It takes a village to raise a child, but more importantly it takes children to make a village. The Municipality of Milan (Italy) created new opportunities to integrate its youth (0-18 years) fully into society by increasing social cohesion, building vibrant communities, and reducing educational and economic disparities. Milan helped its 225 000 minors face the many challenges of city life by building the Wellbeing Integrated System of Milan (WISH-MI).

WISH-MI created a more integrated and holistic framework among city departments and community-based service providers. Milan empowered its youth to play an integral part in shaping the city’s future through proactive listening methodologies and co-designed programmes. The city engaged youth by building new easy-to-navigate digital pathways to its services, using gamification and other tools to incentivise positive real-world behaviours. Local community hubs were built to serve as innovative “playgrounds” where all members of the community can interact and co-produce, find and offer tailored opportunities. WISH-MI therefore enabled communities to have greater access to and take advantage of city services, and promoted a strong social fabric in which all community members felt included and supported. 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

WISH-MI stimulated the creation of a pathway toward a new working culture both within the municipal administration and among stakeholders, while providing a testing ground for a new set of infrastructure and devices designed to increase the level of wellbeing of young people. In addition, WISH-MI fine-tuned new principles of collaboration and the co-design of services.  

 

The WISH-MI project:  

- Rethought and redesigned the city's youth policies and services so that they are implemented in an inter-departmental manner.  

- Increased opportunities for access to child welfare services, and increased the number accessing child welfare services in Milan. 

- Created integrated spaces (physical and online) to facilitate access to services.  

- Created mechanisms for the city's municipal administration to listen to children and families, and to promote the co-design of services. 

What DIFFERENCE has it made at local level?

WISH-MI piloted a new youth (0-18 years) wellness system, marking a significant shift toward a new way of thinking that puts the wellbeing of children at the heart of policies. The results were encouraging in all project areas: a strategic plan shared among six directorates of the City of Milan, which fed into the 2021-2023 welfare development plan; a multidimensional index for youth policies; 50 Milan 0-18 ambassadors; 150 entities admitted to the Milan 0-18 catalogue; €2 000 000 of digital vouchers allocated to families; 25 missions and 1 000 beneficiaries; 6 hubs and 1 000 beneficiaries; 100 local micro-projects and 4 000 beneficiaries. 

What PARTICIPATORY APPROACHES have been put in place for the project?

WISH-MI activated a co-design process among local stakeholders, service users and beneficiaries, and both profit and non-profit service providers, which has led to the creation of local micro-personalised projects. These projects were funded by collective vouchers in order to generate services increasingly tailored to the needs of end users. At the same time, six WISH-MI Collective Hubs were created in different neighbourhoods of the city to offer young people the opportunity to help create the services offered to them, and to provide a physical space for the exploration, co-design and experimentation of new innovative services. Each hub was allocated a dedicated budget for the development of local micro-personalised projects, such as participative public art projects, which addressed the needs, desires, and ideas of young people and their families. 

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

Local public administrations and all project partners were aware that opportunities for youth are not evenly distributed across the City of Milan, heightening the risk of isolation, and social and educational segregation. The project team mapped the best opportunities throughout the city, and brought them closer to underserved areas. The long-term aim was better integration of youth into society by broadening the number of children/schools/communities that benefit from existing educational opportunities (formal and non-formal), and the creation of new opportunities by co-designing a new system hand-in-hand with its future beneficiaries: families and children.  

 

The project catalysed a long-term integration process, in which all Milan’s youth and their families have access to concrete opportunities that increase their quality of life, and foster a more equal and tolerant local community. A reward (voucher) system facilitates access to services for all youth at lower or no costs. WISH-MI promoted integration in different dimensions: an innovative integrated set of urban policies and programmes; integration between different dimensions of child wellbeing, different departments of the local public authority, and different sectors (public, private, NGOs); and intergenerational integration, focusing on urban poverty and the digital transition. 

Why should other European cities use the solution the project explored?

Other cities can grab the opportunity of changing and improving its plans to re-engineer traditional welfare models, giving citizens more choice over the services offered by the municipality. Milan created individual and collective vouchers to access services under five categories (Arts, Health, Education, Sport, and STEM), based around WISH-MI’s youth wellbeing pillars (social relations, physical activity, healthcare, access to education and training, opportunities to express talents and creativity, self-determination, and access to quality common spaces). The voucher system presents opportunities to empower children, young people and families, giving priority to the most socially and economically vulnerable families. WISH-MI represented a major shift in the city’s support framework for its young people, and all these experiences and results can be deepened, adapted and exploited by other cities facing the same challenges. 

 

Chiara Minotti

The city of Cuenca (Spain) has more forest area than any other EU city (86% of its municipality surface), but the forest is relatively underexploited. The Urban Forest Innovation Lab (UFIL) project developed an innovative business sector around Cuenca's forest, by promoting public and private forest management and the creation of primary and secondary processing industries. The aim was to make the forest bio-economy a driver for social and economic development. To this end, the UFIL project addressed the existing lack of training and employment opportunities, and other socio-economic problems within the city such as depopulation and an ageing population. The project’s innovative bio-economy-centred training model focused on incubating and accelerating innovative businesses around Cuenca's forest, to enhance the preservation of the forest through sustainable management and to bring together key actors to develop the local and regional bio-economy. 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

The main solution was an innovative bio-economy-centred training model. This combined training, research, and the incubation and acceleration of forest-related businesses. The training comprised 21st century skills, forestry bio-economy and business, and environment innovation. It was complemented with practical work, using a ‘learning by doing’ methodology. During training, participants advanced innovative business solutions through a ‘bio-economy fab lab’, using Cuenca’s forest as a testing ground for prototypes. The main bio-economy areas to focus on were identified in a baseline study. To complement the training, businesses were invited to participate as sponsors and launch challenges to entrepreneurs, who tested their acquired knowledge and ideas against the needs of real companies. The project’s governance solution involved the partnership with stakeholders endorsing Cuenca's Rural-Urban Agenda, which establishes a bio-economy action plan for Cuenca’s forestry sector to 2030.

 

What DIFFERENCE has it made at local level?

