"Organization type ": Organización sin fines de lucro

Llargavista observatory

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Llargavista observatory

Policies and regulations Governance Data and monitoring Evaluation and impact
Promotion and production Self-management Self-promotion Cooperatives Progressive housing Management and maintenance
Ownership and tenure Rental and temporary tenure Protection of social housing

Main objectives of the project

The Llargavista observatory consists of a website and an interactive map showing all registered cooperative housing initiatives in Catalonia (Spain), providing detailed information on each project obtained through questionnaires and interviews. Its objective is to disseminate the model and its evolution to all citizens in an accessible and understandable way.

Date

  • 2020: Implementation

Stakeholders

  • Promotor: Sostre Cívic
  • Coòpolis
  • Xarxa d'Economia Solidària
  • iLabSo
  • Risell

Location

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

Description

"Llargavista" means "long-term" in Catalan. This name is not accidental. The observatory seeks to map all cooperative housing in Catalonia, a nation within Spain, with the goal to make it a long-term solution for the housing crisis. Catalonia (and specifically Barcelona, its capital) has been a pioneer in a specific type of cooperative housing with “the right to use”. That is to say, the administration cedes the land in surface right to a cooperative, which constructs the building. After the period agreed with the cooperative, the building becomes public property. Thus, the cooperative never owns the land, but it does own the building for a certain agreed period of time. During that time, the people living in the housing must meet the requirements for access to public social housing and, in exchange for an entrance fee, be cooperative members. If they wish to leave the housing, they leave their share of the cooperative to whoever enters. The observatory monitors these initiatives.

This is an initiative promoted by Sostre Cívic, with the collaboration of Risell and iLabSo and the participation of the housing sector of the Xarxa d'Economia Solidària (XES) and the Cercle de transició ecosocial de Coòpolis. It is supported and financed by the General Directorate of Social Economy of the Generalitat de Catalunya and the Barcelona City Council. With the creation of this initiative, the aim is to observe the state and evolution of cooperative housing in cession of use throughout the country. At the same time, this tool is built with a long-term vision, to consolidate and grow cooperative housing as a transformative and non-speculative model of housing access and tenure.

The main objective is to carry out a quantitative and qualitative analysis of the cooperative housing sector in transfer of use, both of information related to the people and cohabitation units that participate, as well as the characteristics of the building or the project, and other elements of interest related to the project, such as economic and financial information or its social impact. This information, systematized and sustained over time, can be of interest to the cooperative housing sector, the academic world, public administrations and the media, among other agents. In addition, it aims to show the information in an accessible and understandable way in order to disseminate the model, the projects and their evolution to all citizens with a clearly informative function.

The main product of the observatory is a website and an interactive map that it incorporates, which shows all the registered cooperative housing initiatives in cession of use, with information on each project. The data is obtained through questionnaires answered by groups and projects throughout the country and through interviews with groups and various agents.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Apur interactive map on the evolution of social housing, Paris

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Apur interactive map on the evolution of social housing, Paris

Policies and regulations Governance Data and monitoring Public-private initiatives Participatory processes

Main objectives of the project

Apur has developed an interactive map enabling citizens to monitor the evolution and development of social housing in Paris. The primary objective is to track progress towards achieving the city's goal of reaching 25% of rented social housing by 2025. This tool empowers citizens to visualize the distribution and growth of social housing units across different areas of Paris, providing transparency and accountability in the city's urban development initiatives.

Date

  • 2019: Implementation

Stakeholders

  • Apur

Location

Continent: Europe
City: Paris
Country/Region: France, Paris

Description

Apur, the Paris Urbanism Agency, is a non-profit association established in 1967 that brings together 29 partners. It serves as a collaborative platform for forward-looking, multi-scale studies, documenting, analyzing, and envisioning the urban and societal evolution of Paris, the 12 areas covered by Greater Paris Public Territorial Establishments, and the Grand Paris Metropolis as a whole.

Apur offers a tool that allows users to track the evolution of the number of social housing units, as defined by the SRU law, in Paris and in each district from 2001 to 2019, based on official counts. According to the SRU law, social housing units are counted annually by the State and the City of Paris. The law sets a goal for Paris to have 25% of rented social housing among main residences by 2025. As of January 1, 2019 (the latest official count), 21.4% of Parisian main residences were social housing as defined by the SRU law, compared to 13.44% on January 1, 2001, the first year the SRU law was implemented.

