Upssala University: Integrated Cultural Heritage Management in Times of Smart Specialisation Strategies

1. Integrated Cultural Heritage Management
in Times of
Smart Specialisation Strategies
Christer Gustafsson
Professor
Uppsala University
Walled Cities, Open Societies
2nd meeting of the Regional Network on the Management of Historic Walls and Fortifications in Urban World
Heritage Properties in Europe
Šibenik, Croatia, 5-6 March 2018

2. Conservation obstacle to
development

3. Conservation obstacle to development
Preservation a moral duty

4. Conservation obstacle to development
Preservation a moral duty
Cost to the society

5. Mapping of Historic Buildings in Halland
Inspection of all buildings in
Halland – approximately
130 000 buildings
Approximately 10 000
historical buildings
Described, evaluated,
photographed and with GIS
coordinates
Available on the internet
http://geoservices.lst.se/bebyggelseinventeri
ng

6. Spatial and urban planning
Protection through legal
framework and urban plans
Analyse the historic values
Understand the relation between
built environment and historic
development of territories.
Social dimensions

7. Gathering Historic Preservation
knowledge analysis - protection
- Inventories - information
- Mappings
Supply-driven
conservation planning

8. Preservation of
monuments
- Cost to the society
- Historic buildings
regarded as an obstacle
to economic growth
- Preservation through
legal frameworks and
spatial planning
- Devour financial
resources but do not
contribute to any surplus
- Depending on public
grants
Conservation 1.0

9. PRESERVATION
OF
BUILDINGS

10. Dynamic management of
change in order to reduce
the rate of decay
Sir Bernard Fielden

11. Conservation 2.0
Restoration and maintenance
- Production of values
- Market creates economic returns:
property market, tourism, the
construction industry, creative
industries
- Greater interest for traditional
building techniques and material

12. CONSERVATION
OF
BUILDINGS

13. Where are the decisions made?

14. Where are the decisions made?
Who makes the decisions?

15. Where are the decisions made?
Who makes the decisions?
Why are they made?

16. From problem-solving
to decision-making
Randel Mason 2008

17. Cultural capitalDavid Throsby
Investments

18. Investor Stake Return
Labour market sector Funding Employment
Training programmes New jobs
Contacts Trained labour
Knowledge Funding
Cultural heritage sector Funding Saved building
Knowledge Conserved building
Craftsmanship
Construction industry Enterprises Trained labour
Network Engaged companies
Experience
Property owner Building Saved building
Funding Increased selling price
Investments in other
objects
Purchaser Purchase sum Investments in conservation
and maintenance
International conference centre
Additional conserved buildings
Region Development Agency Regional development
Increased commerce
Increased attractiveness
Return on Investments

19. Demand-driven
Conservation planning
Sustainable Use Preservation
development Search for Smart specialisation
Job creation new activities strategies

20. Conservation 3.0
Infrastructure for innovative reuse
- Dynamic and sustainable management of changes
- Promote inclusive, sustainable and innovation-
driven development
- System-wide, inter-disciplinary and multi-problem-
oriented
- Intangible values
- Transition from conservation to to transmission of
cultural heritage
- Preservation through smart specialisation
strategies

21. REUSE
OF
BUILDINGS

22. GLOBAL COMPETITION
BETWEEN REGIONS

23. the 10 political priorities of
Juncker Commission

24. INCLUSIVENESS
SUSTAINABILITY
INNOVATION

25. Global competition - urban/regional systems including
their tangible and intangible elements.
Development - capability of attracting external
resources.
Value - a strategic driver of regional development.
The attractiveness - its ability to offer intangible as well
as tangible component.
Urban and Regional Systems

26. SMART
SPECIALISATION
STRATEGIES

27. The EU’s Structural Funds
One third of EU’s
total budget

28. Innovation-driven development strategy
Each region’s strength and competitive advantage.
Region’s assets and the capability to learn
Competitive advantage and identity where clusters
should be nurtured.
Avoid waste of duplication – creation of more
diversity among regions.
Regional Policy contributing to smart growth in Europe 2020 (European Commission)
EU: Smart specialisation strategies

29. Capability to develop a collective way of making sense of a complex
flow of events.
Strategic management to manage processes and the flux of
changes rather then imposing stability and a fixed set of orders.
Regions should decide to invest in areas best suited to developing
their competitive advantage and identity where clusters should
be nurtured.
Regional economies should be differentiated to avoid waste of
resources and duplication – creation of more diversity among
regions.
Regional Policy contributing to smart growth in Europe 2020 (European Commission)
EU: Smart specialisation strategies

30. Swedish National Programme for
the Structural Funds 2014-2020
• Strengthening research, technological
development and innovation
• Increase the competitiveness of small and
medium-sized businesses
• Support the transition to a low carbon
economy

31. Cultural Heritage and Smart
Specialisation Strategies
184 NUTS 2 Regions

32. Cultural Heritage and Smart
Specialisation Strategies
184 NUTS 2 Regions
14 mentioned Cultural
Heritage

33. MAINSTREAMING
CULTURAL
HERITAGE

35. “Old ideas can sometimes
use new buildings.
Jane Jacobs (1916-2006)

