The Amsterdam Crisis Resilience Living Lab (Amsterdam Living Lab) was established in two Amsterdam neighborhoods, Zuidas and Indische Buurt, to experiment with new forms of resilient crisis management. It later expanded into the Amsterdam COVID-19 Living Lab, which specifically addressed local responses to the pandemic, particularly food security for vulnerable populations.
Map
Amsterdam Living Lab
General Information
ISIG
Living Labs for crisis management
Amsterdam faces recurring challenges in crisis management, particularly in coordinating between formal response organizations and the diverse local actors who often emerge during crises. Traditional institutions rely on standardized procedures, while communities respond more flexibly, creating gaps in coordination and efficiency. These challenges were highlighted during the COVID-19 pandemic, which exposed weaknesses in social safety nets and emphasized the importance of neighborhood-based resilience. An example of local action is the Samen Vooruit initiative in the Indische Buurt, which mobilized residents, volunteers, and local organizations to provide meals and support for vulnerable people with limited social networks. Amsterdam is also exposed to natural risks such as flooding, extreme weather events, and potential power outages linked to infrastructure vulnerabilities. These hazards add complexity to crisis management and underscore the need for integrated preparedness strategies.
Needs Addressed
The project aimed to overcome the disconnect between formal response organizations and community-based initiatives by fostering co-creation, dialogue, and practical experimentation to develop a more inclusive and sustainable crisis management approach.
In Amsterdam East, and particularly the Indische Buurt, vulnerable groups included elderly people living alone, low-income households, and individuals with health problems or disabilities. A large share of residents – about 55% – have a non-Western migrant background. Many of these residents had limited social capital and could not rely on strong personal networks for support during crises, which made them especially dependent on local initiatives during COVID-19.
Mixed governance structure: formal municipal and safety region authorities, complemented by informal neighborhood organizations, citizen initiatives, and private actors.
The Zuidas neighborhood is a high-rise financial district with modern infrastructure but highly dependent on vulnerable systems such as electricity and telecommunications. The Indische Buurt is a culturally diverse residential area undergoing gentrification, with stronger social networks but fewer formal facilities.
The purpose is to improve coordination between traditional and non-traditional crisis response stakeholders, create shared knowledge on resilience, and test collaborative approaches in real-life and simulated crisis scenarios.
The Living Lab approach emphasized co-creation from the start. Engagement methods included dialogue tables, scenario sessions (e.g., power outage, heat wave, terrorist attack, pandemic), focus groups, informal interviews, artistic facilitation (theater and illustrations to help participants think outside the box), and digital sessions during COVID-19.
Participants influenced the design and implementation of solutions by helping to define the problems and priorities for crisis response. Through scenario sessions and dialogue tables, residents, local businesses, citizen groups, and volunteers identified risks, gaps, and local dynamics, and proposed practical solutions for communication, coordination, and resource allocation. Their input shaped both the overarching framework of the Living Lab and specific interventions, including neighborhood protocols and community-led initiatives like Samen Vooruit. While formal authority remained with municipal and safety-region actors, stakeholders co-created solutions and influenced how they were implemented, fostering shared responsibility and practical ownership.
The initiative enhanced long-term resilience by strengthening local networks and building trust between formal authorities and community actors. Through co-creation, scenario exercises, and dialogue sessions, residents, local organizations, and businesses gained practical knowledge and experience in responding to crises, which improves their ability to act effectively under uncertainty. By involving stakeholders in decision-making and problem-solving, the Living Lab increased awareness of local vulnerabilities, clarifies roles and responsibilities, and fosters shared ownership of solutions.
Hazard Type
Geographical Scope - Nuts
Geographical Scope
Population Size
Population Density
Vulnerable Groups
Governance
Emergency Preparedness
Infrastructure Readiness
Engagement Level
Empowerment Level
Implementation
The Amsterdam Living Lab functioned as a platform for experimentation, knowledge co-creation, and trust-building. Its innovative aspects included the integration of both formal and informal actors, the use of concrete crisis scenarios, the incorporation of creative tools (illustrations and theater techniques), and the adaptation of the model to online settings during COVID-19.
Dutch
Vrije Universiteit Amsterdam and the Institute for Societal Resilience
The Vrije Universiteit Amsterdam and the Institute for Societal Resilience have both with significant expertise in resilience research and societal crisis response.
- Municipality of Amsterdam
- Safety Region Amsterdam-Amstelland
- Local residents and neighborhood organizations (e.g., De Meevaart in Indische Buurt, Hello Zuidas in Zuidas)
- Private sector actors (banks, consultancy firms, property managers, restaurants)
- Citizens’ groups, spontaneous volunteers, and shop owners
- Creative professionals (theater producer, illustrator)
- Researchers and academics
The project followed a phased Living Lab model:
Exploration (2019) – mapping stakeholders and initial consultations.
Start phase – first stakeholder meeting (June 2019) with more than 40 participants.
Development and implementation (2019–2020) – neighborhood-specific scenario sessions, co-creation activities, pilot workshops, and COVID-19 digital labs.
Evaluation and monitoring (2020–2022) – analysis of local dynamics, lessons learned, and recommendations.
- Financial support from the Municipality of Amsterdam, EU H2020 grants (HERoS and LINKS projects).
- Contributions of time and expertise from academics, civil servants, private companies, and volunteers.
Mid-2019 to 2022, with phased exploration, implementation, and evaluation.
Experience of the Implementing Organisation in DRM
Target Audience
Resources Required
Timeframe & Phases
Participation Results
- Local networks provide critical added value due to their knowledge of residents, including vulnerable groups.
- Cooperation between formal and informal actors enhances resilience but requires trust-building.
- Living labs can function as catalysts, creating durable relationships even beyond formal project activities.
Challenges included the lack of trust and understanding between formal and informal actors, siloed organizational structures, and reliance on standardized procedures by authorities. Adaptive strategies included co-creation, building trust through repeated engagement, and using creative facilitation methods to break down barriers.
- Limited cooperation between actors → Fostered trust, dialogue, and shared responsibility through living lab sessions.
- Initiatives at risk of disappearing after crises → Embedded local networks into crisis governance structures to ensure sustainability.
- Disruption caused by the COVID-19 pandemic → Adapted the living lab format to an online setting, keeping collaboration active and focusing on the immediate crisis (e.g., food insecurity, social isolation).
- Lack of clear communication across different stakeholders → Developed digital tools, such as emergency communication apps (e.g., in the Zuidas).
Risk & Mitigation Plan
Scalability and Sustainability
Sustainability relies on embedding local networks in crisis governance, municipal coordination, and continued collaboration between citizens and formal institutions. Trust building was identified as a key component for lasting impact.
The Living Lab approach is adaptable to different cities and DRM related topic due to its flexible and co-creative design. However, sustainability across contexts requires ongoing investment in relationships, as outcomes can otherwise remain temporary.
Innovations included the use of an emergency app in Zuidas, online platforms for COVID-19 collaboration, and creative facilitation methods (art, theater) for engagement. Technology played a role in bridging communication gaps.
Specific information on direct costs is not available.
Specific information on direct costs is not available.