[ABSTRACT]
The people of Bolzano versus the tourist industry. The image and semantics of an attractive tourist destination have an iron grip on this small town in northern Italy. One of the last remaining spaces for interstitial cultural expression is fighting back. An exploration of cultural activation and strategic inclusion.
[SERVICES]
Cocreation
Futuring
Digital Design
[COCREATORS]
B Kehm
A van Bezoijen
A Francescini
M Knopp
[SERVICES]
Cocreation
Futuring
Digital Design
BUNKERPROJECT
BUNKERPROJECT
BUNKERPROJECT
[POINT OF DEPARTURE 1.6]
Close to the heart of the city, 7000 square metres of open space remain abandoned by the public, while the region's youth, local creatives and visionaries yearn for such an opportunity. The bunker is still without electricity or water, and only a handful of tired idealists continue to maintain the structure, their history of hidden treasure branded by years of municipal neglect.
[ABSTRACT]
The people of Bolzano versus the tourist industry. The image and semantics of an attractive tourist destination have an iron grip on this small town in northern Italy. One of the last remaining spaces for interstitial cultural expression is fighting back. An exploration of cultural activation and strategic inclusion.
[SERVICES]
Cocreation
Futuring
Digital Design
[COCREATORS]
B Kehm
A van Bezoijen
A Francescini
M Knopp
[SERVICES]
Cocreation
Futuring
Digital Design
BUNKERPROJECT
BUNKERPROJECT
BUNKERPROJECT
[POINT OF DEPARTURE 1.6]
Close to the heart of the city, 7000 square metres of open space remain abandoned by the public, while the region's youth, local creatives and visionaries yearn for such an opportunity. The bunker is still without electricity or water, and only a handful of tired idealists continue to maintain the structure, their history of hidden treasure branded by years of municipal neglect.
[ABSTRACT]
In the heart of Bolzano, where tourism often eclipses local needs, our project focuses on transforming Bunker H into a hub for creative freedom. With a central emphasis on co-creation, we work closely with the cooperative managing Bunker H to envision a space that caters to the creative aspirations of Bolzano's residents.
[SERVICES]
Cocreation
Futuring
Digital Design
[COCREATORS]
Celeste Meisel
Viola Güse
Bunker H
[SERVICES]
Cocreation
Futuring
BUNKERPROJECT
BUNKERPROJECT
BUNKERPROJECT
[POINT OF DEPARTURE 1.6]
Close to the heart of the city, 7000 square metres of open space remain abandoned by the public, while the region's youth, local creatives and visionaries yearn for such an opportunity. The bunker is still without electricity or water, and only a handful of tired idealists continue to maintain the structure, their history of hidden treasure branded by years of municipal neglect.
[ABSTRACT]
The people of Bolzano versus the tourist industry. The image and semantics of an attractive tourist destination have an iron grip on this small town in northern Italy. One of the last remaining spaces for interstitial cultural expression is fighting back. An exploration of cultural activation and strategic inclusion.
[SERVICES]
Cocreation
Futuring
Digital Design
[COCREATORS]
B Kehm
A van Bezoijen
A Francescini
M Knopp
[SERVICES]
Cocreation
Futuring
Digital Design
BUNKERPROJECT
BUNKERPROJECT
BUNKERPROJECT
[POINT OF DEPARTURE 1.6]
Close to the heart of the city, 7000 square metres of open space remain abandoned by the public, while the region's youth, local creatives and visionaries yearn for such an opportunity. The bunker is still without electricity or water, and only a handful of tired idealists continue to maintain the structure, their history of hidden treasure branded by years of municipal neglect.
[APPROACH 2.6]
Our approach centered on facilitating a participatory inquiry to co-design an activation strategy with the managing collaborative. Carrying out a workshop series, we engaged the stakeholders in a sense-making process that built mutual trust, consensus and a shared vision.
[APPROACH 2.6]
Our approach centered on facilitating a participatory inquiry to co-design an activation strategy with the managing collaborative. Carrying out a workshop series, we engaged the stakeholders in a sense-making process that built mutual trust, consensus and a shared vision.
[APPROACH 2.6]
Our approach centered on facilitating a participatory inquiry to co-design an activation strategy with the managing collaborative. Carrying out a workshop series, we engaged the stakeholders in a sense-making process that built mutual trust, consensus and a shared vision.
