The strategy for developing a creative and cultural city (CCC) arises from the interplay of several processes. They range from international or European designations such as the title of European Capital of Culture (ECC) or a UNESCO status. They also include the use of flagship initiatives or the creation of specific events attracting large number of tourists, visitors or even investors. The development of a creative and cultural city may also help to take into account heritage preservation. In most of cases, they are based on a longer-term urban regeneration. The emergence of a local basket of goods and services can help to stabilize or even amplify these processes and the public objectives around a flagship product: the role of such baskets is based on a systemic dynamic, setting off chain reactions, positive feedbacks and reinforcing effects. To ensure a long-term sustainability, for example beyond the designated year of the European label of Capital of Culture, urban operators require to organize and support specific governance mechanisms, bringing together public, profit and non-profit sector actors; it also requires the existence of arrangements and places in order to facilitate and sustain intermediation. The case of Mons, which was designated a European Capital of Culture in 2015 and has chosen to develop as a cultural and creative city for more than 20 years, illustrates the diversity of such processes and intermediaries involved in this cultural enterprise. The example of such a medium-size city demonstrates the need for governance mechanisms in order to ensure collective and continuous development.