VISION 2025 Redesigning the visitor economy of Amsterdam
PLASTIC WHALE AMSTERDAM amsterdam& partners FOREWORD An opportunity for a new design for the visitor economy
The coronavirus crisis has had a travellers, and later the leisure visitors. years Programme Plan, we have already We are proud that this advice is by the significant impact on the Netherlands, It These comings and goings of visitors developed an approach for the recovery city for the city, and we would like to is uncertain how long this crisis situation have brought an enormous number and sustainable development of the thank everyone who has contributed will last, but its impact has already been of jobs, income, high-quality culture, conference sector. It goes without saying to this. huge. Many entrepreneurs, cultural affordable public transport, and much that all these plans are in line with each institutions, and businesses have had more to the city in recent decades. other and reinforce one another. But now it's time to take action. Let's to close their doors temporarily or work together with the municipality, have gone bankrupt. Employees have Unfortunately, recent years have also This advice was drawn up in two months the MRA, residents, entrepreneurs and lost their jobs, conferences have been highlighted issues in certain places, and in co-creation with more than a hundred businesses, cultural institutions, experts, cancelled, and visitors are staying at quality of life has been affected in certain stakeholders, consisting of experts, and everyone else involved to shape a home. The Amsterdam Metropolitan areas. And this is not what anybody partners, residents' organizations, sustainable visitor economy that adds Area (MRA) hit particularly hard by the wants – particularly not the residents, but entrepreneurs and businesses, and value to the city and its residents! lockdown. also the cultural institutions, conferences, cultural institutions from all over the city. and a large part of the tourist industry. By bringing together all these parties, Geerte Udo The crisis is not yet over and shows the We do not want to go back to the we were able to paint a joint picture Director amsterdam&partners economic vulnerability of the healthy and situation before the coronavirus crisis, of a sustainable visitor economy. The sustainable visitor economy. The crisis in which the quality of life of residents results of the co-creation sessions were has also revealed that the city centre has in parts of the city was under threat. presented to a broad group of residents become too dependent on a one-sided Instead, we want to return to a healthy and all of our partners in the form of a visitor economy. This situation has given visitor economy that enriches the city survey. The advice was supplemented rise to an important question: what and its residents as soon as possible. with interesting examples from around does the future of Amsterdam look like? the globe. How can we ensure that Amsterdam is As a unifying party in the Amsterdam a liveable city in which we can live and Metropolitan Area (MRA), the As the request for this advice came work while receiving visitors and making City of Amsterdam has asked from the Amsterdam city authorities and them feel welcome? amsterdam&partners to issue a many challenges arise in the city itself, recommendation on the future of the this advice focuses primarily on the Visitors are an inherent part of visitor economy this autumn. Various city. Naturally, our integrated strategy Amsterdam's international character. ideas and solutions have already been will continue to focus on the entire For as long as Amsterdam has existed, presented by residents, businesses, metropolis, and we will also take the travellers have come to our city and and experts individually in recent weeks more generic advice into account. stayed here for short and extended and months. Alongside the recent periods of time. First it was the business publication of the Amsterdam 750
Photography De Rode Hoed
2 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 3 BUILD-UP OF THE ADVICE Redesigning the visitor economy of Amsterdam
This advice consists of an overarching The further elaboration and prioritization starting point called 'the image of the of these actions, division of roles, and free city' as well as seven pillars for planning will take place as soon as a sustainable visitor economy. Each possible after this advice has been pillar is described and provided with issued. recommendations and actions. The recommendations focus mainly on the We, amsterdam&partners, would like 'what' question and the actions describe to do this in cooperation with existing an initial outline of the 'how'. initiatives and in line with policy.
Photography Peter Elenbaas
4 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 5 STARTING POINT AMBITION THE VISITOR ECONOMY towards a sustainable IS UNBALANCED visitor economy in 2025
Amsterdam as a city of value The downside of the visitor economy We aim to create a visitor economy The visitor economy that we aim for Amsterdam has always been an attractive The way in which we received visitors that adds value and does not cause reinforces residents' quality of life and city. Many people would like to live before COVID-19 was out of balance disturbance or disruption by 2025. This the visitor experience and fits within here because of its people, unique in some parts of the city. Misconduct means: the ambition for sustainable growth. character, and incredible diversity. caused issues in specific parts of the city, Residents take pleasure in their own and while crowds led to problems in certain The city is for living, working, and › Social: The visitor economy is inclusive other neighbourhoods, parks, sports, places. At the same time, too many welcoming visitors. in terms of trainee posts, internships, attractions, cultural institutions, etc. in houses on the market were replaced by Visitors, companies, conferences, and and jobs, contributes to the quality of their free time. private holiday rentals, while the city in talent are welcome if they add value life in all neighbourhoods and districts, general and the centre in particular has to the city and its residents and do not and does not lead to disturbance or The value of the visitor economy seen the growth of a monoculture of cause any disturbance or disruption. disruption.
The city also attracts many visitors, talent, shops that do not meet the needs of the The visitor economy contributes to the › Ecological: The visitor economy is and companies. The visitor economy is of city's residents. objectives of the city and the MRA, and ecologically sustainable because we value to us: it contributes to the renewal are committed to a circular economy. This has led to alienation of some to the prosperity and well-being of its and maintenance of facilities that are We put the pillars of sustainable residents from their own city, certainly residents. valuable for residents and visitors, and it consumption, sustainable mobility, in the city centre. On the other hand, is part of a capital with an international waste management, and greening there are also parts of the city where character in that it provides income and into practice. jobs, cultural and culinary wealth, and the residents do not yet benefit from a builds a creative and open identity. healthy visitor economy. › Economic: The visitor economy provides income for entrepreneurs, From recovery to redesign cultural institutions, and government, The current pandemic has plunged the as well as trainee posts and future- visitor economy into crisis, with a huge proof jobs. The visitor economy impact on the sector. Without visitors, maintains facilities that are important the city is now also out of balance. We for residents, businesses, and visitors. need to invest in and steer recovery NOW based on a new design for the sustainable visitor economy.
