Milano Due: the regeneration of a wealthy neighborhood

Neighborhood plans for the 15-MIN CITY

Milano Due: The regeneration of a wealthy neighborhood Group 11

Alessandro Colella Wenxia Li Aurora Sereni Xuewei Zhou

Master Degree in Urban Planning and Policy Design

Urban Policies Design Studio 2020-2021 Prof. Antonella Bruzzese, Prof. Alessandro Coppola Tutors: Valentina Brambilla, Lorenzo De Vidovich, Antonio Jose Salvador 11

Contents •

Overview..............................................................................................................................................p. 4

• • •

Demography.....................................................................................................................................p. 8 Urban welfare analysis about the whole area.......................................................p. 10 15 Minutes City analysis - Segrate................................................................................p. 12

UNDERSTANDING THE AREA

• • • • • • • •

Population........................................................................................................................................p. 16 Mobility network.........................................................................................................................p. 18 Analysis of Commuting flows......................................................................................p. 19 Management of the neihbourhood Organisation chart.............................................................................................................p. 20 Waste and Green Management...................................................................................p. 21 Facilities analysis.......................................................................................................................p. 22 Defining the problem...............................................................................................................p. 23

03

• •

Abstract............................................................................................................................................p. 26 Aims and objectives..................................................................................................................p. 27

01 ANALYZING THE 15 MINUTES CITY CONCEPT

02

INTRODUCTION - TOWARDS A URBAN POLICY DESIGN PROJECT

04 A NEW WAY OF LIVING

2

• • • • • • • • • • • •

Starting elements......................................................................................................................p. 30 Problems relating the building stock......................................................................p. 31 Abandoned residential stock........................................................................................p. 32 Housing management......................................................................................................p. 34 From where we can learn?............................................................................................p. 35 The proposed solution Strategic elements.............................................................................................................p. 37 The actions implemented...............................................................................................p. 38 The process............................................................................................................................p. 40 Actors involved.....................................................................................................................p. 41 Financial investment and economic feasibility.................................................p. 42 Visualizing the project.....................................................................................................p. 44

05

• • • A NEW WAY OF COMMUNITY • • • • • • • • •

06 A NEW TYPE OF NATURAL ENVIRONMENT

• • • • • • • • •

• • •

07 CONCLUSION

• • • •

Starting elements......................................................................................................................p. 50 The challenge.........................................................................................................................p. 51 Abandoned residential stock........................................................................................p. 52 How to encourage citizens?.........................................................................................p. 54 From where we can learn?............................................................................................p. 55 The proposed solution Strategic elements.............................................................................................................p. 57 The actions implemented...............................................................................................p. 58 The process............................................................................................................................p. 61 Actors involved....................................................................................................................p. 62 Financial investment and economic feasibility.................................................p. 66 Visualizing the project.....................................................................................................p. 70

Starting elements......................................................................................................................p. 78 The connection between the different strategies............................................p. 79 Non diversified green areas.........................................................................................p. 80 From where we can learn?...........................................................................................p. 82 The proposed solution Strategic elements............................................................................................................p. 85 The actions implemented..............................................................................................p. 86 The process............................................................................................................................p. 88 Which are the benefits?.................................................................................................p. 90 Actors involved....................................................................................................................p. 91 Financial investment and economic feasibility.................................................p. 92 Visualizing the project.....................................................................................................p. 94

A comparison..............................................................................................................................p. 105 Sustainable Development ................................................................................................p. 106 Retrace the process...............................................................................................................p. 107 The project....................................................................................................................................p. 108 Masterplan....................................................................................................................................p. 110

08 BIBLIOGRAPHY AND SITOGRAPHY NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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OVERVIEW Province of Como

Province of Varese

Province

Metropolitan city of Milan Milano Due

4

Province of Lecco

of Monza and Brianza Province of Bergamo

Segrate

Province of Cremona

Province of Lodi

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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Analyzing the 15m city concept In this first phase of the approach to work, we analyzed from the point of view of social welfare both the municipalities belonging to the city of Milan (municipalities 2 and 3) and four other smaller cities, such as Sesto San Giovanni, Cologno Monzese, Vimodrone and Segrate.

Precisely on the latter and in particular, in the second and third phases, we carried out an indepth study related to the Milano Due district.

With regard to demography, a key topic of our work, we have chosen to analyze how the population is divided within the different areas.

Thanks to the use of ISTAT data and the use of NILs relating to the Municipality of Milan, we were able to carry out a study that combined different aspects such as population density, the average number of inhabited per family, the presence of foreign resident populations and finally, the number of residents residing within the different survey areas.

We then asked ourselves what kind of goods and services people need to live well in an urban context. In order to analyze this aspect, it was essential to integrate the presence of services and their accessibility within a measure of the quality of life of the area analyzed. We have identified four main groups of services, focusing on those that we believe are present in the daily life of the locals. The latter concern: education, culture, sport and health. As far as education is concerned, we were interested in understanding whether schools could be considered local services, also taking into account some general trends in the phenomenon of the daily movement of people. For example, it can be noted that in the Adriano district (belonging to municipality 2 of the Municipality of Milan) there are no middle and high schools, forcing young residents to move daily to other areas as also happens in Segrate and Vimodrone.

Instead for cultural services, we have examined some of the main cultural structures, taking into consideration not only their quantity but also their level of accessibility. For example, services 6

in Sesto San Giovanni are concentrated in the western part of the city, while the eastern part has been left almost without services. In addition to education and culture, sports facilities are also important service facilities in the 15-minute circle of urban life. More specifically, we have chosen to study sports facilities provided by schools, public parks and some private sports clubs.

To conclude the first phase of the work, we decided to develop an analysis based on the interaction between the different services used by different users such as children / teens and the elderly or the most vulnerable people. For the former group we decided to first define and map the schools, places very frequented by the young population and then understand the relationships that exist between them, the playgrounds, sports activities, libraries and youth aggregation centers (C.A.G.).

As regards the elderly population, the same analysis was applied to the young population.

Taking as a reference point the multifunctional aggregation centers (C.A.M.) or places intended to assist elderly people both who have special needs and who need to find equipped spaces, it was possible to analyze the relationship between CAMs, pharmacies, churches, public transport stops and daily services such as newsstands.

On the next page, Commercial activity / Source: picture taken by us

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DEMOGRAPHY

SESTO SAN GOVANNI 11,7 km2

COLOGNO MONZESE 8,4 km2

VIMODRONE Municipio 2

4,7 km2

12,5 km2

SEGRATE Municipio 3 14,2 km2

DENSITY inhabitants/km2

SEGRATE

2.045

VIMODRONE

3.589

COLOGNO MONZESE

5.551

SESTO SAN GIOVANNI

6.881

Municipio 3

10.127

Municipio 2

12.884

8

17,4 km2

HOUSEHOLD DIMENSIONS data 2018

NON ITALIAN CITIZENS

VIMODRONE

1,94

MUNICIPIO 3

10%

1° Romania 2° Philippines 3° Albania

SEGRATE

2,07

SESTO SAN GIOVANNI

11%

MUNICIPIO 2

15%

1° Philippines 2° Romania 3° Ecuador

1° Philippines 2° Peru 3° Egypt

COLOGNO MONZESE

2,22

VIMODRONE

17%

1° Peru 2° Ecuador 3° China

SESTO SAN GIOVANNI

2,29

SEGRATE

18%

1° Egypt 2° Romania 3° Philippines

Municipio 2

2,34

COLOGNO MONZESE

29%

VIMODRONE 17’016

SEGRATE

Municipio 3

2,13

NUMBER OF RESIDENTS

1° Philippines 2° Egypt 3° China

36’245

COLOGNO MONZESE 47’720

SESTO SAN GIOVANNI 82’129

Municipio 3 140.524

Municipio 2 155.016

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chool ol

URBAN WELFARE ANALYSIS ABOUT THE WHOLE AREA

Education

LEGEND CATEGORY PRIVATE PUBLIC

N

Scale 1:40.000

Nursery Kindergarten Elementary school Middle school High school University

Density

0

Culture

LEGEND Churches Memorial Bookshops Art centres Theatres Cinema Museum Libraries N

10

Scale 1:40.000

Density

0

Sport

Density

N

Scale 1:40.000

0

Health

LEGEND Phamacy Hospital ATS centres Health centres Density

N

Scale 1:40.000

0

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15 MINUTES CITY ANALYSIS - SEGRATE CHILDREN AND YOUNG PEOPLE (3-14 YEARS OLD) SCHOOL

Some areas are not provided by schools

PLAYGROUND Some schools are not served by playground near by. Moreover in the residential neighbourhood of Milano Due other 3 schools are in the same conditions even if some private playground are there SPORT A lot of playfields compared to the other services, but only 2 of them are accessible by disable ISOCHRONE

All the disabled children can have access to a sports centre from their school

LIBRARY

Numerous library are present within the area

C.A.G

The centre of Segrate is completely lack of services for helping students

CONNECTION

The major throughfare that cross the city allow numerous crossing point

LEGEND Schools Schools catchment area Areas not served by school in a walking distance Playground Sport centre Isochrone Library C.A.G C.A.G catchment area Bridges ATU - ongoing area 12

15 min.

15 MINUTES CITY ANALYSIS - SEGRATE ELDERLY PEOPLE (70-99 YEARS OLD) CHURCH

The area is quite well served by churches

PHARMACY We found few pharmacies and this lack can be a problem for the elders that live in Segrate municipality. There’s 1 ATS in the center and San Raffaele hospital in Milano Due. C. A. M Most of the area is not served by C. A. M. It is a problem especially for the elders that live in this zone. Also, we have insert a isochronos about 15 minutes and we found a serious problem related to the accessibility.

CAFE

Diverse bars serve the whole area, most of them are concentrated in the centre of Segrate

NEWSSTAND One of the main problem encountered is the lack of this kind of services, making hard for edlerly going to buy a newspaper.

PUBLIC TRANSPORT STOPS As we can see in this map there is a serious problem related to the accessibility because most of the area in not served by public transport and this is a serious problem for the elders.

AT12

LEGEND Churches Pharmacy Isochrone ATS Newsstand Cafe C.A.M C.A.M catchment area Bus stop Bus stop catchment area Bridges ATU - ongoing area

15 min.

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Understanding the area In the second part of the work, we focused our analysis on the Milano Due district located in the Municipality of Segrate.

In order to understand the dynamics within the neighbourhood, it is necessary to know it thoroughly starting from the analysis relating to the population. Following an analysis based on ISTAT data, we were able to verify that the number of children from 1991 to 2011 decreased, from about 5% to 3.8%. The opposite happened for the elderly, who had to face a massive increase from around 1% to even 11%. From these data, we can clearly identify the first problems the neighbourhood is facing: the rapid ageing of the population.

