introducing a safe and permanent housing model to haiti

Transcription

10 YEARS OF COMMUNITY MANAGED DRR ESSENCE OF COMMUNITY MANAGED - RESULTS SURVEY 2013 - WAY FORWARD
INTRODUCING
A SAFE AND PERMANENT
HOUSING MODEL
TO HAITI
INTEGRATED NEIGHBORHOOD
REDEVELOPMENT OF CANAPÉ VERT
THE HAGUE, THE NETHERLANDS
OCTOBER 2013
PROSPECTUS
1
INTRODUCING A SAFE AND PERMANENT HOUSING MODEL TO HAITI
FOREWORD
Cordaid, the local Haitian authority, the Affordable Housing Institute and the Foyer Sainte Marie are introducing a new
housing model in Port-au-Prince.
An innovative financial model seeks to generate a loan for affordable housing at Haitian banks through a combination of
grants, a construction loan and a permanent loan, the residents repaying what is affordable.
We ensure the housing is earth quake resistant and demand driven since the families will save and pay for the new houses.
The incremental housing makes the housing units fit for economic and productive purposes.
Apart from construction of the houses and the financing scheme, residents are organized in a savings cooperative and
supported towards achieving more self-reliance, independency and ownership of the houses.
“Housing is the place where the society
of tomorrow arises”
Raoul Pierre Louis, President of the Board of Directors of the Communal Section (CASEC) of Turgeau
CASEC TIJO
OCTOBER 2013 © CORDAID
INTRODUCING A SAFE AND PERMANENT HOUSING MODEL TO HAITI
1
CONTENT
1. from relief to development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The earthquake. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Current status. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.what is different this time?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
3.a housing value chain. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
A housing value chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Roles and responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
4.the neighborhood and community of st. marie. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
5.demand driven development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
6.financial model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
7. timetable and budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Timetable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
about the partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Cordaid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Affordable Housing Institute. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Foyer Sainte Marie. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Casec of Turgeau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
maps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Map 1: The position of Sainte Marie in the metropolitan region of Port-au-Prince.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Map 2: Foyer Sainte Marie. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
annexes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Annex A: Formal decret ´le moniteur´, January 26th, 1967 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Annex B: Land title confirmation DGI, April 19th, 1968. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Annex C: Letter from notary,May 28th, 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Annex D: MoU Cordaid / Foyer Sainte Marie. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Annex E: Why incremental housing?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
FROM RELIEF TO DEVELOPMENT - FINANCIAL MODEL - PARTNERS - MAPS - ANNEXES
EXECUTIVE SUMMARY
2
this plan will demonstrate that:
■■ Carefully selected residents are willing and able to
Cordaid, working with the local Haitian authority, the
Affordable Housing Institute (AHI), and the landlord the
Foyer Sainte Marie (FSM, a Haitian Catholic institute with a
social mission to serve the most vulnerable), are currently
undertaking the redevelopment of an existing neighborhood
including 75 homes in Canapé Vert (CV), Port-au- Prince
(PaP), Haiti (see maps one and two).
This development is not just about improving one neighborhood, but supporting the design and implementation of
replicable tools and relationships that will provide proof
of concept for a scalable approach to sustainable urban
redevelopment of Port-au-Prince. It aims to do this by
leveraging local resources and introducing a conventional
real estate financing model that relies on the contributions
of the future home occupants. Once this approach to deliver
permanent, safe and affordable housing is funded and
implemented, it will serve as a model for the development of
earthquake-affected and low-income communities in other
parts of Haiti; many will seek to replicate it. Linking and
learning with other housing actors in Haiti, especially the
government of Haiti is an essential and continuous aspect of
this proposal.
The innovation lies in the financial model. This financial
model relies on using legal and contractual forms proven
elsewhere in the world, and applying them for the first time
to post-earthquake Haiti. One of the most difficult hurdles
in Haiti has already been taken; the team has site control of
underutilized parcels in a well accessible location close to
the inner-city of Port-au-Prince, (see annexes A,B,C) via an
agreement with the landowner under long- term lease from
the Government of Haiti (GoH). An extensive Redevelopment
Plan, is also ready. It highlights how this approach will
fundamentally change the options for affordable housing
delivery and maintenance in Haiti. We will use a multistakeholder approach to development, connecting key actors
(government, residents, private sector, financial institutions,
housing experts) to develop, and then mutually agreed upon,
safe and permanent housing solutions.
the total funds required for this project are:
Total project costs
$ 2,740,000
Residents participation
335,000
Grant needed
$ 2.405,000
Grant already secured
341.000
Grant requested
$ 2.064.000
pay for improved housing. Occupancy cost is within
reasonable means of people who live there (30-35% of
their average income).
