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FRANCESCO INCORPORATED 2015

Pope Francis Village –The implementation of an In-City relocation for 550

typhoon-affected families of Super Typhoon- Yolanda and the restoration of

sources of income and regained self-sufficiency of the project beneficiaries

POPE FRANCIS VILLAGE The Integrated, People-Driven

Model Community in Post Yolanda

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Pope Francis Foundation for Resilient

and Co-Empowered Sustainable

Community (FRANCESCO)

FRANCESCO, a consortium of organization

composed of the Associates of the Urban Poor

(UPA), Canadian Catholic for Development and

Peace (CCDP), Catholic Bishop Conference of

the Philippines (CBCP-NASSA), The

Congregation of the Most Holy Redeemer, and

Roman Catholic Church of the Archbishop of

Palo (RCAP), Leyte is establishing a

permanent in-city relocation site acceptable

to the affected communities where they

could have bounce back - build their resilient

houses, rebuild their livelihoods, and to

continue to strengthen their organizations

that were formed with assistance from UPA so

that they will fully participate in community

governance as well as to effectively engage the

local governments.

INTRODUCTION

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Greatly influenced by the values of Mercy and Compassion taught by

Pope Francis, The Integrated, People–Driven Model Community Building

in Post-Yolanda project adapts a process where the most vulnerable

typhoon-affected families in Tacloban City will be able to restore the

normalcy of their living. The Model Community will strive to be a

prototype community that will integrate a supportive social

environment that will not only cover the building of permanent houses

but also restoration of the livelihoods as well as the formation and

strengthening of organizations of the beneficiaries. The model

community will greatly involve the people in decision –making in all

aspects of the project. The plan will further integrate various aspects of

ecological design, permaculture, ecological building, green production,

alternative energy, community building practices, and any other

approach to ensure the welfare of the people in the nine target

communities.

PROJECT BACKGROUND

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The objectives were identified and group to 5

main items as follows:

1. 550 displaced and affected households have access to safe, permanent and sustainable housing with resiliency features and complete with toilets, water pipes and electrical lines, better equipped to face natural disasters

2. Restored sources of income and regained self-sufficiency by providing livelihood recovery program and empowering the community to manage their own livelihood and enterprises, or gainfully employed in one of the enterprises developed under the program.

3. Develop DRR measures to mitigate the effects of disasters

4. Organize a strong community with a Community Council and empower them in the areas of estate management, local governance, networking, and advocacy for basic social services such as health and education and conflict resolution.

5. Build a community that is ecologically, economically and socially sustainable. The eco-village will be adapted including the use of locally available building materials, recycling, wastewater treatment, use of renewal energy sources, organic farming and planting of trees.

PROJECT OBJECTIVES

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PROJECT COMPONENTS

In implementing the project, the members of the

community will be the first in line, with the Consortium

acting as guide and support. The major role of the

community therefore is the participatory designing and

construction of their permanent shelter, identification of

the livelihood options ant their implementation, and

Disaster Risk Reduction planning. As a “People-Driven

Model Community”, the project covers two components,

namely: technical and social. The integration of these two

components is essential in giving priority to the

preferences of the community in building their

permanent shelter, restoring their livelihood, and

reformation of their social organizations. In conjunction

with the technical team, the social component will form

committees and the establish of community councils

whose members are from the barangays. A part of these

committees will form part of the technical component,

hence crosscutting both the two components.

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PROJECT COMPONENTS

TECHNICAL TEAM The technical team of the project will do all the necessary works pertaining

to the design and construction of permanent houses and structures in the site. In conference with the community, the technical team will complete

the site development plan of the project, complete the detailed housing type using participatory designing methodology, complete the detail budget, create community workshops for construction supplies, and

implement and complete the entire construction process. The technical team is composed of architects, engineers, community construction team,

and any other relevant technical experts

The project is moving forward with the delivery of designs of houses, multi-purpose building, commercial buildings, chapel, school, and livelihood infrastructures in the project site. The very first process in the design

preparation is community consultation. The community organizers of the social team will guarantee the attendance, participation, and involvement of the project beneficiaries in the workshops and trainings headed by the

technical team. The secretariat on the other hand supports both the social and technical teams in their needs. After the consultation, the technical

team integrate the decisions and designs drawn by the community with the goal to come-up with a design that will be approved and accepted by the

project beneficiaries.

