The role of third sector organisations in the management of social condominiums in Chile: the case of Proyecto Propio*

Figures & data

Figure 1. Third sector organisations between the State, the market and the community. Based on Brandsen et al. (2005).

Table 1. Role and activities for intermediary organisations applied in condominium management.

Role	Main goal	Set of possible activities for condominium management	Management dimension
Implementer	Improve the physical conditions of the condominiums	Provide technical services to repair, improve or maintain. Give professional advice about housing maintenance (e.g., maintenance plan). Provide services of condominium administration. Design and/or build architecture projects.	Technical Technical Organisational/technical Technical
Catalyst	Improve the community capacity for condominium management	Activities that promote linking social capital, connecting the community with external organisations and resources (e.g. enable access to external funding). Activities that promote bonding and bridging social capital at the condominium and neighbourhood level (e.g., support to solve coexistence problems). Provide skills in housing maintenance and management, coaching and training groups (e.g., training about condominium administration for administrative committees).	Organisational Sociocultural Organisational/sociocultural
Partner	Improve the capacities of the organisation to intervene condominiums (either as implementer or catalyst)	Work jointly with third parties to increase professional expertise. Associate with other organisations to increase financial resources. Establish alliances to increase visibility and credibility.	No particular dimension targeted

Figure 2. Institutionalisation and intermediation for third sector practices. Source: Vergara (2018a).

Figure 3. Valle de la Luna neighbourhood, Municipality of Quilicura, Santiago. Situation before the intervention. Source: Fundacion Proyecto Propio.

Figure 4. Process of intermediation. Activities carried out by Proyecto Propio organised according to management dimensions and phases. Source: Vergara (2018a).

Brandsen, T., van de Donk, W., & Putters, K. (2005). Griffins or chameleons? Hybridity as a permanent and inevitable characteristic of the third sector. International Journal of Public Administration, 28(9-10), 749–765. doi: 10.1081/PAD-200067320

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Vergara, L. M. (2018a). Managing Social Condominiums: Strategies for third sector intermediaries to support low-income homeowners in Chile (Doctoral dissertation). A + BE | Architecture and the Built Environment, Delft University of Technology. doi: 10.7480/abe.2018.28

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