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VAN, VOOR EN DOOR ZAANKANTERS

Our 10-point plan

1. All villages and neighborhoods count!

We are putting small townships more on the map. We are reducing the distance to the town hall through village and neighborhood councils, establishing nearby counters, improving contact between civil servants and residents, and ensuring accessible administrators.

Rightly or wrongly, the original Zaanstad residents have been attributed qualities such as simplicity, frugality, outspokenness, open-mindedness, loudness, honesty and loyalty to authority – the latter despite an undeniable critical disposition. Residents of Zaanstad are known for their involvement and for making themselves heard when they believe things could be done better or differently. This is a great benefit, because who knows the district, village or neighborhood better than the residents themselves? And whether you have lived here all your life or just recently, you will quickly recognize or possess the above-mentioned Zaan characteristics.

Every neighborhood and district has its own unique style, customs, history and way of doing things. This means a municipality must listen carefully to its residents to take the necessary action. However, we see that involving residents, listening to the concerns and ideas of residents and businesses can and should be much better. By simply listening, communicating better and applying customized solutions where possible. In short: Zaan residents have their say!

Seven villages and one city. We are not just a city with neighborhoods, but several villages and neighborhoods within one municipality. Everybody counts!

What do we want specifically?
  • Village (and neighborhood) councils with a budget. We want village or neighborhood councils in villages and neighborhoods with clear rules, advising the council and the executive board. We believe that recommendations from villages and neighborhoods should be a standard item on the council agenda.
  • Counters nearby. In addition to Krommenie, we will open at least one central counter in Koog/Zaandijk and/or Westzaan/Assendelft in the coming period. We will also expand the home delivery of passports and driver’s licenses.
  • One case = one person responsible. If you need to contact the municipality, there is a call-back guarantee within one or two business days, and the municipality will search internally for the right contact person.
  • Small things make a big difference. The municipality responds to reports about public space within two business days and provides the necessary action or a clear schedule within seven business days. Where technically possible, residents can follow the status live.
  • Neighborhood/Village Aldermen. Each alderman adopts a neighborhood or village, holds regular office hours in a village hall or community center and attends important residents’ meetings. Village issues are addressed quickly and, where possible, resolved immediately.
  • We first live in a village or town, and only then in the municipality. On place-name signs the village or town name appears in large letters, with “gem. Zaanstad” in smaller letters underneath (instead of the other way around). We live in a village, period. People from Zaandam do not live in the city of Zaanstad either, but in the city of Zaandam.
Why this works: Zaan residents know their neighborhoods best. By simply listening, communicating clearly and providing customized solutions, villages and neighborhoods can achieve what they need faster. Example: what have we achieved? Language matters Language matters. Policy documents often refer to “developments in the city”, while the entire municipality is meant. But Zaanstad is a municipality with seven villages and one city. At our initiative, the municipality is now adapting that wording. Small on paper, big in mentality: villages and neighborhoods matter and get a seat at the table. Example of what we proposed? 3rd library in the centre Instead of our proposal for a 3rd library in the centre, the council decided to build a 2nd library in Zaandam. That really needs to change: Zaanstad is bigger than Zaandam. Yet another facility in the south of our municipality, while Zaandijk still does not have a library.

2. Roads first, then construction! And a realistic parking policy

We only build if there are good roads and traffic flows smoothly. Traffic should move as much as possible via main roads and not through residential areas. Good public transport, connecting cycling and walking routes are essential, as well as sufficient parking: cars do not park in the air.

Zaanstad is densely populated. With more households, our roads will become even more congested. To maintain mobility, traffic must move quickly and safely via the main road network. Traffic should be diverted as little as possible through village centers.

Real alternatives include reliable public transport (train, bus and possibly boat), safe and logical cycling routes and good walking routes. Only when the whole picture fits will we support additional construction. Good roads and traffic flow also improve the business climate for entrepreneurs.

Accessibility is a core task of the municipality. This requires working on several fronts at the same time: lobbying the Amsterdam Transport Region and the Province of North Holland for structural resources and applying local solutions to effectively address bottlenecks. Traffic jams do not belong in villages. We see the impact on residents living along busy roads: increasing traffic, noise and unsafe situations. Irritation is also increasing elsewhere: during rush hour it can sometimes take nearly an hour to enter or leave the municipality, trains and buses are cancelled, cycle paths do not connect or are too dark and there is a growing shortage of parking spaces. This can and must improve.

