2013

Project Proposal
Affordable, Sustainable and Adequate Emergency Housing; the COREHOUSE

Maike Bennema Kiona Bolt Shakeb Nabi Silvi Hurkmans Yaoliang Peng

First Disaster Housing Innovate to Aid

Project Proposal Cover Sheet

Project No. Project Title: ____9 Corehouse Project

Applicant Name of Organization: First Disaster Housing Mailing Address: Physical Address: Telephone: firstdisasterhousing@relief.org Oudegrachtlaan 58, 1220 RL, Amsterdam +31-24626712_____________

Principal Officer: Project Contact:

Shakeb Nabi, Director Kiona Bolt, Executive Manager

Project Thematic/Focal Area Conservation of Biodiversity X Humanitarian Relief Land Degradation and Sustainable Forest Management X Disaster Risk Reduction X Project Category Demonstration Project Capacity Development Project Applied Analysis Information/Networking/Policy Dialogue Persistent Pollutants(POPs) X Multi-focal* * Proposal addresses more than one focal area Proposed Starting Date: March 1, 2013 Organic X Relief Project Research/Policy

Proposed Project Duration: 6 months Total Proposed Budget: The exact amount of 604,550.00 -

First Disaster Housing Innovate to Aid

First Disaster Housing Innovate to Aid

Content
I. EXECUTIVE SUMMARY.6 II. ABOUT THE ORGANIZATION...7 Vision..7 Expertise..7 Achievements and Successes...8 FDHs Presence in Philippines8 FDH as a Federation..8 Organization Structure.9 Membership....9 Partnerships...9 Board of Governors.10

III. PROBLEM STATEMENT.11 Vulnerability...11 Effects..13 Why React Now Not Later?...................................................................................................13

IV. BENEFICIARIES15 Most vulnerable municipalities: Laak and Lingig.16 Cultural background..17 Most vulnerable people17 Distribution of the Corehouse..18

V. PROJECT BACKGROUND...19 Disadvantages of Existing Emergency Shelter...19 Corehouse a Sustainable Answer to Refugee Shelter.19

VI. ABOUT THE COREHOUSE21 VII. GOALS AND OBJECTIVES..22 The Logical Framework for the project..23

VIII. SUSTAINABILITY...25

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Cost/Benefit Analysis26

IX. METHODOLOGY AND IMPACT.....27 Project Implementation...27 Project Activities..28 Human Resources....28 Partners in Execution29

X. RISKS AND ASSUMPTIONS.....30 International Stakeholders....30 Costs.30 Local Stakeholders..30

XI. BUDGET....31 XII. MONITORING AND EVALUATION (M&E).....32 XIII. COORDINATION..34 National authorities...34 Logistics Management..35

XIV. WORKS CITED..36 XV. ANNEXURE.....39 Annex I. Corehouse Design.39 Annex II. Details of Proposed Budget for the Program Cost..42 Annex III. Proposed Human Resources......43 Annex IV. Travel and Per-diem44 Annex V. Office Establishment Cost (Fixed)....45 Annex VI. Operational Cost (Recurring)....46 Annex VII: Cluster Leads and Contact.....47 Annex VII: GANTT Chart..48

First Disaster Housing Innovate to Aid

I. Executive Summary
This pilot project centers around 500 emergency houses distributed in two localities Laak and Lingig on the southern island Mindanao in the Philipines after the Bopha typhoon hit this region and destroyed most of the houses. The emergency shelter proposed here is the Corehouse. The Corehouse consists of four box units, which contain emergency supplies for those who had to flee their homes. Thereafter, these units can be used to create safe and sustainable housing in the emergency phase of humanitarian aid until the community has rebuild their own houses again. The Corehous include a toilet and a sink and do therefore also require the basic sanitation needs.

In order to make this pilot project a success, FDH proposes to complete the following actions: regular meetings with all the stakeholders involved, facilitate and attend negotiations on the production, coordination and distribution of the Corehouse shelter units, oversee the production of emergency units, and provide in workshops on the correct use and storage of the Corehouse units, among others. Therefore, we request an amount of 604,550 Euros.

In this proposal, you will find more detailed information on our organization, the background of the Corehouse project, the current situation in the Philippines, the goals and objectives of the Corehouse project, its beneficiaries and impact, the proposed methodology, monitoring and evaluation, sustainability of the project and a detailed explanation of the estimated required budget.

First Disaster Housing Innovate to Aid

II. Who Are We?

First Disaster Housing
First Disaster Housing (FDH) is the worlds leading independent international

corporations, governments.

technical

drawers

and

FDHs vision is a world in which every country is able to anticipate and react efficiently to the dangers of natural disasters. FDH tries to successfully bring people and technique together to alleviate suffering from natural disasters. We firmly believe that:

humanitarian organization that strives for innovation and sharing good practice in disaster response. With innovative ideas and thoughts, we want to ensure that quality of life is improved by practical measures. FDHs high-impact approach involves

Knowledge is mans most powerful tool; Innovation realized measures; Progress and innovation are needs through to be

bringing people together to share skills, promote international efficiency and

innovation, and change lives to make the world a fairer place for all.

practical

FDHs Vision
Ever since the forming of the FDH in 1995, the organization has remained consequent in its belief that the greatest impact on resilience is through

only possible when working together.

Expertise
FDHs expertise lies in the creation and provision of efficient and innovative transition shelter. Since the forming of the organization in 1995, the focus has always been on shelter creation for displaced persons. With almost twenty years of experience, we have established contact with the worlds leading technical corporations and have built intense

organizations sharing skills. At the same time, FDH is always working to stay at the forefront of innovative work in disaster prone countries. Therefore, our motto is Innovate to Aid; and we try to realize the goals of FDH through strategic partnerships with businesses and

First Disaster Housing Innovate to Aid

relationships with both national and local governments of disaster prone countries. Therefore, the FDH can fairly be regarded as the expert organization in the field of transitional shelter.