■■ Residents are making regular payments, and they have
a history of making timely payment.
■■ The redeveloped of inner-city informally inhabited
land is viable.
■■ Haitian financial institutions are willing to lend down
stream.
■■ Housing can be affordable, adequate, as well as
according to requirement and culture of the residents.
Occupants can incrementally improve their housing
over time.
■■ Housing means a livable neighborhood with income
opportunities as well as ownership and access to
capital. All people on the land are occupying durable
earthquake resistant housing with basic utilities.
■■ The new condominium law can be successfully put in
practice for the first time.
■■ An NGO can be ‘enabler of housing production’ instead
of ‘provider of houses’ and disperser of ‘free-money’.
The neighborhood is sustained by locally, and
international agency support is no longer needed.
our vision of succes:
■■ Visible change. The neighborhood will be of higher
quality. A livable neighborhood where people enjoy
living.
■■ Financial independence. The fully sourced model will
enable the community to be financially independent
when it transitions to ongoing ownership (by
the residents or by their co-operative group) and
operations. Subsidy and donor commitments will be
finite in time and in amount.
■■ Reliability and regularity of customer payments. This
model includes a charitable component, but residents
will be required to make, and will be making, regular
payments (of debt service, rent, maintenance charges,
or other) via a culture of financial responsibility
instilled by the savings and financing scheme.
1.FROM RELIEF TO
DEVELOPMENT
the earthquake
The 2010 earthquake exposed and exacerbated Haiti’s
pre-existing housing shortcomings. Haiti’s 1987
Constitution calls for adequate housing for all Haitians,
yet more than 90% of Port-au-Prince is informally built
– and informal housing is growing much faster than
formal.
Responding to housing needs requires addressing all steps
in the supply chain to ensure ongoing permanent and safe
housing production is possible even without assistance from
external . This includes finding a means to ensure security of
tenure on viable land that is accessible to social and livelihoods opportunities; supporting quality housing development through construction finance and oversight; ensuring
affordability through subsidy and housing finance; and
putting in place ongoing management and maintenance of
the housing stock.
The Haitian government envisions that the housing “will
be achieved through the production capacity of Haitian
families and the private sector” (Politique Nationale du
Logement, April 2012). To develop a housing policy that will
achieve this, the Haitian government has created a new
agency, the Unité de Construction du Logement et de Bâtiments Publics (UCLBP).
It is now recognized that in many ways, the relief effort
thwarted redevelopment: its emphasis on temporary alleviation precludes investment in permanent solutions, and its
focus on charity discourages co-investment, savings, and
self-help of residents, landlords and Haitian investors. Many
NGOs see this too, and are looking for more investmentoriented approaches.
But most of all, Haitians want self-determination. No longer
do they want to hold up their hand to the international
aid organizations. They want the opportunity to build, and
build on, the capacity of their own institutional systems and
private sector.
Informally settled hillside adjacent to Sainte Marie
3
current status
Cordaid, AHI and the CASEC of Turgeau completed a
feasibility study and a housing redevelopment model
for various sites in the Canapé Vert area (in which Sainte
Marie is located) in September 2012.
This Redevelopment Concept contains:
■■ Identification of possible sites where the land owners can
become part of the solution;
■■ Site evaluation and building condition evaluation;
■■ Possible starter homes;
■■ Proposed roles and responsibilities;
■■ A financing strategy;
■■ Estimates of required subsidy/ grants and their timing;
■■ Risks and mitigations.
The FSM (www.saintemarie.foyer.fr) approached Cordaid in
November 2012 to jointly redevelop the largely inadequate
housing stock of their community. A memorandum of
understanding between the two parties was signed in
April 2013.
Initial funding has been secured and the pre-development
phase is underway. 80,000 Euros ($103.788) was granted
by Trocaire. Cordaid and The Affordable Housing Institute
pre-invested towards the feasibility study and lobbying and
advocacy. The European Union contributed another 100,000
Euros ($129.375 ) through the KVLK project (joint Cordaid /
local authority project for revitalisation of Canapé Vert).
Information has been provided to local residents and other
stakeholders to have their commitment. The local inhabitants will be paying a substantial fraction of the development
costs. The concept of having a ‘mortgage’ is new to them.
A cooperative structure of savings in Sainte Marie and
a partnership between Cordaid, Foyer Sainte Marie and
Kanapé Vert in housing construction are currently being
established.
4
2.WHAT IS DIFFERENT
THIS TIME?
