Apr 07, 2016
This project has been in collaboration with the University of Silesia in response to their plans for expansion.
As a way to achieving this, our project focusses on the needs of the students and the city residents and as a result the main focus is on the enhancement of job opportunities.We aim to achieve this with the aid of a city-wide network of non-government organisations (NGOs) as a means of integrating the city of Katowice and the ‘new’ Open University of Silesia.
We aim to promote institutional co-operation of the university with the city boosting the relationship between the city and the university. Creating a city and university at harmony. Boosting links with organisations across the city and fully integrating the university as part of the urban fabric of Katowice.
As a result this project hopes to:- provide students and local residents with a wider range of employment opportunities within the city- prepare them for the labour market, learning the necessary skills for co-operation as well as civic responsibilities- and increase the likelihood that students of the university take up permanent residence in the city once they graduate university.
Spatially this will result in a stronger connection between the university faculties and the city. It will help provide life to dead/vacant spaces with new multi-use spaces and help improve the aesthetics of the city.
Working on the nature (social behaviour, university environment) of the university through sharing skills and knowledge by opening access to residents and students.
iii
INTR
OD
UC
TIO
NTh
e O
pe
n U
niv
ers
ity o
f Sile
sia
INTRODUCTION....................................................................................................ii
CONTENTS...........................................................................................................iv
SITUATION.............................................................................................................1
The Decline of mining - In Upper Silesia..................................................................................................2 - Case Study: Ruhr Valley...................................................................................4 A Lost Workforce? - Unemployment Statistics Within Silesia...........................................................6 - Case Study: Evergreen Co-Operative...........................................................8 A Disconnected University............................................................................................10 Formal Governance Structure - University of Silesia..........................................................................................12 - Australian National University........................................................................14 - The Open University.......................................................................................16 - Harvard University...........................................................................................18 ACityofConflicts - Zoning and Physical Barriers..........................................................................20 - Undesirable Locations...................................................................................22
RESOURCES AND ASSETS....................................................................................24
The University of Silesia..................................................................................................26 Katowice: City of Culture Bid.......................................................................................28 Existing City Infrastructure.............................................................................................30 International Investment...............................................................................................32 Vacant Real Estate.......................................................................................................34 Non Government Organisations..................................................................................36
URBAN STRATEGY...............................................................................................38
The Open University of Silesia.......................................................................................40 Stakeholders and Actors..............................................................................................42 The Formation of Clusters.............................................................................................44 The Expansion of the University....................................................................................46
v
CO
NTE
NTS
Non Government Organisations - Activating an Unexplored Resource............................................................48 - Connecting the University to the People....................................................50 Network of Incubators..................................................................................................52 Business Incubators........................................................................................................54 STRATEGY COMPONENTS..................................................................................56
The Academic Artery of Katowice - The City as the Campus................................................................................58 - Spreading Across the City for the People...................................................60 Rules for Development - Building Typologies.........................................................................................62 - Permissible Developments............................................................................66 A Walk-able City - Transportation and Pedestrianisation Strategy...........................................68 - Building on the City of Gardens...................................................................70 A University and City at Harmony................................................................................72 MASTER PLAN ....................................................................................................76
Informing the Master-plan.............................................................................................78 Phase 1: Expansion of Existing University Campus.....................................................80 Implementing the Open University..............................................................................84 Phase 2: Connecting Existing Facilities........................................................................86 Expanding the Open University of Silesia....................................................................88 Phase 3: Connecting City and Culture.......................................................................90 Phase 4: Re - Connecting the ‘City’............................................................................92 Re-modelling Katowice................................................................................................94 REFERENCES AND BIBLIOGRAPHY....................................................................96
1
SIT
UA
TIO
N
Coal mining has been a major factor in the growth of the Upper Silesia region. For many years the industry was the major source of employment for the region and resulted in many years of prosperity.
Inspiteoftheeconomicbenefitsthatmininghasbroughttotheregion,ithasalsohadawide ranging negative impact on the environment.
Excessive mining has resulted in an increased rate of subsidence, in some cases up to 8m in depth. The watercourses have been heavily polluted with heavy metals and in some cases (like the Rawa River in Katowice) this has resulted in the loss of all life in the watercourse.
However,duetotheincreasingdifficultyandcostforextractingcoaltheregionhasseena large portion of its mines close over the last 20 years. This has resulted in many workers being made redundant and large areas of land being left in a state of decline.
The dilemma has been what to do with the mines that have closed. Due to the nature and location of some of the mines those that have recently closed need to still be drained to prevent further subsidence and the collapse of the mines that are still open. This will have tocontinueuntilanumberofminesinthelocalitycloseandtheycanallbeflooded.
3
THE D
EC
LIN
E O
F M
ININ
G...In
Up
pe
r Sile
sia
Coal Mines in Upper Silesia - 1989
Coal Mines in Upper Silesia - 2004
The Ruhr valley in Germany has many similarities with the region of Silesia. The region is formed of a number of cities all built up on the regions mining past. As a result it has gone through the same problems as Silesia is currently. Rivers were polluted, the landscape was dominated by mines and other heavy industry billowing out plumes of black soot.
The region has been so important to the success of Germany that from 1958 to 2010 it received over €120billion of funding for the coal industry alone. But following the collapse of the mining industry the region has taken a very different direction.
During the 1990s the region was transformed from an industrial wasteland to a region of culture. Industrial buildings were transformed into cultural centres and the rail roads were transformed into 400Km of cycle paths.
