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TRANSCRIPT
THE FUTURE (POST) OF
INDUSTRIAL AREAS OF IVANO-
FRANKIVSK
3
Contents INTRODUCTION
p. 4
p. 8
p. 16
Part #1
THE FUTURE OF (POST)
INDUSTRIAL AREAS OF
IVANO-FRANKIVSK
Part #2
STAGE #1: ANALYSIS OF
THE SITUATION AND
DETERMINATION OF THE
PROJECT FRAMEWORK
Part #3
GENERATION OF IDEAS
AND ELABORATION OF
POSSIBLE OPTIONS OF
"PROMPRYLAD’s"
DEVELOPMENT
The research and development of proposals
concerning the effective use of (post) industrial
Ukrainian areas on the example of Ivano-
Frankivsk became one of the thematic focuses
works of STUDIO # 1 School CANactions *. The
identified issue is the same equally actual both for
historic and (post) industrial cities of our country
and gains resonance in the world, as the former
industrial territories are in passive resource of
modern cities, activation of which may be one of
the major triggers of their development .
* For more information
about the specifics of the
work and results of
CANactions School for
Urban Studies: STUDIO#
1 see the following link:
https://issuu.
com/canactions2013/
docs/canactions_
school_studio_1_final_
pa_6d26d0cc92f9f4
Fig.1. Industrial areas
of Ivano-Frankivsk
4 5
THE FUTURE (POST) OF INDUSTRIAL AREAS OF IVANO-FRANKIVSK
THE IDEA AND THE PURPOSE OF THE PROJECT
The purpose of the project - focusing on the best
international practices and the results of research about
potential of (post)industrial areas of Ivano-Frankivsk, to
suggest a set of recommendations concerning their use
in the context of contemporary social, political,
economic, cultural and urban challenges on the example
of the factory "Promprylad", which is located in the
central part of town.
This project can provide significant impetus to the city
and region development, becoming, in general, a
playground of implementation of the innovative models
(economic, investment, organizational, programmatic,
architecture, urban, etc.) in the scale of the city, Ukraine,
cross-border region and the world.
Beside this, the project may be complex infrastructure
and semantic anchor for situational import of the external
intelligence for the development of Ivano-Frankivsk,
turning "Promprylad" into the territory with the qualitatively
new interaction, which has gained international experience
and its own active potential of the city.
An approach to work on
the project Considering the complexity and the challenges of the project 1, CANactions’s approach is based on the following principles as:
> research-based approach
> interdisciplinarity
> multifunctionality
> work with different groups of stakeholders
> multivariativity
> synthesis instead of competition
> consensus instead of compromise
> orientation on a maximal transparency and constant feedback
The described approach allows you to:
> create a complex model of the
object of study – the factory
"Promprylad" - taking into account
the specific and interests of key
stakeholders, and also difficulties
of challenges that form the context
of the project (presence of several
owners of territories, the lack of
starting capital for project financing,
the complexity of functional
programs, etc.)
> organize communication and
interaction between key
stakeholders by consensus as a
goal, based on the definition of
common and mutually
complementary elements of each of
the presented positions
> identify current and future resources - the hidden potentials of the project – at different levels and at different scales (from the region to the world)
Fig. 2. The main challenges of the project "The future of (post) industrial areas on the example of ukrainian factory "Promprylad " in Ivano-Frankivsk"
> develop a range of possible
development’s options of the project
that allow comparison of the
advantages and disadvantages of
potential solutions
> synthesize the most perspective elements of each option into the complex vision of the project development, avoiding competition for a single universal solution
Expediency
For what strive stakeholders?
Viability
What could be
financially life capable? life
Feasibility What is
organizationally possible?
7
The advantages of the approach are:
> conversion of all stakeholders to partners, not to antagonists of the project
> minimization of risks by emphasis on the compulsory research at all stages of the project, working with key stakeholders and multivariate solutions
> transparency and publicity of the process
> opportunity to work with the most complex (by interdisciplinarity and multifocusing) and, at the same time, contextual (by focusing on research and inclusion of different groups of stakeholders) model
THE STAGES OF THE PROJECT According to the described above
approach, the project comprises
the following stages:
STAGE #1: ANALYSIS OF THE
SITUATION AND DETERMINATION
OF FRAME
Brief: The goal of Stages # 1 - to
conduct a comprehensive analysis
of the current situation, to explore
world trends and examples of
(post) industrial areas as well as a
vision of possible development
options of "Promprylad" involving
Ukrainian and international
experts.
STAGE # 2: Discussion of the project
frame and developed options
with key stakeholders
Brief: As part of this stage is planned: the creation of the Coordinating Board (Steering Committee), which includes representatives of major stakeholders; discussions with its members about project frame and also the results of determined possible options by Stages #1 about project development with their further working and specification.
STAGE #3 Development, presentation
and discussion of the design concepts
Brief: In order to develop the design
concepts based on results of previous
stages, this stage involves the
formation / invitation of 3-4
multidisciplinary teams working at the
same time on the same task, but
according to the specific focus of
each team. In the late phase, the
team will present the results to the
Coordination Council.
STAGE # 4: Synthesis design concepts
Brief: On the basis of the results
obtained in the framework of
previous stage, CANactions is
preparing a viewing complex
report as a foundation for
multilateral discussion with
Coordination of Board and with the
community. It should be noted that
the purpose of this stage is not a
choice of one solution of all
proposed, but the identification of
the most relevant ideas and
concepts of each of their
subsequent synthesis.
According to the results of Stages # 4
the brief for the beginning of marketing
campaign is developing.
