2nd workshop, Newcastle, Nov.4-7,2014

Team TU Delft:

Vincent Nadin, Wout van der Toorn Vrijthoff, Jing Zhou

Key actors and financial resources

*Cultural Heritage Agency (average 50m. per year, 80m. 2014)

*Local governments (main caretaker and investor for inner city)

*Provincial Support Points (advising)

*Federation of Monument Cities (56 partners)

NGOs

*National Restoration Fund (1985)

*NV Stadsherstel (e.g. Midden Nederlands ’71, Breda ‘95, Den Haag

‘74)

Legal framework

*Monument law (1961/ 1988)

listed monuments; conservation areas

*Law of spatial planning (Wet ruimtelijke ordening, 1965 / 2006)

nature, function and hierarchy of structural visions and zoning plan

*General Rules for Environmental Rights (Wet algemene bepalingen

omgevingsrecht, 2008)

management system for all physical environment-related permits

a new “Environment Permit” combining about 25 types of former permits

*Environmental law (Omgevingswet, 2018)

to replace some 30 laws (incl.monument law, zoning plan)

Public investment

*National government: permanent budget for monument care

*Local government: decreasing local income from real estate development and

central grants, fewer local subsidy programmes (incl. local restoration funds), little

resources for new public projects

Private investment

*Fewer private initiatives

*Active agents tend to pay less attention to the quality and cultural

historic value of the new development: longer negotiation between public

and private agents

*People neglect responsibility for maintaining their house

* Investment by rich individuals on cultural and historic heritage

assets keeping money value, do good to society

Delft

Station project

Key vision after the crisis

“A vital and hospitable inner city 2020” (2012): promoting tourism, more possibilities for retail and cultural programmes, optimal use of space, potentials of knowledge economy

Key challenges

shop vacancy: average 10-15% retail functions, online shopping, crisis

shrink of personnel: 15% now, 25% in 2016

Adapted approaches and innovations in management

downgraded maintenance intensity for public space, do-it-together strategy to citizens

from investor to director/facilitator: regular evening gathering for citizens, regular ‘Night of the Enterprises’

Adapted approaches and innovations in management

Zoning plans (2002, 2012)

*(Re)defining the cultural-historical values of buildings, public space

and green structures (initiated by central government)

*More flexibility in the plan

1. Fewer number of “anti-demolition status” buildings

2. More possibilities for permit-free building projects

Zoning plan of 2002:

Functional Limitation System

Zoning plan of 2012: more

flexibility

Abolished FLS, simplified maps and

rules, larger grouping of urban space

according to the common characters

Spatial grouping

Adapted approaches and

innovations in management

Bottom-up initiatives:

entrepreneurs’ union-

TvG (Between the façades), BOB

Aim:

* to advise local municipality on how to

tackle with the shop vacancy problem

* Finding new possibilities, to support

new local entrepreneurs

* Own financial resources:

Ondernemersfonds

Bottom-up initiatives: entrepreneurs’ union-BOB

Example project: Nieuwe Langendijk renovation

Key visions

* HUC as heart, station area as lungs

* To attract ‘quality seekers’

* Improve accessibility, liveability, safety

* Core values: talent, innovative,

personal and history

Key challenges

* Less subsidy for heritage-related initiatives

* To keep up the high level of urban renewal

progress as before

Key challenges

* Re-use historic buildings more actively

Former post office

Adapted approaches and

innovations

Energy-saving programme for

historical buildings

* An exclusive energy fund set up by local

and national restoration funds

* city-image-determining buildings and

monuments

* Provide low-interest loan and technical

support (advice and tool kit)

* Installation of insulation and solar

energy panels

* Some 50 finished projects and 35 in

development

Adapted approaches and

innovations

Linking programmes, training

skills

* Budget for heritage sector

declining

*Make link to new subsidy

programmes for unemployment

* Skills for renovating historical

buildings

Local authority more relaxed role

* Zoning plan: minimal fixed terms

and programmes, no new rules

*Government setting up goals and

basis for common interests

* Let the market and users execute

and have more decision-making

power

Case study: Breda

New high-speed

Train station

Key vision

Heritage and Visual Art as new

slogan since 2008

Unique with many military

barracks

Over 50 religion related

monuments

Fairly progressive with finding

new uses for monuments and

historical buildings

Many fusion of old and new

Flipping coins at Casino, Chasse park (former monastery)

1st 5 star design hotel in Noord-Brabant (former monastery)

City art gallery, Chasse park (a former military garage)

Closed post-office (to be transformed into housing)

Military compounds to be

transformed into public

space and school

Key Vision

Visual Art as a primary city marketing theme since

2008

Museum of Visual Art (MOTI)

Breda’s Museum: visual guide through city history

Breda Photo competition (every two years)

Visual art festival (every two years)

Outdoor exhibition of photo competition at Chasse park

Key challenges

*Limited investment power

*25% loss of tourists over last few years

*Retail business immediately outside the city center impacted

*Zoning plan in conflict with national building code

Adapted approaches and innovations

Changing mindset: from a fatherly figure to a partner

* Improve relation with private sectors: better communications,

simplify rules, flexible zoning plan and joint programmes

*Sharing responsibility for maintaining public space with business

owners and citizens

Create a sense of urgency for development for citizens and

city politicians alike

*Promoting the cultural historic value of the city

*New urban projects: mix of retail and housing

New commercial project

*Changing role of the local government: from main investor to facilitator, still in experimentation, small steps, informal forms

*Create room and flexibility: simplify rules in the zoning plan, new possibilities for private initiatives

*Quality, integrating cultural-historical values

*HUCs are used as a key engine for cultural and tourism economy, competitiveness

*Busy with creating new opportunities by urban projects, moving forward