5
THE D
EC
LIN
E O
F M
ININ
GC
ase
Stu
dy: Th
e R
uh
r V
alle
y
Unemployment in Poland is around the average for the EU but is quite high compared to the UK and Germany.
However, the region of Silesia boasts 1 of the lowest rates of unemployment in the whole of Poland. The majority of those unemployed are in the 15-24 age group.
Unemployment Rate in the EU - 2014
7
A L
OST
WO
RK
FO
RC
E?
Un
em
plo
ym
en
t Sta
tist
ics
with
in S
ilesi
a
Number of Self-Employed per 1000 - Silesia 2012
Average Unemployment Rate in Poland - Poland 2014
Percentage of Age Groups Unemployed
Public gain control of
infrastructure and natural resources
The Evergreen Co-operative is a business model that has been pioneered in Cleveland, Ohio. The aims of which are to improve community wealth, create a more stable economiclandscapebasedoncommunalbenefits,knowledgeproductionandworker/owner solidarity.
The ideas are that this model creates a new class of business owners who have previously been excluded because of having low or moderate incomes. The risk is also dispersed between many individuals as opposed to a select few and there is no speculated land use.
The implementation of the new model for the City of Cleveland in Ohio, US is based on large-scale worker-owned and community-benefiting businesses. The EvergreenCooperative Initiative is beginning to build serious momentum in one of the cities most dramatically impacted by the nation’s decaying economy.
9
A L
OST
WO
RK
FO
RC
E?
Ca
se S
tud
y: Eve
rgre
en
Co
op
era
tiv
e
Strategic planning in co-operation
with the city (Creating Property)
Multiple lots may be assembled for ownership by an Evergreen Co-
Operative
SitedensificationCreates more tax revenue for the city
Co-operative owners could be tied remotely to other hedge spaces that are seeking to be
assembled
Create incentives for nearby owners
to join the co-operative or sell as market prices
stabilise
The factory is no longer the sole site of capital
production - It is the city of
everyday urban life
Shared co-operative development strategy would create political
stakeholders amongst the classes of those typically excluded from the public
process
The University of Silesia currently has little connection with Katowice aside from that it has its main campus in the heart of the city. This sounds contradictory, but many students come to the city purely for classes and then leave.
Any events that the university organises happen around the university campus and the majority of local residents see little need to ever cross the university campus.
Students at the university also tend to live at home with their parents (to save money) or at the university accommodation in the neighbouring town of Ligota as opposed to being in Katowice.
This further adds to the students desire to leave Katowice when their classes end because their lives are outside of the city.
11
A D
ISC
ON
NEC
TED
UN
IVER
SIT
Y
Student Organised Events Outside the Rectorat
Vice Rector(Research and
Economic Co-Operation)
Vice Rector(Internationalisati
on and Environmental Co-Operation)
Vice Rector(Finance and Development)
Vice Rector(Education and Student Affairs)
Office of the Rector
Commission for Research and
Economic Co-Operation
Committee for Budget and
Finance
Commission for Faculty
Commission for University
Development
Commission for Education
Commission for International
Co-Operation
Dean
Vice Dean
Faculty Heads
Chancellor
Vice Chancellor
Faculty Council
Student Government
Sena
te
Univ
ersit
y A
dmin
istra
tion
The University has a fairly standard hierarchy in relation to other universities. As a principle, it is a standard organisational hierarchy with 1 person in charge with a group of vice’s reporting directly on their areas of expertise.
13
FO
RM
AL
GO
VER
NA
NC
E S
TRU
CTU
RE
Un
ive
rsity o
f Sile
sia
Vice Rector(Research and
Economic Co-Operation)
Vice Rector(Internationalisati
on and Environmental Co-Operation)
Vice Rector(Finance and Development)
Vice Rector(Education and Student Affairs)
Office of the Rector
Commission for Research and
Economic Co-Operation
Committee for Budget and
Finance
Commission for Faculty
Commission for University
Development
Commission for Education
Commission for International
Co-Operation
Dean
Vice Dean
Faculty Heads
Chancellor
Vice Chancellor
Faculty Council
Student Government
Sena
te
Univ
ersit
y A
dmin
istra
tion
Student Administration
Promoting Excellence
(CHELT)
ANU Online
Student Services
Dean of Students
Residential and Campus
Communities
Alumni Relations and Philanthropy
Business Development
Commercialisation
ANU Enterprise
ANU Connect Ventures
International Ops. and Student
Recruitmet
Marketing
Strategic Communications and Public Affairs
Council
Vice
-Cha
ncel
lor
& Pr
esid
ent
AN
U C
olle
ges
(Aca
dem
ic)
ExecutiveDirector
(Administration& Planning)
DeputyVice-
Chancellor(Research)
ProVice-Chancellor
(Research& Training)
Deputy Vice-Chancellor
(Academic)
ProVice-Chancellor
(StudentExperience)
ProVice-Chancellor
(Innovation &Advancement)
ProVice-Chancellor
(International& Outresearch
Finance &BusinessServices
Human Resources
Facilities and Services
Information Services
University Library
Drill-Hall Gallery
Planning and Statistical
Services Division
Offices of the Vice-Chancellor
Research Services
Research Skills and Training
Statistical Consulting Unit
Student Education
(CHELT)
15
FO
RM
AL
GO
VER
NA
NC
E S
TRU
CTU
RE
Au
stra
lian
Na
tio
na
l U
niv
ers
ity
Student Administration
Promoting Excellence
(CHELT)
ANU Online
Student Services
Dean of Students
Residential and Campus
Communities
Alumni Relations and Philanthropy
Business Development
Commercialisation
ANU Enterprise
ANU Connect Ventures
International Ops. and Student
Recruitmet
Marketing
Strategic Communications and Public Affairs
Council
Vice
-Cha
ncel
lor
& Pr
esid
ent
AN
U C
olle
ges
(Aca
dem
ic)
ExecutiveDirector