8 9
STAGE #1 ANALYSIS OF THE
SITUATION AND
DETERMINATION OF FRAME
As was mentioned above, the purpose of STAGE # 1 –
is to create a vision of possible development’s options of
"Promprylad" based on a comprehensive analysis of the
current situation and research of the international
experience of (post) industrial areas. In addition, one of
the key objectives of stage - to identify potential
stakeholders and their initial interests from those
representatives of the expert community who expressed
interest in the project during it’s initiation.
THE STRUCTURE OF STAGE # 1
Taking into account the aforementioned
objectives and in accordance with the previously
described approach the structure of STAGE # 1,
which includes the following phases, was
developed:
PHASE # 1: Comprehensive analysis of the situation
and preparing a report according to the results
Format: The five-day study involving a group of graduates and curators of CANactions School in such focal ways:
> international experience in the development (post) industrial territories (including study of the best practices, case studies and trend analysis)
> analysis of the most relevant cases from the
perspective of their economic features
(investment), organizational management,
urban and architectural and software models
> potential of the "Promprylad" in a context of:
city, country, cross-border region and the
world
dates: January 30 - February 3, 2016 location:
CANactions School, Kyiv
PHASE # 2: Generation of ideas by focal ways and the
formation of expert vision of possible developments of
"Promprylad"
Format: Two-day strategic session with participation of
Ukrainian and international experts that is intended to:
> give an assessment of the existing context from the
standpoint of available favourable factors and
challenges as well as potential perspectives and
threats that are important for the development of
"Promprylad"
> identify target groups of potential users and to
formulate functional concept of the "Promryplad"
> create the model of sustainable development of "Promprylad" taking into account the indicative total budget, key stages and financial resources of the project
> test the model of gradual spatial transformation of the territory in accordance with the brief and functional program designed by experts of development’s options of "Promprylad"
date: February 6-7, 2016
venue: Wellland Hotel, Yaremche / Ivanpo-Frankivsk region PHASE # 3: Comprehensive analysis of the strategic session and their public presentation
Format: analytical work, including: > collection and elaboration of all materials developed by focus groups in four rounds of Strategic session > preparing a report based on results PHASE # 1 and # 2 place: CANactions School, Kyiv / Urban Space 100, I-F
10 11
THE GLOBAL PRACTICES
* This report gives the
examples of international
experience in developing in
(post) industrial areas
collected and analyzed by
the graduates of
CANactions School:
STUDIO # 1 during a five-
day study. All results of this
work you can find
here:https://issuu.
com/annapashynska/docs/
promprylad_research1_
print 1_
WUK VIENNA, AUSTRIA - Goals / Visions: WUC stands for socially and economically equitable, ecologically sensitive and culturally rich society. The important basic condition for this is the democratization of society that goes beyond the usual political forms. For this WUC creates social spaces of freedom and fields of experiments, which can develop creative potential of forming a society and can be tested in practice. WUC combines complementary synergistic model of socio-cultural center and an international cultural and artistic c - In terms of social and cultural center the most important is to strengthen and to promote processes, self-employment and motivation to self-help, locally focused cultural work and also self-organization and autonomy. - As a center of art and culture, the attention is focused on developing, producing and presenting innovative, experimental, interdisciplinary and critical art and culture at local, regional and international levels: The organizational model: Self-organization and self-administration, which provide the active involvement of users, democracy on the lower level. The legal entity is the "Association for the creation of open culture, houses and workshops." The Board of Directors of 6 members is headed by the Association and decides the strategic directions. The present all 600 members of WUC have the right to vote. Funding: non-profit model, subsidized by the state The economic model: Charitable contributions, grants from the city of Vienna. Form of property: public Stakeholders: the public, the state
WESTERGASFABRIEK AMSTERDAM, NETHERLANDS - The course of events / initiators: Production was stopped in 1967, and in early 90th factory ceased to be used for gas storage. - Westergasfabriek was opened for temporary use of artists while working on a long-term model work. - At the invitation of temporary renters the rigorous selection was used involving residents of the area to achieve maximum diversity of cultural initiatives. - Two years after it became clear that without basic tenant space can function by offering various galleries, businesses and initiatives. - Temporary use phase lasted 7 years, during this period there were about 100 temporary tenants. - In 2000 the clearing contaminated areas of the object started in connection with the most temporary renters had left Westergasfabriek. - After the end of the work in the premises,a renovation have been done, attracting a large developer, and had been started to rent. Form of property: private company with limited liability Westergasfabriek BV. Funding: Cross-subsidization of a profitable and non-profitable activities. The economic model: 60% - permanent tenants, 40%-
rented for events. Most permanent renters are members of the Association of development of Westergasfabriek.
Contemporary trends: creative business, renovation of industrial spaces, sharing economy. Risks: contamination of industrial waste.
THE PROJECT_FABRYKA MOSCOW, RUSSIAN FEDERATION
Location in the city: 5 km from the center, metro Elektrozavodskaya (known historic industrial district of the city).
Form of property: JSC factory of technical papers "Oktyabr" led by ideologist Asya Filippova, which was originally the director of the production of paper and then decided to open an art cluster.
Stakeholders: National Centre for Contemporary Arts (NCCA), Multimedia Art Museum, Moscow Museum of Modern Art.
Visitors: > 15 000 / year. The area: 0.8 hectares. Funding: private budget. Building area: 17,000 square meters (exposition, exhibition area of 1000 square meters, 300 square meters of temporary exhibitions). Objectives: to create an independent space for coexistence artists that can offer unique specialized workplaces in contrast to conventional coworking. Features: printing of technical papers; interdisciplinary space; Educational International Program "Artist in the Residence". The economic model: commercial production + non- commercial creative projects. Most of the funds - from leasing and small – of production. The organizational model: an autonomous non-profit cultural and media art organization; member of the international network of independent cultural centers Trans Europe Halls (2008). Contemporary trends: art cluster, art residence. Cons: No grants programs and funds, the studio can be rented for a period of 4 months, there is no residence for local citizens.