6 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 7 IDENTITY A FREE CITY The importance of image What is the freedom that we treasure? The city of freethinkers Freedom demands responsibility. Amsterdam is renowned worldwide for Freedom means taking responsibility. being a city of freethinkers and diversity. Together, we must ensure that What we want What we want to get rid of For many years, unconventional thinkers this freedom does not become and people from various cultural and non-committal. We must all – residents, › A city where you are free to be who › The image that Amsterdam is the city ethnic backgrounds have felt at home businesses, and visitors alike – feel and you want to be, to love who you want where you can do as you please. to love, where you are allowed to think here, attracting freethinkers from all over take this responsibility. › Unconstrained behaviour without and believe what you want. A city, the world. This has led to a huge amount respect for the city, its residents, where people treat each other with of creativity and diversity in the city, culture, history, and environment. its people, and its culture. respect. › Earning money without taking › A central role for creativity, responsibility for the Respect for one another innovation, freedom, inclusion, and city from which you benefit. Freedom can only exist on the entrepreneurship. fundamental principle of respect for › Boldness, an authentic Amsterdam one another. Freedom does not mean character, honesty, and a non-commitment, every man or woman straightforward attitude. for themselves, or that everything is permitted here. It means being who you › A city where freedom nourishes and are, loving who you love, believing what enriches the enormous diversity of art you believe. and culture.
Photography Edwin van Eis
8 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 9 ADVICE recommendations for a balanced free city
Seven pillars for a sustainable visitor economy
01 04 07 Consciously create visitors Get the neighbourhood involved Redesign public spaces Attract visitors who come for the Develop neighbourhoods on the basis Better organize the public space for uniqueness of Amsterdam and add value of their own identity and give them an residents and visitors and focus on crowd to the city. enhanced role in decision-making. management.
02 05 Steer based on insight Manage the night Provide centralized management and Draw up a clear strategy that enriches responsible use of data to attract the night and reduces the disturbance valuable visitors and guide them more and disruption caused, among other effectively through the city. things, by misconduct.
03 06 Reward good business practices Make the city centre liveable Encourage, facilitate, and communicate Design an integrated master plan to good business practices. restore the balance in living, working, and valuable visitors.
Photography Dennis Bouman
10 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 11 PILLAR 01 Consciously create visitors
It's the people that make the city. There is no room for visitors that do In addition to elements such as culture, not respect the city nature, and buildings, it is the people Visitors who only come with one goal: who make the city and the metropolis excessive drinking and taking drugs. what it is. Our city is formed by the Visitors who display unconstrained people who live here, work here, and behaviour, without respect for the city visit here. It is important that they add and its residents, causing disturbance value to the city and its residents and and disruption. that they bring more than they take.
The valuable visitor We are open to any visitor who leaves the city a little better and more beautiful than how they found it. We are, therefore, letting go of the term ‘quality visitor’ and now prefer to focus on the ‘valuable visitor’. This is the visitor who visits us because of our unique values, our character, and our identity and who adds value themselves. We actively focus on visitors who come for conferences and culture in the broadest sense of the words. The values that we consider to be important are central to how we shape and communicate our image, and we focus on the behaviour that goes with it.
12 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 13 CONSCIOUSLY CREATE VISITORS CONSCIOUSLY CREATE VISITORS Recommendations Actions
Brand and communication Spread Constructing a new image Start now! › Develop an image campaign, using › Develop a relevant and distinctive Investing in a renewed image for Our advice is to start active campaigns the face of Amsterdam and its people. offer in the field of culture, catering, Amsterdam A city of freedom with aimed at the valuable visitor as soon This will de-anonymize the city by shops, etc. that is interesting for responsibility and specific attention to as possible, so that when the weather allowing the residents to explain what both residents and visitors in each the presence of the enormous diversity in permits, we have already reached the our freedom stands for. neighbourhood, together with art, creativity, and culture. In this way, the right visitors. businesses, residents, the municipality, city also attracts visitors who strengthen › Develop an inspiration and activation and property owners. its values and unique character. Misconduct no longer cool campaign aimed at the valuable Launch a deterrent campaign to make visitors and the recovery of the visitor › Tell the unique stories about city Encourage dispersion it clear that misconduct is no longer economy to highlight Amsterdam's districts and highlight lesser-known Develop an interesting, diverse day and acceptable. Aim these campaigns unique offer in terms of art and places – including those in the city night offer of activities in new places to specifically at younger visitors who come culture, gastronomy, accommodation, centre. And continue to focus on spread visitors across the city. Use new to the city as a group. Create awareness and attractions in both familiar and dispersing visitors throughout the technology to bring together visitor both before the visit and during the visit unfamiliar places. MRA. to the city, neighbourhoods, and districts. needs and known and unknown activities. › Start a discouragement campaign › Deploy local businesses and parties Be tough on undesirable behaviour. in the relevant countries of origin who can guide visitors within their Conferences aimed at the target groups who cause neighbourhoods. Put the brakes on capacity The conference sector has already drawn disturbance and disruption, from Our hope is that we will be able to up a separate multi-annual plan for a orientation to location. Show what welcome visitors again as soon as Capacity sustainable and innovative recovery of behaviour we expect and where our possible. At the same time, we want to › Investigate the possibilities of taxing the conference sector and submitted it to boundary lies. be able to actively steer for maximum day visits as well (City Tax). the Ministry of Economic Affairs. Central capacity and growth in the future, should › Investigate how desired behaviour can to this is attracting conferences with a › Work out an air passenger tax or this be necessary. Develop sustainable be shaped in an Amsterdam Contract. focus on Life Science & Health, AI, and minimum ticket price for leisure flights. tools to achieve this. FinTech that, in addition to income and › Draw up an MRA-wide bed plan that jobs, also contribute to the issues facing covers all accommodation within the us as the Amsterdam Metropolitan region. Area. Another important factor is linking these conferences to start-ups, › Prohibit private holiday rentals knowledge institutions, businesses, and throughout Amsterdam and focus on talent, so that they also make a positive registered accommodations. contribution for the longer term.