(Administration& Planning)
DeputyVice-
Chancellor(Research)
ProVice-Chancellor
(Research& Training)
Deputy Vice-Chancellor
(Academic)
ProVice-Chancellor
(StudentExperience)
ProVice-Chancellor
(Innovation &Advancement)
ProVice-Chancellor
(International& Outresearch
Finance &BusinessServices
Human Resources
Facilities and Services
Information Services
University Library
Drill-Hall Gallery
Planning and Statistical
Services Division
Offices of the Vice-Chancellor
Research Services
Research Skills and Training
Statistical Consulting Unit
Student Education
(CHELT)
Other Members
Director of Educational Technology
Academic Staff Members
Associate Lecturer
Members
Academic and Research Staff
Members
Cou
ncil
Sena
te
President of The Open University Students’ Association
Chair of the Council (Pro-Chancellor)
Vice Chancellor
Treasurer
Appointed Members
Vice Chancellor, Chair
Vice Chancellor
Deans of the Faculties
Appointed Members
External Co-Opted Members
External Co-Opted Members
appointed under procedures determined by Ordinance
Student appointed by
OUSA
Non-Academic Staff Member
Associate Lecturer
Members
Members Appointed by
the Senate
Director of Library Services
Director of Learning and
Teaching Solutions
The Director, Students
17
FO
RM
AL
GO
VER
NA
NC
E S
TRU
CTU
RE
The
Op
en
Un
ive
rsity
Other Members
Director of Educational Technology
Academic Staff Members
Associate Lecturer
Members
Academic and Research Staff
Members
Cou
ncil
Sena
te
President of The Open University Students’ Association
Chair of the Council (Pro-Chancellor)
Vice Chancellor
Treasurer
Appointed Members
Vice Chancellor, Chair
Vice Chancellor
Deans of the Faculties
Appointed Members
External Co-Opted Members
External Co-Opted Members
appointed under procedures determined by Ordinance
Student appointed by
OUSA
Non-Academic Staff Member
Associate Lecturer
Members
Members Appointed by
the Senate
Director of Library Services
Director of Learning and
Teaching Solutions
The Director, Students
Looking at the various case studies used, it is possible to understand a number of differences betweenuniversitiesthatcanhavekeyinfluencestohowtheuniversityoperates.
Themain influence forourOpenUniversityof Silesia is TheOpenUniversity frameworkwhere we are looking at implementing a committee based hierarchy that would vote on the collective model of the university.
We also aim to learn from the Harvard and ANU models to boost representation of students and alumni as well as non-academic members being appointed for their expertise to aid in the development of the university.
19
FO
RM
AL
GO
VER
NA
NC
E S
TRU
CTU
RE
Ha
rva
rd U
niv
ers
ity
Associate VP for EEO/AA
University Health Service
University Information
Systems
University Library
UniversityMarshal
VP Administration
VP Alumni Affairs and
Development
VP Finance
VP and General Council
VP Government Community and
Public Affairs
President The Office of Provot
(Officers and Deans)
Board of Overseas
Presidents and Fellows
(Harvard Co-Operation)
Treasurer
Secretary
There are many problems to be addressed across the city and the university. The newly created culture zone has received a large amount of investment but simply locating iconic buildings in this area has created a number of new problems.
The events that this area can now host are expensive for most residents and students so they don’t go to them. The district is located on the ‘wrong’ side of the main road for the city centre. This poses as a large obstacle that people need to pass to get to the district and acts as an instant deterrent. The area itself is also vast and sparsely occupied with just a few iconic buildings situated in the area. This means there is little activity in the area unless a particular event is happening.
The university campus has other problems. It is seen as a place purely for students and if residents want to use the space (particularly the new library) they have to pay a large amount of money for the privilege.
This results in a disconnection between the university and the city with the majority of students having nothing to do with the city outside of their studies.
Culture Quarter
21
A C
ITY
OF C
ON
FLI
CTS
Zo
nin
g a
nd
Ph
ysi
ca
l B
arr
iers
Culture Quarter
University Campus
The Rawa river runs through the heart of Katowice and has undergone many transformations over the years making it almost unrecognisable as a river. It is also the subject of much discussion in the city. It has been used as a drainage channel for decadesandasaresulthashadnofishinitsincethe1980s.
The council are trying to prevent the illegal drainage connections into the river to reduce the pollution, but there is still a lot to do.
The current proposal for the university development is in the area to the south of the Rawa river. The new radio TV building is currently on site and will be completed next year and the rest of the development has been earmarked to take place in the neighbouring area at the expense of the local community. Warranting the compulsory purchase of a number of buildings to make way for new university buildings.
23
A C
ITY
OF C
ON
FLI
CTS
Un
de
sira
ble
Lo
ca
tio
ns
Rawa River
Proposed New Developments
25
RESO
UR
CES A
ND
ASSETS
The University of Silesia is the largest higher academic institution in the region. With the majority of its faculties situated in the heart of Katowice. It boasts a strong reputation in socialsciences,film,radioandtelevision.
Katowice also has a number of other higher academic institutions spread across the city with different specialties.
27
THE U
NIV
ER
SIT
Y O
F S
ILESIA
A P
art
of
Ka
tow
ice
?
University of Silesia Locations
The bid by the city to become European City of Culture 2016 recently lost out to Wroclaw tobecomethePolishrepresentativeandasaresulthaslostoutonasignificantamountof potential funding and media exposure across Europe.