From 2020 to 2022, the UFIL project team trained 84 people. Multidisciplinary groups of participants from different backgrounds (e.g. industry, agroforestry, business administration, IT, unemployed) were selected for the training programme, facilitating diverse exchanges and innovative business models. By the end of the training programme, 44 business models were presented with 15 of them constituted as bio-economy companies in the city or its rural surroundings. As a result, 78% of the people trained found a job, improved their skills or launched a start-up. Linked to social aspects, 63% of these latter entrepreneurs came from outside Cuenca. Also, due to the project’s business sponsor model, a company expanded its business development to the city. Finally, under UFIL's partnership work with stakeholders, over 51 000 ha of forest was certified under Forestry Stewardship Council (FSC) forest management standards.

 

What PARTICIPATORY APPROACHES have been put in place for the project?

 

The UFIL project was implemented by a strong consortium representing many bio-economy dimensions and competences. This enabled active participation and a richness of approaches to Cuenca's bio-economy from the start. Public authorities (municipality and region), public and private universities, a forest certification NGO, a local public sawmill (the only one remaining in Spain), a local business confederation and a private consultancy all worked together in this committed and representative partnership. Throughout the project, and supported by the different partners' networks, participation and communication activities raised awareness about opportunities in Cuenca's forest, and gave insights into people's vision of jobs linked to the forest bio-economy. This allowed a better delivery of the activities and a grounded implementation of the project. The training programme was constantly being improved through contact with the participants and the local bio-economy sector, with the project team adapting the model and content to meet the needs and interests of the sector. However, the project team remained focused on the main objective: the establishment of new innovative start-ups linked to Cuenca's forest management.

 

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

The UFIL project offered an integrated solution to the challenge of fostering sustainable economic development in Cuenca's forest. The incubation and acceleration of businesses in the bio-economy sector helped overcome the low resilience of the city’s economic fabric and its strong dependency on the tertiary sector. From a social perspective, the training programme and its results created economic opportunities for Cuenca, thus boosting the city's economy, and attracting and retaining talented people to counter the trends of depopulation and ageing. In addition, the project addressed the lack of forest-specific skills and knowledge in Cuenca by launching a training programme that included technical training in forestry. Finally, the project’s promotion of forest management and bio-economy business models ensured the active conservation of forests, the production of sustainable and low carbon products and services, the reduction of fire risks, and the economic valorisation of ecosystem services.    

 

Why should other European cities use the solution the project explored?

 

The UFIL project has been a success and has received many awards, with the main recognition coming from the Spanish Government through the Spain Entrepreneurial Nation High Commissioner. Therefore, it stands as a model that can be transferred to other European cities associated with forests. Furthermore, its success and potential to be transferred to other territories is shown by the fact that the UFIL continues operating and supporting forest bio-economy entrepreneurs beyond the Urban Innovative Actions funding period. The know-how generated during the project has been analysed, improved and kept within the local ecosystem and stakeholders, ensuring a viable ongoing model. All aspects and insights are ready to be exported. Entrepreneurship within the forest bio-economy is versatile and can be modularised and adapted to suit specific contexts and territorial realities. For example, it can be adapted to particular opportunities in areas, and the employment and skills needs of cities. It could play a role in many cases, as all EU cities are required to transition to more sustainable socioeconomic models.

 

Mariano Aragón Marín

The city of Getafe (Spain) developed the Energy Poverty Intelligence Unit under the Urban Innovative Actions initiative to identify and end hidden energy poverty. Within this framework, the Energy Poverty Intelligence Unit (EPIU) project tackled energy poverty in the city’s two most vulnerable neighbourhoods: Las Margaritas and La Alhóndiga. The project’s innovation lies in a new approach that goes beyond monetary poverty and reacting to existing energy poverty, by adopting a broader perspective and using data to prevent energy poverty occurring. The project’s innovative tool is based on a data analytics system that collects information on energy consumption, income and other factors determining energy poverty. The system clusters energy poverty vulnerable groups by their sociodemographic and spatial characteristics at three levels: the home, the building, and the neighbourhood. After the project’s tool has identified energy-vulnerable cases, these are managed by a cross-disciplinary team from Getafe’s city authority and its public housing company. They assess the implementation of tailor-made solutions, as well as compensatory engagement actions, for the selected homes, buildings and neighbourhoods affected by both heating and cooling energy poverty.

 

 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

The Energy Poverty Intelligence Unit (EPIU) project identified and alleviated hidden energy poverty using a three-pillar approach:

1. Data analytics system: A tool developed for improved identification and support, as well as the implementation of the EPIU data system.

2. Outreach: Establishment of the Healthy Homes Office / Oficina de Hogares Saludables (OHS) to support residents, by offering them information, advice and assistance on energy efficiency in a clear, reliable manner using non-technical language.

3. Tailor-made solutions: These include subsidised renovations, where residents are not obliged to pay upfront costs or undertake any work themselves, and can involve both behavioural change and infrastructure measures. For example, energy audits, energy efficiency kits, management of supply interruptions, and the installation of passive solutions. In future, measures may also include reduced tax burdens on participating residents.
 

 

What DIFFERENCE has it made at local level?

 

During the first year of the project, over 800 families utilised the Healthy Homes Office service and directly benefitted from advice, guidance, and improvements in their energy bills. The information provided included advice on service cuts, social benefits, and mediation with energy suppliers and distributors. On average, the families reduced their energy bills by more than 25%.

The EPIU project considerably increased the attention given to energy poverty in the municipality of Getafe. It generated a very significant amount of data, and developed management systems through its data analytics system and tool. The data was consolidated into the first characterisation of hidden energy poverty in Getafe. The new system supports transversal cooperation across departments, to provide new local services with tailor-made solutions at the home, building and neighbourhood levels.
 

 

What PARTICIPATORY APPROACHES have been put in place for the project?

 

The EPIU project’s Healthy Homes Office focused on communicating with residents in two energy poverty vulnerable neighbourhoods, Las Margaritas and La Alhóndiga. It launched a range of communication initiatives on its website and other digital platforms (e.g. Facebook, X (formerly Twitter) and Instagram) and through more conventional media outlets (radio, TV and press). A local information campaign included posters that were visible across the city, and brochures targeted at people not reached through digital platforms. Between March and April 2023, the Mayor of Getafe led a series of meetings in these two neighbourhoods involving a diverse range of groups, including businesses, residents, sports and social clubs, NGOs, parent-teacher associations, and youth groups.

