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ANDREEA TÄ‚NASE Portfolio, 2016





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Heritas Foundation, Sibiu, RO 2015 - 2023 Integrated Urban Development Strategy Sibiu, Romania Sibiu in numbers Sibiu, Romania Urban Development Guidelines Sibiu, Romania Bartlett School of Planning, London, UK Transgress Spatial Plan for La Sagrera Station Barcelona, Spain Victoria Embankment London, United Kingdom Lawrence Road Regeneration Scheme London, United Kingdom

Andreea Tănase - Individual Architecture Office, Sibiu, RO Feasibility study for the restoration of the Neurology Clinic Sibiu, Romania

Anima Studio, TimiĹ&#x;oara, RO Contemporary Architecture Foundation Competition entry Cordoba, Spain



2015 - 2023 INTEGRATED URBAN DEVELOPMENT STRATEGY Municipality of Sibiu, Romania

The Integrated Urban Development Strategy brings forward a strongproject list, supported by with a management scheme and a set of KPIs in line with the vision and the objectives assumed by the Municipality of Sibiu. The document builds upon the Urban Development Guidelines issued in 2014 and is part of the required set of documents for any Romanian municipality, in order to access European structural funds throughout the 2014 - 2020­period. The objectives for the 2015 – 2023 period gather under an ambitious vision: Sibiu 2023 – a regional leader, anchored in the 21st century European values. They address four key areas: position the city as a regional leader in the southern part of Transylvania, enhance the use of culture as a growth tool, deliver a good-governance model and support sustainable development. Building a network, supported by strong partnerships, that facilitate the exchange of knowledge and ideas leads to a representative document, able to accommodate a large pool of needs. This is why the document builds upon a strong public consultation process, involving both the citizens of the city as well as all relevant actors. Throughout the elaboration process, the citizens of the city took part in a questionnaire, as well as a wide public consultation session. A set of teen meetings, covering all the neighbourhoods of the city, created a direct discussion platform between the mayor, the vice mayors and the citizens. The final version of the document is pending the approval of the Local City Council and will be available at the following link: Personal involvement Throughout the project I managed the relationship with the client, as well as with the other project partners. At the same time, I coordinated: • the spatial analysis section of the document, as well as the vision and objectives section; • the public consultation process: public forums, stakeholder meetings, drafting and dissemination of questionnaires, sampling the data, moderating the direct meetings with the citizens; • the project list: selection of the relevant projects for a total budget of €650 millions, supporting the objectives previously assumed.



Țiglari & Terezian 21.600 inhabitants

Historical centre 16.100 inhabitants Lazaret & Trei Stejari 22.500 inhabitants Gușterița 3.500 inhabitants

Turnișor 13.100 inhabitants

Ștrand 12.700 inhabitants

Valea Aurie Calea Poplăcii 11.300 inhabitants

Public consultation sessions February - march 2016


Hipodrom III & IV Calea Dumbrăviii 24.700 inhabitants

Hipodrom I & II 21.100 inhabitants

Vasile Aaron 22.500 inhabitants


Public consultation sessions February - march 2016



SIBIU IN NUMBERS Statistical overview of the Municipality of Sibiu, Romania

Sibiu in numbers comes forward as a synthetic publication looking at the most relevant statistic data on the city, aimed at the general public. It is the first example of such a publication at a national level, an exercise in enhancing transparency and engaging the citizens. The booklet was launched alongside an open-air exhibition, open to the public which also engaged several local practitioners who discussed urban development issues. At the same time, it involved a series of activities aimed at children and raising their awareness on urban design issues. The final version of the document is available here:

Personal involvement I coordinated the publication as well as the adjoining public exhibition: selecting the relevant indicators, preparing the information for the outdoor exhibition, keeping a close contact with the graphic designer.