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PROJECT COMPONENT

SOCIAL COMPONENT

The social team of the project is composed of Community Organizers who are

working closely with the program beneficiaries. The Social Team, headed by

UPA, will determine final selection of the beneficiaries, criteria of which they

also formulated in conference with the Consortium members. In coordination

with the Technical team and the secretariat, their functions include formation

of Community Construction team, mapping of Community skills and talents,

and training of community leaders, formation of Community Committees on

Livelihood, monitoring of the construction processes and any other function

concerning the welfare of the people in the nine target communities.

In order to realize the people-driven approach of the project, the social team

assures that the participants will be able to feel that the project is theirs, that

active participation is needed in order to address their needs. With the

formation of different committees, leaders are chosen to prepare the project

beneficiaries for a greater responsibility that encompasses not only managing

their lives in the Pope Francis Village but also resorting to sustainability

measures in adapting to the diverse challenges of living.

In the aspect of livelihood restoration, the selection of livelihood projects

includes local adaptability and acceptability, market viability, and possibility of

addressing environmental concerns. As most of the project beneficiaries were

fishermen, the challenge is the introduction of agricultural livelihoods to

acclimatize the environment in the project area. Progressively, the social team

is on the peak of establishing natural farming to the community members.

Demo farms have been created with the support of local partners. These farms

serve as a training ground of the project beneficiaries for the incorporation of

natural faming and livestock. Natural farming and livestock are the most

preferred livelihood of the community in the relocation site.

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People-Driven Activities

In the implementation of the Pope Francis Village, the utmost consideration

is the welfare of the project beneficiaries. In most instances, favor is always

inclined to their needs. The team makes sure that the project beneficiaries

are always involved and part of the processes of the development of the

project.

Among those activities were the Site Development Training Workshop

where the project beneficiaries examined the site and illustrated through

the use of art materials their preferred physical plan in the site. It is through

this workshops that the community were made aware of the hazardous

areas in the project site, discouraging them to put their houses on those

specific zones. After the site planning, the Participatory Housing Design

Workshop was also conducted. At the end of the workshop, the project

beneficiaries were able to identify four (4) types of housing designs. As a

final output, the project communities voted to have the row house design.

The project architects on the other hand finalized and presented the final

design, incorporating and consolidating the submitted designs by the

community. A Community Workshop on Livelihood and Economic

PEOPLE-DRIVEN ACTIVITIES

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Activities were also directed aimed to analyze, create and finalize plans on

livelihoods on the site. Possible livelihood activities were introduced to the

project beneficiaries. After which, they were made to list down their desired

livelihood activities on the place. The social team tallied the output and

presented it to the community. Nevertheless, a Technical Training was

given by the technical team that included plan reading on Architectural,

Structural, Plumbing, and Electrical plans, respectively. In this manner, the

community are given basic knowledge on how to read plans and

specifications that they will later use in the construction of their houses. In

line with the technical training, a Participatory Workshop on Day Care

and Chapel Design was also undertaken. In this workshop, the community

were asked to draw their ideal proposals in the chapels and Day Care

Centers. Architect Albert Zambrano amalgamated the designs of the

community and finally ended up with a final chapel design which were also

presented to the community for approval.

In the creation of committees, the Procurement Training was lately

facilitated by the Procurement Officer and the Technical team that enabled

the participants to be equipped with basic knowledge in procuring

materials all throughout the project implementation.

PEOPLE-DRIVEN ACTIVITIES

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Strengthened Relations

The project, which involves an in-city relocation and adapts a people-driven

model approach, needs the skills and assistance of professionals who could

guide the project in the implementation of the Pope Francis Village. As a

result, the Technical Assistance Movement for People and Environment

Inc. (TAMPEI), an organization that promotes a community-led process and

incorporate environmental awareness, Arkomjogja, an organization in

Indonesia composed of Architects and Engineers that likewise promote

community-led projects, Architect Albert Zambrano, a Shelter and Urban

Development Specialist, and the Eastern Visayas State University (EVSU),

region VIII’s only University that offers Architectural courses, were all

tapped to provide technical support in the design of all the structures to be

constructed in the village. Likewise, Ridge to Reef Solutions Inc., was also

tapped to conduct a Flood Study and prepare the Engineering Geological

and Geo-Hazard Assessment Report (EGGAR) in the Pope Francis Village.