The project team also organised two informative walking routes to showcase the progress of their work in the two neighbourhoods. Residents had the opportunity to explore their neighbourhood, understand how its buildings behave in relation to energy consumption and generation, and learn ways to improve their energy efficiency. These tours, lasting 60-90 minutes, highlighted the advances made by the project and its contributions to the community of Getafe. Additionally, participants received information on home energy efficiency.

 

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

The EPIU project adopted an integrated approach that simultaneously tackled economic, social, and environmental aspects.

Economic: An acknowledgment of the financial constraints faced by individuals experiencing energy poverty by providing tailored solutions, including subsidised renovations, to alleviate the economic burden on residents. Additionally, efforts are underway to reduce the fiscal load on participants engaging in public rehabilitation plans.

Social: Getafe has a unique social dynamic, with energy poverty concentrated in specific areas inhabited by elderly and migrant populations. The project’s participatory approach engaged with these communities through outreach activities and the design of services that are understandable, trustworthy, and culturally sensitive. The Healthy Homes Office was established to support residents, particularly those in long-term poverty and elderly individuals, which also fosters social inclusivity.

Environmental: The environmental dimension was addressed by implementing energy-efficient measures, including energy audits, the distribution of energy efficiency kits, and the use of smart sensors to monitor and reduce energy consumption. Furthermore, the project team were involved in a neighbourhood cooling initiative, demonstrating their commitment to mitigating energy poverty while considering environmental sustainability.
 

 

Why should other European cities use the solution the project explored?

 

Firstly, the EPIU approach has demonstrated its effectiveness: energy vulnerability was significantly reduced in urban areas, improving residents’ quality of life and thermal comfort, as well as fostering their autonomy.

Secondly, intervention in line with EPIU can quantify and qualify identified hidden energy poverty, to gain a deeper understanding of the problem and to determine which public interventions work best and under which circumstances. This is key for an efficient use of public resources, by prioritising interventions where they are most needed.

Thirdly, citizens become more aware of the risks and negative impacts of energy poverty, as well as public services available and potential actions to reduce energy vulnerability in their homes, buildings, and neighbourhoods.

Finally, EPIU improves collaboration between different areas of the City Council and enhances civil servants’ skills.
 

 

ALEJANDRO LÓPEZ PAREJO

The BSFS project, implemented in Piraeus (Greece), aimed to enhance urban security and improve the perception of safety among citizens. It employs strategies and tools to link urban security stakeholders and facilitate collaboration in physical and cyber spaces.

 

Key initiatives include establishing the Local Council for Crime Prevention (LCCP), creating the CURiM (Collaborative Urban Risk Management) digital platform for threat assessment, and implementing spatial and social interventions and activities based on crime prevention strategies, to increase resilience against crime.

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

BSFS showcases a holistic and comprehensive approach to urban security. Central to this is the Local Council for Crime Prevention (LCCP), coordinating actions against petty crime and bolstering city resilience. The CURiM Digital Platform assesses physical and cyber threats, supporting informed decisions on crime prevention. Spatial interventions include enhancing playgrounds in degraded areas, beautifying vandalised properties, and targeted protection for vulnerable buildings, alongside new advanced policing equipment to enhance law enforcement capabilities. 

 

Additionally, the establishment of the Victim Information Unit addresses post-incident needs with empathy and support. Community engagement is another pillar, with awareness sessions for students on bullying and cyber-threats, business training for market safety, and engagement events to knit community cohesion and safety together. This multifaceted approach effectively merges security enhancements with community development.  

What DIFFERENCE has it made at local level?

The BSFS initiative has significantly enhanced urban security, fostering a heightened sense of safety among citizens, as indicated by a 15% decrease in fear of crime in the pilot areas with respect to the baseline value. Improved collaboration between the municipality, police and local communities has led to informed decision-making in crime prevention and a 10% increase in the level of trust of citizens have in local authorities. LCCP has been established to develop the city’s crime prevention policies. A significant advancement is the Hellenic Police's acquisition of new vehicles, including four cars and two motorcycles, enhancing patrol effectiveness in Piraeus's most vulnerable regions.

 

Moreover, the project has successfully transformed previously degraded areas into safer, more welcoming spaces, contributing to the overall uplift of the urban environment and reinforcing a collective sense of security and well-being. 

What PARTICIPATORY APPROACHES have been put in place for the project?

 

BSFS strategically engages local businesses and high school students through training and awareness sessions, focusing on critical issues like cyber-threats and urban safety. These initiatives empower participants, fostering a community-driven approach to safety. In its inclusive strategy, the Local Council for Crime Prevention incorporates diverse stakeholders, including police, municipal authorities, and experts. This collaboration ensures a comprehensive understanding of community needs and effective crime prevention. 

 

The project also promotes citizen participation in urban security through the CURiM App. This platform enables residents to actively engage in security enhancement, reinforcing a sense of shared responsibility. A unique aspect of BSFS is the "MINECRAFT in Piraeus" initiative, a hybrid digital-real world game that engages younger demographics in urban planning and safety. This innovative approach makes urban security relatable and engaging for youth, encouraging their active involvement in shaping a safer community. Overall, BSFS’s multifaceted approach combines education, technology, and community involvement, reflecting its commitment to a resilient, inclusive, and secure urban environment in Piraeus.

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

The BeSecure-FeelSecure project employs an integrated approach to enhance the city's economic, social, and environmental aspects. Economically, it engages local businesses in safety training, thereby protecting markets and making the city more inviting to both locals and visitors. This strategy strengthens the local economy by enhancing the safety of commercial areas and boosting tourism. 

 

On the social front, BSFS focuses on improving citizen safety and reducing crime, crucial for social stability and cohesion. It fosters collaboration among diverse stakeholders, including businesses, authorities, and residents, ensuring their insights are incorporated into decision-making. This participatory model guarantees that interventions align with the community's collective needs, enhancing social inclusivity. 

