POINT (1.616667 41.583333)
  • RetaiLink

    The Intercultural cities programme (ICC) supports cities in reviewing their policies through an intercultural lens and developing comprehensive intercultural strategies to help them manage diversity positively and realise the diversity advantage.

    Amadora launches a Guide on the welcoming of migrants

    Blue Economy Forum

    BluAct Toolkit

    BluAct: The Documentary


    Kick-off meeting in June (Igualada). Transnational meeting in October (Sibenik).
    Transnational meetings in February (Liberec), June (Pecs) and October (Romans).
    Final event in April (Hoogeven).

    Municipality of Athienou
    2, Archbishop Makarios III Ave.
    7600 Athienou Cyprus


    Municipality of Santiago de Compostela


    Municipality of Udine (Italy)


    For any enquires into Tech Revolution, email:

    Keep following our social media channels as we develop Tech Revolution 2.0 as part of the second wave of URBACT ||| Programme. 

    Follow our Twitter: @Tech_RevEu
    Follow our Linkedin:




    Av. Movimento das Forças Armadas

    2700-595 Amadora



    +351 21 436 9000

    Ext. 1801


    City of Rome

    Department of European Funds and Innovation

    Via Palazzo di Città, 1 - 10121 Turin (Italy)



    Câmara Municipal de Lisboa

    Departamento de Desenvolvimento Local

    Edifício Municipal, Campo Grande nº25, 6ºE | 1749 -099 Lisboa



    Laura González Méndez. Project coordinator.

    Gijón City Council


    Municipality of Piraeus


    City of Ljubljana

    Mestni trg 1

    1000 Ljubljana, Slovenia


    Project Coordinator Martin Neubert

    +49 371 355 7029



    Riga NGO House


    City of Antwarp
    Grote Markt 1 - 2000 Antwarpen

    Manchester City Council
    Manchester M2 5RT

    City of Rotterdam
    Coolsingel 40, 3011 AD Rotterdam

    City Council Bielefeld
    Bürger Service Center
    Phone +49 521 510


    City of Eindhoven
    Stadhuisplein 1, 5611 EM Eindhoven

    City of Loulé
    Praça da República, 8104-001 Loulé
    Phone +351 289 400 600


    City of Igualada
    Plaça de l'Ajuntament, 1, 08700 Igualada, Barcelona


    This Action Planning network created strategic plans to enhance the competitiveness of small and/or independent retail businesses, considering them a key economic driver. The project’s scope of work includes areas such as regulation, employment, urban planning, managing public spaces, mobility, cultural and creative industries and citizens participation. The multi-stakeholder approach brings together public sector, private sector, retailers and major commercial operators, consumers or cultural and creative industries.

    Creating innovative strategies to revitalise the retail sector
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    Playful Paradigm II map of partners


    • 1-TNM-Kick-off meeting - Virtual
    • 2-TNM-Grosuplie (Slovenia) - Virtual
    • World Play Day 2022
    • 3-TNM-Jelgava (Latvia) - Virtual
    • 4-TNM-Igualada (Spain) - Face-to-face
    • 5-TNM-Lousã (Portugal) - Presence
    • 6-TNM-Udine (Italy) - Final Meeting - Presence

    Playful Paradigm increases the capabilities of cities to answer global challenges including those emerged during covid19. It promotes inclusion, intergenerational solidarity, SDGs, resilience, healthy lifestyles. Play is a serious matter and can make the difference for a better urban future of cities. The Playful paradigm helps to re-think the community welfare and it is replicable adaptable to other urban contexts, since play is a universal principle, naturally practiced by every human being.

    Games for inclusive, healthy and sustainable cities
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  • Small cities surviving Covid-19: “Without frequent sharing we would have felt more alone”

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    Stakeholder engagement, cross-sectoral cooperation, integrated planning – an URBACT recipe for resilience!


    City planning

    Cities have been using agility, creativity and community spirit to respond to the challenges of Covid-19. Here, we share stories from some of URBACT’s smaller municipalities, where helping residents and businesses through the crisis goes hand-in-hand with sustainable integrated urban development.


    With most of Europe’s urban population living in communities of under 100,000 inhabitants, these towns and cities are strongly represented in URBACT networks, some working alongside major metropolises. “If we want small cities to be resilient, they’re going to have to develop confidence and capacity – and that’s where URBACT comes in,” says Wessel Badenhorst, Lead Expert for the URBACT iPlace network. And what a year to put that resilience to the test.


