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Success Stories Assistance Areas SEED Reports Contact Information Last updated: Wednesday, 13-Mar-2002 10:46:37 EST       COOPERATIVE HOUSING FOUNDATION (CHF) 8300 Colesville Road, Suite 420 Silver Spring, MD 20910 Phone: (301) 587-4700 Fax: (301) 587-2626 Strengthening Market-Oriented Housing Delivery System Through NGOs POLAND Final Report February 2000 ACKNOWLEDGEMENTS EXECUTIVE SUMMARY     COMPONENT 1: CENTER FOR HOUSING INITIATIVES (CIM) I. Overview II. CIM's Viability Analysis Viability Criteria Institutional Development Business Development Finance /Budget development Relations with Other Organizations Conclusion: Institutional Strengths and Weaknesses III. LIST OF DELIVERABLES     COMPONENT 2: PARTNER CITIES I. Overview II. Development Of Best Practices: NGOs Assisting Housing Delivery Factors Influencing Success Rate Criteria of Viability CHF’s Assessment (General Remarks) III. AWIMS’ Viability Analysis AWIMs Established in 1994 AWIMs Established in 1997 AWIMs Established in 1998 AWIMs Established in 1999 IV. LIST OF DELIVERABLES 1996 THROUGH 1999     COMPONENT 3: STUDY TOURS TO THE U.S. I. OVERVIEW II. SUMMARY OF PROJECT RESULTS CHF Conducted Four Study Tours to the United States Study Tour Follow-up Actions "Revitalization Forum" Association Established III. LIST OF DELIVERABLES     COMPONENT 4: ASSISTANCE TO BIELSKO-BIALA I. OVERVIEW II. DETAILED PROJECT RESULTS Formation of Inter-disciplinary Task Forces to Initiate and Coordinate Revitalization Activities Passing of Local Legislation to Provide Legal Framework to Revitalization Effort Office of Revitalization Operator Established Master Plan Prepared and Approved Implementation Process Commenced Manual for Gminas (Part II) Including Experience of Bielsko-Biala Published Dissemination Workshop Conducted III. LIST OF DELIVERABLES AS OF SEPTEMBER 1998 IV. BIBLIOGRAPHY OF MATERIALS     COMPONENT 5: POST-FLOOD ASSISTANCE TO KLODZKO I.          Overview II.         Summary of Project Results III.       Detailed Results With Regard To Planning, Implementation, Organization and Support Building City of Klodzko Development Strategy Document Historic Sand Island Revitalization Strategy Document Organization and Management Structure Implementation and First Physical Results Public Relations Strategy IV.       LIST OF DELIVERABLES     CONCLUSION ATTACHMENT: LIST OF MAJOR PUBLICATIONS AND VIDEOS   ACKNOWLEDGEMENTS This report acknowledges the efforts of the whole CHF Team, which over the years 1992-1999 contributed to design and implementation of program activities in Poland. The core team included: Dr. Judith Hermanson-Ogilvie, Vice President, CHF-HQ Dr. Barbara Czachorska-Jones, Assistant Director, Field Projects Management, CHF-HQ Wojciech S. Wojtysiak, Program Director, CHF-Poland Krzysztof Raciborski, Project Director, CHF-Poland Slawek Getka, Program Director, CHF-Poland Glenn Moller, Project Officer, CHF-HQ We are also greatly indebted to USAID-Poland Senior Urban Policy Advisor, Mr. Michael Lee, for his guidance and support. Back to Top   EXECUTIVE SUMMARY From 1992-1999, with USAID funding, CHF helped Poland transform its housing sector to work in a new, market based economy. CHF equipped indigenous, private, non-governmental organizations to deliver housing to low- and middle-income families, and collaborated with local government agencies as they became more responsive to local housing needs during the housing delivery shift from public to private sector. In these projects, CHF acted as a catalyst, releasing existing resources and helping private organizations and local governments to design and implement new initiatives. CHF developed and/or improved interaction between public and private sector entities throughout Poland. CHF actively trained and enhanced the skills of private citizens, promoted new housing finance mechanisms, promoted private sector initiatives and new approaches to public-private partnerships, and laid the foundation for the organizations assisted to operate independently in the future. Over eight years, CHF and local partners: directly assisted 1,651 families (or an estimated 6,604 beneficiaries) responding to their desire to live in new, affordable, attractive housing, facilitated over 400 mortgages, and leveraged over $39 million from private sources. These numbers represent not only physical results, but also the processes that have remained in effect. These processes include: better interaction between public and private sectors in addressing constituents’ housing needs, increased capacity of indigenous non-governmental organizations to serve to clients, and more efficient democratic decision-making processes, which allow for greater civic input, more succinct organization, and better management of available financial and human resources. In 1998, the project has been recognized by the Dubai International Award for Best Practices and is included in the United Nations Center for Human Settlement (Habitat)’s database, accessible via the internet: http://www.bestpractices.org. This report primarily reflects activities implemented between October 1996 and December 1999, under USAID Cooperative Agreement Strengthening a Decentralized Market-Oriented Housing Delivery System Through NGOs. Five discrete program components were implemented, providing mutual reinforcement and contributing to the overall success of the program. Under Component 1, "Center for Housing Initiatives," CHF helped