 

Environmentally, the project emphasises beautifying and maintaining public spaces, improving environmental aesthetics and sustainability. These efforts transform neglected areas into well-maintained, attractive spaces, fostering a sense of respect and value for public areas among residents. 

 

BSFS’s holistic strategy not only boosts Piraeus’s security and appearance but also strengthens its social cohesion and economic resilience, promoting sustainable urban development.  

Why should other European cities use the solution the project explored?

BSFS presents a compelling model for urban security, making it an ideal framework for other European cities. Its holistic and adaptable nature ensures relevance across diverse urban contexts, providing a versatile solution to common urban security challenges.

 

The project's integrated approach, encompassing multiple stakeholders, establishes a comprehensive model that addresses various facets of urban security. Crucially, the success of BSFS in Piraeus stands as a testament to its effectiveness and potential for replication. This proven track record demonstrates the project's ability to enhance urban security, making it a valuable template for other cities seeking to improve their security infrastructure and community well-being, thereby fostering a safer and more cohesive urban environment. 

 

Polly Kleida

BRISE-Vienna sets new standards for building applications and planning permission. It can subsequently become effective in other administrative areas and in other European cities. 

 

BRISE stands for Building Regulations Information for Submission Envolvement, that is smart, efficient administration to accelerate the planning permissions process. Using the building permit process as an example, it makes the City of Vienna (Austria) a pioneer throughout Europe. Innovative technologies are making future building applications and planning permission digital - and therefore faster, more efficient, more transparent and more cost-effective. The digital processes can subsequently be transferred to other administrative areas. 

 

What SOLUTIONS did the Urban Innovative Action project offer?

The proposed solution of BRISE-Vienna makes use of the paradigm shift that can be witnessed in the planning sector, changing the construction planning from 2D paper plans towards Building Information Modelling (BIM, 3D-Building Model). A modern ICT solution based on artificial intelligence (AI), augmented reality (AR) and BIM was developed, increasing the quality level of submitted documents and shortening the approval process. The strongly social and service-related innovation of combining established construction elements with new technological methods will allow non-professionals to understand the impact of a construction project. 

What DIFFERENCE has it made at local level?

 

At local level, the project has resulted in closer cooperation between the city, architects, civil engineers and research institutions. The pilot operation phase has shown the potential of the system developed. Therefore, the City of Vienna wants to further improve it to be able to roll it out. 

 

The stakeholders appreciate the effort taken by the City, and they are willing to contribute. 

What PARTICIPATORY APPROACHES have been put in place for the project?

Two of the project’s partners oversee two main stakeholder groups: a) the Technical University Vienna is involving students as the future users of such systems; and b) the Chamber for Architects and Civil Engineers keeps in close contact with the current planners. At the same time, these planners (architects) as well as the students tested the system with real life projects to develop challenges and possibilities. The public has been involved at local events with an AR device to visualise the planned projects in their real-life surroundings. 

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

Economic: It is commonly agreed that the digital Building Information Models have several advantages (more accuracy, more information included, etc.) that will help in the future when talking about modifications and renovations (encouraged under EU initiatives like New European Bauhaus; Energy Efficient Buildings, etc.). Therefore, many large construction companies are already working with BIM in parallel to the official 2D paper-based plans that are needed by the authority. The economy therefore appreciates such efforts to make BIM-based models possible for the building permit process. It is expected to speed up the permit process as well as the building process due to higher accuracy and less planning conflicts. 

 

Social and Environmental: The City of Vienna is the largest provider of social housing in Europe. Many of the buildings date back to the post-war era. Therefore, the city is putting much effort into smart and green renovation, without having to raise costs for renters. BIM is seen as a tool that could help make that process faster and more efficient - leading to lower costs. The City of Vienna has set a target of becoming a zero emissions city by 2040. The construction sector bears huge potential in reaching that goal. Therefore, a smart and networked planning (digital twin) are essential. BRISE-Vienna was a first step in that direction. 

Why should other European cities use the solution the project explored?

Every city is facing high bureaucratic burdens in the building regulation permit process. Every city is also facing big challenges in terms of decarbonisation and socially-affordable housing. The BRISE-Vienna approach is not limited to the building permit process, but it could - in a later stage - be extended to other permit processes that are administrated by the city, leading to a faster, more efficient and better networked, public government. 

 

Michael Gansch

CALICO is a cohousing project of 34 dwellings offering a generational and social mix, developed within the common and anti-speculative framework of a Community Land Trust (CLT), in the Brussels Capital Region (Belgium). It also integrates an innovative community-based model of care.

 

CALICO is the result of a collaboration between different housing actors, local and regional authorities, and academic partners. The housing project is organised in three clusters.

 

Firstly, the “gender” cluster rents dwellings to older women and single mothers. The initiators and residents of this cluster are responsible for putting gender issues at the centre of the housing project.

 

Secondly, the "Community Land Trust" cluster sells dwellings to low-income families and rents to older people (+50 years) who are unable to obtain mortgages. It also provides two housing units dedicated to Housing First for homeless people. The CLT also owns the land under the whole housing project, thus guaranteeing its permanent affordability.

 

Finally, the "care" cluster offers intergenerational cooperative dwellings, and also birth and end-of-life facilities, integrated within the housing clusters, which provide an empathetic and familiar environment for people at these life stages. One common space is open to the residents, and another is managed as a meeting place for people with mental health issues and where local initiatives are held, therefore making CALICO a fully-fledged player in the local urban fabric. 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

- Affordable and quality housing through the CLT-model, i.e. by separating the ownership of the land from the ownership of the housing built on it, as well as an anti-speculative resale formula; 

 

- Multilevel governance: land owned by the CLT foundation (anti-speculation + social character), housing cooperatives ensuring a democratic management of the assets and an ethical financing, social management by Social Real Estate Agencies offering flexible management of social rented housing, and grassroots associations supporting community management of the project; 

 

- An intergenerational and social mix of the residents to tackle unequal access to affordable housing, including housing for (older) women and single parent-families; 

 

- A model of co-design and participation with residents, empowering and involving them from day one in the decision-making process; 

 

- Integration of gender and care dimensions.

