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March Conference - Presentation - EN

N°88 | Restructuring of the Trouwlaan/Uitvindersbuurt district in Tilburg

Overview Summary Objectives Outcomes Partners

Lead Partner City of Tilburg
Contact Person Dr. G. Hauser
Position within organisation: Manager Public Affairs and Project Finance
Telephone number : 00 31 13 542 9711
Fax number : 00 31 13 542 9309
Email address :
Website :
Project type : Action and Investment for measures: Action project
Partners involved :
Relevant measure(s) : 1.1.
Total eligible cost (€) 30,000,000
Summary Top
The district made up of the Trouwlaan/Uitvindersbuurt and the Zeeheldenbuurt borders on the city centre of Tilburg. The district is being given extra attention within the scope of the Large Cities Policy. In an extensive interactive procedure involving the district’s residents a district development plan has been drawn up. This plan defines the framework for an integral restructuring of the area, both in a physical and in a social sense. The residents have been given a definite place in the organizational structure of the restructuring project. In order to make an integral restructuring possible, five different strategies have been formulated. This makes it a fairly remarkable project. The strategies are briefly outlined below: Social strategy: how should the social problems of the district be tackled and how can the residents be involved in that process? Identity strategy: What will the recognizeable identity and the desired positioning of the district be in terms of the housing market? Target group strategy: what specific mix of target groups suits the chosen identity? Planning strategy: what environmental planning qualities should be used and created for this? Investment strategy: who makes which investments at what moment and how can cohesion be achieved in terms of investments?
Objectives Top
Balanced Growth; Competitiveness and complementary city functions; and Sustainable urban development. This project concerns a common problem/opportunity. Other cities, too, both at home and abroad, have to deal with disadvantaged districts in which there is a great demand for physical and social restructuring.
Outcomes Top
Regarding the quantitative restructuring assignment: demolition of 340 rented houses and 50 privately owned houses; renovation of 77 rented houses and major repairs to 215 rented houses; stimulating improvements to privately owned houses: 50 houses; new housing: 180 single-family dwellings; new housing: 145 apartments. Because 65 more houses are being demolished than are being built, there will be more light, air, and space in the district. Regarding the qualitative restructuring assignment: realizing a complete range of dwellings on offer; new housing of lifelong durability; for housing to be newly built: paying attention to aspects of sustainable building and elements from the ‘Woonkeur certification’ (mark of quality for housing); drawing up a policy vision on energy; setting up an association of ‘district owners’ to safeguard the future value of the dwellings in the district; paying attention to safety in the district: ensure that as many dwellings as possible have the police certification ‘Veilig Wonen’ (Safe Living). Safeguarding the safety in the district through good management and supervision; building a multifunctional community centre from which the social restructuring of the district can be directed.
Partners Top
cities&regions transport&it water&flood risks nature&heritage seas&ports