Internship at Riga City Development Department

Miguel Oliveira

Amsterdam long term planning strategy

Presentation Summary (9 points and Conclusion)

1. Netherlands and Amsterdam key facts

2. Amsterdam City Centre

3. I amsterdam branding campaign

4. Amsterdam Economic Board

5. Amsterdam Department of Economic Affairs

6. Amsterdam Sustainability Program

7. Amsterdam 2040 Energy Strategy

8. Economically strong and sustainable Structural Vision:

Amsterdam 2040

9. Amsterdam projects for the future

Conclusion and main findings

Plans and

projects

for the

future

Economical

agents

Introduction

and image of

the city

Netherlands

• 16.3 million inhabitants and strategic location in Europe,located in the densely populated Randstad urban region;

• N8 direct investor in the world* and N4 recipient of foreign direct investment in the world;

Amsterdam Metropolitan Area (2007)

• Surface area of 1,815 km, of which almost 25% is water;

• 2.20 million inhabitants on metropolitan area and 745,000 inhabitants on the council (33% are of foreign origin)

• 1 milllion jobs (85% on tertiary sector);

• Amsterdam airport Schiphol - 46 million passengers,1,5 million tonnes of cargo, 57 000 direct jobs and 50 000 indirect jobs (2% of GDP);

• Port of Amsterdam - 84.4 million tonnes of cargo;

• Important economic sectors are trade, business services, tourism, culture and education;

• Creativity and innovation are very important pillars for the Amsterdam economy.

1- Netherlands and Amsterdam key facts and stats

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2 - Amsterdam city centre

•The historical inner city is Amsterdam’s

leading attraction with it’s distinctive for its

semicircular layout of concentric canals;

•Covers an area of more than 800 ha, of

which 174 ha is water and 36 ha is public

green space or greenery within perimeter

blocks;

•Most important concentration of work

activity is located here, with 83,700 jobs

(although employment in the city centre

has fallen markedly over the last 40 years)

•The number of people residing in the city

centre has climbed to 81,000 over recent

years;

•The attractiveness of the public spaces is

currently a key factor in the council policy

as a fundamental factor new business,

workers and tourism.

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3 – I amsterdam branding campaign (2004)

Why?

• Image of the city that arise on the 60’s, was based on youth culture of sexual liberalism and narcotic indulgence. Vandalism, graffitti, antisocial behaviour, personal insecurity and a lack of public order became firmly established in the international as well as national psyche;

• This image was considerade inapropriate, as it overshadows other more desirable aspects of the city’s aspirations;

• Increasing competition between european metropolitan regions.

• Necessity of re branding become inevitable;

• City marketing is a powerfull tool in the hands of city management and, if used appropropiately, it can promote all aspects of urban development.

More information about the

campaign here and here

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http://www.iamsterdam.com/

Goal is to place Amsterdam region back in top 5:

• As location for international business;

• As atractive destination for international visitors;

• Improve the product Amsterdam;

• Improve image of Amsterdam region;

• Differentiate on creativity and spirit of commerce;

Main Marketing projects

• Cultural events;

• Hospitality;

• Internet press policy – New internet portal;

• The pearl projects (Zuidas bulding project and Uitmarkt festival);

• The branding campaign;

Strategy that adresses not only the needs of the tourism sector but

a wider base of economic activities and target groups

Approach

3 – I amsterdam branding campaign (2004)

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Organization

3 – I amsterdam branding campaign (2004)

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Business webpage

Applications:

•Setting up your business;

•Expanding your business;

•Hotel development (including

a free manual to expand current

hotels or create new ones);

•Film Office (the Amsterdam

Film Commission supports

technical solutions, and also

help to arrange accommodation,

office space and legal advice;

•Meetings.