The tool also provides access to the locations of all social housing production operations financed between 2001 and 2018. During this period, over 104,484 social housing units were financed in Paris, with 6,257 of these being new social housing units financed in 2018 alone.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Asertos, Alicante

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Asertos, Alicante

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

Main objectives of the project

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

Date

  • 2017: Implementation

Stakeholders

  • Architect: Quatorze
  • Architect: Arquitectos sin fronteras

Location

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

Description

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

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

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

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

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

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

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Collective housing Castelli 3902 in Buenos Aires

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Collective housing Castelli 3902 in Buenos Aires

Mismatches Location Cultural suitability Diversity
Urban Design Environments Quality Liveability
Promotion and production Self-promotion Cooperatives

Main objectives of the project

Located at 3902 Castelli Street, this project is the result of a collaboration between the Proyecto Habitar organization of architects and urban planners and COOPTEBA SM/3F, a housing cooperative of education workers from the Province of Buenos Aires, San Martín and Tres de Febrero. In a world where inequalities in access to urban goods and services affect the lives of many people, the authors of the project have worked collectively and interdisciplinary to address social and spatial injustice. In the current context of urban production in our region, access to housing is a privilege that not everyone can access, as is the case of teachers, who spend 50% of their salary on rent. The cooperative management model promoted goes beyond traditional limits and offers a viable alternative, building collaborative and social ties.

Date

  • 2018: Construction

Stakeholders

  • Promotor: COOPTEBA SM/3F
  • Architect: Proyecto Habitar

Location

City: Buenos Aires
Country/Region: Argentina, Buenos Aires

Description

The Collective Housing project is the result of a collaboration between the architects' collective Proyecto Habitar and the education workers' housing cooperative COOPTEBA SM/3F. Together they developed a housing proposal in San Martín, a municipality in the AMBA in Argentina. For several years, they participated in meetings and debates on the right to housing and the city. The idea for the common project arose from the need to create a housing production process that would incorporate the collective values that both groups have promoted and defended for so long.

The elaboration of the project required multiple meetings to agree on the spatial program. Its orientation is based on the use value of space, promoting social encounter through the creation of spaces for activities of various scales, sizes and configurations. The location of the housing is characterized by a regular block layout with low-density buildings, and has basic services and public transportation nearby.

The general volumetry of the project is developed in two housing blocks. On the municipal line there is a block with eight units, with an open first floor, three floors and an accessible terrace on the top level for recreational activities overlooking the street. The block at the back has a ground floor and three stories, and contains the remaining ten units. The layout of the blocks allows the formation of an open courtyard, guaranteeing good sunlight and ventilation.

The main circulation of the complex and the accesses to the dwellings are located towards the courtyard, generating a succession of spaces of different scales that are related from the street to the access to the housing units. The access staircase is open and on each level the horizontal flight of stairs widens, creating common balconies that allow for other activities. The 18 dwellings have different configurations, with one-, two- and three-bedroom units, also allowing for progressive reconfigurations.

To address the flexibility of the spaces, the partition walls of the structure are located on the facades, leaving a minimum of punctual supports in the interiors, on bathroom and kitchen walls. This arrangement allows for greater adaptability and efficient use of space, according to the changing needs of the residents.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Casa di Zia Gessy

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Casa di Zia Gessy

Mismatches Vulnerable groups
Policies and regulations Local policies Public-private initiatives
Promotion and production Public-private partnerships
Ownership and tenure Rental and temporary tenure

Main objectives of the project

A Casa di Zia Gessy (Aunt Gessy’s Home) provides temporary social housing for up to 18 months, aiming to build support networks and promote resident independence. This public housing initiative fosters intergenerational solidarity and communal living. It helps residents achieve permanent autonomy while remaining a lasting support resource. The residents include elderly individuals, single mothers, young people, and "foster families" who guide the community. An educational team ensures project success through goal monitoring and community integration.

Date

  • 2008: Construction

Stakeholders

  • Promotor: Cooperativa sociale Un sogno per tutti
  • Promotor: Cooperativa sociale E.T
  • Constructor: L’Associazione Giovanile Salesiana per il Territorio

Location

Continent: Europe
Country/Region: Italy, Turin

Description

A Casa di Zia Gessy (Aunt Gessy’s Home) is a project offering temporary social housing solutions for a maximum of 18 months. The aim is to create support networks and encourage residents' ability to live independently. The condominium, a public housing structure, seeks to innovatively address the housing needs of its residents, establishing itself as a replicable model of communal living. It aims to address housing distress and foster relationships of proximity and neighborhood, promoting intergenerational solidarity through mutual support and participation in social activities.

