Introduction to Stipo
Stipo advises, develops, coaches and supplies training. Its operating area consists of combinations of spatial planning and strategy with economic development, culture, welfare, sport, recreation and tourism. The Stipo approach was developed at the planology department of the University of Amsterdam and it is the basis for tackling spatial and social problems in innovative and practical ways that are solution-driven.
Stipo operating areas
The operating area for Stipo projects is urban development and social-spatial strategy. People’s lives are central, now and in the future. Stipo has acquired expertise in community issues such as economic and financial development, culture, welfare and sports.
Stipo was established in the early 1990s as a specialism in the planology department of the University of Amsterdam. Because we wanted to develop the Stipo approach in a permanent reciprocal exchange between theory and practice, the specialism became the basis for the establishment of a practical programme. It was a pioneering approach to extramural funding.
Independence from the University
In 1995, the University of Amsterdam wanted to focus on education and the programme was shut down. Because we wanted to continue applying and developing the Stipo approach, we decided to branch out on our own that year.
Knowledge and consultancy team
That was when Stipo became an independent knowledge and consultancy team for urban development and strategy. Stipo supplies consultancy and coaching, and it develops tailor-made products and training. Its experience with special strategies is combined with its insights in the field of economic and financial development, culture, welfare and sports. It is precisely where spatial challenges come into contact with other community issues that we have built up extensive expertise.
Combining content and processes
Working with Stipo also means that our vision is inextricably linked to process development and management. The Stipo approach is geared on all fronts to ensuring that results don’t end up being shelved. It is only by integrating content, process and management that we can safeguard real innovation, improvement and production - and this is the ultimate objective.