Organisatiekracht Inverdan

5 maart 2015 Gert Peter Vos MCD

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Zaanstad

A few facts

• 1974: 7 municipalities merged to become Zaanstad

• Over 150,000 inhabitants (14th city of NL)

• Part of Metropolitan Region of Amsterdam (MRA)

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Zaanstad

Challenges in the 90s

• Slow economic growth • Poor internal accessibility • Unsuccessful central shopping area • Desolate station environment

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Zaanstad

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Strategic plan

Three main objectives:

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• To create spatial cohesion • To broaden and strengthen social

and economic structure • To create a strong identity

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PUBLIC – PRIVATE PARTNERSHIP

• Municipality of Zaanstad • NS (National Railway company) • Multi Vastgoed (retail real estate development

company)

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Planning area

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Program

• 2,000 residences • 23,000 m2 new shopping area • Multiplex • Car park • 45,000 m2 offices • Town hall (25,000 m2) with municipal archives • Culture cluster with conference facilities (6,000

- 8,000 m2) • Hotels with congress and conference facilities

• Food & drink establishments • Public transport hub, including bus terminal • Community facilities • Upgrading public space • Investment volume: approx. € 825 million

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FROM RESISTANCE TO SUPPORT

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FROM RESISTANCE TO SUPPORT

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ECONOMIC CRISIS 2008

• Development stops • Real estate prices fall • No demand for offices • Less demand for housing

• Western part of project just started • Need for more pragmatism

• Changes of roles

– Housing corporations – Municipality – Development companies

• Search for alternative investors (local entrepreneurs / construction companies)

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Nieuw West: Zaan Inn Hotel

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• Redevelopment of a former office building • In use since November 2012 • 102 rooms • Conference and meeting facilities • Restaurant

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Nieuw West: Zaans Strip

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• 5 residential buildings, total length 300 m • 254 flats and approx. 150 m² commercial property • Car park for 190 cars • 1st phase: 61 owner-occupied and 40 rented flats • Architect: Heren 5 • Completion first phase in June 2013

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Nieuw West: Zaans Goed

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• Designed in ‘Zaanse’ style • 70 owner-occupied en rented

houses • Start construction early 2014 • Completion first houses end 2014

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RESULTS

• Increased number of visitors (30%) • Increased appreciation of visitors (70%) • Increased duration of stay (25%) • Increased interest of retailers and investors

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SOME RESERVATIONS

• Fewer offices than planned • Less housing than planned • Financial losses • Main project Train Station still unfinished • No ‘high end’ shopping

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LESSONS LEARNED

• Importance of a local based identity • Power of design • Need for public leadership • Long term commitment (both public and private) • Public entrepreneurship in search for local investors • Investors need a strong public vision and stability in public ambitions • Co-creation leads to long term support • Understand the internal struggles of private partners • Be aware that roles can change during the process

• Stay close to the assets you have, stay close to the real roots of a city

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