What DIFFERENCE has it made at local level?

The CALICO project started as a bottom-up project. It builds on citizens’ action, looking for new solutions for urban development and affordable housing, based on the principles of the commons. Over the course of the project, the initial partnership has been widened.

 

A partnership with Rézone, a regional mental health network enables them to have a safe space for people with mental health issues that is open to the neighbourhood. The project also works with local neighbourhood committees, with organisations active in the field of soft mobility, community kitchens, and many more groups.

 

At CALICO, there are also birth and end-of-life facilities open to the wider neighbourhood and designed to welcome anyone who wishes to go through these ‘life passages’ naturally and in connection with others, accompanied by professionals and volunteers. The project inspired civil society actors to launch a Housing deal, aiming to replicate the approach as a new way of providing housing.  

What PARTICIPATORY APPROACHES have been put in place for the project?

 

- The Community Land Trust Brussels (CLTB) developed an exemplary approach involving future residents in the design of its housing projects (empowerment). In the case of the CALICO project, it was impossible to fully apply this methodology, as the Urban Innovative Action programme required the projects to be delivered within three years; 

 

- A long series of co-design and training workshops with the future residents have been set up, both within their own cluster and with the three clusters together. In these workshops, decisions about the use and management of shared spaces, a community charter, a governance structure and a community care model have been designed;  

 

- The co-design workshops led to a series of community-led initiatives, initiated by the residents with support of CLTB. A weekly community kitchen and bi-weekly participatory childcare activity and bicycle workshops are organised; 

 

- Integration of birth and end-of-life facilities managed by the inhabitants (volunteers); 

 

- Management of the building (co-ownership) and community life is the responsibility of CALICO residents.    

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

In the project, land is considered as a common good. By separating ownership of the land from the ownership of the building, and by managing that land as a commons, the CLT model guarantees permanent affordability. The multi-stakeholder governance model also guarantees the continued alignment of the use of land with the needs of future generations.  

 

Specific measures have been taken to ensure an intergenerational and social mix of the residents. Due to the unequal access to affordable quality housing, the project focused on three vulnerable groups: older people, (single) women and people with a migratory background. Two homes are also devoted to Housing First for the homeless. Through co-design and participation, residents are involved from the outset in decision-making processes. 

 

Passifhaus building standard are applied to all new construction. However, studies have shown that often, especially in a social housing context, much of the energy gain is lost by incorrect use. Therefore, the project team organised several training sessions and tools to help residents use their passive house technology in the most optimal way. The cohousing approach involves sharing as a way of life, for example, residents collect food waste and organise a weekly community kitchen. To promote sustainable mobility, bicycle lessons have been set up by CLTB residents to teach others, mainly migrant women, to use a bike.

Why should other European cities use the solution the project explored?

 

The CALICO project offers a different form of intergenerational cohousing, with respect for gender equality, which provides affordable rental and owner-occupied dwellings through the Community Land Trust framework, and also birth and end-of-life facilities open to the neighbourhood.

 

The project is complex and responds to many challenges of public governance, housing rights, social cohesion, social justice, community care, etc. The objective is not so much to insist on the singularities of the project, which are certainly potentially inspiring, but rather to put into perspective the basic principles of the project that could form the basis of a public land policy in favour of community-led housing projects. 

 

Rebecca Bosch

The Cultural H.ID.RA.N.T. (CH)  project utilises the abandoned, but still functioning, Hadrian Aqueduct in Chalandri (Greece) as a vehicle for green/blue urban regeneration and as a means to revitalise community life. It brings back into everyday use an ancient, hidden and unused water resource, making it useful for residents by meeting their non-drinking water needs and adding value to the city's heritage and ecological status.

 

The project approaches the Hadrian Aqueduct as a common cultural heritage, combining local history, common water resource, and an asset for a green/blue regeneration. It suggests a mode of sustainable urban development that utilises diverse resources and actors in a concerted way, aiming to increase local wellbeing. In this process the project engaged local communities from the outset, establishing participative processes and structures that will ensure the durability and upscaling of the project's outcomes.  

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

In recent decades, Chalandri's development has focused on services and leisure, straining urban resources. This has jeopardised the sense of community, belonging and the city’s identity, caused traffic issues, weak access and low walkability in green public spaces. The CH project tackles the degradation of urban environment and local wellbeing; climate change through sustainable water management; and community building through citizens’ engagement. The project is innovative for its:  

 

1. Cross-sectoral approach, which integrates cultural, social, environmental, economic resources and policies; 

2. Participative co-design and governance, with local people driving local projects, and communities taking ownership of public assets;  

3. Creative heritage regeneration, breaking with a sightseeing conservationist approach toward a sustainable and circular economy approach that re-utilises idle (tangible and intangible) resources as common assets;  

4. Scaling-up of a pilot project for Hadrian Aqueduct’s regeneration to regional level.

What DIFFERENCE has it made at local level?

 

The project has increased public green spaces, highlighted the city’s cultural heritage and sense of belonging, developed a citizen-centred sustainable water infrastructure, and established institutions for managing urban resources. 

 

1. It re-introduced Hadrian Aqueduct as a heritage site and a functioning water resource (4 000m pipe-network, 100 smart meters, 2 water tracks, 200 households);  

2. It revitalised communities through participatory actions (over 1 000 people engaged in CH’s activities); 

3. It promoted green urban policies on sustainable water use and green spaces (25 000m3 water annual-savings, 21 400m2 green regeneration in 4 sites);  

4. It developed a local history archive and a digital platform administered by a citizen-group;  

5. It established co-organising cultural events (e.g. annual HIDRANT festival) with the city’s communities to promote new awareness on water and urban resources management and sustainable use;  

6. It establishes citizen-led institutions for caretaking of water, natural and urban resources, and infrastructures.

What PARTICIPATORY APPROACHES have been put in place for the project?

Cultural HIDRANT brings together 8 partners with specialist knowledge, 2 local citizen groups and 13 school communities. It builds on previous experience of the city administration with participatory budgeting and of citizens' movement for the protection of the Rematia stream.

