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 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 challenge of protecting the environment and improving air quality is crucial for the wellbeing of EU citizens. With AIR BREAK, the city of Ferrara (Italy) undertook an ambitious project to address this challenge. The project’s results were achieved thanks to the cooperation between administrators and the city’s inhabitants.

 

AIR BREAK tackled a range of air quality issues in Ferrara, such as commuting, lack of urban greenery and lack of detailed and updated information about air quality, with an evidence-based strategy and a citizen-centric approach, and by integrating a set of innovative and tailor-based solutions.

 

Through a holistic, bottom-up approach, involving citizens and stakeholders, AIR BREAK went beyond air quality data collection and monitoring to implement, for the first time in Ferrara, concrete actions aimed at transforming “dark-high-emission zones” into “green-augmented-healthy zones”. The main actions implemented were the development and activation of a monitoring system with low-cost sensors to register data on air quality in the city; the creation of new urban forests in highly-polluted areas; the installation of “smart hubs” for e-bikes and smart services; and the creation of a new smart bike lane. 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

AIR BREAK set an ambitious goal of reducing air-pollution by 25% in the most critical areas of the city. In doing so, the project tackled air-quality issues through a set of integrated actions in four core strategic areas: 

 

1. Nature-Based Solutions (NBS), with the planting of phytoremediation species along the main access roads to the city, to mitigate air pollution. 

2. Infrastructural upgrades, with the development of an innovative smart bike lane and multifunctional Smart Hubs, to promote and enhance sustainable mobility opportunities. 

3. Technological equipment, with the deployment of mobile air-quality monitoring stations, as well as of innovative digital services and gamification applications, to incentivise environmentally-friendly behaviours. 

4. Awareness-raising and citizens’ and stakeholders’ engagement, by involving the community in the monitoring of air quality, establishing pro-active participatory processes and the co-design of living labs.  

 

What DIFFERENCE has it made at local level?

 

The AIR BREAK impact at city level proved the citizens are sensitive to the theme of air quality. Over 400 people participated in each edition of Air Fest, testifying to this increasing interest. The emergence of evidence-based awareness on pollution was supported by the involvement of over 7 000 citizens in co-monitoring activities. Also, more than 6 500 people have been involved in mobility campaigns, including 70 companies and about 40 school classes, which covered over 1 million km in a sustainable way, while online project content achieved over 13 000 interactions. 

 

The dataset generated by the project, comprising newly collected data integrating with various sources in a coherent shape, supports the decision-making process and the design of other projects. 

 

In addition, 2 000 new trees with high pollutant-absorbing properties were planted in five selected areas around the city centre, absorbing over 40 kg/year of pollutants.

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

 

The AIR BREAK project dedicated a specific work package to citizens’ engagement for co-creation and behavioural change. Its main objectives were to: i) design a site-specific co-creation living lab for the setting up of the air quality urban centre AQUE, and the alliance with local stakeholders; ii) promote behavioural change toward sustainable lifestyle, especially in the realm of urban mobility, using, for example, reward mechanisms; and iii) validate AIR BREAK solutions through large-scale and long-running awareness campaigns. 

 

The co-creation path accompanied the design of the solutions through shared governance in decision-making, via two parallel streams: workshops with citizens to collect knowledge, habits, and co-create measures based on a basket of solutions, together with air quality data communication to all; and focus groups with homogeneous groups of stakeholders dedicated to Internet of Things (IoT), cycling, NBS, etc. The whole process was supported by the implementation of a dedicated platform for the sharing of the dataset, and awareness-raising activities, such as bike-to-work campaigns.

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

 

The project’s key innovation was the integration of complementary solutions to build a harmonised model, intersecting three dimensions of sustainability:  

 

Environment: through improving air quality, resilience, biodiversity, knowledge of complex systems of situational factors. The introduction of specific NBS contributes to climate change mitigation, whose benefits combine with the effects of behavioural changes toward sustainable commuting and tackling pollution from various angles. 