URBAN DEVELOPMENT GUIDELINES Strategic document for the Muncipality of Sibiu for 2014 - 2024

One of the most important strengths of a city lies in its capacity to attract valuable human resources and thus enhance its competitive edge at both regional and national level. Integrating the international development tendencies while preserving the local strengths, constantly improving the living standards of its inhabitants and a thriving economic environment depend on a strategic approach to urban development. After the fall of the communism, Sibiu was one of the first cities in Romania to understand the value of medium to long-term strategic planning. The 2014-2024 Urban Development Guidelines follow up on a similar document issued in 2003, at that time, the first of its kind at an urban level in Romania. The current document defines the most important development directions assumed by the city for the aforementioned period, summarized by the following headlines: • Sibiu – a city of culture and sport • Sibiu – an innovative and prosperous city • Sibiu – a green and responsible city • Sibiu – a city for communities The final version of the document is available here: Personal involvement Throughout the project, I developed the sections looking at the economic environment, urban planning or housing and managed the final version of the document (research, analysis, results of the stakeholder meetings, project sampling, objectives). At the same time, I coordinated the public consultation process (public forums, media appearances) and elaborated the content for the final print version as the document.





Sibiu Smart City Pavilion Link: Part of the public consultation process, the pavilion facilitated the first encounter of the public with the project. Hosting a regular exhibition, it offered statistic information about the city on three main topics (economics, environment and culture) as well as a series of good practice examples from similar European cities. The actions focused on sampling the opinion of the citizens on the city through a questionnaire. The pavilion was displayed in the main square of the city for ten days. It is estimated to have had around 1000 active visitors, also hosting a series of lectures, debates and workshops.

Stakeholder meetings An important step of the public consultation process, the sectorial meetings bring together actors from the public, private and NGO sector. They act as a debate platform, where intermediate results can be discussed in detail and proposals regarding the both objectives and projects can be made by external experts. The results are integrated into the analysis process and become a filter when defining the objectives of each sector.

Sibiu Smart City International Conference Link: Seeking to discuss the complex issues that define the Smart City concept, the conference focused on three main topics: sustainable urban development (financing mechanisms, good practice examples), city marketing and historical city centres as a competitive advantage. An important event at national level, it attracted a wide array of participants, from both the public and private sector.



O 4 | High-added value investments contribute to a sustainable local economic development. Current context After 2002, the economical development of the city followed an ascending path, leading to one of the lowest levels of unemployment in the country and allowing its residents to maintain a high quality of life. The city’s long-standing tradition in supporting both local entrepreneurs, as well as strong industrial developments plays an important role in attracting new investors. At the same time, the local administration seeks to attract new investments aimed at the development of high-added value sectors.

Arguments Investments focused on industries with a low carbon footprint would open up new opportunities to attract a qualified work-force and influence the current occupational map of the inhabitants. Supporting an economic environment based on local entrepreneurship and high quality local products will reduce its vulnerability to international financial shocks and help maintain a larger share of the financial resources within the community. At the same time, such an approach can become a strong asset in positioning the city on a national and international level.

Guidelines L 4.1

Support the transition to a knowledge-based economy.

L 4.2

Support investments with a high added value.

L 4.3

Develop the necessary infrastructure to attract new investments.

L 4.4


Diversify the current labour market by increasing the share of jobs aimed at a larger pool of age categories and professions.

L 4.5

Support public - private partnerships.

L 4.6

Support entrepreneurship initiatives and local stat-ups.

L 4.7

Support the development of social-economy initiatives.

L 4.8

Support local producers and promote local products by building a strong network.

O 5 | The creative industries are a strong source of economic growth. Current context Culture is the strongest urban catalyst, the most important element that helped redefine the identity of the city during the past eight years. Currently, Sibiu is one of the most vibrant cities in the country, with a cultural environment strongly connected to the international trends.

Argument Starting with the last decade of the 20th century, the economic impact of the creative industries has been widely acknowledged. Beyond the classical areas like theatre, music or film, they include all the sectors that focus on generating or exploiting knowledge and information related to the production of culture, such as architecture, arts and crafts, advertising, design or software production. Given their connection to the digital environment, the creative industries have become a strong source of economic growth. Within Romania, Sibiu is one of the first cities that understood and exploited the high economical potential of the cultural sector. Looking into the future, the city has the capacity of using the aforementioned capital to enhance the development of a strong creative industry cluster.

Guidelines L 5.1

Continue the development of the cultural infrastructure.

L 5.2

Support knowledge transfer via a strong professional network.

L 5.3

Support the development of cross-sector educational platforms.



