Aveiro had already been on the way towards more digitalisation for quite some time when it received the opportunity to benefit from the experience of Gijon and to transfer its practice of a citizen card: a card simplifying local services, while unifying them under a unique physical support. After having introduced a common card for all students, the municipality also developed new online services and is envisaging to develop even more.

Aveiro is an industrial city with an important seaport on the western coast of Portugal and also known as ‘the Portuguese Venice’. More recently, it has become known as a digital cluster, a territory of innovation with a strong knowledge economy, dynamic university, centre for telecoms R&D, and innovative firms in the digital and traditional sectors. However, the increasing development of new digital solutions had created a complex system of providers, interfaces and information sources for various services around the city, which was increasingly hard for local people to navigate.

The Municipality has been wanting to simplify citizens’ access to public services and transform Aveiro into a smarter, more open, resilient and inclusive society. In 2018, it launched an Urban Innovative Actions (UIA) project ‘Aveiro STEAM CITY’, supporting the adoption of 5G and Internet of Things (IoT) technologies.

Aveiro has started by introducing a common card for all students across its different schools. All services provided by the municipality and schools can be managed and paid with it. This includes the cafeteria, school supplies, photocopying, even access to the buildings and school-day extensions. Crucial preparatory actions included mapping different systems to ensure compatibility and ease of use.

Almost simultaneously, the Municipality also activated new online services, with a wide range of options. Different linkages, payments loading, single sign-in and a number of other key elements discussed in Card4All are already in place.

The integrated approach supported by the ULG has been particularly valuable in helping the work with CARD4ALL fit into Aveiro’s constellation of ongoing projects, creating synergies and building on existing policies.

In addition, the services provided via the card clearly relate to environmentally friendly solutions such as a public transport. It can also potential include social benefits directly into the card.

To reach this point, Aveiro and its stakeholders exchanged regularly with fellow partner CARD4ALL cities, and learned directly about Lead Partner Gijon’s Citizen Card system, including technical tools required for its development. This has already informed key elements of Aveiro’s new online public services and the emerging citizen card plans.

Local developments have been coordinated with an URBACT Local Group (ULG) comprising two different groups of stakeholders. The first engages all existing service providers on a practical, technical level. The second is a municipal cross-departmental group linking with wider economic development activities.

The network and the wider activities enjoy strong support from local politicians – and a clearly identified demand from citizens.

Based on the practice of Gijon, the municipal departments are still working together to create a broader citizen card system covering almost all sectors of local life, including: mobility (bikes, buses, ferry, parking…); education and sports; culture (libraries, museums, theatre…); tourism; IT; and ‘the front office’ that deals directly with citizens. Each department acts as an intermediary with their own external service providers and concession holders, encouraging strong cross-sectoral cooperation. The card’s success in the future will require technical capacity, financial and human resources – including a municipal team of ICT developers and technical experts – which is not always easy to maintain in Portuguese municipalities.

The transfer journey has been demanding but rich. As a direct outcome, despite all ongoing challenges, the city is now working with more public service providers to add the library, museums, bus and bike sharing system to a new citizen card, further simplifying life for residents.

Implementing community gardens can be highly beneficial for a city not only for environmental purpose but also for social ones: to fight social exclusion, and bring neighbours together, at the same time as organisation education activities for children around them. This is what Vilnius has done while transferring the Good Practice of Rome, in ‘sleeping districts’, with training for gardeners and set-up of adequate urban management schemes.

Lithuania’s capital is particularly green, with 44% of its territory dedicated to forests, parks and squares. However, while family garden allotments persist from Soviet times, understanding of shared community gardens is still limited.

The municipality owns various public spaces, including grounds of schools and kindergartens, but most vacant space in Vilnius is privately or state-owned. This has challenged the municipality’s capacity to promote urban agriculture.

The shared urban garden initiatives that have existed so far have done so without city support. Meanwhile, most community groups lack the funding and permanent staff necessary to commit to gardening projects.

RU:RBAN gave Vilnius the knowledge to promote urban gardening as a way to fight social exclusion, and bring neighbours - even in high-rise ‘sleeping districts’ - together.

