorded and marked on transparent drawings to a scale 1:50 and 1:20.

When detailed design had been completed for all the proposals, full detailed drawings were produced including technical descriptions of the existing structure and of the procedures to be followed within the project.

On the basis of the restoration project proposals, the following requirements had to be met: a) Repairs should be clearly distinguishable from the original structure so that the authenticity of the later works would not be placed in doubt. b) Interventions should, where possible be reversible to permit the adoption of improved procedures at a later date. c) Where reversible procedures were impracticable, the materials used should be fully compatible with the original materials and should be of known long-term durability.

As a consequence of this intense period of restoration, and the promoted project for the reinforcement of the monument, the Ephoreia increased its scientific and technical personnel, as well as its own well-organised restoration and conservation laboratories.

The old empirical modus operandi has thus progressed to a scientific, inter- disciplinary approach to restoration, which has also prompted other disciplines to research monuments, providing a new perspective.

In appraising the conservation and restoration of the monument, it is easy to perceive the fundamental principles that have constituted the rationale and the philosophy behind the interventions. The approach which dictated the investigative methodology, the restoration decisions, and the proper use of technology, for both documentation and intervention, was adopted not with the aim of restoring the original ‘pure’ form, but in order to restore the historical image of the monument and to reinforce its damaged structural system without extensive excessive interventions that would distort the equilibrium created by various stresses and strains throughout the centuries.

As far as possible, reversible solutions and soft interventions were selected, using traditional materials and preserving the authentic materials as far as possible. Another fundamental factor in the approach to the monument, which has emerged from the considerable experience gained in consolidating it, is 163 that its conservation must never be regarded as complete. Monuments should continue living their lives under a constant process of scientific monitoring, careful assessment, and soft and reversible intervention and conservation.

From analysis of the site it is clear that Eptapyrgion, the city’s highest point, was originally isolated from the residential part of the city and surrounded by open spaces. The north side presented a primarily defensive aspect: a fortress on top of a hill. On the south side, facing the city, the scene was less forbidding, with vegetable gardens and fruit trees.

Until the end of the 19th century, when the fortress was converted into a prison, no specific planning process had been applied to the surrounding area. It was at this time that a small garden with a fountain was laid out next to the prison entrance. Traces of it are visible today, namely what remains after an illicit excavation. A few trees surround it. On the site of the small garden stand VIEW OF THE PRISON buildings connected with the prison, which were built in more recent times.

To the southwest, roughly built stone retaining walls mark the site of gardens in which the prison inmates once grew vegetables. The presence of an open water cistern, together with the oral evidence of the local population attests that the vegetable gardens were used until the end of the 20th century.

It was considered best to redesign the space and include some aspects of the previous use of the land. The new design had to provide solutions to problems faced by modern visitors to the monument (such as access and parking) and to VIEW FROM THE EPTAPYRGION TODAY preserve the authentic image of a Byzantine fortress surrounded by land with vegetation representative of the Greek landscape, wild on the north side, cultivated on the south.

The Ephoreia of Byzantine Antiquities has declared the surrounding area a historic listed monument, thus ensuring legal protection for the authenticity of the site.

Development proposal for the north side include: • No access for cars. • Restricted access for the general public - visitors must keep to the paths around the site. This will be aided by clear boundaries, fencing and restrictions. • Access to the site will be restricted by changing the nature of the terrain around the site, installing physical boundaries, and planting flowers and bushes around the perimeter of the site to hinder access. • Fencing, covered with climbing plants will protect the points where the rampart has collapsed. • Three visitor entrances to the site. The entrance gates will open and close the site to visitors. There will be no access at night.

Outside the site, visitors may use the pavement and surrounding street parking. PATHWAY WITHIN THE GROUNDS Two car parks have been created.

An open-air theatre will be created on the northwest edge of the site, in a location that offers a good view and is sheltered from traffic noise. As regards visual protection of the monument, the theatre is in an area where the monument cannot be seen.

There is no need to level the ground because it is flat at that point. The theatre will initially be small, but when a house, now a private residence, is appropriated, the site will further develop and assume its final dimensions.

The site of the theatre will be marked off by thinly planted bushes. In its final form, the developed theatre site will also have a cupola from which to view the monument and the west of the city. In a cool location under trees, visitors will be able to appreciate the geographical relationship between Eptapyrgion and the city. Public conveniences will not be free standing, but part of the facilities 164 connected with the theatre and the car park when the theatre starts operating. Access to either end of the archaeological site will be by metal steps.

The lighting in the surrounding area is intended to emphasise the monument in relation to the built environment of the city. The lights in Eptapyrgiou Street will be used for general illumination. In the north corner of the site, illumination will FLOWER PROTECTION OF THE SITE be reinforced by additional lights installed among existing trees. The northwest side will be illuminated with newly installed lights. A separate lighting system will be installed between the rampart and the wall to recall the low distant lighting used in the days when Eptapyrgion was a prison.

The southwest side of the site is bounded: 1. to the north by the Eptapyrgion fortress and the later prison building. 2. to the east by the open space outside the main prison entrance. 3. to the south by the adjoining urban block, 4. to the west by the city wall. The site slopes 3-5m from north to south.

The premises underlying the development of the site include. 1. Minimal intervention. 2. Planting with low-growing vegetables. 3. Vegetable garden to be laid out to recreate the vegetable gardens within the citadel shown on the 1899 map, and the prison vegetable gardens which occupied the site until modern times. 4. Conservation of the existing retaining walls of the gardens, the water cistern and the fountain.

The east end of the enclosed site is used for storing architectural objects from excavations in the city, and also for parking the archaeological services official cars. Part of the west end of the site is used for storing building materials for the restoration of the site.