Morne a Cabrit (source: Facebook of president Martelly)
St. Marie (source: APDER)
typical sequence:
proposed sequence:
1. Land acquisition
2. House construction
3. Selected beneficiaries move in
1. Existing community living in neighborhood
2. Availability of land
3. Financial model, Management plan, Participatory
house and neighborhood design
4. Neighborhood improvement
5. Incremental Homes
6. Repayment of loan towards ownership
result:
result:
■■ Built on green field site, usually far outside the city
■■ Not always according to culture and requirements, but
■■ Building on existing community resilience and assets
who would not accept a gift?
■■ 100 % grant – usually internationally sourced
■■ Standard top down home designs
■■ No services / infrastructure/ livelihoods and no
management plan
■■ Ownership, roles and responsibilities are unclear
■■ Continuing dependency
■■ Households must pay, ensure the product is demand-
This program is replicable because it demonstrates the
way a conventional real estate model can work to improve
informal urban neighborhoods, where an international
relief and development agency, Cordaid, acts as a facilitator
to promote and assist Haitian private sector participation,
and to structure durable relationships between these actors
and low-income residents:
1. Investments, not relief. This program aims at long-term
physically sustainable property that people can, and do,
pay for.
2. Use of legal, contractual, financial, and ownership
mechanisms based on the real estate model. This program
places entities in well-defined contractual roles with
accountability on both sides.
already invested by community
driven development
■■ Partial loan, partial grant – accessing financing from
Haitian banks
■■ Neighborhood/ housing is adequate, affordable and
according to requirements of residents
■■ Ownership, roles and responsibilities are clear
■■ Towards self – reliance
3. Use of complementary financing pieces: local capital and
philanthropic credit enhancement. This program divides
up risk into discrete pieces that each group can understand and manage.
4. NGOs as developers taking risk and putting professionals
in the key technical points of site layout, construction,
legal ownership, and financing.
5. Integrated Housing Development. The neighborhood
improvements have been prioritized by the community
with technical and financial assistance from Architecture
for Humanity, Cordaid and UN-Habitat. The Community
Action Plan for Sainte Marie, 2012.
5
3.A HOUSING VALUE CHAIN
Real estate development is a complicated multi- stage
activity that requires sequencing so that each step
creates the conditions for success in the next step, and
minimizes financial risk. Consistent with that reality,
our program envisions to be undertaken in three phases:
predevelopment, construction/ redevelopment, and
offtake/operations.
■■ Phase 1 (6 months). Pre-development (in progress since
May 2013). (a) Create the joint-venture legal development
entity among the FSM, the development team, and a
to-be-formed residents’ savings cooperative. (b) Assess the
residents’ willingness to participate in the project and
their ability to pay for a housing or house improvement
loan (c) Engage a local financial institution as savings
custodian. (d) Sign a land transfer agreement with FSM
including a long-term land lease option (at completion)
to residents.
■■ Phase 2 (12-15 months). Construction and
redevelopment. (a) Borrow a construction loan.
(b) Redevelop the site. (c) Renovate salvageable homes
and support residents in the repair of their homes.
(d) Demolish and rebuild unsalvageable homes via in-situ
housing process.
■■ Phase 3 (7-10 years). Offtake and operations. Residents
take out a long-term co-operative loan for part of the
total development cost. Grants pay down the rest of the
construction loan.
a housing value chain
phase one
4 - 6 months
phase two
construction, 12 months
phase three
off-take, up to 10 years
roles and responsibilities
The full Development Team will include distinct roles. Parties have been identified for each of these roles;
agreements will be signed during Phase 1.
overall master developer
savings custodian
Ultimate summoning of the plan.
Coordinator of the debt syndicate for
both development loan and permanent loan.
Manage the savings cooperative.
Hold savings.
landowner/ co-developer
Owner entity (or group) of a possible
site, which shares the same end state
vision.
master planner and
architect
Provide site layout and design, using
participatory planning processes.
Act as development team observer,
clerk-of the-works, and supervisory
architect.
general contractor
Handle all on-site construction of
new homes, and to supervise/ assist in
reconstruction of existing homes that
can be repaired and upgraded.
loan guarantor
Provide credit enhancement for the
ultimate permanent loan.
development lender
Or a consortium with a lead lender
and participants.
permanent lender
Or a consortium with a lead and
participants.
other experts
Financial advisor, community advisor.
And other experts as required.
residents
Will provide input into site design and
become the ultimate owners of the
houses (on leased land) and responsible
for maintenance of community.