Photography Koen Smilde Photography Maarten van der Wal
14 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 15 PILLAR 02 Steer based on insight
Insight from data Need for a smart data strategy In order to be able to attract valuable We must look for smart clustering and visitors and better manage their visit on enrichment of various sources of big and the spot, insight is needed. Insight starts other data in combination with smart ICT with the right data. applications.
In order to manage conscious visits, A great deal of data is already being there is a great need for knowledge and collected, but central collection and insight. We need to better understand management requires broad cooperation who the valuable visitors are, where between all partners in education, they are in the world, and how we can research centres, consultancy firms, reach and attract them. How do they DMOs (Destination Management move through the city? Which impact Organizations), companies, institutions, does their behaviour have on the and government authorities. environment? In what way can we make the most effective adjustments? We need to make the insights applicable for daily use in order to reach the right visitors, at the right time, with the right message and to be able to direct behaviour in a targeted way.
16 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 17 STEER BASED ON INSIGHT STEER BASED ON INSIGHT Recommendations Actions
Analyse the visitor Insight into crowds Datalab based on need Use existing platforms Start a lab with knowledge institutes, Link to already available communication › Develop profiles of valuable visitors › Make concrete where and when public where data about the visitor's behaviour, platforms to reach target groups. This (including their search and booking spaces become crowded, and who profile, and needs are central, to improve means using available expertise, media, behaviour). causes these crowds. insight and applications. channels, and technology to steer › Develop profiles of visitors who cause › Make real-time 'crowding maps' behaviour and awareness. At the same disturbance and disruption (including of public spaces, museums, and Expand the IGOR initiative time, communicate in hotels, via existing their search and booking behaviour). attractions as a basis for directing The City of Amsterdam's Intelligent apps and, as is already the case, via visitors in time and space. › Analyse visitor behaviour by means Gebruik Openbare Ruimte (Intelligent advertising pillars about crowds in the of continuous visitor research and › Develop a forecast dashboard for Use of Public Space, IGOR) programme city. platforms, such as the City Card (app). public holidays and major events. provides a good basis for more insight, guidance, and forecasting in terms of Experience data › Make it clear where and what time crowds. Test and enrich data with the actual and disturbance and disruption are topical experience of residents. caused by misconduct, and by whom Make good agreements between Communication and actions can then participating parties about data quality, be better adapted to this. types of data, and their use. Investigate the possibilities of making this available as an open source. Abuse by commercial parties must be prevented.
Experimentation in public spaces Combine IGOR with living labs and experiments in the public space for quick testing and learning. Encourage collaboration with the sector and use the test results in daily communication.
Photography Caecilia Rasch
18 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 19 PILLAR 03 Reward good business practices
It's the businesses that make the city Focusing on good business practises Businesses are the driving force behind Companies and organizations that change in the city. Businesses, together create jobs and trainee posts and take with cultural institutions, knowledge responsibility for the city in which they organizations, and residents, use operate should be rewarded for this. innovative ideas, innovations, and This is true in all sectors, from retail and initiatives to make Amsterdam more hospitality, hotels and attractions, to real vibrant, contributing to an ever-changing estate and cultural institutions. and renewed city for residents and visitors.
One business adds more value than another Many have an important role to play in the community, contribute to a better city, and give something back to the residents. Others only make money from the visitor economy, without taking action to prevent or solve negative effects.
Photography Koen Smilde
20 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 21 REWARD GOOD BUSINESS PRACTICES REWARD GOOD BUSINESS PRACTICES Recommendations Actions
Special status for impact Encourage local businesses Special status and rewards Encourage local businesses Facilitating and steering toward good Encourage local businesses with space › Develop new guidelines for business › Offer support and space to local business practises. Develop a quality and knowledge and offer them a location policy start-ups by actively bringing them mark, such as 'B-Corp'. In addition to platform. Connect them to entrepreneurs into contact with the established order. profit and shareholders, businesses with with experience and give them a place › Introduce an Amsterdam quality this quality mark also take people, the under the wings of the establishment. mark for companies that contribute › Use community funds to promote local environment, and society as their starting to the city (A-corp). Establish initiatives and businesses. point. Give a special status to companies criteria for obtaining this (e.g. that demonstrably contribute to the city impact, sustainability, inclusiveness, on an economic, social, and ecological transparency, and being a good level. employer). Work out the reward components and monitor the scores of companies annually. Controlled business location policy Establish stricter rules for applications › Join existing initiatives that stimulate for business locations and permits. sustainable Amsterdam companies, Check whether companies contribute to institutions, and organizations and use diversity in the neighbourhood, call their this knowledge for new initiatives. guests to account for misconduct, and › Develop a campaign for all new and help clean up their waste. existing businesses in the city to inform and encourage them to participate. › Bring businesses with the quality mark to the attention of residents and visitors, such as 'The Little Green Book' that 'lists' all the A-corps, and through other channels and platforms. This stimulates companies to continue to improve themselves.