The ULG focused on a key component of Rome’s practice – a clear set of regulations for communities to know how and where to start an urban garden. It was not a process of copy-paste, but of understanding and adapting.

Nevertheless, thanks to the efforts of the group, the City Council approved a new set of rules and regulations for urban gardening in March 2021. In addition, the municipality released a guide to urban gardening which gained national media attention as part of a broader environmental awareness drive.

The practice developed by Vilnius following the experience of Rome is based strongly on environmental protection and awareness by developing urban gardens. Its social aspect is key as these gardens are actually “community” gardens, with all well-known and documented benefits for neighourhoods as groups and as individuals, such as mental health, socialisation, skills development etc. In particular trainings and sharing of seeds can have wider impacts on the local economy.

A new URBACT Local Group (ULG) was set up including gardening enthusiasts, NGOs, schools, the municipality, and the Environment Ministry.

The members of Vilnius’ ULG benefited collectively and within their own specific fields from the experience and ideas of Rome and the other partner cities. This included gardeners sharing seeds and participating in “Gardenizer” trainings. It also involved “totally fascinated” city planners learning how Rome developed urban farming at a huge scale, right down to the smallest details of their financing model.

ULG members also gained valuable knowledge about new communication tools, including through trainings in Riga where they learnt to use tools such as ‘vox pops’ and understand the value of their story for others.

The Municipality has also started a new strategic long-term program - CITY+ - aimed at recreating a sense of community in the former soviet districts. One of the important aspects is to create a feeling of ownership by allowing citizens to have their own yard and therefore an opportunity to create their small urban gardens.

With around 60% of the city’s population living in these buildings, Vilnius’ new urban garden trend looks set to continue.

Vilnius implemented the practice from Rome by starting with one existing community garden and built from there. Gradually, the number of urban gardens in Vilnius started to grow. Furthermore, the model is now formally included in the city’s urban development policies.

Another interesting aspect was that they linked the development of community gardens with ecological education and vegetable growing in kindergartens - an activity appreciated by partner cities during their study visit.

Solving land ownership issues will remain a key challenge for the spread of urban gardening, requiring ongoing dialogue with private and state owners. To free up more land, Vilnius will also start discussions with the National Land Authority to allow communities temporary use of state-owned land for their urban garden initiatives.

As for its own land, the city will now be proposing the option of including an urban garden whenever it discusses green area renovation plans with communities. The municipality also expects to continue making further improvements to relevant legal procedures to facilitate urban gardens.

Based on Barnsley’s good practice, Piraeus launched its own ‘Blue Lab’– the first Blue Economy Innovation Center in Greece. Blue Lab is one of the few centres in Greece that has a dedicated ‘makerspace’ for start-ups to focus on creating functional prototypes to develop their main ideas.

The Municipality of Piraeus, part of the Athens urban area, urgently needed to support recovery after the 2008 global financial crisis. Despite being a major freight and passenger port, the number of businesses and jobs were falling in all sectors, with several large shipping companies relocating elsewhere.

Piraeus developed an integrated ‘Blue Growth Strategy’ (2018-2024) aiming to develop innovation and higher value jobs in sustainable businesses related to the sea, coasts and maritime heritage. Goals included attracting international technology businesses, encouraging existing businesses to adopt modern technologies, and helping young people improve their digital skills.

The municipality joined the Tech Revolution network in particular to enhance the digital aspects of their Blue Growth Strategy.

Based on Barnsley’s good practice, Piraeus launched its own ‘Blue Lab’– the first Blue Economy Innovation Center in Greece. The municipality worked with a private contractor to found Blue Lab in a modern facility near the harbour, that welcomes young people and early-stage businesses who want to develop technological and business skills through a range of services (seminars, co-working space, advanced technology).  Blue Lab is one of the few centres in Greece that has a dedicated ‘makerspace’ for start-ups to focus on creating functional prototypes to develop their main ideas. A variety of industrial equipment supports the activities.

Before the end of its first year, Piraeus’ Blue Lab had welcomed hundreds of visitors, and provided 1080 hours of business mentoring, 608 hours of tech and entrepreneurship training, multiple workshops and networking events, sparking more than 28 prototyping projects and 27 entrepreneurship ideas.