What do we want specifically?
  • Time windows against rat-running on village roads and around schools. During traffic jams residential areas should be relieved as much as possible and traffic should be diverted to main roads. Especially rat-running traffic from outside the municipality must be discouraged.
  • 30 km/h in residential streets and on roads without a separate cycle lane, with visible enforcement.
  • Safer schools: new school buildings will not be placed on main traffic routes, but in car-calm locations with safe cycling and walking routes to school.
  • Assendelft connecting road must be continued so the village road is relieved. Intersections and traffic flow will be improved with a safe separated cycle path along the Noorderweg and Noorderveenweg. A safer intersection between the Noorderweg, Communicatieweg and Dorpsstraat is also necessary.
  • Traffic circulation plan in Krommenie to improve traffic flow and guide traffic more quickly towards main roads such as the Rosariumlaan. This includes the bicycle bridge over the Nauernasche Vaart. It should be realized quickly — it has been on the shelf far too long. The bridge and modified intersection towards the Padlaan should already have been built.
  • Public transport as a full and reliable alternative. Better connections and a reliable network are required. We support the use of a village bus where routes are thin. We also support safe transfer points and illuminated, permanently monitored bicycle parking facilities, with or without camera surveillance.
  • Safe boarding of buses. Boarding safely with a stroller or walker is only possible when the bus can stop directly along the curb. Earlier raised curbs at stops turned out to be too high, preventing buses from aligning properly. The new blue buses also have insufficient space for strollers and walkers. Therefore we will lower the curbs at bus stops.
  • Connecting cycling and walking routes. Cycling and walking are the healthiest and greenest modes of transport. We therefore ensure safe, continuous (school) cycling and walking routes and close missing links, including proper accessibility for people with disabilities.
  • Realistic parking standards per neighborhood. It is unrealistic to assume that people will simply abandon their cars if we build hardly any roads or parking spaces. Many residents depend on their car. Currently the council often shifts problems instead of solving them. We also see this with paid parking, which we approach with great caution and only want to introduce when it is clearly supported by residents.
  • Blue zones for short-term parking keep shopping areas accessible. We want to maintain the current zones and expand them where necessary in consultation with shopkeepers and residents. Not solve it with paid parking and scanning cars, as the municipal executive currently proposes.
  • Bus bridge open 24/7 and a safe Westerkoog ring road. We want to make decisions about the bus bridge with a trial of 24/7 opening and a 30 km/h limit on the ring road, while closely monitoring the results. If it works we will introduce it permanently; if not we will adjust together. A rush-hour access regulation based on license plates for residents and essential professional traffic could be used. We also continue to reserve spatial planning for the possible Westerkoog “inner road” if it becomes necessary in the future.
  • Lobbying the Transport Region and the Province for resources and priority for Zaan bottlenecks such as rush-hour congestion in the north, lowering the railway line and adjustments to the Guisweg project. We remain committed to bringing the railway underground.
  • Lowering the railway line. Where possible we want the railway along the Zaan line to be built below ground level. This achieves two goals: trains can run more frequently and crossings become safer. Currently the common solution is to build roads underneath the railway. We believe the opposite should be done. It saves space and is safer for cars, cyclists and pedestrians, without dangerous tunnels.
  • A8-A9. The province recently removed the A8-A9 from the investment list even though it has been planned for decades. This puts the health of residents in Krommenie and Assendelft at risk. We will continue to fight rat-running traffic and will not accept the province’s lack of decisiveness.
Why does this work? Good mobility is essential for the livability of our villages and neighborhoods. By guiding through-traffic via main roads and sparing residential streets and village corridors we create peace and safety. When public transport, cycling and walking routes are well connected and parking remains available, searching traffic decreases and professionals such as district nurses can still park nearby. We work data-driven: start small, measure and adjust. This improves traffic flow and prevents costly mistakes. Example: what have we achieved? Dorpsstraat Assendelft

In 2016 more than 500 residents signed a petition saying enough is enough: daily traffic jams and dangerous situations. Around 10,000 vehicle movements per day were measured on a street with houses close to the road and without a separated cycle path. By consistently placing the issue on the agenda, developing alternatives, taking measurements and lobbying the province, €2 million was released to improve accessibility. A breakthrough through perseverance and cooperation. Our motion to speed up the project was adopted — because things could certainly move faster.

Example: what have we achieved? Unrealistic parking policy stopped

The municipal executive presented the council with a parking policy that would drastically lower parking standards — so low that serious parking problems would arise across the municipality. Residents were barely consulted. We therefore proposed holding a referendum. Other political parties woke up and the parking policy was sent back to the drawing board. Parking has now become an election issue. We stand for realistic parking standards. Many people depend on their car for work, healthcare, shopping and social activities. Improving public transport is important, but that does not mean parking spaces are no longer needed.

Local Zaans wants referendum on ‘such poor’ parking vision 🎙 – De Orkaan

3. Living in balance

Our goal is not to build as many houses as possible, but to keep villages and neighborhoods livable or make them livable again. This means sufficient amenities such as schools, general practitioners, roads, public green spaces, sports and cultural facilities, community centers and meeting places. Zaan residents should receive priority for renting and buying, and we develop new plans together with residents.

Zaanstad has traditionally been a residential and working area: large manufacturing companies alongside close-knit working-class neighborhoods. In recent years the pressure on the housing market has increased significantly: long waiting lists, young people staying at home longer and seniors unable to move to suitable housing.

Inner-city development has helped improve neighborhoods, but the system is starting to creak: infrastructure is reaching its limits, green spaces and amenities are under pressure and parking pressure is increasing. Building within the city is possible, provided it is done smartly, well integrated into the surroundings and with a fair distribution of benefits and burdens. If it truly does not fit, we carefully explore building on the edges.

At the same time we increase opportunities for Zaan starters and middle-income households, because the influx of people from outside the region is putting pressure on the housing market. Balanced housing means quality for existing villages and neighborhoods and opportunities for the next generation.

