NUEVO CHORRILLO HOUSING COOPERATIVE

This final evaluation covers the period 7/1/77-9/30/80 and was based upon a review of project files and interviews with personnel from the Regional Housing Office, the National Housing Bank (BHN), the Ministry of Housing (MIVI), and the Nuevo Chorrillo Cooperative (NCC). A total of 750 shelters, 50 more than targeted, were constructed according to five unit designs. Most shelters were of the least finished type; this led to lower costs and greater public satisfaction because units were tailored to individual needs. The use of self-help efforts and the fact that NCC acted as its own contractor also lowered costs. The project helped to institutionalize NCC -- although consistent help in organization, management, and training is still needed -- and to upgrade GOP housing institutions. A cooperative office was not established within BHN, because the level of demand was insufficient to support it. A linkage between the Federation for Cooperative Housing (FUNDAVICO) and BHN was achieved, but the financing needed to make it productive is limited. Six lessons were learned. (1) Although five designs were offered, families generally shaped one basic design according to their needs. (2) The relocation of city slum families to peripheral areas--an operation for which an effective cooperation is needed--is a viable alternative to urban renewal. (3) A low-income, community-based organization can efficiently manage a large development project. (4) Productive cooperation between cooperatives and the government is possible and A.I.D. should encourage it. (5) The successful execution of cooperative housing requires a strong basis in training, cooperative development, and professional management. (6) An integrated project, including community facilities and employment, would reduce the need of travel and result in better community consolidation. Monitoring is needed to assure that BHN complete disbursement to NCC of HG 007 residual funds.