Innovative techniques such as the Soft Shelter Housing, the Flexible Solar Shelter and the HTI Hydropack have already been successfully implemented, with unprecedented positive results
2011 Tropical Storm Aere and the 2012

Achievements and Successes

In the two decades since formation of FDH, the organization has been able to alleviate sufferings from natural disasters in several countries including Pakistan, India, Kenya, Bangladesh, Thailand,

Typhoon Saola.

FDH as a Federation
FDH is an international federation of member organizations that all contribute resources to a shared relief program. Our federation members are based in the United States (New South York), Africa, the India,

Vietnam and the islands of Fiji Antigua and Bermuda. Innovative techniques such as the Soft Shelter Housing, the Flexible Solar Shelter, and the HTI Hydropack were successfully used in these situations. For more information on these previous projects, please read the FDHs annual reports.

Netherlands,

Philippines and the United Kingdom.

The Global Leadership Team (GLT) meets monthly and is responsible for setting corporate and group annual objectives and budgets, organizational policy and

FDHs Presence in the Philippines

FDH has been present in the Philippines for over ten years. In this decade, we have been able to provide different types of solutions to shelter during tropical storms and typhoons, among which the 2009 Tropical Depression Auring, 2009

terms and conditions for the employment of staff (Global Leadership Team, VSO International).

The Director of the Federation Members Team is responsible for establishing policies and practice related to fundraising and public engagement, as well as

Typhoon Kujira, 2010 Typhoon Corson,

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working with the GLT to determine corporate strategic directions (Global Leadership Team, VSO International).

Partnerships
Partnership is a key feature of the way in which FDH works. The organization works with local partners, placing volunteers with them to help increase their impact and effectiveness. FDH also works with corporate partners around the world to provide them with ways to contribute to our goals in a way that provides benefits to both parties. Our local partners in this project

Organizational Structure
Currently, 35 people work in our office in Amsterdam, headed by the FDH

Netherlands Board. Besides, over 100 people volunteer for FDH Netherlands to help out with the workload. These volunteers support both the people in our Amsterdam office as well as our staff working overseas.

Within

the

FDH

goal

areas,

FDH

Netherlands pays special attention to

Memberships
FDH is member of the following groups: LIFE: LIFE is for in the the branch private field of

shelter provision for those living in disaster prone areas. For that reason, we are partners with various Dutch

organizations whose purpose it is to share knowledge and experience and to raise awareness of the immediate needs for shelter of disaster prone communities around the world. Some examples of such partners include Habitat for Humanity, CeresRecruitment and Viataal.

association organisations

international cooperation. RGA: RGA focuses on building capacity in developing countries. RGA organizes learning

trajectories, in which we as well as our local partners have For this particular project, FDH has formed a close partnership with Octagon Europe Limited, an innovative group who are the creators of the Corehouse design.

participated.

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Board FDH Netherlands

The board of FDH Netherlands has the following members: Mr. Shakeb Nabi (Chair) Ms. Kiona Bolt (Vice Chair) Ms. Silvi Hurkmans (Treasurer) Ms. Yaoliang Peng (Operations) Ms. Maike Bennema (Operations)

The board is responsible for the entire FDH organization in the Netherlands.

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III. Problem Statement

Vulnerability
The Philippines is highly vulnerable to natural disasters and the impact of climate changes. Since it is located in the Pacific Ring of Fire and the Typhoon Belt of the

The consequences of inadequate housing range from infectious diseases, premature deaths, chronic health problems and severe mental health problems

North Pacific basin, the Philippine islands experience regular earthquake and volcanic activities, plus an annual average of 20 tropical cyclones. In addition, around 60% of the Philippines municipalities and cities are located along the coast including Metro Manila -, of which most of it lies below the sea level. As a result, people residing in these areas are highly vulnerable to the impact of typhoons. Moreover, the Philippines is the fastest urbanizing country in South East Asia, which leads to high population density. Although disaster warnings are often given, many Filipinos get injured or killed due to these recurring natural disasters. The Philippiness high vulnerability towards natural disasters is well reflected in the Figure 1. Over the last decades, the Philippines is among the top 5 countries that among frequently hit by natural disasters.

Figure1-Top 10 countries by number of reported events in 2011 (Source: Annual Disaster Statistical Review 2011) In 2011, the Philippines experienced the highest number of natural disasters ever registered in its history (33), namely, 18 floods and landslides, 12 storms, 2 volcanic eruptions and one earthquake.

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(Source: NDRRMC) Map shows the affected population and number of evacuation centres and their population (as of 15 Dec), and the municipalities that have had food and non-food items delivered by DSWD (as of 13 Dec)

The scope of this problem can easily be seen when looking at the numbers of affected people by disasters over the last year. Until 14 December 2012, more than 300.000 Philippine people were left homeless and 902 dead after Typhoon BOPHA swept across the south of the country (Johnson, 2012). According to the Situational Report No.28 re Effects of Typhoon BOPHA of the NDRRMC (NDRRMC, 2012), released on 15 December 2012, a total of 1,150 evacuation centres were activated at the height of the disaster relief operations which provided temporary shelter to 153,534 families. Examples of inappropriate

response for shelter during the BOPHA typhoon can be found all over the country. For example, amongst the 306,000 left homeless by BOPHA, 2,000 people were huddled in a

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basketball gym in New Bataan. In there, families took turns to sleep on the benches around the walls, and the 2,000 occupants had to share the buildings two toilet stalls (AFP, 2012).