What do we want specifically?
  • Renovation unless necessary: first improve and repurpose existing buildings. Demolition only if it demonstrably improves the situation for residents and the neighborhood.
  • Building to scale: greenery, water storage, play and exercise areas and parking must be integrated into the design. Shared cars are a bonus, not an excuse to create fewer parking spaces.
  • Safeguarding amenities: space for general practitioners, childcare, community centers, sports facilities, cultural facilities and meeting places. Prevent patient shortages by reserving space early and encouraging group practices.
  • Improving housing mobility: life-course suitable homes near amenities for seniors and more opportunities for first-time buyers, including Affordable Home Ownership Zaanstad (BKZ) and mixed price segments within each project.
  • Realistic parking standards: appropriate parking standards per neighborhood. Encourage parking on private property or within buildings where possible. Paid parking should not be used as a solution for fewer parking spaces. Introducing paid parking to resolve problems should only happen with the consent of a clear majority of residents.
  • Fewer homes in already crowded village centers such as Krommenie and Wormerveer. The current plan for around 5,000 homes in Krommenie/Wormerveer is not workable if we want to keep these communities livable. Development must go hand in hand with infrastructure and amenities.
  • Also exploring the edges for construction: building within the city where possible, on the edges where necessary — provided accessibility and infrastructure are properly arranged.
  • Priority for Zaan residents: use every opportunity within existing regulations — and advocate changes where needed — to give Zaan residents priority for social housing, BKZ homes and, where possible, owner-occupied homes.
  • Kitchen table first: no “sign here” evenings, but real co-creation with residents. Plans must be adjusted based on neighborhood insights and only proceed when they truly fit the area.
  • More senior courtyards (“knarrenhofjes”): we want to realize as many of these community housing concepts as possible, even if regulations make this challenging.
Why does this work? We link housing development to livability. By organizing traffic flow, amenities, greenery and parking together, neighborhoods and villages remain pleasant places to live. By first improving what already exists and building within the city in a balanced way, we build what actually fits. And by giving Zaan residents better opportunities, we maintain social balance in our villages and neighborhoods. Example: what have we achieved? Housing for general practitioners

Mediation for GP housing in Krommenie: general practitioners were struggling with expensive premises and risked leaving the area. We urged the municipality to help mediate towards affordable space. The result: the GP practice remains available for residents of Krommenie.

Example: what have we achieved? More parking in the Kraakstraat development

A redevelopment project would have resulted in more homes but fewer parking spaces than currently exist. With our proposal we ensured that the plan now includes more space for parking and greenery.

4. Clean, whole & safe

It is high time we got the basics right: clean streets, proper maintenance, working lighting and visible enforcement for neat, clean and safe villages and neighborhoods. Underground waste containers will remain where necessary and we will continue to invest in post-separation.

The deterioration of public space is visible: lawns with high grass, sunken sidewalks, weeds around container areas, crooked and flickering lampposts and construction waste that remains for weeks. Zaanstad has underinvested in maintenance for years. Everyone notices this and it ultimately leads to destruction of public assets. Drive from Zaanstad to Heemskerk and you will see the difference.

“Clean and intact” is directly connected to safety. Dark routes and overgrown areas feel unpleasant and attract nuisance. At the same time police and municipal enforcement officers (BOAs) are under pressure: capacity is limited and the chance of catching offenders is lower than in neighboring municipalities, while forms of organized and undermining crime are increasingly moving in our direction. Safety must become self-evident again: more visible presence, fixed teams at hotspots, immediate action against violence and structural nuisance and at the same time perspective through sports, work and strong villages and neighborhoods.

Waste separation from the Raw Materials Plan has been implemented, but service levels are lagging while costs for residents are rising. That is difficult to explain. We want higher service levels (faster removal of additional waste, clearer communication), predictable maintenance and public spaces that are visibly in order: clean, intact and safe.

What do we want specifically?
  • Higher maintenance levels. Reverse earlier cuts and structurally invest more in maintaining public space.
  • Working street lighting. Streetlights must function reliably everywhere and broken lights should be repaired quickly.
  • Service levels for public space. Reports receive a response within two working days and action or a clear schedule within seven working days. Where technically possible the status can be tracked online. Extra inspections at hotspots such as waste containers, bus stops and playgrounds.
  • Maintenance in neighborhood packages. Subsidence, lighting repairs, pruning and maintenance are bundled so problems are solved properly instead of repeatedly patching them.
  • More visible presence on the streets (and on the water). Increase enforcement officer capacity, improve equipment and training and deploy staff during peak moments — not only during office hours but also in the evening and night where necessary. Police capacity must remain a priority at regional and national level.
  • Youth and safety. A two-track policy: immediate action against violence and nuisance combined with perspective through sports, employment and learning-work opportunities in close cooperation with schools and youth organizations.
  • Smart and targeted use of cameras. Cameras where they have proven effective and better integration of systems. Temporary use where possible to improve detection and investigation.
  • Improve and promote reporting systems. Willingness to report incidents is still low. Reporting options must become easier and better known.
  • Encouraging adoption of public greenery. Residents and neighborhood initiatives can help maintain green spaces with clear agreements about responsibilities.
  • Clean and waste. Faster emptying of containers and removal of extra waste next to containers, more flexible bulk waste collection, post-separation where this demonstrably works better, and maintaining or expanding underground containers where neighborhoods support it.
  • Clear rules and clear enforcement. Fines combined with clean-up obligations for illegal dumping and littering.
  • Address nuisance from fat bikes. Unsafe situations and nuisance caused by improper use of fat bikes, particularly by young riders, must be addressed.
Why does this work? Visible presence and quick, predictable responses to reports build trust and increase the chance of enforcement. By bundling maintenance intelligently and focusing on hotspots, nuisance decreases and the sense of safety increases. A clean, well-lit and well-maintained environment prevents problems and keeps Zaanstad pleasant and livable. Example: what have we achieved? Tackling youth nuisance and improving camera use

After years of pressure the “Youth and Safety Implementation Plan for Zaanstad North” was introduced. This includes additional enforcement capacity, an area coordinator and extra youth workers. It is a good start, but more work remains. We also ensured that camera footage is better registered and accessible for investigations, which has already helped solve serious incidents.

Example: what have we achieved? Underground waste separation in Saendelft

Residents of Saendelft wanted to keep underground waste containers even after the introduction of waste separation. The municipality initially wanted to switch to wheelie bins. We supported the citizen initiative for underground separation and pushed it through successfully. The result: underground waste separation remains in place.

