intervention strategies for renovation of social housing estates

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Social housing renovation Italy: which solutions in Dutch housing management model? Chapter 3 --------------------------------------------------------------------------------------------------------------------- working to build up a digital database including both an update of the available administrative information and a registration of the physical and technical data. Yet, the procedure seems to be slow and will require much time. The lack of basic information about the stock is an obstacle even in the development of short term maintenance strategies. The pre-war and the early post- war housing stock is built using traditional technologies and is in quite good physical conditions, whereas the late post-war, is facing technical problems due to the prefabricated technologies. Most of this part of the stock is facing technical defects especially on the external envelope. The insulating system is of low quality and deteriorated or even non-existent and, due to the structural adjustments; junctions between the façade and the bearing structure are often damaged. The lack of protective details and decorations abandoned by the modern architecture ‘style’ exposes the facades to a more direct deterioration process caused by atmospheric agents. As mentioned, parameters to fix the monthly rent are based on the regional national law. An average monthly rent per dwelling is 80 euros against a yearly expense for basic maintenance to be paid by ATER estimated around 400 euros per dwelling. Additional rates paid by the tenants are in average 470 euros per year for heating, elevators, water and electricity for the common spaces and cleanings. The dwellings are sold to the tenant at reduced price (1/10 of the market price!!), regulated by both government and regional laws. The Eu-Kos (a department within ATER), established on February 2006, is charged with the management of the sale of the stock and works in cooperation with other specialized bodies to implement the program approved by the board of directors. The most recent program established the sale of 1000 dwellings, but the real quality conditions of the stock makes only the sale of just 50 per year possible. However, this strategy does not give a decisive contribution to the restructuring of the financial situation. FINANCIAL SUPPORT The greatest amount of financial income of ATERt is represented by revenues from the rents, the sale of the stock, refunds for technical expenses regarding social housing programs (calculated by the region), further income gained form the mentioned additional activities to support other public or private bodies and bequests or donations. Additional funds specifically related to social housing can come from the State, the region and the local authority; and further integrative contributions can be given by the region and the municipality in the case of housing or social emergency. (Regione Lazio, 2002). The mentioned financial streams of income are not enough to let the institute be economically independent; the result reflects on investments in maintenance and improvement of the stock. In 2002, ATER Roma built just 243 new dwellings and investments in renovation were zero. The most active institute in new construction was the one in Genova with 1.083 new dwellings and ATER of Milano with 3.153 renovations. Considering expenses in maintenance and investments, ATER Roma is in the worst economic conditions across the whole country (Pozzo, 2005). The current financial situation is alarming. The institute has a founded debit of 750 million euros and an indebtedness of 4 million euros per month. The unpaid Local Housing Rates accumulated till now accounts for 50% of the founded debit whereas fees, other debits, arrears and sanctions, for the remaining 50%. The total debt increases of 11.5 million euros per year. It has been calculated that, even if ATER can draw on a credit of 20 million euros that will be used up to pay personnel and service companies, it will be able to financially survive only till December 2007. If no structural changes will be activated, the company will collapse. The structure and the stock of ATER Roma are comparable to ATER Milano. Since the last is enabled to rent dwellings at 240 euros per month, the budget is in credit and the institute can reinvest in new construction and renovation. This case demonstrates that the model can work if regional regulations allow a number of structural changes in the asset management. According to the described context, the financial emergency and the inefficient structure of the company, whose information has been integrated as a result of an interview with the 10. C RENT FINANCIAL SUPPORT FINANCIAL SITUATION
Social housing renovation Italy: which solutions in Dutch housing management model? Chapter 3 --------------------------------------------------------------------------------------------------------------------- general director (April, 2007), a restructuring of the company is unrealistic unless the management model and the structure itself are changed. The board of directors is very much politicized, and should be working only in the public interest. As soon as the company is in the financial conditions to recruit high quality staff, considerable investments should be done in the personnel within the strategic management department and in the outsourcing of some specific processes. 3.2) DUTCH SOCIAL HOUSING SECTOR 2 INTRODUCTION As in many other Western-European countries, the Dutch government has reduced its financial support of social housing (e.g. Boelhouwer, 1997; Smith and Oxley, 1997). Before the 1990s, Dutch housing policy was characterized by a relatively large extent of control by the central government. As part of the vigorous build-up of the welfare state, which lasted much longer in the Netherlands compared with many other European countries (Boelhouwer, 2002), the government strongly stimulated social housing investments through regulations and extensive subsidy programs. Many of these social housing investments where channeled through the housing association sector, which consequently flourished. In the Netherlands (2001), 99% of the not-for-profit housing stock, being 36% of the total housing stock, is managed by housing associations (Ministry of VROM, 2002). These are private, not-for-profit institutions, which have to fulfill public, social obligations, in particular by providing affordable and decent homes for low-income households. The Memorandum “Housing in the Nineties” (Ministry of VROM, 1989) marked a turning point in Dutch housing policy. Following the international trend, the national government announced a cutback in the financial support of social housing. The BBSH, introduced in 1993, allows housing associations a lot of administrative freedom. They are still supervised by the government, but, unlike before, on the basis of retrospective accountability. In addition, direct financial support through ‘brick-and-mortar’ subsidies and government loans was abolished during the 1990s. At the same time, the formal not-for-profit objectives of the sector were maintained. The description of the social housing sector in the Netherlands follows the structure used to describe ATER Roma. The same items are briefly addresses. REGULATIONS The legal rights and obligations of Dutch housing associations are formulated in the Social Housing Management Decree (“Besluit Beheer Sociale Huursector” - BBSH). This decree , based on the Housing Act (Woningwet) stipulates that all the activities of housing associations have to be in the interest of housing. Housing associations must give priority to accommodating households with a weak position on the housing market (mainly lowerincome households). However, they are allowed to provide dwellings for other target groups. They are also allowed to deliver high-rent or owner-occupied housing. As a consequence, Dutch housing associations are often typified as ‘hybrid’ organizations, which carry out public tasks, but are independent, private organizations, having market-driven objectives as well (Priemus, 2001, pp. 247-249). The BBSH formulates the obligations of housing associations in the form of general ‘fields of performance’: accommodation of target groups, preservation of the quality of dwellings and their environment, consultation of tenants, securing the financial continuity and stimulating the provision of housing and care arrangements. 2 The information in this section draws heavily on Gruis and Nieboer (2006) and Gruis and Nieboer (eds., 2004). 11. C LEGAL RIGHTS AND OBLIGATIONS
Page 1: INTERVENTION STRATEGIES FOR RENOVAT
Page 4 and 5: TABLE OF CONTENTS ACKNOWLEDGEMENTS
Page 7 and 8: The research set up Chapter 1 -----
Page 17 and 18: Theoretical background Chapter 2 --
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Page 75 and 76: A Dutch case study. The Bijlmermeer
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A Dutch case study. The Bijlmermeer
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Florijn Noord. An example of renova
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Physical measures for renovation of
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PHYSICAL ASPECTS (technical-functio
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Directed to PHYSICAL ASPECTS (funct
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Directed to the APPEARANCE FACADE 2
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Directed to SOCIAL ASPECTS PHYSICAL
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Conclusions and recommendations. Ch
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A.A.V.V. (1997). The new Bijlmermee
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Leupen, B. (2006). Frame and generi
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Van Kempen, R., Murie, A., Tosics,
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intervention strategies for renovation of social housing estates

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