Effects
The effects of these disasters are disastrous for those who lose their homes. The consequences range from health issues to physical disorders. This is because homeless people are at much higher risk for infectious disease, premature death, acute illness, and chronic health problems than general population. They are also at higher risk of suicide, mental health problems and drug or alcohol addiction. (Golden, et al., 1999)

There are several factors that have a negative effect on the health of homeless people. First and foremost, being homeless increases a persons exposure to infections and communicable diseases, such as tuberculosis. Secondly, considering living in a severely stressful environment, people tend to get diseases like hypertension, resulting from genetic disposition. Thirdly, long periods of malnutrition which often comes together with homelessness- can lead to chronic illnesses, for instance, anaemia (Wright, et al., 1998). Fourthly, since the living conditions are poor, it may result in poor hygiene, lack of sleep and physical injuries (Kushner, 1998). In addition, being homeless can negatively affect peoples mental health. The experience of being homeless, the constant fear, danger and victimization make people become emotionally distressed.

Because of the high frequency of natural disasters happening in the Philippines, and the enormous consequences disasters may have on both the physical, as well as the mental well-being of Philippine citizens, it is of great importance that affordable, sustainable and adequate shelter should be provided.

Why React Now and Not Later?

Disaster risk reduction and disaster resilience is almost entirely missing in the Philippines. Usually, the Philippines use evacuation centres to accommodate homeless people who suffered natural disasters such as flood, typhoon or heavy rain (Rappler, 2012). However,

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evacuation centres only provide aid on the short term for people affected by disasters, who are lacking food, clothing, blankets and accommodation. Moreover, the health and hygiene situation in evacuation centres is far from adequate. Clean water, for example is hard to achieve in these centres, which may lead to skin infections and waterborne diseases such as diarrhoea (Cropp, 2012).

Considering the fact that there often is no existing and efficient way of providing foodstuffs and accommodation while such a high amount of people are affected by natural disasters annually, it is urgent to tackle this problem as soon as possible. Since both central and local governments are not able to provide adequate housing, the international community is obliged to do so. In order to do this in an affordable and sustainable manner, Corehouse emergency shelter units could be provided.

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IV. Beneficiaries
As has been discussed before, it is well known that the Philippines is one of worlds most disaster-prone country; the amount of severe natural disasters may even reach up to 8 per year (Victoria, 2003) because of its location in the Pacific ring of fire and the Typhoon belt. In the beginning of 4 December 2012, the southern part of the Philippines known as one of the poorest parts of the country (see figure) was hit by the Bopha typhoon, locally known as Pablo. (OCHA, 2012) The typhoon was predicted to arrive in the northern part of Mindanao, however, it was the less prepared southern part of the island that bore the brunt of Pablo. This resulted in more than 900 deaths, with at least 200 in the area of Compostela Valley alone, and at least 300.000 people were left homeless. Furthermore, in the provinces that were hit hardest by the Bopha typhoon Compostela Valley, Davao del Norte, Davao del Sur and Davao Oriental (see figure) , the main way of making a living are the agriculture fruit plantations, crop fields and rice fields , forestry and the fishing grounds. The Bopha typhoon had destroyed at least a quarter of the countrys banana crop (Marzouk, 2012) and coconut trees fell down in the southern part of the Mindanao island. (Whaley, 2012).

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Most vulnerable municipalities: Laak and Lingig

Laak and Lingig are two municipalities that are located in the areas that are most struck by the typhoon, but where no aid in the form of shelter has yet been provided (see figure). For this reason, we would like to locate the Corehouse Project in these two municipalities. Laak is a municipality in the province of Compostela Valley that exist of about 600 households, of which half of them is now living under makeshift shelters due to Pablo.

According to Fatima Espinosa, one of the inhabitants of Laak and mother-of-nine: Everything that we worked to build up has been destroyed. [] Our homes have almost all been destroyed or washed away, except for a very few. (Gluck, 2012). Lingig, a municipality in the area of Surigao del Sur, exists of almost 5000 households, and, according to United Nations Population Fund (2012), almost 100 per cent

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of all buildings have been destroyed by the typhoon. These facts confirm that both Laak and Lingig are in great need of aid in the form of housing. However, before we can start with the Corehouse Project in these municipalities, it is important to know about their cultural norms and traditions, as well as about the most vulnerable people within these communities.

Cultural background
In the Philippines the most common spoken language is English and in the island of Mindanao the dialect Cebuano is spoken among most of the inhabitants. Furthermore, over 50 per cent of all people live below the poverty line. Over 85 per cent of the inhabitants are Christians in the Philippines, the only country in Asia where Roman Catholicism forms the majority of the countrys religions (Baringer, 2001). Moreover, in Mindanao, there is also a large group of Sunni Muslims present. In the Philippines, religious leaders are powerful in the society, especially in smaller municipalities, and they are treated with great respect. In everyday life, people are very welcoming towards guests and visitors. The most important thing is not to lose face in public; they often say yes even when they mean no or maybe, it is not polite to correct someone in public and offers may not be refused. Moreover, time is viewed flexibly and planned meetings may easily be postponed. All of these aspects should be taken into account when making plans with local authorities and implementing the Corehouse Project in Laak and Lingig.

Most vulnerable people

According to Victoria (2003), the most vulnerable people in the Philippine society during disaster situations in rural areas among which Laak and Lingig are placed are the elderly, the differently abled, children and women because of their roles as

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caregivers. Also, indigenous people have a lower social status and are therefore considered vulnerable within the community as well. It is common for children to look after their parents, usually one child stays with their parents and grandparents to take care of them. In return, grandparents often look after their grandchildren when the parents are at work. This close relationship of the extended family creates a strong social network for the elderly and children. Within a household, the women make all decisions concerning the house on their own. The status of men and women depends mostly on the contacts they have, the amount of money they have and their education.

Distribution of the Corehouse

Because our proposed project is a pilot project, the amount of houses we are planning to implement in the localities does not reach the total amount of households affected by the typhoon. If we would implement the Corehouse only to the municipality of Laak for example, we would be able to meet their needs. However, because this is a pilot project, it is of utmost importance to implement the Corehouse in two different municipalities in order to be able to create useful evaluations, therefore, we cannot provide safe and sustainable emergency shelter for all households in both municipalities. Nevertheless, in order to provide good and safe emergency shelter to those most vulnerable in the society, we planned a meeting with all relevant stakeholders and the heads of both communities to discuss the distribution of the Corehouse. Besides, together with the other relevant NGOs in the cluster system we will make sure that all households in both communities will be provided with emergency shelter before the 1st of april.