The ultimate goal of the Condominium is to help residents achieve permanent autonomy. It also aims to establish itself as a lasting resource of solidarity networks, even after residents have moved on. The Condominium should remain a reliable point of reference, a source of support, and a model of positive communal living for all former residents, fostering a spirit of permanent mutual aid.

The residents of the Condominium include:

- Elderly individuals, living alone or as couples, who are permanent residents.
- Typically, units are composed of single mothers with minor children, single women, and young people aged 16 to 32 who have come from residential structures or foster care. This serves as an intermediate housing phase to help them overcome temporary vulnerabilities and achieve full independence.
- Families or single individuals who act as "foster families," serving as points of reference for the entire condominium.

The Condominium's success relies heavily on its educational team, which handles both the educational and managerial aspects of the project. Their working methodology includes constant monitoring of goals and ongoing adjustments to meet annually planned objectives. The team comprises educators and individuals tasked with facilitating communication and community development. They integrate into the condominium environment respectfully and without overlapping, maintaining harmony within the existing dynamics.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

The Social Bite Village, Scotland

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The Social Bite Village, Scotland

Mismatches Functional adequacy Services Vulnerable groups
Policies and regulations Local policies Public-private initiatives
Urban Design
Promotion and production Public-private partnerships
Ownership and tenure Rental and temporary tenure

Main objectives of the project

The Social Bite Village emerges as an innovative and widely backed community designed to accommodate up to 20 individuals impacted by homelessness. Its primary objective is to furnish the requisite support, residential atmosphere, and avenues for individuals transitioning from homelessness to cultivate self-sufficiency. Originating from dialogues conducted by Social Bite with individuals aided by and employed within their social enterprises, the concept for the Village arose from the insights of those who had previously resided in temporary lodging. They conveyed that B&B accommodations failed to furnish a conducive environment for individuals seeking to break free from homelessness, prompting Social Bite to take proactive measures.

Date

Stakeholders

  • Promotor: Social Bite

Location

Continent: Europe
Country/Region: Edinburgh, United Kingdom

Description

Homelessness constitutes a significant aspect of Edinburgh's housing landscape, with approximately 3000 individuals presently residing in temporary accommodations. The city predominantly relies on private Bed and Breakfasts (B&Bs), an approach that, informed by firsthand experiences, proves limiting in facilitating the establishment of a stable life. For this reason, the Social Bite Village was created.

The Social Bite Village functions as a transitional space rather than a permanent residence, providing residents with support to transition into mainstream tenancies, employment, and education. Comprising 10 "Nest Houses," each shared by two residents along with an additional unit for staff, the Village also features a central Community Hub. This Hub serves as the focal point for community life, offering spaces for communal cooking, dining, and socializing, as well as hosting various training and support activities. Over a span of 12-18 months, the project aids residents in securing permanent accommodations and supports them through this transition period. As individuals move on, new Community Members join, benefiting from support and mentorship from existing community members. Designed to offer refuge to those trapped in temporary accommodations, the Village endeavors to serve as a supportive platform for breaking the cycle of homelessness. The 20 community members residing in the Village were recruited through self-referral and partnerships with other organizations, all having experienced temporary accommodation.

The overarching ambition is to establish a comprehensive solution to homelessness, encompassing housing support and employment opportunities. By doing so, the initiative aims to positively impact some of Scotland's most vulnerable individuals, steering them away from paths dominated by poverty and exclusion and toward ones characterized by compassionate support and inclusion. This endeavor is envisioned to offer a model for addressing homelessness that can be replicated by private individuals, charities, or governments in Scotland and beyond.

Recognizing that the initiative may not serve as a universal solution for all homeless individuals, the focus is on a subset of the homeless population with fewer complex needs, without current addiction issues, and who are motivated by the prospect of living in a community and achieving employment and independent living. The aim is to develop a scalable solution.