Five development areas are proposed, not clearly differentiated from another, apart from the third and the fifth, which will be enclosed.

A gradient goes down the middle of the site and leads to all areas. Area I is for seating. Pergolas and vines are proposed, and a seating area parallel to the retaining wall, with three columnar cypresses to define the area and the view. Area II continues to be used for storing marble. Area III is the vegetable garden, enclosed by fences and bushes. Area IV is a continuation of area II at a lower level and will be planted with fruit trees like those growing there today, with vegetables specially selected to provide a staggered flowering period. A covered parking space will be developed between the electricity substation and the water cistern. Area V is a pedestrian zone with a controlled entrance for visitors. It will be open during daylight hours and closed at night for security reasons.

The Acropolis district is at the extreme north of Thessaloniki’s old town which was formerly isolated and inhabited by under-privileged social groups. The whole area is undergoing rapid development owing to two factors: i) Families are moving in, particularly those of young professionals keen to move OFFICES OF THE EPHOREIA away from the city centre, ii) The new ring road around the city makes access to the Old town much easier. The Ephoreia installed its headquarters in the former prison buildings in the Eptapyrgion fortress in July 1999, which are open to the general public as an important monument and a centre for cultural events. This will lead to the social rehabilitation of this part of Thessaloniki, as living conditions will improve and the Ephoreia will be able to develop its cultural work. 165 Before the interventions, relatively few visitors came to the site, and there were only occasional casual organised musical events and theatrical performances. An integrated archaeological site is predicted, with facilities for visitors; two permanent exhibitions on Byzantine fortifications; a room for temporary exhibitions, seminars, and various other uses; library archives of historical documents, plans, drawings, and photography of the monuments of Thessaloniki, and excavations carried out in the city; and a small open theatre for plays and concerts.

Young people are showing increasing interest in archaeological sites and museums, particularly those that present authentic aspects of history and also INTERPRETATION PANEL INSIDE THE COMPLEX. offer facilities for visitors. The monumental complex of Eptapyrgion in the heart of the picturesque Acropolis district, the permanent and temporary activities organized by the Ephoreia (conferences, slides shows and films, guided tours, courses, educational programs and seminars on archaeological subjects for professionals) will all constitute a focus to attract young people.

Maria Zourna, Architect, Division of Architectural Projects, Municipality of Thessaloniki. Stella Loi, Landscape Architect, Division of Architectural Projects, Municipality of Thessaloniki. Konstantinos Marinidis, ASCEND Local Project Manager, Exallon Consultants.

166 The Artillery Park of Cartagena.

This emblematic neoclassical building was built between 1777-1786, and is located in the historical quarter of the city. It comprises four main buildings and two paved squares. The rehabilitation and restoration process, begun in the early 21st century, is ongoing.

The usage of the site is shared by the Ministry of Defence and the Municipality of Cartagena, and it is being used as an Artillery Museum. During summer, some International World Music Festival concerts are enjoyed, together with other cultural activities inside the building, where three main corridors showcase different aspects of events related to the city's artillery history. Plans, models, documents, arms, uniforms and paintings reflect the site's history. One significant collection gathers portraits of the colonels who commanded the regiment since 1940.

A project under development is to use it as centre of historical documentation and archive storage for the Municipality of Cartagena. The estimated cost is €2.3m.

The preserved arches that surround the square are used for new businesses, restaurants and cultural purposes. ARTILLERY MUSEUM

The Vento di Venezia nautical centre on Certosa Island.

Certosa Island is at the centre of the Venice Lagoon, with a total surface area of 22 hectares. It was converted to military use in the 19th century. The definitive closure of the factory (1958) and military residence (1968) started a process of degradation. Since 1985, a volunteer committee has worked to safeguard the island's environment, and holds an annual “Certosa Day” to raise awareness. In 1997 the recovery works were started, part financed by the European Union (ERDF, Objective 2).

In 2004, the restored buildings were assigned to Vento di Venezia members. There are three objectives for development: a production area, an urban park (to be managed separately) and sports and cultural activities.

Vento di Venezia is a society of young entrepreneurs aiming to promote sailing and environmental culture in Venice by re-using Certosa's heritage. It is expected to be fully operational by summer 2007, offering storage and maintenance services, and producing wooden sailing boats. An international sailing school (collaborating with Le Glénans) and a marina will be established, and the centre will host events, a charter agency and an environmental education centre.

Vento di Venezia proposes to link the sports sector, the production area and the aims of the Lagoon Park, to make them sustainable and compatible through a THE ISLANDS OF CERTOSA (LEFT) AND VIGNOLE. unitary management of the island. SANT'ANDREA FORT IS VISIBLE TO THE RIGHT www.ventodivenezia.it

167 Fort Bovisand (UK).

Fort Bovisand is one of 22 forts built in the Plymouth area to guard against attack from the French in the 19th century. The South West of England is a tourist area, although Plymouth is a military city with a shipyard, and garrison feel. Fort Bovisand is situated approximately 15km (3km as the crow flies) from the city centre. The last couple of kilometres are on single-track roads.

In 1970, two divers (one a retired naval commander) obtained a lease from the Ministry of Defence to use the fort as a diving centre, and it has remained one ever since. It has changed hands many times as each owner goes out of business. However, there is never a shortage of owners waiting to take their place. Typically, the owners provide training (including commercial diver training which can take several months), accommodation, sales, a boat taxi service and launch facilities.

Competition from Plymouth comes in the form of cheap accommodation, dive shops and boat hire. Due to their lack of protected status, they have lower overheads making them cheaper and more viable.