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V. Project Background
Although emergency shelter usually is provided at a very early stage of the relief operation, there are several reasons why innovative housing measures need to be taken in the Philippines.

Disadvantages of Existing Emergency Shelter

Traditionally, shelter provided during emergency situations has existed in the form of tents. Though tents are easily transportable, distributable and cheap, there are many disadvantages:
1

Tents are of short-duration; they are not as durable and have a faster chance of breaking down; Conditions in tents are usually not as comfortable as housing, and are only employed on such a mass scale because they are, until now the only affordable shelter available for rapid response;

3 4

Additional sanitation is required; Shelter tents are usually shipped in disposable steel containers, thus enforcing further pollution of the immediate environment;

Tents easy to throw away, thus creating more waste to manage in the hit area.

Therefore, FDH has opted for prefab housing that provide transitional shelter. Though an initial investment, our previous projects with transitional housing have had a positive impact on the local communities we have operated in.

Corehouse - A Sustainable Answer to Refugee Shelter

The idea around the Corehouse is to provide emergency shelter that is affordable, sustainable and can meet basic housing requirements. The concept that Octagon Europe Limited had behind the Corehouse design is that the units in which emergency supplies are transported could also be used to create a shelter structure that ensures people a place to stay until their homes are safe to return to.

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The advantages of Corehouse as opposed to traditional emergency shelter units will be multiple:
1

Corehouse is emergency shelter that can generally be manufactured anywhere and thus can be made available anywhere;

2 3 4

Corehouse offers actual housing as opposed to tents; Corehouse housing is adaptive to both the cultural and physical environment; Real housing enforces the idea of psychological safety as well as physical security;

The issue of additional sanitation is resolved; Corehouse comes equipped with a toilet and a sink, and water tanks to collect rainwater can also be added on;

Corehouse is easily and rapidly constructed; this has been demonstrated to be done under six hours with people unskilled in construction work;

Corehouse is re-usable; after the emergency phase is over, Corehouse can be deconstructed, stored and reconstructed if a next crisis situation takes place;

This design is made for any type of population; skilled and unskilled labourers should be able to build it.

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VI. What is a Corehouse?

Corehouse is a shelter unit that exists simply out of sheets of plied timber. This timber can be taken from wherever wood is available, with the aim to use up scraps that are otherwise wasted. This wood is then spalled, after which the splintered pieces are glued and pushed together. This will make the sheets of timber light, but strong at the same time. The result is comparable to amplified, water-resistant cardboard. Additionally, the sheets of plied timber could also be treated to make it even more durable against certain types of hazards. These sheets of timber can be assembled together to make boxes to ship emergency supplies, which are then later used up for housing.

The complete Corehouse consists out of sheets of plied timber, windows, a door, toilet and sink. Additional materials such as mattresses, mosquito nets and water tanks can also be supplied in the form of emergency supplies as part of sanitation and shelter programs. The emergency supplies must be tailored to the specific needs of the community. Emergency supplies thus depend on what humanitarian relief agencies are willing to supply; this will have to be delegated through the cluster system. Contact points and communication lines have already been established with the different head organizations of the emergency clusters in the Philippines.

The maintenance kits consist of basic tools such as a hammer, extra screws and a wrench. Contacts with Steel Asia have been made for the production of these kits.

The original design of the Corehouse can be seen in annex I.

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VII. Goals and Objectives

The goal of the Corehouse Project is to provide sustainable emergency shelter that enables communities in the Philippines to become selfsufficient and prepared for future recurring natural disasters.
Our objectives are all aimed at this common goal:

FDH aims to realize a reduction in both mortality and morbidity rates;

By providing real housing shelter, morbidity and mortality is bound to decrease due to the physical security Corehouse offers. Besides being designed to be earthquake resistant, it has also been proven to be storm-proof. Furthermore, because of the physical sanitation Corehouse provides, it will actively reduce waterborne and communal sanitation diseases. This means that more attention can be paid to other sanitational issues, such as the WASH initiatives. FDH also expects to reduce waste impact after an emergency has taken place;

Furthermore, this project will actively reduce waste during the period in which people have no permanent housing and need emergency supplies. Instead of using steel disposable containers, these shelter units will firstly serve as the units in which emergency supplies can be shipped, thus immediately reducing emergency waste. FDH hopes that Philippine communities will be equipped with the knowledge and capacity to easily set up, maintain and dismantle the Corehouse shelter units. Finally, this project will increase the communities capacity to become self-sufficient for the preparation for future emergencies by having shelter units that are easy to construct and dismantle and, more importantly, ready to be reused at any time.

The project proposed here will realize these objectives by providing 2,000 units of innovative sustainable emergency shelter to two different communities. These shelter

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units, named Corehouse, are designed to be manufactured locally, easily constructible and reusable for future emergencies.

The Logical Framework for the Project Logical Framework Matrix

Project Description Objectively Verifiable Indicators
20% Reduction in morbidity 10% Reduction in mortality

Source of Verification

Risks and Assumption

1. There is no serious outbreak of diseases due to some external factors 2. There is no other disaster in the project cycle period

Overall Objective: Reduce the mortality and morbidity and enhance protection of the community through the provision of transition shelter

1. Baseline report 2. Government records on morbidity and mortality 3. OCHA Report on morbidity and mortality 4. OCHA report on protection 5. Monthly report of the program 6. End term evaluation report 1. Physical verification 2. Photographs 3. Baseline and end line study 4. Case studies

Project Purpose: Enhancing safety and security of the 500 households through the provision of transition shelter to the most vulnerable and marginalized section of the community

At least 400 of most vulnerable and the marginalized community are living in the transition shelter provided through this project

