Governments throughout the world struggle with the task of appropriately accommodating those people unable to afford participation in the private housing market.
In Victoria there are approximately 70,000 public housing dwellings, 9,000 of which are in Melbourne's inner city 'high-rise' estates. These oft maligned estates were created in the 1960's in the (now discredited) belief they provided the optimum long-term solution. Similar programs occurred in Europe, the USA and the UK at the same time.
In criticizing these estates, commentators tend to focus on the style of architecture rather than the fundamental issue of the effective isolation and aggregation of large numbers of poorer and disadvantaged people. Through extensive work both here and overseas, it has been well established that the best result for the community is to disaggregate and integrate public housing stock within the general community.
The Victorian state government is committed to improving the amenity of public housing. However, change can only be incremental as there is an obvious need to work within the bounds presented by budgetary constraints, the existing building stock and the established tenant community.
Some years ago the Kensington housing estate was identified as being in need of and suitable for fundamental change. Through extensive consultation it was decided that the estate should be reconfigured to physically and socially integrate it back into the surrounding suburb of Kensington. Occupants of much of the estate were progressively moved out and all but two medium rise towers demolished.
Through a competitive tender process, Becton was awarded the right to develop 450 new private dwellings on the site in conjunction with the construction of 195 new public housing dwellings. Ultimately of the approximately 800 dwellings on the site, half will be public housing and half will be private housing.
Becton's involvement with this project goes far beyond the typical developer's role. The successful integration of public and private housing requires detailed planning and a dedicated management framework. Becton is working effectively in partnership with the State Government and has participated in study tours within Australia and to the UK in the past year.
Both the Director of Housing and Becton recognize that the success of the redevelopment in social, economic and environmental terms depends on both the sensitivity with which the development is undertaken and the responsiveness of the on-going management to the needs of the whole community.
Two key initiatives being implemented to support a successful redevelopment project are:
- The establishment by the Minister for Housing and Aged Care of a community Liaison Committee in 2000 to actively engage the community in the redevelopment process.
- Establishment of the structures and agreements required to support a place management approach for the site.
As a result the Kensington Management Company was formed.