At the origin of the construction of the neighbourhood, the latter arose from the need of rich families to move outside Milan to meet a more pleasant lifestyle. Today 62% of the resident population is made up of singles or couples, mostly elderly.

A further study that we have proposed is related to religious minorities. The motivation is the presence of an Islamic centre and for this reason, we tried to analyze if there was a correlation between the position of the centre with the position of people from the African continent which is the most numerous for Muslims.

We then focused on mobility both inside and outside the neighbourhood. ATM public transport was only provided in 1980, before this date the citizens had organized themselves with a private service to connect the area with Milan.

Currently, however, bus stops (the only public transport available) and cycle paths provide an excellent connection between the neighbourhood and the city of Milan, creating a high degree of accessibility. In addition, thanks to the help of the Commuting Matrix found through ISTAT, it was possible to estimate commuting to other municipalities both for work reasons mainly due to the fact that there is a lack of job opportunities in the neighbourhood; and for study purposes

14

with the city of Milan as a destination, which obviously offers significant opportunities.

The Milano Due neighbourhood is not an anonymous neighbourhood, it was born thanks to Silvio Berlusconi, who gave the task to EdilNord.

After construction in 1977, management was entrusted to the District, an institution made up of an independent board of directors. Together with them, the Residents Association is active in the community, contributing to the construction of a network between the various players and the Vice-President of the Sporting club who has the task of representing Milano Due within the Municipality of Segrate.

A very interesting and at the same time fundamental study for understanding the internal dynamics of the neighbourhood was the one relating to its maintenance. In this context, the protagonist is the company Rappo s.r.l., a company in charge of the maintenance of the internal roads of the neighbourhoods and of the condominium private green. It is important to point out that each residence has its own private agronomist for the care of the green areas around the buildings.

Furthermore, another element of investigation we have analyzed is the availability of services.

The neighbourhood is equipped with some essential services, even if the starting idea was to have a large number of commercial activities on the ground floor in order to create meeting spaces for the population. Unfortunately, however, today, as we will see in more detail in the third part, there are numerous abandoned commercial spaces. And this is precisely our design starting point.

On the next page, Degradated green area / Source: picture taken by us

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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POPULATION Singles are increasing, children are decreasing, Milano Due is depopulated. This

is the most relevant data that emerges from the analysis of the statistics on the population of Milan Due. From

7250 inhabitants in 1991 to 6200 in 2008. The children born in the 70s

and 80s have gone to form families of only two people or are single. Furthermore, the arrival of new families does not compensate for the exodus.

In line with current demographic trends, the

birth rate in Milan Due is also very low, reaching 0.94 in 2008, a value lower

than that calculated on a national scale. Milan Due appears as a representative district of the entire Italian peninsula thanks to the high percentage of people born outside the province of Milan: half of the residents were not born in the Lombard capital, and there are about 800 people born abroad.

ELDELRY POPULATION (74+ years) MILANO DUE

0.96%

of the resident population in 1991

10.87%

of the resident population in 2011 SEGRATE

1,03%

of the resident population in 1991

8.59%

of the resident population in 2011

YOUNG POPULATION (10-19 years) MILANO DUE

4,92%

of the resident population in 1991

3,80%

of the resident population in 2011 RESIDENT POPULATION MILANO DUE - SEGRATE RESIDENT POPULATION MILANO DUE - SEGRATE

SEGRATE

4,20%

of the resident population in 1991

4,84%

of the resident population in 2011

30000 30.000 25000 25.000 20000 20.000

15.000 15000

FOREIGN POPULATION

10.000 10000

MILANO DUE

4,60%

50005.000 0

of the resident population in 1991

0

MILANO DUE

1991

2001

7823

6511 2001 26688 6.511

SEGRATE 24545 MILANO DUE SEGRATE 16

1991 7.823 24.545

26.688

2011

5743 SEGRATE 2011 27776 of the resident population in 1991 5.743

1,47%

27.776

7,89%

of the resident population in 2011

8,19%

of the resident population in 2011

AVERAGE INCOME

21.662

34.769

FAMILIES IN MILANO DUE The 2017 statistics provided by the Municipality of Segrate.

From the interviews carried out in the place it emerged how the composition of the neighborhood has changed over the years.

As the data shown on the side show, most of the residents today in Milano Due are mostly couples and single people. The reasons behind these data is found in the aging of the neighborhood that hosts more and more elderly people and many times alone, compared to young families with children.

These dynamics are due to the fact that although Milano Due is provided with all the services necessary for daily life, the distance from the city of Milan and probably the few connections make it unattractive for new residents.

• 62 %

or 805 single 831 couples without children

• • • •

20,1 % 14 % 3,1 % 0,8 %

+

Many are few, few are many NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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About 2 minutes by car to reach San Raffaele hospital from Milano Due centre

H

Line 923 - Ospedale S. Raffaele / Aeroporto Linate Line 925 - Cascina Gobba M2 / Milano Due

THE NEAREST METRO STATION AT 2,5 km

Line 925 toward Udine M2

Line 923 - Ospedale S. Raffaele / Aeroporto Linate Line 965 - Pioltello / P.za Aspromonte, Milano Line 922 - Segrate

5 min.

450 m LEGEND

H

18

Buildings A51 - Motorway Bus line Cycle path Bus stops San Raffaele hospital

N

Scale 1:10.000

MOBILITY NETWORK Analysis of Commuting flows - FOR WORK REASON

Analysis of Commuting flows - FOR STUDY PURPOSE

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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MANAGEMENT OF THE NEIGHBOURHOOD Organisation chart

Landscape architect

Enrico Hoffer

Cousins

Livia Borsani

1968 Edilnord Centri Residenziali sas

Architect

Giancarlo Ragazzi

1977

LOCAL MANAGEMENT

SOVRALOCAL MANAGEMENT

CONSTRUCTION

Silvio Berlusconi

Rappo srl management of green areas and walkable path

1973

Associazione Residenti di Milano Due Some of the chairman: Licio Petronio Maria Casati

Comprensorio Milano Due First chairman: Aldo Todisco

Sporting club

Supercondominio rapresentatives

REPRESENTATIVES INSIDE THE MUNICIPALITY OF SEGRATE

People

Paolo Borlone (Vice-president of the Sporting Club for 15 years)

Paolo Borlone Municipal councilor in the outgoing majority, he advocate for rights and needs of Milano Due citizens From the neighborhood representative to the municipality of Segrate

Representatives inside the Segrate Municipal council 20

Waste and Green Management Within the Milano Due district there are different actors operating in the management of urban green and waste. There is the company Rappo s.r.l. which works to ensure proper maintenance and cleaning of the co-municipal streets and at the same time maintenance of the common green areas.

There is the AMSA company that deals with the cleaning of the Strada Spina and at the same time the collection of waste. Finally, the autonomous residences have hired an agronomist who takes care of safeguarding the private green in the homes.

LEGEND Maintenance of the district roads - RAPPO srl Maintenance of the common green area - RAPPO srl Maintenance of Strada Spina and waste collection - AMSA Maintenance of private green autonomous residences Agronomist

N

Scale 1:10.000

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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FACILITIES ANALYSIS

LEGEND

N

22

Scale 1:7.000

DEFINING THE PROBLEM SWOT analysis

S

Strengths

•

•

A combination of various morphology of residential buildings • Huge percentage of green spaces • Walkability inside the neighbourhood • Availability of high amount of money Good Security due to the presence of surveillance and car-free community

W O T

•

•

Weaknesses

Few services in particular for elderly • Segregated neighbourhood • Many abandoned activities • Neighbourhood is aging Green areas just for decorative purpose • High house prices • Lack of job opportunities • Lack of mix house community

Opportunities

•

• Closed and cohesive citizens Diverse initiatives and associations are active in the territory • Numerous schools • Numerous vacant spaces (real estate property) • Great potential to become a 15-minute city

Gated community Distance with Milan • Community aging Shrinkage (population decline and economic recession) • Social isolation •

•

•

Threats

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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3

th

24

part

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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Introduction Towards a urban policy design project THE ISSUES

Engaging community and residents' participation

ABSTRACT

1 2

2

Community culture construction relatively weak, the community is sho all kinds of cultural activities and p welfare activities.

Community residents' participatio community activities is not wide and enough; the sense of belongin community needs to be enhanced.

Buildings 1

There are some abandoned activities a building in the neighborhood

High housing costs and housing p make it unaffordable for many people This third section is articulated in 3 part, one for each strategy: ‘A new way of 2

living’, ‘A new way of community’ and ‘A new type of natural environment’. The apartments are oversize and ther

The three different strategies pursue different objectives, the first one few is small size apartments. focusing mainly on the residential stock and upon the problems that affect this Landscape environment. For instance solve the problem of the massive vacant dwellings, Although there are a lot of green spa affecting almost all the residential building and in particular the one in1 the the community, most of them ar main square of the neighbourhood. For these problems, we aim to intervene decoration, and there are not many spaces for residents to use. in creating possible solutions, processes and incentives to encourage people living in Milano Due and creating new social services for the community. The type of green space is very s 3

lack of diversity.

The second strategy is focusing on the commercial spaces at the ground floor of the buildings, in particular under the arcades. We count a total of There are no benches in some areas o 3 around 30 abandoned activities, almost half of the total available. Here we number of benches is insufficient. use different strategies to foster buyers in locating here their activity, that can be commercial spaces, jobs activities (architecture and lawyer office,Services etc) tofacilities provide new opportunities for residents or new services, for people to enjoy.Some facilities are damaged and ne 2

be repaired and improved, such as br 3 The third strategy is focusing on the open spaces, in fact during the surveys we fences, bus stops lacking seats noticed that the numerous green areas were not valorized at all, big areas that protection. couldn’t be used by the community and just there for decorative purpose. With The community lacks the services th these third actions, we aim to regenerate open spaces, placing and creating elderly really need, such as facilitie new functions usable by the community (community farms, green roofs,3etc). the elderly care, newsstand, typew

and copying shops.

At the end, we provide a conclusion to summarize all the three strategies Some facilities need to be improved, together, in order to come up with a broad view of the actions implemented in as bus stops lacking seats and shelte 3 the whole neighbourhood.

Population and jobs 1

2

3

26

The community is aging

The total population of the communi been decreasing year by year, espe for young people and children.

Lack of jobs opportunity

AIMS AND OBJECTIVES

n is ort of public

1st strategy

on in d deep ng of

OBJECTIVE: create a social diversified neighbourhood.

1 2

2

s and

2 3 3

prices e.

2 1

3

3

re are 1 2

3

aces in re for green

1

1

or the

2 3

2 3

1 2

3

1

1 3

2

1 2

, such er.

ity has ecially

1

2

1 2 3

eed to roken s and

hat the es for writing

1 2

1

High housing costs and housing prices make it unaffordable for many people; The apartments are oversize and there are few small size apartments.