TRANSGRESS Spatial Plan for La Sagrera Station Barcelona, Spain

The project aimed at encouraging the students to integrate and apply the analytical skills and knowledge gained during the other modules to a strategic spatial planning exercise in an international context (Barcelona, Catalonia). The site transcends the city limits, as it will host the first inter-change station of Barcelona, connecting both the city and the region to the main rail links of Europe. In the first part of the project, an in-depth analysis working both at city and site level, was conducted. The group undertook a one-week field trip to Barcelona where several meetings with representatives from the local and regional authorities were held, allowing us to fully understand how the site relates into the local, regional or international networks. The proposal builds on the already existing economic networks acting in the area, part of the Barcelona Economic Triangle (Area del Besòs). Through the functions and economic systems implemented on site we aim to transgress the local, regional or national level. The core point of the intervention is a Rail Innovation Centre which strengthens the links of the site with the Diagonal Besòs site as well as with different other networks at European level. Personal involvement During the process, I acted as team leader, mediating the discussion throughout the site analysis and strategy development process. I also distributed workload among team members, my task being that of preparing part of the drawn documentation for the the final presentation panels.





1. At regional level / international level La Sagrera station acts as an important connection point between Spain and Europe. The functions implemented on site should take advantage of its character as a transport hub.

La Sagrera

Europe Barcelona

Spain Besòs river / municipality limit



Santa Coloma de Gramenet

2. At metropolitan level the site surrounding the Sagrera station can act as a potential employment point. Taking advantage of its strategic position, the city can transgress the limit of the river Besòs and enhance the connection between the local and metropolitan level.


Industrial sites Campuses proposed by Diagonal-Besòs Campus

The project tries to take advantage of the location of the site and use it as a starting point for a development framework which transgresses municipal limit of Barcelona. It seeks to integrate La Sagrera into the new Diagonal-Besòs Campus, whose main focus is that of enhancing knowledge transfer to businesses in the energy, water and mobility sectors.

Sant Andreu

? Barcelona

Metropolitan // Regional area

El Bon Pastor

3. At local level, the site should act as a connection platform between the two adjoining neighbourhoods and become an activity hub.

The site will develop gradually, starting from the two already defined anchor points (La Sagrera and La Maquinista). The R&D sector focuses on Rail Innovation Systems (signalising), envisioning a development based on a collaboration with the Mobility Park of UPC, as well as a collaboration at European level. Alongside, small industrial clusters will develop, working in close relation to the R&D sector (mostly focused on producing prototypes and sample products).

Anchor points Convention Centre Industrial Clusters

Universitat de Barcelona

Research & Development Industrial sites University Campuses & Research Parks

La Maquinista

La Sagrera Station

Universitat Autònoma de Barcelona

Universitat Politècnica de Catalunya Barcelona Tech




Green space / Public spaces Vocational training

Housing Business incubators

Retail Convention centre La Sagrera Station Student accommodation

Industrial clusters

Research and Development

2030-2050 Maintain innovation and improve local quality of life through physical enhancement

2012-2016 Attract industrial investors and Foreign Direct Investments

2016-2030 Strengthen local growth and integration of La Mina

Context of crisis, limited access to credit and strong reluctance to investment. However, in spite of spending cuts, incentives have to be generated by the public sector // structural change.

Passenger service of the international station starts, generating new human knowledge and capital flows in the site.

 building the station  advertising and communication

 Convention centre: publicly funded, rented for corporate uses 90% of the time paying back the public investment ()

strategy on La Fabrera industrial and research developments, emphasising public incentives to attract investment 

 business incubators developed in

cooperation with entrepreneurs and landlords within a publicly determined framework

 educated European workforce adding value to La Fabrera developments





 Corporate Social Responsibility programme implemented in La Fabrera: training program and apprenticeship oriented towards rail industry, river cleanup program spreading among all the industries along the 17,7km of Río Besós, saving €10 millions to the government currently funding it Covering tracks: the tracks area is a designated tax free zone until 2030 to compensate for the construction costs of building and prompt and barrier free space


Direct Investments


The necessary public investments have been relieved by local and international investors, public money can then emphasis healthcare and education infrastructures, physical change of the urban fabric

 maintenance of the Convention

Centre through rents paid to the public authority, this source of income allows to rise to 45% of opening time for community uses of the neighbourhoods

