We have been working at the City Hall since the autumn 2018 elections. Our main task is to develop Prague, and we are approaching this from many different angles. The key to the development of the city is a clear vision which is followed by conceptual documentation. At the same time, it is essential to prepare specific projects. Therefore, in addition to managing the current urban plan and its amendments, we are also working on a new urban plan, the Metropolitan Plan, coordinating with private investors on their projects and preparing new methodologies and our own projects, whether this applies to the reconstruction of streets and squares or new urban construction.
The head of the office is Petr Hlaváček, an architect and lecturer at the Faculty of Architecture of the Czech Technical University. He was elected to Prague’s Municipal Council as an impartial expert as a member of the coalition Spojené síly pro Prahu (TOP 09 and STAN, with the support of KDU-ČSL).
We seek to communicate the projects and topics openly and transparently to the public. We organise lecture evenings, “Prague Transformed”, at the Centre for Architecture and Metropolitan Planning (CAMP), at which we present one of our projects in detail each month.
This page shows projects that we are working on, coordinating and moving towards implementation.
Therefore, the most important part is to get everyone to the same table. No decision may be made behind somebody’s back. And never contrary to the needs of the municipal districts.
Petr Hlaváček’s team fundamentally rejects the idea that Prague has already been built, and there is no need to work on it further. The team’s main objective is to restart the development towards a pleasant and vibrant city of short travel distances.
A project is never perfect, but if we are to build something in a system with elections every four years, we must respect the decisions of our predecessors, even if we don’t like them. Urban planning usually happens over the course of decades.
When dealing with investors, the city can only influence, not make, the principal decisions. If the city is supposed to be developed according to its own needs, the city must be an active developer. And if it is to be developed, it needs to have projects in place.
The city administration must take advantage of the potential brought about by private investors. A developer is not the enemy but a partner in building the city. What the developer needs is a tough opponent as well as a constructive partner.
