1 PARKS Transfer Network Author: Martin Neubert, with the contribution of all Network Partners May 2026 Transferability StudyShared governance for resilient urban green spaces
2 EU Policy Context Introduction Contents The policy challenge addressed by the Good Practice and shared by the project partners is multi-faceted. Ongoing urbanisation and climate change pose threats to urban ecosystems, leading to biodiversity loss, increased pollution, urban heat island effects, and decreased quality of life. Many cities face difficulties in effectively planning, financing, and managing green infrastructure in a sustainable and inclusive manner. Fragmented governance, lack of stakeholder engagement, and limited public awareness exacerbate these issues. The Good Practice tackles these challenges by creating an adaptable, integrated management framework that bridges technical urban planning with social inclusion and environmental stewardship. It fosters multi-stakeholder collaboration and leverages innovation and education to empower communities. The engagement of businesses with environmental incentives further extends the project's reach and sustainability. Perugia demonstrates how a medium-sized city can embed sustainability, inclusion, and innovation into urban policy, offering a transferable model for resilient and liveable cities. Its Good Practice is built around key features that position urban nature at the core of city development: Through integrated spatial planning, green areas are understood as vital components of the city's ecological and climate resilience network. Rather than treating them as isolated units, green spaces are planned and managed as part of an interconnected system, with various environmental and social functions. This includes a shift of focus from short-term costs to long-term value of green assets and the adoption of innovative approaches in the fields of digitalisation and nature-based solutions. Through a structured engagement process, four key t- arget groups – urban planners, citizens, students, and businesses – are actively involved in the co-design and co-management of green spaces. This includes direct collaboration with local stakeholders, empowering them to take responsibility for specific areas in line with the city's environmental objectives through awareness raising and capacity building. The strategy of PARKS Transfer Network aligns with EU Cohesion Policy objectives set out in Article 5(1) of Regulation (EU) 2021/1060, particularly a greener, low carbon and resilient Europe (PO2), a more social and inclusive Europe (PO4), and a Europe closer to citizens (PO5). It promotes sustainable urban development through nature-based solutions, such as expanding green infrastructure, increasing biodiversity, and improving ecosystem services. These actions enhance climate resilience by reducing heat islands, improving air and water quality and mitigating erosion. This also aligns with EU frameworks like the Green Deal and Biodiversity Strategy as well as various national goals. By engaging various stakeholder groups, citizens, students, and businesses in participatory planning and co-management of green spaces, the network fosters social inclusion, encourages civic ownership, environmental awareness, and equitable access to healthier urban environments, benefiting especially vulnerable groups. Additionally, the project strengthens territorial cohesion through integrated, place-based approaches and multi-level governance. It supports innovation via digital tools, citizen science, while aligning with key EU initiatives such as the Urban Agenda (better regulation, better funding, better knowledge), Territorial Agenda 2030, the New European Bauhaus (beautiful, sustainable, together) and the New Leipzig Charter. 2 Introduction and EU Policy Context 3-6 Lead Partner Profile: Perugia 7-11 The Good Practice and Scope for Improvement and Transfer 12 PARKS Partnership 13-16 Partner Profile: Arteixo 17-20 Partner Profile: Chernivtsi 21-24 Partner Profile: Monaghan 25-28 Partner Profile: Sofia 29-32 Partner Profile: Valongo 33-36 Partner Profile: Veszprém 37- Synthesis, Overall Transferability and Methodology PARKS Transfer Network develops a comprehensive strategy for managing urban green assets through collaborative planning with citizens, youth, businesses, and urban professionals. It aims to enhance ecosystem resilience, strengthen climate adaptation and mitigation, and protect biodiversity. By promoting inclusive, sustainable use of diverse green and natural spaces, it improves public safety, health, wellbeing, and environmental awareness. SECTION 1
3 Perugia, the capital of Umbria, boasts a long history dating back to Etruscan times. Located in the “green heart of Italy”, the city is built above Tiber River around a hill that rises to almost 500 m where the historic centre is located. Being the 23rd of the Italian cities in terms of population, it is the 11th in terms of land area. The natural beauty and green landscape are both a major asset as well as a responsibility for both Perugia's administration and civil society. Public space in Perugia includes 300 green areas, 60 cemeteries, and more than 60 school yards. The city is home of the University of Perugia – being one of the oldest universities in Italy – and the University for Foreigners. It is known for its arts and culture but also for its culinary delights, including the famous Perugina chocolate and the “Baci”. PERUGIA 3 Country: Italy Name: Comune di Perugia (City of Perugia) Category: Transition region Population (2025): 162.384 stable( ) Land area: 449.5 km² Population density: 36 /km²1 Distribution of land area: forest: 126.2 km² (28 %) :parks/public green 8.7 km² (2 %) waterways/lakes: 4.5 km² (1 %) built-up area (residential): 27.0 km² (6 %) built-up area (commercial): 13.5 km² (3 %) built-up area (other): 4.4 km² (1 %) areas for traffic: 13.5 km² (3 %) agriculture: 251.7 km² (56 %) 0.0 0other: km² ( %) Natura 2000 area: 33.6 km² (7 %) Tree-lined streets: km138
4 Like many European cities, Perugia has long faced environmental and social pressures associated with urbanisation and climate change. Despite the presence of more than 8.7 km² of public green spaces (historic gardens, urban parks, neighbourhood green spaces, spor ts fields, school gardens, wooded regions), tothe city lacked an integrated strategy manage these assets in a way that could effectively suppor t climate mitigation, biodiversity, and community wellbeing. The absence of a unified governance and planning approach limited the potential of these spaces to deliver ecosystem services and respond to emerging environmental risks. With the LIFE CLIVUT Project, Perugia has successfully embarked on a holistic strategy to develop and manage its green assets, as described in the following chapter. It actively tackled the interrelated challenges of fragmented governance and planning, increasing environmental pressures, low public awareness and engagement, lack of participatory tools and shared responsibility. The challenge for Perugia is how to build on the Good Practice's achievements and to evolve different key points and actions from its Green Asset Strategy in an institutionally and environmentally sustainable way. Many aspects must be consolidated, scaled up or put into practice to proceed on the taken path to optimise the urban forest. Priority areas for green development in Perugia are: - Banks of the Tiber River (e. g. Bosco Didattico) - green areas embedded in or near residential neighbourhoods - peri-urban areas - tree-lined streets Perugia's is embedded in a broader local commitment to sustainable developmentUrban Green Asset Strategy and ecological transition. Over the past years, the city has aligned its urban policies with key regional, national, and European priorities, positioning green infrastructure as a core component of its strategic vision. The Good Practice is supported by a policy ecosystem that integrates climate action, resilience, and community well- being. The strategy is directly linked to the city's Climate Adaptation Plan and the Sustainable Energy and Climate Action Plan (SECAP), which identify urban greening as a key lever for reducing climate risks and lowering emissions. It also complements the local urban planning and Perugia's digital transition, as green data is integrated into the City Digital Twin to support real time decision-making and citizen monitoring. Green planning in Perugia lies in the responsibility of the municipal Department for Urban Planning and Environment. Through the URBACT Good Practice, the city embarked on a path to include a wider set of stakeholders in the strategic planning of its green assets. The new “Green Council” with its four working groups on greenery in general, regulation, communication and technical/professional issues is the manifestation of this new approach. The in the field of urban green development are:key documents (2022)- Green Asset Strategy (2022)- Urban Green Regulations - Climate Adaptation Plan - Sustainable Energy and Climate Action Plan (SECAP) - Perugia has implemented its green inventory into the city's digital twin. While functionally equivalent to a municipal service, the of Perugia's urban greenery is primarilymaintenance performed by AFOR Umbria, Regional Forestry Agency. Under regional law, the Municipality delegates these duties to AFOR, which operates with its own specialized staff and equipment. Furthermore, within the framework of “Futuro nel Verde” and individual Collaboration pacts, some green areas are managed and maintained by neighbourhood associations. Main of green projects are:sources of funding - Municipal budget - Regional and national programmes (e.g. Recovery and Resilience Facility) - European programmes (e.g. Life) Policy Challenge Policy Context PERUGIA 4
5 Perugia has long experience in stakeholder and citizen participation. Collaboration with the University of Perugia and other professionals in their respective field of expertise is repeatedly used for urban projects of different focus. The Futuro nel Verde scheme that pre- dates the LIFE CLIVUT project has become one of foundations of working on more elaborate and bottom-up approaches to citizen engagement. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation The task of Perugia's URBACT Local Group (ULG) will be and take urban greento improve the Good Practice development to a new stage by implementing some of the Urban Green Asset Strategy's key points and actions and to include key learnings from the transnational exchange. For this improvement process, Perugia can build on the multi-level governance model that has been developed in the course of the LIFE CLIVUT project. Perugia's new as the city's key cooperation platform“Green Council” for urban green, will be the carrier of the ULG. It includes key municipal experts from urban planning, environment, legal affairs, and digital innovation to ensure alignment with existing policies and operational actions. Academic partners provide expertise on ecosystem services, biodiversity, and digital tools. Civil society actors have been essential to the Good Practice. Their ongoing involvement in the Perugia's governance processes guarantees that local knowledge and needs shape project development. Schools and educational institutions as well as local businesses are involved through activities of the ULG such as workshops or campaigns. The Green Council/ULG thus gathers the following diverse group from different sectors, reflecting Perugia's integrated, participatory approach: - Department for Urban Planning and Environment - municipal experts from urban planning, environment, legal affairs, and digital innovation - University of Perugia and academic partners - Center for Agricultural and Rural Development (CESAR) - citizen associations and neighbourhood committees - schools, educational institutions and local businesses The City Council and the Deputy Mayor, who is also leading the Department for Urban Planning and Environment, are the final for various steps in the improvement of the Good Practice. Thedecision makers “Green Council” as the carrier of the ULG and semi-formal advisory body supports knowledge-based decision making through valuable input from professionals and citizens. Perugia‘s URBACT Local Group PERUGIA 5