6
4.THE NEIGHBORHOOD AND
COMMUNITY OF ST. MARIE
Various sub-sites are being considered on the land of
the FSM. (map two) The site and population of FSM is
ideal in demonstrating the model. It has many
characteristics of Port-au-Prince informal neigh
borhoods, but simultaneously also carries less risks:
■■ High percentage of earthquake-affected residents living
in the area. Over 60% of the houses on site were damaged
by earthquake. In need for durable housing units and
access to water, formal electricity, and proper waste
management many of the affected residents continue
to live in the same transitional shelters. Due to the low
density of the site, long- established residents were
joined by other IDPs or/ and “unofficial” residents, who
occupied underutilized land and started to invest in
semi-durable housing solutions. As a consequence, the
FSM gradually lost control of over the site and started
to seek external support to redevelop the neighborhood
and to move its earthquake affected community into
durable housing units.
Transitional post disaster shelters were built in Sainte Marie
■■ No problematic land-title issues. Unlike much of
Port-au-Prince, land ownership is clear.
■■ High accessibility for basic services and infrastructure
The school of Sainte Maire was rebuilt after it collapsed during the earthquake
development. The site is accessible and well connected
on the road connecting Petionville to Port-au-Prince.
Additionally a church, a school and a medical health care
center are directly located on the site.
7
5.DEMAND DRIVEN
DEVELOPMENT
In situ redevelopment can be done only with the active
support and work by the residents, the land owner and
the authorities. Community involvement is integral to
Cordaid’s approach to any project.
Housing stock in Sainte Marie is often substandard
■■ Receptiveness of the community. The community of
Saint Marie is well established and organized through
the community building efforts undertaken by the FSM
and Cordaid. Due to the security of tenure and high
accessibility of employment sources, it is therefore
assumed that residents are capable and willing to invest
in their home.
■■ Density of occupancy. Around 300 households live in
Sainte Marie (~1700 individuals) on 12.5 hectares
(32 acres). There is room to redevelop.
■■ Pre-existing relationships with the community and local
stakeholders. Cordaid has a firm relationship with the
stakeholders of Sainte Marie through previous programs.
■■ Contribution to the issue of gender equality. As many as
70% of households in FSM are headed by women. Women
will be trained in money management and financial
literacy.
Residents wanting to take advantage of this housing project
have to fulfill the criteria; history of living in the FSM,
willingness to participate in the project, and the fulfillment
of contractual savings obligations.
Thus, existing FSM residents will be a part of defining a
common vision for the development; they will participate
in planning sessions on site design and housing typology.
Residents who fulfill their savings obligations will become
eligible to be shareholders in the real estate co-op, and
hence gain ownership stakes in their homes, which will be
improved with residents own efforts using owner-drivenhousing techniques. Participation continues long into
offtake, as the residents must maintain regular payments
and are active participants in the ongoing maintenance
and operations of the community. The first steps towards
engaging the community have been taken as of May 2013,
which have included group meetings, and agreements with
the landowner.
Cordaid’s urban planner and members of the Foyer Sainte Marie
delimitate possible sites for redevelopment
8
6. FINANCIAL MODEL
As shown in the diagram, the financial model anticipates
both development financing (groundbreaking through
completion) and permanent financing (occupancy/ offtake
through operations for many years), with a construction
loan larger than the permanent loan (to be repaid by the
residents) and with a multi-phase grant taking the place
of commercial debt or permanent economic equity.
The project financing is designed as classical real estate,
with a sought grant filling the funding gap, and a resident
paying what is affordable, given their repayment capacity.
This approach will mitigate risks and align incentives.
More specifics are available in the cost analysis, which
quantifies the anticipated costs and funding gaps.
Initial analysis has estimated total development costs as
being in the range of $2.74 million. Of this, residents can pay
about $335,000, assuming that they (1) form a savings collective, and (2) secure a co-op loan they can afford (payments
equal to 30% of average monthly income). This leaves an
aggregate cost-value gap of $2.4 million that will need to be
funded through grants, and of this, we secured
$341,000 in external sources (EU, Trocaire and Cordaid
pre-investment), leaving $2.1 million required to be funded
by sought grants.
figure
pre-development phase
development phase
offtake
debt service by residents
1205
2740
grant to pay of part of
the construction loan
and reduce required
permanent debt
753
permanent loan
start use
418
construction loan
grant to pay for 25% of
construction costs
832
grant for management and technical assistance
703
grant for neighbourhood improvement
452
total construction costs
start construction
335
total development costs
now
7. TIMETABLE AND BUDGET
timetable
phase 1
elements of sources
Resource assembly and negotiation towards participation. During this
period, appropriate site will be secured, complete the redevelopment
plan, engage contractual partners and assemble the financing.
■■ Third-party costs
(engineering, architecture, legal, land deposit)
■■ On-going management costs
phase 2
elements of sources
Development, site work, and construction.