FORT BOVISAND Visit http://www.palmerstonforts.org.uk/pdf/bovis.pdf for more details.

Fort Boyard (FR).

In the 17th century, Louis XIV and his associates decided to build a fort to protect the natural harbour between the islands of Aix and Oléron. Fort Boyard was finished in 1852, by which time batteries installed on the two isles were powerful enough to protect the harbour. Therefore, Fort Boyard was available for a new function.

In 1864, after some alterations, the fort was used as a military jail for Prussians, Austrians and Communards. It was abandoned by the army in 1913, and in 1931, the fort was offered for lease. Only two people were interested. In the 70s a dentist bought the fort for €4,300. He did not maintain it, yet it sold, in a neglected state, to Jacques Antoine in 1979 for €230,000.

This famous French producer then sold the fort for a symbolic franc to the Conseil Général de la Charente Maritime, who took charge of all the restoration work. This work was finalised in 1989, and the concept of a TV adventure gameshow was suggested. The TV production company then became the lodger of Fort Boyard.

Today, more than 19 countries broadcast the show, and the televised game has FORT BOYARD (ROYALTIES LF) contributed to the Fort Boyard's fame around the world.

168 REVIT: Towards more effective brownfield revitalisation policies.

REVIT partners understand that brownfield land is prevalent in most major cities. The revitalisation of brownfield land can enhance coherent urban development, create new employment, and stimulate the local economy.

Every country and city has its own approach to the regeneration of brownfields, mainly due to specific national legislation, administrative instruments or the local economic situation. The partner areas in REVIT however confront brownfield problems that are essentially very similar, and can be tackled more effectively by improved interregional co-operation. The overall goal of REVIT is to significantly increase the efficiency and sustainability of applied brownfield regeneration policy.

REVIT is part funded by the Interreg IIIB (North West Europe) programme. The project is led by Stuttgart (DE), and partnered by Nantes (FR), Tilburg and Hengelo (NL) and Medway and Torfaen (UK). www.revit-nweurope.org.

The Vodafone Rosenholm Arena (SW).

Rosenholm was initially an arena for military exercise, and the home of the Karlskrona coast artillery KA2. KA2 was closed in 2001.

In 2001, a government owned real-estate company (Vasallen AB) bought part of the Rosenholm KA2 property from The National Fortifications Administration. In May 2003, the Municipality decided to buy the ground where the sports arena was to be built, and pay for the construction of the arena. The vision is that Karlskrona will be a leading centre for sport and health in the Baltic region within ten years. Arena Rosenholm is the hub of this process.

The arena has many benefits. It will attract visitors all year round, and make the region a more attractive place to work. It will provide a place for interaction between people from different businesses and cultures. Furthermore, it will increase co-operation between clubs, keep promising athletes in the area and encourage more people to take part in physical activity. In October 2005, Vodafone became the main sponsor of the arena. Over five years, Vodafone will invest c.€1.1m in the arena, and in promoting sport in Karlskrona.

The arena can seat 3,500 people for ice hockey, figure skating, concerts and exhibitions.

There is also a training ice rink, 11 tennis courts, 12 badminton courts, a gymnastics hall and a ball sports pitch. The Municipality invested €17m. THE VODAFONE ARENA ROSENHOLM

169 Thessaloniki: Sedes Military Airport.

The military airport is in the outskirts of Thessaloniki. It covers 179 hectares and development is proposed for a commerce centre including: business units, research and development facilities (in co-operation with the University, focusing on new technologies and products, which can be promoted to the Balkans); sports and cultural facilities; hotels and convention centres.

The military airport would become a pole of innovation. This plan would be carried out by the Region of Central Macedonia, the Information Society and the Fourth Community Support Framework. The relocation of the university's Faculty of Engineering is also possible, which would support the technopolis. Its location near Thessaloniki's International Airport is an advantage.

Other University departments have already been relocated nearby. Soon, the area could house all the Faculties of the Aristotelian University of Thessaloniki, which would release a huge campus area in Thessaloniki town.

The released area could be turned into a public open space, something that is AIRPLANE OVER SEDES currently lacking.

Skärfva Manor (SW).

Skärfva was built between 1785-86, for the Superintendent of the Navy Yard, Fredric Henric af Chapman, and is a singular architectural creation. The somewhat unlikely marriage of Swedish neo-classical and traditional rustic elements was designed by af Chapman, together with the philosopher and artist, Admiral Carl August Ehrensvvärd.

Skärfva is today a privately owned World Heritage building. Cecilia Skröder- Wachtmeister and her husband Thomas Skröder are the latest link in a family tradition of more than 140 years.“(Our) vision is to create a meeting place for culture and education, using the rich and inspiring estate and its fascinating history”. Ongoing activities are cultural tourism with guided tours, concerts and art exhibitions etc. Skärfva has more than 40,000 visitors each year.

The Skärfva Village project also exists, to recreate life on the estate all year round. A modern village for c.400 inhabitants is being built according to natural and social values. The Wachtmeister family, in cooperation with Blekinge Institute of Technology, has incorporated education and human THE ESTATE OF SKÄRFVA development. A qualified gardening course was introduced in 2003.

170 FORT de la RADE (FR): Creation of a hotel complex.

The creation of the arsenal at Rochefort led to the fortification of the island of Aix, including the creation of Fort de la Rade, to protect the entrance to the roadstead of Rochefort. Situated at the end of the island, the fort faces Fort Boyard.

In 1757, the English succeeded in entering the island, and destroyed it. In 1814, the small town became a real military centre, with Fort de la Rade as a citadel. Yet after the decline of the harbour of Rochefort, the fort was declared obsolete in 1920. During the Second World War it was reoccupied by Germany.

