Semi Annual Report

Barrio Mio Scale Up

My Neighborhood

“Transforming Guatemala’s High-Risk Urban Settlements into Resilient, Safe and Productive Neighborhoods & Building Capacity to Respond to Urban Disasters.”

“Transforming Guatemala’s High-Risk Urban Settlements into

Resilient, Safe and Productive Neighborhoods & Building Capacity to Respond to Urban Disasters.”

“Transforming Guatemala’s High-Risk Urban Settlements into Resilient, Safe and Productive Neighborhoods & Building Capacity to Respond to Urban Disasters.”

Semi Annual Report

“Transforming Guatemala’sSUBMITTED High -TO:Risk USAID Urban Settlements into Office of Foreign Disaster Assistance Resilient, Safe and Productive Neighborhoods & Building Capacity to Respond to Urban DisastersApril.” 30, 2019 AID-OFDA-G-17-00186 “Transforming Guatemala’s High-Risk Urban Settlements into Resilient, Safe and Productive Neighborhoods & Building Capacity to Respond to Urban Disasters.”

“Transforming Guatemala’s High-Risk Urban Settlements into Resilient,Semi Safe and Productive Annual Neighborho Reportods & Building Capacity to Respond to Urban Disasters.” PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

Semi-Annual Report

Organization: Project Concern International (PCI)

Name of Project: Barrio Mio Scale Up

Agreement No.: AID-OFDA-G-17-00186

Country: Guatemala

Sites / Locations / Amatitlán, Mixco, Santa Catarina Pinula, San Miguel

Municipalities of: Petapa, Villa Canales, Villa Nueva, and Guatemala.

Reporting Period: October 1, 2018 to March 30, 2019

Name: Pascale Wagner

Position: Country Director For further information, Organization: PCI please contact: Email: [email protected] Telephone: (502) 2369-2881

Cooperative Agreement: AID-OFDA-G-17-00186 i Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

Table of Contents Glossary – Acronyms ...... iii Summary Table of Beneficiaries ...... iv I. Project Highlights ...... 1 II. BMSU Project Strategy ...... 1 III. Project Achievements ...... 2 SECTOR 1: Risk Management Policy and Practice………………………….………………2 SECTOR II: Shelter and Settlements………………………………………….………………8 SECTOR 3: Economic Recovery and Market Systems……………………….…………….9 III. Monitoring and Evaluation ...... 11 IV. Program Challenges and Actions Taken ...... 11 V. Key Activities for the Next Reporting Period...... 11 Annexes ...... 12

Cooperative Agreement: AID-OFDA-G-17-00186 ii Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

Acronyms

AGIES Guatemalan Association of Structural and Seismic Engineering ANACOVI National Association of Home Builders AVE Administration of Vulnerabilities and Emergencies Barrio Mío Project Name BANRURAL Rural Development Bank BMSU Barrio Mío Scale Up CEPREDENAC Center for Coordination and Prevention of Disasters in Central America and the Dominican Republic CIG College of Engineers of Guatemala CEMPRO Cement Production Company COCODE Community Development Council CONADUR National Council for Urban and Rural Development COLRED Local Coordinator for Disaster Reduction CONRED National Coordinator for Disaster Reduction CONSTRURED Construction Materials Supply Chain CONAVI National Council for Housing CUNOC University Center of the West DRR Disaster Risk Reduction DMM Municipal Women’s Board of Directors DMP Municipal Planning Department EMUVI Municipal Housing Enterprise FHA Institute for Preferred Mortgages FOPAVI Housing Fund FUNDESA Foundation for the Development of Guatemala GIS Geographic Information Systems GOAL Irish non-profit organization GOG Government of Guatemala INAP National Institute of Public Administration INFOM Municipal Development Institute INSIVUMEH National Institute of Seismology, Volcanology, Meteorology and Hydrology INTEPRO Private sector housing company MACA Working Group for Applied Knowledge MAFI Working Group for Institutional Strengthening MGCS Association of Municipalities Greater Southern City MIB Integrated Neighborhood Upgrading MICIVI Ministry of Communications, Infrastructure and Housing OFDA Office of U.S. Foreign Disaster Assistance OMDUT Municipal Office of Urban and Territorial Development ONSEC National Office of Civil Service PCI Project Concern International POT Territorial Development Plan SCEP Secretary of the Executive Coordination of the Presidency SEGEPLAN Presidential Secretary for Planning and Programming UFM University of Francisco Marroquín UNISDR United Nations Office for Disaster Risk Reduction URL University of Rafael Landivar USAC University of San Carlos in Guatemala USAID United States Agency for International Development VIS Social Housing

Cooperative Agreement: AID-OFDA-G-17-00186 iii Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

Summary Table of Beneficiaries

Beneficiaries for the Reporting Cumulative Beneficiaries to

Period Date

Targeted Reached Targeted Reached

Total IDP Total IDP Total IDP Total IDP SECTOR 1. Risk Management 482 n/a 650 n/a 2,178 n/a 729 n/a Policy and Practice (1)

2. Shelters and 420 n/a 17 n/a 2,178 n/a 17 n/a Settlements

3. Economic Recovery and 1,255 n/a 33 n/a 4,394 n/a 33 n/a Market Systems

Total1 2,157 700 6,572 779

1 Total beneficiaries are unduplicated across sectors

Cooperative Agreement: AID-OFDA-G-17-00186 iv Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

I. Project Highlights

A number of notable achievements and advances took place for BMSU during this reporting period, including:

• The creation and consolidation of an Academic Working Group that, through its two subgroups, the Working Group for Applied Knowledge (MACA) and the Working Group for Institutional Strengthening (MAFI), who are developing sustainable institutional processes in the public sector for advocacy, capacity building and accreditation in urban DRR. • Five training workshops in GIS for DRR for 26 high-level technicians (19 Male, 6 Female) in the municipalities of Villa Nueva, Mixco, Santa Catarina Pinula, Amatitlan and Villa Canales, which led to the creation of geomorphological analysis models that will guide decision making processes to improve disaster resilience in high risk communities in those cities. • A model housing project in San Mateo, Villa Nueva, has not only advanced housing designs and the internal processes of creating a Municipal Housing Enterprise (EMUVI), but has also been the subject of a study profiling the socioeconomic status of 622 workers in need of housing. These workers are a typical representation of workers who live in areas with high levels of vulnerability and will be the first beneficiaries of this project component. • With the support of Build Change, BMSU held a three-day hands-on training workshop with 24 participants (15 Male, 9 Female) in Mixco for government, private sector and NGO partners on technology platforms that help improve urban upgrading and other measures that impact the habitability of at-risk housing structures. As part of the project’s capacity building work, BMSU identified 17 families from two communities in Mixco (Cipresales and Vistas de la Comunidad) whose houses needed structural reinforcement and developed blueprints and costing analyses for 15 of the structures so that the beneficiaries could present them to banks to gain access to financing. II. BMSU Project Strategy

During this reporting period, the BMSU team reviewed year one achievements and worked with public and private partners, civil society and academia, to revise the project strategy to focus on strengthening policy and planning to scale up the development of resilient housing and infrastructure. Using a gap analysis methodology, the project strategy was divided into three pillars that align work areas, objectives and results and allows BMSU partners to better adapt to the national context and understand what national and local mechanisms are involved in the BMSU strategy. The first pillar is “Policy” and is comprised of components one and two. The second pillar is “Intervention Areas” and is comprised of components three and six. The third pillar is “Knowledge” and is comprised of components four and five.

PILLARS & COMPONENTS AREA OF WORK RESULT SPECIFIC OBJECTIVES

Policy Develop the capacity of 1: Strengthen national social housing Creation of policies government agencies, policies and related government institutions and forums to Regulations, private partners, NGOs and that can advance the Barrio Mio model and promote the agreements, universities to implement urban DRR. integration of DRR standards, activities that reduce Intervention Areas into housing and policies vulnerability in informal high- urban upgrading. risk settlements and that 2: Develop strategic partnerships and an respond to urban disasters. environment that promotes advocacy for urban DRR and the Barrio Mio model.