The Development Joint Venture will execute the land lease, and
undertake in-situ neighborhood redevelopment.
■■ Construction Grant
■■ Development Loan
■■ Development Loan Guarantee
(up to 75% of construction costs)
phase 3
elements of sources
Offtake, operations, and loan repayment.
The Residents Savings Co-operative will borrow the Permanent Loan
from a formal financial institution and take control of the property, which
it will then hold in trust for the homeowners who live on the site, as they
pay back.
■■ Permanent Loan
■■ Permanent Loan Guarantee
■■ Offtake grants (to pay down development
loan to level of permanent loan)
These activities
are on-going until
December 2013
12 months
- 10 years
budget
uses of funds
pre investement and special project support
1 Cordaid
$99.460
Pre-devel
$45.209
Develop
$36.167
Offtake
$180.836
Total
$2.400
Per home
$2.400
Phase 3
Per home
20%
$180.836
$0
Phase 2
$36.167
Total
25%
$45.209
Offtake
$0
Phase 1
$99.460
Develop
$0
55%
Pre-devel
$0
15%
Assumptions
$0
Subtotal pre investments
Direct hard costs
3,55 ha
Per ind
$700.574
$60.279
$0
$0
$36.167
$72.334
$180.836
$1.205.570
$700.574
$1.600
$500
$1.000
$2.400
$16.100
$9.300
Per ind
$1.004.642
$24.111
$120.557
$5.400
1 Land Cost
$0
$60.279
$0
$1.400
$200.928
$24.111
$0
$401.856
$60.279
$36.167
$3.200
$0
Phase 3
$24.111
$120.557
$8.700
$200.928
33%
$0
$241.114
$200.928
75
Phase 2
33%
$0
$651.008
0%
75 units
33%
0%
$96.446
50%
50% build costs
Phase 1
33%
0%
$180.836
$29
50%
2 Site Development
33%
100%
$96.446
$107
$103.140
$1.205.570
33%
100%
$337.560
$43.000
$267
$0
15%
0%
$48.223
$12.900
$160.000
$67
$103.140
Direct soft costs (percent of hard costs)
6%
0%
$132.613
$25.800
$32.000
$400.000
$0
1 Third party professionals (legal, architects, etc.)
3%
40%
$4.300
$112.000
$80.000
$100.000
$ 1375 per unit
2 Dev. Management and M&E
10%
40%
30%
$16.000
$280.000
$0
75 units
3 Land title insurance
20%
60%
20%
$40.000
$100.000
Structure
4 Development period interest
20%
10%
70%
20%
$0
3 Demolition of existing structures
5 Developer costs
$43.000
10%
70%
0%
40 m2
1 Solid Waste Management
$160.000
10%
100%
4 Housing Construction Costs
2 Water Supply Kiosks
$400.000
0%
Pre-devel
$493.300
$60.300
$0
$0
Develop
$1.905.210
$517.800
-$418.484
-$753.479
$307.414
$27.581
Offtake
$341.903
$124.900
$334.995
$0
$307.414
$27.581
Total
$2.740.413
$703.000
$4.470
$0
$4.100
$370
Per home
$36.575
$9.375
$470
$470
Sustainable neighborhood improvement
Subtotal soft costs
Subtotal hard costs
3 Community infrastructure (paving etc )
$100.000
Subtotal hard costs
$0
$753.479
$0
4 Sanitation
Total
3% interest
$0
$753.479
Non-concessionary
No paym.
Members
Amount
Per home
$20
$1.700
75
Total
12
Offtake
1 Community Savings
Develop
$1.400
$65
75%
Pre-devel
$129.375
75
of dev cost
Phase 3
$0
12
75%
Phase 2
$129.375
$103.788
3 Permanent Loan
sources of funds
10%interest
$0
Phase 1
$0
$0
18 months
of total cost
Subtotal non-concessionary
4 Development Loan
Paid out:
0%
$0
$1.450
Concessionary
100%
$103.788
$4.550
$129.375
0%
$108.386
1 Grant
0%
$341.549
$9.020
100%
$0
$676.544
$27.555
$103.788
$129.375
-$418.484
$2.063.869
$36.575
2 Grant
$212.174
$882.854
$760.387
$2.740.413
$108.386
$212.174
$1.022.356
$341.903
$108.386
Subtotal before gap funding
$281.126
$1.905.210
Subtotal concessionary
Gap funding (source of funds)
$493.300
3 Cordaid
Total sources of funds
9
10
ABOUT THE PARTNERS
Cordaid has been active in Haiti for 40 years and directly active in Canapé Vert since 2009. Cordaid has recently finalized
their post-earthquake integrated neighborhood reconstruction program in the informal settlements of Canapé Vert.