OBJECTIVE: attract new people living in Milano Due and revitalize the economy of the area.

1 2

simple,

Community residents’ participation is not wide and deep enough;

2nd strategy

1

3

The community is short of all kinds of cultural activities and public welfare activities;

3

There are some abandoned activities and building in the neighborhood; Some facilities are damaged and need to be repaired and improved, such as broken fences; The community lacks the services that the elderly really need, such as facilities for the elderly care; Some facilities need to be improved, such as bus stops lacking seats and shelter; The community is aging; The total population of the community has been decreasing year by year, especially for young people and children; Lack of jobs opportunity.

2 3

3th strategy

1 2 2 3

OBJECTIVE: create a diversified neighbourhood and attract visitors and new residents.

1

2

3

Most of the green spaces are for decoration, and there are not many green spaces for residents to use; The type of green space is very simple, lack of diversity; There are no benches in some areas or the number of benches is insufficient;

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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A new way of living As a first development concept, we thought of defining a new way of living. In particular, as we will analyze in more detail in the chapter, our main objective is to increase social cohesion within the neighborhood and at the same time allow a strengthening of the sense of belonging.

To achieve these objectives it is also important to set up and strengthen the neighborhood with new public functions in such a way as to be able, first of all, to increase social relations and at the same time be able to attract new potential tenants.

present on the upper floors of the building, a new way of organizing the spaces. . With regard to the agreed rent contracts, the latter do not correspond to a real novelty, because within the district, as explained by the Municipality of Segrate, there is currently a commercial space used as a pharmacy that is regulated by a contract at an agreed fee. The idea of including ​​ this type of contract also for private homes will bring numerous advantages, as explained in the chapter, to both new home users and owners who will be able to receive numerous tax benefits.

There are numerous empty dwellings within the Milano Due district in terms of private homes.

A further focal point of our work is to encourage residents to participate in public initiatives to increase social cohesion within the neighborhood with actions aimed at the social and environmental needs of the resident population.

The main difficulty will be linked to improving the sense of belonging to the neighborhood and to solve this problem it is necessary for the neighborhood to take care of the most vulnerable people such as the elderly and children with actions aimed at implementing useful functions for the population.

From this concept was born our idea of ​​inserting cohousing homes and homes with agreed rent contracts within the neighborhood. Our goal, in fact, is to increase the social inclusion of the neighborhood and the participation in the community. The focal point is the reuse of empty houses, reducing management costs and consequently generating numerous benefits both from an economic and social point of view.

Thanks to inspections carried out directly within the neighborhood and thanks to the help of the residents, it was possible to identify a significant real estate assets in a state of neglect which, as we will deepen in the chapter, has different reasons for being in this state; one of the most important is the difficulty of people to sell such houses since they have huge condominium expenses which consequently limit their sale.

New public social activities will be designed and implemented located in the central square where the former Mediaset building is in a state of neglect. These activities will be at the complete disposal of the residents of the neighborhood and will be an excellent way to improve social cohesion among the residents of the neighborhood. The new activities on the ground floor will have a dual function, the first is to increase the attractiveness within the neighborhood and the second to create, together with the cohousing residences

28

New voluntary activities will also be promoted thanks to which citizens will have the opportunity to help each other.

On the next page, View on a building / Source: picture taken by us

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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STARTING ELEMENTS

Public space without a specific value

PHARMACY RENT WITH AGREED FEE CONTRACT COMPLETELY EMPTY AND UNUSED BUILDING

TENANT: SEGRATE SERVIZI S.P.A. ANNUAL FEE: € 8,875.08

ABANDONED BUSINESS ON THE GROUND FLOOR

Private green

"Cascina Biblioteca" already active for social promotion PRESENCE OF ABANDONED APARTMENTS

LEGEND Selected buildings Empty dwellings Presence of apartments

abandoned

Abandoned business on the ground floor Schools (social services) Abandoned apartments Centrality

30

“

46 VACANT HOMES

”

excluding the houses inside the abandoned Mediaset building

N

Scale 1:8.000

Problems relating the building stock

Vacant dwellings There are numerous problems to which the Milano Due district is subjected regarding both the MANAGEMENT OF PRIVATE PROPERTIES and the SALE OF ABANDONED PRIVATE PROPERTIES

MANAGEMENT OF CONDOMINIUM EXPENSES within the district is very onerous given the characteristics that the district must necessarily possess

46 VACANT HOMES within the neighborhood excluding the abandoned Mediaset building located in the central square

Give up the sale MANY PEOPLE GIVE UP ON THE SALE of their property as potential buyers do not intend to pay high amounts for the management of a property and therefore

MANY HOMES REMAIN VACANT

26 OWNERS of private homes who have RENOUNCED THE SALE OF THEIR PROPERTY

SURVEILLANCE and MAINTENANCE OF THE GREEN are the highest values of the condominium budgets

SOME QUANTITATIVE DATA RELATING TO DISTRICT EXPENSES ITEMS OF EXPENDITURE

FINAL BALANCE

Administration expenses

116.140,96

Supervision

574.946,53

Maintenance

129.113,84

Green maintenance-cleaning

485.474,68

Lighting - drinking water

64.068,55

TOTAL ORDINARY EXPENSES

108 resident families 12.682,83 annual/household expenses

about

1.369.744,56

Super condominium expenses (2013-2014), district assembly

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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Abandoned residential stock

32

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Housing management

WHY LIVE IN COHOUSING? Cohousing is residential complexes consisting of private accommodation accompanied by large common areas intended for sharing between cohousers. Living in cohousing means living in balance between the autonomy of the private house and the sociability of common spaces, within

“PLACES CO-DESIGNED BY AND WITH THE PEOPLE WHO WILL INHABIT THEM.”

MANY POSITIVE ASPECTS for those who choose this lifestyle: ENCOURAGEMENT OF SOCIALITY REDUCTION OF THE COMPLEXITY OF LIFE GOOD NEIGHBORHOOD RELATIONS WHY USE AGREEMENTS WITH AN AGREED FEE? Owner Owners who decide to rent their property for rent at an agreed rate can benefit from, in addition to the tax breaks provided by law, some economic INCENTIVES TO PROMOTE AFFORDABLE RENT

CONTRIBUTION FOR RENOVATIONS GUARANTEE FUNDS New tenants The tenant can count on a LOWER THAN AVERAGE RENTAL PRICE and a HIGHER TAX DEDUCTION IN THE TAX RETURN

34

From where we can learn? co-housing

“COHOUSING CHIARAVALLE” - MILAN

This project is the most harmonious and green that can be imagined: the recovery of a 17th century farmhouse, surrounded by 25,000 square meters of greenery and over 300 square meters of covered common areas. In front of the famous Chiaravalle Abbey, 10 minutes by subway from the center, it is also served by a cycle path that goes directly to the Duomo: here you will live with all the COMFORTS OF THE

CITY, ENJOYING THE BENEFITS AND PEACE OF THE COUNTRYSIDE. The innovative building

Residential housing render / Source: COhousing.it

and plant engineering systems and smart technology specifically designed for the NEEDS OF FUTURE COHOUSERS, guarantee respect for the environment and maximum energy savings and make Cohousing Chiaravalle the perfect mix of historical charm and an innovative heart.

Residential housing render / Source: COhousing.it

co-housing

“COVENTIDUE” - MILAN

COventidue is located in Milan in Corso XXII Marzo 22. COventidue is an example of how the QUALITY OF LIVING CAN BE COMBINED WITH INNOVATIVE SERVICES, respecting the environment at affordable prices. The intervention consists in the renovation of a historic Art Nouveau building, redesigned to promote the highest quality of life in terms of comfort, pleasantness, and liveability. About 60 apartments of different cuts and sizes, with tailormade designs. In Coventidue, with about 180 square meters of covered common spaces, there will be space for a multipurpose room, a cinema room, a laundry / drying room, a guesthouse, a coworking, a play area for children, a hobby room and / or everything.

Residential housing render / Source: COhousing.it

Residential housing render / Source: COhousing.it NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

35

THE PROPOSED SOLUTION

36

Strategic elements

LEGEND Action 1.2 Actions 1.3 - 1.4 -1.5 Action 1.6 Action 1.7 Action 2.2 Action 2.3

N

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

Scale 1:9.000

37

The actions implemented

Principles

1. Renew the residential heritage

Objectives

Affordable building incentives

1.1 The Municipality of Segrate launch a call for renovating the vacant building in

1.2 Analysis of the territorial and social context, to be carried out through a ser community and with the participation of the public administration and other act in the inclusion of cohousing within the district facilitated, in order to define nee in the design phase;

1.3 Design of collaborative residential services that encourage the formation of a belonging and of local and urban ones that strengthen relations with the neighbo 1.4 Selection of focal points and drafting of the participatory planning program assignees and housing allocation;);

Actions

1.5 Participatory planning relating to common spaces and meeting points, ident availability, needs and desires of future tenants; 1.6 Renovation of the apartment; 1.7 Identification of abandoned houses within the neighborhood; 1.8 Promotion by the Municipality of agreements with an agreed fee;

1.9 The municipality manages the requests (also checking the financial situation the web portal.

Financial investment

38

€€€

2. Enforce the ‘sense of belonging’, make an inclusive society

Enhance the inclusiveness of the neighborhood

n the main square;

ries of meetings with the tors potentially interested eds and must be pursued

a sense of community and orhood; (identification of housing

2.1 Establish a house-to-house volunteer program. The goal is to improve and empower the community.

To be defined as such, it is important that an individual’s problems are referred to the whole community so that people who have a particular need are helped; 2.2 Promote initiatives in collaboration with Cascina Biblioteca for children and the elderly. This latter is a very important entity that develops initiatives aimed at helping children and the elderly. Thanks to the proximity to the neighbourhood (10 min walk) it is possible to create a collaboration relationship; 2.3 Identify new centralities in the neighborhood since to improve social cohesion it is important to have public spaces available where you can meet and socialize with people. Within the district there is no particular centrality.

tification of aptitudes and

n of the tenants) through

€

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

39

The process

CO - HOUSING 1.

The Municipality of Segrate (current owner) launch a call for renovating the vacant building in the main

square 2.

3.

4.

RENOVATION of the apartment and ground floor

Who will finance?*

The assigned Associations can INITIATE THEIR ACTIVITY and the assigned families can move there Evaluate it and analyze the outcomes and shortcomings

1 month

10 months

1 year

Later

Step 1

Step 2

Step 3

Step 4

* See sub - chapter ‘Possible interested in buying / renting the activities’

AGREED RENTAL 1.

The current owner of the apartment ask the Municipality for RENTING THEIR APARTMENT AT AGREED

CONTRACT 2.

The Municipality promote the apartment at lower rental prices

3.

Low income families ask for renting the apartments

4.

