Strength Through Diversity: Vision and strategic plan for the Gillisbuurt, Delft

STRENGTH THROUGH DIVERSITY. Vision and strategic plan for neighbourhood resilience in the Gillisbuurt, Delft

Group 8: Rafaela Ahsan, Wassim Benali, Mateja Horvat, Mavis I, Seifu Kabo, Maarten van de Kamp Course: Social Inequality in the City, Diversity and Design (AR0095) TU Delft, Faculty of Architecture

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1| Introduction

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2| The Situation

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Strengths, Weaknesses, Opportunities & Threats 7 SWOT Map 10 Actors 14

3| Vision

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Diverse community 22 Engaging & Self Sustaining Community 23 Vision Map 24 Neighbourhood Branding 28

CONTENTS.

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4| Strategic Plan

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6| Conclusion

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7| References

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Diversify Housing Stock 30 Fostering Engagement & Self-Sustainment 31 Strategic Time Plan 36

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1| Introduction The Gillisbuurt in the Buitenhof-neighborhood in Delft is built during the 60s and 70s and is characterised by a lot of green public space (Municipality Delft, 2010). It consists of 7 high-rise apartment buildings, mainly social housing, often inhabited by larger families with a low disposable income. A lot of single-parent households can also be found. Therefore, it contains quite a young population, some of them not having a stable home. Together with a lack of integration of this highly diverse population with different nationalities, cultures and languages, this results in problems of livability, like nuisance (littering, vandalism) and feelings of insecurity, which makes some people want to leave the area. They can feel alienated to each other and

the neighborhood. Due to the variety of problems, it is quite challenging for the municipality of Delft to address them.

In order to support the municipality with this challenge, this strategic plan is developed. It first discusses the current situation in the Gillisbuurt in chapter 2, amongst others by looking into the strengths, weaknesses, opportunities and threats of this neighborhood and examining stakeholders that are important, in order to address the challenges in the Gillisbuurt. Secondly, a future vision for this neighborhood is displayed in chapter 3, building on the analysis of the current situation. All this led to a set of concrete and specific interventions that address the problems in the Gillisbuurt, including a general time planning, which is discussed in chapter 4.

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2| The Situation in the Gillisbuurt The variety of problems in the Gillisbuurt can be analysed by looking to the characteristics of the area itself, and by examining the network of actors in and around it. This is done respectively with a SWOT-analysis in paragraph 2.1 and an actor-analysis in paragraph 2.2.

2.1. Current and future issues A SWOT-analysis is used to examine the current strengths and weaknesses of the Gillisbuurt, and the opportunities and threats for its livability in the future.

2.1.1. Weaknesses

Starting with the current weaknesses in the Gillisbuurt, multiple factors can be addressed that are centered around two topics: high concentrations of low income households and high ethnic diversity. The first is related to the high amount of social housing in this neighborhood (Municipality Delft, 2016). When people climb the social ladder, they often move out of the Gillisbuurt, which leads to this high concentration of low incomes, which often goes together with low education and high unemployment-levels (36% in 2017 (Municipality Delft, 2018)). Together with the characteristics of the population (many families and youths), attracted by the relatively spacious dwellings (around 70%, (Woonbron, 2013b)), this is fertile ground for the rise of various social problems.

For example, the lack of positive role models for youths, due to a high concentration of low incomes, might hinder educational motivation and perspective for the future (Ruijter, 2018).

Adults are important in communicating values about the importance of work, education, and civility (Ellen & Turner, 1997). Added to that, Murray (1984) says that youths that grow up in families with welfare-support can have a lack of perspective. This connects well to the view of Wilson (1991, 2012), who says that high local unemployment rates make youths conclude that education and responsible behaviour do not payoff. Furthermore, literature finds that the influence of parents decreases significantly during the teen years, while the influence of

peers they meet increases (Ellen & Turner, 1997).

Lastly, a considerable amount of youths is raised in single-parent households, that are more prone to developmental problems (Waldfogel, Craigie & Brooks-Gunn, 2010; Fomby & Cherlin, 2007).

Together, this unstable and unmotivated environment might lead to problems that vary from nuisance and vandalism to heavier crimes or even radicalisation, strengthened by peer influences (Ellen & Turner, 1997; Fomby & Cherlin, 2007).

Perceptions of unsafety or disorder, for residents as well as for people travelling through, can attract unlawful behavior to take place according to the Broken Window Theory (see for example Keizer et al, 2008), because people are less willing to interfere for the common good - which is known as ‘collective efficacy’ (Sampson, 1998).

Collective efficacy is related to public familiarity, communicative skills, and fear, in which social ties play an important role (Kleinhans & Bolt, 2014).

Public familiarity is about “the recognizing and being recognized in local spaces, where one meets some people whom one knows and many whom one does not, but with whom one develops some level of acquaintance, however superficial and fluid” (Blokland & Nast, 2014, p …) and might be hindered by the high population density (2200 people) in the Gillisbuurt.