Photography Koen Smilde Photography Amie Galbraith
22 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 23 PILLAR 04 GET THE NEIGHBOUR- HOOD INVOLVED
Local profits Neighbourhoods' individual identities All neighbourhoods in the city should Neighbourhoods can benefit more benefit from the visitor economy. from visitors when they grow using Having more visitors increases income, their own identity as the foundation. increases the level of facilities, and Area development and profiling should can give neighbourhoods an attractive be linked to this and serve as the quality boost. For example, many trams, starting point for all communication the underground, and buses are only and offer-related development, such profitable thanks to the visitor economy. as museums, attractions, shops, and restaurants. This strengthens the distinctive character of neighbourhoods. The balance is uneven Make unfamiliar parts of the city Mandate and participation attractive to visitors with the right offer Neighbourhoods must have an enhanced and story. The city centre is extremely role and say in the desired benefits of busy, while parts of the city such as the visitor economy and how they can Nieuw-West and Zuidoost are not yet achieve this together. benefiting sufficiently from the visitor Of course, centralized management is economy. needed so that the whole is more than the sum of its parts.
Photography Bas Uterwijk
24 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 25 GET THE NEIGHBOURHOOD INVOLVED GET THE NEIGHBOURHOOD INVOLVED Recommendations Actions
Give an enhanced role to local Develop neighbourhoods using their Enhanced role Spread residents own identity as the foundation › Facilitate cooperation between › Introduce a resident's card, so that Give local residents and businesses an Identify the DNA of the various residents and businesses. residents are informed and invited to enhanced role in planning and decision- neighbourhoods and districts Develop visit cultural and recreational facilities › Build a broad and inclusive network. making and support this with a budget, initiatives and activities in the city that in the city. Spread residents' visits to for example, in the form of a match the local identity and the needs of › Increase the community funds and other parts of the city as well. neighbourhood fund. Facilitate residents and visitors. Prevent alienation use these to stimulate joint initiatives active cooperation between business from their own neighbourhood. of residents and businesses. Set Invest locally improvement zones (BIZ), cultural up a think tank for a long-term institutions, and residents' associations, Focus on spread neighbourhood development plan. › Continue investments such as the and ensure broad representation. Highlight the neighbourhoods. Tell renewed Meervaart canal, the › Give part of the income from tourist Zuidoost Master Plan, the City Centre special stories and enhance the effect tax to the community funds. Discover your own city through local communication. At approach, and the redevelopment of The residents of Amsterdam enjoy all the same time, focus on dispersion Buikslotermeerplein square. the amenities in the city but have little to lesser-known places in familiar Local identity knowledge of other neighbourhoods. neighbourhoods. › Formulate the area identity (DNA) for Encourage the local residents to actively each neighbourhood. go and discover their city. This allows them to get to know and appreciate each other and the city better, which increases the feeling of pride and unity.
Photography Koen Smilde Photography Koen Smilde
26 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 27 PILLAR 05 MANAGE THE NIGHT
Create a programme for the Manage the night together valuable night Tackling disturbance and disruption, with Amsterdam is a city of freedom and a focus on the night-time, can only be creativity and wants to remain exciting done together. An integrated approach and innovative. Invest in a high-quality with all those involved (companies, and inclusive night-time offer, spread municipality, and police) and throughout throughout the city. the customer journey from awareness to enforcement. Part of this is tough Tackle disturbance and disruption in enforcement after 10:00 PM. a targeted manner Nightlife in Amsterdam leads to disturbance and disruption in certain places. This is mainly caused by misconduct, such as noise pollution, public urination, and public drunkenness.
This is largely attributable to a specific group of young men (18-35 years old) from the Netherlands, the United Kingdom, and France. They often travel in groups, coming especially to the Red Light District where there is a high concentration of coffee shops, window prostitution, pubs, evening shops, and fast-food restaurants.
This disturbance is very localized, taking place in certain places and at certain times, and can reach extreme levels (as experienced by local residents), especially at night.
28 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 29 MANAGE THE NIGHT MANAGE THE NIGHT RECOMMENDATIONS Actions
High-quality enrichment Positive framing and image Awareness Integral approach Develop a nightlife policy that creatively Develop a new framing of busy areas › Develop an awareness campaign › Develop a creative and high-quality and qualitatively enriches nightlife to emphasize the residential aspect of on misconduct from orientation to night policy for the entire city, perhaps throughout the city. a neighbourhood. Friendly, clean, and location, including communication in under the supervision of the Night 'wholesome' public spaces encourage public spaces and enforcement. Mayor. Introduce an integrated nightlife policy positive behaviour. › Involve residents in this campaign › Provide a public-private cleaning The night is an important part of the (e.g. the 'I live here' campaign in the team to keep the city centre clean at visitor economy, but it needs to be Businesses share the responsibility Red Light District) to de-anonymize peak times, partly at the request of better managed. Develop a proactive Businesses that are active in the the neighbourhood and ensure residents. and integrated night policy to combat visitor economy must be made jointly that communication links up with misconduct together with companies, responsible for the disruption caused by › Know the needs of visitors in international campaigns. the police, and the municipality, focusing themselves and their guests. They must these areas and respond to them on the time period after 10:00 PM. show how this co-management becomes in a recognizable way (give them part of their business operations. perspective on action). This means Preventative approach placing enough visible urinals, waste In order to avoid disturbance and bins, etc. in the city centre. disruption, set up facilities such as › Ensure a positive and personal toilets, waste bins, and public transport, presence of hospitality staff, who ensuring they are geared toward the create a more friendly atmosphere. customer journey and the night visitor's need.