Despite this, the city is still going ahead with a number of the larger built projects at the expense of some of the smaller projects. However it is our belief that the city hasn’t pushed the image of the city of gardens far enough and there is a strong foundation that already exists in Katowice that can be built upon and developed further.
Boosting the city’s image as the ‘City of Gardens’ and increasing its desirability to potential investors.
29
KA
TOW
ICE:
CIT
Y O
F C
ULT
UR
E B
IDFro
m ‘
City o
f G
ard
en
s’ t
o ‘
Ka
tow
ice
fo
r C
ha
ng
e’
Katowice already boasts a strong transport infrastructure that not only connects across the city, but also connects the city with western Europe and Asia.
There is currently a comprehensive network of buses and trams across the region that are both frequent and affordable.
On top of this, there are 3 airports around the city that boast many international connections.
All of this can help boost the desire for us to make the university part of a walk-able/pedestrian friendly city.
31
EX
ISTI
NG
CIT
Y I
NFR
ASTR
UC
TUR
EA
Co
nn
ec
ted
City?
Katowice is currently receiving a large amount of money from the European Union as part of the EU Regional Development Fund. This will continue until 2020 and has already seen a large amount of investment within the city with landmark projects such as the International Conference Centre and the NOSPR building within the new culture quarter as well as CINiBA (the new library for the University of Silesia and the University of Economics).
As a result the city is going through a major transformation aimed at bringing it into the 21st century.
In line with this added investment, the University of Silesia is hoping to expand and attract further investment for new facilities to help with its planned expansion and to attract new students.
33
INTE
RN
ATI
ON
AL
INV
ESTM
EN
TEU
Fu
nd
ing
Zo
ne
Multi-National Firms and Investment Zones
There is a wide range of vacant real estate (owned by the council) across the city ranging from small plots of land to large areas or large vacant buildings.
This is a resource that is easily available and cheap and would alleviate the need to compulsory purchase large plots of land or re-house residents. And as a result can help prevent the university having a negative impact in the local community.
35
VA
CA
NT
REA
L ESTA
TE
Vacant Council-Owned Real Estate
Non Government Organisations are currently well documented around Katowice, but they have very poor exposure to those that they are designed to help.
Thebenefits thatcollaboratingwithNGOscanprovide range fromfinancial tosocial.Currently NGOs receive funding based on a set criteria of services that they provide.
The university would be able to use the existing NGOs that are situated across the city in conjunction with vacant land/buildings to inform where new faculty buildings would be situated.
By using such a resource the university could act as a co-ordinator for new NGOs allowing them to set up in a more desired/appropriate location across the city.
37
NO
N G
OV
ER
NM
EN
TAL
OR
GA
NIS
ATI
ON
SA
n u
nta
pp
ed
Re
sou
rce
NGOs Around Katowice
39
UR
BA
N S
TRA
TEG
Y
The principles of the Open University of Silesia are about providing open access to knowledge and resources that the university has available. Its core principles are about providing the city with easy access to the research and facilities that the university has to offer.
Part of the way it can achieve this is by:- Being outside- Open workshops- Outdoor lectures- Using technology as a means for communication outside in the streets and other areas- Redeveloping the streets- Free time entertainment for residents, local workers, students- Outdoor crafts- Performances- Parks and festivals- Awards
41
THE O
PEN
UN
IVER
SIT
Y O
F S
ILESIA
- A recombinant utility of the urban structure – space designed to be used in many differentways,whereaparticularuseisnotdefined
The Open University of Silesia intends to create a new network across the city of Katowice that incorporates the local residents and students into how it operates. With the end game being a university pioneering open access for all.
In order to achieve this, the way the university operates needs to evolve and new actors are to be incorporated into the operational/organisational heirarchy to represent the new groups of people that the university engages with.
By increasing the presence of the university within the city, it is necessary to increase not just the number of stakeholders in the university, but also the variety and the backgrounds of which they come from.
CurrentlytheUniversityisonlyinfluencedbycityandstatepolitics.TheOpenUniversityof Silesia will have representation on its governance by students (past and present) and also residents.
43
STA
KEH
OLD
ER
S A
ND
AC
TOR
S
In a time when Europe must be restructured economically after the recession, clustering presents an ideal way to ensure local economic development and the EU’s future competitiveness, based on integrated, robust foundations that raise productivity and the implementation of innovation.
Clusters are tools that drive forward local economic development, from innovation to business creation. Based on close links between businesses and other economic stakeholders from across the city, clustering acts as an instrument that will restructure and restart the economic cycle of the city.
Areas around the city have a unique combination of skills, experiences and resources brought about by agglomeration that allows them to be clustered effectively. By drawingtogetherhumanresources,financial support, infrastructuredevelopmentandpartnership, promoting cities can develop effective clustering policies based on existing mainstream interventions. Clusters are supported by sound foundations and they form programs based on simple, yet effective, principles and interventions that will drive EU competitiveness.
The clustering model brings new policies to support vitality and gives an opportunity for inclusiveness and interaction in the city of Katowice. Small clusters are formed in their own right, each having the potential to evolve into diverse mixed use hubs, supporting the new institutions, amenities, accommodation, green infrastructure and connections to enable a healthy, sustainable and resilient Katowice at a local and regional scale.
Successful implementation requires the understanding and development of the market, shops, small businesses, community infrastructure and institutions currently active.
45
THE F
OR
MA
TIO
N O
F C
LUSTE
RS
The formation of small clusters will be initiated with the University using its faculties to engage with NGOs and further with the local community, giving the university an identity within the city and giving the city a wider range of opportunities with a successful development plan through gradual change.