The municipality EVALUATE PERMISSION AND DOCUMENT and at the end authorize the rental

5.

Families can move to live in Milano Due

40

1 months

3 months

5 months

8 months

Step 1

Step 2

Step 3

Step 4 and 5

Actors involved in boosting the sale or rent of the residential stock

PUBLIC AUTHORITIES

BANK AND FOUNDATIONS

Segrate Municipality

•

Promotion of municipal agreements relating to new concepts of living.

Incentives in the realization of rent contracts agreed between owners and tenants.

Start-up of awareness-raising and information activities for citizens.

• •

•

PRIVATE COMPANIES •

Dar_casa

•

Awareness raising, information on the benefits of the community; Promotion of the quality of life of individuals and groups within a community

AQUAS

Cascina Biblioteca

Cooperative that deals with people, and in particular with frailties with a sensitive look at the opportunities that arise from the encounter with the “different”.

•

•

OTHER ACTORS

Cascina Olgetta

Design and management of complex real estate interventions, with particular attention to the social dimension

•

Banca Popolare di Sondrio

Promotion of sales agreements for new properties Start-up of mortgages in the name of the entire community or the operating company.

It will deal with the social integration of the initiatives

•

•

•

Form_Attiva

Interested residents

•

Citizens have the opportunity to invest even small

•

The different associations, in synergy with local services, will facilitate the identification (together with the municipality) of some assignees with situations of fragility and vulnerability

amounts of money for the well-being of the neighborhood.

Resident Association

Facilitation, mediation, sharing of choices

ACTEL

Encourage users to actively participate in cultural activities through meetings, debates, lectures, conferences and language courses.

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

41

Financial investment and economic feasibility

Mq

€ / Mq

TOTAL

Primary urbanization charges

5.400

11

59.400 €

Secondary urbanization charges

5.400

13

70.200€

Primary urbanization charges

1.800

36

64.800 €

Secondary urbanization charges

1.800

26

46.800 €

Construction cost

7.200

400

2.880.000 €

COST OF RENOVATION

Basic renovation

SETTING UP COMMON AREAS

5.400

125

675.000 €

Social activity space

-

-

ADMINISTRATIVE EXPENSES

DEVELOPMENT COSTS

Cohousing proposal

Housing renovation

Ground floor renovation

EARNINGS FOR SEGRATE

COSTS FOR NEW TENANTS

TOTAL

*

42

8.000 € *

3.804.200 €

DIMENSION (Mq)

€/Mq (original 3.646 €/Mq)

TOTAL

5400

2.250

12.150.000 €

ADMINISTRATIVE EXPENSES

-

-

3.121.200 €

COST OF RENOVATION

-

-

675.000 €

SETTING UP COMMON AREAS

-

-

8.000 €

TOTAL

15.964.200 €

PRICE PER FAMILY

456.120 €

DIMENSION (MQ)

RENTAL FEE AGREED/YEAR

TOTAL

1.800

75 € - 90 €

137.250 €/year

-

-

12.150.000 €

APARTMENTS FOR SALE

SOCIAL ACTIVITIES TOTAL EARNING FROM APARTMENTS SELLING

The public administration of Segrate has shown its interest in the initiative by declaring its willingness to participate in the project by carrying out activities for social and recreational purposes inside the abandoned building. In this way, the Administration intends to expand the current offer of services for young and old currently present but which are insufficient for current requests.

LENDERS WILLING TO INVEST THEIR MONEY FOR CO-HOUSING BUILDING

SEGRATE MUNICIPALITY • invest initially 3.804.200 € • then they earn 12.150.000 € and 137.250 € each year

EARNING AFTER THE FIRST YEAR

8.483.050 €

EARNING IN THE NEXT YEARS

137.250 €

Possible interested in buying / renting the activities

Cascina Olgetta This farmhouse can be interested in renting new ground floor spaces, for having AREA MORE EASILY ACCESSIBLE, rather the one they have now (in the middle of agricultural land), for organizing activities for the community.

ACTEL or AQUAS Those associations were already present within the neighbourhood, but the need of having bigger school, the civic center was converted in new classes, and the function there had to move away.

GIVING THEM THE POSSIBILITY TO MOVE BACK IN THE NEIGHBOURHOOD can be an opportunity for citizens and for the association itself to restore their original habits.

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

43

Visualizing the project 3D STRATEGY

44

N NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

Scale 1:6.000

45

PILOT PROJECTS

Social activities BEFORE

Abandoned activities in the main square of the neighbourhood / Source: picture taken by us

AFTER

New social services located in the main square of the neighbourhood / Source: picture taken by us 46

1

New tenants BEFORE

2

Empty dwellings / Source: picture taken by us

AFTER

New tenants in the previous empty dwellings / Source: picture taken by us NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

47

A new way of community This chapter focuses on the second strategy ‘A new way of community’. With this definition, we refer to our wish to be able to create the basis in this project to create a new form of community.

•

1 post office

•

1 restaurant

•

2 grocery

Currently characterized by individualism and little sociality, a neighbourhood that unfortunately could now be defined as a dormitory, but which has strong potential to be characterized as a perfect neighbourhood in 15 minutes.

•

5 coffee bars

The numerous abandoned premises give the opportunity to establish numerous new commercial, services and jobs activities to meet all the needs and requirements of the residents of the neighbourhood, spread over all age groups.

Furthermore, another objective of the strategy is to create new centralities within the district, spaces that can bring together numerous citizens.

The general principles that guide the second strategy are many and all aimed at reviving the economic landscape of the Milano Due district.

From this short list we can understand the meagre choice of services that tend to survive with high prices and not accessible to everyone.

Moreover, we want to ‘fight’ in this chapter the strict, rigid and old rules that still governed the neighbourhood.

For instance, as we can see from the picture placed at the side, no chairs or table are allowed outside.

This for us is a pity because left the open spaces without a clear function and left it into neglect.

A vital space can be a useful aspect to revitalize the area also thinking to the neighbourhood that we have that is full of open and green spaces.

Commerce and job opportunities are some of the main catalysts of the neighbourhood, in fact, since the number of activities has decreased, the area has begun to undergo a phenomenon of shrinkage.

In fact, it is no longer an attractive area, there are few requests on the market as, in addition to the quality of life, it is a neighbourhood surrounded by greenery and with numerous potentials such as complete pedestrian accessibility and unfortunately boasts several problems. Such as forcing residents to use cars or public transport to reach a wide choice of services or their job, and in any case such as to satisfy all the needs of everyday goods.

In fact, in Milano Due we find: •

1 supermarket

•

1 pharmacy

•

1 co-working space (for companies and meetings not for people alone)

•

1 butchery

48

On the next page, Commercial activity / Source: picture taken by us

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

49

STARTING ELEMENTS

s

“

30

ABANDONED COMMERCIAL ACTIVITIES

s

”

c LEGEND Functioning commercial activities Abandoned commercial activities

s c 1

s

Pedestrian areas Crucial area of interest Open areas useful to trasform Schools Cultural centre FILNOVA BioTechnology company applied to agriculture

2

s s

1 4

3

FRIEM - specialized i n designing and manufacturing electric Power Converters

4

FILNOVA - leader in the market of equipment f or w elding thermoplastic materials in the construction, business and industry sectors

50

2 3

N

Scale 1:8.000

The challenge HOW TO TACKLE SHRINKAGE PHENOMENA? A neighborhood most inhabited by elderly FEW LOCAL SHOPS

PREFERRED BY ELDERLY

Forcing people to use DEPARTMENT STORE

most of elderly do not own a car, forcing them moving there once a week

MILANO DUE HAS IS NOT ANYMORE AN ATTRACTIVE PLACE

WORKING PEOPLE DEPARTMENT STORE

LOCAL SHOPS

far from home

close to home

rarely accessible by footh, usually by car

accessible by footh

full of people during peack hours

faster purchases

Commercial activities The neighbourhood is facing economic decline compared to 10 years ago

50% EMPTY SPACES

The number of commercial activities still open

MUST USE INNOVATIVE APPROACHES TO TRANSFORM OUR VACANT LAND “WE IN WAYS THAT INCREASE ITS VALUE AND PRODUCTIVITY AND PROMOTE LONG-TERM SUSTAINABILITY ” NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

51

Abandoned commercial stock

52

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

53

How to encourage citizens?

OWNERS OF COMMERCIAL ACTIVITIES Rent the site

Sell it

INCENTIVIZE THEM TO START SOMETHING NEW

can also boost both

lighten legislative aspects

Commercial activities can’t put tables, chairs or merchandise outside! articles n.25/d in Milano Due regulations document

WHAT THE COMPREHENSORY CAN DO? A rich and wealthy neighbourhood

GIVE SUPPORT AND CONTRIBUTION TO RE-LAUNCH ACTIVITIES AND SERVICES IN THE VACANT SITES Using the example of Cascina a small town in Pisa Province.

Over 65.000 € to encourage trade and production activities in the historic center

WHAT CITIZENS CAN DO? A RESIDENT’S PROPOSAL

They buy the assets and rent them out at controlled prices As happened for the Sporting Club, the members are the owners of shares

Encourage YOUNGER to start an activity there!

54

From where we can learn?

commerce

“TIRA SU LA CLER”

The Municipality of Milan has issued a provision that provides for the assignment, with rent reduced by up to 90% for the first five years, of 9 spaces located in the suburbs of the city.

Promote business development, encourage neighbourhood trade and at the same time bring unused spaces on the outskirts of the city to new life, for a total of about 600 square meters.

This is the goal of ‘Tira su la Clèr’, the provision approved by the Milan council that makes 900 thousand euros available to self-employed workers, artisans, small independent entrepreneurs, cooperatives and microenterprises, duly registered in the Business Register, who will decide to open its own business in the areas of Quarto Oggiaro, Chiesa Rossa and Niguarda.

Closed shops in Gratosoglio / Source: Roberto Schena temporary use

“TUTUR – a Tool for Urban Regeneration”

Temporary use is a planning tool effectively bringing together various stakeholders: it engages an important number of municipal and private economic development agencies and property owners, as well as cultural organisations, to elaborate potential uses of existing infrastructure and resources. In the meanwhile, architects (and landscape architects, designers) also play a key role in the development of models for interim use and in the establishment of temporary spatial possibilities.

Transforming empty properties to allow them to adopt new uses offers advantages to all: owners profit with the renovation and preservation of the building, users access affordable work and living spaces, residents enjoy their revitalised neighbourhoods, merchants benefit from increasing traffic and sales, and the design professions gain new work opportunities and expanded professional perspectives. The TUTUR project has aimed at introducing the method of temporary use in urban regeneration to cities participating in the network.