Learn from the 'festival approach’ Apply a festival approach to busy nightlife areas. Festivals are organized in such a way to prevent and manage disruption. Match these to the specific challenges of each area.
Photography Koen Smilde Photography Bas Uterwijk
30 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 31 PILLAR 06 Make the city centre liveable
Pleasant living, working, and recreation Redesign the city centre Amsterdam's city centre must once This calls for a redesign of the city centre again become an area where people on a number of important issues, such as enjoy living, working, and spending their new policy on window prostitution and leisure time. To achieve this, there must coffee shops and the be sufficient living and working space monoculture of shops. for businesses and small innovative and creative entrepreneurs.
We aspire to offer a diverse range of shops, restaurants, cultural institutions, attractions, and facilities so that the local residents of Amsterdam can once again come to the city centre to meet each other and find new inspiration.
Photography Philipp Benedikt
32 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 33 MAKE THE CITY CENTRE LIVEABLE MAKE THE CITY CENTRE LIVEABLE RECOMMENDATIONS Actions
The master plan for housing Cultural and historical heart of the city Rediscover your city › Create multifunctional facilities that support living, working, and Develop a master plan to return homes Make sure that Amsterdam residents › Let Amsterdam residents and the accommodation, and can be used day to residents. The city centre in particular and visitors from outside the city will residents of the metropolis rediscover and night. has seen too many homes withdrawn once again see and experience the city the city centre and the Red Light from the city's supply in order to cater centre as a cultural-historical centre District; emphasize culture, history, › Use the city centre as a meeting place to the visitor economy. The aim is for and the foundation of the modern city. and put local businesses and initiatives and place for innovation. people from different social strata and Making the city centre attractive again centre stage. cultural backgrounds to live throughout for Amsterdam residents requires joint › Develop a Master Plan for Housing the city centre. programming of the city centre by and introduce a ban on private holiday residents, students, businesses, cultural Integral quality of life policy letting for the whole of Amsterdam. Focus on holiday letting institutions, and the municipality. Develop an approach for the city centre together with residents, businesses, Prohibit private holiday letting Businesses property owners, and cultural institutions. throughout the city in order to stop the Rigorous choices › Reward businesses that contribute to › Redesign window prostitution and withdrawal of houses from the market Make rigorous choices in the supply and the neighbourhood. This is in line with coffee shops in the city centre aimed and the alienation of residents from design of the city centre and specifically the new Amsterdam quality mark for at discouraging the large influx of their neighbourhood. Other forms of the Red Light District. The combination businesses to be developed. visitors who only come to Amsterdam accommodation add more value to the and quantity of coffee shops, window for this offer. › Facilitate workspace for entrepreneurs, city, economically (jobs, trainee posts), prostitution, restaurants, and fast-food creatives, and start-ups. socially (neighbourhood support), or restaurants act as a magnet to the target › Encourage a diverse range of ecologically (sustainability programmes). group who causes disturbance and shops based on area profiles, retail disruption. Only by making these choices diversification, and development No monoculture can we stop the influx of this type of with space for local and young Create a vibrant neighbourhood with visitor, so that the city centre once entrepreneurs. a diverse range of shops, amenities, again becomes a neighbourhood for and businesses, particularly aimed at living, working, and welcoming valuable residents and people who work in the visitors. city. This also makes the city centre attractive to visitors from other parts of the city, the region, or abroad.
Photography Koen Smilde Photography Koen Smilde
34 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 35 PILLAR 07 REDESIGN PUBLIC SPACES
Crowding in public spaces Clean, wholesome, and safe It is incredibly busy in certain places in Every place in the city must be Amsterdam. This is not only caused by clean, wholesome, and safe. More visitors, but by a combination of flows greenery makes a neighbourhood of residents, visitors, and transport. We more welcoming. Better maintenance will have to be prepared to limit these and management of the public space by dealing with them more intelligently, contributes to its quality: it makes the which can also mean that we temporarily environment more pleasant and appear or permanently restrict access to areas less crowded. or close areas off to certain means of transport such as cars. The duty of the city authorities The visitor economy puts pressure on the public space. It is the responsibility of the municipality to organize this optimally. We encourage all existing and future initiatives that contribute to this.
Photography Koen Smilde
36 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 37 REDESIGN PUBLIC SPACES REDESIGN PUBLIC SPACES Recommendations Actions
Develop the city using greenery and Focus on busy times and areas Water and greenery Transport and logistics water as the foundation Encourage visitors to spread out over › Strengthen existing green-blue › Use the water for goods There is a need for more green space time and space. This can be done by initiatives, such as the National and passenger transport. in the city, especially in places that spreading attractions, creating attractive Maritime Museum in collaboration › Combine logistics services per are perceived as busy. In addition, destinations outside the city centre, or with Artis, the Hermitage, and the neighbourhood or city district to reduce the pressure on space through better communicating the existing offer Marineterrein. Take this as an example increase service efficiency and reduce good connections by water – not only by means of guiding based on for new initiatives to be developed. functionally for transport, but above all to data and insight. costs. › Invest in sustainable and public improve the experience of the city. › Implement allowed delivery times for transport, such as transport by water Smarter business and logistics loading and unloading for, among or bicycle instead of car, and reward More space for bicycles movements others, retail and hospitality. its use. and pedestrians Collaborate in logistics movements such Space is limited not only in the city as parcel delivery, catering and retail › Involve ecological experts in the centre but in several places. The supply, and waste disposal. We need to development of neighbourhoods. functions of living, working, and organize this in a smarter way by working recreation take up all of this space. together. Smart, multi-purpose use of space helps here, but also by making more space for pedestrians and cyclists and significantly reducing traffic.