These problems, in turn, do not contribute to a good reputation of and connection to the Gillisbuurt and the Buitenhof in general, due to feelings of unsafety for example, despite multiple 7

physical interventions (Woonbron, 2013a). In general 88% of the population in Delft feels safe; however, in the Gillisbuurt, despite an increasing trend, this is still around 60% (Municipality Delft, 2016; 2018). This might be an additional reason to leave the area, because it could have negative effects on job opportunities (Permentier, Van Ham, & Bolt, 2007).

However, it is not only a case of high concentrations of lower incomes, but in the Gillisbuurt this is accompanied by high ethnic diversity. In itself this is not a problem, but due to the homophily principle (McPherson, Smith-Lovin & Cook, 2001), people with the same culture or language are more segregated, which might hinder the integration of the non-western population: not speaking the dutch language sufficiently can for example lead to additional educational backlogs (Ager & Strang, 2008). In the case of immigrants from conflict areas, also mental and psychological problems can occur (Fazel, Wheeler & Danesh, 2005). This all contributes to the livability problems mentioned before.

2.1.2. Strengths

However, the Gillisbuurt also has a lot of strengths, related to the place itself and the organizations in it. Place-wise, the apartment buildings and apartments in the Gillisbuurt are of good quality, among others by a recent renovation. Added to that, it has a lot of green surfaces, which give the neighborhood an open and healthy look.

Next to it is a big park, Buitenhof, which can be used by inhabitant for all kinds of activities. The neighborhood has various playgrounds which can interest the youngest inhabitants, as well as garden space in which inhabitants can grow their own produce, promoting a healthy and self-sustainable lifestyle. Furthermore, there are shops and various religious places in close vicinity 8

of the area, which contributes to the fulfillment of physical, cultural and religious needs. The strengths also include a good connectivity to the center of town, by bus and road infrastructure.

There is a lot of parking space. And the road infrastructure makes the neighborhood easily accessible by car and/or bus.

Related to participation in and connection to the area, several organizations are present that form a strength. Especially Delft voor Elkaar (‘Delft for each other’) is central in this respect, which is quite active in the Buitenhof with respect to employment and other activities. According to the Dutch ‘Voortgangsrapportage’ (Municipality Delft, 2016), their current participation approach is quite successful: national unemployment trends were upwards, but in the Buitenhof they remained stable. Their approach includes for example direct contact with employers in the neighborhood, in order to get people to a job (experience), mediating between job seekers and employers, and coaching ‘on the job’ (to help keeping a job). This all happens with close collaboration between different organizations, with a single point of contact for the Buitenhof at Werkse!, as mediator.

Another key strength is the accomplishment of Team Buitenhof, that includes 12 professionals (youth workers, social work, client support and sport-coaches), coordinating current initiatives (like the youth center) and planning new activities together with residents, based on their needs, aimed at improving social cohesion, livability, and getting perspective for the future (Municipality Delft, 2016). They are are available on call 24/7, which provides for a good social support structure for the inhabitants. The youth center, which provides a place for many activities for the youth and acts as an interactive hub, is a place where cultures mix and interact with each other.

It also is a place where young people can talk potential and active lifestyle, if they would be about their aspiration, together with their fears, renovated and upgraded. Not just for football, anxieties and problems. but for other sports as well. The green surfaces are great for developing further activities for the 2.1.3. Threats youngest.

The schools in the neighborhood already bring Now the current strengths and weaknesses together people of all cultural backgrounds, related to the livability of the Gillisbuurt are and looking at the second and third generation identified, future developments have to be taken immigrants, education might have a central role into account too. The uncertainty of economic socially in the community of the Gillisbuurt. The trends can have an impact on the situation in the young base of the inhabitants provides room for Gillisbuurt. Long term unemployment that might additional incentives for participation, alleviation be caused by it breeds feeling of unhappiness, of unemployment, deterrence of adolescent crime inactive (social) lives, lowers the chance on and community-building around commonalities, unemployment further and is a drain on the city’s which could make the community more budget, which also could be used for other causes independent and self reliant. There has already that might help the neighborhood. This cannot be been increased participation, but there is still addressed solely by interventions, but is related guidance needed (Municipality Delft, 2016). to the economy as a whole.

A second threat might be the embeddedness of There are ongoing activities that can be intensified problems. Long term unemployment for example in order to target the most at risk groups in could result in an unhealthy reliance on benefits, the neighborhood, such as unemployed, and which is probably not easily changed. Added to especially unemployed youth (18-25). that, embedded feelings of segregation between A deeper understanding of the needs of people for example the native elderly population and in risk segments (youth, elderly, unemployed other groups in the neighborhood can be a and women) can present opportunities to solve hindrance for an increased liveability as well. The additional problems. problems related with it (e.g. unsafety, lack of perspective, idleness, crime) might therefore be more persistent than hoped for.

2.1.4. Opportunities

Despite these threats, there are some opportunities in the Gillisbuurt as well, for example related to the physical aspect. The buildable land around and in the Gillisbuurt itself, provides a great deal of development potential for additional construction in the area, which can provide some value to the inhabitants. The abandoned sports center and football field presents an opportunity for enrichment of the neighborhoods sports 9

Great Connectivity

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Potentially useful space

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Mosty only social housing which is a downside.