Example: what have we achieved? Reporting systems improved

We actively promoted “Report Crime Anonymously” and “Smart Reporting” so residents can easily report incidents. We participated in a test video to evaluate how the system works in practice and submitted concrete suggestions for faster handling and better feedback. This has already improved the reporting system, although further improvement is still needed.

5. More space for entrepreneurs and fewer rules

We advocate minimal regulations, swift permitting and a single, supportive business desk. We also support vibrant village centers and neighborhood hubs focused on local purchasing. In addition, we want to keep sufficient business parks available for companies and avoid mixing them with housing development. Municipal regulations should not go beyond national laws and regulations.

Entrepreneurship runs through the veins of the Zaan region. Thanks to Zaan entrepreneurs and their employees, our economy has grown in recent years and everyone benefits from that. Yet we see companies leaving or struggling, partly due to housing development. A strong local business climate is crucial: businesses create energy, provide jobs close to home and reduce commuting traffic. We do not want to become a dormitory municipality where people only live but businesses and facilities disappear.

At the same time Zaanstad scores poorly on business friendliness. Rents rise along with the tight housing market, permits take too long, rules are unclear and support is lacking when problems arise. Entrepreneurs get lost in procedures or end up in legal processes. Examples are numerous: general practitioners in Krommenie, entrepreneurs at the Zaanse Schans, hospitality businesses in the town center and villages, gyms that cannot find space in new developments and shops that can no longer afford sometimes absurdly high rents. The municipal government has also become harder to reach.

In short: it must become easier and faster. We want a business-friendly municipality that thinks along with entrepreneurs, acts decisively and is accessible.

What do we want specifically?
  • One business desk. One phone number, one email address and one fixed contact person per case. Clear timelines and regular updates. We will expand the number of account managers so entrepreneurs receive faster assistance.
  • An events desk. Organizing events in the municipality — both large and small — must improve. We want one contact person who helps organize permits and thinks along with organizers. Not a “no, because” mentality, but a “yes, when” mentality.
  • Faster and simpler permits. Shorter procedures for common applications, standard checklists and a pilot with a “fast track” desk for small renovations, terraces and events.
  • Strong village centers. Daily amenities and meeting places must remain. We support lively shopping streets, prevent long-term vacancies and create space for local shops and crafts.
  • The right location for large retail. Large-scale retail belongs in areas such as Zuiderhout and Noorderveld, while village centers and the city center should remain focused on small local businesses.
  • Transform vacant buildings. Convert empty properties into housing, working spaces or mixed functions where possible.
  • Buy local, train local. Municipal procurement should involve Zaan-based companies wherever regulations allow. Internships and learning-work placements should be standard. Promotion of Zaan products and services in city marketing and events.
  • Rent and workspace. Engage with property owners about affordable rents and encourage shared buildings and flexible workspaces for startups, self-employed professionals and the manufacturing sector.
  • Fair enforcement. Tackle fraudulent practices and misuse of commercial properties. Honest entrepreneurship must pay off.
  • Accessibility in order. Short-term parking near shops (for example through blue zones), clear loading and unloading spaces and safe walking and cycling routes to shopping streets.
Why does this work? Entrepreneurs benefit from clarity, speed and a fixed contact person. With strong village centers, good accessibility and realistic regulations it remains attractive to invest in Zaanstad. Residents benefit from more choice, lively streets and local jobs. Example: what have we achieved? Shop Local

A few years ago we submitted a proposal in the council: “Focus on regional products and spend locally.” At the time it was rejected, but later the council adopted the idea — a sign of growing insight. As a result there is now more attention for Zaan makers and entrepreneurs. “Shop local” has become visible policy. Municipal procurement increasingly looks at local companies first and Zaan products are highlighted in city marketing. Think of Zaan mayonnaise and mustard, the traditional Duivekater cake, Verkade cookies and Zaan chocolate, beer from Brewery De Hoop, coffee from Zuivere Koffie, dairy from Puur Zaans and the cheese fondue from De KeukenIN. In this way we keep money in the region and strengthen our local economy.

6. Real Zaans: Preserving Heritage, Culture and Tourism

We cherish our heritage through preservation, repurposing and monument designation. We encourage restoration and support Zaan timber architecture and culture. Through smart tourism management we keep the pressure from visitors, heritage and the local economy in balance.

Zaanstad is sitting on a goldmine: our heritage. Historic buildings, windmills, bell-shaped farmhouses, industrial heritage, the landscape of ribbons, paths and dikes, and the Zaan culture give our city and villages atmosphere and character. It makes us unique and tells the story of the past. It makes us proud to live, work and enjoy the Zaan region.

A resurrected windmill such as De Paauw in Nauerna, the new Mill Museum or plans for a rebuilt shipyard resonate strongly with residents. Shipbuilding and windmills made the Zaan region great during the Dutch Golden Age, and we still cherish that entrepreneurial spirit. We want stronger protection of monuments by being very cautious with demolition and by providing more support to owners who maintain heritage buildings.

Heritage contributes to a vibrant municipality and has strong tourism potential. Preservation requires attention and investment, but through repurposing and creative entrepreneurship heritage can remain affordable and usable. Zaan timber architecture, with its 400-year history and golden ratio, is a beautiful example. Every building and windmill is unique, connected by wooden pegs and traditional craftsmanship. We keep this craftsmanship — sometimes rediscovered — alive.

The Zaanse Schans, libraries and Sinterklaas

The Zaanse Schans is the beating heart of our heritage. Here windmills still operate as they did centuries ago, crafts such as clog making and cheese making are demonstrated, and the green wooden houses breathe the atmosphere of the Golden Age. Millions of visitors come each year and the challenge is to guide this in a balanced way.

