Dr. Matthias Ripp
A senior-level Heritage Manager with 20 years of success in heritage conservation and management, project development and strategic coordination of policies in an international environment. A professional skilled in management, especially leadership and moderation of integrated Working Groups as well as consulting, building history, urbanism, social planning and tourism. Strengths emphasize leadership, strategic planning, creative solutions, general management and moderation skills.
Heritage management pioneer specializing in building successful partnerships in international and domestic (World-)heritage community.
Long-term, established relationships in every sector built on trust and mutual success.
Ability to bring people together and build a consensus toward a common goal.
Successful record in leveraging heritage programs through corporate sponsorships with results exceeding goals and expectations.
Proven track record developing successful integrated heritage plans and strategies.
In numerous german and english publications he covers new approaches to the management and the sustainable development of historic towns with special attention on UNESCO World Heritage Cities
Heritage management pioneer specializing in building successful partnerships in international and domestic (World-)heritage community.
Long-term, established relationships in every sector built on trust and mutual success.
Ability to bring people together and build a consensus toward a common goal.
Successful record in leveraging heritage programs through corporate sponsorships with results exceeding goals and expectations.
Proven track record developing successful integrated heritage plans and strategies.
In numerous german and english publications he covers new approaches to the management and the sustainable development of historic towns with special attention on UNESCO World Heritage Cities
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Papers by Dr. Matthias Ripp
rapidly changing world, including climate change, urbanisation, tourism pressure, and governance
complexity.
lokaler Communities haben sich über die letzten Jahrzehnte hinweg grundlegend gewandelt. Dadurch sind neue Anforderungen an das, was wir als Site Management von Welterbestätten bezeichnen, entstanden (vgl. Ripp/Daniel 2023). Gleichzeitig bleibt das offizielle Berufsbild in dem Sinne defizitär, dass es an elaborierten Rollen- und Aufgabenbeschreibungen, welche die gegenwärtigen Entwicklungen miteinbezieht und den Verantwortlichen eine zeitgemäße Auslegung ihrer Profession ermöglichen,
mangelt. Ausgehend von einer systemischen Perspektive auf das städtische
Erbe analysiert der Beitrag überblicksartig, welche Aufgaben, Fähigkeiten
und Persönlichkeitsmerkmale im Site Management erforderlich sind.
🔹 “Participatory Development of the Integrated Management Plan for the Old Town of Regensburg with Stadtamhof” (with Nils Scheffler)
the main finding of this article is that a family is strong when
the family members collaborate. While our discussion has been
limited to how both institutions manage their audiences by examining
all the stages of the visitor journey, collaboration should go
beyond that since the boundaries between visitor centres and
museums are anything but sharp. Arguably, some general trends
are relevant to both types of institutions. While visitor centres are
more strongly related to a specific place (site), museums are much
more flexible in terms of their location. Nevertheless, both institutions
share a need to adapt and restructure in line with changing
contexts and a changing environment, such as moving from
an analogue to a digital/analogue world that is connected to a variety
of digital tools.In some debates, visitor centres have been perceived as major competitors to existing museums, but if their different objectives
and scope are considered, they show enormous potential for cooperation
and knowledge transfers.
There is a bundle of diverse challenges, however, also conflicts related to urban transformation and cultural heritage. These challenges and conflicts can be related to the (unequal) distribution of wealth, health, access to common goods and different generations of users (Larondelle et al., 2016). In this book we want to focus on climate change as a meta-challenge and related risks and disasters and how these result in urban transformation processes. Cultur- al Heritage as an important resource not only for identification, well-being, quality of life and many other benefits (Ripp, 2022) is understood here as a system and a process that belongs to local communities (Ripp, 2018). But at the same time – because of its highly relevant role for these communities – it’s heavily affected by unplanned urban change (urban transformation).
World Heritage Convention in Europe: Achievements and Challenges” in Krakow/Poland in
June 2022. The purpose is to showcase current challenges for UNESCO World Heritage Cities,
how they are connected and how cities can respond to the challenges by installing heritage site
managers.
The described challenges are based on reports and work within the Organisation of World
Heritage Cities (OWHC), the analysis and elaboration of the roles and skills of site managers of
previous published work.