 

Economy: the improvements of air quality might reduce air pollution-related illnesses, while strengthening local economies with regards to the agricultural sector. A specific attention to the wellbeing of citizens might also promote the residents of the city, especially home ownership in the areas in which air quality is proven to be better than the average. Finally, the dataset collected will support better implementation of ongoing and future interventions and planning, both in the public and private sectors, not to mention savings for citizens deriving from sustainable mobility choices. 

 

Society: engagement activities, such as living labs, the expansion of green areas for urban wellbeing, events and platforms for citizen and stakeholder engagement; awareness-raising campaigns, and increased access to and understanding of data orientates the AIR BREAK actions toward benefits in terms of social cohesion and collective responsibility for a shared environment.  

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

 

Other cities in the Emilia Romagna region, and the EU more widely, could benefit from the AIR BREAK approach in a number of ways. 

 

- Introduce a new way to collect real-time data both for policymaking and public information, with low-cost solutions and a community-based responsibility system, also able to involve the productive sector for the development of local sustainable mobility solutions and technologies; 

 

- Widen and deepen the access and the understanding of data and datasets, also promoting digital knowledge and capability; 

 

- Establish new forms of environmental governance for complex challenges, fostering the participation of key actors (industry, academia, third sector) in an organised and flexible system - the Alliance; 

 

- Develop effective, multi-channel and multi-approach campaigns to raise awareness and trigger sustainable behaviours among city users; 

 

- Acquire know-how about the effectiveness and efficiency of planting actions, with regards to the management and the maintenance of new urban forests, and the performances of the trees in terms of air quality. 

 

Erica Bisetto

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

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

To-Nite is a project on urban inclusion that seeks to develop multidisciplinary solutions to manage public spaces and improve residents’ perception of safety at night. This project is based on an inclusive approach involving local communities and stakeholders and fostering social innovation and urban regeneration to promote urban security. To-Nite focuses on several neighbourhoods of Torino (Turin, Italy), situated near the Dora River.

 

The project encompasses research, analysis, participatory activities and co-designed actions with the objective of designing interventions on these neighbourhoods’ public spaces in a collaborative way. To-Nite offers local stakeholders technical and financial support to create new services that have a positive social impact, with a particular focus on evening and night-time activities.

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

To-Nite aims to deliver community-based urban security through community activation and technology-based social sensing. According to the approach of To-Nite, the liveability of an area is closely related to the perception of safety. A neighbourhood is perceived as safe when it is socially cohesive, with active social facilities even in the evening, and vibrant public spaces that the community cares for. To-Nite has promoted interventions aimed at increasing the perception of safety through the regeneration of public spaces that provide new gathering places for the community. 

 

Through a UIA call for proposals, a widespread network has been activated, to generate a positive impact on the territory through the participation of local communities, with the ultimate goal of improving the perception of safety and the liveability of public spaces, especially at night. 19 projects conducted by partnerships involving 57 local actors, including non-profit organisations, schools and universities were funded.

 

What DIFFERENCE has it made at local level?

 

Three urban regeneration interventions were completed. The first one redeveloped the urban space of Viale Ottavio Mai, transforming it into an accessible avenue for pedestrians and cyclists. The second concerned the Giardino Pellegrino, with the installation of new street furniture elements and new play equipment in the children's area. The third intervention focused on the public space along the banks of the Dora River, where multifunctional street furniture was installed, a landmark for the Lungo Dora, which combines seating, lighting and signage of significant places in the area. 

 

Over 2 200 events and initiatives were organised by local projects and held in target areas. 30 000 citizens took part in the activities and over 6 000 square metres of public and private spaces were regenerated by the community. In addition, 4 pacts of collaboration, the civic negotiation between associations and the Municipality, have been signed for the co-management and care for the common good.  

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

 

A fundamental characteristic of To-Nite is its inclusive approach to the issue of safety, which is a community-based approach consistent with the territory's vocations and potential. 