We want the Schans to remain a place where heritage and experience meet, with respect for the residents and entrepreneurs who keep the area alive. The area should remain publicly accessible. We believe there are good alternatives to a ticket system. That starts with serious dialogue between all parties and genuinely listening to one another.

Libraries are the cultural and educational backbone of our community. They offer access to knowledge as well as a place for meeting and development. In Zaanstad we want to strengthen our libraries with a new full branch in the central part of the municipality, complementing the existing locations in Zaandam and Krommenie. This ensures that everyone — young and old — can read, learn and connect close to home.

Sinterklaas is a celebration deeply rooted in Zaan tradition. It brings children, families and neighborhoods together in a celebration of joy and togetherness. We support all Sinterklaas committees in Zaanstad so that parades with pepernoten and activities remain possible for every child. We cherish this tradition with respect for everyone’s experience so that it remains a living tradition for future generations.

What do we want specifically?
  • Active monument list. Fast and expert procedures and a clear subsidy scheme for maintenance and restoration.
  • Renovation, restoration and repurposing. A dedicated municipal fund for preservation and transformation, working closely with the provincial “Loods Herbestemming”.
  • Protecting the windmill landscape. Historic windmills must have sufficient open space around them to function properly — the so-called windmill habitat. We want to strengthen protection of this in planning policies and adjust building plans where necessary, including active municipal support for a solution for windmill De Held Jozua.
  • Historic spatial framework. Strong protection of ribbons, dikes and paths through clear and practical policy rules.
  • Zaanse Schans. Clear agreements must be made about maintenance of heritage. Funding for restoration should never be the last priority. Capacity limits per location are needed so heritage can be both preserved and experienced.
  • Parking and accessibility. Parking problems around the Zaanse Schans must be solved, for example through a parking garage or shuttle buses. Introducing paid parking everywhere is not the solution — cars simply need to be accommodated properly.
  • Review of ticket plans. Current plans for ticketing and closing parts of the area do not solve heritage or parking issues and must be reviewed much more critically.
  • Cooperation at the Zaanse Schans. Reduce overhead through better cooperation between foundations, associations and entrepreneurs. Work towards POM (Professional Monument Organisation) status for national funding.
  • Spread tourism. The Zaanbocht is a good example. Other locations can also be developed and the polder landscape can be strengthened for quiet recreation with attention for nature and agriculture.
  • Recreational areas. Our financial contribution to the Alkmaardermeer and Uitgeestermeer recreation areas is too high; the province should take more responsibility.
  • Events. Simplify permit procedures and provide more municipal support for neighborhood festivals and cultural events.
  • Independent music school. Encourage talent development close to home, independent of Fluxus.
  • Libraries. Strengthen with an additional full library in the central part of the municipality alongside Zaandam and Krommenie.
  • Sinterklaas. Support Sinterklaas committees where needed so the celebration remains possible for children in the future. Volunteers should not have to struggle every year to finance these events.
Why this works By linking preservation with repurposing, heritage remains functional and financially sustainable. Clear rules and faster procedures provide certainty for owners and speed up maintenance. Well-managed tourism keeps villages and the city livable while revenue helps preserve what makes the Zaan region unique. Example: what have we achieved?

Together with ROSA and others we proposed policies to protect the cultural-historic landscape of ribbons, dikes and paths. This policy is now implemented and must be considered in every construction plan. Even though the framework was slightly weakened, it remains a major gain for protecting our heritage.

Example: what have we achieved?

Although we did not gain a majority, we placed the proposal for an additional library in Zaandijk (instead of a second library in Zaandam) firmly on the political agenda. The debate continues and has increased awareness of the need for broader access to culture.

Example: what have we achieved?

Smart visitor capacity calculations for the windmills at the Zaanse Schans have been adopted. This ensures that heritage can be experienced without overloading the sites so that everyone can continue to enjoy them.

7. Farmers, Landscape, Nature, and Environment

We support preserving our farmers and protecting our polders. We also advocate the use of green materials, more trees and we oppose wind turbines on land: the characteristic open polder landscape must be protected. We believe in a realistic environmental policy: we are green, but not crazy!

The open polders of Zaanstad, such as Westzaan, the Assendelft polder, Krommeniër Woudpolder and Wijkermeerpolder together form the Natura 2000 areas: the green heart of our region. These polders are vast peat meadow landscapes with dikes, ditches and thriving fields that have told the story of hard work and resilience for centuries. Here farmers manage about 65% of our landscape, producing local food, supporting biodiversity, offering space for recreation and giving the countryside its character. From the peat meadows of Assendelft to the historic farms of the Westzaan polder: this cultural landscape makes our region unique and something we are proud of. Pressure from urbanisation, climate change and the introduction of brackish water – which brings salt water back for nature restoration – threatens farming businesses. We choose dialogue: preserving agricultural land as a pillar of the economy and food security, with room for transition and sustainable materials such as wood and straw instead of concrete.

At the same time we want more trees in residential areas for shade and nature, but no unnecessary wind turbines that disrupt the landscape. Solar panels on rooftops are supported, with subsidies for private homeowners – organisations can adopt this as part of their own business model.

