2 nd workshop, Newcastle, Nov.4-7,2014 Team TU Delft: Vincent Nadin, Wout van der Toorn Vrijthoff, Jing Zhou
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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
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