The Cottrell House in Wembley, London / Source: Levente Polyak

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

55

THE PROPOSED SOLUTION

56

Strategic elements

LEGEND

Action 2.4

Action 1.1 - 1.2 - 1.3 - 2.2 Action 1.4 Action 2.3 Action 3.1 Action 3.2 Action 4.2 Action 4.3 Social activities Strategy 1

N

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

Scale 1:8.000

57

The actions implemented

1. Promote acquisition of activities

Objectives

Boost the market, valorize the huge activities that are abandoned, motivate people to buy locally

Encourage people to mo should be a big gather different

1.1 Funding deprived areas;

2.1 Using culture and cre

1.2 Decrease the cost of sell / rent, this can encourage buyers;

2.2 Promote the creati ones placed in tab. 1;

1.3 Address underutilization commercial spaces through policy of incentives;

2.3 Improve access and and recreational servic intercultural dialogue;

Actions

1.4 Encourage partnership between S. Raffaele Hospital or Statale University and other firms to conduct research and provide job training within the underutilized sites.

Financial investment

58

2. Retaining and a

Principles

€€€€

2.4 Relax business start-u to stimulate entrepreneur

€

attracting talents

ove in Milano Due, this ring area, a catalyst of energies

3. Riqualify area that still not have identity and give them a new function

This can contribute to enhance the quality of the space, differentiate it in order to foster attractivity

eativity as a magnet;

ion of new services, the

d participation to cultural ces which can foster

up and update regulations rship.

€

4. Finding the right match in local labour markets Support companies in developing competencies, new strategic directions and engage in innovative collaborations

4.1 Promote a more entrepreneurial ecosystem and engage the private sector and the associated collaborative approach from the start ;

3.1 Improving existing places; 3.2 Support the development of shared spaces for clusters with high levels of self-employment; 3.3 Address equity: ensure that a good standard of core services are provided to all groups in all areas,

4.2 Enable the local authorities as a facilitator and not as a manager; 4.3 Organising workshops and seminars; 4.4 Encourage minority business enterprises.

€€€

€€€€

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

59

HOW TO IMPLEMENT THIS STRATEGY? Our idea We identified two possible solutions for regenerating the empty commercial stock creating pop-up activities and one idea for giving a new identity to some open spaces: PROPOSAL 1.1 The Comprehensory that possess a big amount of money or citizens themselves (for who wants) can renovate the shops with the bare minimum and launched an open call to select projects. The winning teams can install their own activities – ateliers, shops, galleries – free of charge for a year.

In exchange for space, the beneficiaries had to give free of charge workshops or other services to the public. This rule of exchange created an immediate impact on the area as many activities will be held throughout the day, providing a variety of input for the public, which can boost the economy and attract talent and people.

PROPOSAL 1.2 Applicants could apply to use the available commercial units as performing space, product production space, or project space. The beneficiaries had free space for six months, with paid utilities, and an advertisement campaign made on a municipality scale. During the six months, the beneficiaries have to always keep the shop open, to organise one or two free workshops each month. At the end of this term, the beneficiaries can keep the shops open agreeing on the rent with the owners.

60

We were happy to see an idea of exchange functioning well, and pulling together different civil elements: you acquire spaces that are in decay, use them temporarily without paying, but activating creative people and triggering a public space use.

It managed to bring together different stakeholders, reactivate spaces in the city and promote the work of young creatives, the aim is to lead Milano Due as a sort of innovative hub for different initiatives and start-up.

PROPOSAL 2 The second part of the strategy is dedicated to regenerate or more in general to give a new identity to some spaces that now are lacking.

The Comprehensory can assign an amount of money to communities who want to make small interventions in their neighbourhoods. For example, a community group can apply to make benches or a playing area outside a school. With this program, we wanted to empower citizens who want to make those things that are necessary in the city spaces and they use on an everyday basis.

We hoped to create more trust between citizens and institutions, by taking some decisions out of the municipality hands and putting it back in the community hands, and therefore really affecting the way decision is taken at a city level. The community groups would apply through the open call with a proposal if selected the Comprehensory would award them the grant and the group would construct their proposals.

The process

POP - UP ACTIVITIES PROPOSAL 1.1 1.

2.

Interested citizens or Comprehensory BUY THE EMPTY COMMERCIAL SITES* at reduced prices

LAUNCH A CALL for collecting possible ideas and solutions

3.

The tenants renovate the space

4.

The assigned groups can INITIATE THEIR ACTIVITY

5.

FREE RENT for a year IN EXCHANGE OF FREE SERVICES OPEN to the community

Evaluate it and analyze the outcomes and shortcomings

1 months

2 months

4 months

7 months

Step 1

Step 2 and 3

Step 4

Step 5

faster proposal PROPOSAL 1.2

1.

The currently owner of commercial activities RENT FOR FREE FOR A PERIOD OF 6 MONTHS*

2.

The users / beneficiaries renovate the space

3.

The users / beneficiaries must leave the activity open every day

4.

Evaluate it and analyze the outcomes and shortcomings

1 months

2 months

3 months

6 months

Step 1

Step 2

Step 3

Step 4

* Which are the benefits? Why they should buy an activity?

Check sub-chapter “Posssible interested in buying / renting the activities” NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

61

Actors involved in the relaunch of commercial activities

PUBLIC AUTHORITIES

•

FOUNDATIONS One of the most important hospital in Italy, localized in Milano Due, thanks to their availability of money they can contribute with small investment or in finding furniture and resources, in exchange of new available spaces in the neighbourhood.

•

It protects the interests of farmers and those of citizens and is aimed at everyone to provide answers to highly topical issues. It supports Italian agriculture in direct sales, tourism and eco-sustainability.

•

Foundation that brings together various associations aimed at the marketing of food products.

•

Support the business, protect interests and boost development in the various sectors of artisan businesses.

Chambre of Commerce

They can provide support for helping the new companies in creating a new activity.

Segrate Municipality

•

They can also invest money to boost the economy of the neighbourhood.

•

It can be useful for them having new available spaces for their activities at their disposal near the university.

Statale University

PRIVATE COMPANIES •

•

•

•

Comprehensory

Fondazione Campagna Amica

Unione Italiana Food

Unione artigiani

OTHER ACTORS Interested citizens

•

Interesting in re-activate the economy and the commercial activities of the neighbourhood.

Non-profit Agency (ACTEL and AQUAS)

•

They can help in the creation of a community network for making the different procedures easier to be implemented.

Coldiretti

•

A private school present in Milano Due that can contribute also in economical terms and having new spaces at their disposal.

•

A farmhouse already aimed at improving the attractivity of the area, organizing different activities for the community.

•

The crucial actor for the implementation of the whole strategy.

•

Interested in the creation of new spaces for organizing activities for the community, like workshops and seminars.

They can help to provide funding to re-activate the economy of the area, which can be helpful also for them because new residents mean more fees and more gain.

Association for vulnerable group that can help in the creation of a network between the community.

Association representing the agricultural farming in Italy, can be helpful for them also in relation to the 3th strategy (that we will analyze later) to have at their disposal new spaces for the production of food, to be sold than in the local commercial activities.

Your Farmer

An innovative startup for the distribution and production of food, careful to sustainability and local production.

Slow Food

Slow Food is an international non-profit association committed to giving value to food, respecting those who produce, in harmony with the environment and ecosystem.

62

San Raffaele Hospital

•

Resident Association

ICS School

Cascina Biblioteca

Commercial activities’ owners

Parents Association

POSSIBLE INTERESTED IN BUYING / RENTING THE ACTIVITIES

Segrate Municipality They can be interested in buying numerous spaces for having those activities at their disposal, and creating there what they want and what they prefer, IN ORDER TO BOOST THE ECONOMY OF THE AREA, and encouraging new people visiting and living in Milano Due.

IF NEW PEOPLE ARRIVE THE MUNICIPALITY EARN MORE

Private Companies They can be interested in renting the spaces in a relaxing and pleasant area, probably near their house.

For the private companies dealing with food goods, thanks to the disposal of agricultural land placed at the boundaries of the neighbourhood (see strategy 3) the COST OF THE GOODS WILL BE VERY LOW. No transport cost! the decrease of the goods price encounter also one of the most common claiming that the residents did (the price in the last year increased a lot) making the expenditure too high and not any more affordable for all.

Cascina Biblioteca The space that they have right now is not in a strategic location, is placed in the middle of an agricultural field, so not many people passing from there, and the activities they organize are not well advertised.

Having a new and renovated space for free for a year can be AN OPPORTUNITY TO MAKE THEMSELVES KNOWN, and reaching new offers to allow them to pay the rent for the future years.

Commercial activities’ owners

Positive impact

If they contribute to the regeneration project and if they’re willing to cooperate.

For instance, rent for the short period for free in order to encounter the market needs.

Negative impact

If they do not accept proposal because they want to gain more, this can be an issue!

NEGATIVE INCENTIVES

Taxes on emptiness (only if the owner refused to sensitive proposals).

NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

63

SUMMARY SCHEME

Funding deprived Areas Decrease the cost of sell / rent Address underutilization commercial spaces Encourage partnership between S. Raffaele University or Statale University and other firms to conduct research and provide job training Encourage long-term investment Using culture and creativity as a magnet Promote the creation of new services Improve access and participation to cultural and recreational services Relax business start-up and update regulations Improving existing places Support the development of shared spaces Address equity

Develop a variety of co-location spaces for artistic and entrepreneurial uses Promote a more entrepreneurial ecosystem and engage the private sector Enable the local authorities as a facilitator and not as a manager Organising workshops and seminars Encourage minority business enterprises Develop comprehensive start-up incentives 64

eC am pa daz ion

arm er

Fon

ACTIONS

FOOD

You F

STAKEHOLDERS

MANAGEMENT Com pre hen sor Ori y g in al c om . ac Seg tivi rate ties Mu own nic er ipa Inte lity res ted citi zen Uni s one arti g ia ni Cha mb re o f co mm erc e Col dire tti

TOPIC

EDUCATION Mil an tori eni ciaz ion Ass o

ol Sch o ICS

le U Sta ta

eG

rsit y

Hos ele Raff a San

AS AQ U

nive

pita

l

ent i eR esid ACT EL

ciaz ion

Ass o

Cas c

ina

Olg

etta

ca Bib li ina Cas c

d Foo

Slo w

Uni

one

Ital

ian

ote

a Fo

od

ag n

aA mic a

oD

ue

CULTURE

TIMELINE 2 year Immediately 2 years 6 months

1 year 1 year 2 year 2 years 1 year 2 years 2 years 3 years

2 years

1 year Immediately 1 year 1 year 2 years NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

65

Financial investment and economic feasibility

INITIATE THE ACTIVITY LENDER Segrate Municipality / Interested citizens

STEP 1

PRICE for €/mq 3.000 €/mq

Proposal 1.1

FOR 90 mq (medium size) 280.000 €

SELLER Original owner

190.000 €

STEP 2

How much the owner is paying right now, even if the activity is closed? 3.600 € / year LENDER: Tenant

RENT PRICE

LENDER: Tenant

300 €/month of condo fees

TOTAL

1.500 €/month for the space 1.800 €/month

free for the 1st year

Ex: A case study

STEP 3

CREATE A SPACE FOR HOSTING CULTURAL DEBATES

LENDER: Tenant

PRICE Restructuring

5.000 €

Furniture:

800 €

Administrative documents

500 €

TOTAL

6.608 €

HOW MUCH THEY HAVE TO PAY? New Owner

HOW MUCH THEY EARN? 190.000 €

Tenants: At the start

Every month

Revenues from citizens taxes (for the maintenance of open spaces)

66

190.000 €

Old owner New owner:

6.608 € 1.800 €

For the 1st year Later

0€

21.600 €

MONEY from citizens / Comprehensory to shop owner

MONEY from tenants to new shop owner

1st STEP

2nd STEP

Citizens or Comprehensory buy the shop

Rent to someone else for manage the shop

RESTAURANT

STEP 1

Proposal 1.2

LENDER: Tenant

RENT PRICE

LENDER: Tenant

300 €/month of condo fees

TOTAL

1.500 €/month for the space 1.800 €/month

free for 6 months

Ex: A case study

STEP 2

CREATE A SPACE FOR HOSTING CULTURAL DEBATES

LENDER: Tenant

PRICE Restructuring

5.000 €

Furniture:

800 €

Administrative documents

500 €

TOTAL

6.608 €

HOW MUCH THEY HAVE TO PAY?