However, it is all in very good repair.

Nearby Daycare

Plenty of green space & playgrounds for kids

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Very few businesses.

Nearby Daycare Canal is rather dirty

Sports pitches can be upgraded and put to more frequent use

Plenty of nearby parking Strength

Weakness

Opportunity 11

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2 Strengths

(1) Very well kept green space with plenty of space and equipment for children to play with.

(2) Strong programming & presence of various social organizations.

(3) Great connectivity. There is a bus stop within close proximity to most of the residential buildings.

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(4) Well maintained housing stock.

5 Opportunities

(5) Sports pitch, in need of some maintenance.

Can be upgraded into a more multi-purpose court.

(6) Court in good repair, can use some more programming and perhaps false turf to make it more inviting to play.

(7) Opportunity to extend, build upon or transform the orthopedic center, as it is in a perfectly central location within the Gillisbuurt.

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2.2. Actors Involved The variety of problems in the Gillisbuurt can be analysed by looking to the characteristics of the area itself, and by examining the network of actors in and around it. This is done respectively with a SWOT-analysis in paragraph 2.1 and an actor-analysis in paragraph 2.2.

2.2.1. Housing corporation Woonbron

2.2.2. Residents

Woonbron, the housing corporation in charge of the social housing blocks has a large stake in the Gillisbuurt. As any business, its interests lie in the economic side of things, however, as a nonprofit enterprise it also prioritizes livability in the neighbourhood. In terms of economic interests, Woonbron is looking to minimize the costs of maintenance and energy consumption. This can be especially difficult if there is a frequent resident turnover. If minimized, the money saved can be reinvested into projects that upgrade facilities rather than purely allowing them to run smoothly.

There is likely a desire for the neighbourhood to be perceived better, potentially for the purpose of setting (higher) rent prices and achieving goals set out by the government or local municipality.

For social housing, the organization is required to let 80% of the vacancies to households with very low incomes (Aedes, 2016). It can choose who is able to move in to the apartments and as such has some power to decide on the social mix of its tenants. If there is a surplus of funds, it must reinvest that money into the buildings or neighbourhood improvements so it has the ability to make physical upgrades and where possible, it can restructure and create communal amenities.

Woonbron has of course ties to its its tenants, but also ties to, and dependence on, the local and national governments in terms of support and regulations.

Ethnic composition neighbourhood

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In the Gillesbuurt 28% of the citizens are from native Dutch descent, around 6% of western migrant background and the majority of 66% is from a non-western migration background.

In the years from 2008 till 2013 this number has stayed relatively stable compared to areas around the Gillisbuurt, like the Fledderusbuurt: here the number of native Dutch residents saw a decline (Woonbron, 2013a).

Employed

Employed residents are among the most powerful of the groups that reside in the Gillisbuurt. They are interested in keeping the neighbourhood safe and living in a place that is nice and attractive.

They are probably saving up and hoping to move up the social ladder so they wish to keep their rents relatively low. They are also very keen on being well connected to other parts of the city, specifically to their workplaces. They are able to contribute to the neighbourhood through collective efficacy, in this case being part of a neighbourhood watch, getting to know other residents and being more of a voice for all.

Unemployed Unemployed residents are likely primarily interested in finding employment and a means of income. They would be most likely to make use of job placement programmes and career centres. Often, they are either low-skilled and therefore under-qualified for most jobs or their qualifications are not accepted in the country.

As such, they would be interested in language courses and job skills training. Naturally, they would want to live in a safe neighbourhood and

wish to avoid stigmatization. The unemployed have the ability to contribute more of their time into the neighbourhood and so can participate in organizations and join more social events. They can help make the community tighter by getting acquainted with other residents and helping increase safety by watching who comes and goes.

Youths

Youths in the Gillisbuurt (15-24 years of age) are either Dutch-born children of immigrants or first generation immigrants themselves. They care about their neighbourhood reputation and wish to be well connected to the rest of the city and their peers. They have the most time for recreation so facilities for it are key for this age group. While education is very important to this group, they may or may not realize its importance at this stage.

Youth are less likely to contribute knowingly to the neighbourhood but they are doubtlessly going to help their parents integrate into the Dutch lifestyle. As they attend school and learn the Dutch language and customs, they are going to be sharing some of that with their parents, thereby helping them learn the language or motivating them to climb up the social ladder. The youth can participate in sports clubs and other activities. At a more ambitious level, their creative power and time could be used on projects that benefit the neighbourhood, be it a mural, working on a community garden or setting up a bake sale.

to good schools and are looking for steady employment. Of course, neighbourhood safety is key and while it may not be a top priority, they want to bring up their children in a good neighbourhood. Depending on their ethnicity and religious beliefs, it is probably essential that they have access to a place of worship.

This group has the least amount of time to dispose of, but the most invested interest in their children’s education and wellbeing. They are more likely to participate in school events and join parent councils and also watch each other’s children. Parents tend to get acquainted with who is who in the neighbourhood as they see other parents at playgrounds and at school.