Cooperative Agreement: AID-OFDA-G-17-00186 1 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

Intervention Areas

3. Provide technical assistance in the design and implementation of replicable and Model projects, Ensure access to safe and scalable model projects that address the Settlement access to adequate shelter by creating challenges faced by both institutions and improvement and its housing, strategies to construct families in reducing disaster risks in high impact on household livelihoods and transitional shelter and to risk urban settlements. economic status. empowerment. remodel unsafe housing.

6. Develop financing strategies for housing and urban upgrading, livelihoods and urban DRR and resilience-enhancing interventions. Strengthened Increase access to safe and capacities in Knowledge affordable housing in high- urban upgrading, risk areas, strengthen the social housing 4. Design and implement improved community's resilience and Supporting creation and integrated processes and tools at local, regional, social cohesion, and improve of knowledge and disaster risk national and the capacity of public and tools for reduction with international scales. private partners to support development mechanisms and livelihoods and develop applicable tools at 5. Increase and improve knowledge and mechanisms to help local, national and capacities across sectors involved in urban vulnerable households in international upgrading, housing and DRR. informal settlements. levels.

III. Project Achievements SECTOR 1: Risk Management Policy and Practice

Advocacy for the integration of the Barrio Mio Model in national and municipal housing and urban upgrading policies.

To ensure the long-term sustainability of the Barrio Mio Model across Guatemala, the team first focused on fostering an educated and supportive national and municipal government system. This can be challenging in Guatemala due to the high turnover of government staff, a trend that reflects the historical difficulties of generating an integrated vision for national development.

In this context, BMSU has worked to educate and align a range of relevant government entities and key partners to develop disaster resilient housing and facilitate urban upgrading. BMSU’s participation in the National Housing Council (CONAVI) has been key to providing continuity and leadership in this area irrespective of changes in government administrations. This particular council is especially strategic because it is composed of all the key government actors who have the capacity and competence to regulate and promote the initiatives proposed by BMSU. As a result, leveraging its influence in CONAVI, BMSU has advanced in three key activities this reporting period to promote the Barrio Mío model on a national level:

Activity 1: Advocacy for and Advancement of National Housing and Urban Neighborhood Upgrading Policies: This reporting period, BMSU advocated for updating the National Housing and Human Settlements Policy and the National Policy for Integrated Neighborhood Upgrading by convening multiple working groups with the Ministry of Communications, Infrastructure and Housing (MICIVI), the Presidential Secretary for Planning and Programming (SEGEPLAN) and other government entities. Not

Cooperative Agreement: AID-OFDA-G-17-00186 2 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019 only did these meetings serve as vehicles for advocacy but also for policy formulation– a process that was not occurring prior to BMSU intervention. According to BMSU partners within MICIVI, the new policies are expected to pass and will result in national policies that establish mechanisms to bridge numerous gaps currently hindering sustainable urban development (such as reducing the country’s qualitative housing deficit, which currently stands at 70% of total housing stock).

Activity 2: Strengthen CONAVI and its governing body MICIVI: During the last reporting period the MICIVI Board regulations were officially published, giving it legal authority and making its resolutions and mandates legally binding. Following up on this achievement, the BMSU team worked with the council's commissions to establish internal regulations that will contribute to strengthened internal institutional capacities. The expected result is the development of clear procedures and standards for the approval of projects (like BMSU) that can be supported by clear and established institutional mechanisms.

Activity 3 Strategy 2020: BMSU and CEMPRO led the design of Strategy 2020 with public and private sector partners, a strategy that aims to develop 20,000 housing solutions for hazardous areas by 2020, with 3,000 to date. Thus far, it has been approved by CONAVI (MICIVI as the governing body), the Foundation for the Development of Guatemala (FUNDESA), the National Building and Construction Association, and the National Association of Home Builders (ANACOVI), which demonstrates its success and importance. The result will be the alignment of all key actors in the development of MIB and VIS integrated with DRR using the Barrio Mío Model.

Anticipating the need to replicate integrated MIB, VIS and DRR projects in the future using the Barrio Mio model, BMSU developed a 5-Step Guide to help municipalities implement them. Key personnel from the Association of Municipalities Greater Southern City (MGCS) and SEGEPLAN are currently reviewing and contributing to the guide (for more detail on this activity, see pages 6-7).

DRR legal review and advisement on how to apply the GoG Agreement 179-2001 at the municipal level

BMSU led a legal review of the regulations in Agreement 179-2001 (AG179-2001) to help municipalities understand the agreement’s implications for them. The law establishes criteria for the identification of at- risk neighborhoods in need of MIB in a defined buffer zone of 100 meters on each side of the midstream of a river.2 In addition, BMSU is developing a procedure that will guide municipalities through the process of defining, selecting and executing interventions to prevent, reduce, mitigate and recover from disasters in at-risk areas of the established buffer zone. Furthermore, BMSU conducted a general territorial analysis for each MGCS municipality based on morphological models that identified community risks and potential impacts. As part of this, BMSU convened the National Coordinator for Disaster Reduction (CONRED) and the National Institute of Seismology, Volcanology, Meteorology and Hydrology (INSIVUMEH) to develop outreach material for the regional Integrated Risk Management (GIR) and GIS for DRR working groups that are composed of a range of institutions responsible for supporting sustainable urban development in Guatemala through the development of territorial development plans (POTs).

Analysis of municipal capacity to use GIS for DRR

To better equip institutions to perform GIS-DRR analysis, BMSU developed an assessment to evaluate the capacities of six municipal structures involved in DRR analysis: The Municipal Office of Urban and Territorial Development (OMDUT), Municipal Planning (DMP), Cadastre, Environment, Urban Management and Risk Management. The study involved 35 technicians from the six MGCS municipalities tasked with developing or using GIS systems for planning. The findings will inform the development of courses, workshops and curriculum to increase the municipalities’ capacity in GIS for DRR. This is complementary to the trainings that MGCS offers to strengthen the GIS capacities of the municipal teams

2 Buffer: In a Geographic Information System, the buffer is the polygon that encloses the "area of influence" resulting from giving a certain distance around a point, line or polygon. It is widely used for spatial analysis processes.

Cooperative Agreement: AID-OFDA-G-17-00186 3 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019 that monitor the different water, environment and health tables, among others. All these joint trainings will further the strategies proposed in the capacity building plan developed by the joint GIR working group.

Advocacy and strategy formulation for EMUVIs As a way to continue strengthening MIB and VIS policies, BMSU is working with a housing fund (FOPAVI), a rural development bank (BANRURAL), the Institute for Preferred Mortgages (FHA), and CEMPRO to form Municipal Housing Corporations or EMUVIS in each of the target municipalities to scale up MIB projects, articulate the supply, demand, and social management of the territory and coordinate projects across institutions. Thus far, two municipalities, Guatemala and Villa Nueva, have achieved significant progress in developing their EMUVIS. BMSU is also supporting the generation of housing proposals in zone 6, linked to the MIB project in the Los Angeles I and II communities and Jesús de la Buena Esperanza for families that live at high risk due to landslides or floods. It is estimated that the proposals would create 60 new homes in safer areas.

In addition, BMSU drafted a more comprehensive coordination process that operationalizes EMUVIs within the municipal regulations and is currently pending the approval of the municipal council. BMSU supported this process by reviewing and providing legal counsel on the terms needed to identify the role that municipalities have with VIS and MIB in addition to land management. BMSU coordinated a multi- sector roundtable to plan and create designs for a project of 506 homes.

Facilitating research and improved decision-making in DRR for seismic events

During this reporting period, BMSU and OFDA coordinated a visit by Miyamoto Inc., an international engineering company, to Guatemala as part of a strategy to reduce existing vulnerabilities related to earthquakes. Miyamoto specializes in developing plans to guide national and municipal governments in preparing for earthquakes. This fits perfectly in with BMSU’s strategy and fills the great vacuum that exists on a national level for DRR that addresses earthquakes.

