Heist-op-den-Berg, a rural municipality with a small-town core in development, is, with a population of not quite 43,000 residents the third largest municipality of the province of Antwerp. The possibilities and challenges that the municipality faces in terms of increased building densification, strategic quality developments and the extension of its core in dialogue with the rural character are significant. The municipality and its residents attach great importance to the distinctness and character of the spatial fabric.

Recently the municipality and the social service (OCMW) formed a single organization, with a new structure and a new concept for the provision of services. From now on, the administration must be able to collaborate professionally according to the needs of the ‘new’ work approach. The citizen must experience the new administrative centre as a dynamic and quality environment that expresses and shapes the vision of the municipality. Moreover, the challenge lies in integrating the complementary provision of services or functions, which can further charge this place. The municipality wishes to see this structure and this new concept translated into a strategic exemplary project that can express a central and client-oriented service.

On the basis of a previously drafted master plan for the centre, the OCMW site, located in the block composed of Molenstraat, Keverstraat, Vlinderstraat and Oude Liersebaan was put forward as a suitable place. Like other dynamic central poles – such as the Cultuurcentrum (with a  cultural square and library), the storage site and the station’s surroundings – this site is namely located on the backbone of the small-town area, and on the central pivot. Both the station and the centre are within walking and cycling distance. A contemporary approach to parking and mobility aspects for the site, in which today a peripheral car park is also situated, and this in relation to the broader environment, is a point of particular interest.

The site is distinguished by some historically valuable buildings and an empty inner area waiting to be developed. The challenge consists in raising the location by elaborating a town-planning and architectural concept that offers opportunities to weave the existing character seamlessly with a contemporary development initiative. A campus concept was therefore put forward on the basis of the existing master plan. This model was chosen to recognize the existing historic basic elements in their intrinsic value and to provide for new elements that can sufficiently respond to the need for space. In addition, attention must also be paid to the landscaping integration in and connection with the environment, in regard of which experience and openness form the starting point.

The municipality wishes to have a development strategy elaborated for this site in relation to its wider environment. This development strategy must comprise a feasibility study, a financial plan and a vision on the participatory process.

The feasibility study must show clearly whether the intended location is spatially appropriate and large enough for the new project. Drawing on research by design and various spatial scenarios, the feasibility study must demonstrate what buildings, volumes and open space can be realized on site and what considerations and preconditions must play a role in this regard. For the buildings, besides the volume, initiatives have also already been formulated for the later architectural development of buildings. The design team must be capable of describing architectural quality in terms of preconditions for the future development(s). The feasibility study must also give insight into possibilities for the efficient phasing of the realization, taking into account an operational organization and services, and refine the programme of services that must find its place herein. It must approach the potential of the site in relation to its broad environment and must research, both spatially and financially, the involvement of potential external partners (centre for volunteer work, social employment agency, etc.) or the possible integration of the municipal library (currently housed on the site of the Cultural Centre). The feasibility study must map out the chances and risks involved in the project. The administration requests a functional overall programme that makes optimal and efficient use of the site. On the basis of the insights acquired through this study, the administration will be able to formulate a concrete and feasible architecture assignment for a new administrative centre.

The financial plan must generate transparency about the financial feasibility of this project. This plan must explore the possibilities of the municipal properties that can be considered for the necessary cash flow, but also other possible forms of collaboration (co-financing). Possible scenarios and phasings must be explored.

The participatory process with the various actors involved must ensure that these actors truly support and assume the future plans.

Selection criteria

1. Overall design-based expertise with regard to the project assignment;
2. Professional competence;
3. Relevant experience.

Allocation criteria

1. the quality of the concept and vision and of the research by design in light of the aims and expectations of the public principal as formulated in the specifications, and this:
   1. in a broad social context
   2. applied more functionally to the requirements of the user
2. process-orientation and process-readiness
3. the approach to sustainability (the extent to which the chosen interventions contribute to an efficient and future-oriented use of the available space)
4. the composition and expertise of the design team
5. the estimate of the project cost and the collaboration forms

The respective weighting of the allocation criteria is as follows: 4/2/2/1/1.

The weight of the subcriteria is 1.