6 Mission Statement The transfer of the Good Practice offers Perugia an opportunity to consolidate and expand its innovative approach to urban green space management by sharing and adapting it across diverse urban contexts. By participating as Lead Partner in the Transfer Network, Perugia uses the transfer process to validate and further develop its Urban Green Asset Strategy, to reflect on its governance models and technical approaches, to integrate green infrastructure into wider urban policies, and to scale up community engagement practices, fostering continuous improvement. How can we ensure ecological connectivity across a fragmented territory by transforming “static” green areas into active corridors that enhance biodiversity without compromising their primary original functions? ASSETS for a successful transfer: - political commitment - Green Council as a new collaborative platform in the city - experience in participatory governance structures - Collaboration Pacts as an increasingly accepted management tool - functioning and extendable digital twin platform BARRIERS for a successful transfer: - partly fragmented governance and planning structures - increasing environmental pressures - still low public awareness and engagement - missing Green Plan - financial limitations Which three questions do you want to answer through the participation in the network? PERUGIA 6
7 THE GOOD PRACTICE Perugia's URBACT Good Practice “Urban Forest Optimisation” (UFO) is an integrated approach to managing urban green infrastructure. It developed out of the LIFE CLIVUT project (2019-2023) – “Climate Value of Urban Trees” – but also includes additional components such as the “Urban Green Regulations”, the “Green Council” and the “Collaboration Pact” that emerged out of the political and strategic process surrounding the funding project. With a total budget of €2.3 million (50% co-funded by the EU), LIFE CLIVUT was led by the University and the City of Perugia in cooperation with the three pilot cities Bologna (Italy), Thessaloniki (Greece) and Cascais (Portugal). The initiative responds to common pressing urban challenges linked to climate change, particularly rising temperatures and the urban heat island effect. Its overarching goals are to mitigate climate impacts through improved urban tree management, to enhance citizens' well-being and quality of life by reducing CO₂ and pollutants and strengthen biodiversity and ecosystem services. The project adopted a multi-stakeholder approach structured around four thematic implementation components (C1-C4), each targeting a specific group and challenge, and a replication component (C5), testing the transfer to smaller partner cities. Component C1 focuses on strengthening the capacity of urban planners and professionals, addressing a critical gap: the lack of knowledge and practical tools for managing urban green assets. The activities combine .training, strategy development, and pilot implementation Capacity building was achieved through dedicated courses for urban planners, equipping them with the skills to work in urban green asset management. This was through a participatory process, including three roundtable meetings that functioned as working groups. Pilot actions demonstrated practical implementation: 153 trees of diverse species were planted in San Orfeto and along public streets. The key outcome of this capacity building programme is Perugia's , approved in MarchGreen Asset Strategy 2022. This strategic document defines a long-term vision, identifies challenges, and sets priorities for urban green management. It defines the following 8 key points, each backed up with 8-12 proposed actions: To translate strategy into practice, Perugia also adopted Urban Green Regulations (Regolamento del Verde Urbano) in September 2022. This document establishes rules for the use, protection, maintenance, and development of public green spaces, forming a policy framework that operationalizes the strategy. A supplementing Green Plan to further consolidate and spatially define these efforts, has yet to be developed. Improve soil moisture and water quality Improve urban ecology Inform and consult the comm- unity, especially young people Increase community partici- pation in tree management Know, protect and reproduce existing tree heritage Increase tree canopy cover Increase the diversity of urban tr ese Improve the health of vege- tation and trees in particular Introduction C1: Urban Planners and Professionals
8 Component C3 addresses students and the lack of dedicated educational content on urban climate and green infrastructure. Its aim is to build among students andlong-term awareness and skills young people. The project developed and integrated educational modules into academic and training programs, creating teaching materials for four courses. These modules cover topics such as climate change, urban ecosystems, and sustainable planning. The was tested with 545 students,new curriculum including practical site visits and the monitoring of specific assets to connect theoretical knowledge with real-world applications. By embedding these topics into education systems, component C3 ensures that future professionals and citizens are better equipped to address environmental challenges. Component C4 focuses on engaging businesses, addressing the often conflicting relationship between economic interests and climate objectives. The component promotes awareness, incentives, and practical involvement in urban green management. Awareness was raised through workshops targeting key sectors such as industry, tourism, trade, and transport. These sessions highlighted the environmental and economic benefits of green infrastructure. The project also developed an incentive system in collaboration with local businesses. It encourages companies to plant trees on their premises or to maintain existing green areas. By aligning environmental goals with business interests, the initiative creates shared value. Pilot applications tested new regulatory and incentive measures, demonstrating how businesses can actively contribute to urban climate action while enhancing their corporate responsibility and local image. Component C4 was assessed to have had the least tangible results in the LIFE CLIVUT project with the COVID pandemic as limiting factor .and a target group less open to the topic s Component C2 targets citizens, addressing the lack of awareness and effective engagement in urban climate action. The component emphasizes participation, co-creation, and shared responsibility. Awareness-raising activities within the CLIVUT project included campaigns and thematic walks guided by experts, helping residents understand the value of urban trees. Citizens were actively involved in andgreen asset census monitoring, contributing to data collection on urban trees. For this, the TreeDB web application was developed as a tool for tree mapping by the citizens, which has enabled the documentation of trees in Perugia. The gathered data feeds into the city's “digital twin”, where by now around 50,000 trees and their properties are mapped. This joint effort supports long-term evidence-based planning and management of the city's trees and green assets. Citizen participation also extends to . Initiativesgreen asset management such as the distribution of 400 trees to the people of Perugia and the “adopt a tree” program encourage residents to take direct responsibility for urban greenery. An important institutional innovation is the establishment of the “Council of Green” (Consulta del Verde), an advisory body with 32 members representing municipalities, associations, NGOs, and professionals. Organized into four thematic working groups (green areas, regulation, communication, and technical issues), it ensures continuing dialogue and collaboration. It is currently in the consolidation phase and will help to build urban green development in Perugia in a professional and collaborative way. A new and innovative tool war recently initiated and will facilitate to put the citizen-centred policy in practice: the for public greenCollaboration Pact spaces introduces a bottom-up governance model. Perugia has a long experience in involving local neighbourhood associations in urban green development, managed through the more top-down approach “Futuro nel Verde” where the maintenance and management of urban parks or squares was formally vested in the associations. Through the Collaboration Pact, not only associations but also individual citizens, interest groups or businesses can pro-actively apply for the temporary or long-term use and care of urban green assets of different scale. The shift from top-down to bottom-up, currently in the testing phase, is hoped to lead to more inclusive and participatory practices, and also to reduce thresholds for citizen engagement. C2: Citizens and Community Engagement C Students and the Younger Generation3: C4: Businesses and Enterprises pictures: Life CLIVUT project
9 Component C5 tested the transferability of the project's results through a peer-to-peer approach. The goal was to in additional cities, adaptingreplicate successful practices them to local contexts. This helped to generate valuable knowledge for future transfer, like in the PARKS Transfer Network. Perugia supported the Umbrian City of Narni in developing a replication plan. This included selecting monitoring areas, forming working groups, adapting the Green Asset Strategy, and planting 300 trees and shrubs. Similar transfer processes were implemented by other pilot cities: Bologna collaborated with Casalecchio di Reno, Thessaloniki with Larisa, and Cascais with Oliveira do Bairro. These exchanges facilitate knowledge sharing, capacity building, and the scaling up of innovative solutions across Europe. Key elements of the Good Practice can be summarised the following way: - The participatory approach ofCollaborative and Participatory Governance Model: involving the four main stakeholder groups in the co-design, co-management, and co- monitoring of urban green spaces ensures shared responsibility, transparency, and inclusion, turning passive users into active observers and custodians of urban nature. The new “Green Council” is the new collaboration platform for green development in Perugia, enabling and structuring hands-on cooperation. - The practice integrates ecosystem services into urbanEcosystem Services Approach: planning, recognising and maximising benefits such as climate change mitigation (carbon sequestration, reduction of urban heat island effect), climate adaptation (stormwater management, microclimate regulation), biodiversity conservation, air purification, and recreational and health benefits. This holistic understanding shifts urban green management from purely aesthetic or recreational uses toward multifunctional ecological and social assets. - The practice enhances climate adaptation capacityClimate Resilience and Mitigation: by increasing tree cover and biodiversity, improving local microclimates, and reducing pollution. It also maximises climate mitigation by promoting the planting of appropriate tree species and involving different sectors in emission reduction and compensatory green investments. - Through thematic walks, citizen science activities, andCapacity Building and Education: tailored curricula for students, the practice raises awareness and knowledge of the value of urban green spaces and ecosystem services. Citizens receive training to monitor green areas, contribute data using digital tools such as the TreeDB to feed into Perugia's Digital Twin, and participate in “adoption” programs for specific green sites. - The project hasInnovative Regulatory Framework and Management Plans: strengthened the municipal regulatory system by embedding ecosystem service concepts into urban green space policies and planning processes. The “Collaboration Pacts” as new public-private management agreements formalise the shared management model, allowing citizen associations to manage specific green spaces aligned with the overall strategy. - By enhancing urban green spaces, the project supportsEconomic and Social Benefits: increased property values, energy savings through natural shading and wind protection, and improved public health through stress reduction and recreational opportunities. Green spaces foster community cohesion by providing inclusive places for social interaction, education, and cultural exchange. C5: Transfer and Replication Key elements of the Good Practice