3 – I amsterdam branding campaign (2004)

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Acess website here (dutch version only)

•The chairman of Amsterdam

Economic Board is the mayor of

Amsterdam;

•Entrepreneurs, managers and

representatives of research institutes

are affiliated to the Board;

•The members of the Board jointly

determine the strategy for economic

development and innovative capacity

of the metropolitan region;

•The triple helix philosophy

(collaboration between governmental

organizations, SME’s and higher

education) is central to the Amsterdam

Economic Board and to create a joint

strategy on it’s sectors

(more information about this concept here)

4 - Amsterdam Economic Board – Organization

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• Represents the interests of local companies, newcomer investors, the labor market and is committed to stimulate economic growth;

• The ambition of the organization is to make possible that Amsterdam is belonging to the 5 top (most attractive) business metropolitan locations in Europe;

Focus:

• Support Talent - To develop the sufficient supply of ‘’talent’’, to foster a labour market of highly educated human capital . Enlarge the share of higher educated personel, and reduce the share of unexploited talent;

• Connection - To belong to the top 3 best ‘’connected cities’’ in Europe. Make a use of innovative techniques to be perfectly connected city in terms of physical connections (hub) but also in terms of virtual connections (e.g wi-fi, fiber, Open Networks);

• Knowledge based clusters - Attract high potential talent and enhance knowledge based sectors such as life sciences;

• Stimulate growth of entrepreneurship - At least to a comparable level of the European competitors.

4 - Amsterdam Economic Board – Activities

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• Creative Industry - Added value of the creative industry is estimated at 7.1 billion (1.9% of GDP);

• Trade & Logistics - Combination of the Schiphol main port and harbor and hinterland connections makes the metropolitan region for an ideal gateway for overseas multinationals in North Europe;

• Financial and business services - In 2009, this cluster was 25% of the Gross Regional Product. In the metropolitan region there are 40,000 163,000 people are employed in this sector;

• Food & flowers - National value added of flowers is about 10 billion euros and food about 42 billion euros (with 250,000 jobs);

• ICT and eScience - Value added of ICT sector in Amsterdam Metropolitan Area is about 18 billion per year. This cluster is about 10% of the workforce employed;

• Tourism & Congresses - Amsterdam is the sixth largest city in Europe when it comes to receiving visitors. In addition, Amsterdam is among the top global congress cities;

• Red Life Sciences - Amsterdam's red life sciences cluster is young, mature, yet internationally renowned, but with great potential in particular by strong knowledge base;

• Humus Layer - Is the breeding ground and basis that allows for new ideas and successful initiatives to flourish, and act as an important contribution to strengethen the seven clusters. More information Acess here (dutch version only)

4 - Amsterdam Economic Board – Clusters

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• Goal of this department is to stimulate the economic development of the Amsterdam region. That makes the service by ensuring a competitive business climate and strengthen the economic structure.

Economic policy has six priorities:

• Services to entrepreneurs: providing good services to entrepreneurs;

• Physical conditions of establishment: establishment offering good physical conditions (space to do business);

• Access: ensure that Amsterdam is easily accessible by all modes of transport;

• Labour market: ensuring that the corporate demand for personnel is fulfilled and ensuring that companies have sufficient personnel with appropriate skills. Ths demands ia close cooperation with the Platform for Education and Employment and the Department of Work and Income;

• Quality of life: ensure a good quality of life;

• Knowledge and innovation: strengthening innovation and knowledge.

Acess website here (dutch version only)

5 - Amsterdam Department of Economic Affairs

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6 – Amsterdam Sustainability Programme (2011-2014)

Acess plan here

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• The development of new technologies and bringing them to market is one of the key components of economic development. Sustainability can serve as a driver for such innovation;

• The activities within this pillar are englobe all sectors of Amsterdam Metropolitan such as financial and business services, ICT, life sciences and the creative industries, but also tourism/conferences, and trade and logistics;

Over the next four years, the following goals will be the focus within this pillar:

1. Improve the national and international business and investment climate;

2. Propagate a favourable business climate in which sustainable enterprise flourishes;

3. Sustainable Finance;

4. Boost innovation in the city.

6 – Amsterdam Sustainability Programme (2011-2014)