The extent of the support of the above-mentioned bodies are the first steps

to realize the visualization and designs of project beneficiaries. In their

guidance, the output of the community in the workshops as a form of

consultation on designs of every structure are transformed into

professional arch itectural drawings.

STRENGTHENED RELATIONS

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To kick-off the construction activities of the Pope Francis Village, a

Ground Breaking ceremony was held at the project site in Brgy. 99, Diit,

Tacloban City on August 17, 2015. The activity started with a Holy Mass

officiated by Rev. Fr. John Forrosuelo Du, Archbishop of Palo, followed by a

short program for the ground breaking.

The Ground Breaking was attended by guests from the Development and

Peace, headed by Gilio Brunelli, representatives from the Canadian School

Board, members of the consortium – the Urban Poor Associates (UPA),

Canadian Catholic for Development and Peace (CCODP), Catholic Bishop

Conference of the Philippines (CBCP-NASSA), The Congregation of the

Most Holy Redeemer, and Roman Catholic Church of the Archbishop of

Palo (RCAP).

Officials and representative from the different organizations like IOM and

partner agencies like DPWH, NEDA, DSWD, TESDA, OCD, Office of the

Governor, and LGU were also present in the activity.

An estimated 550 beneficiaries of the project also attended the said

momentous event.

GROUND BREAKING CEREMONY

PROJECT MILESTONES

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GOVERNMENT SUPPORT

Considering the importance of the partaking of both local and national

government agencies, FRANCESCO solicited the commitment of these

agencies to support, in any manner, the implementation of the POPE

FRANCIS VILLAGE. Among the result were the engagement of the

Department of Social Welfare and Development (DSWD) in the

construction of houses and in the financial assistance in the cash-for-

work program; the Department of Public Works and Highways

(DPWH) in the provision of the road networks in the Pope Francis

Village; the Department of Labor and Employment (DOLE) in the

creation and preparation of the safety and health program and in a

possible 50-50 sharing in the costs of the implementation of an approved

livelihood program; the Technical Education and Skills Development

Authority (TESDA) in conducting the trainings for basic skills to the

project beneficiaries; the Department of Education (DepEd) in assisting

the project in the construction of schools; the National and Economic

Development Authority (NEDA) for acting as a leverage for the project

to ask assistance to the provincial level; and the Philippine Red Cross in

conducting basic life support and first aid; the Office of the Civil

Defense (OCD) in guiding the project for the application of the disaster

risk reduction measures and programs; and the Department of

Environment and Natural Resources (DENR) in providing the project

with fruit-bearing trees.

Then involvement of these government units portrays a key advantage

for the project in accepting support from both local and national

agencies. With these support, the project beneficiaries are being exposed

to the ambits of the local and national powers that govern them, thus

making them in any other way, participate or become involve in the

activities of the government.

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PHOTO GALLERY

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PHOTO GALLERY

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SITE DEVELOPMENT PLAN

PROJECT SITE

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SITE DEVELOPMENT PLAN

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HOUSE DESIGNS

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COMMON FACILITIES

MULTI-PURPOSE CENTER

TOTAL FLOOR AREA = 886 SQ.M.

Stage Platform = 57 sq.m.

Covered Court = 766 sq.m.

DAYCARE CENTER

TOTAL FLOOR AREA

= 122.6 SQ.M.

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CHAPEL DESIGN

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PROPOSED ELEMENTARY SCHOOL BUILDING (6-CLASSROOMS)

TOTAL FLOOR AREA = 602 SQ.M.

Classroom Floor Area = 63 sq.m.

