Date Type: Implementation

Canadian Observatory on Homelessness

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Canadian Observatory on Homelessness

Mismatches Vulnerable groups
Policies and regulations Data and monitoring Evaluation and impact

Main objectives of the project

The Canadian Observatory on Homelessness is a dynamic research and policy partnership committed to ending homelessness in Canada and beyond. With its flagship projects like the Homeless Hub and the Systems Planning Collective, it offers comprehensive resources and guidance to empower stakeholders at all levels. By emphasizing accessibility and practicality in its approach, the COH continues to lead the charge in leveraging research for tangible action and positive change.

Date

  • 2008: Implementation

Stakeholders

  • York University
  • Canadian Observatory on Homelessness

Location

Continent: North America
Country/Region: Canada, Toronto

Description

The Canadian Observatory on Homelessness, under the leadership of President & CEO Stephen Gaetz, is a non-partisan research and policy partnership involving academics, decision-makers, service providers, and individuals with lived experiences of homelessness. Initially established as the Canadian Homelessness Research Network in 2008 through funding from the Social Sciences and Humanities Research Council, it has since evolved into a global leader in homelessness solutions and knowledge mobilization practices.

Going beyond the traditional role of a research institute, the COH collaborates with partners to conduct research aimed at influencing solutions to homelessness. With a focus on bridging the gap between research, policy, and practice, it supports service providers, policymakers, and governments in enhancing their capacity to address homelessness effectively.

One of its flagship projects is the Homeless Hub, renowned as the largest library of homelessness research globally. Originally launched in 2007 with 500 resources, it underwent a redesign in 2018 to provide access to over 30,000 resources, including plain-language reports, tools, and frameworks. Notably, the Homeless Hub serves as a vital tool for policymakers, offering a wealth of information on homelessness policies, case studies, and best practices. Additionally, it functions as a data portal, offering comprehensive community profiles detailing homelessness data for each Canadian province and outlining effective policies for ending homelessness.

What distinguishes the COH from other online libraries or databases is its approach to research material. Emphasizing accessibility and practicality, it presents evidence-based research in clear language, along with actionable recommendations. This commitment to making homelessness research readily available to all underscores the belief that solutions should be grounded in research.

In addition to the Homeless Hub, the COH oversees other noteworthy initiatives, such as the Systems Planning Collective. Developed in partnership with A Way Home Canada and HelpSeeker, this collective is dedicated to assisting communities and governments in preventing and ending homelessness through evidence-based systems planning. Through comprehensive modules covering both basic and advanced systems planning, the collective provides tools and resources to support communities across Canada in improving local outcomes related to homelessness.

In conclusion, the Canadian Observatory on Homelessness stands as a beacon of collaboration and innovation in the field of homelessness research and policy. Through initiatives like the Homeless Hub and the Systems Planning Collective, it empowers communities, policymakers, and service providers with the knowledge and tools necessary to enact meaningful change. By continuing to bridge the gap between research, policy, and practice, the COH remains steadfast in its commitment to ending homelessness and improving the lives of individuals and families across Canada.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Haiti Home Ownership And Mortgage Expansion (Home) Program

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Haiti Home Ownership And Mortgage Expansion (Home) Program

Mismatches Financing Vulnerable groups
Policies and regulations National policies Global frameworks Public-private initiatives
Financing Financial actors Discriminaciones Financieras Mortgage systems Supply subsidies Demand subsidies Progressive financing

Main objectives of the project

In contrast to a straightforward housing subsidy, a rewards system necessitates meeting predefined quality, efficiency, and accountability criteria before funding is allocated, both on the supply and demand sides. Linking financial incentives to particular outcomes ensures that capacity building aligns with a shift in behaviors and operational methods. This is the model HOME has implemented in Haiti. In a extreme situation of housing crisis, this system has been applied to either supply and demand sites of the market. The goal: to provide affordable houses to a middle and low class.

Date

  • 2015: Implementation

Stakeholders

  • USAID
  • Haitian government
  • Habitat for Humanity International (HFHI)
  • Affordable Housing Institute (AHI) of Haiti
  • IDB Invest

Location

Continent: North America
Country/Region: Haiti

Description

Haiti faces a significant housing deficit, estimated at 500,000 units, which accounts for nearly 25% of the nation's total housing stock for a population of 10 million. This disparity underscores the inaccessibility of formal housing for the majority of Haitians, especially considering the average house price in Port-au-Prince is USD 250,000, while the average annual wage remains below USD 800. Moreover, access to home financing is severely limited, with only about 400 mortgages available countrywide. The formal real estate market in Haiti has predominantly catered to high-income housing, leaving the middle class underserved, as developers and financial institutions perceive them as high-risk.