 

Operationally, what distinguishes the project is its cross-sectoral approach, its co-operative system governance scheme and the inclusion of citizens from the design and implementation stage to the management of its outcomes. Citizens’ participation has been critical in co-designing the regeneration plans and parts of the water delivery system, in documenting the Hadrian Aquaduct's history and in co-organising cultural and public events. The novel and ecofriendly character of the new 'Hadrian' network, the first urban non-potable water network accessible by individuals in the EU, has made the citizens of Chalandri proud and encouraged their participation.

 

What's more, enabling the use of the Hadrian water provides a very simple way for everyone to contribute to the struggle against climate change. As a result, new co-management bodies have been formed, such as the Local history archive group (www.archalandri.gr). The Hadrian water caretaking community and the Hadrian Network of Citizens on a metropolitan level – a prototype of sustainable water management useful to other cities and communities, too - are currently under development and will be formed by spring.

How does the project tackle different aspects with an INTEGRATED APPROACH?

By focusing on the use value of Hadrian Aqueduct as a common resource, both tangible (e.g. water-network, ancient monument) and intangible (e.g. local memory, environmental awareness), the project re-introduced it into the city's everyday life, while responding to immediate residents' needs and wider issues (e.g. public/green spaces, sustainable water use, climate change). From the outset the project engaged residents and communities to establish participative processes that will ensure the sustainability of the project's outcomes. Thus, the CH project uses the flows of a circular water infrastructure and the ambience of an ancient monument to strengthen and revitalise the local sense of identity, belonging, (shared) ownership and community.

 

What distinguishes this approach is its cross-sectoral nature and the circular and citizen inclusive logic of water management. This allows for a) urban regeneration based on endogenous resources (human, natural, built), b) meeting residents needs while promoting sustainable water/urban infrastructure and use, c) cultivating a culture of collaborative governance and active citizenship, and d) delivering a vision and prototype for future upscaling of sustainable water management. 

Why should other European cities use the solution the project explored?

The regeneration of a neglected ancient urban water source and the greening of everyday urban spaces are important means to counter the local effects of climate crisis, enhance residents’ wellbeing and nurture both resilient cities and environment/resource-caring awareness, habits and culture. As drought threatens even water-rich areas, safeguarding water through people's responsible habits, combining ancient wisdom with modern solutions, not only restores natural resources but also strengthens communities through collaborative initiatives. This helps build trust and enhances democracy and solidarity, through active citizenship around water infrastructure. Such an integrative approach breaks with habitual rules, structures and customs of policymaking, as it cross-fertilises historic and cultural heritage development with sustainable urban and infrastructural management via civic participation. 

 

Kostas Gerolymatos

In the Netherlands, particularly in the Brainport Eindhoven region, a unique growth paradox exists. Despite high economic growth, there is an increasing gap in the labour market, particularly affecting the employability of the lower-educated workforce. Both supply and demand agencies have identified an urgent need for a structural transformation of the labour market.

 

In Eindhoven city alone there are over 6 000 people classified as unemployed, not including those with potential talent who do not rely on social assistance. The region faces a significant labour market challenge: a shortage of qualified personnel in low carbon technology development and installation. The region is in need of several thousand medium-educated professionals to work on transitioning to a hydrogen and electrified economy and to contribute to greening the urban environment. Additionally, there is a demand for workers in healthcare and industrial sectors. One of the region's strengths lies in design thinking, in product design and in process design.  

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

The P4W (Platform for Work) project provides an innovative solution that applies proven principles to redesign the journey to (re)employment for the lower-educated workforce. This platform facilitates intersectoral transformation of the labour market, synergising with existing urban innovations like natural gas-free neighbourhoods and robotics. P4W ensures efficient collaboration among employers, job seekers, and the government through a user-friendly, cross-sectoral platform. P4W is an innovative platform that integrates 3 key solutions: 

 

1. Developing an intersectoral skills passport, featuring a gamified assessment process. 

2. Restructuring educational programmes to enhance skill development. 

3. Enhancing the efficiency of time-to-employment and fostering employability. 

 

P4W has contributed to several significant changes: i) job seekers who are distant from the job market now possess a completed skills passport; ii) this skills passport is recognised and utilised as a recruitment foundation by employers; iii) job seekers have embarked on new, personalised educational pathways; and iv) job seekers are matched with employers in urban projects. 

 

P4W prioritises soft skills as a critical metric for evaluating employment potential. This approach has opened new avenues for matching individuals with specific job roles. The project’s focus was primarily on Intermediate Vocational Education levels in the Netherlands, aiming to optimise their integration into the workforce.  

What DIFFERENCE has it made at local level?

 

The 'Passport for Work' platform currently connects over 40 companies, with this number steadily increasing. The platform lists various job vacancies, and more than 600 job seekers have completed their 'Skillsprint'. The platform is now operational, and it has led to established partnerships with several educational institutions. The pilot phase is set to conclude this year, but the initiative will continue as a social business case. This model involves collaboration between private companies, the municipality, and operational partners in the labour market, such as the regional 'Huis naar Werk' institute, an employee insurance agency (UWV), and various social enterprises. 

 

The impact of the project is expanding. However, it should be recognised that the process is challenging due to its complexity and the multifaceted issues faced by the target groups. Addressing these challenges requires a nuanced understanding of their unique circumstances and the provision of tailored solutions.  

What PARTICIPATORY APPROACHES have been put in place for the project?

 

The P4W project was initiated with over 10 partners to ensure substantial involvement and a robust support base. Throughout the development and implementation phases, there was an active co-creation period with the engagement of all these partners. During this phase, they tested and integrated the platform within their own organisational services, thus benefiting their clients. The success of this collaboration was achieved by fostering close relationships and building a strong network of actors and stakeholders. This network was unified by shared interests, transcending the limitations of organisational silos. 

 

By capitalising on these relationships and common goals, the project team successfully navigated through challenges, enriching the outcomes. This approach also maximised the impact of this integrated and innovative project. The collaborative framework not only facilitated seamless execution but also ensured that its benefits were amplified and effectively distributed across all involved parties.