 

Involvement of communities and local stakeholders has been, therefore, a crucial aspect, particularly engaging even the less structured and less accustomed - but highly strategic - actors to collaborate with the city, such as schools, foreign communities, and small associations. 

 

The engagement activities and dialogue with the territory played a vital role in the design phase of the project "for the allocation of contributions aimed at improving liveability and the perception of safety during evening hours in the areas adjacent to the Dora River" and served two purposes: on the one hand, effectively communicating the chosen approach to urban safety and encouraging participation in the project; on the other hand, deepening the knowledge and defining the needs of the intervention area. 

 

The project has thus stimulated the idea that the night is a time of possibilities, for generating new social interventions, not only limited to commercial activities or law enforcement interventions, by funding 19 social projects to contribute to the goals of liveability and perceived safety in the target areas.  

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

 

To-Nite addressed the issue of liveability of public spaces and the perception of safety in a perspective of social innovation and urban regeneration, with an approach aimed at boosting the potential of the territory and the involvement of local communities, who promoted the implementation of social, artistic and cultural initiatives and services on the territory. 

 

It was designed to make neighbourhoods more liveable in the evening, improving public services and offering new opportunities for creative businesses. The idea of creating a more beautiful, sustainable and inclusive city was the inspiration behind the project.

 

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

 

Urban services and public spaces are nowadays designed mainly for use during the daytime, while recent lifestyle trends show how these spaces and services are becoming increasingly attractive during the night, for the creation of new cultural, economic and civic opportunities.  

 

Making urban spaces safer at night is a major issue for many European cities. While traditional policies on urban security are showing their limitations in this respect, the adoption of the multidisciplinary and inclusive approach of To-Nite, based on fostering the attractiveness of public spaces, can contribute to preventing urban blight, while at the same time fostering the active inclusion of all the actors in the definition of night policies. 

 

Fabrizio Barbiero

The current demographic scenario of a decreasing birth rate/ageing population, characteristic of many cities, is particularly evident in Verona (Italy) which, since the 1980s, has been affected by a constant negative trend in the birth-death ratio. Over-65s have increased while the percentage of minors from 0-14 has fallen. We are witnessing an erosion of the family/relational networks associated with demographic/social/economic factors that have disruptive but rarely addressed effects, such as loneliness.

 

The challenge of the project was therefore to detect/qualify loneliness and tackle it in a systemic way by acting on the causes with regard to various need-related aspects of life. This has been done through an index (LoLix-Levels of Loneliness Index) and a remedy, a "territorial system" tested in the city's 3rd District, which activates local community resources and creates an offer of opportunities that impact living dimensions and supports the conventional welfare structure.

 

This system brought together existing and new territorial experiences, adopting a cross sectoral, synergic and eco-systemic approach to the problem, which is more often addressed in individual target groups or individual causes. Loneliness takes centre stage in institutional policies: the index generated was intended to provide an opportunity to monitor the state of well-being of its citizens. The expected change was an improvement in the quality of life in a way that adapts to demographic trends.  

 

 

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

The project has tested a social/territorial model of informal support services promoted by various stakeholders, that touches key aspects of life in economic/psycho-physical/socio-relational dimensions. These services were provided in physical spaces (STEPSpoints) and in an ‘itinerant’ manner (especially condominium complexes from average size onwards). They aim to prevent/treat negative symptomatic features that cause loneliness, in the belief that a welcoming/inclusive/caring environment helps to prevent degenerative states of wellbeing/health and of people's quality of life in general, as well as worse developments.  

 

Starting from an analysis of the causes triggering loneliness and its characteristic features, the dimensions of loneliness were defined in a wider framework of three levels of vulnerability/thresholds (economic/psycho-physical/socio-relational). In-depth questionnaires have been used to provide evidence of the existing experience of loneliness/vulnerability.  

 

What DIFFERENCE has it made at local level?