12 13
DISTILLERY DISTRICT TORONTO, CANADA
The course of events / initiators: After 150 years of work of this distillery complex, located in the heart of Toronto city, began the process of preparing the transfer to a private developer. Considering the number of administrative limits, which affected the functions, permits for adjustment, the altitude of the object, Municipal government took all necessary decisions despite of public protests and indignation of certain associations. After this redemption of the developer began the project of revitalization of the factory. The main solutions became:
- focus on the residential component in the short term
- attracting artists on simplified rental conditions in the old fund
- development network business with cultural, artistic and creative fund
- nonlinearity management process, in other words, giving participants a wide frame for the development of object.
Ojectives: “Our vision was to combine the romance and relaxing atmosphere of European walking and patio districts with the hip, cool dynamic of an area like New York City’s SoHo or Chelsea, where creative minds get together and you feel as if anything could happen.”
Owner: Cityscape Holdings Inc./DREAM
The economic model: profitable
Developer: private
LEIPZIG COTTON MILL Leipzig, Germany
The course of events / initiators: Administrator Regina Lenk rented factory premises along with the remains of production in 2000, closed last line of production. In 2001 4 people (including Regina) bought the factory.
At that time, it seemed the entire 6000 square meters of space, there were 60 tenants 30 artists, the rest - engineers, craftsmen, bicycle workshop and Kunstraum B / 2. They formed a critical mass of creative potential. The new owners gradually made light repair of apartments (without adjustment) and opened a cafe.
Locations: in 4 km from the center, in the
heart
Form of property: private property
The area: 10 hectares (7 hectares at present
under lease)
Building area: 23 buildings under lease
Options: a variety of tenants
Funding: without subsidies, it earns by itself
The economic model: inexpensive rent
The organizational model: the private
company Leipziger, Baumwollspinnerei,
Management of limited liability
WERKRAUM WARTECK BASEL, SWITZERLAND The course of events / initiators: Social and cultural initiatives and development projects must not be mutually exclusive, but can by contrast complement each other. The project was a combined two approaches to achieve a situation he-he. This model was developed in collaboration with the city administration. With the support of associations and endowment fund space consists of group of different projects, campaigns and protagonists collected under one roof.
The combination of market-oriented and
non-profit projects, desires interaction and
collaboration, for the benefit of the entire
city.
Management: Endovment Kulturraum
Vartek (owner) registered association
Verkraum Vartek (operator)
Owner: Foundation
Funding: With the support of associations
and foundations
The economic model: non-profit
Developer: private
LXFACTORY Lisbon, Portugal The course of events / initiators: According to the plan abandoned textile factory was demolished in order to become a creative center in Lisbon. But the process has stopped because of recent economic circumstances. In this situation, the private owners of the territory created a temporary project LXFACTORY, as an interim solution. It was formed a town with a large number and variety of users. More than 80 companies have filled the area, artists, creative industry, exhibition spaces, restaurants, coworkers, shops. They began to organize different events, flea market, concerts, exhibitions. Due to the low rents demands exceeded the supply. Operators have made only minor amendments to existing substance, while users had the ability to perform design their spaces according to need.
An indicator of success was the level of
employment space, media attention and the
object of life around the clock. Project impact goes
far beyond its territory, it shows how important is
the open approach, which could lead to
sustainable urban development.
Management: a private company Mainside
Investments SGPS
Owner: private property Catumbel Lda.
The economic model: profitable
Developer: private
14 15
SULZERAREAL WINTERTHUR, SWITZERLAND
The course of events / initiators: From industrial area to mixed-use urban quarter. After the presentation of plan of a new large-scale construction in post-industrial area flamed a strong resistance in the city, which led to public debate about the future of of the range and resolution of post-industrial spaces. This all gave rise to global studies and architectural competitions. Parallel to this, less publicly in this area emerged a lot of innovative solutions and quickly more than half of territory was a property of employed temporary users, who have created more than 400 jobs. In 2009 Abendrot pension fund became an investor and wanted to save permanently characters of locations and existing users. Realizing the success of temporary use, the owners changed the strategy and focused on smaller projects and units began to to operate the smaller property. Such type of project shows the importance of time, supply and demand. Permanent exchange of information between all stakeholdersin parallel with process-oriented development finally led to what actually was wanted - the creation of housing and active urban district. The proportion of housing and public use, which was determined by the city, became an important basis for this.
Funding: Abendrot pension fund
Management: Shultser Immobilien AG as a marketer, several private owners of the territory, developers, registered association Verkraum Vartek (operator)
Owner: private property
The economic model: profitable
Developer: private
EXROTAPRINT BERLIN, GERMANY
The course of events / initiators: The users raised the question "How can users become owners." They wanted to have space under their responsibility for a long period of time. After a PR campaign with the target audience, they managed to convince the local politicians and municipal administration in their plan. As previous users and present operators they have a strong and long term commitment. During the negotiations an agreement was established with two charitable funds to finance such a project.The plan of use included the modules of work, arts and social opportunities. The project is focused on the formation of the local environment and contribution to the area of the city with a plan to turn the territory into an active integrated element of the region.