1. The community shifts to the house after it is constructed.

Result 1: Construction and handing over of 500 households to the community in Davao Region

100% of the targeted community in possession of the transition shelter 80% of the targeted community moves to the transition shelter

1. Vulnerability map of the community 2. Physical verification 3. Papers related with handing over of the house to the community 4. Baseline and end line report 5. Documents related with selection criteria of the community

1. No external factor obstructing the logistical supply 2. The construction of the house is not delayed due to any weather condition, civil or political conflict

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Result 2: Enhancing the capacity of the community in construction, maintenance and winding of the shelter

Enhanced Capacity of 80% of the targeted community on construction, upkeep and winding up of the transition shelter

1. Documents related with the selection of the community for capacity building 2. Training module 3. Training report 4. Photo documentation 5. Pre training needs assessment and post training knowledge assessment report

1. The community has the time to participate in the training 2. There is no external factor which obstructs the community in participating in the training

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VIII. Sustainability
According to Silvius and Van den Brink (2011): projects as instrument of change are crucial to sustainable development. As an innovative NGO, FDH tries to implement more sustainable housing solutions in areas that are in need of emergency shelter. With the Corehouse Project, this is done by creating emergency shelter from units that are firstly used as units to ship the necessary supplies to affected populations. Whereas boxes used to be thrown away after shipping the supplies, with the Corehouse, the amount of waste material that is automatically brought to the emergency area is strongly reduced. Furthermore, on the longer term, the Corehouse can be reused after the affected population has rebuilt their homes again. Again, this creates a more sustainable solution for emergency shelter. Not only does it create less waste for the environment, it also saves money if the Corehouse is reused in another emergency situation. Despite the fact that this Corehouse Project has a temporarily nature, the organizations idea behind it is that of a life-cycle project where the shelter units are reused in the Philippines as a quick and sustainable solution for natural disasters.

Projects as instrument of change are crucial to sustainable development

As has been described before, the Corehouse is made of wooden sheets. These sheets could be made out of waste material and could be produced locally in order to enhance the local economy. The fact that waste material can be use to build a Corehouse is far more environmentally friendly than for example tents or other types of emergency shelter. Besides, the Corehouse is not restricted to certain land types, but can be implemented in all disaster situations.

Furthermore, as can be seen in Annex I, Corehouse is designed to be as flexible as possible. Variations of the units can be made to enlarge the construction, or build variations of housing, such as a full three bedroom house, for example.

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Cost-Benefit Analysis
As part of its sustainability, it is crucial that the long-term benefit of the Corehouse is demonstrated. A way to do this is by measuring the cost of the house as a mere shelter unit compared to tradition shelter units. Thus for this analysis, we have taken the cost of a family tent as prescribed of the International Federation of the Red Cross and Red Crescent Movement (IFRC). The IFRC is also currently in charge of the shelter cluster in the Philippines. In their fact sheet on family tents, it is described that the cost of such a tent is 310 Swiss Francs per tent, which can hold up to five people and has a minimum life span of minimum one year (IFRC, 2011). From these facts, the following formula can be written:

For the Corehouse, which has a life span of minimum three years, it can shelter up to eight people. The life span of the shelter is also an important factor in this calculation, considering natural disasters in the Philippines are an annually recurring phenomenon. Thus, the following numbers can be deduced from this: Traditional Tent/Shelter unit The Corehouse

250 /1 50 5

950 /3 39.5 8

This demonstrates that though initial costs of the Corehouse shelter units are high, costs are actually lower in the long-term. Additionally, this shelter unit also offers built-in sanitation, thus costs and effective labour will be minimised further during the crisis situation.

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IX. Methodology and Impact

Project Implementation
The project will start with discussions with all stakeholders involved in order to agree on a culturally sensitive model of the Corehouse shelter unit. At the same time, the roles and responsibilities of all stakeholders can then formally be agreed upon.

Then, production of the shelter units will start, together with the coordination of getting together the maintenance kits and emergency supplies.

Systematic distribution and transportation of the shelter units as boxes, packed with maintenance kits and emergency supplies will start after 20% of manufacturing of shelter unit boxes have been completed.

Construction workshops will start after arrival of shelter units, with special workshops for community leaders on shelter maintenance. Emphasis will be put on the purposes of this transitional shelter, as well as solutions to certain problems and issues people might encounter.

Project monitoring will simultaneously start in order to make project evaluation more accurate. After the emergency phase in the area is over, deconstruction of the shelter will commence. Guidance for correct deconstruction, storage and maintenance will be offered in order to prevent misuse or abandonment.

Project evaluation will commence immediately after project has finished. A comparative evaluative study of the workings of the shelters in both communities will be conducted on the basis of monitoring reports, project evidence and personal accounts of all stakeholders involved.

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Project Activities
The project centres on the guidance, monitoring and evaluation of the construction of Corehouse emergency shelter units. Thus, activities proposed for this project are the following:

Meetings with all stakeholders involved Presence at all negotiations considering production, coordination and distribution of Corehouse shelter units, kits and emergency units. Oversee orders for production Workshops explaining purpose, maintenance and correct storage for future use Guidance for construction Additional information sessions concerning troubleshooting Monitoring through reports

Human Resources
Because of the innovative nature of the project, FDH feels that constant presence in the area is necessary in order to bring the project to a successful completion. Besides our National Office established in Manilla, two field offices near the two communities have already been established in order to make close monitoring of the project as easy as possible. The program manager from our Head Office in Amsterdam, Shakeb Nabi, is already on the ground assessing the environmental and disaster impact. Besides our organizational staff, we are also relying on local volunteers from the community who are willing to help with the construction of the shelter units.

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Partners in Execution
Our partners in this project will first and foremost be local community partners. Partners for the manufacturing of the Corehouse could be selected by approaching the Philippine Wood Producers Association. The contents of the Corehouse (toilets, sinks, mattresses) will also be produced locally, in order to encourage local community involvement, as well as local input on shelter utilities, which would prevent potential cultural issues. The maintenance kits will also be produced locally, for which SteelAsia has been approached.