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

The Municipal Urban Authority (MUA) is deeply engaged in an extensive labour market agenda, which includes a range of projects and initiatives. Maintaining the relevance and urgency of these efforts within the MUA is paramount. While these organisational structures present challenges, they also offer opportunities. Initially, there were difficulties in launching experiments that involved target users. However, these were effectively addressed with the city's support, anchored in the rationale of an integrated approach.

 

A coherent vision, endorsed by the city's various departments, is essential. This process demands considerable time and effort, particularly when key contacts undergo changes. The project’s vision emphasises the importance of aligning job opportunities with the needs of the local/regional economy, with a focus on roles critical to the energy transition, healthcare, and modern industries. This strategy has garnered the backing of several Brainport partners, aiding in the filling of relevant job vacancies. This approach also contributes positively to environmental objectives, by finding personnel for jobs related to the sewer system and the installation of new heat pump systems, solar energy systems, and hydrogen networks. These roles are instrumental in enhancing the region's visible environment, a key priority. Additionally, there is a growing recognition in Dutch society that a skills-based methodology can significantly enhance an integrated approach.

 

Why should other European cities use the solution the project explored?

Other European cities can adopt the project’s approach and utilise the P4W platform, although it will require certain modifications, such as language adaptation. Additionally, the project team are prepared to share their insights, encompassing the initial stages, development process, implementation, and the subsequent period of operational use. They are collaborating with various other projects across the Netherlands, each bringing their own valuable experiences that could benefit other European cities. 

 

Remko Matsinger

The Utrecht Refugee Launch Pad project’s Plan Einstein (PE) is an innovative approach towards reception and integration of newcomers in cities from the first day of their arrival. It has developed safe environments for newcomers and their new neighbours in Utrecht (the Netherlands) by investing in inspiring spaces and activities where they can engage in meaningful encounters. It transformed the restrictive and dividing practices which separated newcomers from their host societies until they received a residence permit.

 

It is based on three pillars. Firstly, free open meeting spaces (hubs), in a housing complex where asylum seekers live next to young people. Here activities are organised, and meaningful encounters can take place. Because of their youthful and creative energy, youngsters play a special role in connecting the newcomers to their new neighbourhood. 

 

Secondly, building a social network, to unlock the potential of professional networks to build a vital social network for newcomers and neighbourhood members; to support integration, mixed living, educational courses, access to the labour market, and activities to facilitate network building.

 

Thirdly, personal development, through activities that further develop skills and increases the self-sufficiency of participants, and also enable meaningful encounters between participants who get to know each other beyond the 'labels' of "refugee" or "local".  

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

PE is an adaptable approach which swiftly responds to emerging needs.   

 

Inclusion from Day One: i) through a holistic and inclusive approach PE involves asylum seekers from the outset; ii) newcomers and neighbourhood members can participate; iii) it offers learning opportunities through entrepreneurship, ICT, and English courses and voluntary activities; iv) fostering mutual assistance and cultivating positive encounters; v) ensuring a supportive and resilient environment for all stakeholders.  

 

Community-Building: i) through housing newcomers alongside youngsters; ii) by engaging participants in sports, volunteering activities, cultural events and communal meals; iii) enabling a sense of belonging. 

 

Personal Development: i) by offering personalised support and mentorship by experienced coaches; and ii) activities to increase empowerment and professional skills development to support self-reliance of participants.  

What DIFFERENCE has it made at local level?

 

Utrecht is currently developing the fourth Plan Einstein Hub tailored to the needs of the newcomers (from Ukraine) and its new neighbourhood. The project evaluation showcased positive impacts on asylum seekers' well-being and development, facilitating swift integration into society and the labour market (https://www.uia-initiative.eu/en/uia-cities/utrecht). PE has been embedded in local policy. It is used as the guiding example for future reception centres. Observations reveal strong local support for new shelters because of residents' understanding of the PE approach and its potential positive impact.  

 

At national level, a parliamentary motion requested the government to research the possibility of developing more Plan Einstein hubs. In 2019, a nationwide asylum reception policy embraced mixed living and active engagement from day one, aligning with the PE concept. Multiple (international) entities are visiting, seeking to implement similar practices in their communities.

What PARTICIPATORY APPROACHES have been put in place for the project?

 

The City of Utrecht has high ambitions to develop policies and initiatives together with stakeholders and its inhabitants, such as 'Make the City Together'. Within this context, Plan Einstein has been designed after engaging with local residents and understanding more about their needs and concerns for their neighbourhoods. Across all locations, PE has been soliciting input from both local residents and asylum seekers to collaboratively design welcoming 'Free open space for meaningful encounters' spaces, often in partnership with artists and interior designers. Incorporating recognisable symbolism from various cultures further enhances a strong sense of belonging and shared ownership.   

 

Furthermore, there are highly skilled professionals working in the Plan Einstein centres to offer the right advice and guidance to the participants to engage them in the offered activities, but also to support their own ideas and initiatives for events in the centre. This results in parts of the programme being facilitated by former participants (newcomers and neighbourhood residents) in a peer-to-peer format. It not only involves them transitioning from participants to instructors but also encourages their development into volunteers, role models, and mentors.

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

Plan Einstein (U-RLP) was named a good practice by UIA in the context of Integrated territorial development (ITD).   

 

Economic: Plan Einstein unlocks professional networks by, for example, connecting people with employers, and LinkedIn courses. PE invests in professional development by fostering entrepreneurship (EG women in business programme) for self-sustainability. This increases opportunities to access the labour market or start-up businesses.  

   

Social: Plan Einstein invests in an inclusive and resilient neighbourhood by enabling a safe space and inclusive activities. The approach promotes active engagement from Day 1 which not only improves quality of life but also strengthens community bonds. Plan Einstein hubs can become vibrant centres with creative and professional activities in the city.   

 

Environment: The City of Utrecht has high ambitions in the field of climate adaptation, circular economy and healthy urban living. PE has a positive impact on the environment by creating awareness about these city ambitions and the part everyone can play in achieving these goals. PE offers courses on circular living in Utrecht with a strong focus on waste reduction.    

 

Furthermore, there are several public gardens and food forests in the city, which are often managed with the help of volunteers. The Plan Einstein Centres show a high rate of voluntary activities conducted by the residents and newcomers.  