 free vocational school program in

partnership with Diagonal-Bèsos campus development

 maintenance and enlargement of the

park in the north and east, infiltrating the urban fabric

Union funds and grants





VICTORIA EMBANKMENT London, United Kingdom 2011

Victoria Embankment is one of London’s greatest lost public space, whose potential remains unrealised. The proposals seeks to unlock its true value as a public space, aiming to create a vibrant waterfront. At the outset an extensive analysis, covering six main components, (visual, perceptual, social, functional, morphological and temporal) has been undertaken in order to evaluate the characteristics of the area and its surroundings. Based on the outcomes of the analysis and further research, a vision built around the idea of urban farming has been developed. The goals are broken down into four major phases, over an envisioned time scale of 15 years. Urban farming is used as a catalyst for triggering a series of urban design interventions that will transform the Victoria Embankment into a much more user friendly location. At the same time, by introducing a new activity, it adds value to the identity of the place and attracts new users, creating a social network. Personal involvement The project is the result of a teamwork conducted over a period of three months. During this process, I was constantly involved in the development of the strategy and proved leadership in communicating the group ideas and progress during reviews and final presentations. At the same time, I designed the final version of the presentation booklet and prepared the maps and info graphics included in the documentation.



Westminster Bridge


Waterloo Bridge


Blackfriars Bridge





North Bank 06:00













24:00 South Bank

North Bank 06:00













24:00 South Bank

North Bank 06:00













24:00 South Bank


Bad Route: High traffic, no dedicated lanes, and/ or dangerous Good Cycle Path Cyclist Death Cyclist Serious Injury Bike Hire Station



Bridges Connections (view/movement) River Thames


Landmarks (north // south) Westminster Somerset House

London Eye

Trafalgar Square

Westminster Bridge

Royal Theater

Sommerset House Hungerford Bridge Waterloo Station

Charing Cross

Waterloo Bridge

Southbank Centre

Southbank Centre

London Eye

Blackfriers Bridge Trafalgar Square

Houses of Parliament



Visually, by trees

Phisically, by car paths

By single used blocks

Transport Node




Critical Node




Potential Node (Underutilised)

By privatised buildings and gardens 25


Existing situation


Lack of connection along the stretch of the Embankment and between land uses.

Highly dominated by traffic; unsafe; poor quality of public space for pedestrians and other users. Vehicle / Pedestrian conflicts

Poor access / Connection

Create a shared user space and improve the quality of the public realm.

Gated spaces Increase social interactions and activities to strengthen person-person connections.

Segregated area, unified identity.


Lack of activity and identity Bring activities into the area, create a vibrant identity.

Possible response

Reconnect the Embankment both horizontally and vertically.

Gates and fencing create isolated and private spaces.


Global agenda (International) Climate change

Economic recession

Social equality


Local agenda (London) Self sufficiency

City branding

Social mix

Core agenda (Embankment) Urban farming

The best way to a city’s heart is through its stomach: release the potential of the Victoria Embankment through urban edible gardens.

Vibrant waterfront

Social network

Self sufficiency Green infrastructure Diverse activities Economic inputs


SOCIAL NETWORK Build a social network Increase social cohesion Support diversity

Improved accessibility Redesigned, barrier free public space

WHEN? Sow the seeds Phase 1: 2012


Connect Phase 2: 2012 - 2015

Diet Phase 3: 2013 - 2018

Blossom Phase 4: 2017 - 2025

VICTORIA EMBANKMENT, LONDON MASTERPLAN Redesign Temple tube station Floating incubators Create pedestrian walkways

The piers become access points to the floating gardens. “Demilitarise” the garden in front of the Ministry of Defence and use it for urban farming. In order to facilitate pedestrian usage, a road diet is imposed on the Victoria Embankment.

Westminster Pier is redesigned to facilitate access to water transport as well as accommodate different activities such as sunbathing and open air performances.

SOW THE SEEDS PHASE 1: 2012 Even though most people just walk from A to B, still some decide to use the space and run. There is a strong need for meeting places, where people can interact and which can attract them to the Embankment. The proposals brings along a possible Joggers’ Lounge on the pier and a Farmers’ Market on top of Temple Roof Garden

Temple Gardens become a public space, accommodating outdoor recreation courts and children playgrounds.

BLOSSOM PHASE 4: 2017 - 2025 The Strand

Plaza // Square

Victoria Embankment

Pedestrian street // Vertical connection

Growth Point Node // Access to the water

Floating Incubators Community Gardens

Activity programme Organic restaurant

Farmers’ Market

Remove the limit towards the sidewalk // insert an user friendly pavement and flexible sitting places Remove the limit towards the water and open access to the Thames on a floating platform

Selling & Buying

Organic restaurant

Farmers’ market

Consuming Visitors


People working in the City


Community garden





The project looks at a former industrial site situated on Lawrence Road, in northern London. Having the freedom to chose the site, as the module put no restrictions, turned out to be a challenging task, especially in the context of London, where one can identity areas in need of regeneration in almost any borough. After going through several scanning processes and having a series of meetings with members of the community, we decided upon Lawrence Road.