One-third of the staff members have firsthand experience with homelessness, so they know what the residents are dealing. Residents are assisted in applying for housing benefits and/or seeking employment to facilitate rent payments. The goal is to secure 80% of the Village's funding through rent payments, with any shortfalls addressed through fundraising efforts. Social Bite commits to an annual fund for the Village, ensuring a consistent level of support for residents. Under the terms of the lease with the city council, no rent or council tax is paid. However, since Social Bite does not own the land, there exists the possibility of relocation after four years, necessitating the design of housing that can be easily transported to a new site.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

123 rue Royale, Brussels

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123 rue Royale, Brussels

Mismatches Vulnerable groups Vacant housing
Policies and regulations Local policies Evictions
Ownership and tenure Rental and temporary tenure Protection of social housing

Main objectives of the project

Authorities often view squatters as a significant issue in the housing crisis. Many people become squatters out of necessity, but in doing so, they occupy units that could otherwise house other families in need. The case of 123 Rue Royale serves as a notable example of addressing this problem. Through a well-organized movement behind the occupation, residents were able to negotiate terms and reach a temporary agreement. This allowed them to stay in the building temporarily and transform it into a democratic hub of culture and activities. Eventually, this "legal" occupation came to an end, and the building was returned to its public owner. By following this model, the squatters prevented the sale of public land, and none of the residents were evicted.

Date

  • 2007: Implementation

Stakeholders

  • Wallonia Region
  • Promotor: Woningen 123 Logements

Location

Continent: Europe
Country/Region: Belgium, Brussels

Description

Social housing constitutes about 8% of the total housing in Brussels. With 43.4% of the population being homeowners, more than half of the population relies on the private rental market. Less than half of social housing applicants are successful, and for the 41,000 families on the waiting list, the wait can exceed 10 years.

The first illegal occupation of empty buildings arose because public authorities had tools to make vacant buildings available to homeless people or to renovate and rent them out on a social basis. However, these tools were not being utilized. What began as an act of civil disobedience to highlight housing exclusion issues has evolved into a recognized movement affirming the social interest in occupying vacant spaces for housing. This is exemplified by the case of Woningen123Logements, or 123 Rue Royale, in Brussels.

In May 2007, a group of people took over the building at 123 Rue Royale. A temporary occupation agreement was quickly concluded with the Walloon Region, the owner of the premises. Among the new occupants were students, street dwellers, artists, undocumented people, and others seeking an alternative to traditional housing. They shared common experiences of difficulty in finding accommodation due to the housing crisis or personal reasons and a desire to live in collective and supportive housing. The non-profit organization is currently seeking a new location as the convention is ending. Additionally, 123 Logements aims to find alternative and concrete solutions to the housing crisis, particularly through the reallocation of empty buildings into self-managed housing.

The case became a pilot project with the signing of a temporary occupancy agreement between 123 Rue Royale and the Walloon Region as the landlord. The agreement allowed the occupants secure tenure for up to six months after the owner obtained planning permission to repurpose the building sustainably.

During the temporary agreement, 123 Rue Royale became an association with the objective of creating supportive and self-managed housing. The association does not intend to impede owners' investments but seeks a simple solution to legally occupy buildings awaiting allocation or investment, offering reliable guarantees for both owners and residents. The association is composed of 90% residents, 5% former residents, and 5% outsiders, with all decisions made in residents' meetings. In 2018, the agreement ended, and the occupants left the building. During the legal occupation, the building became a hub of cultural and economic activities in the neighborhood.

While temporary occupancy agreements are not seen as the ultimate solution to the housing crisis, they provide a roof, security, and comfort at a very low cost, serving as a temporary solution that allows households to save money for debts or sustainable rehousing. This case is notable because it involved community action, emphasizing the importance of seeing opportunities in the housing crisis rather than merely focusing on squatting as a problem.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

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.

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Space-S, Netherlands

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Space-S, Netherlands

Mismatches Services Cultural suitability Diversity
Financing
Urban Design Quality Liveability
Promotion and production Public-private partnerships Participatory processes Self-construction Cooperatives

Main objectives of the project

On an unprecedented scale in the social rental sector, 400 future residents were involved in the design process from the very beginning. The development comprises a cluster of seven buildings, with publicly accessible communal outdoor spaces interspersed between them. The project features a diverse mix of housing types: apartments, lofts, student housing, and homes with additional space for hobbies or work. Additionally, "protected living studios" were developed and rented out in collaboration with social organizations.

Date

  • 2016: Construction

Stakeholders

  • Promotor: Woonbedrijf
  • Architect: Inbo

Location

Continent: Europe
Country/Region: Eindhoven, Netherlands

Description

Housing association Woonbedrijf acquired land in a prime location in Eindhoven: Strijp-S, a former industrial area of the internationally renowned company Philips. This area was being transformed into a vibrant, trendy city district where culture, work, design, and living intersect. Initially, Woonbedrijf was uncertain about what to do with the vacant land, especially during the economic crisis when construction was at a standstill. People were more concerned with basic survival and job security than investing in new buildings.