HOW MUCH THEY EARN?

Tenants: At the start

Every month

Owner: 6.608 € 1.800 €

For the first 6 months Later

0€

21.600 €

MONEY from new tenant to old shop owner

1st STEP

RESTAURANT

The original shop owner rent the shop

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Temporary use It aims to support civic engagement in urban regeneration by promoting community-led interventions and temporary use of space in vacant buildings. To mediate with owners and to assign shops to young innovators, for temporary use, and free-of-charge. The city can become a space of opportunities for innovators, either through architectural projects or through urban initiatives.

Our goal has been to reformulate public space in creative ways, benefitting from the city innovative ideas, rather than from established top-done operational models. It became important for us to access these storefronts and to reactivate them by injecting new pop-up activitiessince their vacancy and the consequent lack of activity in the area created dark pockets of apparent urban decay in the city.

“WE MUST SUPPORT OUR CURRENT RESIDENTS AND ATTRACT NEW RESIDENTS

”

POP - UP ACTIVITIES to overcome vacancy and activate the economy

The first part of the project focused on opening closed shops.

During this mapping phase, we went in-depth into the effects of the economic crisis: we discovered that many shops are empty due to the high taxation and bureaucratic hitches such as planning permissions or debts, while other owners didn’t have the means to upgrade their properties and to rent them.

“A NEIGHBORHOOD THAT CONNECT PEOPLE TO OPPORTUNITIES” OPEN SPACE regeneration

We tested out, in this second part, modes of organization and communication and strategies of how to artistically open up spaces. How to characterize them? How to give them a new function? We wanted to host a temporary event to start a long term opening of space. On the one hand, we want to have spaces to bring together entrepreneurs that could work in this district, children that can play, employees that can enjoy their everyday life after work. While doing so we want to highlight the fact that this district is more than just a residential area, not only people living here but also an attractive place that is now more conscious of the potential of this area.

68

Table 1

“A NEIGHBORHOOD ACTIVE 24 HOURS”

ACTIVITIES to create

Hours of function

• •

Evening

Community kitchen for social disavantage and vulnerable group

•

Library Space for hosting cultural debates Workspace for craftsmen and artists Social promotion associations

• • • • • • • • •

Fish market Newsstand Shoemaker Stationary Hardware Haberdashery Grooming Bar Job activites (lawyer or architect

•

Afternoon

studio)

• •

Opena air cinema Stage for event

OPEN SPACE EVENT

RECREATIONAL ACTIVITIES AND SERVICES

LOCAL SUPPORT GROUPS

•

Morning

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Visualizing the project 3D STRATEGY

70

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Scale 1:6.000

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PILOT PROJECTS

Pop - up activities BEFORE

Abandoned commercial activity / Source: picture taken by us

AFTER

Old abandoned commercial activity, converted in a new commercial space / Source: picture taken by us 72

1

BEFORE

2

Arcades providing a protected walkable area, usable by the merchants / Source: picture taken by us

AFTER

Arcades usable by the merchants for placing tables, chairs and different goods / Source: picture taken by us NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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PILOT PROJECTS

Open space BEFORE

Small amphitheatre in the neighbourhood / Source: picture taken by us

AFTER

The amphitheatre used for organizing activity for the community in the neighbourhood / Source: picture taken by us 74

3

BEFORE

4

Arcades protecting commercial activities / Source: picture taken by us

AFTER

Arcades protecting commercial activities equipped with benches, tables, chairs and furniture / Source: picture taken by us NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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A new type of natural environment This chapter focuses on the third strategy ‘A new type of natural environment’. Considering environmental health and human health, a good natural environment is an indispensable part of the community to reach a 15-minute city.

Milano Due’s vocation to constitute a sort of green, isolated and autonomous citadel. It is characterized by a large amount of green space and is far away from the pressure and noise of the metropolis. However, a problem with Milan Due is that so many areas of green space are mostly for decoration and ornamental purposes, and in fact cannot be used by the residents of the community.

And the type of landscape in the community is relatively single. Therefore, the establishment of a new type of natural environment is particularly important.

We mainly create a new type of natural environment from two aspects: building community farms and improving the quality of public spaces and landscapes.

outdoor recreation and social activities, increase different functional public spaces. By transforming and upgrading the existing public space and landscape space, enriching landscape facilities and creating a “walk-friendly” community leisure space. For example, we transform the large green space in front of each group of residential buildings into a front garden in this area, so that residents can make full use of this green space, making it a pleasant public green space for residents to relax, entertain, communicate, and rest.

It can effectively protect green spaces, beautify the environment, and identify urban heat islands effect. It is conducive to the sustainable development of the community, the economic development of the community, and more importantly, can help to create an inclusive and welcoming neighbourhood. Help to achieve the value and support community cohesion and inclusion.

First, we want to build different types of farms in the community. For example, community gardens, yard gardens, rooftop farms and urban farms.

And our goal is to optimize and integrate food and agriculture systems into community planning and design from the perspective of sustainable communities. It can encourage self-sufficiency, produce nutritious food, reduce family food expenditure, and save resources. We proposed the Community food planting planning policy system.

The community food planting planning policy system guides community food planting practices.

At the same time, from the three levels of National planning policies and frameworks, local planning, community planning, to propose policy recommendations to improve the Community food planting planning policy system.

Second, we want to improve the quality of landscapes and public spaces. Our goal is to create different functional public spaces, increase the accessibility of public spaces, and increase their interest. We hope to create a suitable place for

76

On the next page, Laghetto dei cigni / Source: picture taken by us

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STARTING ELEMENTS

5666m2

8030m2

6639m2

19354m2 5262m2 21943m2

5281m2

15651m2 2681m

2

7545m

2

4522m2

5521m2

6290m2

6793m2

8219m2

Green areas mainly for decorative purpose, a big resource which cannot be exploited

11826m2

6099m2

7919m2

5212m2

21477m2

43375m2

4712m2

22109m2

5450m2

5245m2

LEGEND Agricultural area Private green area for decorative purpose Public green area for decorative purpose Degradated area

78

11008m2

18042m2

7549m2

14508m2

8003m2

N

Scale 1:8.000

The connection between the different strategies

Strategy 1: a new way of living

Strategy 2: a new way of community

• Improve the social inclusion • Enforce the sense of belonging • Favor community engagement initiatives • Solve the problem of vacant residential units

• Promote acquisition of activities • Enhance the attractiveness • Re-qualify area that still not have identity • Give them a new function • Find the right match in local labour markets

Strategy 3: a new way of natural environment Improve the quality of public space

• Provides high quality public space for residents to meet and make new friends with others; • Improving the design and attractiveness of the neighbourhood can attract new housing developments.

• Provides opportunities for residents to get together, which can help achieve community cohesion and inclusion;

Create the community farm

• Create opportunities to develop skills and building confidence amongst adult growers, provides job opportunities for residents.

• Social enterprises can sell directly the food they grow.

• High quality public spaces have the potential to attract new people coming to Milano Due;

The strategy 3 pursue similar objectives with strategy 1 and 2 but the former try to tackle and solve the issues, through the requalification of the natural environment and open spaces.

Both of these two strategies are dealing with the requalification of the ground floor and contrasting the vacant spaces phenomena. The first one is more related to promoting social activity, rather than the second one is more oriented toward providing to the neighbourhood all the services needed.

STRATEGY 1

STRATEGY 2

Provide residents with more opportunities for, entertainment and social interaction, increase social cohesion in the community, and strengthen the sense of belonging to the community itself.

STRATEGY 3

The aim that these two strategies have in common is that of fostering the attractivity of the neighbourhood, in order to encourage new people living in Milano Due.

Create a 15-minute city that is inclusive, dynamic, attractive, welcoming and sustainable.

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Non diversified green areas

80

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From where we can learn? - COMMUNITY FARM

German Kleingarten (Schrebergarten)

•

The main form of urban agriculture in German is citizen farms, that is, the government or farmers rent out farmland located in cities or suburbs to urban residents for the purpose of planting flowers, vegetables, fruit trees or operating family farming. Its main purpose is to allow citizens to experience the process of agricultural production and management and enjoy the pleasure of farming. Because the Kleingarten caters to people’s needs for returning to nature, leisure experience and obtaining safe food, it is welcomed by urban residents.

•

Main approach Township or county governments provide public land or lease land to farmers, and then lease it to urban residents who do not have agricultural land to cultivate and experience agriculture.

The tenants shall apply according to the conditions announced by the government. The Tenant has entered into leases with the Government for a period of 25 to 30 years, and a management committee will be formed by the Tenant to take charge of the management of the Kleingarten.

The annual rent of the Lessee shall be DM150 per person, and the annual dues of DM50 to the Management Committee of the Legal Person shall be used as the public affairs and environmental maintenance expenses of the Management Committee. At the same time, each Lessee shall be required to do at least one hour of voluntary labour per person per year to clean up the environment of the Park. It is up to the lessee to plant flowers, grass, fruits, vegetables, or yard operations in the citizen farm, but the products cannot be sold and can only be distributed to relatives and friends for consumption.

Five functions of the citizen farm: • Provide the pleasure of experiencing farming; • Provide healthy and self-sufficient food; • Provide places for leisure, entertainment and social interaction; 82

Provide a natural, green and beautified green environment; Provide the best place for retirees or the elderly to spend their time.