The expansion of the university will include the allocation of certain departments (Sports, Biotechnology, Philology, Psychology & Pedagogy) in different areas of the city depending on their ability to partner with local NGOs and to encourage local businesses, leading to the formation of clusters.
The main cluster will be the University campus integrating the Sports facilities that will enable other sports facilities to be situated within the local vicinity, as well as NGOs and other organizations that will strengthen the relationship and interaction between citizens and students. The main Incubator centre is located in the main cluster, from which NGOs and other businesses will start to develop within this cluster and gradually expand locally. The biotechnology faculty will form another cluster, spreading its routes around the site in which it will be situated, creating areas of investment.
The expansion of each cluster will slowly allow for the linear distribution and formation of NGOs and regional businesses, forming a network of integration and interaction, giving life to the city centre.
47
THE E
XP
AN
SIO
N O
F T
HE U
NIV
ER
SIT
YTh
e U
niv
ers
ity f
or
the
City
A Non Governmental Organisation (NGO) is a non-profit, voluntary association,independent from government control that is organised on a local, national and international level. It is task oriented and driven by people with a common interest and a common purpose.
NGOs perform a variety of services and humanitarian functions, bringing citizen’s concerns to the government, advocate and monitor policies and encourage political participation through provision of information.
SomeNGOsareorganisedaroundspecificissues,suchashumanrights,environmentorhealth.
These organisations are considered more trustworthy than news, media and government corporations. As a result businesses work with NGOs to provide positive public relations for both parties.
49
NO
N G
OV
ER
NM
EN
T O
RG
AN
ISA
TIO
NS
Ac
tiva
tin
g a
n U
ne
xp
lore
d R
eso
urc
e
The nature of NGOs varies between different cultures, for example in the Philippines they operate as human right organizations, in other places as environmental organizations. The position of NGOs allows them to constantly adapt to the society and the political situationinwhichtheyfindthemselves,constantlyevolvingandfavouringtheirsector’sindependence.
Charities, voluntary sector organizations, civil society groups cannot be controlled no matter how often politicians, whether from the previous labour government or the conservation and liberal correlation would like to think they can control NGOs.NGOs can:• Protectworkersrights• Localresourcesconservations• Supporteachother• Abolition of slavery (institutions that go beyond the standard structure ofproduction of diplomas, to an institution of truly edifying and shared common good for better future).• Socialarenas→businessarenas→1960–1970:awarenessofbusinesspractice→1990–2000s:shiftedtowardsoff-shoringandoutsourcing(clothingproducts,sportinggoods, trial labour)• Senseoflegitimacy,annualreports,stakeholdersandfundingmatters• Commonthemeintermsofthedistributionofwealthandworkingconditions• Respecttowardsworker’srights• Align themselves politically to supply management team, client was able tonegotiate and work an agreement with the NGOs and with other stakeholders that lead to a very successful implementation of that policy is been expanded beyond its originalmandates.→politicallyNGOsareverywellconnectedwithlabourgroupsandpoliticians.• Fitsverywellwiththesuppliercodeofconduct.Professionals focusedontheirvalue chains.
Create primary hubs around which NGOs and businesses develop.
51
NO
N G
OV
ER
NM
EN
T O
RG
AN
ISA
TIO
NS
Co
nn
ec
tin
g t
he
Un
ive
rsity t
o t
he
Pe
op
le
Social Entrepeneurship Incubators Network
It is a project of six cities in the province of Silesia which integrate their actions for the NGOs. Their mission is to create a comprehensive system of support for the social economy. ThenetworkconsistsofsixincubatorslocatedinKatowice,Gliwice,DąbrowaGórnicza,JastrzębieZdrój,TychyandŻory.
They offer professional support for associations, foundations and initiative groups operating in the province of Silesia.
The idea is to create an incubator mechanism in Katowice that encompasses the University as a strong anchored Institution. It would be a combination of various ideas, various organizations and various groups of citizens engaged in this concept.
The internal network of relationships produced by the university (e.g. within the departments andofficesoftechnologytransfer)wouldcontributetoasignificantimprovementofthecommercialisation of knowledge.
This is important because the knowledge, like technology, is characterised by a tendency to rapid loss of value. Therefore it is important that businesses operating within the incubators have provided constant contact with the so-called “creators of knowledge” i.e. laboratories, universities or research institutions (especially with their employees).
An important role is played by the same management system developed within the academic centre, offering various incentives to set up business incubators.
53
NETW
OR
K O
F I
NC
UB
ATO
RS
Network of Incubators
An Incubator is designed to accelerate the growth and success of organisations through a supply of support resources and services including physical space, capital, coaching, common services and networking connections.
Business incubation programs are often sponsored by private companies or municipal entities and public institutions, in this case the University of Silesia, the strong anchored institution of Katowice that will help with the creation of young organisations by providing themwithfinancialandtechnicalsupportservicesasastartingpoint.
The incubatorsprovide theirofficeandmanufacturing spacesatbelow-market rates,their staff supplies, advice and expertise in developing businesses and marketing plans and help to fund young businesses. Businesses often spend an average of two years in an incubator, throughwhich they share telephone, secretarialoffice,andproductionequipment expenses with other start up businesses, for reducing the operational costs.
The process by which an incubator operates is: An idea is generated amongst a group ofpeople→findanincubationventure(throughtheUniversity)→Submitabusinessplanwhich will be reviewed by a committee to determine whether the criteria for admission aremet→ Through trainingandnetworking, fund raisingand researchprocesses theideadevelopsintoabusiness→asuccessfulbusinessfindsapermanentventureinwhichit relocates itself after two years of incubation.
