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 --------------------------------------------------------------------------------------------------------------------- 2) Introduction of a professional (re)development department within ATER The analysis of the situation of ATER above makes clear that if it fails to employ the financial capacity of its stock, it will not be able to survive in a financial sense. Following the asset based strategies of Dutch housing associations, one possible direction for ATER could be to introduce a professional department to set up and carry out restructuring policies for its housing stock, with a particular emphasis on profitable opportunities. This means, such an organization must not only look at ATER’s real estate portfolio from a social housing perspective, but must analyze its housing stock and land from a market perspective. The basis questions of the department would be: which estates can be sold and/or redeveloped into the commercial segments of the housing market; which locations where ATER owns land can be exploited to generate profits and where in the Lazio region do opportunities exist to develop commercial dwellings and other real estate? 3) Split up ATER into a social and commercial organization The former direction could be taken further by splitting ATER into a social housing organization and commercial enterprise. Such a direction could be inspired among others by recent approaches of some Dutch associations, debates about the organization of the Dutch social rented sector (e.g. Gruis and Priemus, 2007) and stock transfers from local authorities in England (e.g. Gruis and Nieboer, eds., 2004). While the social housing organization maintains the core social housing stock, a commercial enterprise could be set up that manages the more expensive stock and locations that are more popular on the housing market. It could also have the task to undertake (re)development activities within and outside of the ATER housing stock. The commercial organization could be set up as a daughter organization to social mother as single shareholder. Nevertheless, the commercial enterprise should have a separate board and should also be exempted from the restrictive rent and selling price regulations as well as the political context of the mother organizations. Consequently, it will be enabled to more effectively employ the market value of the housing stock and land to generate extra financial means. Such a separation would explicitly stimulate the implementation of more market oriented strategies, since the commercial organization will have the objective to generate a positive financial return for its mother shareholder. Furthermore, the transfer of the stock from the social mother organization to the commercial daughter could be partly financed from private loans, based on a part of the market value of the transferred stock, thereby making extra funding available to the mother organization within a relatively short period. It should be noted that the suggested directions should be seen explicitly as directions that need further exploration and assessment to check if they are really feasible or not. Furthermore, it should be noted that a combination of directions is probably more effective or may be even necessary to achieve a financially sustainable situation. Finally, the success of each direction depends on the overall market value of ATER’s housing stock and land: is it high enough to generate sufficient surpluses to finance the management of the core social housing stock? The suggested directions are not without drawbacks either. In general they will all lead to introducing a much more market-oriented housing policy in the social rented sector of Lazio. Although it can be argued that current policy leads to financial inefficiencies, introducing market principles in the already relatively small social housing sector could lead to social problems. Thus, the politicians in Lazio need to balance additional financial support of ATER against the potential danger of introducing market principles in its operations. CONCLUSIONS As a result of the so-called “devolution process” occurred in Italy in 2001, decision-making and economical power was transferred from the State to the Regions. The State does not provide extensively financial support to the social housing institutes anymore. As a consequence of this shift, the institutes had to adapt their structure and management model to the new system. But some of them did not succeed and are now facing with financial problems. Despite of being one of the biggest housing institutes in Italy, ATER Roma, the only housing institute in Rome, experienced one of the most critical financial crises. In order to survive as 16. C
Social housing renovation Italy: which solutions in Dutch housing management model? Chapter 3 --------------------------------------------------------------------------------------------------------------------- a company, it opted for a considerable decrease of the maintenance level as well as new investments. Significant consequences affected the quality of its stock. The Netherlands has been subject to (financial) privatization policies as well. However, Dutch housing associations have been able to survive. They even came out of it as relatively solvent institutions. They are now quite rich and able to invest and implement ambitious developments in terms of restructuring and new construction projects. We compared The Italian and Dutch context to find out what solutions might be transferable from the Dutch model to the ATER Roma. Fours main issues emerged. 1) A simple transfer of the Dutch approaches to ATER is not feasible. The director of ATER Roma seems absolutely right stating that a restructuring of the company is unrealistic provided that the management model and the structure itself are not changed. The differences in the two contexts also make clear that a simple transfer of Dutch approaches to ATER is not feasible. 2) The three directions formulated to help creating a financially sustainable future for ATER Roma are not necessarily restricted to ATER itself. They have consequences for the external regulations and regional housing policies as well. 3) The three directions need to be explored further, especially with regards to the effectiveness offered by their possible combination. The success of each direction depends on the overall market value of ATER’s estates which highlight the importance of a precise and updated database regarding both housing stock and lands. The directions are the followings: Less restrictive rents and selling prices to allow alternative rental policies. The Region cloud 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 marketoriented rental policy. ATER should be given the opportunity to differentiate rent levels in order to achieve more market-oriented rent levels and bring selling prices up to much closer market level. Introduction of a professional (re)development department within ATER. Following the asset based strategies of the Dutch housing associations, ATER should carry out restructuring policies for its stock, with a particular emphasis on profitable opportunities. Hence, ATER’s real estate portfolio should be analyzed also from market perspectives. Split up ATER into a social and commercial organization, as recently done by some Dutch housing associations. While ATER maintains the core social housing stock, a commercial “daughter” enterprise, with a separate board of direction and exempted from restrictive rent and selling regulations, could be set up that manages the more expensive stock and locations that are more popular on the housing market. The transfer of the stock could be partially financed from private loans thereby making extra funding available to the “mother” organization within a relatively short period. 3) Introducing market-oriented housing policy in the social rented sector of Lazio could lead to social problems. Politicians should face this by balancing additional financial support of ATER against the potential danger of introducing market principle in its operations. INTRODUCTION TO THE FOURTH CHAPTER The fourth collected examples of social housing estates recently renovated in the Netherlands, focusing on the physical aspect of the projects. Then, an investigation in Rome on possible strategies aiming at decreasing energy consumptions by means of interventions on the building envelope is presented. 17. C
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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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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Laurentino38. Example of deprived s
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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 the APPEARANCE STAIRWEL
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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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