During Miyamoto’s visit, BMSU coordinated meetings with senior public, private and civil society authorities, to show that there are tools, methodologies and mechanisms to address the effects that a seismic event could cause. During the visit, meetings were held with: the Vice President of the Republic as President of CONAVI, the Communications Minister, the Director of SEGEPLAN, the Mayor of Guatemala City, MGCS executives, Presidents of the Associations of Architects and Engineers, the Secretary General of the USAC, Managers of Private Companies like CEMPRO and representatives of the Chamber of Construction. This series of meetings resulted in a willingness from all of them to support and align resources to address and generate solutions that reduce exposure to seismic hazards. Another achievement was the formulation of a specific project with OFDA, Miyamoto, PCI and strategic partners to develop response plans and prepare for the possible occurrence of an earthquake. The presentation of this project to OFDA was in March 2019. In addition, two public conferences (College of Professionals and technical teams of project partners) and four workshops were held to raise awareness on the topic and involved CEMPRO, the Guatemala City municipality and MGCS, drawing a large group from a variety of sectors that will act as allies in the development of a national strategy to identify the best course of action moving forward.

SECTOR 1 SUB-SECTOR: CAPACITY BUILDING AND PRACTICE

Facilitating the institutionalization of knowledge and capacity in urban DRR through Academic Working Groups

Cooperative Agreement: AID-OFDA-G-17-00186 4 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

During this reporting period, BMSU organized and led working sessions with partners in the Academic Working Group, or Mesa Académica3 to design conceptual frameworks for institutionalizing the development of capacities in integrated risk management.

Through these meetings organized and led by BMSU, it was evident that the Mesa Académica should be divided into two functional sub-working groups: first, the Working Group for Applied Knowledge (MACA); and second, the Working Group for Institutional Strengthening (MAFI).

MACA is composed of the private universities Raphael Landívar (URL) and Francisco Marroquín (UFM) and the University of San Carlos, a public university. The launching of MACA in July 2018 was in response to the mobilization of citizens after the eruption of Fuego Volcano. The departments of several universities attended PCI´s invitation to join meetings and develop action plans that would generate designs and ideas for disaster response and prevention. As a result, URL, UFM and USAC integrated disaster risk awareness and prevention into the content of courses in architecture and industrial design— URL integrated content into two of their courses and UFM and USAC into one of their courses. These courses were taken by 138 students (83 Male, 55 Female), who then presented their final designs and showed how DRR had been integrated. Essentially, this revision of pedagogy and practical training facilitates the incorporation of DRR into the architecture and design training at a national level.

The MAFI is dedicated to developing the capacity of public sector officials in the field of sustainable development and Integrated Risk Management (GIR) through the creation of certificate programs and specializations that strengthen not only the institutions’ work in GIR but also in continuing education. The institutional members of this working group are currently SEGEPLAN, the Secretary of Executive Coordination of the President (SCEP), the National Office of Civil Service (ONSEC) and the National Institute for Public Administration (INAP)4. This working group, established and operating with the support of BMSU and its partners, oversees the development of materials and content for training courses. It also aims to establish standard professional requirements for specific institutional positions such as Director of Urban Planning. This furthers BMSU’s goal to systematically strengthen the capacities of staff in the municipalities and MICIVI in MIB and VIS. SCEP has already begun developing a certificate program for its staff. The fact that this working group is composed of so many key public institutions supports BMSU’s exit strategy as it continues to strengthen the capacities of important sectors involved in Guatemala’s urban development. The following four factors support the sustainability of this process:

1. The SCEP in the National Council for Rural and Urban Development (CONADUR) can issue a resolution to institutionalize the certification of officials in MIB and VIS as a prerequisite for them to access funds.

2. Since the INAP and ONSEC oversee the training of government officials in public administration, they can link the certification of those who take their courses to the Civil Service Law. Therefore, in the future these trainings may become mandatory.

3. The Municipal Development Institute (INFOM) has the mandate to strengthen the capacity of the municipalities in managing their mandated responsibilities.

4. SEGEPLAN establishes mandatory guidelines for developing municipal plans and guides municipalities towards higher levels of compliance. It can also help the municipalities to better structure their municipal plans.

Training municipal technical staff to identify natural hazards using GIS

3See Annex 3: Mesa Académica Mind Map 4 Within the structure of MAFI, the function of SEGEPLAN is to support the careers of officials with roles linked to the country's development objectives; SCEP is in charge of the alignment of the work plan and the M & E Committee of the National Development Plan and CONADUR; ONSEC is in charge of defining the organization charts and profiles of the officials; and the INAP is the repository of all these programs and graduates, and is expanding the initiatives.

Cooperative Agreement: AID-OFDA-G-17-00186 5 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

During the reporting period, BMSU conducted five training workshops on GIS for DRR with the municipalities of Villa Nueva, Mixco, Santa Catarina Pinula, Amatitlan and Villa Canales with a total of 26 participants (19 Male, and 7 Female). The objective of these workshops was to jointly analyze the methodology proposed by BMSU to identify areas susceptible to natural hazards and to incentivize the municipalities to increase their capacity to identify a community’s exposure to risk, especially among higher-risk communities, as well as in communities affected by the buffer zone of influence of the 100 meters of AG179.2001 (using Barrio Mio´s own prioritization criteria matrix and the agreement´s buffer zone). Each municipality will contribute new elements to generate geographic information, data and key inputs that can be used for decision making.

These workshops facilitated the creation of the Municipal Atlas of Susceptibility (to threats of landslides and floods at the municipal level), which will be vital in the analysis of public and private investment aimed at strengthening MIB and VIS initiatives. These projects will have the necessary data to help them be implemented under a Comprehensive Disaster Risk Management approach, thus providing safer solutions to families in high risk areas. This type of information is helpful to municipal governments who have mandates to integrate a risk management approach into their urban planning.

Participatory community mapping in Villa Canales

BMSU facilitated a community mapping exercise in 14 at-risk communities in the municipality of Villa Canales through partnerships with the University Center of the West (CUNOC) and MGCS. The exercises used new methodologies and a digital questionnaire. The activity was supported by the staff at the planning department of the MGCS with BMSU staff that accompanied and provided technical support to 151 architecture students.

Workshop on the use of technological platforms to support improvements in the habitability and upgrading of housing structures.

On February 5-7, 2019, BMSU and implementing partner Build Change held a three-day hands-on training workshop in Mixco for government, private sector and NGO partners on technology platforms that can help improve urban upgrading and other measures that improve the habitability of at-risk housing structures. Overall, 24 people (15 Male, 9 Female) attended the workshop from institutions such as the municipalities of Guatemala, Villa Nueva and Mixco, as well as Habitat for Humanity, CONSTRURED, CEMPRO, the Guatemalan Association of Structural and Seismic Engineering (AGIES), College of Engineers of Guatemala (CIG) and Techo. A general objective of the workshop was to develop partners’ capacities to reduce latent seismic risks and promote the management of sustainable urban growth. Also, 17 structures and corresponding households in the original Barrio Mio pilot communities of Cipresales and Vistas de la Comunidad were analyzed as part of the practicum; this resulted in retrofit designs for 15 homes. These products contribute to addressing the problems of disaster risk management at both the local and national levels.

Survey on capacities and resources for GIS for DRR at the municipal level in the MGCS

To strengthen municipal capacity in GIS for DRR and support the joint GIR and GIS working groups, BMSU assessed the existing capacity of 35 municipal planning staff in the MGCS region. At least five employees from each of the six municipalities (a total of 23 men and 12 women, 25 of whom have worked for less than six years in their positions) participated in the OMDUT, DMP, Cadastre, Cartography, Risk Management and Environment units. The assessment identified which thematic areas the municipality should concentrate on: GIS applications (including ArcGIS and QGIS), participatory planning and cartography. The findings helped BMSU identify the capacity needs of the municipal technical team to guide the development of the content that will be offered.

Completion of three drafts of BMSU tools

Cooperative Agreement: AID-OFDA-G-17-00186 6 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

During this reporting period, three BMSU tools were completed and presented to key partners, MGCS and SEGEPLAN, to gauge how they could be promoted for use by municipalities beyond the life of the project.

The first tool, "Managing MIB, VIS and DRR in High-Risk Neighborhoods and Informal Settlements: An Implementation Guide for Municipalities and Strategic Partners” is a five-step implementation guide for municipalities to lead the co-management of the three types of urban interventions in an integrated manner together with residents, local government entities such as the Community Development Council (COCODE), the Local Coordinator for Disaster Reduction (COLRED) and EMUVI, private sector partners, civil society organizations, academic institutions and other key actors. It also serves as a "node" tool with which the other more detailed tools of the project will be aligned. For example, a stakeholder mapping is outlined as a step in this guide and directs the user to reference the BMSU stakeholder mapping guide for more detailed steps.