Elderly

As for the elderly (65+) there is an interesting situation here to analyse. For one the Gillisbuurt itself has a percentage of elderly of just shy of 10%, which is not a lot relatively to a neighbouring area called the Fledderusbuurt which has an amount of 30% elderly (Woonbron, 2013a).

For the elderly calm order are the keywords.

Primarily they need to be able to rest and travel calmly in and throughout the neighbourhood to local public services or parks. Furthermore close and accessible supermarkets help this group get their groceries to their houses.

This group is motivated when it comes to neighbourhood activities though, and might be more prepared to do volunteering or participate in other local activities. The threat of ‘loneliness’ Parents is one to be combatted and with neighbourhood The parent group is primarily concerned with activities as a weapon one might even get the paying the bills and their kids’ welfare and life benefit of bettering social interaction and social opportunities. They want their children to go services at the same time.

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Private initiatives Private initiatives are part of the Dutch civil society tradition in which rather independent, nonprofit actors take in the place of the government.

Volunteers or employees of private initiatives are much less dependent or indirectly financed by public money. Their approach is very much bottom up and work on supporting residents while at the same time increasing the social integration (inter-resident contact). An example of this is Athletes in Action, a sports-organisation that is active in Buitenhof. Because of indirect support of the municipality this does mean that they are subject to formal regulation.

2.2.3. Authorities and civil society

Police In the Netherlands a system of community policing exists throughout the country, which is also the case in the Gillisbuurt (Municipality Delft, 2016). Community policing involves hard and soft police work. As is also the case here, police is used to combat vandalism and petty crimes but also to talk with the residents and help improve the neighbourhood in a more horizontally organised manner (Ibid, p. 16). In one of the official municipality documents is an example of the community officer addressing the needs and issues surrounding residents with psychological weaknesses. While this is all local, national worries such as radicalization is also addressed by the small scale policies around community policing by increasing the awareness and knowledge in and about the neighbourhood and its residents.

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Local municipality The interests of the municipality of Delft range from public order, reputation to financial interests. As such its contributions and stakes in the Gillisbuurt are also wide in range. Firstly the municipality provides and pays for any welfare and social services in the neighbourhood from youth centres to small scale projects. As such boosting the local economy, employment and self-sustainability has benefits for the municipality’s budget because it lessens (the need for) public spending. The wide range of interests and contributions also means that local, regional or national actors can’t avoid the municipality when it comes to the forming of policy addressing the neighbourhood.

Social organizations An extension of the municipality are the social organizations in the neighbourhood and the soft side of the policy are the social organizations.

They help residents find employment, organize activities for the youth and are the middleman between law enforcement and residents. They have interest in their own survival which means that they have to prove their worth to their financial contributor, the municipality of Delft.

National ministries (interior, education, justice, social affairs) The national government and its ministries have two categories of interests: Socio-economic development and security (public order). Two interests that fuse in practical reality, socioeconomic issues breed security concerns and the other way around.

For the socio-economic policies there are several

in place that specifically address attention neighbourhoods, here the important thing for the ministries is that they see the results of their public spending. They also have a central authority over the funding that local municipalities get and set the rules on what is handled on a local or national scale. Going to the security aspect, law enforcement mostly operates locally but threats of radicalization are a national concern and also see nationally funded counter measures such as social programs.

2.2.4. Private market

Local businesses For the local businesses the presence or inflow of enough clientele in the neighbourhood, affordable rent, infrastructure (parking spaces) and safety (no nuisance or vandalism) are key factors. They provide accessible services to the local residents, employment and increase the attractiveness of the area.

Almost exactly in the middle of the Gillesbuurt, an orthopedic clinic resides with ownership of the property. Potential development around the area or even involving the property of the clinic shall need negotiation with this actor.

Employers Local employers generate tax revenue for the municipality, provide jobs and can help in solving long standing socio-economic issues by providing the solution to long term unemployment or the question of school dropouts.

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2.2.5. Power Interest Chart

HIGH Local Municipality

MANAGE CLOSELY

National Government

Orthopedic Centre Private Market Social Organizations Employed

KEEP INFORMED

MONITOR

POWER

KEEP SATISFIED

Housing Corporation

Parents Elderly Youth

LOW LOW

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INTEREST

Unemployed

HIGH

19

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3| Vision for the Gillisbuurt

Building upon our analysis of the situation in the Gillisbuurt, a vision is developed. One of the main points addressed in the vision are the weaknesses like high concentration of low income households, which spurs problems such as high unemployment in the area. Unemployment, low social status and general idleness lead to all kinds of other problems such as disorder, nuisance, vandalism, petty crime, and the perceived feelings of unsafety in the area. Ethnic diversity, though it is not a problem in itself, creates issues such as language barriers and educational backlogs.

Long term threats are, if the trends do not change, steady unemployment and further accumulation and embeddedness of the problems.