    Covid-19 challenges for small cities


    Although small cities generally record lower infection rates than their bigger neighbours, the pandemic has exacerbated the economic challenges they were already facing. The burdens of empty town centres, lack of economic mobility, and isolated, ageing populations have worsened, while trading conditions for small and medium enterprises have also been hit by public health measures. Smaller cities whose economies rely predominantly on one activity such as tourism, hospitality, transport or logistics are particularly vulnerable.


    To find out how smaller URBACT cities have been surviving Covid-19, we contacted council staff, elected representatives, local group leaders and urban experts in eight EU countries. We discovered significant variations in the impacts of the pandemic – and city reactions – not just due to infection rates, public health measures or budgets, but to a multitude of factors, from economic diversity and main industry to local politics, demographics and geographical location. Levels of digitalisation and integration of local services also affect how each city copes with the crisis.


    Despite these differences, four key URBACT principles shine through cities’ Coronavirus responses.


    1. Stakeholder and community engagement


    Positive relations with citizens and stakeholders have been helping smaller municipalities coordinate responses – a factor strengthened by URBACT Local Groups (ULG). “On one side smaller cities have fewer resources to face this situation. But on the other side, since the community is not as big, it’s easier to get in touch with the stakeholders,” said Daniel Castejón Llorach, from Igualada (ES), whose pandemic experiences we share here.


    Community actions have grown in 2020, boosting the “feeling of belonging to our town,” says Alicia Valle, City Council Manager, Viladecans (ES), a change she hopes will last. “Citizens’ solidarity was awakened and we showed the capacity to help and find solidarity with others in situations where we really needed each other.” Initiatives include volunteers supporting older residents, businesses donating equipment, and employment schemes for disinfecting playgrounds. In Fundão (PT), for example, the Professional School joined the Centre for Migration and 30 volunteers to produce masks using donated material.


    Smaller councils say good relations with local businesses help provide information, connections and communications support. In the coastal university town of Halmstad (SE), Chief of Staff Anna Wallefors says this has supported “very agile” smaller manufacturers shifting to products such as PPE, hand gel – even Covid-themed t-shirts. Despite this, she says “we’ve been hit hard – it impacts everyone”; unemployment rose from 4-5% to 8-10%. In industrial Gabrovo (BG), where a strong manufacturing base means the economy is not slowing, the city tracked the health of 55 local companies in an online survey, anticipating future employment.


    Halmstad - KMB - 16000700003014

    Halmstad is a port city on the Swedish coast with around 100,000 inhabitants – and member of OnBoard network.


    Examples of sustainable community responses also include creative outdoor events and active travel in Mantua (IT). Meanwhile, a host of city-run websites linking consumers and producers look set to continue promoting local business while reducing carbon footprints. Medina del Campo’s (ES) eCommerce site ‘Medina Shopping’ has boomed during the pandemic. Viana do Castelo’s (PT) centralised platform ‘Viana Market’ features over 100 retailers, one of many Covid-19 initiatives developed with the agricultural cooperative, local business and digital economy groups.


    UBRACT provides a structure and methodology for such stakeholder involvement. For example, in Viladecans, after initial lockdowns in the spring of 2020 the URBACT Local Group met online to plan a response to new education needs. As a result, ULG members – from schools, families, companies, universities and the city’s Educational Innovation Network – started to define an initiative to provide ICT training and support to teachers and families. Viladecans has inspired other cities in the URBACT OnBoard network to explore similar participative approaches. Schools in Halmstad now involve parents, businesses, sports clubs, something the city’s OnBoard coordinator Jonas Åberg says “normally wouldn’t happen at all”.


    2. Cooperation across sectors and levels of government


    The sort of close links that URBACT encourages between sectors and municipal departments, and with other bodies at local, regional and national levels, are vital to small city resilience. Anna Wallefors says strong cooperation is central to Halmstad’s response, with neighbouring municipalities, the healthcare system, and many local bodies. With just six municipalities in the region, and 10 000 municipal staff, “it’s easier to work together”. 


    The regional hospital city of Viladecans relies on “good coordination with the sanitary facilities responsible for managing the pandemic,” says Alicia Valle. The council coordinated a transversal work group including a Viladecans City Council steering group and representatives from the hospital and five geriatric centres. “The evolution of the pandemic was monitored and solutions were sought in addition to sharing protocols and what messages should be spread among citizens.” A similar joint working group for school safety includes people from primary health care centres, the council’s Education department and school educational teams. 