Currently Cordaid in partnership with the local authorities,
the CASEC of Turgeau, are strengthening local governance
in Canapé Vert with three years of funding from the EU.
The project, Kanapeve Leve Kanpe, provides a solid underpinning for the proposed housing; the relationships between
partners are harnessed through project implementation,
land rights and urban planning are engaged with, there is
funding towards a residents survey and the construction
cost of permanent housing and more.
The legacy has been the creation of durable relationships
with local community stakeholders and representatives at
both local and national levels, as well as a strong reputation
among key actors in the international development community. The organization has made a strategic decision to
transition from being a relief agency to being the convener
in the integrated neighborhood development in Canapé
Vert, Port-au-Prince, Haiti.
Cordaid, The Netherlands
Margriet Nieuwenhuis, Director of Urban Matters,
[email protected], T +31-70-3136572
Cordaid, Port-au-Prince
Country Director Jan Voordouw
[email protected], Mob +509 31059169
www.cordaid.org
As a US §501(c)(3) public charity, Affordable Housing Institute
makes ecosystemic change in affordable housing for low
income households around the world, principally by acting
as a low-bono consultant to Mission Entrepreneurial
Entities in the global south. In partnership with Cordaid,
grow innovative new business models and financing tools
and products that enable them to access capital at scale in
Haiti. In addition to this redevelopment, a model is being
developed for the formalization of a community currently
living in a displacement camp north of the city.
Affordable Housing Institute, David Smith CEO,
Tel +1 617.502.5913, dsmith@ affordablehousinginstitute.org
www.affordablehousinginstitute.org
Foyer Sainte Marie in Canapé Vert approached Cordaid to
jointly enter into redeveloping the largely inadequate
housing stock of the Foyer. The Foyer of St. Marie is a
Catholic Institute with a social mission to give the most
vulnerable a dignified way of living and working. In April
2013 a MoU was signed stating that The Foyer of St. Marie
will become a co- developer by making available the land
(annex D). Additional binding agreements including a Land
Agreement will be signed in the future explaining the role,
responsibility and privileges of the parties. The Land Owner
will also become a partner in the development entity.
www.saintemarie.foyer.fr
CASEC TIJO
The partners together on the site of the Sainte Marie school
The CASEC (Conseil d’Administration de la Section Communale) is the smallest legal territorial unit administered by
an elected board. As such, the CASEC is an important partner
to provide a vision on social housing and policies in Haiti, to
navigate legal issues, and to link between local community
representation and municipal and political actors.
The CASEC of Turgeau has been a local partner of Cordaid
since 2009, most notable as partners for the EU-funded
Kanapeve Leve Kanpe project (see above).
11
north 0
2500
5000 metre
MAPS
Foyer Sainte Marie
Port au Prince metropolitan region
Commune boundary
map 1: the position of sainte marie in the metropolitan region of port-au-prince
N
0
2500
5000 metre
Foyer Sainte Marie
Port-au-Prince metropolitan region
Commune boundary
Croix-des-Bouquets
Cité soleil
Tabarre
Delmas
Carrefour
Port-au-Prince
Petionville
City centre
Airport
12
north 0
50
100 metre
Buildings
map 2: foyer
sainte marie
Roads / Paths
Open space
Trees
N
0
Ravine50
100 metre
Possible development sites
Possible development sites
Buildings
Roads / Paths
Open space
Trees
Ravine
Foyer boundary
Potential building site boundary
Foyer building School
Football
Foyer
13
ANNEXES
The land title has been clarified by formal Decret in Le Moniteur, published 26 January 1967 (see Appendix A), which we
have confirmed via authorized notary (see Appendix C), and the DGI (see Appendix B). Following these land ownership
verification steps, an MoU was signed in April 2013 giving the development team site control. At the beginning of Phase 2,
this will be superseded by binding land-use and organization agreements will assure that the residents’ co-operative will
gain control at offtake.
annex a: formal decret ‘le moniteur’, january 26th, 1967
14
annex b: land title confirmation dgi, april 19th, 1968
15
16
17
annex c: letter from notary, may 28th, 2013
18
19
annex d: mou cordaid / foyer de sainte marie
20
4.
Phases de
développement:
Le Développement comprendra trois phases, comme suit:

Phase 1: Négociation et rassemblement des ressources. Cette période
couvre de la date de signature du présent protocole d’entente jusqu’au
point à partir duquel tout le financement nécessaire a été obtenu (en
espèces ou par des engagements contraignants) en compatibilité avec ce
plan de financement, pour assurer le démarrage -- lorsque le prêt de
développement sera clos.