Usage: business, social organizations,
creative industry
Owner: Foundation
Funding: two charities
The economic model: non-profit
Developer: private
SANTRALISTANBUL ISTANBUL, TURKEY The course of events / initiators: Converting the plant in educational, art and cultural center is not very closed in itself, but rather aimed at creating of an open living location for users and uses. The project was initiated by the young entrepreneur and founder of the University Oguz Ozerdena. The university was looking for locations in central post-industrial areas of the city, on the one hand the financial attractiveness of the territory, and on the other because of the possible synergies of the city and the university. The premises were granted to the university by city for 20 years. The area was designed in collaboration with the private, public, institutional participants and sponsors.
Program: In addition to university institutions there is also a public library, a museum of energy, and the first Turkish museum of modern art. Restaurants, galleries, and studios for guest artists complement the program. For the local population the workshops in science, art, technology and culture for different age groups are held.
Property: Foundations
Developer: private / public.
The economic model: mixed.
MELKWEG AMSTERDAM, NETHERLANDS
The course of events: It all started in 1970 when the summer cultural youth project took place in an empty milk factory. Melkveh was temporarily opened as a cultural center since 1973 and much has changed in 40 years, the building was adapted to the new feature a large concert hall was added.
Location in the city center.
Visitors: > 400,000 per year.
Number of participants: more than 200 employees.
Building area: Two buildings with two concert hall, exhibition space, theater, theater that can operate separately or together.
Functions: concert hall.
Funding: has an annual budget of 12 million euros, 7% on subsidies, mainly from the Municipality of Amsterdam. More than 90% of the budget is generated from its own profits.
The organizational model: Melkveh is a non-profit organization, the foundation of cultural and social initiatives. The organization led by general and art directors, also executed and CFO. Directorate manages a team of promoters who are responsible for drawing up the programs and 3 managers responsible for operational management. The Supervisory Board consists of 7 people.
16 17
PHASE #2: GENERATION
OF IDEAS AND
ELABORATION OF
POSSIBLE OPTIONS OF
"PROMPRYLAD’s"
DEVELOPMENT
PHASE # 2 - a key element of the first stage of the
project
"The future of (post) industrial areas on the example
of ukrainian factory "Promprylad" in Ivano-Frankivsk."
Its purpose is to unite experts from various areas
around the topic and to develop actual approaches to
develop the former and partly existing industrial facilities
and areas by identifying the possible frames of such
work.
Considering the already aforementioned
complexity of the project, it should be noted that
this phase essentially combines three important
objectives:
> Developing and testing of new methods of
organization of communication and cooperation
between representatives of the expert community
based on the principles of interdisciplinarity and
teamwork, multifocusing, complementarity and
consensus instead of the more usual professionalism, dominance
competition and compromise solutions.
> The most effective processing of a wide range of
issues and problems in a relatively short period of
time, taking into account difference of competence,
approaches and objectives of experts participating
PHASE # 2
> Identify common areas of the project and the first
steps of its implementation and identify potential
stakeholders from participants PHASE # 2, which are
interested in participating in the next stage of work.
In view of these objectives the format (two-day
strategic session with the participation of 25 experts),
methods (interdisciplinary teamwork in focus groups,
comprising four rounds) and the structure of the
stage were defined.
18 19
PARTICIPANTS Andriy Zinchenko, Greencubator, Kyiv
Andriy Meakovskiy, Betaplace, Lviv
Andriy Romanchuk, Moris Group, Kyiv / Ivano-Frankivsk
Andrius Nemitskas, CANactions , Chicago/ Kyiv
Anna Pashynska, Kamianets-Podilskiy / Ivano-
Frankivsk
Bozena Zakaliuzhna, Fabryka Povydla ,Lviv
Vasyl Matyashovskiy, Lviv
Victor Zotov, Zotov & Co, Kyiv
Dmytro Lider, CEO Grammary, Kyiv / San Francisco
Yevhen Hlibovytskiy, pro.mova, Kyiv
Ivan Dyachyshyn, Design Village, Ivano-Frankivsk,
Ihor Krytsak,Dance studio, Kyiv / Ivano-Frankivsk
Iryna Solovey, Garage Gang, Kyiv
Kateryna Kravchuk, PPV knowledge, Lviv
Marichka Artysh, Consulting center
“Perspektyva-M”, Ivano-Frankivsk
Nataliya Dyachyshyn, building company “Blaho”, institute
of right, Ivano-Frankivsk
Nataliya Nayda, Studio of Hand Made Goods, Ivano-
Frankivsk
Oleksandr Shevchenko, Kyiv
Oleksiy Molchanovsky, Lviv
Roman Havrysh, CEO Brainberry, Kyiv
Ross Sokolowskiy, Ivano-Frankivsk / Kyiv
Serhiy Hnatchuk, Webmil, Ivano-Frankivsk
Sophia Opatska, LvBS, Lviv
Uliana Krainska, Teple misto, Ivano-Frankivsk / Lviv
Yuriy Fylyuk, Teple misto, Ivano-Frankivsk
THE STRUCTURE OF STRAGETIC SESSION
MODERATORS
Vladyslav Tyminskiy, CANactions, Kyiv
Urs Tomann, CANactions, Zürich / Kyiv
6 FEBRUARY
10:00 familiarization with the context (visit the territory of Promprylad)
14:00 introductory remarks: the idea, goals and objectives of "Promprylad" and Strategic session
14:30 presentation of research results of graduates from CANactions School
16:00 work under the thematic direction "Models": economic (investment), organizational management, urban-architectural, software (functions and users)
> brainstorming and generation of ideas according to the focus (group work);
> short presentation of the results of the discussion groups
18:00 work under the thematic direction "Contexts" (city, country, cross-border region, the world):
> brainstorming and generation of ideas according to the focus (group work);
> short presentation of the results of the discussion groups
20:00 feedback session
7 FEBRUARY
09:00 presentation the results of the work of the architectural bureau Zotov&Co
10:00 work under the thematic direction "Program" (culture and arts, entertainment, industry, education):
> brainstorming and generation of ideas according to the focus (group work);
> short presentation of the results of the discussion groups
12:00 work on the formulation of vision:
> formulating a comprehensive vision of the future "Promprylad" (group work)
14:00 presentation the results of the
of the discussion groups
15:30 feedback session
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STRATEGIC SESSION: Day # 1 ROUND # 1:
THEMATIC
DIRECTION "MODEL"
B) Strategic Management:
> is conducted by the Board, which includes representatives of each type of owners (if any decisions are made 100% of "yes")
> Performs by the Supervisory Board (forms and establishes the primary rules of the Board):
> Carries control and revision function
> Ensures professionalism of the project development
Need to be resolved issues:
→ how to minimize the risk of uncoordinated actions of the supervisory board members?