[APPROACH 2.6]
Our approach centered on facilitating a participatory inquiry to co-design an activation strategy with the managing collaborative. Carrying out a workshop series, we engaged the stakeholders in a sense-making process that built mutual trust, consensus and a shared vision.
[STRATEGY 3.6]
As we explored the resources and capabilities of potential partners, we agreed on reciprocal network dynamics to focus on in ongoing partnerships. While each stakeholder group was in need for space for different creative and open-ended purposes, each could bring a different aspect to the Bunker in return. The most important being awareness and exposure to reinforce the place's position as an important cultural hub.
[STRATEGY 3.6]
As we explored the resources and capabilities of potential partners, we agreed on reciprocal network dynamics to focus on in ongoing partnerships. While each stakeholder group was in need for space for different creative and open-ended purposes, each could bring a different aspect to the Bunker in return. The most important being awareness and exposure to reinforce the place's position as an important cultural hub.
[STRATEGY 3.6]
As we explored the resources and capabilities of potential partners, we agreed on reciprocal network dynamics to focus on in ongoing partnerships. While each stakeholder group was in need for space for different creative and open-ended purposes, each could bring a different aspect to the Bunker in return. The most important being awareness and exposure to reinforce the place's position as an important cultural hub.
[STRATEGY 3.6]
As we explored the resources and capabilities of potential partners, we agreed on reciprocal network dynamics to focus on in ongoing partnerships. While each stakeholder group was in need for space for different creative and open-ended purposes, each could bring a different aspect to the Bunker in return. The most important being awareness and exposure to reinforce the place's position as an important cultural hub.
[SCENARIOS 4.6]
During the participatory process, many different scenarios for use emerged, suggesting a desirable future for this unique space. Cinema, concerts, theatre, exhibitions, workshops, gatherings and even temporary accommodation for artists in residence all seemed very feasible.
[SCENARIOS 4.6]
During the participatory process, many different scenarios for use emerged, suggesting a desirable future for this unique space. Cinema, concerts, theatre, exhibitions, workshops, gatherings and even temporary accommodation for artists in residence all seemed very feasible.
[SCENARIOS 4.6]
During the participatory process, many different scenarios for use emerged, suggesting a desirable future for this unique space. Cinema, concerts, theatre, exhibitions, workshops, gatherings and even temporary accommodation for artists in residence all seemed very feasible.
[SCENARIOS 4.6]
During the participatory process, many different scenarios for use emerged, suggesting a desirable future for this unique space. Cinema, concerts, theatre, exhibitions, workshops, gatherings and even temporary accommodation for artists in residence all seemed very feasible.
[MAKING PUBLIC 5.6]
The creation of a website was a logical tactic, providing a central hub for the exchange of information, letting the public know about the bunker's new trajectory, and allowing the team to gather feedback and measure their impact over time.
[MAKING PUBLIC 5.6]
The creation of a website was a logical tactic, providing a central hub for the exchange of information, letting the public know about the bunker's new trajectory, and allowing the team to gather feedback and measure their impact over time.
[MAKING PUBLIC 5.6]
The creation of a website was a logical tactic, providing a central hub for the exchange of information, letting the public know about the bunker's new trajectory, and allowing the team to gather feedback and measure their impact over time.
[MAKING PUBLIC 5.6]
The creation of a website was a logical tactic, providing a central hub for the exchange of information, letting the public know about the bunker's new trajectory, and allowing the team to gather feedback and measure their impact over time.
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[CONTACT 6.6]
[CONTACT 6.6]
[CONTACT 6.6]
[CONTACT 6.6]
If you are committed to bringing regeneration to your brand or seek to understand how to make your purpose shine a bright light on your audience, reach out to me. -> hello@georgjaenchen.de
If you are committed to bringing regeneration to your brand or seek to understand how to make your purpose shine a bright light on your audience, reach out to me. -> hello@georgjaenchen.de
If you are committed to bringing regeneration to your brand or seek to understand how to make your purpose shine a bright light on your audience, reach out to me. -> hello@georgjaenchen.de
If you are committed to bringing regeneration to your brand or seek to understand how to make your purpose shine a bright light on your audience, reach out to me. -> hello@georgjaenchen.de
+49 157 30751618
hello@georgjaenchen.de
Germany, Berlin
+49 157 30751618
hello@georgjaenchen.de
Germany, Berlin
[LEGAL]
[LEGAL]
[DETAILS]
[DETAILS]