Photography Irina Raiu Photography Koen Smilde
38 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 39 REALIZATION Structural co-creation
Actively managing Continuous co-creation Start now the visitor economy This exploratory study is the result This is a matter of urgency. We must start Considering the tangible impact that of a co-creative approach and now in order to achieve a sustainable the growing visitor economy has on the participation of all partners of visitor economy. Integrated policy and an the living environment and the great Amsterdam: residents, entrepreneurs, action programme are necessary. economic significance of the sector, and knowledge and cultural institutions. effective management of this is essential. Our intention in the short term is to draw As amsterdam&partners, we attach great up an 'action calendar' with a timeline Off the beaten track importance to staying in discussion together with the parties involved. In In order to manage this effectively, and forming new coalitions, at both addition, we will come up with a top five more links are needed with adjacent the city and neighbourhood level, that of priorities – these are actions that can domains, such as housing, nature and implement initiatives that contribute to be implemented in the short term. Of environment, landscape, culture and our common goal. course, an additional budget is needed industry, education, and spatial planning. to realize the accompanying proposals.
Regional cooperation in and with We must also continue to monitor the MRA will also have to be further progress, so that we can see what is developed in order to achieve changing in order to ensure that all sustainable recovery and redesign stakeholders continue to feel that they of the visitor economy. are involved.
HorecaIn pliam Qui cullorem cuscia ea prepedit facepro et porrum vento tem quiatur, qui videl eum ea niendi sitem dusaecu llique explibu orepti in eveliquostio.
Photography Siebe Swart
40 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 41 SUSTAINABLE VISITOR ECONOMY International trends and developments
Digital experiences Internet of Things makes cyber security Companies in the retail, catering, or Impact of climate change sector creates trainee posts, internships, COVID-19 has strengthened and essential, especially now that 5G is about hotel sector (e.g. IHG's Even Hotels From 2019 to 2020, Europe experienced and jobs, and can contribute more accelerated the role that digitization to break through as a major accelerator Group in the United States) will also its warmest winter ever. In the to the benefit and quality of life in all plays in the lives of residents, businesses, of digitization. respond to the growing need for safety, Netherlands, the climate is changing to neighbourhoods and districts without and visitors alike. E-commerce, remote health, and well-being. milder winters and more extreme heat causing disturbance or disruption. working, the virtual experience economy, The new way of working in spring and summer. Cities need to Various initiatives have been launched and contactless customer interactions Just like leisure, work is becoming less The participation society adapt quickly by developing climate- to improve the quality of life of residents have become widespread and and less dependent on locations. After The current 24-hour news cycle and proof infrastructure and using predictive through the visitor economy or to give embedded in just a few months. This is the experience of the past few months, social media can reinforce local decisions weather analysis to understand the support to local entrepreneurs and likely to be a lasting change. flexible co-living, co-working, and leisure to a global level within minutes. effects of changing weather patterns on businesses (#Helpdehoreca). Think of the enormous growth in tools concepts will emerge that will lead to Political decision-making, a balanced the city. and platforms to access museum the reuse of property. Talent can be representation of citizens, and the Consequences for the visitor economy Sustainable transport collections and archives digitally and deployed more flexibly and is less tied to provision of truthful information are include scarcity of water, the need for Global aviation has been fundamentally give performances online, as well as place and space. under pressure. Cities are increasingly public spaces with more shade, but also changed by the COVID-19 pandemic. the technology to offer high-quality using digital tools to encourage possible damage to historic buildings Although even Eurocontrol's most and fast experiences, such as 8D music The healthy and safe city community participation and transparent due to high temperatures. optimistic scenario suggests that the technology, virtual tours, or cloud Before 2020 and the coronavirus crisis, reputation management. number of aircraft movements from gaming. physical and mental health had already Due to the rapid growth in the number 2019 will not be reached until 2024, received a great deal of attention within Diversity and inclusion of international visitors – especially the aviation sector is likely to look very Build-up of infrastructure and the visitor economy. Cities are even more Equality, diversity, and collective action by aeroplane – before COVID-19 and different by then competences judged now and in the future on their are themes that are particularly appealing the lack of international visitors during The support given by several European For companies, success in the visitor attractiveness and liveability, as well as to younger generations (Millennials and the lockdown, the impact of the visitor governments to their national airlines economy will increasingly depend on the their ability to provide clean air, safe and Generation Z), who are increasingly economy on the natural environment is based on higher aviation taxes and ability to continually invest in the digital pleasant public spaces for large numbers finding their voice in the political arena became clearly visible. This resulted fewer short-haul flights. This, combined infrastructure, be it artificial intelligence, of people, and to provide efficient and as consumers. In order to be in various policy plans at national and with the consolidation or bankruptcy robotics, data processing, or hardware. medical care. attractive to these globally oriented, European level, aimed at a sustainable of