→ how can be the organized scheme of the Supervisory Board?
→ which methodology should be put as a basis of the Supervisory Board? A potential model - Stock Company
THE “PROGRAMMING MODAL”
THE GROUP "INVESTMENT MODEL”
A) Features of the current situation:
> Poor country with poor economy
> Presence of significant political and economic risks caused by instability in the country
> Request for education in Ukraine does not bring money.
B) Areas of development:
"Anchor" direction: education (the idea of "Sustainability University").
Potential areas:
> science
> trade
> Event Space
> food
> offices
> sports
> production
> Concert and theater space.
C) Investment and economic model:
a. rent,
b. operational management,
c. for (as an option - the union).
→ should conduct a study of demand (as owners? Who are they?)
→ should determine how development "Promprylad" inscribed in the development strategy of Ivano-Frankivsk.
THE GROUP "ORGANIZATIONAL AND MANAGEMENT MODELS”
A) Types of owners: > Private owner > NGOs > municipality > funds > Mixed / ...
> Acts as moderator / mediator between owners C) Operational management: > Management Team > outsourcing
Fig. 3. The chronological algorithm of the project from the perspective of management models
Project model: Users & Functions
A) Users / Users:
> City residents (consumers)
> entrepreneurs
> Urban activists
> "Teple misto"
> City Administration
> Guests (including transit and residents of neighboring cities Ivano-Frankivsk)
B) Functions: > Event hall / concert hall / exhibition center > Social rent for startups > Education: IT, art, dance, business school ... > Residential apartments > Sports complex, swimming pool, rock climbing walls, skiing > Administrative Services Center / Public reception > Coworking "hakerspeys" > Catering > bank > "New Post" and similar services
STEP # 2 Formation of Supervisory
Board
STEP # 3 Formation of the
Board
STEP # 4 Formation of the pool of owners
STEP # 1 Vision and strategy at
community level
> Office space
> Manufactories
> Technology park / industrial park (with a
production function)
> Trade Center (an attempt to solve the problem
of spontaneous markets in the city center)
THE GROUP "ARCHITECTURAL
AND SPATIAL MODELS" ROUND # 2: THEMATIC
DIRECTION "CONTEXTS”
Key statements:: → Make Ivano-Frankivsk, not Lviv as a "transit point" towards the Carpathians → incorporate young people directly in the living quarter (the idea of the University) → make "Promprylad" without parking area and with a new type of housing → proposed functions must create qualitative, not quantitative benefits → highlights programming model: education + Culture + Economy (including the underlying functions) → uniting segment - business (a potential tenant) → "Promprylad” 'may become' a Target Centre 'to test demand through social rent (the first step)
22
The project "An assembly point" > The concept of "between sound and silence, focus and fun, anarchy and structure" > Duration: 18 months
Key elements of the concept of the
project:
Integration of the city > transverse passageways > several entrances > markup instead of fences > linking and overlapping "Neural network" > all buildings are connected > bridges between the roofs (upper level availability) > multivariate > helicopter pad "Magnetic field" > space > smart space > public space
Options functional content:
> urban & roof gardens
> food festival
> the center organic
> design shops
> urban camp
> roof parties
THE GROUP “CITY”
A) Reference: MONDRAGON Corporation: > activity > education > catholicism B) The four components that determine the potential of Ivano-Frankivsk and "Promprylad" in the scale of the city:
Natural and local
Advantages: > “Promprylad’s” position in the city center > presence of natural resources in the city > compactness of Ivano-Frankivsk > eco-image of the region > presence on the territory of "Promprylad" IT-industries and the University (~ 50% of requests) Potential possibilities: > activation of center by consolidation and multifunctionality > development of tourism (TBD) > development of pedestrian-cycling infrastructure > green city infrastructure development
Socal
Advantages:
> “Teple misto ” > a strong entrepreneurial
spirit of the city
> transparency and democracy processes > proactive residents of Ivano-Frankivsk > platform for different businesses
Problems:
>unemployment > Social orphanhood > labor migration > brain-drain Potential possibilities: > creation of new jobs, educational, entertaining possibilities Іnfrastructure
Advantages:
> aero connections > car connections > network of educational institutions > oil and gas component > IT-network Potential possibilities: > background of technical and educational platform for the implementation of the place of study
Cultural and artistic
Advantages:
> crafts > "noisy" events > literary phenomenon Potential possibilities: > creation and development of the center of "creative businesses" > creation of event hall
23
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С) Abstracts and remarks:
→ it’s necessary to determine a clear framework for the project to avoid the effect of " projectiveless", which is very popular in Ivano-Frankivsk
A.Pashynska
→ we need to satisfy a strong entrepreneurial spirit of Ivano-Frankivsk
V.Zotov
→ a qualitatively new housing example for all Ukraine using existing spaces and squares "Promprylad" (without building new ones) must be created
A.Nemitskas
THE GROUP “UKRAINE”
A) Potential principle: the approach of scalling of "Teple misto" B) Possible concepts of national scale: > autonomous educational institution (with cultural and scientific functions) > the center of wood industry ("Center of Trees"), exchange, produce, crafts, etc.). > platform for events of national and international level: artistic, technological, business forums and others. > "Ukrainian Hollywood" (potential stakeholder: Nadiya Parfan / "86")
Fig. 4. Ivano-Frankivsk as the repeater of the best European experience in Ukraine
THE GROUP “CROSS-BORDER
REGION”
Possible strategies:: A) "Obvious Deal" / use and
development of existing relationships: > cultural tours > exchange of experiences > human smart-resource > financial and political stability → institutional cooperation with existing organizations (foundations, associations, programs) regardless of specific strategies of "Promprylad" A) One-serial production + crafts
→ need to remove risk and add a value (using methods of risk management, project management, design lab) by skills / cost / quality B) Educational Innovations Lab: → create an exemplary model for Ukraine with a focus on such program directions as art, different economies
C) Both Sides Converter: → help in the creation and promotion of products / business / services/ Startups in Ukraine and from Ukraine; creation of favorable conditions for them (legislative, trade, economic, political, etc.).
