Case study type: Políticas y regulaciones

Asertos, Alicante

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Asertos, Alicante

Mismatches Services Vulnerable groups
Policies and regulations Local policies Global frameworks Governance Participatory processes
Financing
Urban Design Modelos De Ciudad Urban fabrics Services and infrastructure Environments Quality Liveability Inclusion Equity
Promotion and production Favelas/Slums

Main objectives of the project

Asertos is a participatory local development programme originating in the Valencian Community, Spain. The aim is to accompany people and communities in vulnerable neighbourhoods in the improvement of their homes and streets. We use these material improvements to foster the construction of strong and self-sufficient communities.

Date

  • 2017: Implementation

Stakeholders

  • Architect: Quatorze
  • Architect: Arquitectos sin fronteras

Location

Continent: Europe
Country/Region: Alacant / Alicante, Spain

Description

In many regeneration projects in vulnerable neighbourhoods, there is little involvement of local residents. Generally, small spaces for participation are opened up or a superficial accompaniment is offered. In the end, the main objective is to rehabilitate a few houses. However, Asertos' radical vision is based on the idea that housing is only a means to build better, more inclusive and resilient communities. Therefore, they start from community action to promote new neighbourhoods.

The premise is that regeneration should not come from outside the neighbourhood. On the contrary, residents must be empowered to drive the regeneration of their homes and public spaces. In this way, external resources dedicated to the improvement of housing and common spaces also serve to reinforce the social cohesion of the community.

Assertions are accompanied by collective action and social involvement in order to develop specific projects that make it possible:
- Improve coexistence between neighbours through participation.
- Attend to the needs of the dwellings through comprehensive refurbishments driven by the residents themselves.
- Generate a local economy to teach trades, generate income, open up new economic opportunities or provide new jobs and resources to the community.

All this is based on the Asset-Based Community Development methodology, promoted in Europe by Nurture Development. Based on the discovery of the local resources that the community possesses (skills, passions, interests, places, associations, businesses, stories, etc.), we set up a Neighbourhood Resource Bank. With these ingredients, we work on identifying shared needs to connect and mobilise these resources. Through this process of community building, communities move towards a position of power and autonomy, avoiding excessive professionalism and welfarism, and gaining in health and well-being.

Thus, the aim is not only to rehabilitate housing, but also to generate a better and more robust economy, associative fabric and coexistence than when the project began.

It is one of the most radical community action projects ever carried out in Spain, applied to urban regeneration. Although the project began in the Alicante's "Barrio del Cementerio", they are now also working in other highly vulnerable parts of the city.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Singapore's public housing policy

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Singapore's public housing policy

Mismatches Security Demographic/Urban growth
Policies and regulations National policies Local policies Land
Promotion and production Public promotion
Ownership and tenure

Main objectives of the project

Singapore, a city-state of more than 5 million people, has achieved remarkable economic success in large part due to its affordable housing policy, initiated with the creation of the Housing and Development Board (HDB) in 1960. Initially focused on rental units to address a housing crisis, the HDB shifted its focus to ownership with the People's Home Ownership Scheme in 1964. Today, 94% of HDB housing is owned by residents, organized into self-sufficient "new villages" with various amenities. The housing policy has promoted racial integration and has included financial incentives, such as the use of the Central Provident Fund (CPF) for down payments. However, it faces challenges such as speculation and the exclusion of certain low-income groups and temporary workers. Despite these problems, Singapore offers an exemplary model of how a public housing program can transform a city in a short period.

Date

  • 1964: Implementation

Stakeholders

  • Promotor: Housing and Development Board

Location

Country/Region: Singapore, Singapore

Description

Singapore, a city-state with over 5 million residents, owes much of its economic success to its foundation of affordable housing for citizens. Initially, public housing development was managed by the Singapore Improvement Trust, established in 1927 during the British colonial era. After gaining independence, Singapore created the Housing and Development Board (HDB) in 1960 to address a severe housing crisis by building rental units. Following the immediate resolution of the crisis, the government introduced the Home Ownership for the People Scheme in 1964, which became the cornerstone of the nation's housing policy, shifting the focus from renting to home ownership. For over two decades (1982-2006), the HDB ceased building rental units, leading to a current scenario where 94% of HDB stock is owned by residents. This transformation turned Singapore from a city of slums into a modern metropolis with public housing skyscrapers.