In response to this pressing need, the US Agency for International Development-funded HOME program has been initiated as a three-year endeavor aimed at capacity building within Haiti's private sector. Its primary objective is to facilitate the financing and construction of affordable housing and infrastructure. HOME operates on both the supply and demand sides of the housing economic value chain, collaborating with Haitian companies to incentivize affordable housing projects.

On the supply side, HOME partners with real estate developers and landowners to support affordable and market-driven housing initiatives. By employing pay-for-performance mechanisms, HOME encourages developers to target low-income households, minimize risks, expedite construction, and lower home prices. Additionally, to ensure adherence to high environmental standards, HOME has partnered with the International Finance Corporation (IFC) to enable developers to obtain EDGE certification. These partnerships offer incentives to offset the additional investment required for ecological building standards, thus preventing price escalation for buyers.

Concurrently, on the demand side, HOME collaborates with financial institutions to address barriers to housing access in Haiti. The program advocates for larger banks to expand their mortgage portfolios and extend services to lower income segments. It also supports smaller institutions through technical assistance to enhance credit underwriting procedures, sales force training, and monitoring, thereby facilitating portfolio growth. Financial institutions are incentivized through pay-for-performance structures to expand their portfolios while maintaining low portfolio at risk (PAR) levels and increasing participation of households headed by women.

Haiti HOME has begun to invigorate the real estate market and empower local stakeholders to continue building and financing affordable homes beyond the program's duration. The program has already trained three local developers to target the lower-middle class, with three construction sites underway and two already receiving preliminary EDGE Green Building certification. Real estate developers have mobilized over USD 10 million of their own capital, a significant investment for the Haitian sector. HOME persists in collaborating with these developers to design larger projects to meet the needs of the Haitian population.

In terms of the demand side, HOME works with banks and credit cooperatives to enhance access to home financing, particularly for informal homes, having already mobilized over USD 6 million in mortgages and other home loans, benefiting more than 700 families.

Central to HOME's success is its program model, which focuses on incentivizing existing actors through a pay-for-performance approach on both the supply and demand sides of the housing market. Rather than imposing predetermined solutions or relying on traditional direct financing models, HOME rewards specific outcomes for financial institutions and developers through its HOME Facility fund. This approach encourages contractors to innovate in risk mitigation, organizational efficiency, and human resource development to foster affordable housing solutions in Haiti.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Johannesburg Housing Company

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Johannesburg Housing Company

Mismatches Location
Policies and regulations Local policies Public-private initiatives
Financing Supply subsidies
Promotion and production Public-private partnerships Private promotion Favelas/Slums

Main objectives of the project

When addressing informal settlements and the relocation of their residents, the common solution often involves outskirts due to their affordability. Typically, a large proportion of slum dwellers gravitate towards the outskirts of cities. However, Johannesburg has adopted a different approach. In efforts to rejuvenate its downtown area, the city has embraced an alternative strategy. Through the utilization of a non-profit institution, Johannesburg has implemented social housing initiatives within its city center. By repurposing abandoned or deteriorating buildings, the city has not only revitalized its downtown core but also provided much-needed social housing options.

Date

  • 1995: Implementation

Stakeholders

  • SHRA
  • Promotor: JHC

Location

Continent: Africa
Country/Region: Johannesburg, South Africa

Description

In South Africa, a significant portion of tenants reside in informal settlements, with over 400,000 housing units constructed on unauthorized land lacking basic services and vulnerable to environmental hazards like floods and fires. Between 2001 and 2011, the number of shacks erected in the backyards of existing dwellings surged by 55%, totaling more than 700,000 units. Despite the existence of the Social Housing Policy since 1994, the establishment of the regulatory authority (SHRA) in 2010 marked notable progress. The Minister of Human Settlements pledged the delivery of 1.5 million new housing opportunities by 2019.

Social housing projects are financed through a blend of government funds, debt, and up to 10% from for-profit private capital. The national government, via the SHRA, subsidizes up to 65% of capital costs and allows subsidized units for tenants meeting specific monthly family income thresholds. These subsidized units must constitute between 30% and 70% of all mixed projects.

