Valorizing Industrial Culture
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Valorizing industrial culture Overview on good practice examples of industrial heritage management outside the SHIFT-X partnership SHIFT-X CENTRAL EUROPE Project No. 4CE521P4 Output: 3.3.1 prepared by: PP3 │TU Bergakademie Freiberg│IWTG│ Daniela Walther │Julia Petzak address: Freiberg│Germany email : [email protected] phone: 0049-3731-392459 SHIFT-X project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. This documentation reflects the author’s views. The Programme bodies are not liable for any use that may be made of the information contained therein. Overview on good practice examples of industrial heritage management outside the SHIFT-X partnership P. 2 TABLE OF CONTENTS CHAPTER I: INTRODUCTION ................................................................................... 4 CHAPTER II: DECENTRALIZED MUSEUM CONCEPT............................................ 2 2.1. Association Saxon Museum of Industry with its Parts in Chemnitz, Knappenrode, Crimmitschau and Ehrenfriedersdorf .............................................................................. 2 2.2. Rhenish State Museum of Industry with its Parts in Ratingen, Oberhausen, Solingen, Bergisch Gladbach, Engelskirchen, Euskirchen and the Westfalian State museum of Industry with ist parts mine Zollern, Hannover and Nachtigall, Henrichshütte Hattingen, boat lift Henrichenburg, TextilWerk Bocholdt, museum of brick manufacturing Lage, glas factory Gernheim ........................................................................................................... 4 2.3. Conclusion ................................................................................................................... 8 CHAPTER III: INTERNATIONAL AND CROSSBORDER PROJECT MANAGEMENT .............................................................................. 11 3.1 German-Czech Cooperation in the International Management of the UNESCO World Heritage Project "Montane Kulturlandschaft Erzgebirge/Krušnohoří".............................11 3.2. Conclusion ..................................................................................................................14 CHAPTER IV: STRONG POLITICAL LEADERSHIP AND SUPPORT IN INDUSTRIAL HERITAGE MANAGEMENT .................................... 15 4.1. European Capital of Culture (RUHR 2010: Essen) ........................................................15 4.2. International Building Exhibition (IBA) ............................................................................17 4.3. Conclusion ..................................................................................................................21 CHAPTER V: INDUSTRIAL HERITAGE ROUTE CONCEPTS ............................... 23 5.1. Examples of Effective Heritage Management Structures ...............................................23 5.2. Conclusion ..................................................................................................................30 CHAPTER VI: FESTIVALS AND EVENTS .............................................................. 32 6.1. Events Connected to the Industrial Heritage ..................................................................32 6.2. Days of Industrial Culture ..............................................................................................34 Overview on good practice examples of industrial heritage management outside the SHIFT-X partnership P. 3 6.3. Ferropolis as Unique Event Location .............................................................................37 6.4. Conclusion ..................................................................................................................38 CHAPTER VII: PATCHWORK MANAGEMENT IN SHRINKING REGIONS ........... 40 7.1. Structural Change under the Condition of Shrinking Regions via Patchwork Site Management and Culture ..............................................................................................40 7.2. Conclusion ..................................................................................................................44 CHAPTER VIII: ASSESSMENT AND CONCLUSION.............................................. 46 8.1. Factors of Success ........................................................................................................46 8.2. Challenges ..................................................................................................................47 LIST OF REFERENCES .......................................................................................... 49 PICTURES.................................................................................................................50 Overview on good practice examples of industrial heritage management outside the SHIFT-X partnership P. 4 CHAPTER I: INTRODUCTION Old-industrial regions have been hot spots of economic development in Central Europe over decades and centuries. But since the 1990ies many of them have lost their significance due to globalization, transition from socialist to market economies as well as other framework conditions. This change is especially hard to overcome by small and medium-sized towns since they normally have only their industrial past to refer to. The former industries not only leave behind a material cultural heritage such as industrial monuments but also an immateri- al heritage such as numerable traditions and philosophies of life related to the former indus- trial work. These valuable components determine future regional developments and should not be demolished. The SHIFT-X project in general The cultural shift, if understood as re-interpretation of existing values, has to be regarded as a crucial pre-condition for any sustainable new development in structurally disadvantaged regions. SHIFT-X addresses exactly this systemic challenge. For this purpose, six post- industrial cities and regions have come together. These are: • the district of Zwickau for the economic region Chemnitz-Zwickau with its automotive, textile, engineering and mining history (Germany), • the mining tourism association Welzow for the Lusatian region with its mining history (Germany), • the Styrian iron route association for the region Eisenerz with its steel and mining his- tory (Austria), • the micro region Sokolov-East for the Northwestern Bohemian region with its mining, porcelain, engineering and chemical history (Czech), • the STEBO Competence Center for Community Development for the Limburg region with its mining history (Belgium), • the City of Bydgoszcz with its engineering, railway and chemical history (Poland). The regional partners are accompanied by two scientific institutions renowned for their exper- tise in regional development, heritage preservation and systematic innovation research. • Technical University Mining Academy Freiberg (Germany), represented by the Insti- tute for Industrial Archaeology, History of Science and Technology, • University of Graz (Austria), represented by the Institute of Geography and Regional Science, supported by the Institute for Systems Science, Innovation and Sustainabil- ity Research. They all jointly develop, test and disseminate approaches on how industrial heritage can be used for fostering sustainable endogenous development, for generating innovation in tradi- tional branches, for reshaping regional identities and for improving image in three different work packages. Overview on good practice examples of industrial heritage management outside the SHIFT-X partnership P. 5 Overview on good practice examples of industrial heritage management out- side the SHIFT-X partnership The aim for the output at hand as a collection of additional good practice examples is the compilation of good practice examples for the managing of old-industrial heritage besides the project partners. The result is an overview or a potpourri on existing management ideas and concepts. Therefore, focus lays on management structures in order to inspire practitioners on deciding how to manage industrial heritage sites. The output shows the variety of European offers with focus on peculiarities, chosen instruments and lessons learned. The collection includes the innovative and successful approaches the authors were able to collect. But there is no claim for completeness. It was more the idea to help adapt working ideas and structures to the needs and requirements of new industrial heritage projects in order to bring inspiration or new impulses and ideas to the SHIFT-X partners and other stakeholders in industrial heritage. The knowledge transfer to other projects can only focus at transferring instruments and struc- tures such as conceptual ideas, useful marketing instruments, forms of cooperation and partnership and basic management structures as implementation instruments. A simple blueprint of best practice examples cannot be possible since the collected practice examples come from different regions and countries with different financial capability, legal systems and economic as well as social contexts. So, the root concepts need to be adjusted to each region in order to fulfil the relevant needs and objectives. Learning from the experiences elsewhere can be beneficial for developing new industrial heritage projects and management structures. In order to structure the text certain keywords for certain management structures were used. The decentralized museum concept, cross boarder project management, strong political leadership, industrial heritage route concepts, festivals and events as well as the patchwork management