    Viladecans is a service-based town of around 67,000 residents located 15 km from Barcelona and is Lead Partner of OnBoard.


    Meanwhile, in the agricultural Jelgava Local Municipality (LV), Deputy Head of Development Anita Škutāne says: “We use a cross-sectoral approach in our everyday life in the municipality as it proves that you can achieve the result easier and faster when many interested parties or stakeholders come together and look for solutions.” This has underpinned their response to the pandemic, with actions ranging from increased social support, food-package deliveries, and re-employment of cultural workers, to renovating public buildings and spaces while access is restricted.


    3. Learning from other cities – URBACT transnational exchanges


    “There’s one place where small European cities feel comfortable and where they can learn from each other – and that’s URBACT,” says URBACT Lead Expert Mireia Sanabria. “There are very few other programmes where they can be on a par with bigger cities.”


    Most cities in URBACT networks have been able to stay connected during the pandemic, moving their meetings online. Spanning six countries, the URBACT Card4All network’s smart city project promoting digital ‘citizen cards’, is particularly timely. Caterina Fresu, Municipality of Sassari (Sardinia, IT) says her city’s online services are improving as a result: “Through the URBACT programme we had the opportunity to confront our colleagues in partner cities almost every week, sharing problems and solutions and finding common ground. Without this frequent sharing we would certainly have felt more alone in facing an unknown and unpredictable challenge.” Jurmala (LV), for example, shared how their municipality’s citizen card enabled a valuable analysis of public transport use during Covid-19. “Although still in an initial study phase, thanks to Card4all, during the lockdown important steps have been made in activating digital services for citizens in Sassari,” concludes Catarina Fresu.


    “The most powerful thing is for people to stay together and overcome challenges together,” says Gabrovo municipality’s Desislava Koleva. With iPlace city partners, Gabrovo explored how to support vitality and re-open economies post-Covid. In Amarante (PT), iPlace project manager and InvestAmarante director Tiago Ferreira says: “Those discussions enriched all the participants. We felt lucky to have this opportunity to share ideas and access a network of support.” Amarante’s small size was “a big advantage” in terms of health. Tourists came back “very fast” in the summer and economic clusters such as metalwork, woodwork and construction remained open.


    Amarante, Portugal (6776300885)

    Amarante is a historic city of around 56,000 inhabitants in northern Portugal - and Lead Partner of iPlace.


    URBACT’s transnational exchanges are also boosting resilience in Medina del Campo (ES). “Not only thanks to the experience and knowledge of partner cities – which is always helpful,” says ULG coordinator Juan González Pariente, “but thanks to networks with some of these cities which can help Medina to find new employment niches and resources.” For instance, URBACT CityCentreDoctor network led to synergies between Medina del Campo and Amarante’s wine industry, creating new economic opportunities and lasting support.


    OnBoard partners agree. In Viladecans, Sara Cerezo, OnBoard project support, says: “Sharing experiences with URBACT partner cities has been truly useful and interesting. Each city had a different approach and different actions.” And for Jonas Åberg of Halmstad, “staying regularly in touch with the URBACT partners, sharing experiences and tips, in online meetings has been really helpful throughout the crisis.”


    4. The power of integrated sustainable planning


    URBACT improves cities’ capacities to build sustainable Integrated Action Plans (IAPs) – boosting resilience to face unexpected challenges (see Igualada, for example). While some smaller cities have accelerated these plans to strengthen their Coronavirus response, others have been less lucky. Hoogeveen (NL) was reviving its town centre with local stakeholders, thanks to an Integrated Action Plan built with the URBACT RetaiLink network (2016-2018). Without the funds – or political support – to accelerate the plan during Covid-19, branding and public space improvements were cut, and about 15 central retailers shut: 50 shops now stand empty.


    But there are many positive stories: Vic (ES) accelerated municipal measures to promote health and wellbeing while supporting the local economy. This included the "Vic city 30" programme to calm traffic, set a 30km/h speed limit and promote sustainable alternatives like walking, cycling and public transport. The city now restricts motorised weekend traffic on main streets. “This measure responds to the need to be able to guarantee social distance, but also to the desire to move towards a more sustainable and healthy city, which gives priority to active travel,” says Marta Rofin Serra, architect in urban planning for Vic municipality, and URBACT Healthy Cities Project Coordinator. Vic has also extended and improved cycle lanes, and expanded pavements.