HDB projects are organized as "new towns," self-contained neighborhoods with amenities like restaurants, shops, schools, and religious institutions. Each town center typically features a clinic, a bus terminal, a subway station, or a mall. Singapore builds and sells various HDB flats to cater to different household needs and budgets. The apartment sizes range from 32 square meters (about 340 square feet) to 130 square meters for a three-bedroom, two-bathroom unit. There is also a four-bedroom, three-bathroom option for multigenerational families, measuring 115 square meters. Many owners take pride in their homes, which are often showcased in interior design magazines.

The primary focus of Singapore's housing policy has been to ensure home ownership for middle-class families. New HDB flats are sold exclusively to Singapore citizens, with priority schemes to allocate units. Up to 95% of flat sales are reserved for first-time applicants, with special consideration for young couples. Additional weight is given to those wishing to live near their parents. To combat early racial segregation, a 1989 policy sets ethnic quotas for each block or neighborhood to prevent racial enclaves, promoting integration among Chinese, Malay, and Indian residents.

In addition to housing grants, numerous incentives and subsidies support home ownership. Prospective buyers can use savings from Singapore’s mandatory retirement plan (Central Provident Fund or CPF) for their down payment. The CPF and HDB are tightly integrated in a closed-loop model of housing finance: HDB holds the mortgage, and CPF directly pays HDB from the owner's ongoing savings.

HDB developments are primarily 99-year leases, with the government perpetually owning the land, similar to community land trusts or leasehold properties in British Columbia, making units cheaper to purchase. Targeted programs allow elderly citizens to buy flats on shorter-term leases to make them more affordable.

Despite its success, the model faces challenges. Now, public flats have become vehicles for private wealth accumulation. The push for higher-end housing has led to speculative behavior, with some buyers selling HDB flats after the minimum five-year period to gain capital and purchase private market properties. Million-dollar-plus HDB flat sales have increased in the resale market, prompting the government to enforce new laws. Owners of certain units must now live in them for 10 years before selling, and income ceilings for secondary market buyers align with restrictions for new flat buyers.

Some people remain excluded from the homeownership scheme. The HDB stock includes over 63,000 rental flats (about 6% of units) for low-income households. Most rental flats are studios and one-bedrooms, while ownership units are primarily two- to four-bedrooms. A complex set of rules governs rental housing applications, with a waiting list of six to nine months. Rents increase progressively with income. Singapore extensively relies on low-paid temporary workers from South Asia for affordable housing construction. These workers, constituting about 4% of the population, live in crowded dormitories, cannot become permanent residents or citizens, and do not benefit from HDB schemes.

Even with these challenges, Singapore’s public housing policies provide valuable lessons. The nation demonstrates how a large public program aimed at affordable rental and ownership housing can achieve significant results quickly. Singapore exemplifies the potential of substantial public support in building affordable housing, acquiring land, planning complete communities, and achieving high levels of racial integration.

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Affordable and Supportive Housing for the Elderly, Liverpool

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Affordable and Supportive Housing for the Elderly, Liverpool

Mismatches Vulnerable groups Demographic/Urban growth
Policies and regulations Local policies Governance Public-private initiatives

Main objectives of the project

Liverpool's innovative housing strategy for the elderly underscores the vital importance of tailored housing solutions in promoting independence and well-being. By transitioning from traditional institutional care to community-oriented extra care housing, the city helps older adults maintain their social networks and quality of life. ACCESS Liverpool exemplifies the strategy's effectiveness, providing a streamlined, one-stop service for housing and care needs. This approach ensures that housing is not only affordable but also suitable for the residents, addressing their specific necessities and ensuring they live in secure, supportive environments that enhance their overall well-being.

