Today, RW is mostly conceived as an arrangement enabling flexible work organization. However, REMAKING contends that RW can be more than that. If the multiple effects induced by RW on individuals, business models and the socio-economic sphere are properly understood and addressed by policymakers, it might become a lever contributing to shaping ongoing social, economic, and spatial structural changes. At the basis of REMAKING there is a profound consideration of the ongoing megatrends (i.e., digital transformation, flexibilization of production models) that have initiated RW and of the recent shocks (i.e., the pandemic and Russia’s war in Ukraine) that have consolidated the diffusion of different forms of RW. Through this angle, the multiple effects induced by RW call for rigorous analyses to support decision-makers in balancing opportunities and problems linked to RW for a potential rethinking of territories, namely in rural areas. REMAKING aims at delivering a policy-oriented framework reflecting the new and multi-faceted realities of RW, facilitating policymakers to adopt place-based policies balancing the opportunities and risks of RW and sharing practices to foster mutual learning on RW in the novel scenario of megatrends and shocks. These objectives will be achieved through participatory research activities across 4 case studies, each addressing a different form of RW (digital nomadism, post-pandemic, high-skilled in hi-tech sectors and enforced remote workers). The 4 case studies encompass overall 7 countries(Italy, Greece, Portugal, Germany, Czech Republic, Ukraine, Ireland): for each country, 1 second-tier city and 1 rural area will be studied. REMAKING generates an impact on socio-spatial transformation processes across second-tier cities and rural areas in terms of improved planning, design and implementation of multi-level policy, promotion of territorial socio-economic resilience and development, and advanced understanding of RW multiple impacts.

Europe gave birth to the industrial revolution about two centuries ago thanks to the convergence of a series of factors that allowed technology to be closer to society, while creating economic benefits to regional and national economies. With the globalisation, European cities lost a large volume of manufacturing capacity and transitioned to a knowledge economy. The result: a decrease in manufacturing jobs, the lack appreciation for these jobs, and neglected industrial areas subject to decay. Decay of industrial heritage has a major imprint on European city's identities, but also is a source of opportunity. The result, industrial areas with high historical value for Europe being abandoned or exploited by extractive economic activities, with no connection to local knowledge, and with no generation of value at the local level. CENTRINNO aims to develop and demonstrate strategies, approaches and solutions for regeneration of industrial historic sites and areas as creative production and manufacturing hubs, that 1) hold true to the ecological challenges of our time, 2) boost a diverse, inclusive and innovative urban economy, and 3) and use heritage as a catalizer for innovation and social inclusion. We give centre stage to craftsmen, vocationally trained professionals, entrepreneurs, makers, SME’s, Fab Labs, Food Labs and Makerpaces to become key players in the cities supply of local goods and support them to take on a fundamental role in our future cities, thus opposing disengagement and stagnation of local economies. Through a holistic method combining the Fab City Global Initiative approach to productive cities with Emotion Networking, life cycle assessment and spatially-specific material flow analyses, we bring to the fore both complex, layered histories of these sites as well as the cities available resources in terms of urban landscape, materials, current day skills and practice and human capital.

This Start-up plan is about creating the EIT Culture & Creativity. Starting by building its legal and operational readiness, and leading on to the design of long-term strategies for partnership growth and ecosystem engagement. All activities carried out during the start-up phase are aimed at enabling this EIT Innovation Community to unlock the latent value of its stakeholders. The focus will be on: Creating the new legal entities, good governance structures, and internal initiatives that foster long-term financial sustainability plans while maintaining the public service mission. Endowing the KIC with appropriate management and operational teams, with attributes and roles that can grow with the KIC; and ensuring the best candidates are recruited to the roles to assume all necessary functions, including supervisory ones. Developing the KIC’s programmatic structures based upon knowledge generated and contributed by the partners, and in alignment with the Strategic Agenda 23-27, and launch the first Call for Proposals for BP 24-25. To raise awareness of the EIT Culture & Creativity, and to develop specific measures to engage and nurture a vibrant community of innovators, from all corners of Europe, and especially from RIS countries. The SUGA is built on 30 partners, and one affiliated entity. The rest of the founding organisations will contribute pro-bono to many of the activities by volunteering staff to the participatory work groups. All these contributions are fundamental to achieving legal and operational readiness, and to building a shared vision for EIT Culture & Creativity.

CORAL aims to unpack the latent dynamics and impacts of collaborative workspaces (CWS) in rural and peripheral areas and integrate them as development tools in local and regional policies to open up new potentials for socio-economic development. Whereas we have observed the rapid rise of CWS in urban agglomerations the past 15 years, there is now a gradual rise of CWS in rural and peripheral areas too. However, there is no clear evidence about their functions, impacts and the ways that policymaking should promote the rural CWS wave and assist in linking the development of CWS with processes of local socio-economic development. In fact, that policy link is much needed for those disadvantaged places (places that don’t matter) , as only a few EU policies (e.g. Interreg) have assisted, in a fragmented way, the development of CWS in peripheral and rural areas. At the same time, there is an urgent need for qualified professionals in academia and the policy arena, in order to effectively promote CWS in the lagging parts of the EU and by that, open up new development futures. CORAL envisages to provide specialized and tailor-made training to 15 young researchers to better understand and support the development processes of CWS in rural and peripheral areas, their wider impacts at the local and regional level, as well as at the level of the individual worker and the enterprise. Moreover, through different means of dissemination and exploitation (knowledge exchange days, CORAL schools, digital platform), the impacts of CORAL aim to reach a wider audience ranging from public policymakers to private stakeholders and CWS communities across the EU. The CORAL consortium consists of nine beneficiaries (five academic and four non-academic) and 6 partner organisations (four academic and two non-academic) from six EU Member States.

The outbreak of the pandemic created unprecedented challenges for galleries, libraries, archives and museums (GLAMs), which were already struggling during the last years with issues of underfunding, increased maintenance and operational costs and challenges imposed by over-tourism. The COVID-19 pandemic served as a wake-up call to rethink how cultural production and consumption are organized and articulated with different sets of actors and local contexts, towards safeguarding sustainability, access and the well-being of the sector, its workforce and surrounding communities. Long before the pandemic crisis, European cultural policy encouraged museums to embrace participatory governance and digitisation (European Commission, 2010 ), become more financially self-reliant and diversify their income-generating activities. It is thus vital to map pre-pandemic practices across the sector, to fully account the pandemic effects on the sector and to explore novel solutions that will inform GLAMs response and adaptation to the post-pandemic era, under a new conceptual paradigm that will advance GLAMs as the agents of change. GLAMMONS project aims to provide answers to the above challenges, fill gaps and advance research and policy employing the theory of the commons to i) provide an in-depth analysis and evaluation of ongoing shifts (with a specific focus on both pandemic-driven transformations and digitalisation) in the field of GLAMs, ii) explore and assess practices (concerning management, finance and participation) that emerge around small scale, community-led GLAMs and the possibility of transferring relevant knowledge to more “established” and traditional ones to provide more sustainability to the sector. Rooted in a track record of internationally recognized research excellence and world-leading practice, GLAMMONS will deliver an ambitious work programme, mainly through a novel conceptual approach: the GLAMs of the commons.