In 1955, the fort was used as reseach laboratory by the Ministry of Agriculture, and in 1986, a holiday village was created. Today, a hotel complex (open during the summer) is located inside the fortified wall. It offers studios for two - four people, and fully-equipped four to six roomed flats. There is also a swimming pool, and leisure activities such as: ping-pong, piano, billiards, and children's play areas. Shops and the beach are within 100m FORT DE LA RADE (Royalties phD)

New Dutch Waterline: Fort Werk IV.

Built in 1870, Fort Werk IV lost its military function in 1926, and became a protected National Monument in 1969. Today it is owned by the Municipality of Bussum. In 1998, the Municipality gave the administration of the fort to the Association for the Conservation of Werk IV (www.fortwerk4.nl). With the help of a young persons' project, and the Royal Infantry, the Association began to repair the fort.

The Province of Noord-Holland and the City of Amsterdam co-operate in a unique employment scheme for young people with little or no work experience, enabling them to participate in the maintenance of the Defence Line of Amsterdam. This successful project offers participants the chance to prepare for a regular job or professional training. Often these people have social problems, such as drug, or alcohol addictions.

The Association for the Conservation of Werk IV rents the casemates and the artillery shed for a very low price, to support private activity. Since 2000, the Studio Vernissage (www.vernissage.nl) has used the artillery shed for art courses. In 2004, restoration of the Potern Gate and right casemate was finished. The first is used as exhibition area, and the second as space for cookery courses. The fort was previously virtually unknown, and poorly visible, due to vegetation surrounding the fort. Now the fort is increasing its profile. Fort Werk IV. Exhibitions in the Potern Gate

171 Thessaloniki: The Pavlos Melas Military Campground.

In December 2003, the camp of Pavlos Melas began to relocate. Its 38 hectares will be handed to the municipalities of Thessaloniki, Stavroupoli and Polichni. Proposals for the camp's future (drafted by the City's Town Planning and Environment Bureau, and the Development Association of Northwestern Thessaloniki) include: an urban park; athletic facilities; a Museum for Emigrant and Displaced Greeks; a health and social work centre; administration and education facilities; the relocation of the School of Fine Arts of Thessaloniki.

There is ongoing public discussion about alternatives.

The camp's buildings and area are designated architectural heritage landmarks. The camp was one of the first organised military camps in Greece, and contains an ottoman temple. It was named after the Greek hero Pavlos Melas. During the Second World War, the camp was under German occupation and used as a military prison.

The camp's historic and architectural significance is an advantage for the surrounding area. It will create a number of much-needed new jobs. The Fine Arts School will revitalise the area, not only by its classes, but also by its artistic and cultural events. Redevelopment will be a life long investment in PAVLOS MELA Thessaloniki's upgrading.

Portsmouth Dockyard (UK).

There has been a dockyard in Portsmouth since 1495. The Royal Dockyard title disappeared in 1984, but the naval base remains the home of the Royal Navy. Ships based at Portsmouth include the aircraft carriers HMS Invincible, Illustrious and Ark Royal. The dockyard and historic dockyard are next to each other, allowing people who visit the historic ships to get a glimpse of the up to date naval ships.

In 1985, the British Government granted a long lease over the most historic part of the Dockyard to the Portsmouth Naval Base Property Trust, a registered charity charged with conserving its many historic buildings by finding new economic uses. This part of the dockyard is now open to the public, with attractions such as HMS Victory, the & HMS Warrior.

Unlike the Dockyard in Chatham, entrance to the Historic Dockyard itself, the

HMS VICTORY AT PORTSMOUTH HISTORIC shops and catering outlets, is free except during special events. DOCKYARD See www.flagship.org.uk.

172 Crossing the Lines - Interreg IIIB.

The Crossing the Lines Interreg IIIB project unites Utrecht (NL), Mortsel (BE) and Essex (UK) in protecting and redeveloping defence lines in northwest Europe in a sustainable way.

The project develops and implements knowledge on restoration techniques (such as climate control and brick work) and the use of sustainable energy through transnational studies and investment pilots. Placement visits are included.

Partners are investing in opening fortification sites to the public, and developing new presentation techniques. Jaywick Tower (Essex) will be developed into a multifunctional visitors' centre, using arts to communicate its historical value. For (Essex), emphasis is on developing its general appeal to the public. Fort aan de Klop (Utrecht) will be redeveloped with a hostel, teahouse and a small campground for low impact tourism. Fort IV (Mortsel) will be transformed into "creative barracks", for local, and other, functions. www.crossingthelines.com.

CULTURED: Cultural heritage and regional development.

The New Dutch Waterline is involved the Interreg IIIC project CULTURED, concerning cultural heritage and regional development.

Every region in Europe is proud of its built heritage and cultural identity. Re-appraising how a building can be used within the specific identity of a region can stimulate economic development and renew interest in the heritage.

CULTURED unites 14 partners from nine countries in sharing best practice of using built heritage and cultural identity as an engine for regional development.

A key output will be best practice guidelines on how to use built heritage and cultural identity as an instrument of regional development, preserving historic integrity whilst using a market led approach. Partners will develop demonstration projects which aim to show how cultural heritage can be used in the redevelopment of a region, and how this can strengthen its identity. They will provide a framework for attracting funding, and a frame of reference for good practice. The CULTURED project will furthermore develop a knowledge base for European policy makers and planners, and regional organisations and actors.

For more information: www.culturedeu.org.