Haringey Borough within London

Its proximity to central London puts high pressure on the site being used for residential development. We chose to use the site as an exercise to offer an alternative solution to residential-led regeneration. It thus required a different approach in defining the regeneration strategy, focusing more on the institutional framework rather than on the physical interventions. Our proposal aimed at defining Lawrence Road as an employment site and providing the adequate institutional framework that would support such a development. The current economic context brought severe cuts in public spending and high unemployment. By acknowledging the lack of public funding sources, the proposal builds upon the leverage of private finance and investment to deliver urban regeneration and provide employment.


Lawrence Road

Lawrence Road within Haringey Borough

Personal involvement Working with a team with people from different professional backgrounds ensured that all decision were taken after in-depth debates, covering a large array of problems. I took active part in all these debates, trying to synthesize the proposals and make sure they follow a logical path. At the same time, I prepared most of the drawn documentation, as well as the final version of the report.




3x more likely to be Caribbean

More likely to be economically inactive

2x more likely to be Muslim

Weekly housing income average is ₤480 (compared to ₤690 for London)

3x more likely to be African

2x more likely to rent from a housing association or a social landlord; less likely to own his/her own home 2x more likely to be a single parent Younger than the rest of London

More likely to take the bus to work

30% less likely to drive to work in a motor vehicle

30% more likely to work within 5km of her/his home, but bike to work to the same extend as an average Londoner.



Unemployment rate is 12% (compared to 9% for London)



Currently the 13th most deprived authority in all of England. This ranking did not improved over the past years (ranked 18th in 2007).


Community Vision

In August 2011 Haringey was struck by several sparkles of riots, with looting and several clashes with the police in the core area of Tottenham Hale. As well as the other areas that were most dramatically struck by the riots, Haringey has among the highest levels of unemployment of the country.

Planning has become increasingly inclusive, participatory, and collaborative. If Lawrence Road is to thrive, it will be in no small part from the active participation from local community members and neighbourhoods.vDuring the project, we have received many emails and met with a group of local neighbours eager to discuss their ideas for Lawrence Road. These were not your typically NIMYBs. They were looking to get involved in the design and implementation of the regeneration project, not just oppose it, and even provided many contacts for arts organizations and local businesses that might be able to move into the space.

As the MP of Haringey David Lammy has repeatedly highlighted, such sort of crime sparkles form a diffuse feeling of profound injustice, which is widely spread especially among the most disadvantaged categories. Also, despite it being a very ethnically diverse area, issues related to racial discrimination are still strong in Haringey. Another relevant element that fuelled the riots was the common mistrust in the police force, which is seen to perpetuate racial discrimination and, therefore, not representative of the community. The already high crime rates, together with the recent episode of the riots, increased social stigmatization, making the people perceive the area as dangerous. Moreover, because of such negative fame, the inhabitants are less likely to get jobs once their postcode is revealed.

Picture of the team taken during one of the community meetings







Local Council Enables Lawrence Road Plan

Scenario A Public Private Partnership

Opposed to more traditional implementation mechanisms, among the benefits one can count several facts:

Scenario B Section 106

-- A limited liability company. Unlike charities, C.I.C.’s can invest, raise capital and issue stocks. The profits must be used for social good. -- Best of two worlds: profits reinvested into community, but runs more efficient that typical charities. -- Closer connections to the private sector.


Forms a Community Interest Company

The C.I.C. drives further changes and investment on Lawrence Road

Phase 2

Attracts a socially-minded developer

Community Interest Companies were established in 2004 by a new UK law, intended to better allow for the success of community enterprises that benefit the social good. C.I.C.’s are easy to set up, with all the flexibility and certainty of the company form, but with some special features to ensure they are working for the benefit of the community.

Phase 3

We have selected the Community Interest Company (C.I.C.) as the preferred mechanism to run the business incubator and drive regeneration on Lawrence Road. As the invervention scenarios will detail further on, the C.I.C will be established by the local authority in partnership with a private investor.