The main Incubator Centre is cited in the main university campus as part of the main cluster. It is present to help entrepreneurs with their ventures and businesses for the best possible chance for success. It provides advice and services for the smaller incubators that are spread within the clusters of the city, that will further help organisations and businesses to start up and become successful with decreased mentoring needs, decreased business risks and increased valuations.
A few examples of new ideas that could possibly be incubated: web developers, application companies, digital agencies, writers and book publishers, that could also cooperate with other businesses/organisations to achieve common goals.
55
BU
SIN
ESS I
NC
UB
ATO
RS
Business Incubator Arrangement Process
57
STR
ATE
GY
CO
MPO
NEN
TS
The ‘new’ Open University of Silesia will act as a major artery for the city. Bringing the city and university together along its new north - south connections and providing spaces for the city to co-inhabit with students.
Itwillenhancetheuniversity’spresenceandstanding/influencewithinthecitygivingitastronger political voice and allowing it to act as a platform for the residents.
59
THE A
CA
DEM
IC A
RTE
RY
OF K
ATO
WIC
ETh
e C
ity a
s th
e C
am
pu
s
61
THE A
CA
DEM
IC A
RTE
RY
OF K
ATO
WIC
ESp
rea
din
g A
cro
ss t
he
City f
or
the
Pe
op
le
In order to enhance the nature of the Open University of Silesia and further boost the ideas behind ‘open access’ it is important for the proposed university developments to adhere to a set of design principles that are set out over the following pages.
It may not be practical for the developments to incorporate all of the rules but the idea is there for each development to respond in a sympathetic way to its local environment.
The rules are also seen as guidelines and are as such open to further development as these projects progress with the university campus facilitating as a test-bed for these rules at a human scale.
Utilising existing vacant spaces around the campus and across the city for NGOs and business incubators. As well as some space for small retail units.
Dual frontages in certain locations for better exposure and access.
63
RU
LES F
OR
DEV
ELO
PM
EN
TB
uild
ing
Typ
olo
gie
s
Mixed use occupation for the majority of blocks. Providing public use spaces on the lower floors with accommodationspaces above. Enabling 24 hour usage.
Working around the existing geometry and strengthening the existing street connections.
Sympathetic sizing for the local area- gradual changes of building heights- nothing higher than the local vicinity.
Inclusivity - Visible internal functions through building transparencyInteraction - Activities that traverse both internal and external space to engage with the community and general public.
65
RU
LES F
OR
DEV
ELO
PM
EN
TB
uild
ing
Typ
olo
gie
s
Open passageways through buildings for pedestrian accessibility and clear views to prime destinations.
Canopies and roof overhangs to provide sheltered walkways.
Open courtyards
Partially Vacant Buildings Fully Vacant Buildings
Demolish and Rebuild
Refurbish
Business Incubators and NGOs
Business Incubators, New Faculties and Accommodation
67
RU
LES F
OR
DEV
ELO
PM
EN
TP
erm
issi
ble
De
ve
lop
me
nts
Vacant Plots
NGOs, Business Incubators, New Faculties and Accommodation
Pollution (particularly in cities) is a major problem for the environment and on peoples health. Katowice has a high number of cars within the city despite boasting strong public transport and so the aim is for the university to be at the forefront of pedestrianisation and become the driver for making Katowice a ‘walk-able city’
In order to achieve this, the departments within the city would be located within a designated walking distance of the main campus. We have indicated for this to be a 20 minutes walk which would accommodate all of the existing faculty buildings within the city.
As the university develops its new faculty buildings across the city, the main connections between the clusters are to be developed to be more pedestrian friendly and allow the university to fully integrate across the city.
69
A W
ALK
-AB
LE C
ITY
Tra
nsp
ort
atio
n a
nd
Pe
de
stria
n S
tra
teg
y
The aesthetics of the urban fabric is important for the city and its residents. In order to build off the city’s bid to become city of culture. The expansion of the city can help in promoting Katowice (and the Open University of Silesia) as the city of gardens. An epic centre for sustainable development.
The physical connections between the university departments would therefore be developed following the mantra of ‘Garden City’ and as a result examples of how this can be achieved are shown.
There would be no more developments associated with the university that would incorporate vast expanses of concreted landscape.
By promoting the greening of the city, the university is also encouraging students (and residents) to use these more pleasant walk-able connections. Promoting active lifestyles and helping cut the city’s over-reliance on the car as well as further helping to reduce the problem of air pollution within the city.
71
A W
ALK
-AB
LE C
ITY
Bu
ildin
g U
po
n t
he
City o
f G
ard
en
s
The Rawa river will be a key derivative for the formation of a multifunctional square around it. The river will also extend the activity potential engaging with the sports department.
The initial approach to restore the cultural value of the Rawa involves its mechanical cleaning through a series of water processors installed at certain locations along the river foraerationandfiltration.Moreover,throughaseriesofnaturalfeatures,forexampleraingardens and bioswales along roads and next to buildings around the river will provide waterdraincontrolandincreasethebiodiversity.Waterwillbefilteredbeforeitdrainsintothe river, especially where there are parking spaces, to decrease the effects of pollution.
The idea of cleaning the river is implemented in the Biotechnology and Biology faculties for testing new technologies and using the Rawa as a test bed.
Furthermore, the formation of outdoor facilities around the Rawa will provide space for open activities such as performances and markets to occupy the site and connect the university campus with the rest of the city, by allowing for everyone to get involved.