173 The ASCEND Database Map.

A key output of the ASCEND project is its database map, an instrument to accelerate knowledge exchange about the re-use of military heritage in Europe. The former military sites of the ASCEND partners are shown on this map together with relevant data which will facilitate efficient knowledge exchange. Furthermore, the map will attract new potential partners from throughout Europe, so the map can continue to develop after ASCEND, uniting a growing network of organisations involved with the re-use of military heritage.

The network map can be found at www.ascendpartnership.net and www.hollandsewaterlinie.nl. The map shows geographical and historical information, as well as information about the re-use. The information is illustrated with pictures and maps. It is possible to look for different kinds of re-use by using the 'search' tool. This makes it easier to look for best practices across Europe.

The database map was created by the participation and co-operation of all ASCEND partners. Each partner delivered their data in accordance with a format of questions related to the history, present and the future of their defence system.

Fort Horsted (UK): private investment.

Fort Horsted was built in 1889, to protect Chatham Dockyard. It was listed as an ancient monument in 1972, and purchased by its current owner and occupier, Avondale Ltd, in 1997.

The site had been on English Heritage's 'at risk' register due to neglect and fire. Avondale had to remove over 100,000 dumped tyres from the moat and casements, and were unable to move into the premises until 2001.

The Director recognises that his passion for military sites was a major factor in the decision to purchase the fort: and also the fact that his business in Environmental Services meant a lot of the renovation work could be undertaken FORT HORSTED - PAST in-house. He is proud of the unique and prestigious business environment he has created.

To aid the financial viability of the site, the company have converted the casements into workspaces for small businesses, and have introduced communal support facilities. This involved c.€3m private investment, but was considered of long-term benefit, bringing the whole site into re-use. Avondale were supported in this venture by, among others, Medway Council and FORT HORSTED - PRESENT Business Link Kent. Please visit www.avondaleuk.com.

174 Fort Vijfhuizen (Stelling van Amsterdam).

Fort Vijfhuizen is a part of the defence system of 42 forts around Amsterdam (Stelling van Amsterdam) which was created to inundate a large area around the city in case of attack. The line was built between 1880-1920, and was 135km long.

Fort Vijfhuizen is to the east of the city of Harlem and was built between 1890- 1897. Between 2003-2005, the fort was regenerated as “Kunstfort Vijfhuizen” (www.kunstfort.nl) through the initiative of the Association Kunstfort bij Vijfhuizen - a club of enthusiastic volunteers who dreamed of creating a breeding ground for art and culture, interwoven in the historical space, offering a fruitful mix of artistic and commercial activities.

The Association obtained the fort's leasehold from its owner, the Province of Noord-Holland. Thanks to strong cooperation and subsidies from the province, the association restored the fort, supported by extra money from the construction and sale of 14 wooden houses close to the fort. (These houses evoke the military law about restricted areas around forts.) In 2005, the fort opened as an Arts Centre with varying art exhibitions, and with ateliers available for rent by artists. A restaurant and three hotel rooms increase the commercial exploitation of the fort. AERIAL VIEW OF FORT VIJFHUIZEN

Sheerness Docks (UK).

The closure of Sheerness Docks - one of the oldest naval dockyards in the UK (dating from the 17th century) and an extension to the Royal Navy headquarters in Chatham - was announced in 1958, with the loss of 2,500 jobs, and a resultant decrease in population for the town.

It was taken over by the Medway Ports Authority, and by 2002 was the largest port for motor imports in the UK. The site includes 290 acres of dedicated car storage area.

The site contains almost 50 listed buildings, and the world's oldest iron-framed building - a 150-year-old boat store. Unfortunately, the priorities of running a commercial enterprise were to the detriment of these buildings, and they did not receive adequate protection from their new owner - nor were they accessible to the public. Legal action was begun in 2001 to ensure that the buildings were stabilised, and urgent works undertaken. This was despite many months of negotiation effort between English Heritage, the local council and the Ports Authority, and demonstrates the importance of considered heritage assessment and masterplanning in the earliest possible stages of reuse proposals.

175 Former Military Buildings used for Document Stor age.

UK Government regulations require companies to keep records for a minimum of six years. Storing archive documents can take up valuable office space. Outsourcing document archiving to a secure storage facility frees up costly floor area. A range of former military buildings are suited to the task. Benefits include security, significant available space, protection against flood and fire damage, and stable humidity: this accurately describes a range of former military buildings, such as hangars, stores, (nuclear) bunkers and magazines.

The Chatham Archive and Document Storage Company Limited Incorporated in 1993, with the specific aim of establishing a high security archive storage company inside the walls of Chatham's former Naval Dockyard, this is a 16,000m2 storage facility purpose built by the Royal Navy to meet its storage requirements. The warehouse is built into rising ground. Its atmosphere is thus very stable, at a cool temperature and has a low relative humidity. www.chathamarchive.co.uk

ARK Secure Storage A former Centre of Regional Government in the event of nuclear attack, with over 2,000m2 of humidity free document storage. Documents are stored behind one-metre thick reinforced concrete walls, with steel blast doors and perimeter fencing. www.arksecurestorage.co.uk

Endnote

Medway Council would like to gratefully acknowledge the support and dedication of the ASCEND partners in compiling the Model Management Framework.

The expertise and commitment of all partners has been invaluable throughout the lifetime of the project, and in crystallising years of experience in the Framework.

We also gratefully acknowledge the support of the Interreg IIIC West Zone Secretariat, and the assistance of the European Union in part-financing ASCEND.

www.ascendpartnership.net

176 Appendix

177 Glossary.

AONB (Area of Outstanding Natural Beauty - UK) A precious landscape whose character and natural beauty are so outstanding that it is in the nation's interest to safeguard them.