10 Perugia has taken major steps in transforming how urban green spaces are valued and managed. The Good Practice benefits from stable institutional support, financial resources, and alignment across municipal departments. At the governance level, the establishment of structured co-design processes with citizens, schools, and associations reflects a cultural shift toward more inclusive urban policy. Still, since the Good Practice continues to be a work in progress, not all problems identified regarding urban green development have been resolved. Some have been approached but solutions have not been fully put into practice to date. While the Good Practice has improved green space quality, governance, and accessibility, Perugia sees room for further refinement and institutionalisation in the following areas: - First, green spaces had long been managed in a fragmented, sector-based manner. This limited their role in delivering ecosystem services and adapting to climate risks such as extreme heat, flooding, and pollution. and embeddingCoordinating across departments green infrastructure into broader planning policies remains a key local priority. - Second, while the ecological potential of urban nature was high, citizen awareness and engagement were initially low. There were no tools or processes in place to involve residents, schools, or businesses in planning or managing green areas. Today, scaling up these participatory mechanisms and ensuring continuity over time are essential goals. - Third, many peri-urban areas are still under pressure from development. Ensuring that nature-based solutions are central to urban growth and not just peripheral add-ons is a continuing challenge. Testing and showcasing can support this.replicable solutions - Finally, digital tools and monitoring systems, such as the City Digital Twin, have been introduced to support citizen involvement and evidence-based planning. However, transforming data into actionable strategies for green investment and maintenance requires further .capacity building A main goal is to embed participatory governance more firmly into the city's institutional framework. Although the Urban Green Asset Strategy introduced innovative citizen engagement and co-management tools, these remain project-based and rely on local enthusiasm. Perugia wants to learn how other cities have formalised community involvement, making participatory governance a stable part of urban nature management. Perugia also seeks to improve its capacity to monitor and evaluate ecosystem services and urban green projects. The city has advanced in using digital tools like digital twins and ecosystem indicators but aims to develop a comprehensive, scalable system to assess environmental, social, and economic impacts. By working with the network, Perugia hopes to co- develop methods that better measure and communicate the value of green infrastructure for policymaking. Another key objective is better integration of green infrastructure into broader climate adaptation policies. One tool can be the proposed creation of a . RegardingGreen Plan digital innovation, Perugia wants to make its smart participation tools more inclusive and user-friendly, especially for vulnerable groups less familiar with technology. Finally, the city seeks to enhance economic sustainability by exploring new funding models such as public-private partnerships and citizen financing. Exchange within the network will help identify resilient financial approaches beyond EU project cycles. In summary, the improvement of the Good Practice within PARKS Transfer Network provides a valuable opportunity for Perugia to both share its progress and confront remaining gaps, particularly around scaling participation, securing cross-departmental alignment, and embedding long-term resilience into urban governance. Scope of Improvement
11 Perugia's Good Practice is still a work in progress, meaning that the different components of the Good Practice are also in different phases of implementation. While the Green Asset Strategy and the school curricula are finished and somewhat self-contained components, activities like awareness-raising and tree maintenance are recurring tasks. Other components, like the Green Council and the implementation of the Collaboration Pacts will be a testing field for all partners in the network, including Perugia as the forerunner. Consequently, the transfer of the Good Practice will mean that every partner will have an own set of Good Practice components to focus on. The individual transfer potential of the partners will be weighed in the following chapters. To structure the different components of the Good Practice and align them with the network programme with five transnational meetings, five Transfer Topics have been identified: Perugia's Good Practice demonstrates how integrated, multi-level action can enhance urban resilience and sustainability. By combining technical expertise, citizen participation, education and business engagement in a cooperative way, it provides a comprehensive model for managing urban green infrastructure. Its structured approach ensures that all relevant stakeholders are involved, making it a transferable and impactful good practice for cities facing climate challenges. The Good Practice is seen as a replicable model for medium-sized cities aiming to inte- grate nature-based solutions into their urban futures. This has been acknowledged in the assessment of the application for the URBACT Transfer Network where all transfer criteria were valued as “very good”, including the transfer potential, the quality of the partnership and the planned activities. The network can build on a large set of documents and material that is available from the LIFE CLIVUT project. Overall Transfer Potential of the Good Practice Transfer Topic I TREE CENSUS Professional and collaborative tree census as part of a comprehensive mapping of green assets in a digital twin or database as a tool for urban green planning and development C1: Capacity Building, Inventory/Digital Twin C2: Awareness-raising, Engagement in Census containing the following Good Practice components: Transfer Topic II GREEN COUNCIL Stakeholder engagement through the development of a Green Council, enabling cross- departmental collaboration and implementation in the field of urban green management C1: Capacity Building, Pilot Application C2: Green Council overnance ecosystem+ G Transfer Topic III GREEN ASSET STRATEGY Linking green strategy with the urban planning framework to offer knowledge-based and participatory solutions to the municipality's environmental and climate adaptation challenges C1: Collaborative Strategic Design, Green Plan C2: Green Council Governance ecosystem,+ Green infrastructure network Transfer Topic IV PARTREECIPATION Involving citizens, communities and stakeholders in urban green development through collaboration pacts, participatory actions, awareness raising and co- design methodologies C2: Awareness Raising, Citizen Engagement, Green Council, Collaboration Pacts C4: Awareness Raising, Incentive System, Application Transfer Topic V AWARENESS-BUILDING Awareness raising, nature- based education and communication strategies as keys to long-term change through capacity building and participation C2+C4: Awareness Raising C3: Modules and Training, Student Engagement Communication+
12 Valongo (PT) Arteixo (ES) Monaghan (IE) Chernivtsi (UA) Veszprém (HU) SoÞa (BG) Perugia (IT) Lead Partner SECTION 2 THE PARTNERSHIP 96 3 km² 35,036. | people 75.1 | 101,464 peoplekm² 127.0 | 55,118 peoplekm² 152.8 | 264,427 peoplekm² 1,295.0 | 65,288 peoplekm² 1,349.0 | 1,242,568km² 449.5 | 162,384 peoplekm²
13 ARTEIXO The Municipality of Arteixo is located in the A Coruña Province of Spain's Autonomous Community of Galicia. The coastal landscape is characterised by a diverse and picturesque topography, containing forests and agricultural land. Having been a rural area with few even larger rural settlements until a few decades ago, Arteixo is drawn into the dynamic urban development of the A Coruña Metropolitan Area. Through its geostrategic location, it has become the region's economic epicentre, attracting industrial investment. Among them are the Outer Port of A Coruña, the headquarters and production sites of the Inditex company as one of the world's largest multinational clothing companies, the Repsol refinery, and the Estrella Galicia brewery. Economic and demographic perspectives for Arteixo remain dynamic while urban development cannot be separated from the Metropolitan Area. The challenge is to develop Arteixo in a sustainable way, integrating economic and residential with ecological aspects as crucial layers of urbanisation. Country: Spain Name: Municipio de Arteixo (Municipality of Arteixo) Category: Transition region Population (2025): (+13,000 by 2035)35,036, growing Land area: 96 3 km². Population density: 364/km² Distribution of land area: forest: 53.4 km² (55 %) :parks/public green 1.8 km² (2 %) waterways/lakes: 0.6 km² (1 %) built-up area (residential): 2.7 km² (3 %) comm./ 7built-up area ( other): 6. km² (7 %, including industry) areas for traffic: 5.2 km² (5 %, including port) agriculture: 22.4 km² (23 %) other: 3.7 km² (4 %) Natura 2000 area: 2.6 km² (3 %) Tree-lined streets: 2 km 13
14 Arteixo is a municipality and an integral part of the A Coruña Met ropol itan Area, s haped by the coexistence of industrial development and valuable natural landscapes. However, this dual identity also brings significant environmental challenges. The city faces the consequences of industrialisation, particularly in terms of air quality degradation and disruption of ecological continuity. Green spaces, although present, often lack strategic management and remain disconnected from the urban core, reducing their accessibility and ecological function. In addition, citizen engagement in the co- management and everyday use of these natural areas is still limited, with few opportunities for meaningful participation in decision-making or stewardship. The municipality also contends with barriers to sustainable mobility and equitable access to green infrastructure, especially in more rural or peripheral areas. A further challenge lies in the absence of integrated governance frameworks that embed environmental considerations into urban planning and broader municipal strategies. Priority areas for green development in Arteixo are: - river corridors and river banks (e.g. Encoro do Rexedoiro, Rio Arteixo, Rio Sisalde) - coastal areas and natural interface zones - urban parks (e.g. Meicende Park, Central Park) and neighbourhood public spaces - school surroundings and everyday mobility corridors - brownfields and degraded or underused land with regeneration potential Green planning is integrated into the Arteixo Urban and Rural Agenda (AURA) and coordinated by municipal technical departments (urban planning, environment, public works and mobility). Technical input and political direction are aligned with priorities such as climate adaptation, social cohesion and territorial connectivity. The in the field of urban green development are:key documents - Arteixo Urban and Rural Agenda (AURA) – the central strategic document of Arteixo prepared in a collaborative process with numerous stakeholders - Integrated Action Plan “Arteixo en positivo” - municipal planning instruments and sectoral environmental strategies - Green Infrastructure Strategy (in preparation) - A Coruña Green Infrastructures Project (not implemented) - Arteixo only has a fragmentary inventory of green areas and environmental assets. Maintenance of green assets is delivered through municipal services and external contractors, based on annual programs and operational guides. Current priorities include safety, basic functionality and environmental performance. There is an increasing interest in more sustainable nature-based approaches. Main of green projects are:sources of funding - Municipal budget - Regional and national programmes - European programmes (Integrated urban development, sustainability and climate action) Policy Challenge Policy Context 14 ARTEIXO