The project will close in June 2024. The difference made at the local level will be included in the final and post-project evaluation for UIA. The LoLix causal investigation will provide some insights into the impact of project actions on the evolution of quality of life for people, for those included in the social/territorial model (treatment group) and those who are excluded (control group).

 

The data collected on the 3rd District will contribute, for statistical inference, to a pool of information on the characteristics of the urban population and its phenomenal evolutions, to be used for decision-making processes and the provision of services/opportunities.

 

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

 

In addition to traditional communication methods, the focus was on having face-to-face interactions with citizens/stakeholders (interviews, public meetings, participatory labs). 

 

The Municipality has implemented 8 calls for proposals to provide small contributions to local stakeholders to implement initiatives in urban regeneration, social and relational and circular-economy areas. A STEPS-circuit was initiated among citizens, and profit and non-profit stakeholders, to promote existing and new informal micro-initiatives to curb loneliness and foster connections and sociality among people. Initiatives, stakeholders, formal and informal connections, were mapped digitally.

 

The project supported the idea of community as a welfare provider. Relationships were the essence of the project (between peers/intergenerational/good neighbourly relations/key figures/...). The underlying theme of the project is to empower the community to combat loneliness: it takes action/care, promotes practices of solidarity, economic, welfare, neighbourliness, it is a key player in project governance, both in terms of the spaces and the services provided.  

 

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

 

The project activates social, economic, environmental "mending" processes in response to a demographic change that tends towards the fragmentation of households, the increase of the “single" dimension (single-member household/single parents) and an older population:  

 

Society: favouring neighbourhood relations, dynamics of mutual help, cohabitation, social interaction, intergenerationality, cohesiveness, exchange, creating life/work conciliation services, reducing conflicts and increasing community spaces.  

 

Economic: by generating economic support models characterised by social responsibility/sustainability (management of needs based on available resources, a sustainable lifestyle, and the use of community resources).  

 

Environmental: through the recovery of urban spaces (environments that accommodate/connect the urban fabric); use of sustainable materials (self-construction); practices of exchange/reuse/saving for responsible living; education regarding dysfunctional behaviours/habits.  

 

This all stimulates a cultural change in social/economic relationships and the inhabited space.  

 

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

 

The transfer paradigm will be 'some STEPS forward' with the following advantages: 

 

- Partners: to use the LoLix to explore the quality of life of their citizens, investigating moods/personality/use of time/health status/positive-negative loneliness/economic situation/consumer habits/urban decay/sustainable life-style habits; to use the STEPSpoint concept as a model for informal welfare. 

 

- Verona: to uphold the best practices while enhancing both quality/quantity including the entire urban area; to reinforce the idea of community centres providing informal support services; to evolve the STEPS-circuit. 

 

- All network: to explore practical applications of the LoLix in urban policies, as a decision-making tool, as an opportunity to adapt regulations and improve services; to further explore/develop the idea of informal welfare services provided at the doorstep of beneficiaries in a flexible/mobile manner across the local territories; to create a STEPSpoint network in the EU to exchange practices. 

 

Chiara Maccacaro

 

With the CUP 4 Creativity project, the goal of Újbuda (District XI in Budapest, Hungary) was to strengthen local communities by awakening dormant creativity. Through the project, culture and creativity were the means used to boost local communities and develop and expand the existing cultural and creative industries (CCI) ecosystem.

 

The project team worked with a large and diverse partnership, successfully covering the major stakeholders in the district: locals, NGOs, artists, university students and big business. The idea was to create links between not only individuals but also between different types of stakeholders.

 

The project’s major outputs were the Adaptér, INSERT platform and INSERT programmes. Adaptér is a creative technological knowledge hub whose mission is to take advantage of new cutting-edge technologies. It aims to bridge the gap between modern technological advancement and public knowledge. The word “Adaptér” is a telling one: it literally means “adaptation space” highlighting our constant need to grasp change.