Phase II: Reconstruction et réaménagement. Cette période va de la clôture
du financement (particulièrement du prêt à l’aménagement) à la
construction/reconstruction des logements et à l’achat par les ménages
individuels de leurs actions dans la SavingsCo en vue de la constitution du
« prêt permanent ».

Phase III: Prélèvements et fonctionnement/opérations. Cette phase couvre la
mise en place du « prêt permanent » et le développement du prêt a été
entièrement remboursé à travers une combinaison de prêts permanents
et la troisième tranche de la subvention.
La phase 1 pourrait durer entre 6 à 12 mois, la phase 2 entre 6 à 12, soit au
total un intervalle de 12 à 24 mois avant pour le développement.
5.
Entité actionnaire
HaitiCo, (le “Promoteur”), sera une entité à but unique (SPE) avec deux groupes
d’actionnaires:

Actionnaires de catégorie B, à savoir l’équipe de développement ( AHI, Cordaid CASEC de Turgeau et FSM) 
Actionnaires de catégorie A à savoir les résidents du site. Les chefs de ménage
qui occupent des propriétés sur le site auront chacun une action de
catégorie A.
Pendant les périodes de pré-aménagement et d’aménagement, l’autorité de
Haiti Co sera confiée aux actionnaires de catégorie B. Une fois le
financement permanent en place, la commande sera dévolue aux actionnaires
de catégorie A, sous réserve de certains droits limités aux actionnaires de la
catégorie B à intervenir si le prêt permanent est en défaut ou en danger de
défaut de paiement.
Page 2, Protocole d’entente, AHI/CUM, CASEC de Turgeau, et leFoyer de Sainte Marie, Port-au-Prince
21
6.
Le Promoteur
Dans l’équipe du promoteur, les entités auront en gros les responsabilités
suivantes:
a. AHI/CUM. Conception du système global et la gestion opérationnelle
b. FSM. Sensibiliser et organiser les ménages dans le groupe d’épargne (Voir
ci-dessous).
c.
CASEC de Turgeau. Contact avec les institutions nationales et
municipales.
Toutes les décisions qui seront prises par HaitiCo jusqu'à la période de
prélèvements, le seront à l'unanimité avec toutes les parties signataires de ce
protocole d’entente.
7.
Groupe d’épargne
Avec le soutien de HaitiCo, “the Developpeur/moniteur”, les ménages du site
formeront une coopérative d’épargne (la SavingsCo), ou chaque ménage
accepte de contribuer mensuellement à hauteur d’un montant fixé, à
compter de sa création jusqu’à son achèvement.
Les dépôts (argent épargné) seront détenus par le dépositaire d’épargne,
resteront la propriété de chaque ménage et seront utilisés pour réaliser des
économies et des antécédents de crédit pour chaque ménage. Ils serviront
aussi à fournir collectivement un coussin d’exploitation de premier niveau au
prêt permanent pour les maisons individuelles.
8.
Dépositaire
d’épargne
Toutes les épargnes seront détenues par une institution financière (bancaire
ou non bancaire selon le cas) qui a des expériences de travail avec les pauvres
informels à Port-au-Prince et qui a la confiance de la coopérative d'épargne et
du promoteur. Cette institution conservera les épargnes au titre d'une
convention de garde ou d’accord de séquestration. « dépôt conditionnel »,
conformément au plan de réaménagement.
9.
Financement
permanent
À la phase d’achèvement et de prélèvement, le groupe d’épargne fera une
demande du prêt permanent auprès d’un préteur (le” préteur permanent
haïtien”) qui est soit (i) une institution financière formelle active en Haïti ou
(ii) un consortium de préteurs et d’investisseurs de programmes connexes
actifs et intéressés par le réaménagement en Haïti. CUM ou AHI en qualité
de conseiller financier, peut prendre l’initiative dans de participation dans le
prêt permanent.
L’argent du prêt permanent (ainsi que le 3ème versement de la subvention)
serviront à rembourser le prêt d’aménagement.
10. Financement de
réalisation
Au début/commencement,
l’entité HaitiCo empruntera le prêt
au
développement à un préteur (Le” Préteur Permanent Haïtien”) qui est soit (i)
une institution financière formelle active en Haïti ou (ii) un consortium de
préteurs et d’investisseurs de programmes connexes actifs et intéressés par
le réaménagement en Haïti. CUM ou AHI en qualité de conseiller financier,
peut prendre l’initiative dans de participation dans le prêt permanent.
L’argent du prêt à l’aménagement, ainsi que le 2ème versement de la
subvention, financeront les constructions et reconstructions nécessaires.