Date

  • 2000: Implementation

Stakeholders

  • City of Liverpool
  • Liverpool Housing Action Trust
  • ACCESS Liverpool

Location

Continent: Europe
City: Liverpool
Country/Region: Liverpool, United Kingdom

Description

Affordable housing is not a one-fits-all solution. Each person might have their own needs and vulnerabilities that must be taken into an account if we want to build housing for all. One example of this specific groups is elderly people. Housing for older people requires a unique approach that addresses their specific needs, promotes independence, and enhances quality of life. Unlike the general population, older individuals often require accommodation that is adapted to their physical and health needs, provides access to care and support services, and allows them to remain active and engaged in their communities. Recognizing these needs, the City of Liverpool has implemented a strategic approach to housing for older people, focusing on moving away from institutional models towards more empowering and community-based solutions.

Several years ago, the City of Liverpool embarked on a comprehensive strategy to enhance accommodation options for its older residents. This initiative was rooted in the efforts of the Liverpool Housing Action Trust and various Registered Social Landlords (RSLs). In collaboration with the local authority, a report was commissioned from consultants in 2001, and the recommendations from this report were adopted by Liverpool’s strategic housing partnership. This strategy has since driven the redesign of housing, care, and support services across the city, aiming to empower older individuals to improve their quality of life and remain in their preferred homes and communities. A key element of this strategy is the development of extra care housing, providing a positive alternative to traditional residential care facilities, which are not cheap, without having to live without the needed care. Additionally, the city has established active ageing services to support this demographic further. By doing so, older people can still be living on their own and maintain their own community and social network. Making housing affordable also means making housing accessible for people, considering their specific necessities. In fact, the absence of services for this population tend to leave them in housing insecurity or living in sub-optimal conditions.

Another pivotal component of Liverpool's strategy is ACCESS Liverpool, a common allocation and advice service that began in 2000. ACCESS Liverpool manages a unified assessment and waiting list system for housing providers across the city, benefiting older and disabled individuals who need specialized accommodation. The service operates on behalf of a partnership of 24 housing providers, including the city council, and collaborates with key stakeholders such as Age Concern Liverpool and the Primary Care Trust (PCT).

ACCESS Liverpool features a small, dedicated team that oversees a common waiting list for sheltered accommodation, extra care housing, and accessible homes. This service has been well-received, as evidenced by satisfaction surveys, due to its efficiency in preventing older and disabled individuals from needing to approach multiple landlords. The strengths of ACCESS Liverpool include conducting home visits, encouraging discussions about individual needs and choices, and applying a single assessment methodology. In the 2006/07 period, ACCESS Liverpool successfully rehoused 366 people, including a significant portion who were homeless or facing serious issues. Currently, the waiting list includes 600 individuals seeking sheltered housing and another 600 looking for specially adapted dwellings. Thus, ACCESS works as a one-stop-shop for elderly and disable people that has become a great governance structure among social services and housing services providers.

Liverpool's approach demonstrates a comprehensive and collaborative effort to enhance housing options for older people, ensuring they receive the support and accommodations necessary to live independently and comfortably within their communities.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Open Door Affordable Housing Program, Toronto

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Open Door Affordable Housing Program, Toronto

Mismatches Price Diversity Vulnerable groups Demographic/Urban growth
Policies and regulations Local policies Land Planning Governance
Financing Public funding Supply subsidies Demand subsidies

Main objectives of the project

Toronto is facing a growing housing crisis. For this reason, Open Door was set up. Launched in 2016, Open Door accelerates the construction of affordable housing by providing City financial contributions, including capital funding fees and property tax relief, fast-tracking planning approvals, and activating surplus public land.

Date

  • 2016: Implementation

Stakeholders

  • Toronto City Council

Location

Continent: North America
Country/Region: Canada, Toronto

Description

Toronto, as many of the biggest North American cities, face a housing crisis. The reason behind it are multiple, but, for sure, one of the reasons is the insufficient stock of social and affordable housing, For this reason, the Toronto City Council approved the Open Door Affordable Housing Program in 2016 to accelerate the construction of affordable homes by providing financial contributions, including capital funding, as well as fees and property tax relief. The program expedited planning approvals and utilized surplus public land, including properties owned by CreateTO, the Toronto Transit Commission, the Toronto Parking Authority, and Toronto Community Housing. The initiative aimed to deliver 5,000 new affordable rental homes and 2,000 new affordable ownership homes between 2016 and 2020.