Agricultural entrepreneurship and rural areas

Lokaal Zaans opposes the construction of the 380 kV high-voltage power line through our polders. We actively advocate for an alternative route that protects the open polder structure, the landscape and agricultural businesses. Should the national government nevertheless decide to route the line through the Zaan region, Zaanstad must stand firmly alongside farmers and our residents. Together we will map the spatial, landscape and economic consequences. Where damage occurs, appropriate compensation must be arranged: from voluntary land consolidation for entrepreneurs who wish it to land exchanges with nature management organisations in order to strengthen the agricultural structure. We want the municipality to use independent expertise, such as Stivas, to carefully assess the needs and opportunities of farmers. Agricultural entrepreneurs often have valuable ideas for the landscape. The municipality must listen more carefully and look at the future of the countryside less through an “urban lens”.

No more than national rules

We do not support a separate Zaan climate policy; we follow national developments but do not need to lead the way with experimental and expensive measures. We are green, but we are not crazy!

What do we want specifically?
  • Protect agricultural land: Secure valuable agricultural plots in open polders such as Assendelft and Westzaan in spatial plans, recognising agriculture as an important function for food production, the economy and biodiversity.
  • Preserve farming businesses: Include guarantees for the continuation of farms in projects such as the Westzaan brackish-water project. Not division at all costs, but customised solutions that allow innovation and modernisation of farms.
  • Encourage landscape management by farmers: Provide structural support for managing hedgerows, meadow bird areas and flower-rich field edges in polders, combined with agricultural use where possible.
  • Space for new functions on the farm: Allow multifunctional agriculture such as care farms, recreation and local energy production, with clear frameworks that safeguard the landscape.
  • No high-voltage power through the polder: We want to keep the polder open. Our commitment is no 380 kV line through Assendelft. If TenneT and the national government insist, we must negotiate compensation for farmers and the surrounding landscape.
  • Sustainable building materials: Promote the use of wood, straw and other natural materials in renovation and construction instead of concrete.
  • Solar energy, no wind turbines. Support subsidies for solar panels on private roofs but oppose wind turbines in the landscape and accelerated climate targets beyond national obligations.
  • End the Zaan Climate Policy. This policy aims to reach national targets ten years earlier. That is unnecessarily expensive, inefficient and unrealistic.
  • More trees and greenery. We support planting more trees and greenery. Trees improve environmental quality and help capture CO2.
  • Flexible policy with dialogue: Develop a municipal agricultural vision in consultation with farmers, taking into account different business models, low-emission systems and solutions for grid congestion.
  • Protect soil and water: Work with the Water Board to ensure healthy soils and clean water in polders, including compensation for temporary water storage and pilot projects against soil subsidence and salinisation.
  • Peak water storage: In the Assendelft/Wijkermeerpolder a 1,000-hectare peak water storage area is planned in the national spatial planning policy. Cooperation with landowners and Rijkswaterstaat is essential to manage this properly.
  • A level playing field: Align local regulations with national policy while considering property tax and accessibility for agricultural traffic without additional regulatory pressure.
  • Encourage landscape management: Zaanstad can learn from other municipalities that already apply green-blue services. We should avoid reinventing the wheel.
  • Strengthen cooperation: Regional networks with LTO Noord, agri-environmental organisations such as Water, Land & Dijken, farmers and nature organisations for knowledge sharing and experimentation. In the coming years €500 million will be available nationally for agri-environmental management; the municipality can help by actively promoting initiatives.
Why this works By placing farmers at the centre of policy our countryside remains vibrant: agricultural entrepreneurs contribute to food security, biodiversity and recreation, while sustainable materials and solar energy support climate goals. This spreads the pressure of urbanisation, protects the openness of the polders and links nature restoration with economic prospects without unnecessary or unrealistic measures. More trees in villages and neighbourhoods improve the quality of life. Example: What have we already achieved? Guarantees for farm continuity in the environmental vision: Our proposals ensured that the municipal environmental vision now includes firm commitments to protect farming businesses. In Polder Westzaan this has been translated into concrete conditions safeguarding the continuation of farms. No project at the expense of farmers, but in harmony with them. Protection of openness in the Assendelft polders: The openness of the Assendelft polders has been formally recognised in spatial planning policies. Postponement of zero-emission zones: Zaanstad initially wanted to introduce these zones quickly. Entrepreneurs warned of major problems: electric vans and buses are expensive and not always available. Residents also indicated they still depend on petrol cars. Because national regulations determine the timeline, we proposed a more realistic and achievable schedule so that everyone can adapt. That proposal was adopted.

8. Youth care and social support

Our youth care costs are skyrocketing from €8,000,000 in 2017 to €100,000,000 in 2026. This makes care increasingly unaffordable. Good care is a basic right, so we must do everything we can to keep it both affordable and of high quality.

Youth care and the Social Support Act (WMO) have been municipal responsibilities since 2015. In Zaanstad the costs are rising rapidly: youth care increased from €8 million in 2017 to €93 million in 2025, with a budget of €105 million for 2026. That is 12.5% of our total budget. The causes include overlap, inefficiency and the risk of fraud. In some neighbourhoods, 1 in 4 children now receives support, while in the past this was about 1 in 27. We see similar pressure in the WMO: €80 million is budgeted for 2026, with demand increasing due to an ageing population and more people living independently at home.

We advocate a central access point with experts such as MEE Dichtbij acting as professional gatekeepers. A proper assessment of urgency and necessity prevents unnecessary referrals, saves costs and ensures that help reaches those who truly need it. Instead of cutting subsidies for proven organisations, we want to invest in prevention and efficiency. This is how we build a caring society in which everyone counts and participates.

Work must pay. With around 4,000 welfare recipients we want to further increase participation. Work offers perspective and reduces dependency on benefits. The Zaanse approach has proven effective and we want to continue it — and strengthen it further.

