Star Homes, Tanzania

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Star Homes, Tanzania

Mismatches Services Cultural suitability Vulnerable groups Climate change Pandemics
Urban Design Liveability
Promotion and production Private promotion Participatory processes Innovation

Main objectives of the project

Addressing the severe housing and health challenges in rural Tanzania, the Star Homes Project delivers 110 innovative, low-cost homes designed to reduce disease and improve living conditions. The project's emphasis on sustainability is evident through its use of energy-efficient materials and designs, significantly lowering embodied carbon and construction costs. By sourcing all materials and labor locally, the project strengthens community ties and builds local capacity. This interdisciplinary effort not only enhances the health and well-being of families but also serves as a model for sustainable development in similar regions.

Date

  • 2024: Implementation

Stakeholders

  • Architect: ingvartsen
  • Ifakara Health Institute
  • Mahidol Oxford Research Unit
  • University of the Philippines – Manila
  • London School of Hygiene and Tropical Medicine
  • Durham University
  • CSK

Location

Continent: Africa
Country/Region: Mtwara, United Republic of Tanzania

Description

The Star Homes Project has been under development for over a decade, aiming to create novel, low-cost, comfortable, and insect-proof housing to improve health in rural areas of Sub-Saharan Africa. This initiative involves constructing 110 identical, single-family "Star Homes" across 60 different villages in Mtwara, one of Tanzania's most underdeveloped regions with high incidences of malaria, respiratory tract infections, and diarrhea. These houses are part of a trial designed to provide robust data on whether improved housing can enhance family health.

Both upgraded and traditional house styles in Sub-Saharan Africa seem to predispose residents to vector-borne, enteric, and respiratory diseases. Unlike most rural Tanzanian housing, the prototype house is two stories high, reducing the area of the foundation and roof, which are typically the most expensive and material-intensive components. This design approach optimizes resource use, reducing embodied energy and construction costs. The prefabricated light gauge steel (LGS) frame can be manufactured and erected in under three days; walls are solid but hollow, with two thin layers of cement render on wire mesh. The house features passive cooling, solar lights, USB chargers, and rainwater collection, resulting in a home that uses 70% less concrete than typical concrete block designs and has 37% less embodied carbon.

The prototype windows are screened with strong netting instead of glass, keeping indoor temperatures approximately 2.5 degrees lower than comparable local houses. Thick walls absorb heat during the day and radiate it at night, deterring the use of bed nets and increasing malaria risk. Ground-level bedrooms have higher mosquito densities, raising the risk of vector-borne infections. Cooking on open fires within poorly ventilated spaces can lead to respiratory health issues, especially for women and children. Compacted earth surfaces are hard to clean, and combined with open pit latrines, inadequate water supply, and minimal sanitation, they leave families vulnerable to diarrhea and other enteric infections.

These health issues are most severe in rural regions like Mtwara, where access to public health services is limited. After completing the construction of all 110 Star Homes in June 2021, families moved in and began participating in a trial to monitor children under 13 years old for episodes of malaria, acute respiratory infections, and diarrhea over three years. A team of architects, entomologists, and social scientists will evaluate the house design's performance and acceptability using in-depth interviews, focus group discussions, house walk-throughs, and surveys. Light traps will be used to collect mosquitoes and flies in both the Star Homes and control homes to measure the number of malaria-carrying mosquitoes entering the houses.

The Star Homes project also aims to build capacity and sustainable communities in some of the world's poorest areas by providing affordable housing and teaching new construction skills. Each house and latrine costs between $6000 and $8000 to build and can be constructed in under four weeks. Occupants receive electricity and water throughout the house's 30-year predicted lifespan, with no operational or maintenance costs. This saves time and resources, which can be used to strengthen rural communities and lift families out of poverty. All components and labor are sourced from within Tanzania, enhancing local construction capacity.

Designed by an interdisciplinary team of architects, public health specialists, and entomologists, the Star Home incorporates various design interventions to improve family health. A detailed selection process was undertaken to choose the recipients and locations for the Star Homes. In 2019, before construction began, a survey of rural villages in Mtwara was conducted. Households wanting to participate and meeting the study inclusion criteria (such as having children under 13 years old) could enter a lottery to win a Star Home built on their land. The lottery was conducted openly and transparently to select the recipients. The study is expected to be completed by 2024.

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.