In December 2018, Toronto City Council launched Housing Now to further enhance the supply of affordable housing. This program intends to create a mix of affordable rental, market rental, and ownership housing options for households earning between C$21,000 (€14,500) and C$52,000 (€35,800) annually. So far, 11 sites have been identified with the potential to bring forward 10,000 homes, of which 3,700 will be affordable rental units. The city council approved a C$20 (€11.51) million fund to prepare the 11 sites for marketing. This preparation includes adding temporary staff, conducting necessary environmental studies and remediation, market analyses, and planning studies.

The following principles were adopted by Toronto City Council to guide the development of new housing:

1. Develop the sites to achieve the highest possible public benefits.
2. Optimize the development of market and affordable rental housing with a mix of unit types and sizes, ensuring at least 20 percent of all units meet or exceed disabled accessibility standards.
3. Create homes affordable for a diverse range of incomes, including 'deeply affordable' homes. So, average rents across all intermediate units on each site will not exceed 80 percent of the average market rent for the city of Toronto and a minimum of 10 percent of all units will be 'deeply affordable,' rented at 40 percent of average market rent.
4. Appropriately address and accommodate existing city uses and other operations on the 11 sites. Thus, retain public ownership of the properties, prioritizing long-term land leases and engage city councillors and local communities in the planning and development of each property.

This case exemplifies who a big city can push for building rapidly its affordable housing goals, maintaining an idea on inclusion and diversity in its developments.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Wiener Wohnen’s Case Managament (Vienna)

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Wiener Wohnen’s Case Managament (Vienna)

Mismatches Vulnerable groups
Policies and regulations Local policies Governance Evictions

Main objectives of the project

Wiener Wohnen's goal is to offer affordable housing to low-income individuals, particularly vulnerable groups unable to secure private market housing. Yet, many social housing units suffer from non-payment or anti-social behavior. For this reason, Wiener Wohnen launched the Case Management service in 2017. This initiative employs social workers to assist tenants at risk of eviction due to financial or behavioral issues. Preventing evictions saves significant costs and reduces human suffering, with the program proving effective by contacting 85% of at-risk tenants and annulling 70% of potential evictions. This model not only supports tenants but also promotes social responsibility and sustainable practices, making it a replicable solution for other housing companies.

Date

  • 2017: Implementation

Stakeholders

  • Wiener Wohnen

Location

Continent: Europe
Country/Region: Austria, Vienna

Description

The goal of Wiener Wohnen, a public social housing company, is to offer affordable and adequate accommodation to low-income individuals. In municipal housing blocks, the proportion of people at risk of poverty, disadvantaged, or unemployed is generally much higher than in other housing forms. Wiener Wohnen pursues a “social allocation of accommodation” scheme for vulnerable individuals who cannot access affordable housing in the private market. Approximately 900 households are evicted from municipal housing each year due to non-payment of rent or anti-social behavior, affecting around 1,800 people annually. Analysis shows that many of those affected do not establish contact with Wiener Wohnen, either after receiving a court order or before eviction. Economically, each eviction costs the housing company at least €10,000 and causes immense human suffering. There are hidden costs for the local government related to caring for homeless people. Scientific findings indicate that eviction is particularly disastrous for children, with 350 minors affected each year. Losing their home, friends, and surroundings is a traumatic experience.

To address this, Wiener Wohnen launched their new Case Management service in March 2017. The aim is to prevent evictions through the intervention of social workers. This program organizes professional assistance for tenants in difficult circumstances, such as high rental arrears or signs of anti-social behavior due to mental health problems, substance abuse, dementia, or compulsive hoarding. This approach creates a "win-win situation" for all parties involved. Preventing evictions avoids human misery and the displacement of tenants, along with all associated negative effects. Additionally, it results in significant savings. For the City of Vienna, it also reduces costs since municipal housing is cheaper than providing accommodation in homeless shelters. Another objective is to increase public awareness of social responsibility and sustainability by creating a professional interface between housing companies and social organizations. Case Management helps maintain stable neighborhoods and reduces conflicts in municipal housing, occasionally leading to positive media coverage. Internally, the work of the Case Management team enriches corporate culture by bringing new skills and knowledge to the company, helping employees identify with the socially responsible company concept.