15 In Arteixo, the most comprehensive experience in participation and multi-stakeholder collaboration has been collected through the Arteixo Urban and Rural Agenda (AURA). It involves a wide range of local actors through strategic forums and thematic multi- actor mechanisms on sustainability, mobility and the environment. AURA is based on open consultation, participatory activities and collaborative governance. As such, it is the main framework for engaging citizens and stakeholders. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation Arteixo‘s URBACT Local Group 15 The task of Arteixo's URBACT Local Group will be to adapt the Good Practice to the local context, strengthen cross-departmental coordination, and ensure meaningful stakeholder and citizen involvement. It will be nourished the working groups in the AURA framework. The ULG will bepublic-private collaboration formed by representatives of key business sectors, non-profit entities, the educational community, the City Council and administration. In addition, relevant municipal technical services, neighbourhood associations, environmental NGOs, schools and youth organisations, businesses and mobility stakeholders may be involved. - Municipality of Arteixo (Urban Planning, Environment, Public Works, Economic Promotion, Finance and Procurement, ICT) - Sabón Industrial Estate Business Association (AEPI Sabón) - Arteixo Small Business Association (Arteixo CCA) - Port Authority of A Coruña - Galicia Technology Institute (ITG) - Mariñas Coruñesas e Terras do Mandeo Biosphere Reserve - Fundación RIA The City Council (Mayor and councillors), the relevant municipal departments (planning, environment, mobility) and some of the AURA stakeholders have been identified as the for the adaptation and re-key decision makers use of the different aspects of the Good Practice. The Integrated Action Plan, aligned with AURA, provides clear political backing for sustainability goals and for an integrated green-blue infrastructure approach. ARTEIXO
16 Mission Statement Through PARKS Transfer Network, the Municipality of Arteixo wants to implement a coherent and sustainable urban green infrastructure system, in line with our Urban and Rural Agenda (AURA), by learning from partners and transferring practices that improve environmental quality and residents' well-being and strategic governance. ASSETS for a successful transfer: - political commitment - a proactive local government with high interest in innovative approaches - participatory governance structures - a growing governance ecosystem being built under the umbrella of AURA - high replicability potential in both dense and rural contexts BARRIERS for a successful transfer: - fragmentation of territorial and administrative competences, which may delay implementation - lack of tradition in co-management of public green areas, requiring cultural and institutional change - uneven capacities among departments and local actors in ecological planning and citizen engagement - lack of advanced digital tools for green monitoring - missing specialized expertise in green-blue infrastructure modelling Which three questions do you want to answer through the participation in the network? 16 How can Arteixo plan and integrate green and blue infrastructure as part of its wider urban strategy, within AURA and the 2030 Agenda? How can Arteixo strengthen the monitoring, connectivity and accessibility of green spaces to improve environmental outcomes and community engagement? Which ngover ance and participation doapproaches best support long-term, multi-stakeholder collaboration on green development? ARTEIXO
17 CHERNIVTSI (ЧЕРНІВЦІ) Chernivtsi is one of Ukraine's 20 largest cities by population and one of the 5 among them with a growing population trend before 2022. It describes itself as a compact, environmentally clean, and safe city, only 40 km from the Romanian and 60 km from the Moldovan border. Having been one of the centres of the Bukovina region with a long cultural and demographic history shaped by Romania and Moldavia, Ukrainian, Jewish, Polish and Ottoman influences, it later fell under Austrian rule. Named Czernowitz, it was the centre of Galicia's Bukovina District, sometimes dubbed as “Little Vienna” or “Jerusalem upon the Prut”. Today, the majority of the population is predominately Ukrainian with significant numbers of displaced persons following Russia's invasion to Ukraine in 2022 making up approx. 13 % of the total population. Chernivtsi continues to develop as a trade, industrial, educational, scientific and cultural centre for the region and district of the same name. The city is strategically located in the Prut river valley with the river as a recognised asset for urban green development. The surrounding landscape is characterised by forested hills and agricultural lands. 17 Country: Ukraine Name: Чернівецька міська рада(Municipality of Chernivtsi) Category: NDICI Population (2025): 264,427 stable( ) Land area: 152.8 km² Population density: 1,731/km² Distribution of land area: forest: 28.2 km² (18 %) :parks/public green 11.0 km² (7 %) waterways/lakes: 2.2 km² (1 %) built-up area (residential): 32.6 km² (21 %) built-up area (commercial): 3.3 km² (2 %) built-up area (other): 5.3 km² (3 %) areas for traffic: 3.7 km² (2 %) agriculture: 32.3 km² (21 %) other: 34.2 km² (22 %) Natura 2000 area: 29.8 km² (20 %) Tree-lined streets: km134
18 Chernivtsi is surrounded by an attractive landscape that shapes its urban structure and includes various green areas, though many remain underdeveloped or poorly integrated. Cottage settlements create transition zones between the urban and natural environments but growing residential development in these areas risks undermining this balance. Urban parks – vital for recreation and microclimate regulation – need better planning, design and integration. Some are isolated and underused, while several inner-city natural zones and corridors offer potential for non- motorized mobility and leisure. The Prut River area, currently inaccessible and underutilized, partly contaminated by industrial development until the late 1980s, could become a key recreational and landscape link between the city and the districts north of the river. Priority areas for green development in Chernivtsi are: - territory along Prut River - urban park areas (Schiller Park, Fedkovych Park, Zhovtnevyi Park, Shevchenka Park) - squares and street green spaces - a network of small rivers and lakes - inner city natural areas (e.g. green zone a long a railway track) - residential transition areas between the city and its surroundings - forests In Chernivtsi, decisions for the are made by the Executive Committee of the Cityplanning of green space Council based on proposals from the Department of Infrastructure and Landscaping and the Department for Urban Planning and Architecture. Administrative responsibility for planning lies with the relevant departments that coordinate the development in accordance with the city's general planning documents. The in the field of urban green development are:key documents - Integrated Urban Development Concept (2019) - various sectoral concepts - rules for the maintenance of green spaces - Comprehensive spatial strategies for green areas, aligned with the city's vision, are missing. The proposed concept for the development of parks, greens spaces and landscape, whose preparation is supported by the participation in the Transfer Network, will bridge the gap between the existing planning documents. - A tree inventory within the framework of the city-wide GIS system is under development. Maintenance of green areas, including care, planting and sanitary pruning, is carried out by municipal enterprises, in particular the Green Economy Trust and is coordinated by the Department of Public Utilities. The municipal enterprises are subordinate to the Department of Infrastructure and Landscaping which forms technical specifications and controls the quality of work. The tasks are carried out in accordance with the approved rules for the maintenance of green spaces, that are planned to be updated by introducing modern European standards of care. Main of green projects are:sources of funding - Municipal budget - funds from grants Policy Challenge Policy Context 18 CHERNIVTSI
19 Public Participation in Chernivtsi is guided by the Regulation on Public Consultations during the Planning of Public Spaces. Its methodology includes three steps: First, stakeholder mapping, second, community needs analysis using sociological methods (questionnaire, interview, focus group), third, spatial study of the territory (SWOT analysis, observations). Based on the results, the responsible entity forms design tasks, a competition or approval of technical documents for the maintenance of public space in accordance with regulatory documents. Good experiences have also been made with work- shops and with architectural blitz competitions for the best design proposal, for example for the sports com- plex on Parkovuy Pryizd, the improvement of Schiller Park and a part of Zhovtnevuy Park, and the compre- hensive improvement of the territory along Odeska Street. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation The task of Chernivtsi's URBACT Local Group will be to bring together a range of local stakeholder to ensure a participatory, cross-sectoral and inclusive approach to the adaptation and implementation of the Good Practice. The group will include key municipal departments, municipal actors, representatives of youth groups and student communities. Civil society organisations, local associations and individual citizens will share their knowledge of community needs and help ensure social inclusion and environmental justice. Local businesses and entrepreneurs, especially those working in green innovation and urban services, will support the economic dimension of greening cities, while professionals such as urban planners, architects and environmental experts will provide technical and design insights. Chernivtsi can draw back on previous or existing temporary working committees and interdepartmental groups with experience in intersectoral interaction. - Department of Socio-Economic development and Strategic Planning of Chernivtsi city council - Department of Urban Planning and Architecture of Chernivtsi city council - Department of Infrastructure and Landscaping of Chernivtsi city council - Finance department of Chernivtsi city council - Executive committee of the Chernivtsi city council - Department of Culture of Chernivtsi city council - Chernivtsi Municipal Production Trust for Green Economy and Landslide Prevention - Municipal Enterprise “Taras Shevchenko Culture and Leisure Centre” - civil society organizations - local associations - youth groups and student communities - local businesses and entrepreneurs The in the process will be the Executive Committee of the City Council, based on proposalskey decision maker by the different departments. There is a confessed political support to develop a concept for the development of parks, greens spaces and landscape in the city. Administrative responsibilities for planning lies with the individual departments that coordinate the development in accordance with the long-term strategic, spatial and environmental goals of the city. Cherivtsi‘s URBACT Local Group 19 CHERNIVTSI
20 Mission Statement Chernivtsi wants to identify and develop successful, innovative approaches to nature-based solutions and implementing them in a truly collaborative and creative way, and advocating for action on climate change. Which in turn will provide an opportunity to create a safe, alternative, low-carbon environment for physical activity, recreation and connection with nature and demonstrate the green path of Chernivtsi and its benefits. ASSETS for a successful transfer: - integrated urban development planning process (ICRM Chernivtsi) - regulations on public consultations during the planning of public spaces - Prut River area as a large-scale testing ground for urban green development - strong potential to develop a unified digital map of urban green spaces - experience with community environmental campaigns and educational activities BARRIERS for a successful transfer: - challenges and constraints related to the legal regime of martial law in Ukraine - missing spatial or sectoral concepts on green development - fragmented governance structures - no systematic inventory of trees and green assets - emissions and pollution hamper natural development Which three questions do you want to answer through the participation in the network? 20 What are the effective models of management and distribution of responsibility in the local government structure for sustainable care of park areas? CHERNIVTSI