establish, equip, and train a nationwide non-governmental housing foundation, seated in Warsaw. The Center for Housing Initiatives (or CIM, its Polish acronym) carries on CHF’s mission to promote the best practices, standards, and innovative approaches developed over the past decade. CIM serves as the Center of Excellence, sharing information and popularizing approaches and mechanisms that adapt the Polish housing system to a market economy. Affordability issues and improved access to housing finance are CIM’s special focus areas. It has developed a library of educational materials and analytical tools, including those under USAID-sponsored activities in Poland, and an interactive electronic system (KISIM), capable of providing information on available housing finance, real estate available for development, local builders, prices, and development conditions. Under Component 2, "Partner Cities", CHF focused on assisting local governments to enable private entities in the delivery of housing through a network of non-governmental service organizations, AWIMs (Agencies to Support Housing Initiatives). Over the project period, CHF established 25 AWIMs across the country (in addition to 10 established earlier). The success and speed with which CHF replicated these organizations validate the underlying project assumption, that non-governmental organizations can play a significant role as local facilitators and promoters of public-private partnerships. The combined results of AWIM-assisted initiatives are impressive. These include a nationwide AWIM-network that has already facilitated nearly 2,000 new affordable housing units financed from private sources. CHF developed a much-needed urban revitalization methodology model, successfully tested in the cities of Bielsko-Biala and Klodzko (Component 4 "Revitalization of Bielsko-Biala Old Town", and 5 "Post-Flood Assistance to Klodzko"). To help urban citizens adapt to the new economic environment and the developing housing market, CHF worked with local governments to design ways to manage available financial, physical, and human resources in revitalization projects. CHF and its partners looked for ways to preserve historic values in the course of modern economic development, and to build effective response mechanisms (in particular case of Klodzko, this involved mitigation of the results of a disastrous flood of the summer of 1997). The underlying principles of CHF’s methodology model include: involvement of community representatives in decision-making processes; integration of revitalization projects into an overall strategy of development; use of strategic partnerships in funding; building public support for revitalization projects through the active involvement of the entire community. To reinforce this new methodology, CHF organized four study tours to the United States (Component 3 "Study Tours to the United States"). Forty participants represented local governments, community non-governmental and civic organizations, and community leaders of eight Polish cities. Upon return, these participants became veritable "change agents" in their respective communities. They facilitated decisions regarding new use of historic structures, and the developed joint plans with two neighboring cities to promote tourist attractions. The experience of CHF and its partners was widely shared with other Polish cities and international audiences through workshops, seminars, and discussion meetings. As an indirect result of stimulated public interest, a new Polish association, "Revitalization Forum," was established. At this time, the "Forum" counts over 25 founding and supporting members, including local governments and individual professionals, historians, architects, economists, and community leaders. Table I: Combined Physical Results of CHF/AWIM Projects in Poland (1992-1999) Project Period Units Built Value Leveraged from Private Sources Pilot phase: 1992-1994* 511 $ 9,711,710 Phase II, III: 1994-1999** 1,140 $29,807,335 Total: 1992-1999 1,651 $39,519,045 Total Leveraged Private Funds Ratio***:   1 : 7.15 * Details included in Final Report: Cooperative Housing in a Market Economy: A Replicable Model for Poland, Washington DC, January 1995. ** See below in this Report, program Component 2. *** Total private funds leveraged, in relation to total USAID funding (project periods 1992-1999): $39,519,045 / $5,524,5 Back to Top   COMPONENT 1: CENTER FOR HOUSING INITIATIVES (CIM) Overview CHF has institutionalized its activities in Poland by establishing the Center for Housing Initiatives (Centrum Inicjatyw Mieszkaniowych or CIM). Registered as a foundation, and operating on the basis of a statute approved by the court, CIM serves as an NGO support center. CIM provides technical support, troubleshooting, and consulting services to the CHF formed network of Agencies to Support Housing Initiatives (AWIMs), local governments (gminas), and other local partners. CIM’s long-term goal is to become a Center of Excellence, disseminating information about best practices and standards in housing, facilitating exchange of information, providing training, ensuring quality assistance and offering other needed services for housing practitioners. Since its formation in 1997, CHF has assisted CIM to refine its mission, design internal operational and quality control systems, and improve the skills of its staff. CHF and CIM staff carefully studied affordable housing issues and examined ways to increase access to housing