University students and professors also linked up with Blue Lab. When COVID-19 struck, they used the facilities to produce prototype technology solutions that could benefit the community – including a ‘Blue Air’ concept to sterilise air using ultraviolet radiation, and Personal Protective Equipment such as surgical masks.

Blue Lab and Piraeus’s activities seek to improve the social and economic wellbeing of citizens through the creation of more and better jobs and businesses. The infrastructure also supports the development of skills and opportunities increasingly needed for the development of innovative solutions for addressing the current issues at stake in the blue economy. Blue economy is a strategic priority of Piraeus and it offers an integrative framework for sustainable urban development as it constitutes a socio-economic opportunity due to the city’s unique maritime position.

A crucial step in transferring the good practice was engaging the local community, educational institutions and business representatives and private-sector partners as part of an URBACT Local Group (ULG). Cooperating with local stakeholders, the team decided to provide state-of-the art technologies - such as 3D designing/printing and microelectronic systems – to promote innovation and to develop digital adoption programmes for local businesses.

Crucially, the ULG approach achieved wholehearted engagement – including with enthusiastic senior city decision-makers. This sparked strong new partnerships. Schools in particular have been keen to engage with Blue Lab, for example through field visits.

Tech Revolution has boosted Piraeus’ strategic vision for the local Blue Economy and, starting this June, the municipality is going to offer business start-up, scale-up and innovation support as core services, as in Barnsley.  

Cooperation with businesses has also led to plans for a second, bigger innovation centre as a springboard for entrepreneurial activity. Piraeus’ plans include a larger co-working space, training facilities to upskill the workforce and investment in more advanced technologies.

The hope is that this energy will feed into a broader receptiveness to digital adoption and subsequent development of higher-value jobs in the local economy.

Piraeus’ learning journey was supported by exchanges with Tech Revolution city partners – including at a transnational meeting for all network partners in Piraeus - and reinforced by visits from Barnsley and the URBACT Lead Expert. These exchanges helped identify the most important lessons and inspiration for their own city, in particular around the centre’s economic viability, promising digital technologies, new ways to engage local stakeholders, and how to promote collaboration and start-up formation.

Koszalin is a city in northwest Poland located 12 km south of the Baltic Sea coast. The three most important sectors of the economy are industry, construction and tourism.

Koszalin had already worked with Preston (UK) as a partner in the 2015-2018 URBACT network ‘Procure’, in which it had sought to understand if and how procurement could really be used to create jobs, support SMEs, and address environmental challenges - and whether procurement bureaucracy could really be reduced.

As a result, the city already had a local Integrated Action Plan (IAP) to improve its approaches to procurement and was convinced of the power of procurement to prompt both local economic change and pursue sustainability objectives.

In 2018, Koszalin was looking for help to implement their ambitious new IAP, and particularly objectives  around understanding more effectively their procurement spending, encouraging local SMEs to bid for procurement opportunities with Koszalin City Council,  including social and environmental considerations in decision-making; and influencing the procurement behaviour of other anchor institutions”.

The approach developed by Preston for procurement addressed local (economic), social and environmental considerations, while seeking to promote local products, social enterprises, local SMEs and environmentally friendly products. At the same time integration is key within municipalities and in the cites to ensure that these criteria are correctly identified and addressed.

Through their URBACT Local Group (ULG), Koszalin City Council transferred the spend analysis tool to anchor institutions within the city, such as the Regional Hospital, Technical University of Koszalin, and Koszalin District Administration. This enabled them to explore alongside the city authorities how much they spend, and where that money goes geographically, sectorally and in business type terms.

Across all procurers within the city, they collectively identified an annual spend of over EUR 100 million making procurement a significant contributor to Gross Domestic Product. The City Council was pleasantly surprised by the extent to which procurement spend was already spent with organisations in the Koszalin Functional Urban Area (83%) and SMEs (91%).

Addressing the other side of the procurement dynamic, Koszalin strengthened relations with business representative bodies and SMEs. They surveyed business chambers to identify challenges and how they could be addressed to support SME participation in procurement.

The city adopted Preston’s spend analysis tool and achieved the core objective of their previous URBACT network and IAP: to understand the scale of procurement spend in the city and to use this evidence to shape wider procurement practice.

