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AMSTERDAM : The Red Light District

However, of all initiatives, the most influential was taken by local inhabitants and entrepreneurs. In chronological order, the successive projects aimed at reducing problems of crime and unsafety in the districts are discussed. The street now has a variety of shops, bars and restaurants and is a popular place for a night out. As an incentive, entrepreneurs were offered attractive low starting rents. Due to the specific problems in the Red Light District, members of the Amsterdam City Council emphasized that additional administrative attention should be devoted to this part of the city center, and instigated the appointment of what came to be known as a Red Light District manager in The Red Light District manager and his team were asked to develop a methodology for the administrative approach to organized crime [ 11 ]. The final section presents the main results and conclusions. Effects of displacement to other streets in the Red Light District were observed, but together with aging-out effects of heroin addicts it would seem drug use, street-dealing and drug-related crime are largely a thing of the past. The application in the Red Light District was to be continued and implemented in the regular administrative procedures of city administration. Local authorities were unable to tackle such crime problems for many years. Third, it was assumed that due to administrative backlashes, poor law enforcement, and lack of interest, public administration in Amsterdam had lost control over certain areas and economic branches, and had inadvertently provided ample opportunity to criminals to commit crimes and launder their money. Tenants had to agree to conditions: no sex-related products or services, no happy hours, no shutters for the shop-window at night and actively participating in maintaining a clean and livable street [ 9 ]. Furthermore, an evaluation of the project showed a strong dependency on the Red Light District manager and his extensive personal network in the area. The project and methodology were as yet too young to expect visible effects on the problem of organized crime in the district. Acting on criminal intelligence together with signals the Red Light District manager had received through his network, localities and businesses considered vulnerable to organized crime were selected for investigation. Among the crimes were high rates of street robbery, drug trafficking, drug use, human trafficking, illegal gambling and organized crime controlling real estate and businesses in the area. As a result of its success, the NV Zeedijk and its approach are an inspiration for later projects aimed at tackling crime problems in the Red Light District. In the inhabitants of the district appealed to the Queen to personally end the drug trade. The relations between the superstructure organizational consortia and formal arrangements and covenants and the substructure shop floor collaboration ;. Due to the fact that different partners cooperated in the project, a wide range of measures could be taken: the refusal or withdrawal of licenses and permits, the levying of taxes, the closure of certain establishments, the instigation of a criminal investigation, and under certain circumstances, the acquisition of real estate by the city itself, in order to prevent criminals from investing their money in specific objects [ 3 ]. The idea was to collaborate these different types of information to initiate further target action for the maintenance of public order. In this paper, we focus on the history of the projects aimed at tackling organized crime and nuisance in the Red Light District. The area turned into a no-go area where the police only entered in full force. Sixty percent of the properties on the Zeedijk have been bought by NV Zeedijk and given a bona fide form of exploitation. Next to criminal activities, the high concentration of these types of businesses is also related to problems of disorder and public nuisance, such as public intoxication and violence. Finally, the paper contributes to the literature on Third Party Policing and multi-agency collaboration by looking beyond the police as the central actor and by widening the predominant instrumental focus to normative and political issues such as changing norms, priorities, and increasing and decreasing internal and external support for certain policy lines and actions. Although no academic studies have been done on the basis of which causality can be attributed to this approach, it is clear that from the beginning of the s the image of the street changed radically. We review existing research, including evaluation research in which we and colleagues have been involved and that is published elsewhere in more detail e. The sustainability of these alliances [ 5 ]. Combating organized crime still had a high national priority.{/INSERTKEYS}{/PARAGRAPH} The criminological research group reported that Amsterdam was regarded as a center for both national and international organized crime [ 10 ]. It was not only assumed that organized crime had a negative impact on livability and safety, but inspired by the successes of the gentrification of the Zeedijk, it was also assumed that a regenerated Red Light District would be less attractive for organized crime. The plan of action announced 77 actions to enhance the defensibility of the city administration against the threat of organized crime. First, and following the conclusion of the Fijnaut research group, it was assumed that real estate plays a crucial role in organized crime. The police kept a certain distance and public order was largely self-regulating. All these issues have a negative impact on feelings of safety and the perceived livability in the area. The Red Light District has been a center for prostitution for centuries. Attempts to reduce crime, uphold justice and improve safety in modern cities are embedded within a wider social and political context. They realized that owning residential property was key to making real change in the street by setting up an economic recovery plan for the area. Policies change and react to shifting constellations of problem definitions, contemplated solutions, and political support e. This meant that new tenants were carefully selected and screened for integrity. Alongside positive outcomes, all three periods contain evidence on how difficult it is to forge and sustain alliances between government agencies; and to coordinate a shared focus on a single area and on a single topic. Owning real estate also means controlling the type of commercial exploitation of that especially ground floor real estate and therefore to a certain extent, the Red Light District project was aimed at getting an insight into real estate ownership and regaining control over the exploitation of property. The approach developed for the Red Light District was to be used to target problems of organized crime in various vulnerable areas and sectors in the city. Reducing drug trafficking and street crime was not the main goal, but seen as a necessary condition to achieve this end. This situation changed when a group of Surinamese dealers took over the trade at the end of the s. Real estate can be used