36. “Old ideas can sometimes
use new buildings.
New ideas must use old
buildings.”
Jane Jacobs (1916-2006)

38. Getting Cultural Heritage to Work
for Europe
• The agenda for cultural heritage research and
innovation cultural heritage is understood as a
production factor
• An important resource for innovation, social inclusion
and sustainability.
• Focus is on adaptive re-use of historic buildings and
places
• The key-word conservation has often been replaced by
transmission.
• http://ec.europa.eu/culture/news/2015/0427-heritage-2020_en.htm

39. • The overall objective is to develop new
models for cultural heritage policies
with a view to integrating them in smart
specialisation strategies, in order for
cultural heritage to better express its
potential as driver and enabler for
sustainable and cohesive growth at
local/regional levels.

41. • Heritage-led urban
development

42. • Heritage-led urban
development
• Cultural heritage as a driver
for sustainable growth

43. Sustainability
Cultural heritage is a part of the solution to climate
change challenges has the potential
- to stimulate sustainable development,
- to revitalise embedded energy in the historic building
stock,
- to provide ecological issues,
- to favour biodiversity and
- to reuse as well as to housekeep with materials, raw
materials and energy.

44. Dynamic territories
• Cultural capital and the market creates economic returns on
investments which could be recognised within e.g. the property
market, tourist industry, refurbishment projects and the cultural and
creative industries.
Historic buildings and environments are today acknowledged as
important factors to develop dynamic territories, which are
powerful magnets for attracting talent and creative people, tourists
as well as investments and processes. Hereby cultural heritage
contributes to increase the capacity building as well as the
competitiveness of regions.
e.g. Throsby, 2001, Rypkema, 1994, Nypan 2014

45. Adaptive reuse
• Today the focus for cultural heritage sector is no longer
just on preservation and protection of monuments. To
be able to find new activities to take place in historic
buildings and landscape has become more important.
Adaptive re-use is defined as “any building work and
intervention aimed at changing its capacity, function or
performance to adjust, re-use or upgrade a building to
suit new conditions or requirements”.
Douglas, 2006

46. Source of creativity
• Tangible and intangible cultural heritage are closely
linked to creativity and often important starting points
for innovation and start-ups in the cultural and
creative industries.
New ideas and problem solutions can be an effect of
active participation in cultural heritage and as a source
for creativity.
This is of importance for job creation not only for
people with higher education in knowledge-driven
companies but also for them with lower in other
industries.

47. How the fields of creative power
constructed?
How are the relations between different
indicators?
Where can we find the greatest impact
of culture activities on regional
development?

48. Creative Force Fields

49. Creative Force Fields
6.800 culture activites
and culture facilities

50. Creative Force Fields
Theatres

51. Creative Force Fields
Crafts

52. Music
Creative Force Fields

53. Creative Force Fields
Advertising activities

54. Creative Force Fields
Conservation

55. Creative Force Fields
47 million relations

56. Massimo Buscema

57. Fields of Creative Power
• A new toolbox of techniques to analyze the cultural
”hidden” geography.
• to extrapolate the complex dynamic evolution of the
region’s cultural vibrancy,
• to diagnose the structural causes of the eventual decay
of its vibrancy.
This methodology can provide the basis of a more
systematic approach to evidence-based cultural policy
design, and of a more participatory, bottom-up public
decision making in the cultural and in other policy
spheres.
Buscema, M., Ferilli, G., Gustafsson, C., and Sacco, P.L (2018)

58. Clustering process

59. Fields of Creative Power in Halland
- today
Kulturmiljö Halland, 2013
Kungsbacka
Varberg
Falkenberg
Hylte
Halmstad
Laholm

60. Fields of Creative Power in Halland
- tomorrow
Kulturmiljö Halland, 2013
Kungsbacka
Varberg
Falkenberg
Hylte
Halmstad
Laholm

61. Fields of Creative Power in Halland
- the day after tomorrow
Kulturmiljö Halland, 2013
Kungsbacka
Varberg
Falkenberg
Hylte
Halmstad
Laholm

62. Relation between cultural
heritage and socio-economic
variables

63. Relation between cultural
heritage and socio-economic
variables

64. Fyrbodal

65. Fyrbodal

66. Fyrbodal

67. Film in Fyrbodal

68. Inclusive and
Sustainable
Development

69. Inclusive and
Sustainable
Development
Dynamic
management
of changes

70. Inclusive and
Sustainable
Development
Dynamic
management
of changes
Innovative
reuse

71. Smart,
inclusive and
Sustainable
Development
Dynamic
management
of changes
Innovative
reuse
Innovation-
driven growth

72. From Protection to Pro-action
- Preservation
- Use
- Development
Conservation management
Grazie mille
+ 46 701 91 46 26
christer.gustafsson@konstvet.uu.se