Koszalin has presented their procurement activities and results at events organised by the Polish National URBACT Point to showcase their example as a city that has realised real incremental change. They also shared their learning bilaterally with the Gdansk-Gdynia-Sopot Metropolitan Area and they feature as a case study in URBACT’s strategic procurement training programme.

The involvement in Procure and Making Spend Matter has been “incredibly beneficial” for procurement in Koszalin and the city representatives are convinced that this is only the beginning of a new journey around procurement. Indeed, they recognise that progressive procurement is integral to the future economic, social and environmental destiny of Koszalin.

Mataró has sought to develop further the development of its blue economy sector by transferring the practice Piraeus of a Blue Growth Initiative. While identifying and bringing together all the relevant local stakeholders, securing funding and adequate awards, it developed the local use Workshops, Demo Days, mentoring, incubating and business acceleration for start-uppers and new entrepreneurs.

Mataró has the largest port between Barcelona and France. Despite its four beaches, port, boat repair yard, and university maritime courses for students from around the world, the city has historically ‘lived with its back to the sea’. Mataró had an annual entrepreneurship awards programme - ‘Cre@tic’ - but nothing specific on the blue economy.

The Municipality wanted to promote a more nautical culture, and related business opportunities. They had a broad plan to harness the potential of the city’s key assets, to give the port a more positive role in the city’s future economic development and to cooperate on a maritime strategy with neighbouring municipalities. The foundations for this project were laid in the ‘Sea in Value’ project, which sought to promote a nautical culture, develop the blue economy and open the city to the sea.

In this context, Mataró saw BluAct as a good opportunity to learn from other European cities and contribute to their activities stimulating entrepreneurship and new jobs in the blue economy.

After having identified its ULG members (see below), Mataró reinforced connections with the private sector thanks to activities such as university-based ‘entrepreneur hours’, mentoring schemes, and funds for small pilot projects.

The Municipality created a new Blue Growth Entrepreneurship competition, building on the 20 years of knowledge and experience of the existing annual entrepreneurship awards programme. The project was coordinated and promoted locally by the municipality’s  City Promotion team, with the constant support of the technical experts in entrepreneurship of TecnoCampus.

Mataro focused its activities on the development of new economic businesses (products and services) in the blue economy, with a specific stress on being circular and with a reduced environmental footprint. Moreover, the activities sought to develop job and business development, with a strong social added value.

Mataró started its whole project by identifying diverse stakeholders working with blue growth, innovation and entrepreneurship, bringing them together for the first time in an URBACT Local Group. The group was formed with members of the Quadruple Helix, drawn from public administration, education, export associations, environmental organisations, citizens and business, they include: the dynamic regional ‘Barcelona Nautic Cluster’; Mataró Port Authority; Barcelona Provincial Government; and the technology park TecnoCampus, which includes the University and a business incubator. The work of the URBACT Local Group was crucial in building local awareness and professional relationships in support of the blue economy.

The municipality was able to secure EUR 4 000 from the Mataró Port Consortium and EUR 2 000 from the Barcelona Provincial Government to provide cash prizes and cover marketing and promotion costs. In addition, TecnoCampus offered its high quality mentoring and business accelerator programme free of charge (valued at €1,000 for each of three winner projects).

In March 2020, during the Demo Day, three winning ideas were selected from seven high-quality applications. An award ceremony took place in June, with mentoring and incubation provided from July 2020 to February 2021. Top prize went to the first Spanish nautical workshop franchise for the refit and repair of boats. Second, an online application facilitating communication between superyachts, management companies, refit shipyards and contractors. And in third place, an environmentally friendly and quiet electric boat propulsion system.

Mataró was directly inspired by Piraeus’ good practice, but also flexible in its implementation. Having drawn up a Transfer Plan to adopt Piraeus’ practice - and guided by the network’s Lead Expert - Mataró worked with commercial sponsors and adjusted plans to take account of various local negotiations and administrative procedures.

The result was a similar blue entrepreneurship competition, but with a local twist. For example, Mataró took its own competition a step further than the original by offering applicants small amounts of prize funding (€4,000 donated by Mataró’s Port) to help kickstart their business ideas.