Salvador Espriu, 37, Palma (Mallorca)

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Salvador Espriu, 37, Palma (Mallorca)

Mismatches Location Cultural suitability Diversity Climate change
Urban Design Modelos De Ciudad Environments Quality Liveability
Promotion and production Public promotion Materials

Main objectives of the project

The public housing project in Palma (Mallorca, Spain), led by IBAVI, stands out for its careful integration of Mallorcan building and social traditions. From the use of local materials such as marés stone (sandstone) to the design of spaces that encourage outdoor community interaction, the project reflects a commitment to the preservation of the region's cultural and architectural identity. It also seeks to revitalise traditional social practices, such as the enjoyment of summer evenings outdoors, promoting a lifestyle that respects and celebrates local customs.

Date

  • 2022: Construction

Stakeholders

  • Promotor: IBAVI

Location

Continent: Europe
City: Palma de Mallorca
Country/Region: Palma de Mallorca, Spain

Description

The public works project, led by IBAVI, the public social housing agency in Mallorca, is located in a strategic point in Palma. Located next to the motorway belt that surrounds the city, this construction stands out as one of the last in the urban outline. In an area where low-rise single-family homes predominate, this project stands out for its boldness both in the number of housing units and in the quality of both construction and design.

The building is divided into two volumes, forming an L-shaped layout, one facing east-west and the other north-south. The two- and three-bedroom units are designed with dual orientation and employ a 20 cm thick “marés” stone (or sandstone, it is a type of stone formed by marine sand that was compressed during the Quaternary, typical of Mallorca’s buildings) period load-bearing wall structure. These walls provide thermal inertia for passive cooling, taking advantage of the cross ventilation of the sea breezes, known as the Embat de Mallorca. Unlike other public developments, such as the building in phase 1 at Salvador Espriu 18, a few blocks further down, where the buildable depth is 8 m and is resolved with stone vaults supported on the façade, in phase 2, with a buildable depth of 13.5 m, the façade is freed from its structural function to maximise the entry of natural light into the dwellings.

The timber floor slabs are supported on the party walls built with 20x20x80 cm sandstone blocks. To comply with the regulations on the maximum weight that can be handled by the operators, the marés pieces are cut in half. The structural solution is based on the Menorcan system, which has its roots in the Catalan system imported in the 13th century, while the Mallorcan system, derived from the Roman house, loads the floor slabs on the façade walls. The windows facing the public road are protected by a colonnade formed by 40x40 cm stone pillars, creating a loggia which houses roller shutters, grilles and planters with vines to provide shade and privacy for the porches and terraces.

The joint design of the buildings and public space aims to encourage residents to come out and enjoy the fresh air on summer evenings, reviving the Mallorcan tradition of sharing in the street as a communal space in hot weather. From the use of materials to the social intentionality behind the design, this project exemplifies the recovery of the Mediterranean city model, dense, compact and with public spaces that mitigate the ‘heat island’ effect. Recognised with the ‘Ciutat de Palma Guillem Sagrera’ prize for Architecture in 2022, this project illustrates how the efforts of the public administration can result in large housing developments that respect the traditions and building materials typical of the area.

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.

Village Vertical, Villeurbanne, France

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Village Vertical, Villeurbanne, France

Mismatches Vulnerable groups
Promotion and production Public-private partnerships Self-management Self-promotion Cooperatives
Ownership and tenure Shared ownership Protection of social housing

Main objectives of the project

Initiated in the fall of 2005, the Village Vertical became a reality in June 2013 when 14 households, members of our variable capital cooperative established in December 2010, moved in. These households, from diverse backgrounds, collaborated to bring the project to fruition.Each household resides in an eco-friendly building they helped design, sharing certain spaces and resources to foster genuine neighborhood solidarity. This human-scale project integrates conviviality, responsibility, savings, mutual aid, ecology, and democracy. As the collective sole owner of the building, each household rents its unit within a democratic management framework that prohibits speculation and profit.