The second tool, "Collaborative Enumerations in High-Risk Neighborhoods and Informal Settlements of Guatemalan Cities: A Methodological Guide," is a substantive revision of the initial Barrio Mio enumeration guide, which was developed during a previous OFDA-funded grant. It is structured so that organized residents, community organizations, COCODEs and municipalities can conduct the enumeration together. It is important to highlight that this process also serves to strengthen trust and support the networks and capacity for self-organization, capacities that are key not only for successful enumerations, but also for the implementation of resilience-building activities in neighborhoods.

The third guide, "Stakeholder Mapping Guide for Municipalities” establishes strategies to attract key actors from a variety of disciplines and sectors to participate in GIR and DRR activities in each municipality for the entire program, project or initiative, involving them and leveraging their capacities and resources.

Three review sessions with the MGCS for the 5-stage guide led to them agree to help further customize the tools to local governance contexts, to promote the use of the tool within their municipalities and to be a repository for the tools after BMSU closes. Similarly, BMSU held two presentations with SEGEPLAN to seek their involvement in promoting the 5-stage guide. These presentations resulted in them agreeing to help review, validate and align the tool with their own municipal development plan guide, and promote it to other municipalities as a resource at their disposal. The validation process is estimated to be finished by the end of May 2019. These review sessions and presentations will help scale the tools to regional and national levels.

Similarly, the MGCS has also agreed to review and promote the collaborative enumeration tool. This validation process is also estimated to be completed by the end of May 2019. Meanwhile, BMSU has been progressing on identifying experiences and good practices for one of its most important tools, “Principles and Guidelines for Disaster-Resilient Urban Upgrading and Social Housing,” a reference guide for municipalities and other project partners.

In addition, work began this semester on the development of a Women Empowered DRR module to strengthen the actions and capacities of municipalities in the empowerment of women. This module will take into account the savings strategies that will be used for housing.

Resilient neighborhoods: a joint PCI-GOAL-UNISDR initiative

Barrios Resilientes is a joint initiative between PCI, GOAL and the United Nations Office for Disaster Risk Reduction (UNISDR) that began last reporting period with the objective to create processes for the municipalities of the LAC region to put into practice the 10 essential elements of UNISDR’s "Resilient Cities" campaign on a neighborhood scale. This reporting period, a work plan was developed between GOAL and PCI and a memorandum of understanding between both parties and UNISDR is currently being reviewed.

Cooperative Agreement: AID-OFDA-G-17-00186 7 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

In relation to this joint project, UNISDR invited BMSU to participate in a dialogue on the role of local governments in reducing the risk of urban disasters, which took place on 26 and 27 March in Panama City. Following the dialogue, BMSU and GOAL staff met with UNISDR to strategically align the release of the aforementioned tool with upcoming UNISDR events. This led to the identification of two validation workshops in Guatemala: one with the Mesa GIR in late June, and another to accompany the Center for Coordination and Prevention of Disasters in Central America and the Dominican Republic (CEPREDENAC) urban forum in July. As a result, the work plan was updated to have the tool ready for these events. SECTOR 1 SUB-SECTOR: PUBLIC PRIVATE PARTNERSHIPS:

As described above, the process of creating and strengthening public-private partnerships has progressed through the creation of collaboration frameworks and scalable capacity building processes in DRR, urban upgrading and social housing.

Another achievement is in the improvement of the Municipality of Guatemala’s AVE (Administration of Vulnerabilities and Emergencies) electronic platform. After analyzing the platform, BMSU noted that the urban vulnerability analysis was not sufficiently factored into the platform and that input from the Municipal Planning Unit was needed to strengthen it. As such, BMSU facilitated two work sessions with the municipality of Guatemala to address these issues and improve the platform. Subsequently, BMSU advocated for the platform being utilized by other municipalities in the MGCS region.

In addition, to increase effective coordination within the neighborhoods of cities in the MGCS region, a meeting was held with Tetra Tech, one of the main partners in the region, which will allow for the establishment of joint actions that promote DRR. One of the main actions taken was the analysis of areas where they plan to do LIDAR and high-resolution Aerial Photography to identify where BMSU can join efforts to generate valuable information on the identification of high risk areas, as well as efforts to train technical staff in the use and application of GIS technology for DRR.

In conjunction with Habitat for Humanity, Cementos Progreso, CONSTRURED and the Novella Foundation, BMSU began work on generating financial models aimed at providing soft loans to families for the reinforcement and expansion of social housing through funds obtained from Habitat and the World Bank.

Within the strategy to promote and present on the Barrio Mío model, the PCI technical team has hosted and participated with its strategic partners in several metropolitan and departmental level events to promote the Barrio Model, such as the 2Eru (2nd urban resilience meeting) held by Perpendicular (a local NGO working in urban DRM) at Rafael Landivar University Guatemala in November 2018. BMSU participated as a keynote speaker at the event and took part in the discussions on possible regulations and current government and civil society structures, while helping municipal governments to develop the effective means to implement strategies for upgrading neighborhoods. SECTOR II: Shelter and Settlements

One of BMSU’s expected outputs from its transition in strategic approach from direct implementation to facilitation is the creation of frameworks, processes and tools that enable partners to generate disaster- resilient shelter and neighborhoods. Work in project area advanced through three main activities: 1) promoting dialogue and coordinating with the key partners of FOPAVI, BANRURAL, FHA, and CEMPRO to establish EMUVIs within the partner municipalities; 2) working with those partners to develop land management, architecture and finance models for disaster-resistant urban upgrading and social housing; and 3) providing technical assistance to municipalities and private sector development entities for the launch of the initial development projects that will test these models.

Coordination and formulation of frameworks to establish EMUVIs

Cooperative Agreement: AID-OFDA-G-17-00186 8 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

EMUVIs are particularly important in this project, since they are expected to be the vehicle with which the municipalities operationalize and scale national housing and MIB policies as well as apply the models developed by BMSU and its partners in high risk neighborhoods. During this reporting period, BMSU established EMUVIs in each of the seven partner municipalities by holding meetings, presentations and workshops, attended by a total of 16 people. These activities eventually led to the identification of model new housing projects in two municipalities, Villa Nueva and Guatemala and a model MIB project in the municipality of Mixco. BMSU selected these municipalities based on their expressed interest, their knowledge and their commitment to allocate resources to implement them. Physical construction of the model housing and MIB projects are slated to begin next semester.

Coordination and facilitation of a new housing project in Villa Nueva

In Villa Nueva, the mayor approved the use of publicly owned land for the construction of new homes. As a result, BMSU led the coordination and facilitation of a working group composed of several partners, including the municipality, FOPAVI, BANRURAL, FHA, CEMPRO, INTEPRO (a private sector housing company), and Banco Industrial, to establish the Mesa Técnica (or Technical Committee). BMSU facilitated the distribution of roles, functions and tools for the effective management of MIB and VIS projects. BMSU and their legal counsel were invited by the municipality of Villa Nueva to a peer review to offer feedback on the legality of the use of public lands to develop and sell social housing projects. Since the development of a strategy for using the land needs to be further refined, BMSU is hiring a consultant to evaluate the legal mechanisms and produce a tool that the EMUVIs can use to generate land management procedures for social housing. This should result in a more general model that will later be included in the BMSU toolkit.

Urban upgrading proposals for Mixco

With regards to the Build Change capacity building workshops, PCI and Build Change produced the proposed blueprints, situation analyses, and cost estimates needed to start a model project in at least one of the communities within the project municipalities. The partners (Habitat, CONSTRURED-CEMPRO) jointly decided to carry out the project in the communities of Zone 10 of Mixco. Proposals have since been submitted with the goal of improving the habitability and structural reinforcement of 15 existing homes in Cipresales and Vistas de la Comunidad with designs formulated at the February 2019 workshop. SECTOR 3: Economic Recovery and Market Systems

Transfer of Women’s Empowered (WE) groups to partner municipalities

The primary objective of this activity is to transfer the authority and capacity to form new WE groups and support existing groups to the Municipal Women’s Board of Directors (DMMs) and Women’s Departments of MGCS5. During this reporting period, the different WE capacity building methodologies were consolidated into one toolkit so that the team could begin to initiate the transfer of responsibility to the DMMs or Women’s Departments of MGCS, while the technical team continued to provide direct support to the municipalities. The toolkit contains the letter of agreement, operating manual and 17 methodological modules. These materials are ready to be transferred to the municipal teams. WE will facilitate these socialization and awareness processes with the DMM teams in compliance with the municipality's commitment to initiate the transfer and adoption of this methodology.