Barracks A building for the accommodation of soldiers.

Bastard System A mixture of the bastion and polygonal fort-building systems.

Bastion Fortification work, usually four-sided, situated in the corners of a wall, for active defence and flanking fire.

Battery Any place where guns or mortars are mounted.

Business Link A UK national independent business advice service.

Caponier / Caponnière Covered communication leading to outworks. Also a casemated work projecting into or across a ditch to provide flanking fire.

Casemate / Casement Bombproof vaulted chamber in the walls of a fortification, providing an emplacement for a gun, or barrack room.

Chamber of Commerce The structure of a Chamber of Commerce varies between countries, but their primary goal is to improve the business climate in a locality, typically through business networks, lobbying, common projects and a selection of business services.

CIS States (Commonwealth of Independent States) Created in 1991 to unite: Azerbaijan, Armenia, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Uzbekistan and Ukraine.

Citadel Self-contained fortress, usually within a town's fortifications.

Classified Monument A building that has been either scheduled or listed, i.e. protected by national law. In France, the highest degree of statutory protection.

Cluster Geographically close, interconnected companies and suppliers within specific business fields that work and co-operate together, as well as being competitors.

Conservation Area (UK) An area of special architectural or historic interest, whose character or appearance it is desirable to preserve or enhance.

Curtain Wall Stretch of wall between two towers.

Department (FR) An administrative area, part of a region.

Echaugette Sentry box, projecting from the angle of a bastion at parapet level.

Embrasure Opening in a wall for gun fire.

English Heritage The UK government statutory advisor on the historic environment.

Entrenched Camp Protected area for the assembly / regrouping of an army.

Ephoroeia A Greek governmental authority.

ERDF (European Regional Development Fund) A major E.U. funding instrument for helping to redress regional imbalances.

178 ESF (European Social Fund) An E.U. Structural Fund designed to strengthen economic and social cohesion.

Forbidden Circles The prohibited areas around fortifications where building was banned, owing to the need to maintain an open line of fire.

Fortalice A small fort or defensive structure.

Further Education Education after mandatory schooling, but before University, i.e. 16 - 18.

GDR (German Democratic Republic) The socialist state that existed in East Germany between 1949 and 1990.

Higher Education University level education.

ICOMOS (International Council on Monuments and Sites) A non-governmental affiliate organisation of UNESCO, dedicated to the conservation of historic monuments, areas and sites.

Incubation Centre Nurtured and supported space and facilities for new businesses to start-up and grow.

Interreg An E.U. initiative to strengthen economic and social cohesion by promoting cross-border (strand A), transnational (strand B) and interregional (strand C) co-operation.

KONVER A former E.U. Fund to foster the conversion of regions highly dependent on the defence sector.

The Lines An abbreviation for 'lines of defence'.

Listed Building A building of particular architectural or historical importance, on a list of structures that cannot be demolished or altered without government permission.

Lunette A half-moon shaped space, either masonry or void.

Not-for-profit Organisation (NPO) An organisation whose primary objective is to support a matter of private interest or public concern for non-commercial purposes.

ODPM (Office of the Deputy Prime Minister - UK) A government department responsible for housing, local government, regeneration, planning and urban and regional issues. (Renamed in May 2006, as the Department for Communities and Local Government, and no longer associated with the Deputy Prime Minister).

Philadelphia Style A 'hub and spoke' prison design, with cells facing a central area.

Polygonal System A fort bounded by five (or more) sides.

Postern A small entrance into a fortification, often with a tunnel approach.

Ravelin Fortified structure in a ditch to defend the curtain wall.

Redoubt / Reduit Small detached independent outwork.

Rocchi General Enrico Rocchi (IT), considered an expert in military construction.

Scheduled (Ancient) Monument (UK) A protected archaeological site or historic building considered to be of national importance.

SSSI (Site of Special Scientific Interest - UK) A conservation designation denoting an area protected for its wildlife or geology.

Sustainability Ensuring that activity / development meets the needs of the present generation without compromising the ability of future generations to meet their needs.

179 Syndicat Mixte (FR) A joint venture between various public authorities.

Triple helix Describes the interaction between business, universities and local government.

Tunkler An Austrian colonel who had a strong influence on fort design in Italy.

UNESCO (United Nations Educational, Scientific and Cultural Organisation) A specialist branch of the United Nations, founded in 1946. Their remit includes increasing appreciation and awareness of the world's cultural and natural heritage.

Valorisation The processing of assessing the historical significance of a site or building.

Vauban A Marshal of France (1633-1707), considered the foremost military engineer of his age.

World Heritage Site One of (currently) 812 sites which form part of the cultural and natural heritage which the World Heritage Committee considers as having outstanding universal value.

180 Bibliography

De Nieuwe Hollandse Waterlinie Nicolaas Mastsier, Carl de Keyzer, Selma Schepel ISBN 904009553

Sterk Water (De Nieuwe Hollandse Waterlinie) Chris Will ISBN 9053452044

Panorama Krayenhoff (Linieperspectief) Stuurgroep National Project Nieuwe Hollandse Waterlinie (Utrecht, 2004)

The Napoleonic Defences of Rochester and Chatham Keith Gulvin ISBN 0-95070-890-X

NAVARCH, Guidebook on Naval Architecture ISBN 9163122774

Framtidens vägvisare (Stumholmen - with an English summary) ISBN 9171471464

SKÄRVA - Creating a place in the Country ISBN 9179880568

Ville Royale Fiquet and Leblanc ISBN 2910137252

Les Fortifications du littoral: la Charente-Maritime Faucherre, Prost, Charette, Leblanc ISBN 29101137171

Dentro e fuori le mura. Problemi di acquisizione, conservazione e recupero. Proceedings of the conference hosted in Palzzo Ducale (Venice) January 27th 2001, Venice 2001.