On the other hand, the strengths of the neighborhood include the physical quality of buildings and surrounding, which are found to be a good asset for the future development of the Gillisbuurt. Another great asset is the already developed social support structure which supports the youth and addresses (at least partially) some of the employment issues.

Favorable opportunities are seen in the buildable land in and around the Gillisbuurt, a young second and third generation, which speaks the language and has already integrated into the Dutch society, as well as the room for increased engagement, participation and cooperation within the community.

From a high level, it looks like the Gillisbuurt is already well on its way to becoming a strong and resilient community that we envision it to be. By leveraging its strengths and making some infrastructural and programmatic changes/ upgrades it can become a neighbourhood to be used as a role model. Our vision is one where 22

the Gillisbuurt is a (1) diverse, (2) engaging and (3) self-sustaining community. This is visually expressed in the Vision Map on page 24 This vision includes many meeting places, where people are able to encounter one another, especially between ethnicities and income groups. In the vision there is space for facilities which allow and encourage women to get out of their homes and share their skills. In the long run, this also means that we activate different places in the neighborhood itself, like the sporsfield and the waterfront, but also increase the feasibility of businesses in the neighborhood, alongside improved employment and safety.

3.1. Diverse community There is a rich diversity in ethnicities in the Gillisbuurt and that presents an opportunity to create a thriving community where everyone is open to and respectful of each other’s differences. However, there is a serious lack of diversity in incomes and housing types within the neighbourhood. A key aspect of our vision is to have a mix of housing types, and that can be achieved by introducing middle income housing and reducing the stock of social housing to a level, which can allow for the possibility to lower the accumulation of problems stemming from unemployment and low social status as well as the perceived feelings of unsafety. This is in line with the fact that the area is concentrating low income families inside the, mostly social housing, which is the main liveable area in the Gillisbuurt.

The introduction of diverse housing can act as the next step up for families who have a steady enough income that wish to stay in the neighborhood. The idea behind it is that there is a full life cycle possible in the neighborhood of

Gillisbuurt. This can in addition incentivize tenants to continue living in the Gillisbuurt for a longer period of time, especially if they might have been considering moving up the housing ladder.

The main vision in this part is to have a healthy mix of income classes, age groups, ethnicities and religious groups, which coexist with one another and contribute to the common ideals.

3.2. Engaging and self-sustaining community Diversity also opens other opportunities, but one needs to activate it. This means, that we will need to foster ties, create additional spaces for mixing, interaction and engagement. A strong, vibrant and diverse community comes with social interaction in the neighborhood. It comes with familiarity and activation of the potential within the diverse community that already is Gillisbuurt.

Bridging social capital can provide the necessary means to overcome some of the issues in the community, such as isolation, group competition and possible ethnic strife, as well as help in bridging the necessary gaps with the possibilities for employment. The creation of an atmosphere where people can meet, interact and help one another increases the chances of classes, ethnic and religious groups, and age groups of the Gillisbuurt to thrive alongside one another and live a better and a more participatory lifestyle if they should want to.

Engagement and participation of the community can increase perceptions of safety and reduce vandalism, people tend to respond more readily to others who live in similar circumstances and experiences so this is more likely to improve relations and perceived safety within the neighbourhood. Another issue is that of general youth disengagement. They are a key group

that can have a rather positive influence on the neighbourhood, if their talents are utilized to their potential. Youth, especially second generation youth, tend to integrate well into the culture of the country they reside in. They also learn the language and are able to teach or speed up the language learning process for their family members. They are also very creative and generally eager to take on projects that give them the satisfaction of personal ownership and showcasing their talents. Other than creating programming that encourages youth to interact with their elders, one needs to foster intercultural ties and reduce tension, by creating possibilities for them to engage – culturally, communally and vocationally. This empowers the community to take responsibility and to have a lasting visible impact on the neighborhood, which makes it a more pleasant place to be. The idea is that residents take pride in their place of residence and feel like they belong to something big and positive.

The continuous levels of unemployment are seen as one of the most pressing problems in the neighborhood. Our vision aims at empowering the community to provide for themselves better and to lower the reliance on public spending and social services in the area. The vision includes a working population that is both creative and responsive to the labour market demands, who is part of the aspiration for and creation of jobs, both outside and within the neighborhood itself.

The idea is that the residents of Gillisbuurt, firstly with the help of others, and then on their own, create an environment that presents opportunities, improves both their hard skills and soft skills and creates an (as much as possible) independent and self-sustaining community which prospers.

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Municipal Meeting Complex

Additional Level(s) Built This additional level can house other businesses or facilities that cannot be accommodated by the meeting complex.

This expansion would be financed through a mix of public/private investment.

Canal Walkway & Seating

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Potential Mural Location(s)

Mixed Tenancy Some portion of the units are made available for co-operative ownership. Residents can become shareholders. This helps diversify the housing stock and gives tenants more options should they want to stay in the neighbourhood.

Activated & Upgraded Sports Fields

Upgraded/Activated Facilities New Construction

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Community centre, kept attached to housing but still separated from the main building mass. The courtyard in front brings all people together in the same space.

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Middle-income housing.