73
A U
NIV
ER
SIT
Y A
ND
CIT
Y A
T H
AR
MO
NY
The
Evo
lutio
n o
f Th
e R
aw
a
Floating platform
Amphitheatre
Hard Landscaping- built terrace capping
mechanical water processing for the river.
Storm water
channel
Rain garden and
bioswale
Water processing-aerationandfiltration
75
A U
NIV
ER
SIT
Y A
ND
CIT
Y A
T H
AR
MO
NY
The
Evo
lutio
n o
f th
e R
aw
a
Soft landscaping- open marsh bed
- widened channel for floodprevention
Bioremediation Permeable paving
Biodiversity
Rain garden and
bioswale
Storm water
channel
77
MA
STE
R-P
LAN
79
INFO
RM
ING
TH
E M
ASTE
R-P
LAN
Site
An
aly
sis
of
the
Un
ive
rsity C
am
pu
s
TheuniversitycampusinKatowicebeginsthefirstphaseofdevelopmentandactsasaninitial test-bed for the Open University of Silesia. New sports facilities combine with mixed use units, student accommodation and external spaces to create the heart of the Open University of Silesia and begin the universities new co-operation with NGOs and the local community.
Existing buildings in the adjacent area will be provided with grants and subsidies for renovation purposes to help bring the area up to a habitable standard for student accommodation as well as residences for the local community.
81
PH
ASE 1
: EX
PA
NSIO
N O
F E
XIS
TIN
G C
AM
PU
SN
ew
Sp
ort
s Fa
cili
tie
s a
nd
Ac
co
mm
od
atio
n
CINiBA
Mixed-Use Units(Ground Floor)
Student Accommodation
(above)
IncubatorHub
Martial
Arts
Centre
Mixed-Use Units(Ground Floor)
83
PH
ASE 1
: EX
PA
NSIO
N O
F E
XIS
TIN
G C
AM
PU
SN
ew
Sp
ort
s Fa
cili
tie
s a
nd
Ac
co
mm
od
atio
n
Sports Hall
Services
Mixed-Use Units(Ground Floor)
Olympic
Swimming Pool Swimming
Pool
Div
ing
Plat
form
s
Student Accommodation
85
IMP
LEM
EN
TIN
G T
HE O
PEN
UN
IVER
SIT
YC
am
pu
s D
eve
lop
me
nt
The new facilities for Bio-technology will then be developed in vacant plots around the railway. Using the same rules that have been developed and tested around the university campus.
These facilities will act as a major node for the university. Connecting the main hub for student life (Mariacka Street) with the university and bringing the faculties that are spread across the city together.
87
PH
ASE 2
: C
ON
NEC
TIN
G E
XIS
TIN
G F
AC
ILIT
IES
Ne
w B
io-T
ec
hn
olo
gy B
uild
ing
s
Student Accommodation
Bio-Technology Facilities
Bio-Technology Facilities
Mixe
d-Us
e Un
its
89
EX
PA
ND
ING
TH
E O
PEN
UN
IVER
SIT
YC
on
ne
ctin
g t
he
Fa
cu
ltie
s
The new facilities for Philology are to be developed in vacant land and buildings around the current cultural zone. This would act as a catalyst for providing 24 hour life in an area that is only occupied at times of large events.
91
PH
ASE 3
: C
ON
NEC
TIN
G C
ITY
AN
D C
ULT
UR
EN
ew
Ph
ilolo
gy a
nd
ac
co
mm
od
atio
n B
uild
ing
s
Thepsychologyandpedagogy facilitiesactas the finalphase tobring theuniversityand city together as a single entity. Enhancing physical connections across the city and acting as a political voice for the people of Katowice.
93
PH
ASE 4
: C
ON
NEC
TIN
G T
HE C
ITY
Ne
w P
syc
ho
log
y a
nd
Pe
da
go
gy B
uild
ing
s
95
RE-M
OD
ELL
ING
KA
TOW
ICE
Ma
ste
r-p
lan
Mo
de
l
97
REFER
EN
CES A
ND
BIB
LIO
GR
AP
HY
• Germany Travel. (2014) Discover Germany by Bike [online] Available from: http://www.germany.travel/en/leisure-and-recreation/cycling/ruhr-valley-cycle-route.html [accessed November 3rd 2014]
• Thimm, K. (2010) Culture of Steel: Germany’s Ruhr Valley Looks Back to Its Future [online] Available from: http://www.spiegel.de/international/culture-of-steel-germany-s-ruhr-valley-looks-back-to-its-future-a-681791.html [accessed November 3rd 2014]
• KZK GOP. (2014) KZK GOP [online] Available at: http://www.kzkgop.com.pl/?lang=en (accessed November 2014)
• KITT University. (2013). Incubator Process [online] Available: http://www.kiitincubator.in/process.html. (accessed November 2014)
• Business Incubation Centre. (2014). Business Incubation. [online] Available: http://www.eurisy.org/event-BIC/About. (accessed November 2014)
• InkubatorSpołecznejAktywności.(unknown).SocialIncubatorActivity[online]Available: http://inkubator.katowice.pl/. (accessed December 2014)
• Two’j Start Up. (2013). Your Start Up [online] Available: http://twojstartup.pl/. (accessed December 2014)
• Katowice. (2007). Social Entrepreneurship Incubators Network [online] Available: http://www.katowice.eu/Strony/Sie%C4%87-Inkubator%C3%B3w-Spo%C5%82ecznej-Przedsi%C4%99biorczo%C5%9Bci.aspx. (accessed December 2014)
• Panagiotis Tsarchopoulos. (2009). Clustering and City Competitiveness [online] Available: http://www.urenio.org/2009/12/05/clustering-and-city-competitiveness/. (accessed November 2014)
• Marjorie Kelly and Violeta Duncan. (2014). Overview: The Cleveland Model—How the Evergreen Cooperatives are Building Community Wealth [online] Available: http://community-wealth.org/content/cleveland-model-how-evergreen-cooperatives-are-building-community-wealth. (accessed October 2014)
• Democracy Collaborative. (2014). The Cleveland Model: How the Evergreen Cooperatives are Building Community Wealth [online] Available: http://vimeo.com/106426531. (accessed October 2014)