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1. Improve the national and international business and investment climate;

• Development information about various aspects of sustainability via the “desk for trendsetters in sustainable enterprise” (on aspects ranging from financing, stimulus packages and suitable premises to the actual availability of sustainable buildings). This information is combined with knowledge about sustainable real estate (i.e. insight into current availability and promotion of the ‘BREEAM-in-use’ sustainability label);

2. Propagate a favourable business climate in which sustainable enterprises flourishes;

• Encouragement and reinforcement of sustainable entrepreneurship in the relevant economic clusters. The SMEs are responsible for about 25% of Amsterdam’s CO2 emissions;

• There will be a special attention to the tourism sector, namely the provision of information about the ‘greening’ of the the promotion of sustainable hotel sector www.duurzamehotels.amsterdam.nl, including the ‘Menu for Sustainable Hotels’ (acess here);

6 – Amsterdam Sustainability Programme (2011-2014)

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3. Sustainable Finance

• In the period 2011-2014, the City of Amsterdam and in particular its Department of Economic Affairs (EZ) will support the Holland Financial Centre (HFC) with expertise and funding. The HFC is focused on promoting and marketing sustainable financing, by backing sustainable projects, financially supporting the transition to sustainable energy (and clean technology), carbon trading and alternative energy;

4. Boost innovation in the city

• Various new coalitions are being forged with a view to facilitating innovation. Municipal government can establish the conditions for entering into new coalitions and where possible can actively encourage them as well. This means that Amsterdam enters into discussions with parties that are necessary for innovation and brings them together. This involves different kinds of companies, knowledge institutions and social organisations, as well as citizens, both within the city and across the region. An important mainspring for this is the encouragement of new ‘business cases’, and the associated economic development.

6 – Amsterdam Sustainability Programme (2011-2014)

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7 – Amsterdam 2040 Energy Strategy

Acess plan here

“Amsterdam plans to become the beating heart of a sustainable metropolis

by 2040. A creative and varied city, economically and socially strong, with a

healthy living environment. Treating space, energy and power sources with

care and efficiency, and equipped for the effects of climate change. In short,

sustainable in every way” (Foreword)

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7 - Amsterdam 2040 Energy Strategy

4 fields of action 1. Buildings

• Far-reaching energy efficiency (minimum of Energy Certificate B) through insulation, district heating, heat and cold storage and the use of solar energy;

• Climate-neutral new-build development;

• Generate awareness and behaviour changes among the general public and companies;

• Achieve 75% reduction in CO2 in buildings by 2040.

2. Clean transport

• Limited traffic, paid parking, encourage cycling, green public transport and clean conventional vehicles;

• Large-scale conversion to electric cars and increasing sustainability of the electricity chain;

• Different method of paying for mobility (government policy);

• Hydrogen for heavy transport outside the city (evaluation of hydrogen roadmap in 2015);

• Before 2040 there must be 200.000 eletric cars (including 100.000 plugin hybrid) and scooters;

• Only eletric vehicules will be allowed to travel along the canals.

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3. Port and Industry

• Transform port into a sustainable ‘energy port’ (the most sustainable in Europe);

• Make optimum use of sun and wind (install more wind turbines and replace old turbines with larger, new ones);

• Sustainable business activities (recycling systems, biofuels, transhipment wind turbines);

• Increase the energy efficiency of industry and make the ICT sector greener.

4. Sustainable energy

• Increase the speed of introduction of wind power, in particular in the port and Amsterdam-Noord;

• Installation of solar panels;

• Optimise the use of sustainable energy through smart grids;

• Application and combination of heat and cold storage and green district heating;

• In 2040, 50% of AMS eletricity needs will be generated sustainibly within the city boundaries;

• The district network will be made more sustainable through the large scale use of solar heat and geothermal energy.