With its partners, the city has developed a strong foundation programme which it plans to build on, maintaining the Blue Growth Competition as an annual or biennial event.

Mataró is also now considering the feasibility of supporting a broader range of aspiring entrepreneurs, with more events such as hackathons and workshops focused on generating new ideas and projects in the seed phase.

<p>Whilst in Łódź a city administration mediator works with the community during the regeneration process, Birmingham went a step further, appointing community representatives in the target area – where some had lived for decades. Once trained, they become permanent ambassadors, communicating with the City Council, and understanding their challenges. This enabled Birmingham to rebuild trust in a community who had previously opposed all council plans.</p><p>The role of the mediator (based in an NGO), as a link to the city, through the improvised role of the area manager (employed by the city) has proved to be a key element, giving real space to the participative process, putting aside professional intermediaries, as the “speed of trust” shared by the residents should at all costs be upheld. The same mediator, in the need to guarantee sustainability has become the CEO of a community enterprise in the local area and has led the coordination of the ULG with great success.</p>

<p style="margin-bottom:6.0pt">The project introduced a Community Economic Development Planning (CEDP) approach, encouraging local economic development that generates human wellbeing. The power to drive change rests within the community of residents, local businesses, and local service providers including councils, community groups and voluntary sector organisations with a direct stake in the area’s economic health.</p><p style="margin-bottom:6.0pt">Integrated management is a big challenge to all public bodies. It’s been particularly inspiring for Birmingham to see changes introduced by Lodz. The cross-departmental approach of Lodz proved to be very inspiring to Birmingham in building up the localism agenda. In 2019 a delivery unit for the East Birmingham Inclusive Growth Strategy has been established and the structure of this has been modeled on the Lodz Regeneration Team. It is a multi-disciplinary team and aims to link several BCC departments with the city-region administration (West Midlands Combined Authority) – its remit is to support the regeneration of the area and foster inclusive economic development. The main purpose is to involve communities and include them in the redesign process of their neighbourhoods to make sure that the benefits of the development are felt where they are needed the most.</p>

<p>Setting up an URBACT Local Group (ULG) proved a very powerful mechanism” to significantly improve the city’s engagement with residents. The council forged new links with members of the community – and put the ULG in their hands. This successful community leadership around Edgbaston Reservoir has provided a powerful catalyst for the local authority’s Housing and Planning teams to alter their approaches for future regeneration projects, fully embracing the principles of inclusive growth, involve communities in the co-creation of the local master plan. This is seen as a wider work on culture and policy change and it is still on-going, based on the example of implementation within Urban regeneration Mix, which will be replicated elsewhere within the city (East Birmingham).</p>

<p style="margin-bottom:6.0pt">Within the Community Economic Development Planning (CEDP) approach, encouraging local economic development Cooperation with the local community, the original idea was to bring a local sports field back to community use. In talks with the City Council, residents ended up creating an alternative, which led to co-producing an alternative Community-Led Master Plan for the whole Reservoir – instead of campaigning against plans that did not necessarily meet their needs.</p><p>Through applying the integrated management model observed in Lodz, Birmingham City Council introduced similar solutions – setting up the Rapid Policy Unit for East Birmingham combining three local authority and creating a powerful body that would work on the regeneration of East Birmingham breaking silo working between directorates and service areas.</p>

<p style="margin-bottom:6.0pt">Birmingham was one of the six cities adapting the Lodz URBACT Good Practice within the framework of the Urban Regeneration Mix Transfer Network. Not having the financial means which were available for Lodz (predominantly Structural Funds resources), in the course of the transfer process Birmingham changed significantly the original model of mediators. The essence of the change was to empower community representatives to become mediators. The idea of the community connector role is a further development of the original Good Practice, with motivating and inspiring small groups of inhabitants to take bottom-up actions, building in them a sense of community and responsibility for the space and the neighbors with whom they share it.</p><p>The experience from the Edgbaston Reservoir is already being rolled out across wider East Birmingham with a population of over 240 000. A multidisciplinary team has been set up to deliver a newly launched 20-year East Birmingham Inclusive Growth Strategy modelled on the Łódź Regeneration Team. This enables several city departments to work together with the city-region administration and, crucially, communities will be included in the redesign of their neighbourhoods. So, the benefits of redevelopment will be felt where they are needed most.</p>

In Vilafranca, a city of 40 thousand residents, there are 951 (6,5 % of the stock) vacant apartments and five vacant residential buildings are listed. Ownership: 1% public authority, 74% Individual owners, and 25% commercial housing enterprises.