Investment opportunities include the Social Housing Institution (SHI) model, where non-profit entities or owners undertake projects inclusive of social housing. Currently, around 83 SHIs have been established, delivering approximately 33,000 units nationwide. However, while the number of institutions is on the rise, the rate of unit development hasn't matched, leading to financial challenges for many. Only six out of the 83 institutions are financially stable, with an additional 25 potentially viable.

In Johannesburg, two SHIs have demonstrated remarkable success. One such entity is the Johannesburg Housing Company (JHC), founded in 1995, which has pioneered an innovative affordable housing model with efficient building management and exemplary customer service. It has facilitated the development of over 4,293 rental housing units, providing homes for more than 19,478 individuals. JHC's efforts have played a pivotal role in revitalizing downtown Johannesburg, transforming dilapidated or abandoned buildings into modern architecture units. The company utilizes two components of the rental housing policy: urban restructuring zones declaration and the Inner City Property Scheme (ICPS), formerly known as the Bad Building Program.

Initial funding provided to JHC enabled it to establish a solid capital base necessary for large-scale social housing development in the downtown area. By the late 2000s, JHC had a portfolio comprising nine renovated buildings and two new construction projects. The organization's cost management strategy ensures each building covers its operating costs, including interest on operating income.

Contrary to traditional urban regeneration strategies focused solely on economic growth, JHC's approach emphasizes building improvements, renovations, and new constructions to increase the city's housing stock by approximately 10% while rejuvenating rundown structures to provide affordable rents and decent housing. However, the future of social rental housing faces challenges, particularly regarding the diminishing availability of affordable land in restructuring zones.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

MIB Quebrada Juan Bobo

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MIB Quebrada Juan Bobo

Mismatches Location Segregation Vulnerable groups
Policies and regulations Local policies
Urban Design Urban fabrics Services and infrastructure
Promotion and production Favelas/Slums

Main objectives of the project

El proyecto MIB Quebrada Juan Bobo de Medellín muestra el poder transformador de la planificación urbana estratégica a la hora de abordar retos polifacéticos. Al abordar los déficits de vivienda, la degradación medioambiental y las infraestructuras inadecuadas, la iniciativa mejoró las condiciones de vida de las comunidades vulnerables al tiempo que fomentaba la inclusión social y la resiliencia. Mediante asociaciones entre organismos gubernamentales, organizaciones comunitarias y residentes, el proyecto logró resultados notables, demostrando el valor de los enfoques holísticos del desarrollo urbano.

Date

  • 2004: Implementation

Stakeholders

  • Empresa de Desarrollo Urbano (EDU) de Medellín

Location

Continent: North America
Country/Region: Colombia, Medellín

Description

In recent years, Medellín has undergone significant institutional, social, and physical transformations to address specific challenges in defined areas. These efforts aim to enhance housing adequacy, revamp public spaces, provide community facilities, and develop mobility systems. The Empresa de Desarrollo Urbano (EDU) of Medellín, a state-owned company with private capital and financial independence, spearheads these initiatives. Through its Integral Urban Projects (MIB), it has devised long-term intervention methodologies that serve as templates for areas grappling with unplanned growth, housing deficits, low quality of life indices, high crime rates, or a lack of community facilities and public spaces. One exemplary endeavor is the MIB Quebrada Juan Bobo.

The MIB Quebrada Juan Bobo project tackled the natural risks associated with the proliferation of informal housing along a ravine, necessitating the relocation of over 1,260 residents residing in high-risk dwellings. It also entailed restoring environmental reserves and dismantling structures along the ravine's edge, where 80% of the houses suffered from structural and functional deficiencies. Among these, 35% were situated on ravine slopes in areas with geotechnical restrictions, and 94% were unauthorized. The MIB Quebrada Juan Bobo stood out as a pioneering pilot project, the largest of its kind in terms of achievements and attention garnered. These interventions also influenced the decision to place the Metrocable, a segment of Medellín’s public transport system, in the area. Additionally, it paved the way for strategic programs aimed at environmental restoration and the enhancement and relocation of high-risk housing.