The remaining emergency supplies will be provided by other, traditional humanitarian relief agencies, which will also have appropriate needs assessments. In collaboration with humanitarian relief agencies such as OCHA, and the World Food Program, adequate supplies will be put into the units that will later on be transformed into emergency shelter. For more information about our coordination with the UN cluster, see the Coordination section below.

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X. Risks and Assumptions

International Stakeholders
The Corehouse Project is cantered around a sustainable and durable solution for emergency shelter. However, such a solution is not possible without cooperation of all stakeholders involved. Thus, FDH is relying on cooperation with all stakeholders involved in order to make the project a success. Although the project is designed to leave room for change, it assumes that all stakeholders involved will show an active interest in this alternative solution. More specifically, this project is largely based on the assumption that humanitarian relief agencies are welcoming of this alternative solution and are willing to collaborate with the project. However, humanitarian relief agencies have in the past expressed negative interest to be involved in providing sustainable transitional emergency shelter because of the duration this shelter would entail. We are hopeful that this shortterm solution mentality has changed and that such solutions are now welcomed.

Costs
The cost of the initial production is a large investment; this is because the product is based on manufacturing in volume. Like any product, prototypes are more expensive - and costs of production will go down once manufacturing goes up.

Local Stakeholders
A final assumption in this project is that the communities are willing to participate in the information and progress sessions our organization will provide on the Corehouse shelter units. Information sessions are scheduled every four weeks, with the intention to have a clear update on progress and troubleshooting with the communities.

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XI. Budget
Proposed Budget for the project
Activities
Program Costs Total Program Support Costs Office Establishment (Fixed) Office Maintenance (Recurring) Travel and Per-diem HR and Administration Total Cost % Program Cost to Total Cost Cost per Household

Total Cost (Euro)

599550 105540 3840 20880 1920 78800 704990 85 1409

The total proposed budget for the Program is 2,197,410. It can be seen from the proposed budget that the total program cost is about 95% of the total budget. The costs that will bear the largest will be the manufacturing of the shelter units. Looking at Annex II, one can see that costs have been calculated on the basis of having a 20% malfunctioning of the product, because of initial production. The other greatest cost will thereafter go to the training and monitoring of the construction, usage, maintenance and deconstruction of the Corehouse shelter units inside the community.

We have envisaged having one program manager, one finance coordinator, one M&E and communications officer, three site engineers and three program coordinators for the actual execution of the project in the field available during the entire duration of the project. These will be divided in between the two different communities of Laak and Lingig.

The detailed break-up of the total budget can be seen in annexure II to VI.

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XII. Monitoring and Evaluation (M&E)

Since this proposed project focuses on innovation and creative ideas related to transition shelter in a post-emergency scenario, due emphasis has to be given to monitoring and evaluation and the learning from this pilot project. The base documents for the M&E framework would be the needs assessment that has already been carried out to design the proposal. Immediately after the approval of the project a baseline exercise will be carried out with the help of an external agency to come out with qualitative and quantitative indicators of the situation before the implementation of the program. The project manager will be overall in-charge of monitoring and evaluation of the program who will be ably supported by an M&E officer. The M&E officer will work on the format of the monitoring in close consultation with the communities and other stakeholders. The monitoring format will focus on the qualitative as well as quantitative progress in the project. The M&E officer will be collecting the report from the field on a monthly basis, and will compile it and share this with the project manager, who in turn will share this with the larger stakeholders. The compiled report will also be shared with the communities in order to enhance accountability of the organization towards the communities. Efforts will also be made to incorporate community-based monitoring and evaluation systems on a pilot basis. Considering this project is of a dual-based nature, we hope to discover different efficient approaches through the close monitoring of the project in the selected two different communities. The format used for carrying out the evaluation exercise will be based on the DAC system promoted by the OECD and acknowledged by different actors working in humanitarian response. The findings of the M&E will be shared at various levels starting from the project partners to larger stakeholders in the form of lessons learnt from the project. One of the main goals for FDH as an organization is to have a lessons learnt workshop. This is currently being proposed to all partners involved. The monitoring and evaluation results will then also be

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shared with the larger stakeholders in an accessible format. The report will also be posted on some of the international renowned websites such as preventionweb and relief web.

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XIII. Coordination
Since this project is in a post emergency scenario context and focuses on innovation, coordination becomes a very important aspect. Due to our presence in the field

immediately after the Typhoon, we have been able to establish effective coordination in order to avoid duplication of efforts and support different stakeholders for better impacts. Coordination has been established at various levels, such as the community and community groups, the government, as well as other civil society actors and donors.

The Department of Social Welfare and Development (DSWD) has established an information booth across the affected areas to share the information with the community related with aid distribution, involving the community in monitoring and the planning process. This booth also shares updates with the community on everyday progress related to various clusters. The organization has designated a person who coordinates with the information booth on a day-to-day basis.

National authorities
Some of the important national authorities which whom coordination is being maintained at the highest level are as follows:

Department of Social Welfare and Development (DSWD): along with the Office of the Civil Defense (OCD) and OCHA, they are the three agencies coordinating relief efforts in the area.

Office of the Civil Defense (OCD): Since most of the approach roads and the bridges to the worst affected areas has been damaged, the Office of the Civil Defense helping the humanitarian agencies with logistical support.

OCHA: The OCHA has been able to establish a very robust cluster system for coordination of relief efforts in Philippines. The Emergency Shelter Cluster is being

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coordinated by IFRC. Community First meaningfully participates in OCHA coordination meeting which is held every week. The team is also working very closely with the IFRC for emergency shelter coordination.

UNHABITAT: It is the co-lead of shelter cluster in Philippines as per the Philippines Humanitarian Action Plan (2013). Efforts will be made to strengthen the coordination with UNHABITAT. The design of the proposed housing will be approved by the Shelter Cluster before being implemented in the field.