    Meanwhile, Gabrovo “is very optimistic,” says Desislava Koleva. With 29% of residents over 65, one long-term strategy has been to attract younger people to the city – a trend that has accelerated during the pandemic. “Young people in Bulgaria, mostly living in Sofia, have been coming back to their native cities. Young families have started to buy houses in the villages surrounding Gabrovo. So we will need to build new infrastructure and attractions.” New to URBACT, Gabrovo is finding the iPlace network a particularly useful source of learning and benchmarking with other cities.


    Gabrovo - View from the hill

    Gabrovo is an industrial town of around 62,000 people located near the Balkan Mountains in central Bulgaria - and member of the iPlace network.

    Future hopes 


    For many smaller cities, though times are tough, Covid-19 has sparked lasting positive change. “The bad outcomes of the pandemic will force everyone to change the way we work or we worked so far,” says Juan González Pariente in Medina. Sassari’s council has recognised the importance of digitisation, training, and distance-working technology. Caterina Fresu hopes that “the emergency may turn into an opportunity to start the transformation of Sassari into a Smart City.”


    Cities have also seen the value of clean air and healthy lifestyles. “If there’s one good thing that has come out of the Covid crisis, it’s the environmental improvements such as reduced traffic, cleaner air,” says Mantua Deputy Mayor Adriana Nepote. “We need to be resilient not as individuals but as European citizens. We need to implement the idea of community and being more generous, and then we need to learn – this could be considered a great opportunity for all of us to implement and develop new ways of living.”


    Overall, says URBACT Expert Mireia Sanabria: “Although it’s still too soon to prove just how instrumental URBACT has been, those cities that have been involved in URBACT projects, and have used the methodology and incorporated this way of working, have probably reacted better during the pandemic. If the public administration has these capacitated teams, if it has the flexibility and the technology to react in these situations, it makes a big difference.”


    URBACT will continue to support cities of all sizes, working closely with the programme’s 23 Action Planning Networks over the next two years. Does your city have experiences to share? Let us know!


    Further reading


    Other Coronavirus-related articles include a snapshot of URBACT cities’ early reactions, as well as how urban poverty, gender equality, climate – and the new Leipzig Charter – have been impacted. We’ve shone light on improving resilience in tourist towns, visited a hard-hit Catalan city, and explored Covid-19 responses that support food solidarity and mental and physical wellbeing.


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  • Igualada: putting URBACT-style methods to the test during a crisis

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    When Covid-19 hit the small Catalan city of Igualada, could its experiences in URBACT help it to respond?

    Integrated approach

    To find out, we spoke to the city’s mayor and the Councillor of Sports and City Promotion.

    The city of Igualada, 65 km north-west of Barcelona, was among Catalonia’s first to be struck hard by the coronavirus pandemic. At midnight on 12 March 2020, after Igualada’s struggling local hospital was identified as a hotspot in the outbreak that was spreading across Spain, the city was cordoned off by the Catalan government, along with three neighbouring towns. Police checkpoints only let essential workers and goods in and out.

    “We were in a really difficult position when the Catalan government ordered the city to be completely closed,” remembers Patrícia Illa, Third Deputy Mayor and Councillor of Sports and City Promotion. “This initial situation was really complex and had an enormous effect on the city.”

    The city of Igualada was completely closed and police checkpoints only let essential workers and goods in and out.

    Isolated from the rest of the country for 24 days, then under lockdown until 21 June, Igualada faced not only a health crisis, but a social and economic crisis as well, with hundreds of people in the city’s renowned textile and leatherwork sector sent home and many businesses closing across the community. The city had to act fast to help its 40 000 residents.

    “The situation in Igualada was unexpected and very complicated. However, we kept working on strategic and integrated planning and boosting innovation to deal with the crisis,”
    Marc Castells, Mayor of Igualada

    A history of URBACT participation

    In its reaction to the crisis, Igualada had an opportunity to draw on its experience with the URBACT methodology and principles that it had adopted over the course of two URBACT networks.

    Igualada first participated in Europe’s URBACT programme for sustainable urban development back in 2013 when it became Lead Partner of the URBACT 4Dcities network. With seven partner cities from seven EU countries, Igualada explored how smaller towns could thrive by promoting innovation in the health sector. Following URBACT’s methodology and with expert advice, Igualada pulled together a diverse group of stakeholders to build a so-called ‘Local Action Plan’. This included fitting out a simulation hospital for medical trainees, which opened in July 2015.

    The city went on to lead the URBACT RetaiLink network of 10 medium-sized cities between 2016 and 2018. Again, this involved gathering relevant stakeholders in an URBACT Local Group (ULG) to test solutions and co-create a strategy to revitalise the city’s retail sector.