Not only were the existing structures along Quebrada Juan Bobo deemed critically unsafe in terms of their physical and functional integrity, but a land and environmental survey also unveiled pollution and water contamination issues. The sewer system operated informally, with an average of approximately 312 sq. ft. per four-member dwelling. The absence of a structured public mobility plan resulted in predominantly informal mobility options, posing significant risks to inhabitants, who were also exposed to landslide hazards, where 90% of sliding debris could contain sewage water. This project facilitated 85 home improvements and 29 replacements of severely deteriorated homes, constructed on the same plot to preserve existing urban structures and assist families in homeownership endeavors.

The MIB Quebrada Juan Bobo initiative fostered a collaboration between national, departmental, and municipal governments to offer new housing subsidies and improvements. Responding to the evident demand, Colombia’s Ministry of Environment, Housing, and Territorial Development (MAVDT) initiated a subsidy pool, with the Municipality of Medellín allocating a unit value of USD 3,000 and raising funds through a trust. The management and intervention model for Juan Bobo necessitated institutional and organizational coordination among numerous entities, programs, and projects. Stakeholders maintained continuous dialogue with local civic organizations and technical managers of the project. The strategy behind the Juan Bobo project emphasized community participation, wherein direct beneficiaries actively engaged in decision-making, self-assessment, and reflection, fostering awareness and responsibility among inhabitants through housing programs.

The success of the MIB Quebrada Juan Bobo project stems from its effective coordination among multiple stakeholders, ensuring a broader impact. It also promoted community participation to ensure solutions aligned with local needs while nurturing a sense of ownership. EDU and the Medellín Social Interest Housing Fund (FOVIMED) collaborated with over 12 local government entities and programs, including the Aburrá Valley Metropolitan Area, Municipal Potable Water and Basic Sanitation Program, Department of Public Works, Empresas Públicas de Medellín, Department of Health, Institute of Sports and Recreation (INDER), Administrative Planning Department, Department of Finance, Medellín Government Department, and Social Welfare Department. In addition to providing labor for cleaning, worksite maintenance, and home improvements, communities contributed human resources for negotiations, newly formed committees, and community project management.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Pedregulho Housing Complex Restoration

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Pedregulho Housing Complex Restoration

Mismatches Security Functional adequacy Services Cultural suitability Vulnerable groups
Policies and regulations National policies Local policies
Urban Design Services and infrastructure Quality Liveability Regulación Técnica Participatory processes
Promotion and production Public promotion Self-management
Ownership and tenure Protection of social housing

Main objectives of the project

The restoration of the Pedregulho Housing Complex exemplifies the power of community involvement and strategic planning in revitalizing historic architectural landmarks. Led by the Pedregulho Neighbors Association and architect Alfredo Britto, the project addressed decades of neglect and deterioration, guided by a comprehensive restoration plan. By balancing the preservation of architectural character with contemporary demands, such as parking and security, the project not only restored Pedregulho to its former glory but also empowered residents to take ownership of their living environment. This successful restoration effort stands as a testament to the importance of community engagement in preserving cultural heritage for future generations.

Date

  • 2010: Construction
  • 2004: Implementation

Stakeholders

  • Pedregulho Neighbors Association
  • Architect: Alfredo Britto
  • Promotor: Companhia Estadual de Habitação do Rio de Janeiro

Location

Continent: South America
City: Rio de Janeiro
Country/Region: Brazil, Rio de Janeiro

Description

Constructed between 1946 and 1948 in São Cristóvão, a neighborhood north of Rio de Janeiro, the Pedregulho Housing Complex provided 522 units for low-income municipal employees, featuring a comprehensive range of facilities and social services. Designed by architect Affonso Eduardo Reidy, the complex adhered to urban principles outlined by the International Congress of Modern Architecture (CIAM), complemented by landscape design from renowned architect Burle Marx. Despite being a prominent example of modern Brazilian architecture, Pedregulho was part of a larger initiative by the Rio de Janeiro Department of People’s Housing, inspired by post-World War II British city reconstruction efforts. Inaugurated in 1950, the complex initially served as a relocation site for residents of informal settlements. However, by the 1960s and 1970s, neglect, disorderly occupation, and wear and tear led to its decline. Although recognized as a cultural monument in 1986, Pedregulho received minimal investment until 2002 when residents initiated a renovation campaign.