• Gar Alperovitz. (2012). The Cleveland Model. [online] Available: http://www.garalperovitz.com/2012/06/the-cleveland-model-2/. (accessed October 2014)
• Susan Arterian Chang of Capital Institute. (2012). The Field Guide to Investing in a Resilient Economy: Cleveland’s Evergreen Cooperatives [online] Available: http://www.csrwire.com/blog/posts/364-the-field-guide-to-investing-in-a-resilient-economy-clevelands-evergreen-cooperatives. (accessed October 2014)
• Sophie Moullin. (2013). US universities beat the best of British: on teaching and social mobility [online]. Available: http://blogs.spectator.co.uk/coffeehouse/2013/05/us-universities-beat-the-best-of-british-on-teaching-and-social-mobility/. (accessed October 2014)
• Caroline Howard. (2013). U.S. Dominates The World’s Top Colleges, For Now [online]Available: http://www.forbes.com/sites/carolinehoward/2013/09/10/the-worlds-top-colleges-2013/. (accessed October 2014)
99
REFER
EN
CES A
ND
BIB
LIO
GR
AP
HY
• Katowice.(until2012).OfficialpageofKatowiceCityofGardens[online]Available:http://esk2016katowice.home.pl/web-live/en. (accessed December 2014)
• Thomas Oles. (2013). Copenhagen: Green City, Green Parking [online] Available: http://buildabetterburb.org/copenhagen-green-city-green-parking/. (accessed November 2014)
• Agency Team. (2013). XFL [online] Available: http://agencyarchitecture.com/project/performative-landscape/. (accessed November 2014)
• ecosrq. (2012). Bioswales and Rain Gardens [online] Available: http://ecosrq.com/bioswale.html. (accessed October 2014)
• Alex Ulam. (2012). Sweeter Swill [online] Available: http://archpaper.com/news/articles.asp?id=5982#.VIrQ61esUdK. (accessed October 2014)
• Borough of State College Government . (unknown). Rain Garden photos. Available: http://www.statecollegepa.us/EmailPage. (accessed October 2014)
• Kitsap County. (2014). Rain Gardens [online] Available: http://www.kitsapgov.com/sswm/rain_gardens.htm. (accessed November 2014)
• Lulu Loquidis. (2012). Parking Space Turned Public Space – San Francisco Pavement to Parks Program [online] Available: http://landscapeinvocation.com/parking-space-turned-public-space-san-francisco-pavement-to-parks-program/. (accessed November 2014)
• Lockett, A., Vohora, A., & Wright, M. (2002). Universities as incubators without walls. International Journal of Entrepeneurship and Innovation. 3, 245-256.
• Regional Operational Programme. (2012). Heart of Silesia [online]• Strategic Investors Assistance Department. (2014). Katowice City Presentation
[online]• Unknown. (2010). Katowice: City of Gardens [online]• Unknown. (2011). Katowice: Your Next Business Destination [online]• Entrepreneur Media. (2014). Business Incubator. Available: http://www.entrepreneur.
com/encyclopedia/business-incubator (accessed December 2014)• ECRR. (2014). Healthy rivers provide a quality environment. Available: http://www.
ecrr.org/RiverRestoration/Socialbenefitsofriverrestoration/tabid/2612/Default.aspx.(accessed October 2014)
• HarriDaniel.(2011).BenefitOf[online]Available:http://benefitof.net/benefits-of-ngo/. (accessed November 2014)
• Ian Graham. (2010). Developing a replicable and sustainable model of business incubation [online] Available: http://timreview.ca/article/395. (accessed November 2014)
• The Open University. (2014). The Open University’s mission is to be open to people, places, methods and ideas. [online] Available: http://www.open.ac.uk/about/main/mission. (accessed October 2014).
• Prof Brian O’Connell, Rector and Vice-Chancellor . (2013). Share knowledge. Enhance skills. Boost income. [online] Available: http://www.mediaweb.co.za/media-release/OPEN-LETTER-TO-THE-UNIVERSITY-OF-THE-WESTERN-CAPE-CAMPUS-COMMUNITY. (accessed December 2014)
‘The project’s aim is to create an interface between Silesia and the city in the form of NGOs that already operate in Katowice (the proposal matches the tradition of Silesia which was destroyed by the communists). The project involves the Open University of Silesia institutional co-operation with other organisations and the physical and spatial mixing of the university with other features. The idea prepares the students for the labour market but most importantly they will learn about co-operation and civic responsibility.
So we see the University of Silesia not as a machine for the production of diplomas. Not as an integral part of the neoliberal structure producing obedient workers/slaves of the system. But as an institution able to go beyond the existing paradigm. The institution of truly edifying and sharing the common good for a better future.
We are not talking about space diversity. Let the University take responsibility for Katowice and for the province, for residents and students, for the future. It is a powerful institution whose mission is to prepare students to become responsible, involved citizens.’
Krzysztof Nawratek - Plymouth University