21 MONAGHAN County Monaghan is a predominantly rural county in the north-east of Ireland. It is the local authority for three Municipal Districts, overseeing a network of compact towns that function as key service, employment, retail, education and cultural centres within a largely rural landscape. Monaghan (7,900 inhabitants), Carrickmacross (5,700 inhabitants) and Castleblayney (3,900 inhabitants) are the largest towns in the county. The latter two have been identified as the primary locations for Monaghan's transfer journey under the PARKS Transfer Network. Located in the province of Ulster and bordering Northern Ireland, the county has a strong landscape identity shaped by its drumlin topography, numerous lakes and interconnected river systems. Rossmore Forest Park is the most visited forest park in Ireland. Farmland accounts for the largest share of land use and is structured by extensive hedgerows and a fine-grained rural road network. Agriculture and food processing represent a key pillar of the local economy: 14 of Ireland's top 100 food-producing companies are based in the county. Alongside this, Monaghan has a well-established, export-oriented manufacturing and engineering base and is emerging as a location for renewable energy-related enterprise. 21 Country: Ireland Name: Monaghan County Council/Contae Mhuineacháin Category: Transition region Population (2025): 65.288 (growing) Land area: 1,295.0 km² Population density: 50/km² Distribution of land area: forest: 68.0 km² (5 %) waterways/lakes: 20.9 km² (2 %) agriculture: 1,185.2 km² (91 %) built-up area (all, including traffic, parks/public green): 20.9 km² (2 %) Natura 2000 area: km² (3 %)35.2 Tree-lined streets: no numbers available
22 Monaghan faces several unique challenges related to urban forestry, including limited green space in some towns and the need for better integration of nature into urban planning processes. The municipality is also actively addressing the increasing risks posed by climate change, such as more frequent flooding and heatwaves, both of which could be mitigated through improved urban tree coverage. A specific objective of Monaghan's Climate Action Plan is the development of a Green Infrastructure Plan at both county and major urban area level. This plan aims to incorporate ecology, climate change mitigation and adaptation, and environmental protection considerations in order to increase climate resilience, deliver a wide range of ecosystem services, and enhance biodiversity. Priority areas for green development in Monaghan are: - Castleblayney: Lough Muckno and Environs (climate action, biodiversity enhancement, water quality) - Carrickmacross: responding to urban heat risk and green space deficits through town centre greening and public realm improvements - urban trees: strengthening street trees and public realm planting as part of an integrated urban forestry approach linked to climate resilience, nature-based solutions and sustainable drainage - hedgerows: conservation and restoration within the rural landscape, supporting biodiversity and ecological connectivity Green infrastructure planning in Monaghan is organised through the collaboration of different teams in the county, such as Planning, Climate Action Unit, Biodiversity Diversity Officer, Environment, municipal districts, and Heritage. They are organising the procedures in fields like biodiversity-led site design, sustainable drainage systems, nature-based solutions, ecological network mapping, wetland/hedgerow protection and town-centre greening. The in the field of urban green development are:key documents - County Development Plan - Climate Action Plan 2024-2029 - Monaghan Biodiversity Action Plan 2026-2031 (Draft) - Carrickmacross Town Centre First Plan (2024) - Lough Muckno & Environs Masterplan (Draft) - Convent Lands Landscape Masterplan - Creevy Lough Recreational Masterplan - Gallows Hill Greenspace Masterplan - There is no county-wide tree inventory or monitoring system for urban green assets. The is delivered by the outdoor staff of the municipal districts with support by themaintenance of green areas county in the fields of horticulture, environment and biodiversity. Reduced mowing of meadows, native planting, pollinator plan, peat-free compost and pesticide reduction policy are examples for the continuous and practical shift to nature-positive regimes. Community stewardship is supported through Tidy Towns and in cooperation with citizens. Main of green projects are:infrastructuresources of funding - Monaghan County Council core budget (including, municipal districts allocations) - National programmes (e.g. Town & Village, Outdoor Recreation) - European Programmes (Interreg) Policy Challenge Policy Context 22 MONAGHAN
23 Citizen and stakeholder participation in Monaghan is structured through several mechanisms. At county level, the Public Participation Network (PPN) provides the primary framework for community engagement, enabling social inclusion and community groups to participate in policy-making, consultations and thematic working groups. The PPN acts as a bridge between communities and the Council and is central to how local stakeholders are engaged in green development, town regeneration, climate action and biodiversity initiatives. Recent and current project-level plans (see above) included structured consultation processes, work- shops and public engagement events. Tidy Towns and community organisations are continually involved to ensure that green-space projects, whether large or small, are shaped by local needs, informed by lived experience and supported by strong public ownership. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation The task of Monaghan's URBACT Local Group will be to co-design Monaghan's adaptation of the Good Practice, to steer the drafting of the Green Infrastructure Plan, to shape implementation priorities in the fields of tree census, nature-based solutions and town-centre greening. Also, it will ensure citizen, youth and business participation. The ULG in County Monaghan can rely on a set of interested and potential stakeholders, keen to foster urban green development in its different manifestations. They come from the county and municipal level and will include professionals, community groups and private entities. Existing networks and Committees to build on are the Climate and Environment Strategic Policy Committee (SPC), the Council Wide Climate Action Team, the Biodiversity Working Group, organising Biodiversity Conferences for the county since 2024, or the Wetlands Forum. - Local Authority (Climate Action Unit, Environment, Planning, Active Travel, Municipal Districts, Town Teams, Economic Development/Local Enterprise Office, Community & Rural Development/PPN Liaison, Biodiversity Officer, GIS/ICT/Data, Elected Members) - Community (Public Participation Network (PPN) Representative, Tidy Towns Groups, Residents Associations/Community Development Groups, Environmental NGOs/Local Biodiversity Groups, Community Garden/Allotment Groups) - Education & Youth (Primary & Secondary Schools (Green Schools Coordinators), Youth Organisations/Comhairle na nÓg, ETB/Further Education) - Third-Level/Academic partners - Business & Enterprise (Large Employers, Tourism / Hospitality Sector, Social Enterprises, Chamber of Commerce) - State & Semi-State Agencies (NPWS, LAWPRO, Transport Infrastructure Ireland/NTA, Teagasc/Forestry Expertise) The in Monaghan County Council are the Chief Executive, the Directors of Services and thekey decision makers elected members, ensuring political and executive alignment with Climate Action Plan 2024–2029 objectives. The County Council is committed to actions in the Climate Action Plan, focusing on climate adaptation and mitigation through nature-based solutions. On the operational level, the responsible county departments for planning, climate, biodiversity, environment will decide on implementation measures together with the Municipal Districts and Town Team structures. Monaghan‘s URBACT Local Group 23 MONAGHAN
24 Mission Statement Monaghan County Council aims to accelerate climate action by adapting the Good Practices of Perugia and other partners to develop a community centred Green Infrastructure Plan that builds local capacity and embeds climate resilient natural assets in the sustainable development of the county. What are the best practices in urban forestry planning that can maximise climate resilience, mitigate flooding, and reduce urban heat islands in a rural county context? ASSETS for a successful transfer: - policy mandate (Climate Action Plan SG3 & SG4) - Town Centre First stakeholder and projects environment - council-wide Climate Action Team and Biodiversity Working Group - active Tidy Towns and Public Participation Networks - flagship projects (Lough Muckno & Environs Master Plan, Eco Meadow) BARRIERS for a successful transfer: - resource constraints, missing county wide tree/green asset inventory and digital tools - competing local government priorities - lack of integrated urban forestry planning and related capacity building needs - multi-year funding constraints - difficulties to include harder-to-reach stakeholders Which three questions do you want to answer through the participation in the network? 24 MONAGHAN
25 SOFIA ( )СОФИЯ Sofia boasts of being one of the few European capitals with an accessible high- mountain range within its city limits. The mountains of Vitosha Nature Park rise up to almost 2,300 m and dominate the city-scape. The foothills stretch into the Sofia Valley at an altitude of around 550 m, creating a rich and green urban landscape. Vast parks like the Borisova Gradina provide space for nature and recreation within the urban boundaries. Shallow rivers cross the valley and Sofia is known for its thermal springs. Building on these natural assets, Sofia has been settled since prehistoric times. Remains of the Roman city of Serdica can still be experienced today. Bulgarian, Byzantine and Ottoman Empires left their traces in the city. Strategically located in the crossroads of the Balkan region, Sofia stands as the nation's primary political, economic and hub, contributing approx. 40 % to the country's GDP. The city's economy is predominately service-oriented. The city hosts nearly half of Bulgaria's universities and over 100,000 students. 25 Country: Bulgaria Name: Община София (Sofia Municipality) Category: Transition region Population (2025): 1,242,568 stable( ) Land area: 1,349.0 km² Population density: 921/km² Distribution of land area: forest: 362.7 km² (27 %) :parks/public green 245.0 km² (18 %) waterways/lakes: 30.0 km² (2 %) built-up area (residential): 156.8 km² (12 %) built-up area (commercial): 77.2 km² (6 %) built-up area (other): 58.7 km² (4 %) areas for traffic: 23.2 km² (2 %) agriculture: 362.4 km² (27 %) other: 39.1 km² (3 %) Natura 2000 area: 456.1 km² (34 %) Tree-lined streets: no numbers available but a very common feature
26 Climate change adaptation is one of Sofia's central challenges. The urban heat island effect and air pollution have been identified as significant concerns, exacerbated by climate change and urbanization. Vision Sofia 2050 as the city's long-term strategic plan outlines goals for sustainable urban development, emphasizing the importance of green infrastructure, climate resilience, and inclusive governance. However, stakeholder consultations revealed that Sofia's urban development lacks full sustainability. The city recognizes the necessity for systemic changes in planning and policy to integrate environmental considerations, aiming for a more sustainable urban environment. Sofia is aware of its challenges related to fragmented governance, lack of coordination, and insufficient integration of green infrastructure into urban planning. There is a recognized need to foster collaboration among municipal authorities, businesses, NGOs, and a motivation to engage citizens to co-create solutions for urban sustainability challenges which also means to involve citizens more directly in the shared management of urban green spaces. Derived from the various planning documents (see below), priority areas for green development in Sofia are: - the connecting green wedges from Vitosha and the Sofia Valley landscape (e.g. Vartopo) - green spaces along river corridors, main boulevards and former railway lines (e.g. Stotshna Gara) – basis for the Green Ring of Sofia - Sofia's main parks (Borisova Gradina, Loven Park, South Park, West Park) - neighbourhood parks (e.g. Lagera, Monastirski, Kukuriak) and pocket parks - new urban forests - trees along streets For the activities in PARKS Transfer Network, Sofia will focus on neighbourhood as pilot area, approx.Lagera 3 km Southwest of the City Centre. In Sofia, is carried out by the governing bodies, responsible for the respective greenplanning of green areas system or area, either Sofia Municipal Council, the Mayor of Sofia or the mayors of the individual districts. The planning process follows a special municipal ordinance (see below). The in the field of urban green development are:key documents - Vision Sofia 2050 - Integrated Urban Development Strategy (“Program for Sofia” 2021-2027) - Sofia Urban Master Plan - Green City Action Plan 2020-2025 (GCAP) - Sustainable Energy and Climate Action Plan (SECAP, Draft) - Sofia Municipality Environmental Protection Program 2027 - Ordinance for the Construction, Maintenance and Protection of the Green System of Sofia Municipality (2023) - “Health, Opportunities Order, Effective Municipality“, Management Programme 2023-2027 - Sofia has laid the foundation for a complete tree inventory and assessment system through a tree map by Sofiaplan municipal enterprise. Having been generated from aerial images, it still lacks qualitative information. Sofia Municipal Council manages the based on the functional purpose, the intensityquality of the green system of maintenance and the territorial location of the green areas. The Mayor and his subordinated divisions (Environment Division, Green System Directorate and Department) coordinate the overall activity of preserving, building and maintaining the green system of the municipality, organise the implementation of the budget and of the long-term programs for its development. The district mayors implement the budget for the activities under their responsibility and organise the implementation. Certain tasks, e.g. the maintenance of large parks, is vested in the municipal Parks and Urban Gardens enterprise. Main of green projects are:sources of funding - Municipal budget (as allocated to the Green System Directorate and the districts) - National funding - EU programmes) Policy Challenge Policy Context 26 SOFIA