Why should other European cities use the solution the project explored?

Plan Einstein (U-RLP) is a UIA top 10 project with an URBACT Good Practice Label. Its uniqueness lies in the alternative it offers to the pre-dominant migration discourses. Plan Einstein offers pragmatic solutions to cities through its realistic future free approach embedded in a careful social design which prevents polarisation.

 

The project’s Innovation Transfer Network (ITN) can inspire European leaders with effective solutions, which can enable responses to fluctuating migration flows. The flexibility and focus on the local immediate surroundings of reception centres will enable any city who joins the ITN to develop their own version which connects their locals (neighbourhood members) and newcomers. With significant interest from across the globe, PE serves as an excellent platform to share experiences and enable mutual learning amongst Utrecht and its ITN partners.   

 

Jan Braat

SPIRE proposed a revolutionary approach for reusing heavy metal-polluted land, which was demonstrated in the city of Baia Mare (Romania), using plants and returning the land to the community. The project team tested and implemented nature-based solutions, involving several successive plantings to find the optimal formula for using plants. The resulting biomass was used to improve the energy performance of an educational institution.

 

SPIRE stimulated the evolution of the local economy by means of new companies using bio-based materials for innovative construction products and materials; and initiated ‘living laboratories’, co-designed with the community, through workshops in the Innovation Hub in Casa Schreiber.

 

Citizens were also involved in vitalised sustainable local entrepreneurship through iLEU - a virtual system of rewards intended to encourage behaviours oriented towards sustainable development in the city and to support citizen commitment to the project and, further, for various benefits and discounts at the level local. The wider aim was to change peoples’ behaviour against pollution. Finally, the project team developed a long-term master plan for the Baia Mare Metropolitan Area aimed at recovering polluted lands, reusing them, and expanding the bioeconomy of the city.

 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

The project applied phytoremediation techniques to contaminated land (to remove heavy metal pollution from urban soil), generated inclusive land-use participatory management (e.g. co-design participatory processes with students), changing behaviours by increasing awareness, knowledge and capacity building towards an eco-friendly culture, helping to recover the city's health and trust in authorities, and created new local bio-based value chains developed on new green business models (a master plan to create a new 2050 urban reality).

 

The project’s approaches were mapped and monitored through a GIS smart system to show the benefits of the process to the city’s inhabitants. Based on the results of the measurements of the soil contamination, the project team developed a phytoremediation calculator to estimate when the soils reach normal levels for contaminants.

 

What DIFFERENCE has it made at local level?

 

SPIRE introduced a pioneering approach encompassing three core elements: i) phytoremediation to combat heavy metal pollution, ii) an environmental token system that rewards pro-environmental actions and supports eco-initiatives, and iii) biomass upscaling to address energy challenges through sustainable utilisation of green waste. These solutions were collaboratively designed, developed, and rigorously tested. The project's primary objective was to demonstrate the viability and effectiveness of eco-solutions within post-industrial regions grappling with heavy metal contamination and the imperative for economic revitalisation. 

 

Two key project achievements were planting 7 hectares of land to assess the phytoremediation potential of a specialised plant selection, together with citizens’ environmental behaviour shifts, such as through the “Donate your Christmas Tree” initiative (citizens taking fir trees to established collection points for them to be transformed into biomass).  

What PARTICIPATORY APPROACHES have been put in place for the project?

 

Youth and creative citizens were mobilised and empowered through the SPIRE Makerspace, which served as a creative hub designed to provide citizens with tools, knowledge, and support for engaging in eco-initiatives. The school gym was retrofitted to include a biomass heating installation during the winter, with biomass sourced from municipal green waste and, soon, with biomass harvested from the 7 ha of planted land used for phytoremediation. 

 

 

SPIRE combines cross-sectoral spheres with Baia Mare Municipality as the lead partner. Six more change agents share responsibilities, from academicians such as the University of Agricultural Sciences and Veterinary Medicine of Cluj-Napoca (USAMV), which deals with contamination and remediation plants, or public authorities such as the Baia Mare Metropolitan Area, which secures the long-term 2050 project strategy; to private enterprises, such as Green Energy or ARIES Transylvania, who deal with the SPIRE mentoring programme, bio-based models, and the communication activities of the project. SMEs such as Urbasofia (Urban policy, planning and design), and Indeco Soft (IT) underpin the knowledge of participatory urban planning and software development to create and implement the iGIS, iLEU, and Maker Space platforms. Doctors, experts in environmental health and international urban advisors provided by the European Commission, accompany the project process. 

How does the project tackle different aspects with an INTEGRATED APPROACH?

 

The SPIRE project followed the triple bottom line at the nexus of environmental, societal and economic matters.  

 

Society: i) urban health improvement due to soil remediation; ii) awareness, knowledge and capacity building related to sustainability; iii) citizens' environmental behaviour shifts towards an eco-friendly culture.  

 

Environment: i) 7.15 ha of polluted land reclaimed for public use; ii) urban landscape co-design and co-production through phytoremediation techniques; iii) urban system re-naturalisation and re-connection strategy. 

 

Economy: i) underused local resources stimulation; ii) bio-based products and business models; iii) bio-based energy supply to reduce the overall GHG emissions in Baia Mare.

Why should other European cities use the solution the project explored?

 

Pollution is one of the most significant environmental challenges worldwide and SPIRE phytoremediation techniques tested in Baia Mare have great potential for scalability and marketability. In particular: 

 

 

- A GIS Dynamic Atlas platform developed to track phytoremediation progress and the status of plants at the pilot sites. 

 

 

- A Conceptual Adaptive Site Management Application (CASMA) designed to score the proposed remediation options according to different measurements: local fit, phytoremediation capacity, life-cycle duration, the timing of the first harvest, time horizons, biomass produced and applications; value chains / cascading use, landscaping qualities and cost.  

 

 

- A remediation toolkit guided by CASMA that provides a specialist catalogue based on soil remediation capacity per planting cycle, biomass harvest cycle, the cost-effectiveness of soil preparation and plantation, primary and secondary potential applications, and cascading uses, as well as a set of design options. 

 

Dorin Miclaus