finance in the context of the current Polish economy. January 1, 2000, marked the completion of CHF’s active assistance under this project. CIM now operates in a fully independent manner, both institutionally and financially. Through CIM, CHF has successfully achieved the goal of assisting and accelerating the shift of responsibility for housing delivery from a centralized government to the private sector. As mentioned, CIM will continue to serve as a Center of Excellence to further this movement to decentralized housing delivery. Summaries of CIM’s current programs and its achievements to date are outlined in the following sections of this report as well as institutional and business development aspects, relations with other housing organizations in Poland, CIM’s organizational strengths, and other factors influencing CIM’s future viability. CHF implemented the activities under this project component (Center for Housing Initiatives) in response to the following USAID-Poland Strategic Objectives and related Intermediate Results: SO 1.3 Private sector development stimulated at the firm level IR: 2.0 Improved profitability of small and medium enterprises 2.1 Indigenous organizations provide technical assistance and training to enterprises CIM's Viability Analysis Viability Criteria In order to assess CIM’s viability as a fledgling non-governmental organization, the following factors were considered: Institutional Development Current organizational/legal status (internal management structure; status of registration as a Polish institution); Operation (office organization/ adequate office space); Human resources (number of employees, their professional characteristics, and how they relate to the organization’s goals and mission). Business Development Business Plan /Strategy development (whether or not prepared, when, by whom); Program Areas (how they fit current needs of the Polish housing sector; implementation of pilot project to build a successful track record); Finance /Budget development (current status). Relations with Other Organizations Relations with Housing Sector Organizations (including those acting at central and local level); Relations with Local Governments Relations with AWIM Network (agreements between CIM and AWIMs) The next sections provide further details and comments concerning each of these factors. Institutional Development The formation of CIM as a Polish institution has been completed. As of December 31, 1999, CIM is governed by the Foundation Council composed of 5 members. The Council meets at least twice a year to provide overall guidance in support of the Foundation’s goals. As of March 2000, the Council consists entirely of Polish nationals. A proposal was made during the last meeting of the Council to form an Advisory Committee, to be composed of highly regarded Polish professionals and practitioners. The committee will provide additional advice and help promote CIM and its programs at the national level. Once approved by the Foundation Council, the Advisory Committee will help strengthen CIM’s outreach and build relations with other housing sector organizations. The management and operation of CIM are entrusted to the Foundation President and Vice President, both of whom assumed positions in December 1998. Both have proved themselves highly effective in building CIM’s institutional capacity, as well as relations with other organizations in the field. CIM employs a small number of employees, and expands its professional capability through strategic collaboration with other housing sector organizations. Together, the CIM team includes highly respected senior and junior level professionals with experience in local government, housing (including planning, housing finance, construction, and management), cooperative development, institutional development, and capacity building/training. CIM is currently located in Warsaw, Poland and is fully equipped and operational. Information about CIM and its activities is publicized through monthly newsletters, CIM’s web site: http://www.cim.org.pl, and through the KISIM electronic database (access in coordination with and through CIM). Business Development With CHF’s assistance, CIM developed an extensive Business Strategy Document (Business Strategy to Achieve Sustainability, July 1999, separately submitted to USAID-Poland). This document identifies CIM’s organizational strengths, areas of programmatic and business activities, as well as financial and human resources needed to implement the programs. The following are CIM’s areas of programmatic activity:   Promotion of Best Practices, Standards and Innovative Approaches (Center of Excellence) CIM is well equipped to promote best practices, standards and innovative approaches developed within the past decade, including those under USAID-sponsored activities in Poland. As the Center of Excellence, CIM will share information, sponsor and deliver training sessions and other activities to popularize approaches and mechanisms, which adapt Polish housing system to the market economy. CIM has developed a library of educational and analytic materials, accessible to all interested organizations and individuals. The KISIM electronic database, developed and administered by CIM, is capable of providing information on available housing finance, real estate available for development, local builders, prices, and development conditions. CIM is also ready to provide referral services and share practical experience accumulated through technical assistance programs and participation in the implementation of a variety of housing programs. Conforming to CIM’s organizational mission, housing affordability is the focus of its programmatic attention. CIM aspires to become the central institution in Poland to tackle affordability issues and to promote, popularize, and support initiatives, which make housing more affordable to citizens.   