THE GROUP “THE WORLD”
A) The proplem:
→ “→ "We do not give anything to the world.
We do not know how to learn. We do not know how to teach. We are a raw material”
B) The project idea of "Promprylad" and Ivano-Frankivsk is to create conditions for the emergence of global ideas and global initiatives. C) Necessary conditions: favorable environment / atmosphere
Anchor: > renters > services > infrastructure
B) The conception: BIG / HUGE GARAGE → → in Ukraine there are a lot of experts, but we can create conditions for attracting internal brain: > campus / Laboratory > learning environment of tomorrow (education as a method) > university (the core of area), "University of Trees" > collaboration with foreign innovative institutions > rethinking and using the legasy of the Soviet factory > interactive museum of Soviet industry and technology > live / environmental museum
"The advantage of Ivano-Frankivsk – is the existence of powerful" nespozhyvatskoho movement. " The city has a possibility to prevent the Kyiv scenario "/ V.Zotov
EU UA
26 27
REFLECTION SESSION:
DAY #1 > was a common direction of motion / vector
> appeared common desire to move together
> a research-based design - as a method
> loft-type apartments - as an idea
> "university by own hands" - a paradoxical approach as a resource
> "a garage" - as a lifestyle
> readiness to move and take risks together appeared(open-ended approach)
> the mission of the project was born
> accentuated the importance of user- experience in the development strategy of "Promprylad"
> it’s necessary to give people the
opportunity to take the first step /
openness for feedback
> it is necessary to hold tactical, and
strategic levels
> people naturally are ready to work
together:
- common faith - the importance of small steps - uncertainty as a resource
> value authentic / inheritance and
combination of new / innovative
> the importance of complementary
ideas and proposals - "Promprylad"
as a "Petri dish"
> "the hare was launched to the dog" /
the process is started
> an opportunity to ask a new level, working on a project of "Promprylad"
> Multifaceted experience as a value
> "Today appeared soul of project"
28 29
THE STRAGETIC
SESSION: DAY #2
Fig. 5. The world's best
examples of of
revitalization of industrial
areas: 'Kaapeli Cultural
Center', Helsinki, FI
The criteria and
principles of
revitalization of
industrial areas: results
of the study of
international experience
The second day of Strategic session began with a
presentation of the architectural concept of
revitalization of the factory "Promprylad",
developed by the bureau Zotov & Co. As part of
this work the best examples and approaches about
the development of former industrial areas were
analyzed, as well as the space solutions was
proposed and software model of revitalization
concrete factory, which, however, can be
considered as an architectural method, suitable for
use on other similar objects.
Living property
> maximal storage and use of existing resources,
buildings, structures and mechanisms
> to fill life is more important than to fill the structures
Multifunctionality, soft zoning > quality of urban space is determined by the diversity of situations and events The Humane functional filling > culture, leisure, sport, recreation, education ... Accessibility > improve the accessibility and openness of the territory to pedestrians Publicity > the value of urban areas is determined by the presence and quality of public spaces Environment > "treatment" of the polluted soil
The dominated functions:
universal space - 22%
exhibition halls - 13%
concert halls - 10%
educational institutions - 10%
dance floors - 8.6%
galleries - 8.6%
media art - 8%
cinemas - 8%
theaters - 4%
office centers - 3%
museum s- 2%
industry - 1.8%
Related functions:
studios, workshops - 24%
souvenir products - 20.4%
places to eat - 20.4%
shopping malls - 5.5%
living apartments -5.5%
urban parks- 5,5%
for children-5.5%
sport- 7,4%
workshops- 1,8%
Fig. 6. The model of
the revitalizated
functional content
objects by analyzing
global trends
Fig. 7. The architectural
concept of revitalization of
the factory "Promprylad" /
bureau Zotov & Co
30 31
ROUND # 3:
THE THEMATIC DIRECTION "THE PROGRAM"
C) Principles:
> no-fake
> without unnecessary
> environmental (in the wide sense)
> openness
> stable trends
THE GROUP “INDUSTRY”
The main directions:
A) Food: specialized institutions
> workshops,
> catering,
> ....