Arsenale e/è museo. Due modi per un uso unitario. Proceedings of the conference hosted in Palazzo Ducale, January 25th 2002. Venice 2002.

ASCEND, Interreg III C: “Transforming abandoned military heritage into proven tourism assets”. Proceedings of the Seminar hosted in Verona November 26th - 27th 2004. Verona 2005.

Progetti per l'Arsenale di Venezia (Projects for the Arsenale of Venice) F. Calzolaio Venice 2001

La rinascita dell'Arsenale. A. Dina Venice 2004

Il forte Sirtori a Spinea, Scorzè G. Facca, C. Zanlorenzi Venice 2003.

Gli artigli del Leon. La batteria Amalfi e le fortificazioni costiere di Venezia nelle due guerre mondiali F. Lazzarini, C.A. Clerici Parma 1997.

Linee guida al Piano per il riuso e la valorizzazione del Campo trincerato di Mestre. Venice 2005.

Il forte Mezzacapo a Zelarino R. Marcolin, C. Zanlorenzi Spinea 2004

The re-use of large European complexes in the list of redundancies Europa Nostra Scientific Bulletin 59 (2005)

L'esperienza del volontariato e della cooperazione sociale nel territorio veneziano, Project Tudeslove, Interreg IIA Venice 2001

Studio dei siti e manufatti di interesse storico-architettonico. Project Tudeslove, Interreg IIA M. Scroccaro Venice 2001

I forti di Mestre. Storia di un Campo Trincerato C. Zanlorenzi Verona 1997 181 The success of the ASCEND project is thanks to valued contributions from:

Aspasia Abatzoglou Architect, Municipality of Thessaloniki Nonito Aneiros General Secretariat, Ferrol Metropolis Foundation Fulgencio Avilés Architect (rehabilitation of Antigüones Barracks, Cartagena) Martina Bade Cultural and Heritage Department, Hansestadt Rostock Rosa Beaumont Calabuig IDEAS Project Manager, Polytechnic University of Valencia Marijke Bekkenkamp Province of Utrecht José María Bernal Palacios Director, Centro de Investigación para el Desarrollo Liliann Bjerström Strategist - Commerce & Industry, Karlskrona Municipality Benito Burgos Barrantes Technician, Spanish Ministry of Culture Joanne Cable European Network Co-ordinator, Medway Council David Candlin Economic Development Manager, Medway Council Keith Casson Innovation and Technology Advisor, Business Link Kent Dr. Juan Patricio Castro Valdivia Professor of Economics, Polytechnic University of Cartagena José Manuel Chacón Bulnes Architect (Castle of La Concepción and the Punic Wall) Pedro E. Collado Espejo Professor of Technical Architecture, Polytechnic University of Cartagena Simon Curtis Tourism Manager, Medway Council Peter Danker-Carstensen Schiffbau- und Schiffahrtsmuseum, Rostock Alfonso Escuadra Sánchez Councillor for Heritage, Municipality of La Línea de la Concepción Laetitia Fayemendy Local Project Manager (ASCEND), Conseil Général de la Charente-Maritime Martino Ferrari Bravo Local Project Manager (ASCEND), Marco Polo System g.e.i.e. José Manuel Ferrer Cànovas Regional Secretariat for Tourism, Region of Murcia Luis Anselmo Ferrer López Interpreter, Centro de Investigación para el Desarrollo Bill Ferris Chief Executive, Chatham Historic Dockyard Trust Nathalie Fiquet Curator of Brouage Clarisse Forgues International Financial Manager (ASCEND), Medway Council Prof Jose Antonio Franco Leemhuis Vice-Chancellor for Innovation, Polytechnic University of Cartagena Raquel Galarza Ruiz Local Project Manager (ASCEND), Centro de Investigación para el Desarrollo Michel Gallice Director, Conseil Général de la Charente-Maritime Antonio García Sanchez Professor of Economic Analysis, Polytechnic University of Cartagena Aureliano Gómez Vizcaíno President of the Association for the Fortifications of Cartagena Rienke Groot Projectbureau New Dutch Waterline Keith Gulvin Trustee, Fort Amherst John Guy Tourism Project Officer, Medway Council Richard Holdsworth Museums and Heritage Director, Chatham Historic Dockyard Trust Alberto Íberos Architect (Castle of La Concepción and the Punic Wall) Angel Iniesta Sanmartìn Head of the Historical Heritage Department, Region of Murcia Uwe Jannsen Betrieb für Bau und Liegenschaft, Mecklenburg-Vorpommern Peter Kendall Inspector of Ancient Monuments, English Heritage Claes-Åke Kindlund Architect and Senior Advisor, Karlskrona Municipality Bas Kreuger The Netherlands Fortress Museum Sevasti Laftsidou Civil Engineer, Municipality of Thessaloniki Manuel Lechuga Galindo Technician, Cultural Heritage Department, Region of Murcia Martín Lejárrega Architect (rehabilitation of the Military Naval Hospital and Antigüones Barracks, Cartagena) Mª Ángeles Lirón Sandoval Manager, Lorca: Workshop of Time Stiliani Loi Landscape Architect, Municipality of Thessaloniki Colin Lovell Regeneration Projects Manager, Medway Council Juan Madrigal de Torres Manager, Polytechnic University of Cartagena Konstantinos Marinidis Local Project Manager (ASCEND), Exallon Technical Consultants, Thessaloniki Miguel Martínez Bernal President of the Association of Constructors, Cartagena Rafael Martínez Fernández Co-ordinator, Innovation Area, INFO Antonia Martínez Inglés Professor of Technical Architecture, Polytechnic University of Cartagena Agustina Martínez Molina Manager, Cartagena: Port of Cultures Manuel Martínez Pastor Lawyer (Financial study: Master Plan for the bay of Cartagena) Luis de Miquel Santed Archaeologist, Representative Federation of Neighbours in Cartagena Mara Mira Director of Párraga Art Centre 182 Pedro Morillas Architect, Former Manager for Urbanism, Municipality of Murcia José Miguel Noguera Celdrán General Director for Culture, Region of Murcia Robert Orémus Syndicat Mixte de Brouage Florian Ostrop Historian, Rostock Arch. Javier Padín Martínez Historian, Municipality of Coruña Athanassios Papageorgiou Special Advisor to the Mayor of Thessaloniki. Rafael Pedraza Urbanism Manager, San Fernando, Cádiz María Jesus Peñalver Martínez Professor of Architecture, Polytechnic University of Cartagena Manuela Pérez Jiménez President, Centro de Investigación para el Desarrollo Diego Peris Sánchez Architect (rehabilitation of the University of Castilla la Mancha) Pietrangelo Pettenó Administrator, Marco Polo System g.e.i.e. Alexander Plum Local Financial Manager (ASCEND), Projectbureau New Dutch Waterline Maurizio Purcaro Local Project Manager (ASCEND), Projectbureau New Dutch Waterline Juan Isidro Ros Espín Manager of Azuche 98, Heritage Restoration Company Mariano Rosique President of the Chamber of Commerce in Cartagena José Pablo Ruiz Abellàn Regional Councillor for Tourism, Region of Murcia Admiral Mario Sánchez-Barriga Fernández Spanish Ministry of Defence Jose Antonio Sande Cortizo Vice-Director, Infrastructures of Defence, Spanish Ministry of Defence Andreas Schubert Expert on Urban and Regional Development, Hansestadt Rostock Mauro Scroccaro Consultant, Marco Polo System g.e.i.e. Dr Ignacio Segado Segado Vice-Chancellor for Economic Development, Polytechnic University of Cartagena Daniele Sferra Consultant, Marco Polo System g.e.i.e. Clem Smith Social Regeneration & European Affairs Manager, Medway Council Stefan Stübe Deputy Manager for the Seaplane Event, Rostock Steffen Stuth Museum for Culture and History, Rostock Nicolaos Tachiaos Deputy Mayor of Thessaloniki Els ten Napel Province of North Holland Adelaida Tuñón Álvarez Lawyer, Municipality of La Unión, Cartagena Dimitrios Tzioras Civil Engineer, Municipality of Thessaloniki Mr van Denderen Owner, Fort Voordorp Nanette van Goor Regional Co-ordinator from the Province of North Holland Arnold van Vuuren Director, Projectbureau New Dutch Waterline Martin Vastenhout President, Werk aan de Linie, Holland Anne Visser Fortifications Expert, New Dutch Waterline Geu Visser Manager, Vredeseducatie Association Rob Vrolijks Crossing the Lines, Interreg IIIB project, NWE Titus Weijschedé Researcher, Alterra Green World Research Thomas Werner Cultural and Heritage Department, Hansestadt Rostock Paul Williams Business Development Manager, University of Greenwich Peter Writschan Cultural and Heritage Department, Hansestadt Rostock Rob Zakee Projectbureau New Dutch Waterline Gilberto Zinzani Director, Marco Polo System g.e.i.e. Maria Zourna Architect, Head of Department of Urban Projects, Municipality of Thessaloniki

