In this short video (5min) Geert Kloppenburg shares his vision on shared mobility in the city.
Please respond by giving your feedback and share in your network!
https://bit.ly/Sharedmobilitynl
For feedback:
Email: geert@geertkloppenburg.nl
On the 5th of June, during the 28th Knowledge and Demo Day, we explored the topic of Inclusive Design in the context of mobility projects together with a diverse group of network partners. Iris Ruysch introduced the theme on behalf of the Amsterdam Transport Authority (Vervoerregio), while David Koop and Lotte de Wolde from our knowledge partner Flatland facilitated the session format, moderation and visual notes.
The Amsterdam Transport Authority is responsible for public transport across fourteen municipalities in the region and is working towards a mobility system that enables people to travel quickly, safely and comfortably by public transport, bicycle or car. In addition to organising and funding public transport and investing in infrastructure, the Authority actively contributes to broader societal goals such as sustainability, health and inclusivity.
Inclusive mobility is one of the key themes within the wider mobility policy. The central principle is that everyone – regardless of age, income, disability, gender or background – should be able to travel well and comfortably throughout the region. This calls for a mobility system that is accessible, affordable, appropriate, socially safe and welcoming.
The aim of the session on 5 June was to work with the network towards an initial action plan for applying inclusive design principles in mobility projects. Iris is keen to ensure that the ambitions around inclusivity are not only stated in policy and vision documents but are truly embedded in the organisation – from policymakers to implementation teams.
After an introduction by Iris on the context and ambitions within the Transport Authority, we got to work. In small groups, participants explored the profile of the implementing civil servant (using a persona canvas) and considered desirable changes in approach; in terms of attitude, skills and collaboration.
We then used the Inclusive Design Wheel to examine how existing programme components of the Authority could be made more inclusive. In pairs, we tackled themes such as accessible travel information, social safety at stations (specifically for women), and improving bicycle parking facilities.
The Inclusive Design Wheel is an iterative process model that supports the structural integration of inclusivity into design and policy projects. The model emphasises collaboration, repetition, and continuous learning. It consists of four phases:
While the persona profiles were being developed, I observed the group discussions and noted several important insights to take forward in the development of the action plan:
Iris collected valuable input to kick-start the development of the action plan, and participants gained a better understanding of the Amsterdam Transport Authority, the principles of Inclusive Design, and what it takes to move from policy to implementation. This summer, a trainee will start at the Transport Authority to further develop this topic and the action plan. The session, this report, and Flatland’s visual notes provide a strong foundation to build on. We’ll be meeting with Iris and David to explore how we can support this follow-up.
Would you like to learn more about any of the topics or developments mentioned in this report? Feel free to email pelle@amsterdaminchange.com.
On the 5th of July, during Demoday #28, we zoomed in on one of the pressing challenges facing the energy transition: grid congestion, and more specifically, how to keep the people who maintain the grid moving efficiently.
Grid congestion is a serious and growing concern for grid operator Alliander. It is therefore essential to speed up the grid reinforcement as much as possible. Alliander’s Operation 2.0 team is exploring innovative ways to work smarter, faster, and more flexibly to keep pace with these developments.
Their efforts focus on three tracks:
• Alleviating staff shortages by training office employees to occasionally support fieldwork.
• Exploring technologies like advanced ground radar to get better insights into underground assets.
• Improving the logistics of supplying mechanics to ensure they have the right tools, in the right place, at the right time.
This last track was the main focus of our work session.
Logistics experiences show that mechanics collect materials inefficiently when supplying their vans and jobs, resulting in stock corrections, less control over stock, unnecessary work for logistics staff, and valuable mechanic hours being lost, which leads to less execution work. A few key problems stood out:
• Supplies are scanned inconsistently, so the system doesn’t reflect what is actually in stock.
• Every van is different, with a custom layout that suits the preferences of its mechanic.
• The work itself is unpredictable, which makes standardised restocking difficult.
• With a transition to smaller electric vans, space is becoming even more limited.
A simple optimisation of the process is not enough, especially without considering the human element. For many mechanics, a visit to the supply centre is more than just logistics. It is a moment of connection, a short break from the road, or simply a chance for a good coffee.
In groups of four, we brainstormed creative ideas to improve the supply of Alliander vans while keeping the needs and routines of mechanics in mind.
Some highlights:
• Peer-to-peer van inspiration: Let mechanics share the layout of their vans with colleagues. They can exchange best practices and take pride in an efficient setup. Adding a bit of gamification might boost motivation even more.
• A mobile supply service: A supply van could drive around to restock mechanic vans, reducing the need to visit the supply centre. However, this might remove the social element of taking a break with colleagues.
• Smarter routing: Track the location of mechanics only in relation to nearby grid faults. This way, the closest available mechanic can respond without feeling like their movements are constantly being monitored.