As a first step toward group formation, WE began the process of sensitization and socialization of MIB processes in the model communities. This process included the analysis of social problems and better livelihood practices at an individual and community level and is achieved through the use of tools,

5 A WE group is comprised of women dedicated to social, economic and political development within their community. A WE network is comprised of representatives of “graduated” WE groups working within a municipality to improve social development and livelihoods.

Cooperative Agreement: AID-OFDA-G-17-00186 9 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019 manuals and guides that facilitate the development of all of the methodology’s sessions, which were finalized this semester.

Fourteen awareness-raising and coordination meetings were developed with the Municipal Women's Directors of the seven municipalities after they showed interest in developing the methodology; however, due to the different levels of structure and resources available in each municipality, not all of them had the same ability to adopt and implement the strategies immediately.

For the municipality of Guatemala, where a process of direct intervention will be developed, a launch workshop was carried out with 17 staff members of the Municipal Directorate of Women and units related to the development of work with women (2 Male, 15 Female). At this workshop, the group planned its next steps for the process of socialization in the communities and identified the areas where activities will be developed at the municipal level: Jesus of Good Hope, Los Angeles I and Los Angeles II.

In Zone 6 of Guatemala, BMSU formed three WE groups, with a total of 33 participants who took part in 4 of the 19 scheduled sessions, of which the DMM team also participated so that they could continue deepening their understanding of the content.

BMSU has identified the need to improve access to livelihoods to increase household income that could be invested into housing and other components of urban resilience. In this context, through meetings with BANRURAL, the BMSU team identified the availability of a line of credit of up to 10 million dollars through the Grameen Bank to be executed by BANRURAL. This initiative aims to provide families, through WE groups, with a line of soft loans designed to establish women-oriented business models.

Development of a financial model for disaster-resilient housing in Villa Nueva

As part of the tailored technical assistance provided to each municipality, the BMSU team developed architectural design plans for 506 homes. This led to a coordinated effort between BMSU, CEMPRO and INTEPRO to identify low-cost technologies and to develop a budget, quantification and cash flow model based on the requirement of the banking sector for the issuance of a bridge development loan6. A draft transparent financial model and guarantee was developed with BANRURAL and Banco Industrial for the bridge loan necessary to develop the project through a trust and for the bancarization of neighbors through Investment Funds for housing. This model will be refined and integrated into the BMSU tools by the consultant that is being hired. To date, this preliminary draft has been presented during several working meetings with BMSU partners in the banking and finance industry such as BANRURAL and BI, as they have expressed considerable interest and have discussed the steps to grant a bridge loan making this initiative feasible and thus allowing a preliminary work plan to be created. In addition, the municipality of Villa Nueva conducted a survey among all municipal workers to guide the construction of housing in San Mateo primarily for municipal personnel living in areas of high vulnerability. So far 622 families have responded.

Development of a model for facilitating urban upgrading projects in Guatemala City

The municipality of Guatemala City has the fundamental elements for the formation of a an EMUVI, called Urbanistica. Due to the lack of tools and specialized technical assistance, it has not been able to build a single house in its 10 years of existence. Currently, they have been trying to develop a project for 56 social housing units through a cooperative, but they have been limited by legal and political challenges. The Urbanistica team requested that PCI support them in the project and in resolving two constraints to advancing it: 1) the creation of planning and design standards that would take away the need for them to hire consultants to perform studies that often result in redundant findings established in previous plans; and 2) the development of a financial model to support the costs of pre-investment studies for infrastructure works. In addition, BMSU facilitated meetings with utility and infrastructure companies to discuss how to reduce the public cost of pre-investment in public works. At the request of the municipality,

6 See Annex 2: Bridge Loan Model

Cooperative Agreement: AID-OFDA-G-17-00186 10 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

BMSU facilitated consultations with our legal counsel to determine which laws permit the municipalities to build social housing for sale on public lands. This justification will be included in the EMUVI tools, including land use models with a legal focus, which will be elaborated by the consultant who will be hired in the next semester. III. Monitoring and Evaluation

As a result of the revised strategy and project scope, three indicators were revised to better capture and report on project achievements.

In the Risk Management Policy and Practice sector, in the sub-sector of Capacity Building, indicator 10 (custom), “Number of municipal staff reached through awareness raising activities at national level”, the indicator was revised to include all people reached, not just municipal staff. The indicator now reads, Number of people reached through awareness raising activities at national level.

Also in the Risk Management Policy and Practice sector, in the sub-sector of Policy and Planning, indicator 7 (custom), “A set of tools, instruments and guidance created to support the replication of urban DRR projects created (Y / N)”, was changed to: Number of tools, instruments and guidance created to support the replication of urban DRR projects created, to enable a better way to report on the number of tools created, not just whether tools were created.

Finally, in the Economic Recovery and Market Systems sector, the indicator “Percentage improvement in LCI for women surveyed” as changed to Percent of women who report improved well-being due to the program intervention. This indicator was changed because PCI no longer uses the Lives Changed Indices (LCI) to measure individual well-being and empowerment. A revised tool called the Lives Transformed Assessment (LTA) will be used to measure domains of well-being at the individual level at baseline and endline, and the percent of women who perceive improved well-being based on the LTA will be reported. IV. Program Challenges and Actions Taken

Although the advances have been significant in the activities and objectives of the project, it is necessary to mention that the municipal processes, derived from their own structures and capacities, present a big challenge to achieving rapid progress in project processes. This dynamic necessitated the establishment of an influencing strategy, identifying key players not only from municipal technical units but within the institutions and partners of the other sectors.

This has entailed adopting intensive follow-up processes to the activities and actions of the project in all areas, for which it was necessary to strengthen the BMSU technical team with key personnel that are in charge of certain processes in the coordination of the model projects, the generation and coordination of municipal follow-up processes; and, the management of youth groups that will use the Barrio Joven methodology developed by PCI for young people. V. Key Activities for the Next Reporting Period

• Start construction of at least one model (pilot) project. • Develop and finalize 6 guides as part of the toolkit for scaling the strategy. • Via the Mesa Académica, host an inter-university contest launch event on Social Interest Housing Designs, construction, technology solutions and public spaces. • Host National Housing Professional Competition Launch Event • Host event to present the results of the inter-university and professional competitions. • Participate in 2 national and international professional master conferences on VIS and MIB • Develop 7 neighborhood and municipal fairs • Facilitate 3 workshops (monthly) with the joint GIR table.

Cooperative Agreement: AID-OFDA-G-17-00186 11 Submitted April 30, 2019 PCI Guatemala, BMSU Semi-Annual Report October 1, 2018 – March 30, 2019

• Develop the MICIVI characterization tool for the incorporation of the National Policy on Comprehensive Neighborhood Upgrading (PNMIB) and PNAHV. • Transition WE networks to legal association status so that they have access to decision-making on how to use municipal funds for social development and livelihoods interventions. Annexes

Annex 1: Program Indicator Performance by Sector

Annex 2: Social Housing Financing Bridge Loan Conceptual Diagram

Annex 3: Mind Map Diagram of Working Groups’ (Mesas Académicas) Framework

Annex 4: San Mateo Pilot Project Presentation (in Spanish)

Cooperative Agreement: AID-OFDA-G-17-00186 12 Submitted April 30, 2019 ANNEX 1. PROGRAM INDICATOR PERFORMANCE BY SECTOR

Sector 1: Risk Management Policy and Practice % of Cumulative Target for Progress this progress Indicator FY19 Target Progress to life of period towards Date project target Capacity Building and Training

Number of people trained in disaster F=99 F=99 420 preparedness, mitigation, and management, M=244 513 67% M=244 by sex Total= 343

Number of trainings conducted 34 45 34 64 53%

Number of people passing final exams or 0 68 0 410 0% receiving certificates, by sex

Percentage of people trained who retain skills 0 0 0 359 0% and knowledge after two months

% of individuals who are satisfied with the 100% 80% 100% 80% 120% results of the trainings