for illegal purposes, such as illegal housing or producing cannabis. {PARAGRAPH}{INSERTKEYS}We'd like to understand how you use our websites in order to improve them. Real estate transactions can be an element of money laundering schemes. The increase in the use of drugs attracted large crowds of users as well as all sorts of other types wanting to profit from the trade, such as street dealers, couriers, middlemen, lookouts, etc. The sexual revolution led to commercialization of the new openness in the consumption of sexuality with a boom of brothels, sex-theaters, sex-cinemas and sex-shops in the area. Drug dealing and drug addicts have largely disappeared. New laws were drafted. If they were able, bona fide entrepreneurs and tenants left the district and the street degenerated. With regard to the latter, the project team was given special authority by the Minister of Justice to have access to classified police information. Our goal is to assess the lessons and effects of multi-agency approaches to reduce crime, uphold justice and improve safety in the Red Light District. The political debate produced an official request to the Mayor and Aldermen to draft an action plan for the prevention of organized crime, and not wait for the national policies and regulations that were to result from the Parliamentary Inquiry. In addition to groups from native and immigrant communities, many foreign groups were active in the illegal distribution of illegal goods. According to this criminological research group, the city was a major center in the world market for narcotics. However, public outrage among local inhabitants and remaining entrepreneurs regarding the general criminal atmosphere was still strong. Reluctantly at first, the city administration joined the initiative, making the change project a private-public partnership [ 6 ]. Then several steps were taken to get a clear picture of the ownership and exploitation of the selected properties or businesses, linking information from public sources, municipal records, and classified information from the police, judiciary, and tax authorities. The administrative approach to organized crime formulated by the city council and further developed by the Red Light District manager was based on three causal assumptions [ 3 ]. Nevertheless, in the beginning of the project, it was difficult to attract entrepreneurs to start a business in one of the renovated buildings. The drug trade was accompanied by a rise in street crime, such as pick-pocketing, street robberies and tourists being robbed before they received the drugs they set out to buy. In addition to this, the local police force was hit by a huge scandal of widespread corruption. Our research questions focus on five different aspects of crime policies:. By buying properties from private owners, renovating them, and renting out the ground floor to legitimate entrepreneurs, the idea was that the negative spiral would be broken. The initial low price of properties rapidly increased with the success of the project and buying property in that area became more difficult. Besides occasional in-group shootings, the trade had not yet become associated with other crime problems. Key points in answering the research questions for every project are:. In , carrying knives in the area became prohibited, in restraining orders for notorious dealers were introduced, followed by a prohibition of crowd gathering. Three periods are analyzed: crime on the streets s— ; organized crime behind the front doors — ; and reconquering the Red Light District — The paper analyzes shifts in the definition and framing of central crime problems, causal assumptions, policy assumptions, and evidence on multi-agency collaboration and outcomes. Register your interest. The introduction of drugs in the area produced even more radical changes. Furthermore, the final outcomes of these efforts are hard to measure with the exception of visible street crime. With regard to the Red Light District, the researchers concluded that criminal individuals and groups had, through their illegally acquired property and capital, gained practical control of the economic power. Proceeds of crime can be invested in real estate. The most direct impact of the appointment of the Red Light District manager and his actions for the Wallenproject was the creation of a legal basis for the exchange of information in a multi-agency context and producing a toolkit for an administrative approach to tackle organized crime. Police officers were found to be taking bribes from shady entrepreneurs in the area to turn a blind eye to certain crimes [ 8 ]. This approach consisted of a number of instruments, ranging from integrity tests for civil servants, the purchase of strategically positioned buildings and the refusal or withdrawal of permits, to the screening of companies competing for major public contracts. The goal of the project was to stop the degeneration of the Zeedijk-street and to improve livability. In the s, the heroin trade was controlled by Chinese organized crime. Some of these groups had—mainly in the inner city districts and especially in the Red Light District—built up economic positions of power in real estate, brothels, hotel and catering sector, and in prostitution. The report referred — anonymously to 16 criminal organizations in particular which allegedly had become key players in this area. A number of banks and a large hotel chain saw economic potential in the redevelopment of the street. Major changes emerged after the s. The findings of the Committee, which were extensively broadcasted in the media, came as a shock to Amsterdam city politics. By maintaining the upkeep of public spaces and by restoring social control among new tenants, it was anticipated that the street would be less attractive for drug dealers and drug addicts. In the same group occupied the city council chambers to demand action. For this reason, it was decided to prolong the Wallenproject, as part of the wider Van Traa project [ 3 ]. The solutions to this problem seemed rather straightforward: more accurate information, better cooperation between the various agencies within the municipality, and better cooperation between public administration, police, and tax authorities [ 12 ]. The report stated that indecisiveness of the local authorities had created a fertile breeding ground for illegal and criminal activities in the Red Light District. The Red Light District manager and his team were asked to develop a methodology for the administrative approach to organized crime. On a national level, the Ministry of Justice was still busy implementing the recommendations of the Parliamentary Inquiry Committee. The vulnerability of the alliances of collaborating agencies varying organizational interests, operating procedures, lines of responsibility, et cetera ;. We review existing research covering three main periods in the history of crime control in the district, characterized by a shifting focus to different crime problems and different approaches. Spearheaded by the Red Light District manager and his team, the project was officially a multi-agency approach, for which the police, public prosecution service and tax authority had signed a covenant to participate and exchange information.