27 Sofia does not have a stand-alone citizen participation strategy. Participation and procedures are guided by formal rules for public consultations in planning and regulations. The strategic participation process for the “Vision for Sofia” embedded broad stakeholder involvement from design to implementation. The use of practical citizen engagement tools for proposals and voting on local initiatives has been widely tested and is applied according to the respective task or procedure. Structured stakeholder engagement is usually project- based. Examples are previous and current URBACT Local Groups. The initiative “The New Forest of Sofia”, through which 150,000 saplings have been planted since 2017, is a very good example for the mobilisation of volunteers and the local community around afforestation efforts. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation The task of Sofia's URBACT Local Group will be to conduct the necessary , including workingnetwork activities sessions, co-creation workshops and local testing actions. Its members will provide input into strategy tailoring, stakeholder feedback and identification of pilot areas. Furthermore, they will help to maintain continuous local dialogue with civil society and residents to strengthen citizens and stakeholder engagement in sustainable urban forest management. The ULG will represent a designed to integrate diverse stakeholders in the planning andcollaborative platform management of urban green spaces. This inclusive approach ensures that the city's green infrastructure initiatives are well-rounded, sustainable, and reflective of the community's needs. They will contribute individual expertise and insights into the existing situation, and state-of-the-art approaches related to the network's Transfer Topics. - Sofia Municipality (Climate, Energy and Air Directorate, Green System Directorate, Public Enterprise “Parks and City Gardens”, Sofiaplan, “Green Sofia” project, Krasno Selo District Administration) - NGOs (Bulgarian Biodiversity Foundation, “Gorichka” Association, Eco-Community Foundation, WWF Bulgaria) - Neighbourhood initiatives (Lagera Association), schools and business partners from the proposed pilot area - Experts (Landscape Architects) The Mayor of Sofia as the together with the responsible Deputy Mayor for Environment,key decision maker who leads on green, climate sustainability policies as the key figure will ensure the delivery through the executive bodies in the municipal administration. They will attend key meetings, validate political decisions and ensure political visibility and alignment with municipal strategies. Sofia's political support for the transfer is strong, formalised and strategic. It is rooted in mayoral-level commitment, reinforced by alignment with long- term city strategies, and driven by political interest in delivering measurable climate resilience, improved quality of life and more inclusive urban governance. SoÞa‘s URBACT Local Group 27 SOFIA
28 Mission Statement Sofia aims to strengthen climate resilience and urban liveability by co-creating an integrated and participatory approach to urban forest management that enhances biodiversity, ecosystem services and active citizen stewardship. ASSETS for a successful transfer: - substantial data available on urban green assets - existing network of experts and professionals to engage - public support for urban green development and environmental issues - a substantial environment of relevant planning documents to build on - numerous and diverse potential transfer testing sites BARRIERS for a successful transfer: - fragmented governance of green spaces, disintegrated responsibilities and administrative levels, in terms of green assetslack of centralized oversight - gaps in data collection and lack of comprehensive data and monitoring tools - missing systematic experience on collaborative management and decision-making - limited public awareness and engagement - lack of dedicated municipal, national and European funding for innovative nature- based solutions 28 SOFIA Which three questions do you want to answer through the participation in the network? How can Sofia move from fragmented green space management to an integrated, ecosystem-based urban forest strategy? How can urban forests be used more effectively as a climate adaptation and mitigation tool in a large, fast-growing capital city?
29 VALONGO The Municipality of Valongo consist of five parishes: Ermesinde and Alfena in the north- western Leça river valley, Sobrado and Campo in the eastern Ferreira river valley, and eponymous Valongo on Simão river in the centre. The landscape is dominated by forested mountain ranges with a rich biodiversity of which Serra de Santa Justa (up to 374 m) is the most prominent. Large portions are protected under Natura 2000. Valongo takes pride in its long history of gold mines dating back to the Roman times, and fossil- rich slate quarries. Agriculture and mills laid the foundation for a long-standing and famous biscuit-making tradition. Alfena parish is also known for toy-making and Sobrado parish for the Bugios and Mourisqueiros festival. Today, Valongo is drawn into the growing Porto Metropolitan Area with a dynamic urban and residential development. 29 Country: Portugal Name: Município de Valongo (Valongo Municipality) Category: Less developed region Population (2025): 101.464 (growing) Land area: 75.1 km² Population density: 1,351/km² Distribution of land area: forest: 44.0 km² (59 %) :parks/public green 0.3 km² (0 %) waterways/lakes: 0.6 km² (1 %) built-up area (residential): 8.9 km² (12 %) built-up area (commercial): 0.9 km² (1 %) built-up area (other): 0.8 km² (1 %) areas for traffic: 9.2 km² (12 %) agriculture: 10.2 km² (14 %) 0.2 0other: km² ( %) Natura 2000 area: 8,2 km² Tree-lined streets: 2 km52
30 Valongo, despite being one of the greenest municipalities in its region, faces several challenges in managing its rich natural heritage. The territory is highly vulnerable to the ,impacts of climate change particularly heatwaves, prolonged droughts, and the increasing risk of forest fires. While the municipality benefits from extensive forest coverage, its green infrastructure remains fragmented, limiting the ecological connectivity between urban and peri-urban areas. Urban development and land artificialisation continue to exert pressure on natural ecosystems, threatening biodiversity and undermining the ecological balance. In parallel, incitizen involvement the long-term care and co-management of green spaces is still limited, often confined to one-off i n i t i a ti v e s r a t h e r t h a n s t r u c t u re d , o n g o i n g participation. There is also a recognised need for more advanced and digital tools tomonitoring systems assess, manage, and communicate the value of urban green assets in an evidence-based way. Priority areas for green development in are:Valongo - mountainous areas and forests - small parks and micro-forests within the urban areas - riparian areas (Leça, Ferreira and Simão river corridors) - trees along streets The Valongo Municipal Masterplan, as the main , determines zoning and distribution of landstrategic document for different purposes, including green areas, forest or agriculture. Although the spaces in which green areas can be implemented are defined through this plan, their actual creation is largely under the responsibility of the municipality and the collaboration of the parish councils since these must guarantee subsequent financing and maintenance. In the case of private land, approval for construction is given by the municipality, which verifies that it respects the minimum impervious area defined in the Master Plan, where new green areas can be created. The in the field of urban green development are:key documents - Valongo Municipal Master Plan - Municipal Climate Action Plan (2024) - Municipal Forest Fire Defence Plan (2019) - Urban Tree Management Regulations - Through the projects “All Streets with Trees”, “Green Giants” and “Phytosanitary Assessment of Trees”, Valongo has progressed substantially in creating a digital tree inventory. The is ensured by the municipality or the parish councils, depending on themaintenance of public green areas location and type. However, there are some aspects that are centralised in the municipality, such as the assessment of trees at risk or the control of invasive species (together with partnering stakeholders). Main of green projects are:sources of funding - Municipal budget (also for projects and maintenance led by the parish councils) - National programmes (e.g. environmental fund) - European programmes (ERDF, ESF+) Policy Challenge Policy Context 30 VALONGO
31 Valongo has a consistent and growing journey regarding citizen participation, an aspect that has contributed to the award as European Capital of Democracy in 2022 and for the election of the previous mayor as President of the Network of Participatory Municipalities. Notable projects include the Youth Participatory Budget (URBACT Good Practice 2025) and Valongo Senior Participatory Budget, Valongo Children's Council, “Lá Fora” project, and the multi-stage participation in the latest revision of the Valongo Municipal Master Plan. Furthermore, Valongo is partnering with neighbouring municipalities in the Association of Municipalities of Por to Mountain Park and the Association of Municipalities of the Leça River Corridor. Both actively promote participatory processes and volunteer work in their activities. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation The task of Valongo's URBACT Local Group will be to bring together a range of local stakeholder to ensure as participatory, cross-sectoral and inclusive approach to the adaptation and implementation of the Good Practice. The ULG will play a key role in assessing the potential for replicability of the practice in Valongo's local context and in . It will be composed of hand-picked individuals and entities with in-depthidentifying adaptation needs knowledge of the territory and its population, so that the strategy can be adapted in an integrated manner, reducing the chance of failure. A range of initiatives in progress can be tapped for the benefit of the ULG. In the preparation of this group, the connection to the community will also be emphasised, so that this process of sharing and learning integrates real challenges and needs. To achieve this goal, clear and coordinated communication guidelines will be established between the municipality and the local group, which will include: - relevant municipal departments - representatives of the parishes - local non-profit associations, e.g. Association of Municipalities of Porto Mountain Park, Association of Municipalities of the Leça River Corridor, Alto Relevo – Clube de Montanhismo - Universities, e.g. University of Porto (UP), University of Trás-os-Montes e Alto Douro (UTAD) Company- Colquímica Adhesives On the local level, the Parish Council Presidents, the Councillor for the Environment and the Mayor of Valongo have been identified as the political . These are complemented by decision-makers who aredecision makers responsible for specific areas of intervention, such as the Association of Municipalities of the Porto Mountain Park and the Association of Municipalities of the Leça River Corridor. One pronounced objective for the Valongo team in terms of the achievement of political and administrational support for green asset and tree management will be to create an environment where every stakeholder takes responsibility and contributes to the overall construction of a more sustainable present and future. The ULG will be a foundation and a pathway towards this goal. Valongo‘s URBACT Local Group 31 VALONGO