Number of public agencies and municipalities 14 11 14 11 127% strengthened in urban DRR and upgrading

Number of civil society groups with strengthened capacity for urban DRR and 13 6 13 6 217% upgrading Number of municipal agencies that report that inter-municipal collaboration for DRR 0 0 0 28 0% has improved Percentage of program beneficiaries who perceive improvement in intra-municipal 0 0 0 50% 0% communication in DRR throughout the project F=201 Number of People reached through F=186 450 M=415 1,665 37% Awareness Raising Activities at national level M=390 Total=616 Policy and Planning Number of hazard risk reduction plans, strategies, policies, disaster preparedness, 0 7 0 7 0% and contingency plans developed and in place Number of people participating in discussions F=87 F=141 regarding national risk reduction strategies M=146 250 M=171 513 61% because of the program, disaggregated by Total=233 Total=312 sex Number of communities and stakeholders involved in the development of plans, 43 37 43 37 116% policies, and strategies National and local risk assessment, hazards data and vulnerability information are Y Y Y Y 100% available within targeted areas (Y/N) Number of high risk neighborhoods benefitting from urban planning associated 0 50 0 50 0% with Barrio Mio

Number of Urban Design and Development 5 5 5 5 100% units that have been improved or created

A set of tools, instruments and guidance created to support the replication of urban 0 Y 0 Y 0% DRR projects created (Y/N) Level of adoption of participating municipalities of strategies outlined in Barrio 0 0 0 25% 0% Mio’s 8 core modules.

Number of Barrio Mio strategies, policies and 0 3 0 3 0% processes adopted by municipal staff

Public Private Partnerships Number of private sector businesses engaged in response or DRR-related activities as a 4 3 4 13 31% result of this program Targeted total number of individuals indirectly benefiting from DRR-related 0 125,000 0 299,833 0% activities as a result of the program Percentage of businesses in the target business category in the program area 67% 50% 67% 70% 96% incorporated into project activities Percentage of government disaster contingency plans that incorporate private- 0 TBD 0 TBD 0% sector aspects.

Number of private companies engaged in 4 5 4 5 80% urban DRR and emergency response activities

Number of Public-Private partnership agreements signed between municipalities 4 15 4 21 19% and the private sector The Barrio Mio Technical Advisory Group Y Y Y Y 100% housed within a permanent local entity (Y/N)

Sector 2: Shelter and Settlements % of Progress Cumulative Target for FY19 progress Indicator this Progress to life of Target towards period Date project target Number of shelters incorporating DRR measures 17 420 17 564 3%

Number of shelters adopting DRR measures 0 3 0 5 0% Number and percentage of people retaining shelter and settlements DRR knowledge two 0 0 0 68 0% months after training, disaggregated by sex. Number of households in identified at-risk areas moving to safer neighborhoods during project 0 0 0 150 0% duration Number of households remaining in at-risk areas that receive structural and neighborhood 0 250 0 250 0% assistance to reduce identified risks Number of families with new Safe Housing 0 120 0 120 0%

Number of families with retrofitted and improved 0% 0 144 0 144 houses Number of individuals who benefit from PCI 0% advocacy and technical and/or financial 0 2510 0 2510 assistance at municipal level who receive safe housing or infrastructure

Sector 3: Economic Recovery and Market Systems % of Cumulative Target for Progress this FY18 progress Indicator Progress to life of period Target towards Date project target Number of people, by sex, or MSEs newly receiving financial services or continuing to 33 33 4,394 0.75% receive financial services due to USAID/OFDA 1,255 support Percentage of financial service accounts/groups supported by USAID/OFDA that are functioning 48.5% 85% 48.5% 85% 61% properly Total USD amount channeled into the program 23,278 450 15,667 25,920 90% area through sub-sector activities

Tool kit developed to measure the changes in Y Y Y Yes 100% the lives of participants in WE groups (Y/N)

Percent of women who report improved well- NA 20% 0 45% NA being due to the program intervention

Percentage of profit from savings and loans generated through savings groups, through NA 12% 0 12% 0 investment in productive activities

Number of income generation initiatives by 0 120 0 120 0 finance service groups

Annex 2. Social Housing Financing Bridge Loan Conceptual Diagram Subsidies FOPAVI/MUNI /Bonds Savings Familias Other sources

Consolidation of sources Land Land Bridge Loan Developer BANKS Central Gov. Banrural, BI Municipality Housing MiCoope, Hábitat Companies Developer Constructor Contractors Housing Mortgages Agents Solution

Internal (EMUVI) External (Real Estate) Buyer and/or beneficiary

Families in at-risk areas ANNEX 3. MIND MAP DIAGRAM OF WORKING GROUPS' FRAMEWORK BARRIO MIO SCALE UP de Asentamientos a Barrios Dignos

Mejora Integral de Barrios + Vivienda Social El Solano Proyecto de Mejora Integral de Barrio de El Solano, Residenciales Villalobos, Villalobos Sur y Bosques del El Milagro. Propuesto para el 2019 Solano Mitigación del riesgo, vivienda social, reasentamiento dentro y fuera de la comunidad, espacio público, movilización social.

Valles de Nazareth Proyecto de Mejora Integral de Barrio. Propuesto para el 2020

San Mateo Proyecto de Vivienda Social. + Proyecto de vivienda para empleados municipales. Propuesto para el 2018-2019 San Mateo

Proyecto de Vivienda Social (sirve en parte para reasentamiento de familias en riesgo no mitigable) Aproximadamente 375 apartamentos

Proyecto de vivienda para empleados municipales. Aproximadamente 135 viviendas

Zonas verdes municipales

Equipamiento Municipal (Módulo de Desarrollo Social, PINCASA, etc) SITUACIÓN ACTUAL DÉFICIT DE VIVIENDA

Déficit Déficit Cualitativo Cuantitativo

1,179,175 viv 324,828 viv SITUACIÓN ACTUAL MERCADO (OFERTA)

Cuotas desde Q2,291 SITUACIÓN ACTUAL DEMANDA Y CONSECUENCIA

CONDICIONES DE LA DEMANDA DEL 70% DE LA POBLACIÓN:

- Baja capacidad de pago: Q1,250 – Q2,000

CONSECUENCIA:

-Alcanza únicamente para alquiler de cuarto/vivienda compartida/vivienda precaria -Aboca a la construcción informal en asentamientos. Riesgo. -Ubicación en territorio alejado y/o sin servicios -No aporta al fondo municipal (IUSI) SAN MATEO DESARROLLO DE VIVIENDA MUNICIPAL

VIVIENDA DIGNA, SEGURA, CON SERVICIOS, TRANSPORTE Y ASEQUIBLE MODELO MUNICIPAL EMV

LA EMPRESA MUNICIPAL DE VIVIENDA (EMV) OPERATIVIZA LA POLÍTICA MUNICIPAL DE VIVIENDA

4 VÍAS COMPLEMENTARIAS

- EMV como desarrolladora de proyectos municipales de vivienda

- EMV como contraparte de desarrolladores privados o Incentivos (licencia, requisitos normativos, edificabilidad, trámite exprés) o Empaquetado de la demanda

- EMV facilitadora de la autoconstrucción dirigida en barrios afectos a MIB

- EMV facilitadora de procesos de cooperativas MODELO MUNICIPAL ESTRATEGIA SAN MATEO

LA EMPRESA MUNICIPAL DE VIVIENDA (EMV) OPERATIVIZA LA POLÍTICA MUNICIPAL DE VIVIENDA

4 VÍAS COMPLEMENTARIAS

- EMV como desarrolladora de proyectos municipales de vivienda

- EMV como contraparte de desarrolladores privados o Incentivos (licencia, requisitos normativos, edificabilidad, trámite exprés) o Empaquetado de la demanda

- EMV facilitadora de la autoconstrucción dirigida en barrios afectos a MIB

- EMV facilitadora de procesos de cooperativas MODELO MUNICIPAL BENEFICIOS

- Vecinos fuera de riesgo en viviendas dignas - Ingresos sostenidos de nuevo IUSI - Fuentes de trabajo en el municipio - Densificación de la trama urbana en áreas/proyectos seleccionados - Ingresos para generar nuevos proyectos de vivienda, MIB y equipamientos URBANISMO/ARQUITECTURA