Kept at a height relative to surrounding buildings. Can be built up higher as there are a few high-rises in the area

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3.2.1. Potential Gillisbuurt Branding

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4| Strategies Towards a Stronger Gillisbuurt The vision for the community in the Gillisbuurt will be achieved with a strategic plan based on two pillars: diversifying the housing stock and fostering engagement and self-sustainment. Each of them is discussed separately in this chapter.

4.1. Diversify housing stock 95% of the of the current housing stock in the neighbourhood consists of social housing and is very concentrated. This leads to the reputation of a neighbourhood of ‘those that did not make it in society’ and hampers current residents to grow and develop within their own neighbourhood. Both in the context of not being able to move towards middle income housing and its implication for the investment of residents in their own neighbourhood. House ownership and the ability to grow within the same area should help motivate residents to invest more in the neighbourhood as shall be explained through this strategy in a 2 tier plan including cooperatives and PPP. 4.1.1. Program efficiency Input

Sell off 20% of the social housing stock (by Woonbron), land (by the municipality) and use the financing from these things to help foster PPP partnerships and development. Open up regulatory space for the building of new property.

Activities & outputs

Sell off selected housing to housing cooperatives managed by residents themselves, house ownership shall happen in the form of residents putting in a relatively small amount of money in exchange for shareholdership of the selected housing blocks.

Free land will be used to build a MMC (Municipal meeting complex, discussed in part 2 of the strategy). This community center will be physically connected to a private apartment 30

complex consisting of middle income housing, possibly including parking space underneath the apartment complex. This parking space will be financed through the residents of the complex themselves (fee per spot) and the incentive of building the complex itself will come through a subsidized sell off of the land by the municipality.

The investor shall get a discount when complying to the strategic plans.

4.1.2. Program effectiveness

Starting with the cooperatives, these will help deconcentrate the amount of social housing stock and thus the composition of the neighbourhood.

The cooperative houses will have extra room for modifications and encourage investment from the shareholders. This will follow in a short-mid term timeframe from the announcement to the realization. Diversification of the housing stock and deconcentration of the social housing will show residents in a disadvantaged position the possibility of improvement (when seeing their friends/family or former neighbors) as well as create the opportunity to grow in income scale while residing in the same area.

The middle income housing will let residents grow in income level but still live in appropriate housing in the neighbourhood and at the same time attract new residents higher on the income scale. The incorporation into the MMC will ensure connection with neighbourhood projects and together it will make the neighbourhood seem more attractive visually and possibly create a positive feedback loop for new offers of private investments and cooperative housing by residents.

4.2. Fostering engagement and self-sustainment The Gillisbuurt has a lot of yet to be used talent in the form of the long term unemployed or youth.

The young base of the inhabitants is a good resource, and if effectively used, can present a lot of opportunities for the development of Gillisbuurt. It is time for the local municipality to step in as a central actor in cooperation with social organisations and private initiatives. However, currently this is hindered by a lack of positive role models for the youth and a lack of perspective.

Next to that, parts of the social problems in the Gillisbuurt are related to the integration of immigrants: there is a lack of social interaction with native Dutch people in or outside the area.

Lastly, there seems to be a lack of bonding to the area and its negative reputation does not help that.

these initiatives are in majority done by local residents and are at least partly accessible to all residents. Moreover they also play an important role in promoting the MMC to the residents, that might be used for activities. Employment of three community organizers who will keep the overview over the youth, elderly and working adults/parents and report to the municipality so that the government can know the progress well and adjust the strategies in time.

3. Open up regulatory space for the transformation of existing property (city planning): extra business space can be created by upgrading the property of the orthopedic clinic (adding one or more extra levels for example). However, first of all it needs to be examined whether it is physically, legally and economically feasible to expand 4.2.1. Program efficiency this building. After that, a negotiation with the clinic and potential future users can be started: Input possible financing through the municipality and/ 1. Selling land to a real estate company in a relative or temporary lowering of the rent for new stores low price. If the company decides to buy the land, can be considered. it is also required to help the neighborhood to build a Municipal Meeting Complex (MMC) in 4. The municipality, represented by the community cooperation with the government within/between organizers, will work together with students of the new middle income housing complex. The the TU Delft and local residents to help shape a usage of the land can only be residential units, brand for the strategy and vision. and targeting to middle class is suggested.

