Redesigning the visitor economy of Amsterdam - VISION 2025 - amsterdam& partners - I amsterdam
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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,
is part of a capital with an international in the city centre. On the other hand,
waste management, and greening
character in that it provides income and there are also parts of the city where
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
The city of freethinkers Freedom demands responsibility.
that we treasure?
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.
here, attracting freethinkers from all over take this responsibility. to love, where you are allowed to think
› Unconstrained behaviour without
the world. This has led to a huge amount and believe what you want. A city,
respect for the city, its residents,
of creativity and diversity in the city, where people treat each other with
culture, history, and environment.
its people, and its culture. respect.
› Earning money without taking
› A central role for creativity,
Respect for one another responsibility for the
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.
needs and known and unknown activities. to the city, neighbourhoods, and districts.
› 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 orientation to location. Show what
up a separate multi-annual plan for a Capacity
welcome visitors again as soon as behaviour we expect and where our
sustainable and innovative recovery of
possible. At the same time, we want to boundary lies. › Investigate the possibilities of taxing
the conference sector and submitted it to
be able to actively steer for maximum day visits as well (City Tax).
the Ministry of Economic Affairs. Central › Investigate how desired behaviour can
capacity and growth in the future, should
to this is attracting conferences with a be shaped in an Amsterdam Contract. › Work out an air passenger tax or
this be necessary. Develop sustainable
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.
advertising pillars about crowds in the › Analyse visitor behaviour by means
Gebruik Openbare Ruimte (Intelligent
city. of continuous visitor research and › Develop a forecast dashboard for
Use of Public Space, IGOR) programme
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 19PILLAR 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 21REWARD 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 23PILLAR 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 25GET 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
making and support this with a budget, initiatives and activities in the city that › Build a broad and inclusive network.
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.
Local identity
the amenities in the city but have little to lesser-known places in familiar
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 27PILLAR 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 29MANAGE 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
Businesses share the responsibility (e.g. the 'I live here' campaign in the team to keep the city centre clean at
visitor economy, but it needs to be
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 31PILLAR 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 33MAKE 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
Develop a master plan to return homes Make sure that Amsterdam residents that support living, working, and
› Let Amsterdam residents and the
to residents. The city centre in particular and visitors from outside the city will accommodation, and can be used day
residents of the metropolis rediscover
has seen too many homes withdrawn once again see and experience the city and night.
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
Integral quality of life policy letting for the whole of Amsterdam.
residents, students, businesses, cultural
Focus on holiday letting institutions, and the municipality. Develop an approach for the city centre
together with residents, businesses, Businesses
Prohibit private holiday letting
property owners, and cultural institutions.
throughout the city in order to stop the Rigorous choices › Reward businesses that contribute to
withdrawal of houses from the market › Redesign window prostitution and
Make rigorous choices in the supply and the neighbourhood. This is in line with
and the alienation of residents from coffee shops in the city centre aimed
design of the city centre and specifically the new Amsterdam quality mark for
their neighbourhood. Other forms of at discouraging the large influx of
the Red Light District. The combination businesses to be developed.
accommodation add more value to the visitors who only come to Amsterdam
and quantity of coffee shops, window
city, economically (jobs, trainee posts), for this offer. › Facilitate workspace for entrepreneurs,
prostitution, restaurants, and fast-food
socially (neighbourhood support), or creatives, and start-ups.
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 35PILLAR 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 37REDESIGN 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
are perceived as busy. In addition, destinations outside the city centre, or › Combine logistics services per
with Artis, the Hermitage, and the
reduce the pressure on space through better communicating the existing offer neighbourhood or city district to
Marineterrein. Take this as an example
good connections by water – not only by means of guiding based on increase service efficiency and reduce
for new initiatives to be developed.
functionally for transport, but above all to data and insight. costs.
improve the experience of the city. › Invest in sustainable and public
› Implement allowed delivery times for
Smarter business and logistics transport, such as transport by water
loading and unloading for, among
More space for bicycles movements or bicycle instead of car, and reward
others, retail and hospitality.
and pedestrians its use.
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 39REALIZATION
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 41SUSTAINABLE 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
transactions. Given these developments, integrated approach to these green and Inclusiveness is an important theme, stimulate the search for alternatives to
In addition to the economic and
new skills are needed, new jobs are blue areas and targeted control of safety visible in new initiatives such as the Black long-haul and short-haul flights such as
ecological impact, the visitor economy
emerging, and others will disappear. The and crowds through crowd control. Travel Alliance, established in 2020. the bus, train, and boat.
has a social influence. After all, the
42 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 43SUSTAINABLE 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
New Zealanders are increasingly The growth in the global number of The data exchange is based on opportunities'. These are quantitative
› France: a major reform of the current
concerned about the impact of these air passengers and increasing public blockchain technology. Consumers analyses investigating how visitor
'Air Passenger Solidarity Tax' was
visitor numbers, particularly on the awareness of the contribution of aviation remain in control of what information behaviour and preferences match the
proposed in 2020, with €30 per
environment. As part of a wider policy to climate change have led many is shared, while blockchain technology wishes of local residents.
passenger for flights of less than
shift to promote sustainable growth governments, particularly in Europe, enables the anonymized but transparent
2,000 km. › 'The Mindful Visitor' – a quantitative
to introduce or significantly increase transfer of data to generate insight into
and national welfare, the Tiaki Promise experiment to segment visitors into
different types of aviation taxes. › Germany: aims for a rate increase from visitor behaviour.
was launched in November 2018 by a more or less sustainable, valuable
2019-2020. The tax on flights from In the future, the technology can
coalition of seven public and private Germany to Europe, Russia, Turkey, segments using data on profile and
be used to encourage visitors to
tourism organizations in New Zealand. The most common measure is to Morocco, and Algeria is currently behaviour.
visit certain places, to spend money
discourage air travel by increasing air €12.90. More information >
with certain service providers or to
The Tiaki Promise is based on New travel costs while generating revenue
› Switzerland: agreed to introduce an reward 'sustainable' behaviour using
Zealand's Maori heritage; the Maori word to invest in more sustainable modes Made in NYC Week – New York
aviation tax in June 2020, with almost 'Collaboration Impact Tokens' (CIT),
'tiaki' means 'care for people and place'. of transport or other environmental
half of all revenue earmarked for 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:
'emission-reduction initiatives'. personal digital passport. in 2003 to help local businesses
responsible behaviour among visitors to › 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 access to a network of peers within the
A broad toolkit of physical and 10xCopenhagen was launched in
A tax increase to €12 per passenger, destinations more than 2,000 miles sector, and provides marketing support.
digital educational material has been October 2017 as a major research project
but for destinations up to 350 km away by 2021. To date, it includes more than 1,400
developed, which can be used by aimed at creating insight as the basis
from the airport this will be €30 per companies in all major subsectors of the
companies within the visitor economy. for a new visitor strategy in 2030. The
passenger to discourage shorter air The DOTI Passport – Slovenia NYC region, with around 72,000 people
project was started out of concern for
The widespread acceptance of the Tiaki journeys. In addition, Austrian Airlines in the five city districts.
'DOTI' is a personal digital passport with the growth of tourism in the city and
Promise by the business community and is encouraged to transfer passengers More information >
which the individual (the visitor) retains indicates which factors promote growth,
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 45Portland 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 47ACKNOWLEDGEMENTS
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
Photography Marc
First name
Roodhart
Surname
48 amsterdam&partners Redesign visitor economy Vision 2025 amsterdam&partners 49You can also read