7 - Amsterdam 2040 Energy Strategy

4 fields of action

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8 - Economically strong and sustainable

Structural Vision: Amsterdam 2040

Acess the plan here

More information about the process of elaboration

of Amsterdam Metropolitan Area 2040 vision here

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• This plan is a framework of analysis for spatial plans and provides the basis for setting the city’s investment agendas, setting it’s vision scenario for the period 2010 to 2040;

• Ths Plan is more strategic, regarding previous plans;

• In this plan, problems, challenges and opportunities present themselves on the metropolitan scale;

• Hence this a metropolitan plan in order to be able to compete with, for example, the Ruhr Area;

Concept

• Economical development and environment are becoming extensions of one another;

• Clean air, properties full of character and an attractive, green public space are all aspects with which the city can secure the loyalty of people and business;

Profound convition - “People are drawn to cities where life is good”

• Investing in sustainability is therefore equivalent to investing in the economy.

8 - Economically strong and sustainable

Structural Vision: Amsterdam 2040 - Characteristics

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8 - Strutural vision of the Plan

Seven Spatial Tasks 1 - Densify, 2 -Transform, 3 - Public transport on the regional scale,

4 - High quality layout of public space, 5 - Invest in the recreational use of green space, 6 - Converting to sustainable energy,

7- Olympic Games Amsterdam 2028

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1. Densify

• More intensive use of the space in the city to make possible to accommodate more people and businesses;

• Additional 70,000 dwellings will be built between now and 2040, with the corresponding amenities such as schools, shops and sports facilities;

• More high-rise development will be employed in Amsterdam, for example along the A10 ringroad and near public transport hubs. There will also be efforts to find space below ground.

2. Transform

• As a component of densification, various monofunctional business parks will be transformed into areas with an urban mix of residential and business functions;

• In this areas, promising knowledge-intensive sectors will play a greater role. The prime candidates for this are the industrial sites alongside the IJ waterway;

• The greatest transformation task is the Port-City project – the section of the port complex that lies within the A10 ringroad. After 2030 it will be possible to realize between 13,000 and 19,000 dwellings there, mixed with businesses and amenities.

8 - Strutural vision of the Plan

Seven Spatial Tasks

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• The four major thrusts are robust developmental trends which can be observed in large sections of the city and even outside it. These developmental trends can be decisive for the success or failure of an actual plan or project;

• The roll out of the city centre;

• The interweaving of the metropolitan landscape and the city;

• The rediscovery of the waterfront;

• The internationalization of the city’s southern flank • Succession of massive projects (see point 8 );

• The main driver of these developments are infrastructures that will link Amsterdam with the other municipalities in the Randstad conurbation, with the rest of the Netherlands, with Europe and, via Schiphol Airport, with the world.

• Expansion of Schiphol Airport, the development of Zuidas and the intensification of the residential and business areas in Amsterdam-Southeast;

• Station-Zuid, at the heart of Zuidas, will become one of the most important public transport hubs in the Netherlands;

8 - Strutural vision of the Plan

Four major thrusths

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9 - Amsterdam projects

These projects include aspects such as: an urban expansion renewal,

changes in function for obsolete port districts, expansion of the port and the

airport, new infrastructures, and the layout and infill of new, high-quality

business and office districts.

More information here (pg 41-47) 23/27

•Over the coming 30 years, Amsterdam

will be developing Zuidas (the ‘South

Axis’), a new urban district between the

Amsterdam-Zuid and Buitenveldert city

districts, in close collaboration with

commercial investors;

•The key characteristics will be high-

quality office and business space and a

range of attractive housing.

•The district is ideally positioned with

regard to Schiphol Airport, the city

centre, and the green spaces of the

Bos woodland park and along the River

Amstel;

•The area enjoys excellent

accessibility: Station Zuid/WTC, a

transport hub served by buses, trams,

trains and metro.