IFRC: IFRC is the lead agency for the Shelter Cluster that takes care of the immediate shelter needs of the community in the event of a disaster.

Annex VII shows the coordination details with the UN cluster.

Logistics Management
Transportation of housing materials and construction of 500 transition shelters can pose one of the serious challenges to the project. Every effort has been made to overcome the challenge during the design phase itself. The supply of the dismantled house will be through a global open bidding process and will be published in leading newspapers and international websites. One of the components in the tendering process will be related with the efficiency in supply of materials for the transition shelters. The bidders will be given three weeks (as per international bidding norm) to apply for the bid after doing a thorough feasibility exercise. In order to ensure that the bid winner complies by the agreement for supply of the dismantled shelters, a penalty system related with delay in supply will also be incorporated into the agreement.

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XIV. Works cited

Baringer, Sally (2001) The Philippines. Countries and their Cultures. Ed. Carol R. Ember and Melvin Ember. Vol 3. New York: Macmillan Reference USA, p. 1768-1783. Available at: http://www.everyculture.com/No-Sa/The-Philippines.html. [Accessed 4 January 2013]. Cropp, J. (2012) IFRC. Available at: https://www.ifrc.org/en/news-and-media/newsstories/asia-pacific/philippines/hard-boiled-in-manila-evacuation-centres-58314/. [Accessed 18 December 2012]. Gluck, Caroline (2012) Experiencing Typhoon Bopha. In Huffington Post, available via: http://www.huffingtonpost.com/caroline-gluck/experiencing-typhoonboph_b_2269156.html. [Accessed 4 January 2013]. Golden, A., Currie, W. H., Greaves, E., & Latimer, J. (1999) Taking Responsibility for Homelessness: An Action Plan for Toranto: Report of the Mayor's Homelessness Action Task Force. Toranto: Task Force. Guha-Sapir, C., Vos, F., Below, R., & Ponserre, S. (2011) Annual Disaster Statistical Review 2011: The Number and Trends, Brussels: Centre for Research on the Epidemiology of Disasters. International Federation of the Red Cross and Red Crescent Movement (2011) Fact Sheet: Family Tent, 16m2 Available at: http://www.ifrc.org/PageFiles/95534/208600Shelter%20instruction%20flyer-EN-HR.pdf International Organization for Migration (2012) IOM Brings Shelter to Typhoon-affected Philippines Families for Christmas. Available at: http://www.iom.int/cms/en/sites/iom/home/news-and-views/press-briefingnotes/pbn-2012/pbn-listing/iom-brings-shelter-to-typhoon-af.html. [Accessed 18 December 2012].

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Johnson, A. M. (2012) NBC News World. Available at: http://worldnews.nbcnews.com/_news/2012/12/13/15894035-philippine-death-tollrises-to-902-after-typhoon-bopha-80000-homeless?lite. [Accessed 15 December 2012]. Kushner, C. (1998) Better Access, Better Care: A Research Paper on Health Services and Homelessness in Toranto. Toranto: Mayor's Homelessness Action Task Force. Marzouk, Sarah (2012) HelpAge and Partner Helping Older People Affected by Typhoon Bopha. Available at: http://www.helpage.org/newsroom/latest-news/helpage-andpartner-helping-older-people-affected-by-typhoon-bopha/. [Accessed 4 January 2013]. NDRRMC (2012) SitReop NO.28 re Effects of Typhoon "PABLO" (Bopha). Quezon City: National Disaster Risk Reduction and Management Centre. OCHA (2012) Philippines: Typhoon Bopha. Situation Report No. 8. Available at: http://reliefweb.int/sites/reliefweb.int/files/resources/full%20report_177.pdf. [Accessed 4 January 2013]. Rappler (2012) List: Evacuation Centers, Relief Operation in Metro Manila. Available at: http://www.rappler.com/nation/special-coverage/weather-alert/9981-list-evacuationcenters,-relief-operations-in-metro-manila. [Accessed 18 December 2012]. Silvius, Gilbert A.J., and Jasper van den Brink (2011) Taking Responsibility: The Integration of Sustainability and Project Management. In: Proceedings from the first CARPE conference, available at: http://www.carpenetwork.org/Networking%20conference/~/media/HUPORTAL/Docs/Carpe/Sustainability/A.J.%20Gilbert%20Silvius%20Book%20Presentation. ashx. [Accessed 5 January 2013]. The Star (2012) Philippine Camps Overflow with Typhoon Homeless. Available at: http://thestar.com.my/news/story.asp?file=/2012/12/7/reutersworld/1212071513philippine-camps-overflow-with-typhoon-&sec=reutersworld. [Accessed 15 December 2012]. United Nations Population Fund (2012) Typhoon Bopha/Pablo Situation Report: Health Centres Damaged, Villages Not Receiving Any Help. Available at: http://www.unfpa.org.ph/index.php/news/335-typhoon-bophapablo-situation-report-12-

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december-2012-health-centers-damaged-villages-not-receiving-any-help. [Accessed 4 January 2013]. Victoria, Lorna P. (2003) Community Based Disaster Management in the Philippines: Making a Difference in Peoples Lives. Available at: http://unpan1.un.org/intradoc/groups/public/documents/APCITY/UNPAN025912.pdf. [Accessed 4 January 2013]. Volunteers Overcoming Poverty (2010) Global Leadership Team. Available at: http://www.vsointernational.org/vso-today/who-we-are/global-leadership-team.asp. [Accessed 5 January 2013]. Whaley, Floyd (2012) Death Toll From Typhoon Exceeds 450 in Philippines. In New York Times, available at: http://www.nytimes.com/2012/12/08/world/asia/death-toll-fromtyphoon-exceeds-450-in-philippines.html. [Accessed 4 January 2013]. Wright, J. D., Rubin, B. A., & Devine, J. A. (1998) Besides the Golden Door, Policy, Pilitics and the Homeless. New York: Aldine De Gruyter. NDRRMC, 2012. SitReop NO.28 re Effects of Typhoon "PABLO" (Bopha), Quezon City: National Disaster Risk Reduction and Management Centre. UN for OCHA & MapAction., 2012. Reliefweb. Available at: http://reliefweb.int/sites/reliefweb.int/files/resources/Philippines%20Typhoon%20Bop ha%20%28Pablo%29%20%20Evacuation%20Centres%20and%20Population%2C%20Food%20and%20non%20fo od%20items%20delivered%20by%20DSWD%20%28as%20of%2013%20Dec%29%20Re gion%20XI%20%28Davao%29%20and%20XIII%20%28Caraga%29.pdf. [Accessed 20 December 2012].