MODELO FINANCIERO

PROYECTO SIN ACABADOS

CONSTRUCCIÓN Gastos de urbanización Q 4,850,000 Costos de edificación Q 45,567,000 Estudios y planificación Q 215,000

BANCOS Y LEGAL OPCIONES DE PARQUEO x MES FHA Q 1,850,000 7pm-7am 24 hrs gastos legales Q 656,000 moto Q 50.00 Q 75.00 carro Q 165.00 Q 250.00 COSTOS PARA MUNICIPALIDAD Gastos financiamiento 18 meses Q 4,535,000 Licencias 4,5% Q 2,627,000 Mercadeo y ventas 5,5% Q 2,775,000 Tierra 50$/vr2 Q 10,683,000 Imprevistos 10% Q 5,042,000 Beneficio 20% Q 15,717,000 TOTAL Q 94,517,000 Q 186,792.49 por unidad Finan. 20 años mantenimiento Costo por m2 de construcción: Q 3,400 8,2% FHA (agua, basura, asc, IUSI anual TOTAL CUOTA m2 enganche saldo a financiar cuota mes repintado, aprox) base del 70% 0.009 por mes Apt. 1 dormitorio Q 108,630 31.95 Q 5,431.50 Q 103,198.50 Q 850.32 Q 350.00 Q 76,041.00 Q 684.37 Q 57.03 Q 1,257.35 Apt. 2 dormitorios Q 151,980 44.7 Q 7,599.00 Q 144,381.00 Q 1,189.64 Q 350.00 Q 106,386.00 Q 957.47 Q 79.79 Q 1,619.43 Apt. 3 dormitorios Q 199,750 58.75 Q 9,987.50 Q 189,762.50 Q 1,563.57 Q 350.00 Q 139,825.00 Q 1,258.43 Q 104.87 Q 2,018.44 Casa 3 niveles Q 251,260 73.9 Q 12,563.00 Q 238,697.00 Q 1,966.77 Q 350.00 Q 175,882.00 Q 1,582.94 Q 131.91 Q 2,448.68 Dúplex Q 274,108 80.62 Q 13,705.40 Q 260,402.60 Q 2,145.62 Q 350.00 Q 191,875.60 Q 1,726.88 Q 143.91 Q 2,639.53 MODELO FINANCIERO

PROYECTO CON ACABADOS

CONSTRUCCIÓN Gastos de urbanización Q 4,850,000 Costos de edificación Q 55,274,000 Estudios y planificación Q 215,000

BANCOS Y LEGAL OPCIONES DE PARQUEO x MES FHA Q 1,850,000 7pm-7am 24 hrs gastos legales Q 782,000 moto Q 50.00 Q 75.00 carro Q 165.00 Q 250.00 COSTOS PARA MUNICIPALIDAD Gastos financiamiento 18 meses Q 5,411,000 Licencias 4,5% Q 2,627,000 Mercadeo y ventas 5,5% Q 3,307,000 Tierra 50$/vr2 Q 10,683,000 Imprevistos 10% Q 6,012,000 Beneficio 20% Q 18,159,000 TOTAL Q 109,170,000 Q 215,750.99 por unidad Finan. 20 años mantenimiento Costo por m2 de construcción: Q 3,930 8,2% FHA (agua, basura, asc, IUSI anual TOTAL CUOTA m2 enganche saldo a financiar cuota mes repintado, aprox) base del 70% 0.009 por mes Apt. 1 dormitorio Q 125,564 31.95 Q 6,278.18 Q 119,285.33 QQ 1,085.00 850.32 Q 350.00 Q 87,894.45 Q 791.05 Q 65.92 Q 1,500.92 1,266.24 Apt. 2 dormitorios Q 175,671 44.7 Q 8,783.55 Q 166,887.45 QQ 1,189.641,518.00 Q 350.00 Q 122,969.70 Q 1,106.73 Q 92.23 Q 1,960.23 1,631.87 Apt. 3 dormitorios Q 230,888 58.75 Q 11,544.38 Q 219,343.13 QQ 1,563.571,996.00 Q 350.00 Q 161,621.25 Q 1,454.59 Q 121.22 Q 2,467.22 2,034.79 Casa 3 niveles Q 290,427 73.9 Q 14,521.35 Q 275,905.65 QQ 1,966.772,510.00 Q 350.00 Q 203,298.90 Q 1,829.69 Q 152.47 Q 3,012.47 2,469.24 Dúplex Q 316,837 80.62 Q 15,841.83 Q 300,994.77 QQ 2,145.622,739.00 Q 350.00 Q 221,785.62 Q 1,996.07 Q 166.34 Q 3,255.34 2,661.96 MODELO FINANCIERO

PROYECTO SIN ACABADOS

CONSTRUCCIÓN INGRESO MUNICIPAL POR DESARROLLO DEL PROYECTO Q 31,802,000 Gastos de urbanización Q 4,850,000 INGRESO MUNICIPAL ANUAL EN IUSI n° viv Costos de edificación Q 45,567,000 60 Q 41,062.14 Estudios y planificación Q 215,000 216 Q 206,814.38 96 Q 120,808.80 BANCOS Y LEGAL 42 Q 66,483.40 FHA Q 1,850,000 92 Q 158,873.00 gastos legales Q 656,000 INGRESO MUNICIPAL ANUAL EN IUSI Q 594,041.72 INGRESO MUNICIPAL ANUAL EN PARQUEO COSTOS PARA MUNICIPALIDAD n° par precio/mes Gastos financiamiento 18 meses Q 4,535,000 motos 120 Q 50.00 Q 72,000.00 Licencias 4,5% Q 2,627,000 carros 216 Q 175.00 Q 453,600.00 Mercadeo y ventas 5,5% Q 2,775,000 INGRESO MUNICIPAL ANUAL EN PARQUEO Q 525,600.00 Tierra 50$/vr2 Q 10,683,000 Imprevistos 10% Q 5,042,000 Q 1,119,641.72 Beneficio 20% Q 15,717,000 TOTAL Q 94,517,000 Q 186,792.49 por unidad Finan. 20 años mantenimiento Costo por m2 de construcción: Q 3,400 8,2% FHA (agua, basura, asc, IUSI anual TOTAL CUOTA m2 enganche saldo a financiar cuota mes repintado, aprox) base del 70% 0.009 por mes Apt. 1 dormitorio Q 108,630 31.95 Q 5,431.50 Q 103,198.50 Q 850.32 Q 350.00 Q 76,041.00 Q 684.37 Q 57.03 Q 1,257.35 Apt. 2 dormitorios Q 151,980 44.7 Q 7,599.00 Q 144,381.00 Q 1,189.64 Q 350.00 Q 106,386.00 Q 957.47 Q 79.79 Q 1,619.43 Apt. 3 dormitorios Q 199,750 58.75 Q 9,987.50 Q 189,762.50 Q 1,563.57 Q 350.00 Q 139,825.00 Q 1,258.43 Q 104.87 Q 2,018.44 Casa 3 niveles Q 251,260 73.9 Q 12,563.00 Q 238,697.00 Q 1,966.77 Q 350.00 Q 175,882.00 Q 1,582.94 Q 131.91 Q 2,448.68 Dúplex Q 274,108 80.62 Q 13,705.40 Q 260,402.60 Q 2,145.62 Q 350.00 Q 191,875.60 Q 1,726.88 Q 143.91 Q 2,639.53 MODELO FINANCIERO