Kleingartenanlage in Munich, photo taken from the Olympiaturm / Source: Dan Mihai Pitea via Wikipedia

Crates used for the cultivation of different spices, fruits and vegetables, commonly used in community farms.

/ Source: Shan X., 2010.

From where we can learn?- PUBLIC SPACE

The Yerba Buena Street Life Plan At the outset of the project in 2010, there was little binding the distinct pockets of the Yerba Buena District together despite geographic proximity within the 12 city blocks and 11 miles of streetscapes.

The historically industrial neighbourhood is plagued by broad transportation-oriented streets and banal streetscapes that neglect human scale, yet there are many noteworthy assets that have turned the district of warehouses and auto shops into one of the most enterprising neighbourhoods including small businesses, major corporations, and site of both the dot-com and current tech booms, complete with numerous hotels, bars, and restaurants. The district boasts the city’s highest concentration of museums and art galleries, and institutions such as the Museum of Modern Art, the Yerba Buena Center for the Arts, the Moscone Convention Center, and Metreon and Westfield Malls. Simultaneously, the residential population includes senior, international, affordable housing, luxury residences, and a constant rotation of tourists for Moscone Convention Center’s conferences and the proximate cultural destinations.

In an era where funding for public landscapes is diminishing, communities are more than ever required to develop new methods to contribute to the design of their public landscapes.

Landscape architects can play an important role in leading citizen groups towards increasing the democratization and amount of public open space, both in the planning and the activation. The Yerba Buena Street Life Plan is a new standard for district-level planning, funded through a community benefit district, and a unique approach to empowering local community organizations to participate in improving their public realm.

Projects range from small-scale improvements to district-wide strategies, to major open space projects, all of which can be implemented independently, and were vetted by the community.

The Street Life Plan was conducted with the ultimate goal of implementing a multitude of small

initiatives with the binding cause of nurturing public, urban life in the remnant open spaces amongst the hard landscapes of this district. The projects are meant to transmit a character for the district and prioritize comfort, delight, and sociality.

Improvements to Jessie East alley would turn the underused street into a neighbourhood gathering space with dining, public seating, and art, and has attracted interest for implementation that has brought it from a Street Life proposal to an active project.

Proposed as an innovative streetscape element to harness solar energy and activate sidewalks, this is now progressing to become a neighbourhood gathering place, providing workspace with electricity and wireless internet access. / Source: CMG Landscape Architecture, 2015.

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THE PROPOSED SOLUTION

84

Strategic elements

2

1

LEGEND Green roof Community farm

Usable and walkable green area Urban farm Areas to reclaim Creation of gathering space

Processing station (vegetable and fruit)

N

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Scale 1:8.000

85

The actions implemented

Strategies

Obejectives

1. Enforce the ‘sense of belonging’, make an inclusive society

Enhance the inclusiveness of the neighborhood (Strategy 1)

Create community farm

1.1 The production: reform buildings to adapt to agriculture production, like rooftop farms and vertical agricultural production space in parks and public open spaces to create “Edible Landscape” and “Producti use food production bases for storm management and organic waste management;

1.2 The procession: set up small food processing facilities and kitchens in public open spaces such as com and parks; and support the diversion of waste from food processing to reduce organic waste;

1.3 Transportation: distribute food unloading areas and distribution points in multi-family residential area or other building groups;

Actions

1.4 Storage: consider food storage functions in the community design, such as setting up underground ve and beer cellars; and building waste diversion facilities or food diversion points in or near the food storage

1.5 Wholesale, retail and market trade: create Farms’ Market; incorporate food retail (e.g., grocery store development plans as an integral part of functional mixed-use communities;

1.6 Food and celebration: support restaurants and other food and drink locations as an important part of a fu community; encourage the establishment of cafes or other possible facilities near sidewalks, and the es food celebration venues in private or public open spaces (such as food markets and outdoor dining areas gatherings); and support waste diversion programs in restaurants to reduce organic waste;

1.7 Nutrition recycling and waste management: use waste food oil (e.g. vegetable oil) as an energy source; residential areas or other buildings have organic waste separation or storage points; and use organic wast source of fertilizer.

Financial investment

86

€€€€

y

2. Retaining the attracting talents

Encourage people to move in Milano Due, this should be a big gathering area, a catalyst of different energies (Strategy 2)

farms; provide ive Landscape”;

mmunity centers

as (Multifamily)

egetable cellars area;

es) into housing

2.1 Increase different functional public spaces. (squares and front garden); 2.2 Renovate the space and environment of some existing streets in the community, and inject vital elements into it, making it a carrier of a "walk-friendly" community recreational space and a place to inherit community memories; 2.3 Improve the quality of public space and environment. (increasing landscape facilities and creating some Installation artwork).

unctional mixed stablishment of for community

; ensure that all te compost as a

€€€€

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The process

PHASE 1

PHASE 2

SETTING UP WORKING PATTERNS

•

Build a three-party cooperative working mode that is the mode of “governmentled, enterprise implementation and local residents participation”.

•

Make the guidelines for redeveloping the public space and setting up community farm.

•

Establish the consultant team including urban planners, urban designers, landscape designers, ecologists, economists and environmentalists.

•

Create a mechanism for public participation.

•

Find sponsors to support the community regeneration.

2 month

88

SITE ANALYSIS

•

The consultant team establishes the groundwork for the design by evaluating existing conditions of the public realm.

Take field study and soliciting community input through mapping and discussion at public meetings and online surveys.

Discuss with city and community stakeholders to understand concurrent public realm regeneration plans and projects.

Hold community meetings to define characteristics of a good public realm and, based on these values, identified challenges and opportunities in Milano Due.

2 month

PHASE 3

PHASE 4

DESIGN

•

The consultant team holds a design charrette to discuss potential improvement projects and refine and develop conceptual proposals for potential projects and initiatives.

•

Preliminary designs are presented at a public meeting and displayed on an interactive website where community members were able to discuss and comment on the value of the proposals.

•

The focus of the final phase is to prioritize and refine the proposals and develop implementation strategies for each.

7 months

CONSTRUCTION

•

Segrate Municipality holds meetings to discuss the whole project, and projects are further legitimized when they are folded directly into the City’s long-term planning efforts.

•

Each project is assigned an appropriate role for the Milano Due, implementation steps, and partnerships.

•

Select Pilot Projects. (Regeneration of one public realm, and build a community farm)

•

Other projects include stormwater installation for public space in the communitys’ vast hardscape, installing solar docking stations, adapting unused spaces as dog runs, and developing the physical landscape with qualities that host and strengthen community life.

1~2 year

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Which are the benefits?

WHICH ARE THE BENEFITS? NEW GATHERING AREA

• Help to achieve the value of community, and support community cohesion and inclusion; • Create leisure and exercise places, increase people’s recuperation and education opportunities, and reduce crime; • Protect green spaces and beautify the environment; • New space with identity and well-tended area.

Few spaces and areas left into neglect, this can decrease the ruined and broken furniture

COMMUNITY FARM URBAN FARM

Create a diversified system of green spaces, that can be used for different purposes and functions.

Create a quasi self sufficient community for the production of organic food (vegetable and fruit).

Renew the current rules!

Create a specific area destined for grass for walked on.

The production of local food within the agricultural area of the neighbourhood, gives the possibility to commercial activities to sell LOCAL PRODUCED FOOD.

LOW PRICE OF THE GOODS Absence of transportation costs!

• •

90

It allows to meet the needs of new citizens (in fact, thanks to the first strategy envisaged by our project, the neighbourhood will host new citizens with a lower average income than the current one); It emerged from the interviews carried out with citizens that over the years commercial activities have had to raise the prices of goods significantly, the possibility of buying local products will help merchants to reduce costs and consequently meet a wider range of the population.

Actors involved in creating a new way of natural environment

PUBLIC AUTHORITIES Milano Municipality

•

Define how much public finance funds can be invested in the whole project.

Incorporate community food cultivation into the "Milan Urban Food Policy Pact" project.

•

Segrate Municipality

• • •

•

•

Incorporated community food cultivation into the local strategic guidelines and future development management policies.

Define how much public finance funds can be invested in the improvement of environmental quality.

Define which part can be used as the community farm.

Make the guideline and rules for the implementation of community farm.

Formulate some incentive measures to encourage private companies and citizens to participate in community food cultivation.

BANK AND FOUNDATIONS Banca MPS

•

Promote and support the project of improvement of the quality of the Milano Due.

•

Invest and support the project of the community regeneration.

•

Extend the “Project Studio” to Segrate Milano Due community.

•

Invest and support the project of the community regeneration.

•

Provide financial support and technical support to create community farm.

Cariplo Foundation BNL Foundation

Unipolis Foundation

Fondazione Campagna Amica

PRIVATE COMPANIES Your Farmer

•

Invest in the community food growing, and provide the sales platform.

•

Invest community food cultivation and establish an enterprise about community farm.

Provide the training about planting technology and integrated pest management (IPM).

Invest in the community farm to build social enterprise.

•

•

Interested residents

•

Have the responsibility to protect the environment of the community and have a chance to participate in the community food cultivation program.

Coldiretti

•

•

OTHER ACTORS

San Raffaele Hospital

Invest money in the improvement of the environment quality.

•

AMSA Ricicleria Olgettina

Establish a waste recycling system

Help to manage the community food cultivation project.

•

Esselunga S.p.A. and Unes

Establish a cooperative relationship with community farm which can directly provide them with farm products to sell. This will save their money by reducing transportation cost, and can ensure the quality of fruits and vegetables.

Resident Association

•

Unione Italiana Food

Provide financial support and technical support.

•

• •

Arpa and Legambiente

Provide knowledge about ecology.

Vita-Salute San Raffaele University (biology)

Provide the knowledge about the plants and animals, and the technical support, like the planting technology.

Local primary school, middle school

Provide the places for students to explore nature and to know some basic knowledge about different kinds of plants and animals.

•

Cultural Associations

Organize activities and events in the community.