THE GROUP "EDUCATION" A) The concept: a people - in the center education: > from 3 to 103 years > 24/7 > practice-oriented B) Necessary conditions → a creation of environment: > which is opened for educational experiments >offers a loyal rental > stimulates the development of entrepreneurial initiative > encourages and develops entrepreneurial activity (urban entrepreneurship) > includes different educational hubs > has a ready infrastructure > offers an accommodation for teachers in the territory of "Promprylad" C) Anchors: > IT-quality education > School of Contemporary Arts > space makers D) Principles: > knowledge sharing > self-organization in education > a teacher - everyone who can share his experience
>all of components of combination in one space "Promprylad": > the production of knowledge > understanding > a learning process
THE GROUP "Culture and Art" The concept consists of three components: A) Members: main: > tourists > a secondary dwellers: > society > state > business
B) Functions: > emptiness as a provocation of creation > a museum as a solid space of "Promprylad" > events > the center of artistic life of the city > participatory format > imaginariums (youth and children) > design-thinking (workshops, events, etc.) > do-it-together University
> harmony
> no cars
> common sense space
→ goal: "Promprylad" - a
cultural generator for the entire
city
B) Production + design + showroom:: > tree > textiles > craft production > blacksmithing
32
33
C) Міcrofarming / еco shops:
D) Event іndustry:
> festivals (music, food, movies, dancing, crafts, sports) > exhibitions > forums > conferences > trainings
E) Fab labs:
> furniture > electronics > metal > 3D printing
F) Business Services: > consulting > rental > design > development > engineering
G) Sport:
> cycling: > services: repair ing/ manufacturing / maintenance > playgrounds > alpinism
H) Film production (кіно-індустрія)
J) Urban gardening
THE GROUP "LEISURE"
A) The conception: → to create a set (a matrix) of interconnected functions that can combine different types of activities and users at different levels and at different scales (region, city, state, country, world)
B) The types pf activities: > board game → the type of users: children / → the type of users: elderly people > resting space + active rest the scale → district > worout / rock climbing walls > skatepark → the scale: city > street art > mix-arts: dance, music, photography > mix-use bazar → the scale: region > reading / library > film / theater > kids village > workshops: > for adults → the type of users: women, men, foreigners > for children > for families > sport → the type of users: active youth > festivals: mass (branded), profile (crafts vs. design) → the scale: a country > thematic events > a cultural cooperation (week of culture- African New Year, etc.) → the scale: the world > "accommodation for the work" > catering
34 35
ROUND # 4:
DEVELOPMENT OF
VISIONS The objective of the latest round of Strategic session
was to develop four visions of the future of
"Promprylad" based on the preliminary results the
synthesis of groups, according to the proposed
structure::
#3 The investment model: > 15% - sponsors > 25% - fundraising > 60% - rent # 4 The programming model: > 15% - education > 25% - services > 35% - events ( "Promprylad" as operator) > 35% - rent for independent entrepreneurs # 5 Timing: > uncertain Recommendation # 6:
> rent of pieces (for 20 years)
> “to sell a dream”: - formation of demand - a public and attractive concept - preparing a pool of tenants
> “here and now”: - everything is done in parallel - starting with cafes, events, workshops
> maximal involving of “global recources” – in the scale the city, country, region
* self-supporting /
multifunctional
space
THE GROUP #1
#1 Statement:
> *sustainable environment of development / human
flourishing people people → education → creative
personality
> "Promprylad" = "Promexample" ” (the
model for all Ivano-Frankivsk)
#2 Model Management:
> approach #1: 100% redemption of "Promprylad"
> approach#2: consortium of owners: + KINTO
"University" + "Teple misto" (one of the
players, creates content and traffic) particles
with different versions of ownership (TBD)
ROUND #4: STRUCTURE #1 Statement the key idea of the project
#2 Model of management
which exactly? why it?
#3 Investment model which exactly? why it?
#4 Programming model which exactly? why it?
#5 Timing what and when will happen?
#6 Recommendations who and what should do? 5 first steps
* To take the contexts into accountment
city/ country/ cross-border region / the world
36 37
THE GROUP #2
#1 Statement:
> changes insociety:
- with more cocial conscious, fairer, and with more united society
- more economically active
- environmentally friendlier (principle: do not harm to the environment)
- culturally richer:
→ realization / development / storage of
own
→ understanding / consumption of foreign
> changes in the economy
- more social consciousness in businesses
- more environmentally-businesses
- steel solutions
- innovative / economical solution
- creation of a strong economy:
→ internally independent
→ oriented on creation of own product and added value
- providing the demand and supply for
this economy
> a space of free access for everyone for synergy, experiment and implement all potentials / common capacity
#2The model of management
#3 The investment model:
> the variant #1: 100% association
- to find:
a. private investors
b. funds and grants
> the variant #2: 70% (production) +
30%(community and shareholders)
THE GROUP #3
#1 Statement:
> do-it-together University*: a space where
people and organizations learn to interact
productively to export not people, but
products and solutions:
- knowledge sharing
- class-making toolkit
- self-organized courses
- campus-lab
#2The model of management:
> multiple
> clear
> profitable
> allows to consider and complement different interests
* the project concept in
the scale of the region
38 39
#3 The investment model:
> accumulate & distribute
#4The programming model:
> Education:
directions:
- entrepreneurship
- art
- IT
principles:
- experiment
- a person in the middle
- practicality
- integration
> Культура:
directions:
- museums
- events
- emptiness
> Production:
directions:
- craft & design
principles:
- made in UA
- tree
- farming
- films
- fashion
> Leisure:
directions:
- urban gardening - daydreaming
- cinema
- sport
- parties
#5 Time frames: 3 years
> tactical urbanism →change of attitude to the place
> Roman Minin + "children of Franyk" street music day + 2016 + theater + streetball → іnitiation
> involving the players→ services and education
> a big “5К” event → impulse
> production + experimental educational program → interraction
> accommodation + funding the entrepreneurs + a profitable activity
#6 Recommendations:
> ‘Do’s:
- lean
- fun
principles: - green - participatory approach ‘Don’t’s: - access to the city - waste - the center of gravity - fake - authenticity
40 41
* in the scale of: the city,
the country, the cross-
border region, the world
The group #4
#1 Statement:
> The mission:
→ how can be created a breakthroughs,
innovative solutions that change / form effective
environment under adverse conditions?