9 - Amsterdam projects - Zuidas

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9 - Amsterdam projects - Southeast / Arena

• The plans for the area were developed in close association with Amsterdam Zuidoost district council, Netherlands Railways (NS), and various investors and contractors;

• The Southeast Central Area is one of the city’s first subsidiary centres to be developed around a multimodal public transport hub (Bijlmer railway station, metro and bus stops);

• In the 1990s, construction of the ArenA and the Park & Ride facility gave an extra impulse to existing plans for this area. The ArenA, the Pathé multiscreen cinema, the Heineken Music Hall mid-sized concert venue, the Villa Arena Mall and large-scale branches of a number of chain stores attract a public from far beyond the city;

• Under development are a large recreation and entertainment complex, high-rise office towers and apartment blocks, and two colleges of higher education.

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9 - Amsterdam projects - IJburg

•IJburg is an archipelago where 18,000

dwellings, including approximately 6,000

in the social sector, are being built for

45,000 inhabitants;

•The district was created island by island

by spraying layer after layer of sand into

the open water;

•A mix of functions and a varied

population is an important guiding

principle for this area;

•There will be employment for about

12,000 people. In addition there will be

schools, a marina, cafés and restaurants,

sports facilities, a beach and a cemetery.

The first dwellings were completed in

2002 on the Haveneiland;

•Weel connected by acessibilities: in 2005

came into service th IJ tram, travelling

time to Central Station in 15 minutes.

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9 - Amsterdam projects - North/South Line

• The North/South Line is a 9.5 km metro line. It begins above ground in Amsterdam-North, proceeds under the IJ waterway and Central Station, heads towards Zuid/WTC station;

• The North/South Line will have 8 stations in all and a tunnelled portion of 4.2 km long;

• When it comes into operation, planned for 2017 (after several delays due to financial reasons), the new metro line is expected to carry 160,000 passengers a day.

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Conclusion and Main findings:

In a globalized world, Amsterdam is a vanguard city in several aspects, being able to realize and adress, sonner than other cities, the importance of several aspects, namely:

Urban Planning

• Tradition and importance of good urban planning in the city, taking advantage of it’s strategic european location, and skilled multi language labour force;

• Both economy and environment are becoming extensions of one another. Investing in sustainability is therefore equivalent to investing in the economy. The attractiveness of the public spaces is a way to secure the loyalty of people and business;

• Importance of a strategic long term metropolitan planning and energy plan until 2040, to compete with other european regions;

City Marketing

• The potential and use of city marketing (“I amsterdam” brand) has a starting point to change and improve the image of the city, with ambitous goals and diverse applications, adressing not only the needs of the tourism sector but also a wider base of economic activities and target groups.

References:

Official Plans and Documents:

• Amsterdam Sustainability Programme - Acess here

• Amsterdam Energy Strategy - Acess here

• Economically strong and sustainable Structural Vision: Amsterdam 2040 - Acess here • Hotel development (including a free manual for investors)

• The city marketing of Amsterdam & the Region - Acess here

• Amsterdam Pocket Atlas 2006 - Acess here

• Menu for Sustainable Hotels - Acess here

• Humus layer – Fundamental to strenghen the seven cluster (dutch) - Acess here

Articles:

• Why market Amsterdam? - Acess here

• Knowledge-Based Economy and the Triple Helix Model - Acess here

• More information about the process of elaboration of Amsterdam Metropolitan Area 2040 vision - Acess here

• The city marketing of Amsterdam & the region - Acess here

Websites:

• Iamsterdam city marketing - http://www.iamsterdam.com/

• Amsterdam Economic Board - http://www.iamsterdam.com/nl-NL/Business/Amsterdam-Economic-Board (dutch)

• Amsterdam Department of Economic Affairs - http://www.amsterdam.nl/gemeente/organisatie-diensten/economischezaken/over-ez/ (dutch)

• Menu of sustainable hotels - www.duurzamehotels.amsterdam.nl

• BREEAM NL - http://www.breeam.nl/breeam/breeam-nl_english