Roads, paths, junctions and hubs: how Brainport Eindhoven wants to get mobility on track
From vision to acceleration: Governments and businesses are joining forces to guarantee the accessibility of the fast-growing Brainport region.
Scaling up, housing construction, economic growth — these are the keywords that sum up the challenge facing Brainport Eindhoven. But without a solid foundation of accessibility and mobility, that entire vision for the future will collapse. ‘We have reached a point where we not only have to make plans, but above all show that we are implementing them,’ says Giovanni Wouters, secretary-director of the Eindhoven Metropolitan Region (MRE).With support from The Hague (the ‘Beethoven package’) and private funds from the Brainport Partnerfonds, this must now happen.
‘The region is creaking and groaning,’ says Mathijs Kuijken, administrative leader for Mobility at MRE and alderman in Bergeijk. He outlines how Brainport's economic growth not only offers opportunities but also entails considerable responsibilities. ‘The pace at which things are moving demands a lot from us as public authorities. We are focusing on balanced growth. We must ensure sufficient housing, a robust infrastructure and a liveable environment.’
From motorways to hubs
The task is broad. From the busy ‘main arteries’ A2, A50, A58 and A67 to finely meshed cycle paths, from a renovated central station to regional mobility hubs. Everything is geared towards getting people from A to B sustainably — and that in a region that will only grow faster in the coming years.
A concrete example is the development of so-called Brainport hubs. ‘Take the A2,’ says Kuijken. ‘This is an important traffic artery from the north into the region. By constructing a mobility hub at Best, you can absorb car traffic and transport passengers to Eindhoven using high-quality public transport or bicycles. This relieves the motorways around the city and improves accessibility to both the central municipalities and the smaller towns. Such a hub also offers opportunities for a comprehensive public transport network to the other villages.’
Ultimately, six of these large Brainport hubs are planned: on the A67 near Eersel, the A58 near Best/Oirschot, the A2 near Best, the A2 near Maarheeze, the A67 near Asten/Someren and the A50 near Sint-Oedenrode/Son en Breugel. According to the current schedule, three of these should be completed by 2030. ‘We would prefer to see the first one put into use as soon as possible,’ says Wouters.
Mobility as a flywheel
Brainport has worked hard to link mobility and area development. The public transport axes are more than just a transport solution — they are becoming anchor points for new residential areas. This makes mobility a flywheel for balanced growth.
The total investment in the package exceeds 2 billion euros. This comes partly from the national government and partly from the region itself. And for the first time, the business community is also making a serious contribution through the Partner Fund. ‘That's really special,’ says Kuijken. ‘Entrepreneurs realise that accessibility and quality of life are also their responsibility. Without a well-functioning infrastructure and transport solutions, their growth will come to a standstill.’
Asphalt is not the answer
However, Kuijken warns that mobility is not simply a matter of widening roads. ‘Everything is interconnected. “Just lay more asphalt,” I sometimes hear people say, but that is not always desirable. Road safety, health and quality of life also play a role. You have to tackle the entire chain, the entire mobility system. Simply widening the main arteries is not a solution. You have to offer alternatives: better public transport, faster cycle paths, transfer hubs. It's about a mobility transition, through a coherent package of measures.’
And that includes behavioural change. Employers have a key role to play here. ‘If everyone starts work at half past eight, you can be sure there will be traffic jams,’ says Kuijken. ‘We can make significant gains by introducing more flexible working hours and encouraging cycling or shared transport. It's low-hanging fruit that too often remains unpicked.’
From plan to practice
However, this transition is proving difficult in practice. Many projects require lengthy planning procedures, consultation with 21 municipal councils and coordination with the provincial and national authorities. ‘It's administratively complex; sometimes it's referred to as a “spaghetti” of measures,’ acknowledges Wouters. ‘But despite that, I think the spaghetti tastes pretty good here. The cooperation is intensive, but effective.’
This also includes a form of citizen participation, adds Kuijken. ‘As an alderman, this can mean organising neighbourhood evenings in, say, 18 centres in the Kempen region to listen to suggestions from the population and explain what is going to happen. A prerequisite for this is that you, as an administrator, believe in it 100%. Fortunately, we are very good at this.’
He cites Weebosch as an example, a neighbourhood with 600 residents that is set to grow significantly, but not everyone who lives there agrees with this. ‘When we explain that this growth also offers opportunities, for example because the school can remain open and bus connections and cycle paths are more feasible, it becomes a different story.’
He points to the joint mobility vision of the 21 municipalities. ‘That vision is clear: we will build homes in places with good public transport connections, and we will ensure that the entire region is connected to this with a dense network.’ What is needed now, he says, is acceleration. ‘We are in the implementation phase. There are plenty of plans. Now we need to build cycle paths, hubs and get buses running.’
Implementation remains difficult with cuts to public transport and limited administrative capacity, particularly in municipalities. The region therefore continues to look to central government for solutions to cross-regional issues such as the nitrogen problem and structural funding for municipalities and provinces.
The power of setting a good example
Kuijken and Wouters are well aware that good intentions are not enough for the 800,000 residents of Southeast Brabant. ‘They want to know what is happening now,’ says Kuijken. ‘That's why examples are so important.’ He mentions the fast cycle path between Bergeijk and Eersel. ‘Many schoolchildren already use it. It is a visible result of the leap forward we are making.’
Another example is the fast cycle path between Eindhoven and Helmond. ‘It took a very long time, but apart from a very small section, it is now in place and is being used more and more,’ says Wouters. ‘That helps to build trust.’
Quick steps, smart choices
According to Wouters, it is time for concrete choices. ‘We have to dare to say: we are going to do these four cycle paths now. We will tackle this hub first. Sometimes you have to rethink the order to achieve results faster.’ The deployment of implementation teams is essential in this regard. ‘We are now setting up programme offices that not only coordinate projects, but also drive them forward and help those implementing them. This is necessary to achieve acceleration.’
With a still rapidly growing population, international appeal and an economy that is at the forefront of innovation, the pressure on Brainport remains high. ‘And rightly so,’ says Kuijken. ‘We ask a lot of The Hague and of companies. So we also have to show that we are taking responsibility.’
The coming years must therefore be dominated by realisation. Wouters: ‘We have vision, strategy and money. Now we have to show that we can actually do it.’