Classroom Capacity = 40-50 Student/ Classroom

OTHER STRUCTURES

LOCATION OF THE PROPOSED ELEMENTARY

SCHOOL BUILDING

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Land Acquisition Cost (includes capital gains tax, transfer tax, documentary stamps, real property tax, estate tax

30,361,750.00

Engineering drawings and permits 1,500,000.00

Land grading and earth moving 58,513,795.00

Land development - Drainage system, culverts, sidewalks, labor 36,194,100.00

Land development - Utilities: water supply system and distribution including pumps, piping, labor, water tanks

30,161,750.00

Land development - Utilities: electricity distribution system; power posts, distribution lines, transformers, wiring, labor, etc.

36,194,100.00

Partners/Consultant Fees 5,460,000.00

Residential Houses 137,500,000.00

School building 13,230,000.00

Community Center-cum-Evacuation Center/Multi-purpose Center

18,000,000.00

Chapel 6,000,000.00

Community Park 640,000.00

Sports / Arts Facilities 6,400,000.00

Commercial Building 40,000,000.00

Construction uniforms, Insurance and Safety Gears 7,000,000.00

Capital Outlay - Furniture, Fixtures and Equipments 2,802,000.00

Staff Costing (Basic and allowance including 13th month pay) 13,455,500.00

Staff House and Office Administration 2,852,600.00

Livelihood Development 12,000,000.00

Community Organizing and Advocacy Work 1,200,000.00

Meetings,Trainings, Workshops, Others: 3,792,650.00

DRR Activities 600,000.00

TOTAL BUDGET

PHP 463,858,245.00

BUDGET

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To make the project beneficiaries as the key prime-mover and key players

in the project implementation, there are numerous significant factors and

challenges to be addressed as steps to a people-driven approach:

The 550 project beneficiaries Focusing on more than 500 identified project beneficiaries coming from nine (9) different barangays led to an extensive timeframe of selection and qualification. Setting of beneficiary selection criteria and process from the typhoon affected families required substantial effort and time, not to mention the consideration of the beneficiaries’ actual economic and social status thereby qualifying the most vulnerable members of the community.

The Creation of Teams

With the integration of the technical, social, and secretariat teams, the objectives of the Pope Francis Village have been levelheaded. The roles of each component have been effective from community organizing to incorporation of plans to their implementation. Gradually, this results to the active participation of the community from decision-making to project implementation, the communication between the three teams in realizing the projected outcome, the coordination with the local and national stakeholders, and most importantly, the process of empowering the community members in the daily aspects of their living.

Addressing Preliminary Concerns Series of preliminary steps in the establishment of infrastructures in the project site. Various government permits and requirements are needed. Mobilization and involvement of the community are indispensable. Integrating the designs and dream houses of the community in a single plan is a challenge In order to address these, the project team has identified different methodologies. One of these is the gathering of support from various local and national government units, private organizations and civil society organizations.

LEARNINGS AND CHALLENGES AS WE MOVE FORWARD

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Support from these organizations allowed the project to obtain certain financial, technical, and social support. The site development being the most crucial in the preparation stage is expected to be supported by the Department of Public Works and Highways (DPWH). The institution of houses is as well supported by the Department of Social Welfare and Development (DSWD) and Christian Aid. The training of beneficiaries is handled by the Technical Education Skills and Development Authority (TESDA). The Local Government Unit of Tacloban City and the Province of Leyte were similarly tapped to support the project implementation. Another identified approach is the study of the lessons and experiences of other community centered projects and people-driven approach scheme like the Technical Assistance Movement for People and Environment Incorporated (TAMPEI) and Arkomjogya. With their guidance and expertise, the project is keen on the actions to be taken to ensure the effective implementation of the project. The happening of workshops and trainings serve as a manifestation of the project’s concern to gather the perspective of the community. The output of those workshops is the incorporation of the community’s idea into a single design. Empowering the Project Beneficiaries One of the effective tools in a community-driven approach is capacitating the community through technical trainings and actual exposure in the field of construction and various livelihood technology. These give them confidence from the skills acquired during their practical training which they can put in practice as they build their own community.

LEARNINGS AND CHALLENGES

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Prepared by:

Dittus

Engr. Reynaldo B. de Guzman Jr.

Project Manager

D2sdeguzman@gmail.com

Reynaldo.simpl.com

CONTACT INFORMATION