What do we want specifically?
  • Central intake point: One professional intake desk for youth care and the WMO, where experts assess care needs and refer people appropriately. This prevents fragmentation and overlap. Clear frameworks for responsibilities and partners ensure that waste is reduced and care becomes more effective.
  • Strengthen professional gatekeepers: Maintain subsidies for organisations such as MEE so they can use their expertise for prevention and early intervention, reducing long-term costs.
  • Tackle fraud and inefficiency: Stricter requirements for providers, improved invoice monitoring and reducing the number of providers from the current 300+, in line with recommendations from the Court of Audit.
  • Control volumes and prices: Follow the national youth care reform agenda and WMO price index while focusing on prevention to curb rising costs.
  • Better cooperation: Strengthen cooperation between neighbourhood social teams, youth teams and organisations in the field.
  • Make work pay: Combine social assistance with incentives such as part-time work, training and youth employment support. Continue the Zaanse approach with a people-centred method that encourages participation.
  • Promote prevention and participation: Invest more in neighbourhood teams, debt assistance and employment mediation so fewer people become dependent on care or benefits.
  • Caregivers and volunteers: We value them greatly. Their dedication is invaluable and must be supported and appreciated.
Why this works

By professionalising the assessment of care needs at the start, we avoid unnecessary referrals and save millions — for example the €105 million budgeted for youth care and €80 million for WMO in 2026. Efficiency reduces overlap among the more than 300 providers while tackling fraud improves the system. Making work pay reduces welfare costs (currently €64.7 million) and increases participation. A people-centred approach strengthens self-reliance. The result is better care for those who truly need it, lower public spending and a stronger society.

Example: What have we already achieved?

Motion on proper care assessment unanimously adopted: Together with other parties we supported the motion on triage (assessing the right type of care), with clear frameworks for responsibilities and organisations in youth care and the WMO. This reduces fragmentation and overlap and follows the conclusions of the municipal audit office.

Attention for the work of MEE Dichtbij: This organisation of professionals plays a crucial role in guiding both young people and adults who need support. With the formation of the new 0–100 team (merging youth teams and neighbourhood social teams), we emphasised that the work of organisations such as MEE Dichtbij must not be overlooked. Following our proposal the municipality committed to carefully considering this. We will closely monitor the development of the 0–100 team to ensure that care remains both high-quality and efficient.

9. Sports and exercise and attention for our Zaanse seniors and associations

We strive for an inviting public environment for sports and games. Our seniors deserve our care and our love.

Sports clubs in Zaanstad are more than just clubs: they connect thousands of residents, from footballers in Koog aan de Zaan to gymnasts in Zaandam. With 150 clubs, including smaller ones such as chess clubs and athletics clubs, they form the heart of our community. In our municipality, we want to provide additional support to smaller clubs with subsidies and financing so they too can grow. In addition, we bring water fun to children with ‘bedriegertjes’ at locations such as the Zaanbocht, and we expand public sports facilities: think of new calisthenics courses, extra pétanque courts (fun for young and old!) and chess tables, plus well-marked running routes along the polders. Together with residents we co-create a sporty city where exercise is natural, for health and social connection.
We also closely monitor developments in outdoor sports policy. This policy must ensure affordable and therefore accessible sports in well-maintained sports parks. We see opportunities in the multifunctional use of sports parks, where sports, exercise, childcare and culture can come together.
Finally, we stand for our swimming pools and wholeheartedly support a proper accommodation for our top water polo players.

We want to invest in health programs for seniors focusing on prevention, exercise and social connection, so they can live at home longer, remain active and combat loneliness. Seniors are a growing group in Zaanstad: in 2025 there will be approximately 25,000 residents aged 65 and older, an increase of 20% since 2015, with a projected doubling in the coming decades. For example, we want fall prevention training, exercise programs such as ‘Active Together’ and social hubs such as senior cafés. Accessible care close to home reduces pressure on the WMO and promotes self-reliance. In this way we create a Zaan region where seniors can grow old in vitality.

This is what we want concretely:

  • Renovation of facilities: continue investing in outdated sports halls, fields and clubhouses, prioritizing small clubs and exploring other sources of income.
  • Subsidies and financing: Targeted support for smaller clubs, such as chess and gymnastics clubs
  • Water fun for children: Creating ‘bedriegertjes’ at locations such as the Zaanbocht for safe water and play fun in the summer.
  • Expansion of public sports: New calisthenics courses, pétanque courts, chess tables and running routes with clear markings, designed together with residents.
  • Reintroducing school swimming: As part of physical education, focusing on swimming safety and connection with our flourishing swimming sport.
  • Promoting swimming: It would be fantastic if the school water polo tournament could return. We also want to explore the possibility of making outdoor swimming possible year-round.
  • Increase accessibility: Organize free sports hours and clinics, especially in neighborhoods with fewer facilities.
  • Collaboration with clubs: Proactively work together on plans, with input from clubs, for future-proof sports infrastructure. Special attention will be given to the upcoming outdoor sports policy.
  • Health promotion: Together with the Sports Company we commit to sports programs for seniors and youth, linked to prevention within the social domain.
  • Sustainability in sports: Implement energy-saving measures in facilities, such as solar panels, without additional costs for clubs, making full use of the Bosa, Spuk and Dumava schemes.
  • Fall prevention training for seniors: Free workshops and physical programs to reduce 1,200 fall incidents per year, with the support of physiotherapists.
  • Exercise programs for seniors: Expanding ‘Active Together’ with accessible sports activities in neighborhoods.
  • Combating loneliness: We wish loneliness on no one. In addition to existing programs we want to use tools such as telephone check-ins and digital platforms like Plinkr.
  • Top sports location: We want to ensure that the new Slag swimming pool is realized as a top location for our elite water polo players. It is only logical that on competition days the multifunctional space is available to the organizing club and that this space reflects the spirit of our Zaan swimming sport.
    Additionally, we will closely monitor the many shortcomings of the Crommenije and consider renovating the Zaangolf swimming pool.
  • Sufficient parking for senior mobility and home care: Especially in neighborhoods with many seniors, a high parking standard is essential. Being able to park close by for groceries and having sufficient space for home care services: the car is essential for the care and freedom of our seniors.
  • Organizing housing mobility: Lifetime-proof homes close to amenities for seniors; increasing opportunities for first-time buyers (including Affordable Home Ownership Zaanstad – BKZ) and mixed price ranges per project.
  • Creating more courtyard housing for seniors: Even when regulations are restrictive, we want to realize these wherever possible.
  • Mixed housing construction: If successful, mixed housing for both seniors and younger residents.
  • Faster (and above all better) care support: One professional WMO intake point, with experts who assess care requests and refer appropriately, preventing fragmentation and overlap.
  • Informal caregivers and volunteers: We hold them in the highest regard. Their dedication is invaluable and must be cherished.