32 Mission Statement For Valongo, participation in the PARKS Transfer Network is an opportunity to continue along our path towards climate neutrality, boosting the involvement of municipal services and local communities. The involvement of this diverse group of partners is an opportunity for broader learning, from different realities and experiences that come together in the face of common challenges. ASSETS for a successful transfer: - a dedicated technical team with experience in working with green areas - established partnerships with entities and institutions, such as municipal associations and parish councils - municipal plans and ongoing projects related to green areas - substantial data availability on urban green ssetsa - nationally required Green Plan as an opportunity to initiate cross- departmental collaboration BARRIERS for a successful transfer: - lack of multidisciplinary collaboration within the administration regarding planning and management of green areas - need of specialized operational human resources for green spaces' management - no communication strategy on sustainability, particularly regarding trees and green spaces - no monitoring strategy to measure the impact of green spaces in the urban context - missing financial resources and incentive frameworks to reward owners of green assets Which three questions do you want to answer through the participation in the network? 32 VALONGO
33 VESZPRÉM The “City of Queens”, as Veszprém is also known, is one of the oldest cities in Hungary. It boasts a rich cultural heritage that has been highlighted in the European Capital of Culture year of 2023. Veszprém is strategically located in the rolling landscape between Lake Balaton, 15 km to the south, and the Bakony Mountains, rising towards the north to more than 500 m within the city limits. The historic core of the City is located in and around the limestone hills and valleys formed by Veszprém Séd (creek). Várhegy (Castle Hill) with the cathedral and the bishop's palace is the most prominent hill, surrounded by the green valleys of “Cloisters and Gardens” that stretch throughout Séd valley into the surrounding landscape. The more modern residential districts of Veszprém boast a high proportion of green areas, exhibiting also exotic species through which Veszprém is sometimes labelled “City of Arboretums”. Today, Veszprém is the seat of a county and district of the same name and one of the three urban centres of the Central Transdanubia region. Its favourable situation played and plays an important role in Veszprém's urban evolution. Industry, services and education, including the University of Pannonia, contribute their share to a robust and diversified socio-economic development. 33 Country: Hungary Name: Veszprém Város (Municipality of Veszprém) Category: Less developed region Population (2025): 55,118 stable( ) Land area: 127.0 km² Population density: 434/km² Distribution of land area: forest: 73.0 km² (58 %) :parks/public green 2.5 km² (2 %) waterways/lakes: 1.4 km² (1 %) built-up area (residential): 8.6 km² (7 %) built-up area (commercial): 5.8 km² (5 %) built-up area (other): 1.1 km² (1 %) areas for traffic: 1.6 km² (1 %) agriculture: 32.9 km² (26 %) 0.0 0other: km² ( %) Natura 2000 area: 53.7 km² (42 %) Tree-lined streets: no numbers available but a prominent feature
34 Veszprém has identified several key challenges. Spatial inequality in green space distribution, with dense urban or industrial areas having limited access compared to greenbelt districts. Climate change impacts, such as heat islands, drought, storms, and new pests, increasing stress on urban vegetation. Green areas are fragmented, limiting their ecological connectivity and function, and semi-natural habitats are degraded, affected by invasive species and human activity. There is a limited maintenance capacity, due to budget constraints and workforce shortages, hindering long-term, knowledge-based green space management. Generally, there is a lack of systematic community involvement, with public engagement in green space protection and use being sporadic and project-based. Priority areas for green development in Veszprém are: - green corridors connected to forests - city parks and public green areas - green along streets and walkways - neighbourhood parks and micro-forests - brownfield rehabilitation areas In Veszprém, is determined by strategic documents (see below) which are integratedplanning of green areas into the decision-making process by the municipal council and its specialist committees. The priorities of planning are sustainability, climate adaptation, social participation, and strengthening green infrastructure. The planning of green spaces is linked to climate, mobility, and transport objectives and is not treated as a separate area but as part of a city-wide system of objectives. Public participation is anchored in the planning process. The in the field of urban green development are:key documents - Green Surface Strategy (2024) - Sustainable Energy and Climate Action Plan (SECAP) - Veszprém Green City Programme - Sustainable Urban Development Strategy - Integrated Settlement Development Strategy - Local Equal Opportunities Programme - Veszprém has a green space and tree register that serves also as monitoring system. Maintenance of green areas is vested in the municipal utility company VKSZ. It performs municipal tasks under an indefinite public service framework agreement. The scope includes the whole spectrum of public maintenance tasks in public space. The work of VKSZ is supervised by the relevant municipal departments, landscape architects and horticultural engineers. The forest areas around the city are managed by the state- owned VERGA company. Main of green projects are:sources of funding - Municipal budget (for maintenance and smaller developments) - State programmes co-funded by ERDF (for maintenance and development, TOP (Regional Development Operational Programme) and KEHOP (Environment and Energy Operational Programme)) - European programmes (for green/blue and environmental planning and developments, URBACT, Interreg) Policy Challenge Policy Context 34 VESZPRÉM Rain Garden
35 Veszprém does not have a separate, formal civic participation strategy. Citizen and stakeholder engagement is supported by several formal and informal practices. These include the introduction of participatory budgeting, the involvement of the public and civil society in various forums and public hearings, and the consultation and opinion processes used in the development of strategic documents. Together, these ensure that community participation is integrated into urban decision-making. S u c c es s f u l an d we l l -re c ei v e d ex am p le s f o r participation in the field of urban green development are the establishment of community gardens, the BiodiverCity working group, the “10 million trees – Veszprém” movement, the establishment of a micro- forest as part of community planting, and the “Wildflower Veszprém” project. Prioritisation of target groups to involve in urban green development: planners/professionals citizens students/youth businesses Participation The task of Veszprém's URBACT Local Group is to create a between urban decision-platform for cooperation makers, professionals and local communities. It is seen as a for joint learning, co-planning and co-local forum decision making. The group will ensure that the international knowledge acquired within the framework of the Transfer Network is utilised in the planning, maintenance and use of urban green and community spaces in the long term. The main tasks of the ULG will include: - to ensure strategic direction and local embedding towards the city leadership - to be a common platform for shared understanding of local challenges and priorities - to support local adaptation of the Good Practice - to strengthen community and stakeholder involvement - to gather knowledge, develop new methodology about green space management - to contribute to the development of Transfer Plan and other planning documents Veszprém‘s PARKS ULG will be formed in from previous international projects,continuity with action groups where partnerships with eager stakeholders were established. Most of all, it will tap the recent ULG of the BiodiverCity Action Planning Network, established in 2023 on the basis of preceding projects and plans. It is planned to continue in the format of a core and wider working group with regular meetings, involvement of members in international activities, learning, processing and incorporating international good practices, preparation of the Transfer Plan, and the opportunity to implement smaller actions. - Municipality of Veszprém (Strategic Department, Urban Development, City Management, City Administration, Social Departments) - Public Utility Company (VKSZ) - Veszprém Urban Development and Innovation (VVI) - University of Pannonia - Balaton-felvidéki National Park - Bakonykarszt Water and Sewerage Company - State Forestry Company (VERGA) - Chamber of Agriculture (NAK) - Local civic associations and organisations - Professionals The most important are the General Assembly of elected representatives (and their commit-decisions makers tees), the Mayor and Deputy Mayor. The Mayor and the municipality actively support the project. There are institutio alised information channels to the decision makers on implementation level: the respective depart-n ments and offices in the administration (urban development, city management, chief architect group. strategic department), city-owned companies and institutions. Through civic participation, civil society organisations will also have a say. Veszprém supports the strengthening of participatory urban governance, integrated management of green and community spaces, climate adaptation and knowledge-based decision making at the policy level. It connects this support to a number of relevant strategies, plans and directives in place. Veszprém‘s URBACT Local Group 35 VESZPRÉM
36 Mission Statement Veszprém's mission in PARKS Transfer Network is to develop, test and share participatory, knowledge-based and climate-sensitive urban management solutions related to urban green spaces, contributing to a more resilient and community-active urban operation. Focus on climate adaptation (esp. biodiversity and blue infrastructure) and the incorporation of good practice into maintenance and development. How could the development of urban green spaces best be linked to the positive impact of urban climate and water conservation solutions (e.g. rainwater retention)? ASSETS for a successful transfer: - existing organizational units, working groups and partnerships related to urban green development - relevant strategic documents and planning bases - valuable experience from related finished and ongoing projects - some external resources for development - the aim to have a green infrastructure strategy or similar concept as an opportunity to mainstream urban green development BARRIERS for a successful transfer: - missing or unclear competences and inflexible regulations for the management of urban green spaces and forests - no existing dedicated participation/stakeholder policy and lack of related human capacity - lack of data and dissemination of information for knowledge-based decision making, no dedicated monitoring and evaluation platform for practices - limited human capacity for coordination and maintenance of green spaces - lack of finance and financial support mechanisms for community or micro projects Which three questions do you want to answer through the participation in the network? 36 VESZPRÉM What professional, economic and social methods can best be used to preserve the condition of urban green spaces, especially urban forests, and increase their size, linked to the preservation and development of urban biodiversity?