some airlines, and loss of consumer Human contact is increasingly being COVID-19 has underlined the value strongly connected generations, cities and above all ecological recovery of purchasing power, may result in low-cost replaced by an increasing range of of outdoor spaces as places to meet, will need to connect with their values the sector. airlines gaining position over their more low-touch technology for things such exercise, and relax. The increasing and life experiences and show real expensive competitors. Increasing as planning, booking, and processing pressure on public spaces requires an action on issues such as climate change. Focus on the local 'flight shame' and environmental issues stimulate the search for alternatives to transactions. Given these developments, integrated approach to these green and Inclusiveness is an important theme, In addition to the economic and long-haul and short-haul flights such as new skills are needed, new jobs are blue areas and targeted control of safety visible in new initiatives such as the Black ecological impact, the visitor economy the bus, train, and boat. emerging, and others will disappear. The and crowds through crowd control. Travel Alliance, established in 2020. has a social influence. After all, the
42 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 43 SUSTAINABLE VISITOR ECONOMY International examples
The Tiaki Promise – New Zealand important factor in the success of the › Denmark: in October 2019, the that acts as a secure space for storing The results will be made public so that all In recent years, before COVID-19, Tiaki Promise. Danish Aviation Industry Association personal data and preferences and as a stakeholders can be properly informed. tourism in New Zealand has grown More information > proposed to set up an independent tool for anonymous communication with Important insights that have been rapidly to 3.8 million arrivals in a Climate Foundation with revenue from providers in the visitor economy. published since 2018: country with a population of 4.9 million. Taxation of short-haul flights – Europe a small fee for tickets. › 'Copenhagen's DNA and future The data exchange is based on New Zealanders are increasingly The growth in the global number of › France: a major reform of the current opportunities'. These are quantitative blockchain technology. Consumers concerned about the impact of these air passengers and increasing public 'Air Passenger Solidarity Tax' was analyses investigating how visitor remain in control of what information visitor numbers, particularly on the awareness of the contribution of aviation proposed in 2020, with €30 per behaviour and preferences match the is shared, while blockchain technology environment. As part of a wider policy to climate change have led many passenger for flights of less than wishes of local residents. enables the anonymized but transparent shift to promote sustainable growth governments, particularly in Europe, 2,000 km. transfer of data to generate insight into › 'The Mindful Visitor' – a quantitative and national welfare, the Tiaki Promise to introduce or significantly increase › Germany: aims for a rate increase from visitor behaviour. experiment to segment visitors into was launched in November 2018 by a different types of aviation taxes. 2019-2020. The tax on flights from In the future, the technology can more or less sustainable, valuable coalition of seven public and private Germany to Europe, Russia, Turkey, be used to encourage visitors to segments using data on profile and tourism organizations in New Zealand. The most common measure is to Morocco, and Algeria is currently visit certain places, to spend money behaviour. discourage air travel by increasing air €12.90. with certain service providers or to More information > The Tiaki Promise is based on New travel costs while generating revenue reward 'sustainable' behaviour using Zealand's Maori heritage; the Maori word to invest in more sustainable modes › Switzerland: agreed to introduce an 'Collaboration Impact Tokens' (CIT), Made in NYC Week – New York 'tiaki' means 'care for people and place'. of transport or other environmental aviation tax in June 2020, with almost a digital voucher stored in the user's 'Made in NYC' is an initiative launched It is an educational tool to encourage programmes. Recent revisions include: half of all revenue earmarked for personal digital passport. in 2003 to help local businesses responsible behaviour among visitors to 'emission-reduction initiatives'. › Austria: flights from 1 September 2020 More information > and creators recover after 9/11. The New Zealand and encourage them to will be subject to a minimum rate of › United Kingdom: Air Passenger Duty programme supports them in building travel with respect for the environment, €40 per person; the rate must be at (one of the first of its kind in Europe) 10xCopenhagen – Denmark the necessary competences, gives them people, and culture of the country. least equal to taxes and surcharges. will aim for a minimum increase in 10xCopenhagen was launched in access to a network of peers within the A broad toolkit of physical and A tax increase to €12 per passenger, destinations more than 2,000 miles October 2017 as a major research project sector, and provides marketing support. digital educational material has been but for destinations up to 350 km away by 2021. aimed at creating insight as the basis To date, it includes more than 1,400 developed, which can be used by from the airport this will be €30 per for a new visitor strategy in 2030. The companies in all major subsectors of the companies within the visitor economy. passenger to discourage shorter air The DOTI Passport – Slovenia project was started out of concern for NYC region, with around 72,000 people The widespread acceptance of the Tiaki journeys. In addition, Austrian Airlines 'DOTI' is a personal digital passport with the growth of tourism in the city and in the five city districts. Promise by the business community and is encouraged to transfer passengers which the individual (the visitor) retains indicates which factors promote growth, More information > the use of the material during various to rail transport on short distances ownership and full control of their own but also how the visitor economy can phases of the customer journey is an where possible. data. It works via a mobile application benefit the city and its residents more.
