Municipality of Lisse invests more in future-proof management of public spaces

The way our public spaces are used has changed drastically in recent years. While roads, sidewalks, and underground infrastructure were relatively lightly burdened in the 1960s, 70s, and 80s, we now face more people, increased traffic, and heavier vehicles. Additionally, the energy transition, housing construction, and changing lifestyles are playing an increasingly significant role.

At the same time, the quality of public spaces has been under pressure for years. Many roads, bridges, and sewer systems are nearing the end of their service life. These developments call for a different approach to management and maintenance: no longer reacting only when something breaks down, but anticipating, planning in time, and investing at the right moment. This way, we can prevent unexpected costs, minimize inconvenience for residents, and reduce risks to safety and livability. To organize this effectively and future-proofly, the municipality needs to be strengthened.

Deputy Mayor Kees van der Zwet: “In recent years, maintenance budgets have been consistently underutilized due to a shortage of manpower. Many of our roads, bridges, and sewer systems are also simply at the end of their service life. By acting in time, we keep our municipality safe and accessible. This isn’t about setting extra ambitions but about getting the basics in order.”

Major changes and modernization

In the 1960s, Lisse underwent significant changes and became a more modern village. The biggest transformation involved adapting roads and other facilities to accommodate a growing population.

In the 1980s, new neighborhoods were added, such as Meerenburgh and De Blinkerd. The Poelpolder area expanded further in the 1980s and 90s. Lisse modernized and expanded while remaining the heart of the bulb-growing region. Many of the municipality’s buildings, roads, and bridges date from this period and are now aging, requiring imminent replacement or renovation.

End of service life

While public spaces may appear neat and well-maintained at first glance, there is much more happening beneath the surface. Underground, sewer pipes, cables, and pipelines are aging, and bridges have complex structures. We want roads without flying stones or potholes, which means maintenance and replacements will be necessary in the coming years to prevent problems. Inspections confirm this, showing that more frequent interventions are needed to ensure the condition of public spaces. In some cases, the technical lifespan can no longer be extended. To carry out this work carefully, efficiently, and with minimal disruption, a well-thought-out plan is essential.

What does this mean for the future?

This strengthening is urgently needed because the maintenance challenges have grown significantly in recent years. The increasing maintenance workload, combined with aging infrastructure and more complex societal demands, means the current capacity is no longer sufficient.

To truly transition to proactive and future-oriented management, the team needs sufficient staff and expertise. This means we must:

• better map out the lifespan, risks, and replacement timelines;
• develop multi-year plans for each aspect of public spaces (roads, bridges, green spaces, sewer systems, lighting);
• plan and prioritize more effectively to use available resources more efficiently;
• manage in a future-proof way that aligns with challenges like climate adaptation, water management, and biodiversity.

Without structural expansion, management will remain reactive, backlogs will grow, and risks to livability and safety will increase. That’s why a structural strengthening of the team has been chosen, allowing us to halt the current decline, gradually reduce backlogs, and make the transition to future-oriented management a reality.

Joint decision for structural strengthening

Various scenarios were examined to determine the required strengthening. Only a structural expansion of 14.1 FTE proved realistic and feasible. A smaller expansion would mean the current decline in public spaces continues, increasing risks. A larger expansion is financially unfeasible within the budgets of the three municipalities. The chosen scale provides enough capacity to get the basics in order, reduce backlogs, and successfully transition to future-oriented management.

Decision-making in municipal councils

The proposal for this structural expansion will be submitted to the municipal councils of the three municipalities for decision-making. However, this strengthening is not about setting extra ambitions but about creating the minimum conditions needed to perform existing tasks well and to work with multi-year plans for each asset (each aspect of public spaces).

Since the HLTsamen work organization and the management team serve three municipalities simultaneously, it is crucial that all municipalities make the same choice. Different decision variants would lead to inefficiencies and organizational bottlenecks. An evaluation will take place after three years to determine whether further expansion is necessary or desirable.