Wiener Wohnen is the only property management company in Vienna employing social workers to prevent evictions or assist people in difficult circumstances. Social workers have a significant and permanent role within the company, acting as an interface with all other relevant social stakeholders in Vienna. A unique qualitative catalogue of services was created for social workers to fill in for each case, allowing for an accurate description of specific services available for tenants and more professional case evaluations. Wiener Wohnen has developed its own software (database) for cases, compliant with GDPR. Due to its high quality, this database is already in demand by other municipal departments. Systematic data collection allows for the permanent optimization of internal procedures.

Case Management was successful in contacting 85% of tenants who had not reached out to Wiener Wohnen regarding an eviction notice. In about 70% of completed cases, the eviction was annulled because tenants had either paid their rent (33%) or entered into an installment agreement (36%). In about 26% of cases, tenants did not wish to cooperate with the social workers or could not be reached. Only 5% of completed cases resulted in evictions.

As a social municipal landlord, Wiener Wohnen benefits tenants by preventing evictions, human misery, and displacement while also saving unnecessary costs for the housing company and the City of Vienna. This service, which took 12 months to establish, is replicable in any socially responsible housing company.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Zuhause Ankommen, combatting homelessness in response to the covid-19 pandemic

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Zuhause Ankommen, combatting homelessness in response to the covid-19 pandemic

Mismatches Vulnerable groups Pandemics
Policies and regulations National policies Evaluation and impact
Promotion and production Public-private partnerships

Main objectives of the project

Amidst the Covid-19 pandemic, addressing immediate needs and enacting lasting solutions to societal challenges can be concurrent endeavors. 'Zuhause ankommen'—German for 'arriving home'—addresses the exacerbated housing issues during the pandemic while concurrently implementing a sustainable strategy to eradicate homelessness. From May 2021 to April 2022, the initiative allocated 240 apartments to accommodate 600 individuals lacking access to affordable housing across five regions in Austria. Financed by the Austrian Federal Ministry of Social Affairs, Health, Care, and Consumer Protection with €2.65 million, the project primarily targeted those severely impacted by the socio-economic consequences of Covid-19 measures, notably homeless individuals and those at risk of homelessness. 'Zuhause ankommen' establishes a diverse coalition of stakeholders committed to effectively addressing the complex issue of homelessness in a sustainable manner. By amplifying the Housing First approach to a national scale, the project currently operates through a supra-regional strategy with the objective of raising awareness about homelessness and providing tangible solutions.

Date

  • 2021: Implementation

Stakeholders

  • GBV
  • BAWO
  • ustrian Federal Ministry of Social Affairs, Health, Care, and Consumer Protection

Location

Continent: Europe
Country/Region: Austria

Description

The COVID-19 was a tough blow for the most vulnerable people. Despite the adminsitriave efforts, in many countries there was a rise in homelessness. This was also the risk in Austria. While subsidies on rent were provided by the Austrian government in 2020, experts including BAWO, the Austrian National Platform of Social Services Provided for the Homeless predicted a rise in poverty, evictions, and homelessness during the pandemic. On the other hand, limited-profit housing associations play a crucial role in fostering housing inclusion through affordable rents and their social mandate. Nonetheless, within this segment, the most vulnerable groups encounter structural challenges, particularly concerning upfront contributions from potential tenants, often unaffordable for those near or below the poverty line. So, there was a threat that they could not able to provide the needed help during the pandemic.

"Zuhause Ankommen" wanted to prevend all this. It serves as a model, addressing both immediate pandemic-induced homelessness and long-term homelessness. This initiative integrates the Austrian limited-profit housing sector, represented by GBV, with the social service sector, represented by BAWO. Collaborating member organizations allocate flats and offer social care, with project expenses funded by the Austrian Federal Ministry of Social Affairs, Health, Care, and Consumer Protection.