2. In order to motivate residents to engage actively, it is beneficial to hire three community organizers to gather residents from their specific target groups and help them with setting up local activities in cooperation with existing institutions, such as the youth center (supported by the municipality), with the requirement that

Activities & outputs

1. The Municipal Meeting Complex will be a fouror five-storey building, including several facilities for residents to spend their spare time. In terms of connectivity, since MMC is not really inside the Gillisbuurt, how to motivate people to walk ‘outside the wall’ is an issue. However, attractive facilities and programs, and some of them are necessary in daily life such as withdrawing cash, 31

would appeal people from Gillisbuurt and other review of the book they read and they can get a neighborhood to ‘cross the street’, visit and coupon of the food court, their book review will spend time in MMC. Examples of things that can also post on the wall of the library. be included in the MMC are: Community center: provides space for Food court: this consists of food stalls and seats, community activities, such as language courses provides opportunity for the women to work and Christmas party. People can deal with daily besides housework, they can sell their own issues within this community centre. Moms of the homemade food in the common kitchen. People neighborhood activities might be organized here. can eat food and learn the culture from various ethnic groups in the food court, they can also Free Wi-Fi: attracts people to stay longer in MMC. meet and talk with others when they are eating Sunbath area and exercise corner provides space (the seats and table are opened, like fast food for people to gather. restaurants). The food court not only attracts people from Gillisbuurt, but also others outside the Do It Yourself Corner: repairing bicycles, fixing neighborhood. The food court could also provide appliances, making home improvements. free, or reduced price, breakfast to the students.

The community organizers will ask enterprises 2. With existing institutions: three community such as supermarket and food company to donate organizers will gather motivated residents from food for the breakfast or to reduce the price of their specific target groups and help them with ingredients. The food court also has a big screen, setting up local activities in cooperation with where people can watch TV shows, movies and existing institutions, such as the youth center. With even football matches. It welcome people from all the activities also comes a part of responsibility the ages to spend times there. Another possibility for the participating resident, aiming to make the to operate the food court can refer to Fenix Food activities long lasting but also create a certain Factory in Rotterdam. level of social status and thus recognition for the participating residents. Leading residents Lounge: a part of the food court can also be get the title ‘friend of the neighborhood’ and viewed as working space. Households can be will be allowed to join talks between authorities, quite a noisy place, so the lounge provides a quiet civil society and employers. They will become an place where kids can study and work. Kids can active part of policy making. Also part of their task concentrate on their study and might improve is to manage and create their own successors their end results in school. Moreover, working together with the community organisers. Goal of adult can also have a place to do their tasks. The the initiatives should not only be to provide for elderly can also read newspaper there. your ‘own’ group but also add value that can be enjoyed by residents of all backgrounds. Owing to Library: not only provides books, but also the active communication with people who may computers. Some activities will also be organized help them in employment, integrating to Dutch in the library such as “story time” and “share your society and building social network, those ‘friends book”. Residents as the volunteers to tell story to of the neighborhood’ would be the successful the children every weekend. And people write a examples within the neighborhood. Therefore 32

residents of all backgrounds would like to follow – actively engage in the neighborhood, and also participate in civic and political activities (Cohen & Dawson 1993). Examples of possible activities are: Mothers of the neighborhood: mothers from the neighborhood as the volunteers, they first have some courses about how to communicate with different groups of people such as children, teenagers and the elderly. They will play a role as the ‘social worker’ within the neighborhood, to communicate with the residents, to take care their emotional needs. It assumes that residents would be more willing to talk with the mothers rather than to the outsiders of the neighborhood.

Football tournaments: encourage everyone to join, either as the player or audience.

Clean up day (clean the streets, manage gardens): people through participation to realize that everyone is important to maintain the clean environment of their neighborhood, it may help to build sense of belonging.

An important note regarding these ideas however, is with regards to the involvement of the residents in the planning stage. A group made up of individuals from the community could be a good resource, which may involve: parents, religious leaders (if any), and representatives of the youth (particularly those who are unemployed).

In general, people who are willing to invest their time for the good of the community (volunteers from the area). This can be done in the presence of different actors such as Delft voor Elkaar and social workers.

3. After negotiation with the orthopedic clinic and possible future users of the building in the middle of the neighbourhood, a second floor might be

build to make space for possible neighbourhood stores.

4. The slogan that accompanies the branding is “Strength through diversity”. It is important to emphasize diversity while organizing activities.The community organizers will create a social media account (facebook, twitter) of the Gillisbuurt, and promote the programs and activities. Photos of activities held in Gillisbuurt would upload regularly, and promote the upcoming events.

The aim of creating social media account is to share the new image of the Gillisbuurt, “Strength through diversity”. Furthermore, the municipality of Delft establishes the annual report to state and evaluate the progress of the activities and programs, what improvements done after series of “Strength through diversity” strategies established. Lastly, the branding will be used to call for unity in times of diversification of the housing stock and will stress that the intention is not to push people out of the neighbourhood but rather allow for those that can grow to grow and create beneficiary conditions for those that cannot during the status quo. It will furthermore serve as a visualisation of the vision and process of progress in the neighbourhood.

4.2.2. Program effectiveness

1. Accompanying with the new MMC, low-middle class and middle class move in. Some facilities such as ATM and post lockers are closely related to daily life, so that people from all classes and ages build certain extent of public familiarity when using facilities in the MMC, which creates an acquaintance, a comfort zone, a sense of belonging (Blokland & Nast, 2014). The MMC also provides additional spaces for mixing, interaction and engagement. Moreover, MMC creates a space for people to build bridging 33

capital. Bridging social capital can provide the necessary means to overcome some of the issues in the community, such as isolation, group competition and possible ethnic strife, as well as help in bridging the necessary gaps with the possibilities for employment (Ellen & Turner, 1997). Through the interaction with natives, it would help immigrants to access to larger society and facilitate cultural adaptation and wider job choices (Kanas, Van Tubergen, & Van der Lippe, 2011).