> The conception:
Knowledge Platform
- permanent continuous movement - the opportunity to do anything to try, to complete chosen - the cycle: "from 3 to 103" - > For:
- people
- initiatives
- business
> Through:
- common values*
#2The model of management:
> a. The Board (an approach / a principle of formation)
b. The Fund (a stragetic funtion)
c. The management structure (an operating function)
#3The investment model:
>Includes two phases:
1. redemption:
- the accumulation of funds from the
transfer of property to the Fund
- change the ownership structurethat
allows qualify for grant funding
2. exploration: - A full product - The provision under special use
#4The programming model:
> a public space
> education
> sport
> food
> retail
> art spaces
> place makers
> representation
> concerts and festivals
> office / coworking
> gardening / farming
> temporary residence
> entry hall
> servises
The key directions:
> education
> culture
> economy
#5 The time frames:
> 5 years (until the moment when everything
happens in full)
2016
→ communication in society → creation of the Fund → creation of the project 2
017
→ fundraising → redemption → departure from the factory
2018
→ exploration of the territory
2019-2
0
→ the project works on
100%
#6 Recommendations:
> to create a working group / core team in directions > to form a starting budget for the first year > to refine a model, to define a framework of openness / closeness > to define the business model and amount of investments > to make a list of potential partners > to identify and organize the process and the model of of redemption > to legitimize the project at the community level
42 43
REFLECTION SESSION:
DAY #2
THE MAIN QUESTIONS:
#1
> what has happened?
#2
> what have I* understood?
#3
> what can I* do with this tomorrow/
in the future?
#1
> brainstorming, acquaintance with
different concepts
#2
> the scale of the project
#3
> I can sell this in Kyiv
#4
> I could do online-form /
the platform(the inner group) for the further reflectipn and communication
#1
> had been flying on the clouds
#4
> it would be better to hold the Strategic
session at "Promprylad" (closer to the
context and atmosphere)
#4 #1
> what will I* do better at the next time?
*I – as a member of the Strategic session "The future of Promprylad "
> we have developed a universal
model (which may work for the
other locations in Ukraine)
#3
> to make the results to
the public
#4
> I would have made longer the last sess ion of the"Vis ion" + i t would be usefu l to get more inputs before the St raget ic session
44 45
#1
> interdisciplinary cooperation
#2
> meeting with new cool people
#3
> use the model of the Stragetic session in
work on the other cases
#4
> more input context / concreteness /
depth + more time to work + a clearer
frameworks
#1
> the good weekend
> disqualification of the conversation / I
didn’t understand anything
#2
> good mood
> nothing
#3
> good mood
> nothing
#4
> focus on specialization of
Strategic session’s participants +
more specific issues
#1
> a basket of common ideas was
formed+ there was a push forward
#2
> environment of good people +
formation of specific proposals
#3
> to share an experience with others
#4
> more concreteness (eg, lack of
statistical data)
#1
> a basket of common
#1
> the creation of collective impression +
an identification of the blindspots &
gaps
#3
> par t i c i pa t i on in the
work unde r the theme
o f the temporary use
46 47
#1
> the basis for a clear analysis was formed
#2
> we must learn more + an enormity of
the event and the project
#3
> can sell+ can join as co-organizer
#4
> I would conducte the research of people
(through surveys)and situations +
concentrate more attention on the work
on profiles
#1
> a classical brainstorming + the initial
stage of creating something new
#4
> I wo u ld i nc lude more expe r t s
f ro m o the r f i e l ds (bus in ess ,
l e ga l , e t c . ) to the wo rk
#1
> the initial iteration of the concept
concerning "Promprylad"
#2
> ba lance be tween skep t ic i sm
and mot iva t ion / r i sks
#3
> I don’t know yet.
#4
> I would recommend more fully
disclose a profile of each
participant
#2
> a value of the measure (pulls out all that is)
> intensity
> interesting technology
> acquaintance with communities of Ivano-Frankivsk and other cities
> open format
> I was acquainted with international experience + understood the a value of social (public) component
> I saw the project timelines
> also new actors (eg factory team) appeared
#1
> the project passed an important test
> an experiment of openness was held
> the potential and chances have increased
> a deeper understanding of the parties (the model for society, stakeholders and investors) was reached
> the picture is already not only my
> a positive mood as the main indicator
48 49
#2
> it is necessary tospecify:
- the vsion and the mission
- the understanding of investment model (2 versions)
- the step by step plan for 2 years
- functions
> everything must succeed
> we need a marathon energy, not a sprint ( "startup")
> we need the professionalism at further stages
#3
> I would analyze the results
> build the logic of the following steps:
- an access to the public
- the formation of the core team
- the question of funding
- further researches
> ready to be in the team
> Ready to take responsibility
> Ready - if necessary - to be the leader of the project
COLOPHON
Authors and editors: Vladyslav Tyminskyi, Urs Thomann
This publication was developed on the outcomes of
‘Future of (post)industrial territories of Ivano-Frankivsk:
STAGE #1’. It is designed for personal, noncommercial
use. You must not translate, publish, licence or sell
the booklet and/or its materials without the prior
consent of its authors. You must attribute the booklet
and/ or its materials in the manner specified by the
editors and authors of the publication.
© CANactions 2016
© the authors and editors