37 The table shows the assessment of the transfer potentialon the right for each individual partner in the network (or improvement potential in the case of Perugia). It uses a two-dimensional categorisation: First, the priority of each Transfer Topic in the scale high medium low All partners have at least two transfer topics that are of highor three priority, meaning that they see the highest need or potential to progress in this field. There is no single topic, however, that all seven partners rate as high priority. There are always partners that either don't have it high on their agenda or they have already progressed significantly in this field. Only a few ratings of C have been issued. Second, because of nature of the Good Practice, each Transfer Topic covers a rather broad scope of components from (but not limited to) the Good Practice. Given the fact that the partners have already reached different levels with each Transfer Topic, independent of the respective priority, there will be two different :adaptation levels Either partners will aim for the “adaptation and re-use of the Good Practice's components” or they will use the “Good Practice's components as the initiator for a local solution”. The first three Transfer Topics are mixed between both adaptation levels while the latter two are targeted by all partners for the second adaptation level. Furthermore, an additional categorisation shows where a (comparable) for a given Transferpractice already in place Topic. This, of course, covers all five Transfer Topics in the Good Practice City but also Transfer Topic I in Sofia and Valongo and Transfer Topic IV in Monaghan. In sum, it becomes clear that and a high interest in working on the differentall partners have a high transfer potential Transfer Topic . All partners will produce a clear Transfer Plan. Given the scope of the Good Practice and followings the three levels suggested by the URBACT Secretariat: - Level A: adaptations identified with full-scale reuse of the Good Practice with resources to support the process, within the timescale of the project - Level B: the Good Practice will be adapted and partially re-used within the timeframe of the URBACT project - Level C: identifying aspects to be transferred and resources to support the process within a clear future time frame, beyond the lifetime of the Transfer Network the transfer expectation for all partners will fall in Level C. For individual Transfer Topics, the partners may reach a transfer level of A or B but overall, the transfer and learning activities in the network will initiate a comprehensive transfer and development process that will continue on well after the adapt and re-use phases of PARKS Transfer Network. This is also due to the sheer workload needed for certain activities. The network activities to date – Kick-off meeting, city visits, contributions to the Transferability Study – show that the partners are ambitious and motivated to embark on the transfer journey. Due to the fact that Chernivtsi could not participate in the Kick-off meeting and that the city visit was not possible, there is a need to catch up with the other project partners. The need is understood and will be mitigated. Partners‘ Individual Transfer Potential 37 Transfer Topic I TREE CENSUS Transfer Topic II GREEN COUNCIL Transfer Topic III GREEN ASSET STRATEGY Transfer Topic IV PARTREECIPATION Transfer Topic V AWARENESS-BUILDING 1 2 1 2 2 2 2 2 2 1 1 2 1 1 1 2 2 22 2 2 2 2 2 22 2 2 2 2 22 SECTION 3: NETWORK ROADMAP
38 Network Methodology: the Transnational Level PARKS Transfer Network brings together cities from very different natural and cultural landscapes but eager to share and test participatory actions for the resilient and knowledgeable stewardship of urban green spaces by involving citizens, students, professionals and businesses. This will be done through a set of transfer and learning activities, focusing on the five Transfer Topics that bear the central components of Perugia's Good Practice. Perugia as the Good Practice City is understood as the role model within the network. The Lead Partner's self-assessment, however, sees Perugia as a “learner” among peers, looking for inspiration to follow and improve the path successfully taken to date. Given the role of the Lead Partner and the nature of the Transfer Topics, developed from the Good Practice components, the “Carousel Model” for the exchange and learning activities is seen as the most suitable. In this model, a multilateral approach is adopted where all partners participate in the transnational meetings, sharing all aspects of the process, usually as “recipients”, often also as “contributors” to the respective Transfer Topic. The picture on the right shows the in a growth path from the Kick-off“Carousel Model” Meeting via the Thematic Transnational Meetings to the Final Meeting, where network results are communicated and disseminated. The following table gives a non-conclusive list of possible to each Transfer Topic:contributions by partners - Perugia (Lead Partner/Good Practice): digital twin, TreeDB - Valongo (host): mapping projects (“All streets with trees”, “Green Giants” etc.) - other partners: ofia: ; Chernivtsi and Veszprém:S Sofia Plan, Urban Heat Island Mapping local inventories and monitoring systems - Perugia (Lead Partner/Good Practice): Consulta del Verde, working with professionals and capacity building - Veszprém (host): cross-departmental and stakeholder collaboration in the development of green projects - other partners: rteixo:A collaboration with "big players", cross-departmental working group alongo:V collaboration with regional associations and stakeholders - Perugia (Lead Partner/Good Practice): del Verde futureGreen Asset Strategy, Regolamento , Green Plan - Arteixo (host): AURA, Integrated Action Plan, green and blue infrastructure strategy, innovation in nature-based solutions - other partners: ofia: ; Chernivtsi:S GCAP, SECAP, Green Ring of Sofia Prut River development area strategy onaghan: ; Valongo:M Climate Action Plan, Laugh Muckno Master Plan and other plans Leça River strategy - Perugia (Lead Partner/Good Practice): Consulta del Verde, Collaboration Pacts, Alleanza Verde Urbano - Monaghan (host): , Town Teams,Public Participation Network (PPN) Tidy Towns, Eco-Meadow, Biodiversity Officer/Conferences - other partners: eszprém: public ; ofia: and interventions;V involvement in planning phase S municipal small-scale improvement scheme Chernivtsi and Valongo: ; hernivtsi:tree planting projects C neighbourhood improvement activities - Perugia (Lead Partner/Good Practice): cSchool urricula and their application - Chernivtsi (to be confirmed as host): Tree Planting Projects, neighbourhood improvement activities - other partners: eszprém: me ; onaghan:V program s, campaigns, school projects M eco-schools committees, biodiversity conferences Sofia and Valongo: ies; Sofia: ; Chernivtsi: educational activitiescollab with forestry universit school yards, "Shade Seekers" project Transfer Topic I 2nd Transnational Meeting TREE CENSUS Transfer Topic II 3rd Transnational Meeting GREEN COUNCIL Transfer Topic III 4th Transnational Meeting GREEN ASSET STRATEGY Transfer Topic IV 5th Transnational Meeting PARTREECIPATION Transfer Topic V 6th Transnational Meeting AWARENESS-BUILDING Meeting Meeting Meeting Meeting Kick-off Meeting Meeting Meeting Final Meeting
39 Network Methodology: the Local Level Network Methodology: Communication While the adaptation work will be done by each partner on the localindividually level, accessing the thematic content together on the transnational level will follow a comparable scheme: Each will highlight oneTransnational Meeting specific Transfer Topic and hosted by a city that can contribute hands-onwill be experience in the respective field. Led in a joint effort by Lead Expert, Lead Partner and hosting partner, the meetings will use structured exchanges on both thematic and methodological aspects, featuring workshops, field visits, and peer consultations. The Lead Partner and project partners with experience in the field will showcase their solutions, offer information and advice in a peer learning process. It is expected that partners come prepared, either as recipients orand/ contributors, to make the most of the meetings. To maximise learning and exchange, the meetings will be interactive, integrating tools from the URBACT Toolbox such as participatory facilitation techniques. Also, ad hoc expertise within the URBACT framework can be used. The meetings will offer a substantiated starting point for the partners to proceed with the topic on the local level. Nota bene: The timeline and thematic focus of the Transnational Meetings reflect on the initial structure laid out in the PARKS application form. The two substantial changes are the switch of Arteixo and Veszprém as host cities of the 3rd and 4th meetings and the switch of the general thematic focus of the 3rd and 5th meetings. These changes have been agreed to by the network partners. Given the scope of the Transfer Topics, aspects may not be conclusively handled or discussed in every detail at the meetings. It will happen that substantial questions remain unanswered or additional expertise is needed; other aspects, e.g. the funding of urban green assets, are not planned to be handled in detail at one of the meetings. These sub-topics and aspects may be taken further through supplementary online meetings for the partners interested, with the option also to draw on ad hoc expertise. The time, focus and contents of these additional online meetings cannot be fixed at this stage but will be assessed and organised according to arising needs. Depending on the partners resources and the amount of work necessary to initiate or implement the different components, it may happen that priorities change for a partner in the course of the network and that individual Transfer Topics are either promoted or even dropped by a partner for the sake of reaching better results in another. Though not promoted, the Transfer Methodology generally leaves room to address this in the mid-term reflection process. After the network's Kick-off Meeting (on network level) and the initial meetings of the partners' ULGs (on the local level), an is thoughtalternating rhythm of transnational and local meetings (and communicated) to be a logical and feasible setting to allow the two levels to feed into each other. This will leave the project partners with at least six or seven ULG meetings in the runtime of the network, with the first as a kick-off , five thematic meetings reflecting themeeting respective Transfer Topics of the Transnational Meetings, and a concluding meeting. Additional meetings or activities on the local level are explicitly encouraged if to support the transferhelpful process. The format of the partners' ULGs will be developed by the end of the Understand Phase. In the runtime of the network, each project partner will produce a and the LeadTransfer Plan Partner an Improvement Plan. The work on these plans will commence in the Adapt Phase of the network and continue to the end of the re-use phase. Different exchange and learning formats at the transnational level will help the partners in their ULG's individual development and reflection processes. A peer review of the final version of the Transfer Plans will be done at the Final Meeting in Sofia. The framework of the Transfer Networks allows for to be implemented in theTesting Actions runtime of the network. Each partner is free to develop and implement these in parallel to the design and layout of their Transfer or Improvement Plans and linked their prioritised Transfer Topics. Testing Actions will concentrate in the Re-Use Phase but may already be kicked off in the Adapt Phase. The activities are pre-defined by the of theterms of the callCommunication and Dissemination Transfer Networks. he PARKS Communication Plan, the core include:T communication activities - three network articles (by the Lead Expert) based on contributions by- six quarterly network journals (by the Lead Expert the partners) - Network Final Product (format to be decided) - the set-up and posting in the network's page (urbact.eu/networks/parks) and on social media channels (e.g. linkedin.com/in/parks-urbact) communication- local activities by the partners e-mail and- in
40 Network Roadmap PARKS GROWTH PLAN 11 UNDERSTAND ADAPT REU-USE 2025 12 1 2026 2 3 4 5 6 7 8 9 10 11 12 1 2027 2 3 4 5 6 7 8 9 10 11 12 1 2028 2 3 4 Outputs ULG and Activities on the Local Level Exchange and Learning Activities on trans- national and pro- gramme levels Years Months Phases Transferability Study 3 Network Articles and 6 Quarterly Network Journals TT I TT III TT IV TT VTT II Communication Plan Final 6 Transfer Plans/ 1 Improvement Plan Final Report Draft Transfer/Improvement Plans ULG Set-up Stakeholder Mapping ULG at work Transfer/Improvement Plan Creation Design and Implementation of Testing Actions Dissemination and follow-up