183 184 Contacts.

Medway Council, National Project Bureau Nieuwe Karlskrona Kommun, 95 High Street, Hollandse Waterlinie Östra Hamngatan 7B, Rochester, P.O. Box 406 SE 371 83 Karlskrona Kent. ME1 1LX 3500 AK Utrecht Sweden United Kingdom The Netherlands TEL:0046 (0)455 30 31 02 TEL: 0044 (0)1634 828878 TEL: 0031 (0)30 2399020 FAX: 0046 (0)455 30 31 24 FAX: 0044 (0)1634 817704 FAX: 0031 (0)30 2380915 www.karlskrona.se www.medway.gov.uk www.hollandsewaterlinie.nl

Hansestadt Rostock Neuer Markt 1 18050 Rostock GERMANY TEL: 0049 381 381 1107 www.rostock.de

Marco Polo System g.e.i.e. Cannaregio 1105, 30121 Venice Italy TEL: 0039 041 27 27 011 FAX: 0039 041 2727 023 www.marcopolosystem.it

Exallon Consultants, Odysseus 7, T.K. 546 29 Thessaloniki Greece TEL: 0030 2310 523 599 FAX: 0030 2310 508 145 www.exallon.com

Centro de Investigación para el Universidad Politécnica de Conseil Général de la Charente- Desarrollo Cartagena, Maritime, Calle Carlos V, no. 1, 1 Derecha, Plaza del Cronista Isidoro DESCET - 85 Bld de la C.P. 30.011 Valverde, Republique, Cartagena Edificio La Milagrosa 17076 Spain 30202 La Rochelle Cedex 9 TEL: 0034 968 085355 Cartagena, France FAX: 0034 968 085356 Spain TEL: 0033 (0)5 4631 7240 www.centroid.info www.upct.es www.charente-maritime.org ASCEND Model Management Framework ASCEND Achieving

the Socio-Economic Re-use of Former Military Land and Heritage. Model Management Framework