Phase 1

Community Interest Company

LAWRENCE ROAD, LONDON MAIN INTERVENTION TOOLS Business incubator (B.I.) Information (Business education and training, legal advising, etc.) Networking (Events to promote the businesses or establish new partnerships)


Facilities (Affordable rent of business space, opportunities for collaborative work, etc.)

Application form (submitted by the entrepreneur)

Space for business start-ups

Housing and community centre

While the Business Incubator focuses on creating new enterprises, there remains a shortage space for existing small business in Haringey. There are currently large development opportunities (e.g. Tottenham Hale), but fewer smaller sites, particularly collaborative work spaces. Ideally, part of the the existining buildings on Lawrence Road will be refurbished in order to suit the needs of individual businesses.

Our proposal includes a significant portion of land to be redeveloped for housing. Introducing new-build housing provides the following benefits:

As the urban economy edges towards more creative and digital ventures, smaller and more flexible space becomes desirable. Haringey and Tottenham can capture of this huge growth sector in London, and allow for its current arts and creative industries to have opportunities to expand.

Application process

Business expands (incentives are given to hire local residents)

-- Making Lawrence Road street: new housing has a vital to assist in designing-out establishing Lawrence road as urban space.

a thriving contribution crime and a first-rate

-- Meeting London and Haringey’s housing need: London and Haringey are under much pressure to meet housing targets, and our proposal will deliver many new housing units. At the same time, many individuals living around Lawrence Road have expressed the need for community spaces in the area. In the second phase of the plan, we suggest a small building be constructed near the small park to provide space for community events.

Possible Industries: ICT / Web Design Arts / Music

-- Funding and attracting of developers: As explained in the funding section, private housing development provides an important income source via Section 106.

Clothing design & manufacturing

Scanning process (ensures resources are spent only on potentially sucessful businesses)

Currently many churches occupy the buildings on Lawrence Road and some of them might be interested in renting out the community centre for worship. If constructing an entirely new centre is unfeasible, a second option would be to arrange a land-swap with the dry cleaners.

Approval process (offers access to the all the facilites of the business incubator)

SCENARIOS OF INTERVENTION Scenario A - Public Private Partnership

Scenario B - Section 106 Agreement

Local Council

Private investor

Establishes the Business Incubator // provides equipment and funding for staff salaries

Concedes most of the built space to the use of the Community Investment Company

70% of the site is allocated for residential development

Grants planning approval

Local Council

Sign a Public Private Partnership

Applies for planning approval for residential development

Establishes the Community Interest Company

Enforces Section 106

Converts part of the space into residential units for sell or rent

Rents out work space for starting SME’s at affordable prices

Establishes the Business Incubator Subsideses

Runs the Business Incubator

Private investor

Allocates 30% of the existing built space to the use of the Business Incubator

The Business Incubator is run by the Council or by a third party with funding from the Council

Scenario A is the preferred one as it provides more employment space and the investor shows direct interest in the regeneration. The financial implementation details of the regeneration strategy (phasing, costs, exit strategy, funding options) were thus elaborated only for Scenario A. They are not included in the current presentation but can be detailed during a further discussion.





In 2009, as a graduate student of architecture, I completed my studies with a project focusing on the Restoration of the Neurology Clinic in Sibiu, Romania. Four years after, I revisited the same project as part of team of architects working on the feasibility study for the restoration of the building. Understanding the needs of the patients, as well as those of the medical staff, and translating them into a feasible solution within an existing building was an excellent learning opportunity on accessibility and design within the field of neurology. Seeking to comply with the contemporary design standards for two specialities (neurology and endocrinology), while preserving a 1910-build historical monument was one of the most challenging aspects of the project. Personal involvement Throughout the project I conducted research on architecture design guidelines for healthcare units and in particular for neurology care. Once into the project phase, I adapted the existing floor - plans to meet both required standards and respect the existing building (a classified monument of national importance, dating back to 1910. At the same time, I kept a close contact with the medical staff in order to ensure that the solution meets their requirements, as well as the specificity of the diseases being treated there.