• Package-based resupply: Inspired by delivery service Picnic, mechanics could exchange complete “supply packages” instead of picking out materials individually. Collaborating with wholesale suppliers could reveal more useful insights.
• Automatic stock tracking: Tag all materials with RFID chips and use sensors installed in the door of the van to register what is removed from the van. This eliminates the need for manual scanning and reduces the chance of mistakes.
Do you have a bright idea to improve how mechanics work? Let us know in the comments or send a message to Noor at noor@amsterdaminchange.com.
A big thank you to Thomas Hoekstra and Iris van der Zanden from Alliander for bringing this challenge to the network, and to Chantal Inia from Royal HaskoningDHV for moderating the session.
As the world grapples with massive challenges—climate change, rapid urbanisation, digital disruption, and growing inequality—some cities are not waiting for top-down solutions. They are rolling up their sleeves and experimenting with new ways to improve life for everyone, block by block. Amsterdam is one of those cities.
That’s why I was proud to share Amsterdam InChanges approach to smart, inclusive urban innovation at the #CIPPCD2025 conference in Aveiro.
Through our open innovation platform, <strong>Amsterdam InChange</strong>, the city has become a global leader in turning lofty global ambitions into practical, local action. But Amsterdam’s model isn’t built around flashy tech or utopian blueprints. Instead, it’s grounded in an essential question: How can we use innovation to improve people’s everyday lives?
Local Action for Global Challenges
Amsterdam understands that the climate crisis, digital transition, and social inequality can’t be solved by government alone—or by technology alone. That’s why it launched Amsterdam Smart City in 2009 as a public-private partnership. What began as small-scale energy-saving pilots has grown into a community of over 8,500 members, coordinating more than 300 projects across the city and beyond.
The approach is rooted in co-creation. Citizens, companies, knowledge institutions, and government actors come together to design, test, and scale solutions that serve the public good. The values that guide the network are clear: people first, openness, transparency, learning by doing, and public value.
The Doughnut as a Compass
Amsterdam was the first city in the world to embrace Doughnut Economics as a guiding framework. The “City Doughnut,” developed with economist Kate Raworth, helps policymakers balance the city’s ecological footprint with the social foundations that all citizens need: housing, education, health, equity, and more. It’s a tool to align every local decision with both planetary boundaries and human dignity.
This framework has inspired circular construction strategies, neighbourhood energy co-ops, and more inclusive procurement policies. It shows that global concepts can become real when grounded in local practice.
Making Innovation Inclusive
One of Amsterdam’s core beliefs is that smart cities must be <strong>inclusive cities</strong>. That means tackling issues like <strong>mobility poverty</strong>, where rising transport costs and digital-only services make it harder for low-income or elderly residents to get around.
Through the <strong>Mobility Poverty Challenge</strong>, Amsterdam partnered with the Province of North Holland and researchers from DRIFT to understand where and how exclusion occurs—and to design better public mobility systems. Pilot ideas like a “Mobility Wallet” (a subsidy for essential travel) and more inclusive digital apps emerged from real conversations with affected residents.
The same inclusive mindset guides Amsterdam’s digital transformation. In the suburb of Haarlemmermeer, officials flipped the script on e-government. Instead of asking citizens to become “digitally skilled,” they asked how government systems could become more <strong>humane</strong>. This led to simplified interfaces, better access to services, and ultimately more trust.
Responsible Tech and Energy from the Ground Up
Tech transparency is another pillar of the Amsterdam model. The city runs the world’s first <strong>Algorithm Register</strong>, giving the public insight into how AI and automated systems are used in services—from traffic enforcement to housing applications. Anyone can access this register, offer feedback, and better understand how digital decisions are made.
In the energy space, the city supports both bold innovation and careful upscaling. At the <strong>Johan Cruijff ArenA</strong>, used electric vehicle batteries store solar energy, powering concerts and matches with clean backup power. At the same time, a coalition of partners led by Amsterdam InChange is working to scale up Local Energy Systems by collecting lessons learned and creating a toolkit for community-led energy.
What Makes It Work?
If there’s one secret to Amsterdam’s success, it’s the governance model: small, neutral facilitation teams guiding large multi-stakeholder coalitions, anchored by public trust and shared purpose. Regular Demo Days allow project teams to showcase progress, get feedback, and adapt. This culture of transparency and iteration helps avoid the so-called “innovation graveyard,” where pilot projects go to die.
The city also embraces failure—as long as it’s shared and learned from. Reports like “Organising Smart City Projects” openly list lessons, from the importance of strong leadership to the need for viable business models and continuous user involvement.
An Invitation to Other Cities
Amsterdam’s smart city is not a blueprint—it’s a mindset. Start with your biggest local challenge. Bring the right people together. Make space for experimentation. Build bridges between local and global. And, above all, put citizens at the centre.
As international smart city ambassador Frans-Anton Vermast puts it: “We’re not just creating technology for cities—we’re creating better cities for people.”
The III International Conference on Public Policies and Data Science