Housing Development As a foundation established under Polish legal system, CIM cannot, by itself, engage in commercial activities. However, CIM can and does act through collaborative agreements with the 30 AWIMs across Poland. In particular, CIM is a founder of AWIM-Centrum, a limited liability company, which actively assists various housing development projects in the Warsaw area.   Housing Policy Development CIM has assisted several gminas in the development of housing policy and housing strategy documents, and has teamed up with several Polish non-governmental organizations under grants from Local Government Partnership Program (LGPP) sponsored by USAID. Through this work, CIM is strengthening its institutional relations with local governments and actively promoting strategic planning, affordability, and high quality standards in housing.   TBS Development CIM developed a pilot project and training program in support of social housing development (Polish acronym TBS). It is synchronized with housing finance mechanisms available for these types of projects but at the same time introduces an added element of involvement of private sector institutions. CIM will share its practical experience of the pilot with other housing organizations and individuals.   Condominium Development Through collaboration with CHF under a separate USAID-funded project, Cooperative Development Project (or CDP) , CIM developed a thorough understanding and gained practical exposure to condominium development issues in Poland. Under CDP, CHF has been working in three focus countries, Poland, Philippines, and South Africa, to increase the availability of affordable housing services to under served populations through the promotion and strengthening of cooperative housing systems. While the institutional arrangements vary from country to country, the program strategy is to establish sustainable systems by building the institutional capacity of CHF’s local partners to provide technical and financial services to indigenous housing cooperatives, condominium, and homeowner associations. In Poland, CDP assisted condominium development through training and pilot rehab projects to demonstrate replicable methods and best practices to promote improvements in management, repair, and renovations for other condominium associations and coops. CHF has institutionalized these processes and procedures through CIM. This relatively new area, including real estate planning and management, provides another opportunity for CIM and its collaborating partner organizations (in particular, with the Polish bank BGK which provides financing for condo renovation activities nationwide). A set of educational tools was developed (including manual, training and skills development curricula) to continue providing assistance and build relations in this area. A detailed study was also prepared, focusing on loan monitoring systems used by various financial institutions in the United States, and the opportunities for adaptation of these systems to the conditions in Poland. CIM has initiated relations in this regard with BGK bank, and plans to continue this work in the future.   Urban Revitalization Programs Also in this area CIM has been able to work with several gminas nationwide, in particular in conjunction with housing strategy and policy development involving historic urban centers. Specific issues of historic preservation and adaptation of community development to the requirements of market economy are involved. CIM has established in this regard a working relationship with Association Revitalization Forum, and plans to work with interested gminas on development and implementation of revitalization programs.   Training CIM has conducted a significant number of training programs for AWIMs, gminas, and condominium owners. The experience gained in organizing, marketing, and conducting these training programs, well positions CIM to conduct housing-related programs nationwide on a fee or cost-reimbursement basis. CIM has also conducted conferences for nationwide audiences. The experience and materials developed by CIM is a body of information that translates well into a number of different training programs for varied government, gmina, and private sector groups. The wide variety of program areas in which CIM has been involved reflects the variety of needs among the Polish housing sector during the transition to a market economy, as well as the numerous opportunities for CIM to provide assistance to partner organizations and individuals. Given its current staffing size, CIM has opted to utilize a variety of collaborative mechanisms to address the growing needs of the Polish housing sector including building working relations and teamwork with partners (for profit and non-profit housing organizations, consulting firms, and educational institutions). Finance/Budget development As a Polish foundation, CIM must conform to regulations on fiscal management applicable to foundations. General oversight in these matters is within the scope of competence of CIM’s statutory bodies, including