In the context of high poverty, exclusion and the increasing number of empty housing units, accentuated by the crisis, the city developed the “From empty housing to social inclusion” programme. The aim for this inclusion programme is the renovation and rehabilitation of vacant housing while reusing them for social purposes. In this programme the council does the construction work with public investment, and in return for the public investment, the owner transfers the use of the building to the council for a period of time proportional to the investment. When the constructions work finishes the Social Services select beneficiary families. This programme required 300.000 € per year in the city budget. So far, more than 250 houses have been renovated (appr. 10 flats per year) and offered on preferential lease to poor or homeless families, and 500 persons have gained professional skills through the training programmes. More renovation could be done if there would be more public money.

This GP of Vilafranca: https://urbact.eu/empty-housing-social-inclusion

Vilafranca was very satisfied with its project which was considered a Good Practice by the Diputació de Barcelona first and then by URBACT in 2017 because it not only affected the recovery of empty housing but also improved the social level of the unemployed workers who participated in the rehabilitation, considering to close the circle. This practice, despite the good results obtained, proved to be insufficient when large homeowners got out of their properties in anticipation of future price increases. This abandonment of entire buildings has led to the disorganized and mafia occupation of housing throughout the country and also in Vilafranca.

Facing this new situation, and also due to financial limits (the city budget cannot afford big investments) the search for a more wholesale intervention has become more evident. This is why the city decided for the transfer of the Chemnitz good-practice case, aiming for connecting owners with private investors instead of making the renovation from public budget.

The Good Practice of Chemnitz has important advantages: a public project carried out by a private company, offering a flexible and proactive approach for the revitalisation of the historic housing stock of the city, and over time becoming the central collector and distributer of information on the buildings.

The specific objectives the city would like to achieve with transferring Chemnitz good-practice case are:

• To connect owners with private investors as the city budget cannot afford big investments.
• To connect and coordinate the different stakeholders for the reactivation of the vacant buildings in a right and efficient way.
• Setting up a body/institution to support reactivation of vacant/derelict building/flats.
• Contacting, activating and supporting owners.
• Identifying, contacting and supporting potential buyers and investors
• Connecting & coordinating public & private stakeholders

The challenge is how to achieve this funding without compromising the budget and municipal action, so that the collaboration between the administration (the ‘Housing Agency’, the Urban Planning Office and building Control Department) and the private initiative should be normal practice in a 21st century society.

To approach the problem from this perspective, it became necessary to expand the original social orientation and start looking for private partners with enough technical capacity and sufficient financial solvency. In this sense an agreement has been signed with Habitat3 (housing for social inclusion) foundation and 10 housing units have been recovered so far.

The Habitat3 Foundation is a social rental housing manager whose main objective is to search for and to obtain rental housing at prices below market prices. Habitat3 is a benchmark in Catalonia in the housing sector, being recognized in 2019 with the Gold World Habitat Awards by UN Habitat.

The relation between the City Council and HABITAT3 is a win-win relation: the City council searches the building and the tenants, and once a building has been found, HABITAT3 is contacted for its assessment. Usually HABITAT3 spends around 2 weeks to see the state of the building, the rehabilitation that should be carried out and the investment that would be necessary. Then HABITAT3 decides to invest part of their budget for social housing in Vilafranca. HABITAT3 isn’t paid for this collaboration.

The project helps to mitigate effects of urban processes that are unsustainable. By strengthening the inner city through the concentration and support of developments in the existing central neighbourhoods, the urban structures are valorised. This way, the reuse of historic housing stock helps to save resources instead of promoting suburban sprawl. Dense and mixed-use urban structures reduce distances and encourage alternative means of transport. What is more, the successful outcomes of the project help to preserve the intrinsic qualities of those quarters and help to overcome the negative image of neighbourhoods. The provision with moderately priced and appropriately equipped housing for families, elderly people or marginalised population groups strengthens social coherence and reduces the ground for conflicts of different sorts.