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Financial investment and economic feasibility

DEVELOPMENT COSTS

URBAN FARM

COMMUNITY FARM

FUTURE INVESTMENTS AND EXPENSES

ROOF GARDEN

92

Green spaces

MQ

€/MQ

TOTAL

Insertion of sowing areas Trees (15) Shrubs and hedges Irrigation systems

3500 3500 2500

30 35 25 10 TOTAL

105.000 € 750 € 87.500 € 25.000 € 218.250 €

Reclamation of the area Insertion of sowing areas Trees (5) Shrubs and hedges Irrigation systems Equipped areas

2500 5000 3500 2500 -

50 30 35 25 10 TOTAL

125.000 € 150.000 € 175 € 87.500 € 25.000 € 5.200 € 392.875 €

Reclamation of the area Insertion of garden areas Shrubs and hedges Irrigation systems Flooring Equipped areas

2500 3500 2000 500 1000 -

50 30 25 10 45 TOTAL

125.000 € 105.000 € 50.000 € 5.000 € 45.000 € 5.200 € 335.200 €

TOTAL

946.325 €

For 1 family Green maintenance Savings (5%)

4.495 €

224,76 €

the percentage of green areas under transformation that will not need anymore maintenance for the first year

n° families

2025

Household contribution/annual Investor contribution/annual Total contribution/annual

455.133 € 62.880 € 518.013 €

Total expenditure

946.325 €

Total investments we need 125.760 €

YEAR 1

YEAR 2

Annual contribution

518.019 €

518.019 €

Total debt to be restored

428.312 €

0€

POSSIBLE LENDERS WILLING TO INVEST THEIR MONEY

Private companies (Coldiretti or Cortilia)

Why?

• •

How?

In exchange for something - Coldiretti can give to the Municipality an amount of money for helping with the creation of a community farm in exchange of something.

Get free land and enjoy low taxes.

A growing and profitable market: the Oxford Real Farming Conference grew to 1,000 participants in 2020 and the Land Workers Alliance membership increased significantly in the last year.

Free land where they can cultivate their products.

Interested citizens or grocery shop owner

Why?

• •

How?

To have agricultural lots that they can use for their specific and own purposes, having vegetable gardens at their disposal allow them to not depend on grocery shops.

Can offer leisure activities in particular for elderly, that may have difficulties in riching Milan for more activities, having a space for community purpose can be a good offer to use their time.

In exchange for something - Citizens invest a small amount of money, to encourage the creation of urban and community farms or garden roofs, in exchange of a private lot of land.

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Visualizing the project RENDER 1

Leadership

Resident committee

Time

2021

Location

Milano Due (South part)*

Area

7549m2

The target group

Local residents and businesses

Land type

The common green area belongs to community •

The reason why we choose this area

• •

Convenient transportation

Large area of concentrated green space

Commercial facilities nearby (like grocery shops, supermarket and restaurant etc.)

•

Neighbourhoods around •

Main challenge

Recruit and motivate local residents

Overcome

Publicize widely and encourage participants to share their experiences

Community support

Give suggestions on how to set up and finance food growing spaces

* see at page 83 location of render 1

94

School nearby

4

4

5

6 7

1 8

2

9

3 7

6

1

Food growing area

4

Entrance space

7

The toilet

2

Fruit-tree growing area

5

Procession area

8

3

Leisure square

6

Tool room

9

Parking area Electric Vehicle Charging Area

N

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Scale 1:1.000

95

RENDER 2

Leadership

Resident committee

Time

2021

Location

Milano Due (North part)*

Area

9851m2

The target group

Local residents and businesses

Land type

The common green area belongs to community

Main challenge

Recruit and motivate local residents

Overcome

Publicize widely and encourage participants to share their experiences

Design concept

Give suggestions on how to set up and finance food growing spaces and provide social space

* see at page 83 location of render 2

96

3

1

1

4

1

3 1

5

2

4

5

1

1 1

1

Food growing area

2

Fruit-tree growing area

3

Leisure square

4

Entrance space

5

Procession area and tool room

4

N

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Scale 1:1.000

97

3D STRATEGY

98

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Scale 1:6.000

99

PILOT PROJECTS

Community farm BEFORE

Green area at the boundary of the neighbourhood / Source: picture taken by us

AFTER

A community farm in the green area at the boundary of the neighbourhood / Source: picture taken by us 100

1

Green roof BEFORE

2

Green area around the business district of the neighbourhood / Source: picture taken by us

AFTER

Green roof around the business district of the neighbourhood / Source: picture taken by us NEIGHBORHOOD PL ANS FOR THE 15-MIN CIT Y

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VEGETATION SPECIES

Decorative trees

Cottonwood

Siberian Elm

month 01 02 03 04 05 06 07 08 09 10 11 12

month 01 02 03 04 05 06 07 08 09 10 11 12

Flowering time

Flowering time

Flowering color

Flowering color

Red Maple

Magnolia

month 01 02 03 04 05 06 07 08 09 10 11 12

month 01 02 03 04 05 06 07 08 09 10 11 12

Flowering time

Flowering time

Flowering color

Flowering color

Pear tree

Peach tree

month 01 02 03 04 05 06 07 08 09 10 11 12

month 01 02 03 04 05 06 07 08 09 10 11 12

Fruit tree Flowering time

Fruit production

Fruit production

Plum tree

Cherry tree

month 01 02 03 04 05 06 07 08 09 10 11 12

month 01 02 03 04 05 06 07 08 09 10 11 12

month 01 02 03 04 05 06 07 08 09 10 11 12

Flowering time

Fruit production

month 01 02 03 04 05 06 07 08 09 10 11 12

102

Flowering time

month 01 02 03 04 05 06 07 08 09 10 11 12

Flowering time

Fruit production

month 01 02 03 04 05 06 07 08 09 10 11 12

Flowering dyagram Cottonwood Siberian Elm Red Maple Magnolia Pear tree Peach tree Plum tree Cherry tree

Plants

January February March

Tulip

Flowering time

April

May

June

July

August September October NovemberDecember

Spices 07 08 09 10 11 12

month 01 02 03 04 05 06

Mint

Rosemary

Sunflower Flowering time

month 01 02 03 04 05 06 07 08 09 10 11 12

Chive

Basil Lavender

Flowering time

month 01 02 03 04 05 06 07 08 09 10 11 12

Sage Flowering time

month 01 02 03 04 05 06 07 08 09 10 11 12

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Conclusion To conclude our work we decided to summarize briefly and as clearly as possible what were the interventions planned by our group and briefly retrace the stages of the work carried out, from the first to the third part.

For the latter reason, we found it useful to use the skills acquired during the Policy Analysis course on which we have always worked on the same project, to create the Theory of Change. A methodology for planning, participation and evaluation that is used to promote social change. In fact, it helped us to retrace the steps necessary to identify a suitable and adequate solution for the context in question, and consequently it summarizes the 3 phases in which the work was articulated.

We also used the ‘The Reference Framework for Sustainable Cities - rfsc’ website to identify in detail the priorities that the project has set itself within the Sustainable Development Goals, a series of 17 interconnected objectives, defined by the Organization of United Nations (UN) as a strategy to achieve a better and more sustainable future for all.

As the last pages of the booklet, we decided to provide an overview of the project, unifying all three strategies in a single representation, always maintaining a different color.

This choice was dictated by the fact that we considered it useful to show the intervention as a whole, for this through an urban section of a part of the neighborhood and renderings based on photographs taken directly by us during the inspections, it will be possible to understand the interventions conceived were more realistic, as was the objective we had by providing the final masterplan of the overall vision.

The transformation designed for the neighborhood will inevitably take a long time, but we think we have provided useful suggestions in this work that can be used above all for the revitalization of commercial activities and to rehabilitate empty houses.

In our opinion, the neighborhood has very strong potential (completely pedestrian, numerous cycle paths, numerous green spaces, economic availability, etc.) and it would be a shame to waste them. We therefore look forward to and are sure of a future rebirth of Milano Due!

A

104

A COMPARISON

Where did we intervene?

STRATEGY 1 - Co-housing

STRATEGY 1 - Agreed contract housing

In a building

In different dwellings

STRATEGY 2 - Commercial, cultural and services activities

At the ground floor

STRATEGY 3 - Open spaces

In the green areas of the neighbourhood

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Scale 1:150

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SUSTAINABLE DEVELOPMENT GOALS

Below we propose an analysis of our project based on the ‘The Reference Framework for Sustainable Cities - rfsc’ website, used during the Policy Analysis course. This platform helped us to identify the SDGs our project was trying to meet and the most urgent issues to which we tried to provide a solution.

THE SDGs TACKLED IN OUR PROJECT Ensure healthy lives and promote well-being for all at all ages.

How? STRATEGY 3 - new leisure area to enjoy and relax. Through the creation of spaces dedicated to the well being of people. Valorize the huge numbers of open spaces, and making that usable by the community, for pic-nic, relaxing for cultivating food and other products for their daily needs.

Promote inclusive and sustainable economic growth, employment and decent work for all.

How? STRATEGY 2 - new commercial, services and job activities in the old abandoned sites. Through programs and policies that can encourage people to relaunch these activities and consequently producing economic growth and new job opportunities.

Make cities inclusive, safe, resilient and sustainable.

How? STRATEGY 1 - Creating a network between residents, avoiding empty dwellings, in order to revitalize and make the neighbourhood vibrant again. Placing new social services in the main square can be a starting point to symbolize the rebirth of the area, strengthening the cohesion among all residents.

Revitalize the global partnership for sustainable development.

How? - Strengthening the partnerships between all the different firms, and exploiting the presence of important companies in the area such as Statale University, ICS Milan International School or San Raffaele Hospital. Those can help the capacity of the territory to gather different actors together united by the same goals and intentions.

17

4

16

Themes

1

No poverty

2

Zero hunger Good health and well being

3

15

3

Quality education

2

14

Gender equality 4

1

5

13

Clean Water and Sanitation Decent work and economic growth Industry, innovation and infrastructure Reduced inequalities

6

12 7

11 10

Level of priority 1

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2

3

4

9

8

Sustainable cities and communities Responsible consumtpion and production Climate action Life below water Life on land Peace, justice and strong institutions Partnerships for the goals

RETRACE THE PROCESS

THEORY OF CHANGE

PROBLEM A shrinking neighbourhood, an area that is ageing, and that is a quasi-gated community, inhabited mostly by rich people. During the years those dynamics led to numerous empty dwellings because people request different needs and numerous abandoned commercial activities.

OBJECTIVE Revitalize the neighbourhoods, making it more vibrant with new incoming residents and reactivate all the vacant activities on the ground floor, providing new services and job opportunities.

OUTCOMES ON INDIRECT BENEFICIARIES SHORT TERM OUTCOMES: New opportunities for merchants to sell their product.

Better performance of commercial activities, means more earnings due to more request upon the residential stock.

MIDDLE TERM OUTCOMES: Increasing the living standard of the neighbourhood and the reputation led to more request on the market.

Better quality of life and reduced pollution.

OUTCOMES ON DIRECT BENEFICIARIES SHORT TERM OUTCOMES: New areas to enjoy and relax.

Less commuting time due to new services in the area imply that residents don’t have to rely on other cities.

LONG TERM OUTCOMES: Less traffic congestion and more value for the residential buildings and the neighbourhood.

NEGATIVE OUTCOMES - SIDE EFFECT: More maintenance needed in the park.

New area that should be controlled in particular during the evening / night.

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THE PROJECT

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A

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Scale 1:6.000

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MASTERPLAN

110

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