44 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 45 Portland in the Streets – Portland The aim is to allow short term landlords The taxes collected go to the Tourism greater environmental benefits to the Portland in the Streets is a programme (owners of Airbnb flats) to rent out their Development Fund, which is supervised local community. managed by the Portland Bureau property as affordable accommodation by an investment committee chaired After participating in the programme, of Transportation (PBOT), which is to the city authorities in exchange for a by the municipal council, together local authorities consult with residents responsible for urban planning. guaranteed income. The homes are then with the Lisbon Tourism Association, and interest groups to understand The programme has contributed to rented by the city authorities to people the Portuguese Hospitality Association the role that green spaces play in increasing local pride and the overall on low and medium incomes who would (AHP), and the Portuguese Hotel and neighbourhoods and districts. On attractiveness of urban neighbourhoods otherwise be unable to live in the city Restaurant Association. this basis, specific neighbourhoods and encourages residents to take a centre. and green spaces are identified for role in the design of public space. The investment of the revenue was participation in the programme, such This is achieved by using and reusing In this way, the programme contributes originally earmarked only for items as parks, forests, cemeteries, and streets and locations as communal to restoring the balance in the use of such as street cleaning and public allotments. meeting places and improving and property, following a sharp increase in transport costs in popular areas, as well More information > re-programming public spaces. speculative purchases of holiday flats in as international promotion. However, recent years. it generated revenue quickly enough The aim is to make it easier for More information > to invest in the restoration of buildings neighbourhoods to launch initiatives and monuments. Between 2016 and by making the planning and permitting Tourism development 2019, €33.7 million was committed to process more accessible, better programme – Lisbon development projects, of which €18.2 spreading projects across the city, and Since 2016, Lisbon has been using its million was supported by the fund and encouraging projects that respond to the tourist tax to invest in renovating the €15.5 million by other entities. needs and character of neighbourhoods. city's main attractions and restoring More information > More information > buildings and public spaces to create new attractions for visitors and residents. Future Parks Accelerator Safe rent programme – Lisbon – United Kingdom Just as many historic European cities, Lisbon introduced a tourist tax of €1 per The Future Parks Accelerator, launched Lisbon suffers from a severe shortage visitor per night on 1 January 2016, and in 2018, is a UK initiative to support cities of affordable housing caused, among later doubled it to €2 per visitor on 1 and regions in making better use of parks other things, by the increasing success January 2019. By October 2017, the tax and urban green spaces, making a better of the city as a destination for a short had already raised €15.7 million for the social and environmental contribution to holiday. The 'Renda Segura' programme capital, an average of around €1.1 million society. The aim is for parks not only to (Safe Rent) was introduced by the Lisbon per month (the tax is levied by hotels and be seen as assets to be managed, but as Municipal Council in May 2020, shortly holiday flats, which alone accounted for green spaces that can improve people's after the visible impact of COVID-19. €4.5 million). physical and mental health and bring
46 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 47 ACKNOWLEDGEMENTS This document has been made possible thanks to:
Ailbhe Cunningham – Stichting Mensen Maken Amsterdam foundation Ko Koens – Inholland Alexandra Gudowski – Who Is Amsterdam Tours Lieke Westendorp – Heineken Experience Angelo Bromet – Prospect11 Maatje Mostart – Anne Frank House Anna Brolsma – Amsterdam Museum Marcel Schonenberg – Beurs van Berlage Anneke Jongerius – AM bv Marian Duff – OSCAM Annemieke Bieringa – Street manager Damstraat, Zeedijk, Nieuwmarkt Martin Berendse – Netherlands Public Library Association Anouschka Trauschke – Tours that Matter / Reinvent Tourism Matthias Breckpot – Denktank Gemeente Amsterdam (thinktank City of Amsterdam) Arnold Gruppen – Amsterdam Visitor Marketing Marijke Schreiner – Stayokay Christine Govaert – Vereniging Amsterdam City association Maurits van der Sluis – RAI Amsterdam Clayde Menso – Amerpodia BV Michael Huijser – The National Maritime Museum Dick de Graaf – Passenger Terminal Amsterdam Miriam de Lange – Stop de Gekte Dieuwke Reuvers – The Butterfly Impact Moheb Alecozy – Alecozy Consult Ebeline Dijkhuis – Schiphol Group Nico Evers – Hotel Jakarta Amsterdam Eelko Hamer – eelko.com / Reinvent Tourism Nicole Schuil – Farm Lodge Elena Simons – Stichting Wonder / Reinvent Tourism Nidal Ouaali – City of Amsterdam (CTO) Els Iping – Vereniging Vrienden Amsterdamse Binnenstad association Olav Ulrich – Stop de Gekte Emmy Stoel – Sofitel Legend The Grand Amsterdam Patrick Kerkhoven – WIN Hotels Erik Maitimo – GVB Paul Bremmer – Kroonenberg Groep B.V. Floor Ziegler – ZieglerGautier Pauline Buurma – Street manager Rokin/kalverstraat Frank Houben – KLM Pieter van der Zeeuw – Hans Brinker Hostel Frank Thewessem – Topsport Amsterdam Pim Evers – Entrepreneur in the hotel and catering industry / Koninklijke Horeca Nederland (Dutch trade Frans de Vries – De Vries Producties BV association for the hotel and catering industry) Fred Kramer – Vereniging Vrienden Amsterdamse Binnenstad association Ramon de Lima – The Night Mayor Amsterdam foundation Gerard Veldhuijzen – Renewi Nederland Randy Bloeme – DSP-groep Hannelore Majoor – JCDecaux Remco Donger – Kapooow Hans Bakker – VNO-NCW Rens Hogeling – Booking.com International Harold Kluit – Tourism Group International B.V. Richard van Herk – Stromma Jacqueline Grandjean – Stichting De Oude Kerk foundation Rudolf Buurma – Stichting Bezoek Amsterdam foundation James Veenhof – Fronteer Sabine Linz – Stichting Wonder / Reinvent Tourism Jeroen Diepeveen – Hotel Casa Amsterdam Sander Groet – Adam Toren Johan Valster – De Hallen Sarriel Taus – World of Food John Flierman – House of Hospitality - ROC van Amsterdam Serghino Stekkel – Stekks Social John Olivieira – Consultant Thijs de Groot – NBTC Joris Mouw – Pathe Walther Ploos van Amstel – Amsterdam University of Applied Sciences Jos Louwman – MacBike Willem Koster – Vereniging Amsterdam City foundation Karoline Wiegerink – Hotelschool The Hague Yasemin Oruc – Hotelschool The Hague Kees Noomen – Royal Coster Diamonds
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48 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 49 amsterdam& partners