Initially considering the creation of office spaces, Woonbedrijf soon realized that there were already enough vacant office spaces. Instead, they decided to finance a project focused on social housing. Woonbedrijf is dedicated to building, managing, and renting high-quality living spaces at affordable rents for people with low incomes. The rental income from these homes often does not cover the foundation costs, so housing associations in the Netherlands receive state aid due to their services being of general economic interest. Woonbedrijf decided to take a customer-driven approach: rather than building homes first, then finding tenants, and subsequently creating a community, they reversed the process. They planned to develop homes in collaboration with future residents, making them co-creators in the process.

Woonbedrijf, along with its student branch Vestide, reached out to potential tenants to ask what they wanted to create at Strijp-S. They recruited tenants via Facebook with the slogan, "How do you want to live on Strijp-S? Think along, from scratch!" Hundreds of responses were received, and these individuals were invited to help formulate the DNA of the future SPACE-S.

Woonbedrijf selected Inbo to design the project with the future residents, valuing Inbo's recognition of the added value of co-creation. Inbo's ability to collaborate and design with future tenants had been proven in previous assignments.

After the Facebook call, respondents were invited to share their housing wishes and participate in creating the SPACE-S DNA. Woonbedrijf and Inbo used a communication model that included online platforms (website and Facebook) and offline channels (meetings, workshops) known as “LABS.”

The design process involved rounds where Inbo addressed specific topics raised by future residents, such as floor plans and the architecture's atmosphere and appearance. They actively engaged with residents to translate their specific needs into actionable insights for the architects. Other methods included allowing residents to design their own apartments with Styrofoam blocks and using virtual reality in Inbo's VR Lab to bring preliminary designs to life.

At the end of each round, which could last up to three months, Inbo compiled all input into “COLLECTEDS.” These conclusions formed the DNA of SPACE-S and were pivotal for the architectural design.

In the SPACE-S project, home allocation was not based on registration time but on the level of involvement. The more actively participants engaged in the project, the higher their chances of securing a home. They could earn “Matspunten” (advantage points) by attending meetings and engaging online, which increased their priority in choosing a home. This system gave tenants not only a say in the design of their future homes but also a better chance of obtaining their preferred home.

This project is unparalleled in the Netherlands in its scale (402 apartments) and in prioritizing future residents' wishes in social housing. The needs expressed by future tenants led to a neighborhood where living, working, relaxing, socializing, and pursuing hobbies were seamlessly integrated. The result was seven interconnected buildings, including a 54-meter-high residential tower, offering a mix of apartments, lofts, student residences, and homes with additional space for hobbies or work. Plu-S, an organization for protected living for young people with autism, developed and rented out various studios. The design also ensured a distribution of different housing types across the buildings, fostering a diverse community where families, students, artists, and entrepreneurs live side by side.

The construction process was straightforward, except that some apartments were left unfinished for residents to customize. Lofts were double-height, allowing residents to decide whether to add an extra floor. This approach resulted in diverse interiors that met the varied needs of residents. Communal spaces were also left unfinished, as many residents were eager to personalize these areas. A notable feature of the construction was preserving an age-old plane tree on the site, with SPACE-S built around it.

SPACE-S developed a neighborhood of 402 homes on a 30,000 m² site, catering to a close-knit community within budget constraints. Most rental prices at SPACE-S are below the rent allowance limit. On almost every floor, different housing types are mixed, including:

- 151 apartments ranging from small to large, priced from 470 to 640 euros per month (excluding 59 euros service costs);
- 61 lofts, starting at 540 euros per month (excluding 59 euros service costs);
- 44 assisted living studios with three common areas (10 for Plu-S and 34 for Futuris);
- 143 student residences, including group residences from 172 to 225 euros per month and independent units from 372 to 382 euros per month (excluding 69 euros service costs).

Links

Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España

Communauté Milton Parc, Montreal

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Communauté Milton Parc, Montreal

Mismatches
Policies and regulations Local policies Governance Evictions Participatory processes
Promotion and production Self-management Self-promotion Cooperatives
Ownership and tenure Shared ownership Land ownership

Main objectives of the project

In the 1970s, residents of Milton-Parc rallied against the proposed demolition of their neighborhood, ultimately transforming it into the most extensive cooperative housing endeavor in North America. Presently, the Communauté Milton-Parc / Milton Parc Community (CMP) accommodates over 1500 individuals, structured into a federation comprising 15 housing cooperatives, 6 nonprofit housing initiatives, and a community-operated entity overseeing commercial properties. Notably, the project adopts a distinctive legal framework akin to a community land trust, safeguarding six downtown Montréal blocks from potential speculation and gentrification. Rigorous standards for resident selection prioritize households with limited incomes. Serving as a significant model for communal land ownership, Milton Parc has inspired similar radical housing initiatives worldwide, including the establishment of the Champlain Housing Trust in Vermont, now recognized as the largest community land trust in the United States.