The project budget covers tenants' upfront contributions, moving expenses, and professional social support, facilitating access for those affected by poverty. Moreover, social organizations assist with home matching and provide support upon arrival, promoting self-sufficiency and independence. The project, closely monitored for fair access regarding age and gender, has allocated 240 flats to people affected by poverty and homelessness. Its success has led to more housing associations joining, furthering the adoption of the Housing First principle to end homelessness sustainably and promote reintegration. Presently, 38 housing associations participate.

Tenants and landlords benefit from tools developed in collaboration with social service organizations, ensuring stable tenancies. "Zuhause Ankommen" offers evidence of innovative housing solutions across Austrian regions, catering to diverse needs in rural and urban areas. Employing Housing First as an innovative method within homeless services, the initiative prioritizes housing as a starting point, offering stability to the most vulnerable.

The strategic communication of the project seek to change how the public views homelessness and the innovative solutions offered by "zuhause ankommen." Utilizing various channels such as social media, digital platforms, print media, and press coverage, the project's achievements and core messages are disseminated to stakeholders, interest groups, policymakers, and the general public.

The project's participatory approach focuses on matching suitable and affordable housing with potential tenants, fostering social inclusion, mixed communities, and stable tenancies. An evaluation process involving workshops and interviews with stakeholders and beneficiaries ensures ongoing improvement, with results informing future efforts against homelessness. By building knowledge and trust between the limited-profit housing sector and the social service sector, "Zuhause Ankommen" exemplifies a strategic, sustainable strategy to combat homelessness, earning recognition such as the European Responsible Housing Award 2022.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Aid for first refusal and withdrawal and to social entities for social renting (Catalonia, Spain)

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Aid for first refusal and withdrawal and to social entities for social renting (Catalonia, Spain)

Mismatches Vulnerable groups
Policies and regulations National policies Regulation
Financing Public funding Supply subsidies

Main objectives of the project

The housing crisis in Catalonia has led to the implementation of strategies such as the right of first refusal, which allows the public administration to intervene in real estate transactions to ensure the availability of social housing. To overcome financial constraints, the Catalan Credit Institute offers financial aid to social entities and the administration to facilitate the direct purchase or exercise of this right. These measures seek to expand the social housing market and guarantee favorable conditions for tenants in the long term.

Date

  • 2018: Implementation

Stakeholders

  • Institut Català de Finances (ICF)

Location

Continent: Europe
City: Barcelona
Country/Region: Barcelona, Spain

Description

Catalonia, one of the territories most affected by housing market tensions, especially after the 2008 financial crisis, has faced a considerable challenge in this area. Following the collapse of the private market and the historic increase in rental prices, the Catalan authorities have implemented various strategies to ensure the availability of social housing for its citizens. Among these strategies is the right of first refusal and withdrawal, established in the 2007 Housing Law, as well as collaboration with civil society organizations.

The right of first refusal allows the public administration to intervene in real estate transactions between private parties, acquiring the property in lieu of a third party, either before or after the transaction, at the same price agreed upon by the private parties. However, the obligation to acquire at the same price may limit the financial capacity of many administrations to exercise this right. To address this limitation, the Catalan Credit Institute (ICF, in catalan) has launched a program of grants for pre-emptive rights of first refusal and withdrawal. In addition, the same aids are extended to third sector entities that collaborate with the administration in the direct purchase or in the first refusal for social housing.

These aids are designed to facilitate the direct purchase or the exercise of the right of first refusal by social entities and the public administration. In exchange, these entities may receive an amount ranging from €25,000 to €10 million, with a maximum of €90,000 per housing unit. However, the property acquired through these subsidies is of a temporary nature, limited to a term of 75 years for these entities. This period, considered sufficient to repay the loan, allows for investments in profitable housing. In addition, these homes are usually destined for social renting, offering below-market rates and favorable conditions for tenants. At the end of the 75-year period, the property becomes public property.