CURRENT SITUATION / EXCERPTS FROM THE ANALYSIS OVERLAPPING FUNCTIONAL AREAS The clinic currently accomodates three specialities: neurology, endocrinology and plastic surgery)


Terrace Neurology Floor 3rd Floor

Plastic Surgery and Endocrinology Floor 2nd Floor

Neurology Floor 1st Floor

Neurology Floor Ground Floor

Technical Floor Basement


Patients’ accommodation area Treatment/care area

Traffic area

Staff circuit

Auxiliary spaces

Patients circuit

Laundry circuit

Staff dedicated area

Study dedicated area

Food circuit

Residue circuit



Public interface (reception, waiting room)


Admission filter

Extension - proposal

Neurology / Emergency area

New wall / space reconfiguration

Functional explorations lab

Existing walls that remain in place




The purpose of the competition was to define a proposal for the Headquarters of the Foundation of Contemporary Architecture Cordoba, as well as a master plan for the inner courtyard adjoining the construction site (Manzana de San Pablo). The intervention seeks to facilitate a connection between the inner courtyard and the archeological or with the main pedestrian routes of the site. Within the inner courtyard we central green area, which continues the image of the orange orchard of the Monastery. Water is used as landmark – if the visitor follows the fountains, it can discover different pathways and all access point have a dedicated theme. Personal involvement During the project, my main focus was the design of the building, paying a spatial attention to its relationship to the surrounding site. I also participated in the discussions related to the elaboration of the masterplan.



The ground floor and the basement are mostly dedicated to public functions and provide access towards two open-air courtyards. The next levels accommodate the administrative functions. From the street level, ramps facilitate the access to the ruins discovered on site. When approaching the site from the inner courtyard, to the ruins and the public floors of the building are accessed through an amphitheater. We chose not to physically reconstruct the street front but to propose a hologram system. When active, it can recreate the street front or act as a display system promoting the actions of the foundation.



1 Puerta de la Tecnologia 2 Puerta del Agua 3 Puerta de la Tradition 4 Puerta de los Artistos 5 Puerta del Fuego 6 Puerta de la Cultura

3 View of the building from Manzana de San Pablo when the hologram is active. 4 Panels made out of clay enforced with a metal structure, are used as shaders for the facade. They retrace the main public spaces of the city core.




Heritas Foundation, Sibiu, RO 2015-2023 Integrated Urban Developmnet Strategy Sibiu, Romania Team members: Michael Engel, Andreea Tănase, Eugen Pănescu, Nicolae Țarălungă Partners: IHS Bucharest Planwerk Cluj-Napoca Period: May 2015 - September 2016 Sibiu in numbers Sibiu, Romania Team members: Michael Engel, Andreea Tănase, Tudor - Vlad Popa Partners: Graffino Sibiu Period: May 2014 - September 2014 2014 - 2024 Urban Development Guidelines Sibiu, Romania Team members: Michael Engel, Andreea Tănase, Klaus Birthler, Georgiana Birthler - Branea, Michael Buck, Ioana Deac, Diana Galoș, Liliana Cazacu Period: July 2013 - November 2014

Lawrence Road Regeneration Scheme London, United Kingdom Module: Case studies in Preparing Regeneration Projects Tutors: Professor Fulong Wu Dr. Claudio de Magalhães Team members: Rebecca Gunn, Michela Leoni, Andreea Tănase, Michael Mintz Petr Navrat Period: January - April 2012 Awarded Grade: Distinction

Andreea Tănase - Individual Architecture Offie,Sibiu, RO Feasibility study for the restoration of the Neurology Clinic Sibiu, Romania Team members: Andreea Tănase, Diana Constantinescu, Gabriel Roșca Partners: Cooplan Sibiu Period: October 2013 - June 2014

Anima Studio, Timişoara, RO Bartlett School of Planning, UK Transgress Spatial Plan for La Sagrera Station Barcelona, Spain Module: International Planning Project Tutors: Paula Morais Dr. Claire Colomb Team members: Celine Mionnet, Andreea Tănase, Karen Tsui, Ian Gracie Period: January - March 2012 Awarded Grade: Distinction

Contemporary Architecture Foundation Cordoba, Spain Competition entry Team members: Ioana Stancu, Andreea Tănase, Marius Miclăuş, Bogdan Raţ Period: February 2010

Victoria Embankment London, United Kingdom Module: Space and Place A Tutors: Professor Matthew Carmona Architect Bianca Maria Nardella Team members: Rebecca Gunn, Andreea Tănase, Sarah Windsor, Shoko Yamanaka Michael Mintz, YouJoung Kim Period: September - December 2011 Awarded Grade: Distinction


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