Led by the Pedregulho Neighbors Association and architect Alfredo Britto, the renovation efforts began in 2004 with the introduction of a Strategic Restoration Plan. TThe strategic guidelines encompassed several key aspects: maintaining the complex's architectural and urban character, adhering to its original intentions while restoring functionality, preserving existing materials and characteristics if compatible with proposed uses and restoration costs, and addressing contemporary demands and needs without compromising overarching restoration criteria. These contemporary demands include provisions for parking, television antennas, outdoor clotheslines, housing complex security, and garbage collection.

Restoration work commenced in 2010, addressing technical, social, and financial challenges, including residents' continued occupancy during renovation. To foster community involvement, job opportunities were provided to residents, with association leaders mediating between technical and resident concerns. Social workers facilitated ongoing dialogue and highlighted the complex's cultural value.

The restoration of Pedregulho reflects the broader need to revitalize existing housing complexes facing qualitative deficits over time. Community involvement was integral to the project's success, preventing unwanted gentrification and ensuring the active participation of original residents. A permanent maintenance committee further sustains resident engagement, underscoring their commitment to preserving their homes for the future.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

The Empty Homes Initiative, Ireland

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The Empty Homes Initiative, Ireland

Mismatches Vacant housing
Policies and regulations National policies Local policies
Financing Financial actors Public funding Supply subsidies Demand subsidies
Promotion and production Participatory processes

Main objectives of the project

Amid Ireland's housing crisis, Peter McVerry Trust's Empty Homes Initiative stands as a beacon of hope. By repurposing vacant properties for social housing, they address homelessness and housing shortages. Backed by advocacy efforts and financial support from the charity and government, initiatives like Repair and Leasing and Buy and Renew make significant strides in revitalizing communities. Their impact resonates through policy changes and increased public engagement, cementing their role as a key stakeholder in Ireland's social housing policy landscape.

Date

  • 2015: Implementation

Stakeholders

  • Peter McVerry Trust

Location

City: Dublin
Country/Region: Dublin, Ireland

Description

Ireland grapples with a housing crisis fueled by soaring demand and stagnant construction rates, despite a vast number of vacant properties scattered across urban and rural areas. The situation has led to over 10,000 people facing homelessness while over 182,000 residential units remain unoccupied. In response, Peter McVerry Trust, a prominent non-profit housing association, initiated the Empty Homes Initiative in 2015 to tackle this paradoxical predicament.

The initiative, spanning 14 counties and conducted in collaboration with local authorities, aims to repurpose vacant properties for social housing, particularly targeting areas with acute housing shortages. Through a blend of advocacy and action, Peter McVerry Trust engages in public outreach, media campaigns, and policy lobbying to raise awareness and prompt solutions. Financially supported by the charity and the Department of Housing, Planning, and Local Government, the initiative utilizes schemes like the Repair and Leasing Scheme (an interest-free loan of up to €40,000 to bring the vacant property back into use for social housing) and the Buy and Renew Scheme (funding to purchase the empty property and bring it back into use) to revitalize empty properties for social housing purposes. In their website, one can find all the projects they have done.

The advocacy efforts of Peter McVerry Trust have yielded notable policy changes, including the inclusion of an Empty Homes Pillar in Ireland’s Housing and Homeless Strategy, the implementation of vacant homes reuse strategies, and the appointment of dedicated officers in local authorities. Additionally, the initiative has spurred discussions on measures like an empty homes tax and increased utilization of Compulsory Purchase Orders. Public awareness and engagement have also surged, reflecting a concerted effort to address Ireland's housing crisis at multiple levels.

The Peter McVerry Trust serves as a prime illustration of a stakeholder deeply involved in shaping social housing policy. Not only does it actively advocate for change, but it also takes tangible steps to address housing issues on a national scale.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

The Whole Housing Approach, UK

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The Whole Housing Approach, UK

Mismatches Cultural suitability Vulnerable groups Gender
Policies and regulations National policies Local policies

Main objectives of the project

The Whole Housing Approach (WHA) is a comprehensive strategy designed to address the housing and safety requirements of individuals affected by domestic abuse within a local community. It integrates various housing tenure types and support initiatives essential for aiding victims/survivors in maintaining or obtaining secure housing. The overarching aim of WHA is to enhance the accessibility of safe and stable housing across all housing tenure categories, including social, private rented, and private ownership. It encompasses facilitating transitions from refuge services and temporary accommodations to more permanent housing solutions. Furthermore, WHA strives to provide a diverse array of housing options and tailored initiatives for individuals impacted by domestic abuse, empowering them with the choice to either relocate or remain in their current living arrangements.