Both city councils and companies dedicated to the promotion of public housing can also access this aid under the same conditions as the entities. Thus, this measure aims to involve all relevant actors in the acquisition and use of all available legal resources to promote social housing, without being limited by economic constraints. Ultimately, this initiative has the potential to expand the social housing market both now and in the future.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

DC Flex, Washington DC

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DC Flex, Washington DC

Mismatches Vulnerable groups
Policies and regulations Local policies Governance Data and monitoring Evaluation and impact Evictions
Financing Public funding Demand subsidies
Ownership and tenure Protection of social housing

Main objectives of the project

The housing crisis in the US, particularly affecting Washington DC, prompted the introduction of the DC Flexible Rent Subsidy Program (DC Flex) in 2017, aiming to assist middle-class individuals and low-income families facing delays in traditional housing assistance. Unlike existing programs like housing choice vouchers (HCVs) and rapid rehousing (RRH), DC Flex offers fixed subsidies to extremely low-income households, providing flexibility in rent payments and serving as a financial safety net for those living paycheck to paycheck. A study conducted after its first year of implementation revealed positive outcomes, with the program effectively maintaining housing stability and reducing homelessness rates among participants to just 1.8%. This measure do not only offer good results, but it is a good practice of governance with NGOs and of simplification of administrative burden.

Date

  • 2017: Implementation

Stakeholders

  • District of Columbia Council

Location

Continent: North America
Country/Region: United States of America, Washington D.C.

Description

The housing crisis gripping the United States has put immense pressure on Washington DC's housing market. Despite traditional and federal subsidies, the District of Columbia found itself grappling with a complex situation, particularly in aiding middle-class individuals. While many low-income families qualify for housing choice vouchers (HCVs), the lengthy waiting lists often delay assistance. Rapid rehousing (RRH) programs offer short-term rental subsidies, but their long-term effectiveness is uncertain. To bridge this gap, the DC Flexible Rent Subsidy Program (DC Flex) was introduced in 2017 as a four-year pilot initiative, funded by a $5 million appropriation from the District of Columbia Council and supported by Mayor Muriel Bowser.

DC Flex targets extremely low-income households, comprising those earning up to 30 percent of the area median income, with at least one employed adult and children. Participants must have recently sought emergency or temporary housing assistance and reside in a legal rental unit within the city. The program aims to prevent eviction for families living paycheck to paycheck. Each household enrolled in DC Flex receives a checking account and an escrow account containing the full $7,200 subsidy balance. This subsidy can only be used for rent payments, with participants granted flexibility in allocating funds. In other words, each month they can choose how much money of the fund they use to pay the rent. Capital Area Asset Builders, a District-based financial education nonprofit, manages the program, transferring funds from the escrow account to the checking account monthly to cover rent expenses. Unlike HCVs, DC Flex subsidies remain fixed regardless of changes in income or household size, serving as a financial safety net for low-income families facing income disruptions.

A study conducted after the first year of implementation found that DC Flex was successfully launched and managed. The Urban Institute, responsible for the assessment, recommends DC Flex as a viable alternative to existing housing services based on initial findings. Focus groups highlighted the program's role in maintaining housing stability, particularly for families ineligible for other subsidy programs or exiting RRH. Over time, program adjustments have extended the eligibility period to five years and increased the subsidy amount to over $8,000. However, once participants' earnings exceed 40% of the Area Median Income, their benefits cease. Notably, upon program completion, families gain unconditional access to any remaining funds in their account, effectively transforming it into a Basic Income. With only 1.8% of participants experiencing homelessness after exiting the program, DC Flex demonstrates promising outcomes compared to control groups.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Aalborg East - from an isolated vulnerable area to an inclusive community

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Aalborg East - from an isolated vulnerable area to an inclusive community

Policies and regulations Local policies Land Building capacity Public-private initiatives Participatory processes
Urban Design Urban fabrics Liveability Inclusion Public-private initiative Participatory processes
Ownership and tenure Protection of social housing Public-private partnerships

Main objectives of the project

An isolated an deprived residential area in Denmark's fourth-largest city had, since its construction in the 1960s and 70s, experienced increasing decline and negative spiral. Now, Aalborg East is a mixed community, with a vivid atmosphere and centered on the well-being of its citizens. It has become a story of success in social housing policies in Europe.