22
11. Subvention en
trois volets
AHI/CUM lèveront ou feront lever les fonds des donateurs (le
« portefeuille ») estimés à €1,160,000, pour être payés en trois versements,
comme suit:
a. Avril 2013.
€160,000, prévus pour l’assistance technique au préaménagement sont immédiatement payés, pour couvrir les couts des experts
pour transformer cette esquisse conceptuelle en des conventions liant les parties
et démarrer les travaux.
b. Octobre 2013. Aménagement - €300,000, seront versés au moment de la
clôture du prêt au développement, afin de fournir au moins 25% des couts de
construction/ reconstruction.
c.
Juillet, 2014. Prélèvements - €700,000, seront versés au moment de la
clôture du prêt permanent et le paiement à nouveau du prêt
d’aménagement pour rembourser une grande partie du prêt
d’aménagement dans la mesure que peut supporter le prêt permanent.
12. Experts
L’équipe de développement bénéficiera de l’expertise des professionnels suivants dont les services de la signature de la présente jusqu’au démarrage seront financés avec l’argent du versement initial de la subvention: • Conseiller financier et en développement • Conseiller en conception et mise en page • Conseiller en approche communautaire • Conseiller juridique ‐‐ un avocat local haïtien. Tous les membres de l'équipe de développement devront être acceptables pour le FSM 13. Alliés locaux
Le projet doit recevoir l’aval des dirigeants des collectivités locales, des
leaders et notables et des groupes communautaires, avec la participation du
CASEC de Turgeau.
14. Agréments
Ce protocole d'entente constitue un accord de principe, mais n'est pas
juridiquement contraignant jusqu'à ce qu'il soit remplacé par un nouvel
accord, en documentant les conditions ci-dessus, qui est approuvé par le
conseil d'administration ou le comité de direction de chacune des parties,
CUM, AHI, Casec de Turgeau et FSM.
professionnels
La cloture de l’accord du site ne peut se faire que si AHI/CUM complète la
mobilisation de capitaux d'une manière acceptable pour le FSM.
15. Le MoU
Les parties conviennent d’informer le public de la signature du présent
protocole d'entente et de leur décision de travailler ensemble sur ce plan.
Le protocole d'accord lui-même restera confidentiel.
16. Durée
Ce protocole d'entente restera en vigueur pendant six mois. Les parties
peuvent prolonger sa durée si elles font mutuellement des progrès vers la
transaction proposée.
Acceptées et approuvées en principe, tel que prévu ci-dessus.
23
24
annex e: why incremental housing?
Apart from the financial and organizational aspects of the
project, site planning and housing design plays a crucial role
in ensuring success of the project. The process of design and
construction needs to be suited to the context of the project,
and cater to the needs of the prospective inhabitants.
The images below provide an example of how design that
foresees an eventual much bigger building can progress
from the first stage.
Important elements to consider in the design are:
■■ Accessibility
■■ Suitability to the terrain
■■ Sustainability (for example the use of solar energy and
water storage)
■■ Availability of public space
■■ The housing units should be usable for various purposes
■■ The housing units should be natural-harzard-proof
■■ The housing units should be expandable
The final element is important in a country where families
live in, and build on, the same house over generations. This
is especially important when prospective owners take on a
long-term commitment like a mortgage.
The concept of expandable, or incremental, housing is well
documented and appreciated. It originates in the observation that many families in Haiti already build their houses
in this manner, and that the quality of these houses can be
improved by providing technical and legal support.
Cities Alliance mentions six reasons for choosing to support
incremental housing processes:
(www. citiesalliance.org/sites/citiesalliance.org/files/CIVIS_3_
English.pdf )
■■ The fact that more households can be supported by
facilitating existing incremental processes
■■ Using private local funding. Reducing the costs of the
intervention and promoting feelings of ownership
■■ The reduced load on governmental management systems
when residents take on ‘housing’ themselves
■■ The ability to regulate informal neighborhoods through
supporting incremental housing processes
■■ The opportunity to develop local participatory governance
systems
■■ Potential socio-economic spin-off effects: people joining
forces towards economic development for example.
Well-know example of incremental housing: Elemental in Chile
(source: bustler.net)
CASEC TIJO
more information
contact
Cordaid, The Netherlands
Margriet Nieuwenhuis
Director BU Urban Matters
[email protected]
+31-70-3136300
Cordaid
A P.O. Box 16440
2500 BK The Hague
The Netherlands
T +31(0)70-31 36 300
Cordaid, Port-au-Prince
Country Director Jan Voordouw
[email protected]
+509 31059169
W
www.cordaid.org
CARE.
ACT.
SHARE.
LIKE CORDAID.

introducing a safe and permanent housing model to haiti

Transcription

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