Date

  • 1979: Implementation

Stakeholders

  • Promotor: Communauté Milton Parc

Location

Continent: North America
City: Montreal
Country/Region: Canada, Montreal

Description

The genesis of the Milton Parc project traces back to a tumultuous period in 1968 within a predominantly working-class and immigrant-inhabited district of Montréal. At that time, a real estate developer, now known as Concordia Estates Ltd., embarked on acquiring the majority of the neighborhood with plans to replace its 19th-century greystone Victorian buildings with a sprawling complex encompassing shopping centers and office towers.

Over the span of 1968 to 1979, a coalition of Milton Parc residents orchestrated a series of mobilizations, comprising protests, marches to City Hall, and the establishment of essential community services like health clinics, daycares, and food-buying cooperatives. The commencement of Phase I of the developer's project in 1972 saw some residents forcibly evicted from their dwellings, leading to various forms of resistance, including the occupation of vacant houses and a sit-in at the Concordia offices, which culminated in the arrest of 56 peaceful demonstrators.

Subsequent years witnessed sustained protests that garnered attention from the developer's financial backers, prompting some to withdraw their support. Concurrently, external factors such as the 1972 international oil crisis and preparations for the 1976 Montréal Olympics led to economic instability and inflation, diminishing the value of Concordia Estates' funding and impeding the realization of their full development plan.

In 1977, amidst a shifting political landscape with the Parti Quebecois ascending to power in Quebec's provincial government and economic turbulence prompting businesses to flee the region, Concordia Estates sought to divest the depreciating Milton Parc property. Capitalizing on their decade-long organizing experience and bolstered by political changes, Milton Parc residents rallied support from various stakeholders, including a local heritage conservation nonprofit and a newly established Technical Resource Group comprising financial consultants, lawyers, and architects.

The pivotal moment arrived in 1980 when the Canada Mortgage and Housing Corporation (CMHC) officially endorsed the residents' Action Plan, paving the way for neighborhood renovations from 1980 to 1987. The financing model hinged on CMHC's purchase of the entire Milton Parc property in 1979 for USD $4.8 million, supplemented by over USD $5 million in subsidies from the CMHC, the Quebec Government, and the City of Montréal. The remaining expenses were covered through mortgage loans, with the CMHC ensuring favorable interest rates over a 35-year period to maintain rent affordability based on original rates, inclusive of minor increases to cover expenses.

Legally, the establishment of the Communauté Milton-Parc (CMP) in 1987 introduced a novel legal framework, delineating it as a "condominium for social purposes." Under this structure, housing cooperatives and nonprofits collectively own the properties, while sharing responsibilities for maintenance and services. The CMP oversees neighborhood transformation through a community-run nonprofit, resembling a community land trust model but with collective ownership of public spaces and individual ownership of buildings by cooperatives. Strict regulations outlined in the CMP's Declaration of Co-ownership safeguard against unauthorized transactions, ensuring adherence to democratic principles and self-management within the cooperatives. This intricate legal and financial arrangement underscores the residents' commitment to preserving affordable housing and fostering community-driven development.

The CMP shares similarities with a community land trust (CLT), but there are distinct differences in ownership structures. Typically, in a CLT model, the land is solely owned by the trust. However, in Milton Parc, the CMP collectively owns the land surrounding each building, including streets and public spaces, while the cooperatives own both their buildings and the land directly underneath. Similar to a land trust, any property transaction within the CMP must adhere to strict regulations outlined in the CMP’s 'Declaration of Co-ownership,' signed by all co-ops and nonprofits in 1987. Democratic self-management is central to the cooperatives' operations, with activities required to align with the principles outlined in the CMP’s Declaration of Co-ownership.

The case of Milton Parc underscores the significance of grassroots activism in securing affordable housing. Through organized resistance and community mobilization, residents were able to challenge powerful real estate interests and shape the development trajectory of their neighborhood. By leveraging political shifts and external economic factors, they successfully negotiated for governmental support and financial assistance, ultimately establishing a sustainable model of cooperative housing. This example highlights how democratic participation and collective action can effectively address housing inequalities and empower marginalized communities to shape their living environments.

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Authors:

CSCAE Consejo Superior de los Colegios de Arquitectos de España