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

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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

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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.

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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

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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

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Un

em

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t Sta

tist

ics

with

in S

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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.

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RK

FO

RC

E?

Ca

se S

tud

y: Eve

rgre

en

Co

op

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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

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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.

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VER

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f Sile

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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)

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NA

NC

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Au

stra

lian

Na

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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.

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FO

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TRU

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Ha

rva

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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

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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

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Un

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ble

Lo

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Rawa River

Proposed New Developments

25

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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.

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A P

art

of

Ka

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?

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

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NFR

ASTR

UC

TUR

EA

Co

nn

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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

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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

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NM

EN

TAL

OR

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ON

SA

n u

nta

pp

ed

Re

sou

rce

NGOs Around Katowice

39

UR

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TRA

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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

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- 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

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ND

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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.

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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

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SIO

N O

F T

HE U

NIV

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SIT

YTh

e U

niv

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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.

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Ac

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xp

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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.

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NO

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OV

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NM

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T O

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NS

Co

nn

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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.

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NETW

OR

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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.

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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.

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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.

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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.

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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

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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.

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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.

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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.

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Floating platform

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Hard Landscaping- built terrace capping

mechanical water processing for the river.

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Soft landscaping- open marsh bed

- widened channel for floodprevention

Bioremediation Permeable paving

Biodiversity

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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.

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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.

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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.

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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.

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‘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