Tel Aviv-Jaffa is a “city under construction,” with years of ongoing development, infrastructure, and building projects involving various planning and execution stakeholders. These include the NTA (Metropolitan Mass Transit System)-led light rail project, municipal infrastructure work, redevelopment initiatives like Tama 38 projects, and building demolition and construction by private developers. Together, these activities have created significant urban challenges, including reduced walkability, accessibility, and safety. Common issues include insufficient shade, poorly lit pathways, dead-end streets, construction debris, blocked or narrow sidewalks, unregulated traffic routes, air pollution, and prolonged noise throughout the day.
The concept of “temporary works” holds little meaning for early childhood, as a few months represent a significant portion of a baby’s or toddler’s life. Even a “short” sewer replacement project lasting a few months can profoundly affect their daily health, safety, and quality of life. This highlighted the need to address local, temporary challenges caused by development projects, based on the belief that public spaces designed to meet the needs of babies, children, and caregivers benefit everyone.
The 100 Point project encompasses a series of interventions citywide, supported by a tailored toolkit and diverse partnerships for effective coordination and implementation.
he process began with a municipal team’s participation in a training program at the Urban Academy at LSE and continued under the leadership of the City Architect. We initiated a gradual mapping of 100 strategic points where walkability had been disrupted by municipal infrastructure work, aiming to provide tailored tactical solutions for each site. The identification process involved collaboration with municipal departments, light rail project field teams, and independent surveys by the Urban95 team. This phase revealed dead-end streets, improvised pedestrian pathways, disrupted service zones (including benches, trash bins, signage, and navigation aids), and random asphalt patches, among other challenges.
The selected points, spread throughout the city, were identified as suitable for tactical interventions warranting resource allocation for temporary solutions. We also determined that a minimum duration of six months was necessary to effectively address the temporary impacts on residents.
he tactical intervention process followed key principles:
The uniqueness of this project lies in the structure and operations of the 100 Points team, which brings together representatives from various municipal departments such as the City Beautification Department, the City Architect, and Urban95, alongside external partners such as the Light Rail Authority, NTA, and independent architects. Additional stakeholders, such as the Transportation Department and Ahuzot Hahof parking facilities, were involved as needed for specific intervention sites. The team holds weekly meetings, fostering a cross-departmental workflow that ensures consistent, effective collaboration over time.
artnering municipal units: The City Architect, the Community, Culture, and Sports Administration, the City Beautification Department, the Traffic, Transportation, and Parking Authority, the Spokesperson’s Office, the Roads and Lighting Department, the Sanitation and Waste Management Department, Engineering Coordination, and Signage.