Date

  • 2018: Implementation

Stakeholders

  • Domestic Abuse Housing Alliance (DAHA)
  • Standing Together Against Domestic Violence (STADV)

Location

Continent: Europe
Country/Region: London, United Kingdom

Description

In the UK, the Femicide Census, a collaboration between Karen Ingala Smith and Women’s Aid, has revealed that 75% of women killed by current or former partners in 2016 were murdered in their own homes. Victims of domestic abuse reside in various types of housing, and a significant number of them, along with their children, become homeless each year in efforts to seek safety. Consequently, there is a pressing need for affordable and secure housing solutions.

Standing Together Against Domestic Violence (STADV), a London-based domestic abuse service, has been instrumental in pioneering the Coordinated Community Response approach in the UK. Alongside housing associations Gentoo and Peabody, STADV co-founded the Domestic Abuse Housing Alliance (DAHA) in 2014, a nationwide initiative aimed at enhancing the housing sector's response to domestic abuse. Furthermore, STADV is a key partner in implementing the 'Whole Housing Approach' project, launched in 2018, which involves multiple agencies, domestic abuse services, housing providers, and local authorities across three pilot sites in England.

The objective of this program is to enhance housing options for families impacted by domestic abuse through a holistic housing approach. By recognizing that families have varying degrees of need, the program aims to eliminate the necessity for them to become homeless in order to escape abuse. Across ten local authority areas in England, the project collaborates with specialist domestic abuse services, housing providers, private landlords, and financial institutions. Victims receive tailored support to enhance safety in their homes, and if necessary, facilitate relocation without forfeiting their social tenancy. The program also allocates funds to enhance safety, stability, and prevent homelessness. Tailored training programs have been developed to enhance the skills and knowledge of housing providers and landlords in identifying domestic abuse and offering appropriate support.

A significant challenge encountered was the need to align the diverse stakeholders required to maximize impact across existing organizational and systemic barriers. Typically, homelessness, housing, and domestic abuse services operate independently, leading to fragmented responses. To address this, a partnership comprising over 25 organizations across three regions was established. This involved assembling a dedicated team capable of articulating how organizations can collaborate effectively to identify and prevent domestic abuse at an early stage.

The program is financially supported by the Ministry of Housing and the Local Government Domestic Abuse Fund 2018-2020, having been awarded £1.45 million over an 18-month period.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

The City of Helsinki’s Housing Advice Service

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The City of Helsinki’s Housing Advice Service

Mismatches Segregation Vulnerable groups
Policies and regulations Local policies Governance Evictions
Financing

Main objectives of the project

The inception of Helsinki's Housing Advice Service in 2006 marked a proactive response to rising evictions, emphasizing prevention and collaborative efforts between social services and property companies. By addressing diverse challenges like rent arrears and mental health issues, the service aligns with national housing policies and underscores the importance of public support in preventing homelessness. With estimated savings of up to €20,000 per prevented eviction, the service demonstrates its cost-effectiveness and potential for adaptation in other countries.

Date

  • 2006: Implementation

Stakeholders

  • Helsinki City Hall
  • Heka

Location

Continent: Europe
City: Helsinki
Country/Region: Finland, Helsinki

Description

In 2008, the number of evictions in Helsinki skyrocketed. This prompted social services and property companies to advocate for a collaborative approach to combat homelessness, prevent evictions, and engage in practical social work. According to property companies, pressing issues in various districts of Helsinki included rent arrears, substance abuse, mental health challenges, poor flat maintenance, and cultural conflicts among residents.

This marked the inception of the Housing Advice Service in 2006, a structured housing social work initiative by the City of Helsinki aimed at preventing homelessness. Operating on client-focused strategies and local cooperation, the service emerged in response to mounting demands from social services and property companies. National objectives for the service were introduced in 2009, aligning it with government housing policies to mitigate long-term homelessness. Currently, Helsinki is drafting a homelessness action plan with a strong emphasis on prevention.

Holding onto a home is fundamental, underscoring the importance of organizing public services to offer adequate support to individuals at risk of homelessness. Preventing evictions not only addresses homelessness but also mitigates various health and social issues. Moreover is a huge save for the public budget. Acting on the consequences is way more expensive for the taxpayer money due to associate costs on health, shelters, etc. In Helsinki, the Housing Advice Service has prioritized collaboration with the largest property company, Heka, particularly regarding rent arrears and other housing challenges. It offers a multi-channel service, including office meetings, home visits, and consultations via telephone or email.