    These experiences shifted mindsets in the municipality, and sparked new ways of working. According to Patrícia Illa: “In an URBACT project, you need to implement a participatory integrated approach across sectors inside the city, and with other local and higher governments. So although URBACT is no longer contributing directly, what URBACT has done is to embed a lasting philosophy of cooperation in the city.”

    Igualada's participation in two URBACT networks has embedded a lasting philosophy of cooperation in the city.

    Putting the URBACT legacy to the test

    Municipal officials say that the experiences and ways of working developed with URBACT improved inter-departmental cooperation within the municipality, as well as cooperation with nearby local authorities, regional and national bodies, and community stakeholders.

    In the context of the Covid-19 crisis, these ways of working have been helping the city to look for new solutions in an array of areas, including healthcare, business support, social services and citizen advice – and both in terms of short-term ‘emergency’ responses and with a longer term in mind.

    Already in March 2020, employees from various municipal departments joined forces to answer two advice lines: one for companies and workers and one for citizens in general. Together, city hall staff took calls on all Covid-related topics apart from health, ranging from rules for exporting goods to tips on requesting medical leave.

    The municipality also cooperated closely with the Catalan government and neighbouring municipalities, as well as the local citizen’s advice bureau, to process 710 applications for regional grants and loans of 1000-1500 EUR per business.

    Participatory approaches were also maintained. “Before the COVID crisis, we set up local groups similar to URBACT Local Groups around strategic priorities for planning other public policies,” says Illa. One such group was the Igualada Innovation Board, set up in November 2019 with the support of Barcelona’s Provincial Council and the Catalan government. The group involved associations of local designers, the University of Lleida, vocational training and technology centres, SMEs and other public bodies.

    When Covid-19 struck, a group of Innovation Board members soon turned their attention to developing solutions. Together, they launched a platform calling on designers, engineers, computer scientists, and volunteers to “collaborate with the health system in the fight against Covid-19” by producing visors, door openers, respirators and mask strips. Using 3D printers, ‘Malla’ reported delivering over 300 elements of protection and collecting 6000 EUR in their first week of operation.

    The Igualada Innovation Board started collaborating with the health system to develop solutions in the fight against Covid-19.

    A solid basis for planning beyond the crisis

    Igualada has even been able to fast-track longer-term plans during the crisis, building on its URBACT experiences in integrated and sustainable urban development planning.

    For example, the local authority had already drafted an integrated strategy to become a university town for higher medical studies – cooperating with the Catalan government and local agents. This included a new healthcare campus, already under construction, and a proposal to turn the local hospital into a university hospital where healthcare professionals would train. This proposal was approved by the Catalan government on 20 September 2020.

    We give the final word to councillor Illa: “URBACT, in the end, what it does is to capacitate local authorities to adopt better strategic planning, often based on many of the URBACT methods. And that way of doing things has helped us react now that we face a pandemic crisis and an international crisis.”

    “Even though we were badly hit, the city itself is more resilient now than it was some months ago. I think we’re better prepared now to face future crises.”

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  • 5 URBACT lessons to improve Placemaking in your city

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    From methodology to strategic planning and including a gender perspective, Jon Aguire Such shares the secrets of placemaking, URBACT style.


    How can we create great places in our cities? How can we make public spaces that are more dynamic, inclusive and safe? How can we develop community-led projects to make our neighbourhoods, squares and streets more liveable? The answer to all of these questions is: placemaking. During Placemaking Week Europe 2019, which took place June 12th to 15th at La Marina València, we explored ways to improve public spaces through collaborative design processes.

    Specifically, the Spanish National URBACT Point, in collaboration with our Italian counterparts, organised the workshop titled “From Placemaking to Citymaking” which focused on how URBACT networks and cities like Igualada (ES), San Donà di Piave (IT), San Sebastian (ES) and Medina del Campo (ES), all of which are boosting placemaking policies and improving public spaces. During that session we had the opportunity to dive deep into the lessons learned in RetaiLink and CityCentreDoctor URBACT Action Planning Networks, the Gender Equal Cities initiative and the PAM! project.

    Now, we bring you the five most relevant lessons we learned there.