Date

  • 2011: Construction
  • 2023: Ganador

Stakeholders

  • Promotor: Aalborg Municipality
  • Constructor: Himmerland Boligforening

Location

Continent: Europe
Country/Region: Denmark

Description

Aalborg East, originally established as a satellite city in the 1970s, faced significant challenges over the past years, characterized by deteriorating old buildings, primarily comprised of social housing, and a declining economy leading to escalating issues of unemployment and crime. Recognizing the urgent need for intervention, a comprehensive urban transformation initiative was launched, encompassing the renovation of over 2,000 affordable homes. This ambitious endeavor was guided by two fundamental principles: the promotion of a diverse community and the active engagement of local residents throughout the process. Thus, homes were renovated, new shops were added, private homes were built and several social initiatives were adopted. Residents sat at the table as urban planners, so no homes have been demolished, and no residents have been displaced.
The whole process has been vastly affected by tenant democracy. There were building committees consisting of tenants, and every major decision was made at attendant meetings. Strong and strategic partnerships with both the public and private sector were also central because a housing association cannot do it all by themselves. For example, construction fields have been sold to private investors to densify some areas with freestanding house blocks and to diversify the economy.
In conclusion, the renovations were completed by using a variety of building types, appealing to a wider residential composition. Moreover, new infraestructure was put in place to foster the new mixed community. For instance, a new health house was built where training courses are in place, which makes the area more visible for people who would not visit Aalborg East daily. It is fair to say that the Danish social housing provider Himmerland Boligforening went further than usual, leading the way in Europe on how to integrate social housing tenants in the strategic city development as well as making them active city planners. The results are astonishing. Now Aalborg East is an area of well-being with safe areas, no crime, and great economic growth.
In 2023, the project won the NEB awards in “Prioritising the places and people that need it the most”.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

RENOLUTION and IRISbox online one-stop-shop solutions to vacant buildings, Brussels-Capital Region

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RENOLUTION and IRISbox online one-stop-shop solutions to vacant buildings, Brussels-Capital Region

Mismatches Functional adequacy Vacant housing
Policies and regulations Local policies Governance

Main objectives of the project

In Brussels, leaving a residential property vacant for over 12 months is illegal, with hefty fines enforced by dedicated units. To encourage property utilization, measures like involving Social Rental Agencies and providing renovation grants have been introduced. However, accessing support was challenging due to numerous programs. To simplify, all schemes were consolidated under RENOLUTION, linked to IRISbox, easing identification and application processes. These efforts reduce complexity and administrative burdens, motivating owners to refurbish and occupy their vacant properties.

Date

Stakeholders

  • Brussels-Capital Region

Location

Continent: Europe
Country/Region: Belgium, Brussels

Description

In the Brussels-Capital Region of Belgium, leaving a residential property vacant for over 12 months is against the law and can lead to significant fines. Dedicated units within the Region focus on identifying and prosecuting owners of such properties. However, this process can be time-consuming and costly. To address this, alternative measures have been introduced to encourage property owners to utilize their vacant properties. One option is to entrust the management of the property to a Social Rental Agency (SRA), providing housing for low-income households. Another approach is to offer special home renovation grants, especially beneficial for properties that don't meet decent standards.

Over time, the number of available grants and public supports for renovation and maintenance has increased, resulting in difficulty for property owners, including public housing providers, in identifying and accessing assistance opportunities. To streamline this process, two significant actions were taken. Firstly, all available schemes were consolidated under one umbrella called RENOLUTION. This centralized platform offers a clear, searchable catalog of support schemes along with administrative support services. Secondly, RENOLUTION was linked to IRISbox, the Brussels Region's online platform for public assistance programs. Through IRISbox, users can easily identify available schemes and swiftly submit applications for support.

These initiatives have significantly reduced the complexity and administrative burden associated with accessing public supports for renovation and building improvement activities. For owners of vacant properties, this streamlined approach could make a substantial difference in facilitating the necessary improvements to bring their properties back into use.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España