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XV. Annexure
Annex I. Corehouse Design

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Annex II. Details of Proposed Budget for the Program Cost Details of Proposed Budget for the Program Cost
Activity Project Planning and Launching Baseline Exercise Project Launching Workshop (Head Office) Project Launching Workshop (Field Level) Construction and Maintenance of Shelter Cost of Transition Shelter Cost of Transportation of the Transition Shelter Shelter Maintenance Kit for Individual Household Shelter Maintenance Kit for the Community Cost of stalling the transition shelter Cost of winding of the shelter Capacity Building of the Community Training of the Community in construction, maintenance and deconstruction of the shelter Weekly coordination meeting with the community on M&E, transparency Documentation and Publication Publication of community level shelter management guidelines Introduction of ledgers in the field for M&E 500 10 5 5 2500 50 0 0 0 0 0 0 0 3000 3000 0 15000 5000 50 48 500 50 25000 2400 0 No of Units 1 1 3 Cost/Unit 5000 2000 1000 Total Cost 5000 2000 3000 0 484500 2550 5100 2500 15000 7500

510 510 510 25 500 500

950 50 10 100 30 15

Lessons Learnt Workshop (Headquarter) Lessons Learnt Workshop (Field level) Visibility and Communication End Term Evaluation of the Program

1 3 3 1

3000 1000 5000 5000

Total Program Cost

599550

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Annex III. Proposed Human Resources Proposed Human Resources

Title/function Country Director Head of Programs and HR Program Manager Site Engineer Project Coordinator Status National National Expatriate National National No of % Time Total Salary/Month Total staff Allocation Months Time (Euro) Salary 1 10 6 0.6 6000 3600 1 1 2 2 10 100 100 100 6 7 6 6 0.6 7 18 18 3000 5000 1200 1000 1800 35000 14400 12000

M&E and Communications Coordinator Finance Coordinator Office Attendant

National National National

1 1 1

100 50 50 Total HR Cost

7 7 6

7 3.5 3

1000 1000 500

7000 3500 1500 78800

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Annex IV. Travel and Per-diem

Status Designation
Country Director Program Manager M&E Coordinator Finance Coordinator National Expatriate* National National

No of Days/Month
1 1 1 1

Total No of Cost/day Days/week (Euro)

6 6 6 6 80 80 80 80

Total Cost (Euro)

480 480 480 480

Total Cost

1920

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Annex V. Office Establishment Cost (Fixed)

Item
Laptop Internet Modem Two Wheelers (field) Furniture and Fixtures Total Cost

Unit Cost
400 20 1000 500

No of Units Total (Euro)

2 2 2 2 800 40 2000 1000 3840

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Annex VI. Operational Cost (Recurring)

No of Item
Office Rent (Head Office) Office Rent (Field office) Local Travel (Head Office) Local Travel (Field Office) Telecommunications (Team) Stationary and Supplies Communications External Office Maintenance (Head Office) Office Maintenance (Field Office) 100 Total Cost 2 6 12 1200 20880 200 1 6 6 1200

Total No of Months
1 3 30 90 9 4 1 6 6 6 6 6 6 6

Total Cost
6 1800 1440 5400 1620 2700 4800 1200

Unit Cost
300 80 30 3 50 200 200

Units/Month

Units

18 180 540 54 24 6

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Annex VII. Cluster Leads and Contacts

Cluster/Sector
Inter Cluster Coordination Communication with Affected Community CCCM and NFI OCHA IOM Imogen Wall Dave Bercasio Winston Early Recovery UNDP Camarinas Aminin Education Emergency Shelter Emergency Telecommunication Food Security Agriculture Health Reproductive Health Livelihood WFP WFP FAO WHO UNFPA ILO Arnel Penaverde Irena Loloci Alberto Aduna Gerardo Medina Ronnel Villas Nori Palarca Dragoslav Logistics Nutrition Protection Child Protection Gender Based Violence WASH WFP UNICEF UNHCR UNICEF UNFPA UNICEF Djuraskovic Paul Zambrano Arjun Jain Dwight Zabala Sujata Tuladhar Rory Villaluna 9178293175 9175379934 9999939417 9175763710 9178593523 9178592578 dragoslav.djuraskovic@wfp.org pzambrano@unicef.org jain@unhcr.org dzabala@unicef.org stuladhar@unfpa.org washccph@gmail.com 9088633163 9178593520 9175327470 9178827498 9166209893 arnel.penaverde@wfp.org irena.loloci@wfp.org alberto.aduna@fao.org medinag@wpro.who.int villas@unfpa.org noritpalarca2@yahoo.com UNICEF IFRC Abubakar Anna Pont 9287499805 9198390829 aabubakar@unicef.org anna.pont@ifrc.org 9178369309 winston.camarinas@undp.org 9063748294 9175296694 wall@un.org dbercasio@iom.int OCHA Agnes Palacio 9175437217 palacio@un.org

Agency

Contact

Contact Number

Email id

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Annex VIII. GANTT Chart (Vertical)

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Shakeb Nabi, Principle Officer First Disaster Housing Oudegrachtlaan 58, 1220 RL, Amsterdam Telephone: +31-24626712 Email: firstdisasterhousing@relief.org Bank account: 585664833