The service has expanded to include housing advisers, currently numbering 16, alongside the addition of a psychiatric nurse and a tenant mentor program for residents with migrant backgrounds. Digital services have been developed to cater to advice and guidance needs, complemented by financial and debt counseling for residents in debt. Operated under the City of Helsinki Social Service and Health Care Division, some personnel expenses are covered by Heka and the Housing Finance and Development Centre of Finland (ARA).

The estimated savings resulting from the service range from €5000 to €20,000 per prevented eviction, with the service deemed self-sustainable if it prevents at least 23 evictions annually, based on the minimum saving of €5000. Despite the immediate financial gains, the broader human impact and cumulative effects of preventing evictions are also significant considerations.

The efficacy of housing advice operations is evident in reducing rent arrears, lowering eviction rates, and enhancing the city's housing-related social work capacities. Standardized cooperation processes and swift interventions have decreased homelessness risks and yielded substantial public finance savings. Between 2009 and 2018, the service recorded a total of 62,153 client contacts.

The success of the housing advice service in Helsinki suggests its potential for adaptation and implementation in other countries, contingent upon adjustments to local operational environments, public administration structures, and financing mechanisms. Collaboration with third-sector operators specializing in homelessness issues is crucial for the initiative's success, as demonstrated by Helsinki's experience in addressing systemic changes related to social structures, segregation, and public administration.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Collectief Goed, Antwerp

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Collectief Goed, Antwerp

Mismatches Price Functional adequacy Vulnerable groups
Policies and regulations Public-private initiatives Participatory processes
Promotion and production Cooperatives
Ownership and tenure Shared ownership Protection of social housing

Main objectives of the project

With a scarcity of affordable housing in Flanders, Collectief Goed stands out as a beacon of hope for families in need. By acquiring and renovating vacant homes through a cooperative approach, they've provided secure, affordable housing for 35 large families since 2015. Their emphasis on tenant participation and empowerment underscores their commitment to addressing housing inequality and fostering community ownership

Date

  • 2007: Implementation

Stakeholders

  • Collectief Goed
  • De Ideale Woning

Location

Continent: Europe
Country/Region: Antwerp, Belgium

Description

In Flanders, approximately 180,000 children are trapped in poverty, facing the harsh reality of inadequate housing options. While purchasing a home is out of reach for these families, finding decent and affordable rentals in the private market is equally challenging. With only 6% of the housing market consisting of social housing, the demand far exceeds the limited supply, resulting in a staggering waiting list of 130,000 families. As a consequence, many families are forced into substandard living conditions—crowded, deteriorating homes that pose health risks, inflate utility bills, and exacerbate stress levels, leaving little capacity to tackle additional challenges.

Recognizing this dire situation, De Ideale Woning, a social housing company in Antwerp, spearheaded the creation of Collectief Goed, a cooperative aimed at enhancing the living standards of low-income individuals. In collaboration with three other organizations, Collectief Goed embarked on a mission to provide affordable housing with a strong emphasis on tenant participation and empowerment. Their strategy revolves around acquiring, renovating, and renting vacant houses tailored to accommodate large families on modest budgets.

Collectief Goed is born out of the initiative of individuals who have personally experienced the hardships of poverty. They confronted various issues, foremost among them the lack of affordable and suitable housing, and united to address these challenges collectively. Through their efforts, Collectief Goed has substantially improved housing conditions for its members, offering completely renovated homes with secure, long-term, and affordable rental contracts. This newfound stability serves as a cornerstone for addressing broader societal issues. Moreover, Collectief Goed collaborates closely with tenants, fostering their self-development and empowerment.

In the face of a severe shortage of affordable housing, many properties lie vacant. Collectief Goed seeks to remedy this by acquiring, renovating, and making these properties available to vulnerable families at affordable rates through an innovative cooperative housing model. To keep renovation costs low without compromising quality, Collectief Goed employs creative renovation techniques and engages technical schools and social economy workers in the process. Additionally, materials are procured collectively, and the project leverages various subsidies and premiums. Importantly, tenants are actively involved in every stage of the process as shareholders in the cooperative.