The scope of the project is to activate owners, private and public stakeholders to save, restore and reanimate buildings. It can be described as a networking hub between persons, groups and authorities that have an interest in this goal. Starting and keeping communication going around the objects is the core of the project’s activities.

According to the experiences of Chemnitz, the agency is the only instance that connects the threads from all different sides:

• the relevant departments in the city government (e.g. urban planning, fund management, building control, preservation, finance and tax, public relations),

• the different owner constellations (private owners or ownership groups of different sizes and local/national /international backgrounds, public housing company, unappropriated),

• the potential investors and users (professional real estate developers, grass-roots housing initiatives),

• additional stakeholders in the neighbourhoods and civil society.

It was important to bring relevant stakeholders in the field of housing together through the ULG. Before, the housing commission was responsible for this issue. It consisted only of representatives from each political party. Based on the work of the ULG work has been done to convert the housing commission into a housing council in which not only political parties will participate, but also agents and entities of the housing sector (such as real estate agents or tenant unions).

The Municipal Housing Agency has been relaunched, as a one-stop destination for all issues related to housing with the desire to provide comprehensive services and local housing policies: https://urbanisme.vilafranca.cat/oficina-local-dhabitatge It is located in an office in the city centre and will be the referent point to attend all matters concerning vacant buildings in Vilafranca.

The relaunching of the Municipal Housing Agency allows to improve the capacities

• to identify buildings in need of refurbishment in the future and
• to establish a steady collaboration framework for their refurbishment, beyond the micro work the City Council already does
• to have a unique access point for citizens, where they can meet experts to help them solve their housing problem / find a solution.

After having the database updated, the agency will contact owners proactively and will connect them with investors, explaining the advantages to participate in the public program “From empty buildings to social housing” that deals with the renovation and rehabilitation of vacant housing while reusing them for social purposes. To achieve a better collaboration the town hall has created a round table about housing policies, bringing public and private stakeholders together.

VISION - Through the new housing agency and the grown cooperation among public and private stakeholders through the round table, the outcome will be a decrease the number of empty flats and buildings and there will be new spaces for social purposes like affordable rental flats. Expectations are: increase the number of rental flats in the city center, improve flats and buildings increasing their energy efficiency and reducing the CO2 footprint.

A strong demographic decline and thus numerous vacancies in the old neighbourhoods are typical for former industrial hubs and towns distant from the economic centres in their countries. The lack of communication between the public authorities, often unavailable or unable owners, and the very diverse group of potential investors and users, is a problem that is visible to different extents in almost any city.

The ALT/BAU Transfer Network focused on alternative strategies in central and historic districts of European cities to activate unused and decaying housing stock resulting from demographic, economic and social change. Based on the experiences from Chemnitz’ URBACT Good Practice “Housing Agency for Shrinking Cities” (Agentur StadtWohnen Chemnitz), the network transferred experiences that proved successful to proactively connect administrations, owners, investors and users to initiate sustainable and resource saving development.

Under the leadership of Chemnitz the following partner cities were involved in the ALT/BAU Transfer Network: Riga Latvia, Constanta Romania, Vilafranca del Penedes Spain, Turin Italy, Seraing Belgium, Rybnik Poland.

Zugló, one of Budapest’s 23 districts, has a reputation for clean, safe streets and good transportation. Attracting a diverse mix of residents, the area is seeing considerable development, including new housing for young families. But this increasing population density means growing levels of waste to deal with.

The district’s waste is managed by a company (FKF) publicly owned by the City of Budapest. Before Tropa Verde, FKF already ran two modern Re-use and Educational Centres, where people could drop off useful old objects and which were frequently visited by school groups.

However, still about half of all collected waste went to a huge landfill site, and another sizeable proportion was incinerated. Only about 10 percent of municipal waste was collected separately by households and recycled by various companies. Tropa Verde was a chance for Zugló to take a fresh approach to encouraging citizens to recycle more.

First, a survey of citizens’ attitudes, habits, motivations and needs gave Zugló a basis to plan their new recycling reward scheme, adapting Santiago De Compostela’s platform to their own context. Next, they developed a clear online map enabling residents to find the right recycling facility for a range of waste items.