It helps to prevent and improve the problems of nuisance and vandalism, heavier crimes and even radicalization. Following that, feelings of safety will increase.

In the long term, local and regional employers will scout more intensively in the neighbourhood after successful employment of former community organisers and/or ‘friends of the neighbourhood’, increased and more intimate contact with neighbourhood institutions and -initiatives lowers unemployment considerably. School dropout rates 2. With help of the community organizers fall rapidly and school performances improve residents in general will be motivated to take because of after-school activities helping kids responsibilities (resume, social status) and build with homework and internships. up their own professional networks. Former ‘friends of the neighborhood’ could take on 3. Finally, the extra business space created by the position as community organizer, work in upgrading the property of the orthopedic clinic municipality initiatives or at private employers. will give the ability for the middle income and The successful ‘friends of the neighborhood’ cooperative residents to spend their money inside will be the role model for youths, giving them their own area, benefiting the starting businesses. perspective. For example, ex-offenders can be Added to that, it enhances public familiarity and used as volunteers or social workers to mobilize therefore collective efficacy as well, because of the unemployed youth in a constructive way. the additional meeting space that is created.

Long term unemployed residents might have their motivation rejuvenated and activities to join and 4. Branding leads to an active engagement of the participate in. Youth will be motivated to invest in whole neighborhood, resulting in a more positive their future and meet other residents and hear reputation. It will inspire hope and belief in actual their concerns, improving the liveability of the neighbourhood improvement. This might also stop public space. those who planned to leave the neighbourhood and entice them to stay. The perception of With those programs every target group will the neighbourhood will be changed overtime have weekly or monthly activities to participate and the area will be more attractive to middle in with residents in a comparable age category income households and possibly for business. or life situation. People have more opportunities The branding will reduce resistance from current to meet or communicate with other residents and residents to building things, partly by how it is as well as the natives. Social interaction within setup (with input from the residents), attract the neighborhood would be fostered through the new residents and inspire hope and a promise to activities and programs. Once people engage current residents and (new) businesses. more, the willingness to interfere for the common good will be increased as well (collective efficacy).

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Phase I

4.3 Strategic Time Plan

5-7%

10%

Begin converting 5-7% of the current social housing stock to co-op housing units.

Increase to 10% co-op units.

co-op

Begin searching for developpers of middle income housing & MMC. Negotiate land value, benefits & conditions

Secure developer & work on design. Public consultations also take place throughout.

Hire 3 community organizers.

Organize 2-3 community events targetting different resident groups.

Increase engagement by 15% and the number of events to 5.

Establish 2 “Friends of the Neighbourhood”.

ENGAGEMENT

DIVERSIFY HOUSING

co-op

Approach Orthopedic Centre’s owner and do some feasibility studies. Look into structural feasibility & cost estimates

Gillisbuurt brand/identity creation through consultation.

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Phase II

Painting of murals in prominent gathering spaces & entry points.

Phase III

Phase IV+

15%

20%

Increase to 15% co-op units.

Reach target goal of 20% co-op units.

co-op

Construction of middle-income housing and MMC begins.

co-op

Construction is completed.

New tenants move in & MMC is open for programming.

Increase engagement by another 10-15%. Find and hire more community leaders. Have a minimum of 25% of the events/activities be self-started by residents’ own initiatives. Increasing number of “Friends of the Neighbourhood”.

Prove ROI values to owner and that there is a need for more business with more affluent clientele. Negotiate possible financing options.

Planning & construction of new level for businesses.

New businesses move in.

Possibly create more neighbourhood branding merchendise. Ongoing initiatives to help solidify it as a place to be, such as the building of a water amphitheatre.

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6| Conclusion The Gillisbuurt issues such as a lack of middle income housing, integration and the livability needed a comprehensive planning method.

Starting with the vision, it focused on three core values for the neighbourhood: diverse, engaging and self-sustaining. From these values two overarching strategies were developed to tackle challenges on each of these core values.

A choice fell to diversify the housing stock in the neighbourhood with cooperative housing and the building of a middle income housing complex.

The complex will be placed next to a community center and new private developers shall be invited to provide for the new demand. Within the neighbourhood the large amount of social housing were accompanied with social organizations and a small amount of private entities. Accompanied with the Municipal Meeting Complex, these

actions will achieve the core values of diverse community. A Municipal Meeting Complex will be able to connect the neighbourhood and offer new chances to those that need them most. By the use of paid community organizers community activities and activity leaders will be set up. Through providing more meeting places, residents have more opportunities to interact with others. So that people would be more likely to help each other once the social ties are fostered, the sense of belonging will be developed as well, which will contribute to an engaging community.

Furthermore, the activities and programs will help residents to improve both their hard skills and soft skills and create (as much as possible) independent and self-sustaining community which prospers, in long run, it helps to develop a self-sustaining community.

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