Date

  • 2013: Construction
  • 2005: En proceso

Stakeholders

  • Promotor: Village Vertical Coop.
  • Promotor: HLM Rhône Saône Habitat
  • Architect: Détry-Lévy
  • Architect: Arbor&Sens
  • AILOJ
  • Habicoop

Location

Country/Region: France, Lyon

Description

The project began in 2005 when a group of four individuals sought to address their housing issues by designing a residents' cooperative. Only one couple from the original group remained until the project's completion, with others joining along the way. Initially, they attempted to acquire and convert existing buildings, such as an old factory, but abandoned this plan due to the volatile real estate market. To become more organized, they formed an association and dedicated several hours weekly to project development, including regular and thematic meetings focused on architecture, financing, and legal matters. In 2006, Habicoop approached the association, asking them to lead the cooperative housing movement in France. This partnership helped them secure a collaboration with HLM Rhône Saône Habitat, which enabled them to obtain land with support from Greater Lyon and Villeurbanne. By 2008, the land was secured, and discussions with architects Arbor&Sens and Détry-Lévy began. To ensure financial feasibility, two-thirds of the housing was allocated for home ownership, and one-third was designated for the "village." The building permit was obtained in 2010, and the association of future residents transformed into a cooperative. Habicoop devised a legal framework to compensate for the lack of formal recognition of residents' cooperatives, which was only established by the Alur law in 2014. From the start of construction in 2011 to the building's completion in 2013, residents ensured adherence to ecological standards. The artisans and architects, accustomed to traditional roles, were encouraged to adapt their approaches to the collaborative environment. Other partners, like AILOJ, which supports young people in integration, also joined the project.

Numerous contributors made the cooperative possible. Habicoop provided project management assistance, as well as legal and financial support. Architects Arbor&Sens and Détry-Lévy co-designed the project with residents. HLM Rhône Saône Habitat handled construction and financial backing. AILOJ managed the social housing units for young people in integration. Villeurbanne and Greater Lyon sold the land, with the Region granting a subsidy of 4,000 euros per unit. The Vertical Village is part of the social and solidarity economy movement, partnering with Enercoop for renewable energy, Miecyclette for organic bread delivery, Arbralégumes for organic produce, and Prairial for grocery deliveries.

Since there was no legal status for housing cooperatives in France before 2014, the Village Vertical operates as a "cooperative company with simplified shares and variable capital" with an initial capital of €380K. Residents collectively own the building and rent their units from the cooperative. Once the loan is repaid, an annuity can be distributed to them and their heirs. The social housing within the building is managed by HLM but will revert to the Village after 20 years.

The building houses 34 units, 14 of which belong to the Village Vertical: two T1s for young people in integration, five T2s, two T3s, two T4s, and three T5s. Shared amenities include a laundry room, a common room with a kitchen, and a vegetable garden. The building is energy-efficient with wooden facades, a photovoltaic roof, and a wood-fired boiler. Generous common areas support the sharing of equipment and services, fostering community interaction and cooperation.

Each resident, cooperator or not, signs the Village charter, emphasizing cooperation, ecology, democracy, and a balance between individual and collective spaces. Collective ownership and decision-making are governed by a democratic process, with "one person, one vote" principle. Weekly "Vertical Thursdays" include a meeting and a shared meal for discussing issues and organizing tasks, while monthly mandatory meetings ensure task distribution. About sixty tasks are identified and assigned among residents, with larger roles shared by multiple people. Residents share household appliances and vehicles and organize group food deliveries in partnership with local cooperatives. Departing residents must resell their shares without profit, and new members are co-opted unanimously from a waiting list.

Since 2013, the "vertical villagers" have lived together according to their ecological and supportive ideals. Significant resident involvement was crucial in the building's design. Managing the cooperative demands balancing personal, professional, and community responsibilities. Young people in integration, though less involved, benefit from supportive neighbors. The village functions as a laboratory for sustainable living, sharing equipment, managing waste, cultivating a vegetable garden, and utilizing rainwater. Democratic discussions and decisions are a daily norm. Over time, outreach projects like community composting, shared gardens, and food deliveries have developed, and a Citiz car-sharing station has been established in the neighborhood thanks to the villagers' efforts.

The cooperative is non-profit, preventing real estate speculation and enabling access to property for those with limited means. It is part of the participatory housing movement, giving residents a say in their housing's design and management. Sharing spaces fosters solidarity and reciprocity within the community.

The project's success relied heavily on the support of partners like Habicoop and Rhône Saône Habitat, and the residents' determination was crucial for maintaining its ecological focus. Effective communication and mutual understanding among the various contributors were essential. Learning to co-manage the project was vital for both residents and professionals. Ultimately, establishing democratic processes and balancing collective and private life have ensured the cooperative's ongoing viability and functionality.

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.

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.

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.

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.

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”.