Financing for Collectief Goed's initiatives comes from a mix of sources. The founders initially invested startup capital, supplemented by private investors who purchase shares. Properties are acquired in exchange for shares and subordinated loans, while bank loans finance renovations. Tenant rent serves as another revenue stream. With a target of owning and renting out 75 homes to break even, Collectief Goed has made significant strides since its inception in 2015, providing quality, affordable housing to 35 large families with limited incomes. The relevant part, as we mentioned, is that these families are not just tenants; they are integral members of the cooperative, with opportunities to become shareholders and co-owners, demonstrating the efficacy of the model in preserving social housing stock and catering to underserved demographics. Importantly, residents feel deeply connected to their homes and the cooperative, reinforcing the sense of community and ownership.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Neighborhood Upgrading Program (NUP), Trinidad and Tobago

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Neighborhood Upgrading Program (NUP), Trinidad and Tobago

Mismatches Financing Segregation
Policies and regulations National policies Governance Public-private initiatives
Financing Public funding Indirect opportunities Sustainable development financing
Promotion and production Favelas/Slums

Main objectives of the project

The Neighborhood Upgrading Program (NUP) in Trinidad and Tobago targets enhancing living standards and housing conditions for low and middle-income households residing in squatter settlements. Comprising three key components, the program emphasizes regularization and enhancement of squatter settlements, provision of housing grants, and strengthening institutional capacities within the Ministry of Housing and Urban Development. With criteria ensuring fair distribution and ongoing evaluation, the NUP, supported by the Inter-American Development Bank (IDB), emerges as a successful initiative addressing dire housing needs and promoting social and environmental considerations.

Date

  • 2017: Implementation

Stakeholders

  • Trinidad and Tobago’s Ministry of Housing and Urban Development
  • IDB

Location

Continent: South America
Country/Region: San Fernando

Description

Trinidad and Tobago faces a housing deficit exceeding 100,000 units, compounded by significant squatting on state land, affecting up to 19% of the population. In response, successive governments have initiated various programs aimed at formalizing informal settlements and providing occupants with secure tenure. To address the ongoing housing needs, two partnership programs with the private sector have been launched. These involve collaborations with medium and large contractors under the Housing Development Corporation (HDC), as well as the Infill Lots program, which engages small contractors to build on vacant lots within HDC-owned developments. One of the main programs, though, is the Neighborhood Upgrading Program (NUP).

The primary objective of the NUP is to enhance the living standards and housing conditions of low and middle-income households residing in squatter settlements. This is achieved through a multifaceted approach that includes infrastructure upgrades, provision of home improvement grants, and facilitation of incremental housing construction or purchase. Additionally, the program aims to foster the creation of equitable, healthy, and sustainable communities throughout Trinidad and Tobago.

The NUP comprises three key components. Firstly, it involves the regularization and enhancement of squatter settlements, focusing on infrastructure improvements and regularization of land tenure for occupants. This aspect is overseen by the Land Settlement Agency (LSA), which operates under the authority of the State Lands (Regularization of Tenure) Act of 1998 and is tasked with legalizing illegal occupation at 254 designated sites across the country. Secondly, the program offers housing grants administered by the PMCU, which provides financial assistance to eligible low-income individuals for various housing-related purposes such as home improvements, construction, or purchases. Lastly, the NUP includes efforts to strengthen sectoral and institutional capacities within the Ministry of Housing and Urban Development and its affiliated agencies. This involves activities such as acquiring necessary hardware and software, automating program reports, and engaging in regional and international forums to exchange best practices in housing and urban development.

To qualify for grants, applicants must meet specific criteria including income limits, citizenship, property ownership or permission, and no prior benefit from housing grants. The program offers financial assistance for home construction or purchase, with varying amounts based on income levels and regional property values. Beneficiaries are selected through a random process and undergo verification interviews to ensure accuracy.

Though formal evaluation is ongoing, the IDB deems the NUP successful, having reached numerous families in dire housing need, often living in poverty. The program emphasizes social and environmental considerations and has demonstrated reasonable unit costs compared to similar initiatives. Replication of the program across Trinidad and Tobago is viable given established procedures and capacity. The Land Settlement Agency oversees squatter settlement regularization, while the Ministry has developed internal capabilities to administer housing subsidies independently.

Financing remains a challenge for project expansion, but the IDB expresses continued willingness to support such initiatives, having already provided three consecutive loans for housing and related projects in the country.

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Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España