PROYECTO CON ACABADOS

CONSTRUCCIÓN INGRESO MUNICIPAL POR DESARROLLO DEL PROYECTO Q 34,776,000 Gastos de urbanización Q 4,850,000 INGRESO MUNICIPAL ANUAL EN IUSI n° viv Costos de edificación Q 55,274,000 60 Q 47,463.00 Estudios y planificación Q 215,000 216 Q 239,053.10 96 Q 139,640.76 BANCOS Y LEGAL 42 Q 76,846.98 FHA Q 1,850,000 92 Q 183,638.49 gastos legales Q 782,000 INGRESO MUNICIPAL ANUAL EN IUSI Q 686,642.34 INGRESO MUNICIPAL ANUAL EN PARQUEO COSTOS PARA MUNICIPALIDAD n° par precio/mes Gastos financiamiento 18 meses Q 5,411,000 motos 120 Q 50.00 Q 72,000.00 Licencias 4,5% Q 2,627,000 carros 216 Q 175.00 Q 453,600.00 Mercadeo y ventas 5,5% Q 3,307,000 INGRESO MUNICIPAL ANUAL EN PARQUEO Q 525,600.00 Tierra 50$/vr2 Q 10,683,000 Imprevistos 10% Q 6,012,000 Q 1,212,242.34 Beneficio 20% Q 18,159,000 TOTAL Q 109,170,000 Q 215,750.99 por unidad Finan. 20 años mantenimiento Costo por m2 de construcción: Q 3,930 8,2% FHA (agua, basura, asc, IUSI anual TOTALTOTAL CUOTACUOTA m2 enganche saldo a financiar cuota mes repintado, aprox) base del 70% 0.009 por mes Apt. 1 dormitorio Q 125,564 31.95 Q 6,278.18 Q 119,285.33 QQ 1,085.00 850.32 Q 350.00 Q 87,894.45 Q 791.05 Q 65.92 QQ 1,266.241,500.92 Apt. 2 dormitorios Q 175,671 44.7 Q 8,783.55 Q 166,887.45 QQ 1,189.641,518.00 Q 350.00 Q 122,969.70 Q 1,106.73 Q 92.23 QQ 1,631.871,960.23 Apt. 3 dormitorios Q 230,888 58.75 Q 11,544.38 Q 219,343.13 QQ 1,563.571,996.00 Q 350.00 Q 161,621.25 Q 1,454.59 Q 121.22 QQ 2,034.792,467.22 Casa 3 niveles Q 290,427 73.9 Q 14,521.35 Q 275,905.65 QQ 1,966.772,510.00 Q 350.00 Q 203,298.90 Q 1,829.69 Q 152.47 QQ 2,469.243,012.47 Dúplex Q 316,837 80.62 Q 15,841.83 Q 300,994.77 QQ 2,145.622,739.00 Q 350.00 Q 221,785.62 Q 1,996.07 Q 166.34 QQ 2,661.963,255.34 REINVERSIÓN UTILIDADES PROYECTO SIN ACABADOS

CONSTRUCCIÓN INGRESO MUNICIPAL POR DESARROLLO DEL PROYECTO Q 31,802,000 Gastos de urbanización Q 4,850,000 INGRESO MUNICIPAL ANUAL EN IUSI n° viv Costos de edificación Q 45,567,000 60 Q 41,062.14 Estudios y planificación Q 215,000 - COMPRA DE LOTES PARA216 QNUEVOS 206,814.38 DESARROLLOS MUNICIPALES 96 Q 120,808.80 BANCOS Y LEGAL - OBRAS DE URBANIZACIÓN42 Q Y 66,483.40 SERVICIOS EN MIB FHA Q 1,850,000 92 Q 158,873.00 gastos legales Q 656,000 INGRESO MUNICIPAL ANUAL EN IUSI Q 594,041.72 PROYECTO SIN ACABADOS INGRESO- CONSTRUCCIÓN MUNICIPAL ANUAL EN PARQUEO DE EQUIPAMIENTOS PÚBLICOS COSTOS PARA MUNICIPALIDAD n° par precio/mes GastosCONSTRUCCIÓN financiamiento 18 meses Q 4,535,000 INGRESO MUNICIPAL PORmotos DESARROLLO120 DEL PROYECTOQ 50.00 QQ 31,802,000 72,000.00 LicenciasGastos de 4,5% urbanización QQ 2,627,000 4,850,000 INGRESO MUNICIPALcarros ANUAL 216EN IUSI Q n° 175.00 viv Q 453,600.00 MercadeoCostos de y edificación ventas 5,5% QQ 45,567,0002,775,000 INGRESO MUNICIPAL ANUAL EN PARQUEO 60 QQ 525,600.00 41,062.14 TierraEstudios 50$/vr2 y planificación QQ 10,683,000 215,000 216 Q 206,814.38 - SUBSIDIO CRUZADO PARA FAMILIAS QUE Imprevistos 10% Q 5,042,000 96 QQ 1,119,641.72 120,808.80 REQUIEREN ESPECIAL ATENCIÓN BeneficioBANCOS 20%Y LEGAL Q 15,717,000 42 Q 66,483.40 FHA TOTAL QQ 94,517,000 1,850,000 Q 186,792.49 por unidad 92 Q 158,873.00 gastos legales Q 656,000 Finan. 20 años mantenimientoINGRESO MUNICIPAL ANUAL EN IUSI Q 594,041.72 - OBRAS DE “MITIGACIÓN SOCIAL” CON VECINOS Costo por m2 de construcción: Q 3,400 8,2% FHA (agua,INGRESO basura, MUNICIPAL asc, ANUAL ENIUSI PARQUEO anual TOTAL CUOTA COSTOS PARA MUNICIPALIDAD m2 enganche saldo a financiar cuota mes repintado, aprox) base del 70% n°0.009 par precio/mespor mes - FONDO PARA APALANCAMIENTO DE Apt.Gastos 1 dormitorio financiamiento 18 meses QQ 4,535,000 108,630 31.95 Q 5,431.50 Q 103,198.50 Q 850.32 Q 350.00 Q 76,041.00 motos Q 120 684.37 QQ 50.00 57.03 QQ 72,000.00 1,257.35 Apt.Licencias 2 dormitorios 4,5% QQ 2,627,000 151,980 44.7 Q 7,599.00 Q 144,381.00 Q 1,189.64 Q 350.00 Q 106,386.00carros Q 216 957.47 Q 175.00 79.79 QQ 453,600.00 1,619.43 PRÉSTAMOS Apt.Mercadeo 3 dormitorios y ventas 5,5% QQ 2,775,000 199,750 58.75 Q 9,987.50 Q 189,762.50 Q 1,563.57 Q INGRESO 350.00 MUNICIPALQ 139,825.00 ANUALQ EN 1,258.43 PARQUEOQ 104.87 QQ 525,600.00 2,018.44 CasaTierra 3 niveles 50$/vr2 QQ 10,683,000 251,260 73.9 Q 12,563.00 Q 238,697.00 Q 1,966.77 Q 350.00 Q 175,882.00 Q 1,582.94 Q 131.91 Q 2,448.68 DúplexImprevistos 10% QQ 5,042,000 274,108 80.62 Q 13,705.40 Q 260,402.60 Q 2,145.62 Q 350.00 Q 191,875.60 Q 1,726.88 Q 143.91 QQ 1,119,641.72 2,639.53 Beneficio 20% Q 15,717,000 TOTAL Q 94,517,000 Q 186,792.49 por unidad Finan. 20 años mantenimiento Costo por m2 de construcción: Q 3,400 8,2% FHA (agua, basura, asc, IUSI anual TOTAL CUOTA m2 enganche saldo a financiar cuota mes repintado, aprox) base del 70% 0.009 por mes Apt. 1 dormitorio Q 108,630 31.95 Q 5,431.50 Q 103,198.50 Q 850.32 Q 350.00 Q 76,041.00 Q 684.37 Q 57.03 Q 1,257.35 Apt. 2 dormitorios Q 151,980 44.7 Q 7,599.00 Q 144,381.00 Q 1,189.64 Q 350.00 Q 106,386.00 Q 957.47 Q 79.79 Q 1,619.43 Apt. 3 dormitorios Q 199,750 58.75 Q 9,987.50 Q 189,762.50 Q 1,563.57 Q 350.00 Q 139,825.00 Q 1,258.43 Q 104.87 Q 2,018.44 Casa 3 niveles Q 251,260 73.9 Q 12,563.00 Q 238,697.00 Q 1,966.77 Q 350.00 Q 175,882.00 Q 1,582.94 Q 131.91 Q 2,448.68 Dúplex Q 274,108 80.62 Q 13,705.40 Q 260,402.60 Q 2,145.62 Q 350.00 Q 191,875.60 Q 1,726.88 Q 143.91 Q 2,639.53 SIGUIENTES PASOS

SEPTIEMBRE SEPTIEMBRE A ENERO - Cerrar el modelo financiero del desarrollo (sept) - Reunión con entidades financieras - Presentación al alcalde EMV OCTUBRE - Estudio de suelos OPERATIVIZACIÓN - Diseño y planificación