Rethinking supportive housing management
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5 groups RM 1,2 et 3, Le Flora, Lesieur.
108 detached houses.
144 households, 230 adults and 180 children.
The two housing estates, on both side of the motorway, were built to clear a slum still existing in the last 70s in the 14th district of Marseille. Impoverished, settled and captive families from “traveller” origin were concentrated there. Several separate building units were created to meet the identified initial needs , while taking into account the space possibilities.
In May 2011, the firm COLLINE and Catherine DIETERLEN, architect, as part of an AMO GIP-GPV, submitted the conclusions of an urban strategic assessment within RUISSEAU - MIRABEAU; the main resulting recommendations are:
- Consolidation of the maintenance already begun on the site,
- Refurbishment - restructuring of the existing building,
- Development of a better flow in the residence accesses, and a necessary open spaces restoration.
NOUVEAU LOGIS PROVENCAL landlord, stakeholders and partners committed on the sites offer then a view of the operation in terms of creation of a global project, that integrates all the identified social or development issues linked with potentially obtainable projects implementations in an urban action programme framework.
A call for project is then launched by NLP for the establishment of “Ambassadors for adapted social development and technical management”, to aim at normalizing housing tenancy management in a particularly stigmatised area, this existing from the beginning.
ALOTRA and AMPIL have joined to offer an action plan from April 2012.
Assistance to the landlord to facilitate a change among the Ruisseau Mirabeau residents who feel marginalized on the site
A long-term vision will be to improve the relationships residents / landlords, residents / authorities, to facilitate access to ordinary law and set up a real social dynamic in the neighbourhood starting with the solving of the issues linked with housing.
Aim at a normalized tenancy management.
Undertaking of permanent social and technical diagnosis.
Implementation of an adapted tenancy management.
Implementation of a local urban management.
Family home leaving and relocation of households (housing pathway).
Coordination with the mission "Access to rights" led by the social centre.