    1. Develop effective participation through rigorous methodologies

    Placemaking is about building sustainable and creative places, strengthening communities and including diversity. The use of rigorous participatory methodologies is essential in order to obtain success in placemaking. Therefore, cities need to develop participation processes that are inclusive and top-notch. And of course, the results must be binding. A truly relevant participation process requires technical expertise and capacities for citizen’s engagement, as well as, means for communication. This implies establishing a wide range of participatory channels and spaces, from personal interviews with stakeholders to large public events. Moreover, defining an accompaniment strategy is essential for success.

    But, all these elements are worthless without a proper institutional framework and a clear political commitment. Local government representatives and civil servants must believe in citizen participation. If they don’t, the risk is that the old-fashioned ways of creating public spaces, with their characteristically closed and hierarchical apparatus, will kick in.

    2. Include a gender perspective

    The placemaking process that includes a gender equality perspective supports a more democratic practice to create safer, more inclusive and diverse public spaces. In this sense URBACT’s Gender Equal Cities initiative, coordinated by Sally Kneeshaw, who presented the URBACT programme during the workshop, shines a light on how cities are boosting profound changes through gender perspective. The report released in March offers a comprehensive analysis on how important it is to include transversal gender perspective in urban policies.

    In fact, the gender intersectional perspective also helps us to take into account other outlooks that can help to design superior public spaces. For example, in addition to paying attention to a gender perspective in order to create better equality in urban planning, the viewpoints shared by a diversity in age, socio-economical status, place of origin, and cultural diversity also enhance the placemaking process.

    3. Implement strategic planning

    As URBACT networks plentifully prove, integrated and participatory urban planning is the best way to start solving the problems of our cities. Placemaking also requires solid and strategic planning that combines long-term objectives (how do we want this place to be in the future?) with short-term actions (which quick wins can we reach easily?). But having a plan will not automatically solve the problems. It is just a first step in a long and exciting journey. After the plan, comes the implementation. In order to make our plan a reality, we need a time-line and of course, money. So, bear in mind, do not start designing a plan without foreseeing a specific budget to execute all of the proposed projects as well as to monitor and evaluate their implementation.

    4. Secure technical and political commitment and social support

    The key to securing wide-ranging social support rests on the involvement of stakeholders from the very start of the process and generating a solid atmosphere of trust and transparency. Without the community’s endorsement, it is extremely difficult for plans and projects to come to fruition. A committed, coordinated and responsible political agenda is fundamental, as well. It is important to set a clear and transparent working framework, define and communicate the legal limits, establishing who is responsible for the project, and to generate relationships of trust between the different stakeholders. But this is only possible with an attitude of empathy, an enormous desire to listen and understand other points of view, and a lot of talking and informal chats. And, of course, we must develop a close and reliable relationship with participants. Whatever we say or promise must be true and deliverable. Never create unreasonable expectations!

    5. Adopt co-innovation, co-creation and co-governance

    In order to design good placemaking plans and projects, adapted to the specific needs of a community, we must work through a transdisciplinary and multilevel perspective. But our approach to urban policy design must also be both horizontal and collaborative, enhancing bottom-up processes that gather citizens and relevant stakeholders. Moreover, it is crucial to share experiences, knowledge, learnings, achievements and frustrations to build up together innovative solutions and new management, monitoring and implementation procedures. All these elements lead us to collaborate, build successful placemaking projects and define new urban governance based on citizen co-responsibility.

    Come and join the co-urban revolution!

    More on URBACT Channels: From Placemaking to Placekeeping? and Gender Equality and Placemaking



    Placemaking is one of the most powerful tools that sustainable urban development relies on to improve our cities and public spaces. So, keep in mind, if there is something strange in your neighbourhood… who are you going to call ? Placemakers!

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  • 4D Cities



    Milan - Italy
    • Barcelona Metropolitan Area - Spain


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    Project launch

    Project completed


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    An URBACT Guidebook for teh Reactivation andReuse of larger vcant buildings

    Quisque rutrum efficitur tellus ac vulputate. Mauris vitae ante ex. Aliquam in sem eu felis varius eleifend. In pellentesque imperdiet nibh, non auctor libero sodales id. Sed suscipit aliquet tempor. Maecenas fringilla laoreet lacus, et volutpat lacus venenatis et. Ut vitae turpis sit amet lorem ultricies tristique viverra scelerisque nibh. Donec ultrices ipsum lacus, id finibus massa iaculis eu. Vivamus sollicitudin, eros et dapibus interdum, neque diam consectetur elit, at auctor nisl arcu ut metus.

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    An URBACT Guidebook for teh Reactivation andReuse of larger vcant buildings

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    An URBACT Guidebook for teh Reactivation andReuse of larger vcant buildings

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