Why this works Investments in sports infrastructure and public facilities encourage physical activity, which reduces healthcare costs and strengthens social cohesion. Subsidies for small clubs ensure inclusion, while co-creation with residents builds support. Water fun and new sports locations make sports accessible, especially for children and seniors, encouraging participation. This leads to a more vital Zaan region, less pressure on healthcare and a vibrant community.

10. Finance and organization

Zaanstad has overextended itself for too long, resulting in a high debt burden. We advocate for a balanced budget, a focus on core operations, and no frills or tax increases. Minimizing hiring and operating as efficiently as possible is our motto.

The 2026 budget is under pressure: with, for example, €105 million for youth care, €80 million for the Social Support Act (WMO), €64.7 million in social assistance benefits, and €20.7 million for poverty reduction, a shortfall is looming. We do not want new plans, but a strict focus on implementation. The environmental vision will receive more attention to roads, infrastructure, and open polders, such as Westzaan and Assendelft, to balance urbanization. The mobility plan will be adjusted, prioritizing parking and improved accessibility, as it currently receives too little focus under “Urbanization.” We advocate for a separate mobility program and separating equal opportunities from the social domain, which has become too large. Sustainability will be scaled back: no ambitious Zaan climate policy, saving €3 million per year, but instead following national frameworks. Organizationally, we will cut back on external hiring (currently 25% of the workforce) and reduce civil servants by eliminating duplicate roles such as program managers, area managers, and cluster managers. Coordination yes, unnecessary layers no. The steering committee collaboration will remain, and the coalition will work more flexibly with the opposition to improve decision-making. This way we keep Zaanstad financially healthy and operationally strong.

Starting in 2030, leasehold contracts for approximately 2,500 homes in Zaanstad, mainly in Rooswijk and Westerwatering, will expire, with high costs due to the failed Conversion Policy of 2007, which lacked a transitional arrangement and resulted in more than one hundred lawsuits. Local Zaan residents demand financial certainty for citizens and an end to the legal battles, because these costs, better spent on solutions, burden both residents and the municipal budget.

What do we want concretely?

  • Balanced budget: greater focus on core tasks and implementation and no new policy frills.
  • Keep taxes low. Keep local taxes predictable; where possible reduce/abolish them (e.g. advertising and precario taxes, VMR Zaanse Schans) if this improves quality of life and the local economy.
  • Adjustment of the environmental vision: More emphasis on roads, infrastructure, parking, green areas and open polders.
  • Revise the mobility plan: Create a separate program with parking solutions and better routes, separate from “Urbanization” in the budget. It deserves its own prioritization and budgeting.
  • Optimize the social domain: Separate equal opportunities, with strict management of youth care (€105M) and WMO (€80M).
  • Simplify sustainability: Abolish the Zaan climate policy, saving €3M. We will follow national targets.
  • More efficient organization: Reduce external hiring to 15% (currently 25%), reduce civil servants by eliminating duplicate roles such as program managers, area managers and cluster managers. Adjust the level of ambition to financial reality.
  • Steering committee collaboration: Continue cooperation between council, board and organization for better coordination.
  • Flexible coalition: Work with the opposition for broader support and faster decision-making.
  • External leasehold mediation: Focus on neutral mediation between the municipality and affected residents for a fair solution. We also want to reduce lawsuits by evaluating the leasehold policy and minimizing conflicts. Transparent costs for redemption and extension, now and after 2030, will provide certainty and peace of mind.

Why this works A balanced budget prevents deficits, while adjustments to mobility and open polders improve quality of life. Simplifying sustainability saves €3M and keeps the focus on essentials. Less external hiring and fewer duplicate roles reduce costs and improve oversight, while flexible cooperation creates broader support. This results in an efficient, future-proof municipality: good for finances, infrastructure and residents.

Example: What have we already achieved? Budget 2026 presented at a glance: With a clear overview the revenues and expenditures of the total budget and per program are shown, and (housing) costs are specified. A budget is a large document and not always easy to read. That is why we made the Zaanstad budget more readable for everyone. This is now done every year.

Example: What have we already achieved? Dog tax abolished: After years of discussion this tax has been abolished, saving dog owners €500,000 in 2026. A tax reduction that residents appreciate.

Example: What have we already achieved? Delta Plan Finance launched: We wanted to better understand in the budget which budget items are controllable and which are not (for example long-term obligations). We also wanted to see whether these are controllable in the short or long term. This is important to be able to make proposals and adjust policy effectively.