intervention strategies for renovation of social housing estates

Conclusions and recommendations. Chapter 9
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It has to be mentioned here that the indicators from the first group, the management model,
constitutes a precondition for implementation of those in the second one, the implementation
of renovation strategies. In the specific case of ATER Roma, however, differences in the two
contexts, Italy and the Netherlands, also make it clear that a simple transfer of Dutch
solutions to ATER are not feasible. Nevertheless, taking into account the differences in the
context, the suggested directions necessarily are not restricted to ATER itself, but also have
consequences for the external regulations and regional housing policies as well. Since they
all lead to introducing a much more market-oriented housing policy in the social rented
sector of the Regione Lazio, politicians need to balance an additional financial support of
ATER against the potential danger of introducing market principles in ATER’s operations.
THE MANAGEMENT MODEL
Introduce a less restrictive rent policy and more market conformity of selling prices
Distinguish a core social housing stock, for which rents need to be restricted, and a
liberalized housing stock, for which ATER can follow a more market-oriented rental
policy.
Set up limits to the increase of the total rent sum of ATER for the social housing
stock part, while ATER has the opportunity to differentiate rent levels to achieve
more market-oriented rent levels (Chapter 3, Section 3.3).
Set the selling prices much closer to market levels (see the Netherlands, were
social dwellings are sold at 90% of their market value. Additional reductions can
come from the Purchasing Grant (BEW): 20% additional discount for new
households and 30% for actual tenants). (Chapter 8, Section 8.2.1).
Introduction of a professional (re)development department within ATER
Set up a new professional department to carry out restructuring policies for its
housing stock, with a particular emphasis on profitable opportunities.
The department has to analyze the housing stock and land properties of ATER from
a market perspective (Chapter 3, Section 3.3). The main questions would be:
o Which estates can be sold and/or redeveloped into the commercial
segments of the housing market?;
o Which locations where ATER owns land can be exploited to generate
profits?
o Where in the Lazio region do opportunities exist to develop
commercial dwellings and other real estate?
Divide ATER into two bodies: a social housing organization and commercial
enterprise
The social housing organization manages and maintains the core social housing
stock.
The commercial enterprise, set up as a daughter organization to the social mother
(by means of stock transfer partly financed by private loans), manages and
maintains the more expensive stock and locations that are more popular on the
housing market. It undertakes also (re)development activities within and outside
the housing stock of the ATER.
The commercial enterprise has to generate positive financial returns for its mother
shareholder. It should have a separate board, be exempted from restrictive rent
policies and selling price regulations and be independent from the political context
of the mother organizations. (Chapter 3, Section 3.3)
IMPLEMENTATION OF RENOVATION (PHYSICAL SOLUTIONS)
To define indicators to facilitate implementation of physical solutions, the Dutch examples
(see Chapter 4, 5 and 6), the actual context of Rome (Chapter 7), the theoretical
background (Chapter 2) and the strengths and the weaknesses described in matrix of
physical measures are considered (Chapter 8, Section 8.1.3).
Ad-hoc regulations for transformation of existing housing blocks.
2. I
MANAGEMENT
MODEL
IMPLEMENTATION
OF RENOVATION