 

The INSERT IT platform is a cultural creative resource management tool, which provides a framework to share skills, equipment and knowledge, to create an event, and through shared responsibility to form a community. The initial content was INSERT programmes which were new approaches to cultural programmes by the municipality or programmes to help bottom-up local initiatives. The project’s (un)official motto makes the desired user journey tangible: inspiration, education, creation.

 

What SOLUTIONS did the Urban Innovative Action project offer?

 

CUP 4 Creativity’s objective was to develop local communities and boost intersectoral links between different stakeholders. The aim was twofold. Firstly, to make event organisation communal via the INSERT platform, a creative cultural resource management tool. This framework has been powered by INSERT programmes, organised by the municipality or its support for bottom-up initiatives. 

 

Secondly, the project renovated public places and established a new institution where creative cultural activities could lead to new communities. Apart from Adaptér, this also involved MU Theatre, an association, to experience with new democratic-participatory theatre but they also provided our big business partner, BT, with cultural programmes. The same goes for Eleven Blokk, an artistic NGO, whose workshops were frequented by many individuals, and major companies.  

What DIFFERENCE has it made at local level?

 

The project has made a significant difference in terms of intersectoral connections: large companies such as Allee (a shopping mall) and BT have been integrated more into the local CCI ecosystem. Local NGOs and associations were also linked closer to each other to organise local events, such as Eleven Autumn.

 

Adaptér is not only an educational centre but also an integrator of local creative cultural and technological initiatives. Local communities have been strengthened through INSERT programmes. Thanks to the calls for bottom-up initiatives, new projects and local influencers surfaced whom we successfully organised into an informal network through shared workshops. 

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

 

On a management level, the project tried to make sure that the vast majority of the budget is spent after collective decision making among partners. On weekly, then bi-weekly, board meetings the majority of partners were invited to discuss ongoing processes within the project which provided everyone with an opportunity to be involved. Major investments were also decided on by the council. This shared management system has, however, its own boundaries. 

 

The CUP 4 Creativity project involved locals in multiple ways. Some new, innovative cultural programmes were organised by the municipality to enhance citizen participation. Private Stage was an event series that blurred the line between public and private by organising cultural events in places like apartments, a musical instrument shop or a co-working office. The content was provided by the UIA CUP team. This not only provided an intimate, more community-oriented experience but also involved SMEs in the process.

 

Other initiatives have been more explicit about participation. Szabad a tér was a public tender in which micro-local communities and NGOs could apply for small-scale funding to organise community events. Apart from the money, the project provided them with mentoring and also encouraged collaboration with other projects, hence they participated in each other’s project. This boosted bottom-up initiatives in the district.  

 

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

 

CUP 4 Creativity has involved diverse partnership with a wide range of local stakeholders. It linked SMEs and large enterprises to local NGOs and creative cultural associations. The result was a strong support for local stakeholders by using the local ecosystem. It also meant economic benefits for local CCI actors. 

 

The social aspect has been strong from the very beginning. The key aim sparking dormant creativity to fight digital loneliness might have faded during the project implementation, however, the focus on local community building has remained the cornerstone of this project. This dedicated attention to communities has strengthened social cohesion and reduced isolation. 

 

As for the environment, several programmes had a strong focus on ecological issues. Ecology became one of the four overarching themes of Adaptér but it also reflected in INSERT programmes, for example, the plane tree project, which “recycled” cut down plane trees from Bartók Béla Boulevard through open workshops. The results were benches, insect hotels and street installations.

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

 

The CUP 4 Creativity project accumulated a number of good practices that are worth adapting in different local setting. The project team can provide advice with regards to major investments such as establishing a creative technological knowledge hub or creating a resource management tool.

 

However, low-budget interventions can be just as useful as above-mentioned big investments. The mapping of CCI actors or the research on types of local people and behaviour patterns are useful starting points for any city development projects. Organising new types of cultural events and supporting micro-local communities’ bottom-up initiatives are also worth exploring with other cities. This all has pointed to a new role a municipality should take, as a local hub creator, an integrator and ecosystem builder, rather than a top-down authority. 

 

Máté Ábrahám