With support from the web company who developed Santiago De Compostela’s original ‘Tropaverde’ platform, Zugló launched its own local platform, accessible via the now international tropaverde.org. Just like Santiago De Compostela’s, this links in to an awards, or hulladék.pont, system, involving a whole network of local partners.

At designated ‘green points’, citizens can get a coupon with a code in exchange for the recyclable or reusable items they drop off. There are also rewards for composting. Points can then be redeemed on Zugló’s Tropa Verde platform – and spent in shops and organisations who have agreed to sponsor the programme.

The rewards system is an important way of engaging with both businesses and citizens about the environment. To further promote the initiative, the Municipality of Zugló launched a campaign to promote recycling jointly with FKF. And there have been environmental education events in festivals, children’s camps and schools. Other efforts have included a competition to collect batteries and used electronic devices, and a partnership with the Jane Goodall Foundation to collect used mobile phones.

As the project supports a much wider environmental management strategy, Zugló has benefited from strong political involvement, with the Deputy Mayor a key advocate for the activities throughout.

The URBACT Local Group was particularly active in awareness-raising, thanks to their diverse members from cultural and sports institutions, the city’s philharmonic orchestra – and even Budapest’s Zoo, which is in Zugló. The Tropa Verde project was presented at the Budapest Gastro Festival, where the interested could not only get information about the project, but also get involved in the program by disposing glass waste. Prior to the Covid pandemic, in 2020, experts from the municipality and project partners visited the children's day camps in Zugló several times to raise awareness about conscious waste disposal, recycling and project goals as part of awareness-raising events. Following the pandemic period the municipality, together with a number of local NGOs, launched an online series of programs where participants could learn the tricks of composting in urban and apartment environment through entertaining, playful sessions, or even build an insect hotel. They got to know how to replace disposable packaging with durable solutions in the kitchen, bathroom, learned about clothing repair and recycling practices, and also about the impact of our meals and purchased foods on our environment.

It has to be underlined that Zugló’s implementation of the project, that started very successfully, has been strongly affected by the Covid-19 pandemic in 2020 and early 2021, as it interfered with all their plans, and forced to cancel promotional events and gather more sponsors.

Zugló planned to bring the program to local and residential events and festivals, while persuading companies of joining the project. They updated the flyers and created a banner to put on the entrance of joining companies to show that they are part of our program.

As part of long-term planning, Zugló created a communication plan, and launched the GP by using a mix of offline and online tools.

Towards the future, as a change, Zugló plans to most be present in more events and to include more companies, to guarantee the success and sustainability of the solution.

For such purpose, a database for those companies that could potentially be involved was created, and Zugló intended to contact them during the lockdown.

To summarize, Zugló has struggled to get sponsors to join the project and even those who joined had to close for business before even starting to accept coupons.

At the start of the program, 6 waste disposal sites participated in the program, which we later wanted to supplement with a minimum of 10 pharmacies and 2 donation shops, but this plan unfortunately failed due to the pandemic situation.

In 2020, we reached about 200 elementary school students at our attitude-forming events. In the spring of 2021, we ran various awareness-raising campaigns and reached more than 6,000 people on the municipality's Internet channels.

Within the framework of the campaign, we promoted the 2 waste disposal sites included in the program for 2 weeks with the participation of FKF, where we drew 6 horticultural vouchers among the participants.

In an online lecture for local residents, a specialist from FKF gave a lecture on the ways of waste management in the capital with the participation of 30 interested people. In May, we held attitude-forming online programs with the participation of 5 civil organizations, 9 times, with the participation with a total of about 200 people. In cooperation with FKF, we held attitude-forming sessions in 9 kindergartens with the participation of about 1,000 children. The map containing the waste disposal sites created under the project has so far been used by almost 3,000 people.

Meetings with partner cities – including an event in Budapest in June 2018 – were great opportunities to exchange experiences and learn from each other, which enabled Zugló to identify similar problems in waste management and learn new skills to tackle them.

The aim is now to get more residents involved post-COVID and hopefully to roll out the programme across all districts of Budapest.

The hope is that each area of the city will set up its own URBACT-style local group, involving local sponsors across the city to promote the circular economy.