CIM Council and Management Board. Annual budget of the organization, as well as financial reports are presented by the Management Board to the Council, for its approval (annually) and proper documents are filed with fiscal and tax authorities. Since its creation in 1997, CIM has been receiving small donations from private individuals and private institutions in support of its statutory activities. CIM is currently working on developing a fundraising strategy, and approaching potential corporate sponsors including Polish and foreign technical assistance groups. Through its relationship with AWIM-Centrum (in existence since October 1999), CIM is also planning to mobilize private resources. Relations with Other Organizations CIM has been successful in developing, or at the minimum, initiating working relationships, with a significant number of organizations. Among them: Gminas: In particular, those with which CIM worked on housing strategy, revitalization, or TBS development. In March 1999, CIM organized and conducted a national conference for gminas to familiarize them with CIM’s programs and opportunities it offers. AWIMs: To date, over 30 AWIMs operate on self-sustaining basis. These private sector facilitating organizations, established and trained by CHF through its USAID contracts, continue their relationship with CIM. At this time, 17 separate collaboration agreements have been negotiated by CIM and individual AWIMs, with a more detailed scope of services provided by CIM. In response to existing demand, CIM is planning to offer further training to AWIMs and assist in the formation and development of new AWIMs nationwide. Financial institutions/banks: To date, two collaboration agreements have been negotiated, by CIM. One with BGK bank (Bank Gospodarstwa Krajowego) in support of social housing (TBS) development programs, and with GE Bank in support of condominium renovation programs. National level housing institutions: CIM is developing its relationship with the Office of Housing and Urban Development through regular informational contacts, as well as exploration of opportunities for focused technical assistance and intervention programs. Non-governmental housing sector institutions: To date, CIM has worked with or developed a working relationship with several Polish non-governmental housing organizations. Among them are: FISE Foundation (Foundation to Support Social and Economic Initiatives) - collaboration with regard to TBS development, KIN (Krakow Real Estate Institute) - collaboration on urban revitalization issues, RF - Revitalization Forum Association (Forum Rewitalizacji) - collaboration on urban revitalization issues, IREM/Polish Chapter, GESTOR (real estate management firm), Association of Condominiums "Wspolnota Mieszkaniowa" - collaboration in condominium development, REAS, ORGBUDIN (private firms) - collaboration in training, housing policy development and implementation of programs. Foreign technical assistance organizations and foreign sponsors: Since its formation, CIM has worked alongside CHF in implementing USAID-sponsored activities, including Local Government Partnership Program (LGPP). Other organizations include British Know How Fund and Warsaw-based Cooperation Fund. In the near future CIM plans to take advantage of potential opportunities through European Community programs. Conclusion: Institutional Strengths and Weaknesses In sum, the following are CIM’s strengths as a nascent Polish non-governmental housing organization: Successful track record, building on working collaboration with CHF and its partner organizations, as well as CHF’s experience of implementation of USAID sponsored programs since 1992; Nationwide operational base through the network of local facilitating agents or AWIMs collaboration agreements which link the network with CIM; Established working relations with more than 36 local governments (gminas) nationwide, in which CIM worked, assisted with implementation of AWIM demonstration projects, or with implementation of other CHF-assisted activities; Established relationships with a number of condominium associations and their representative organizations; Established relationships with several banks, including collaboration and/or brokerage agreements with two major banks involved in the housing sector; Developed and operational KISIM system (electronic information system which allows the sharing of information pertaining to the housing sector); Developed and operational library, including materials produced under USAID-sponsored activities in the housing sector in Poland; Considerable experience with organizing and implementing training sessions, seminars, workshops, and conferences. Areas were CIM must focus to improve its capacity to offer housing sector services on a larger scale: Overly ambitious area of interest (even with the mission-endorsed niche and focus on affordability issues CIM needs to further refine activities given its available resources); Limited number of full time staff members; Limited experience in fundraising and funds mobilization from corporate and other donors; Limited general knowledge of CIM’s programs, capabilities, and accomplishments to date. In conclusion, it is CHF’s strong belief that Center for Housing Initiatives (CIM), is in an excellent position to continue to provide an array of technical, informational, training, and troubleshooting services related to issues being faced with respect to housing, both at national and local levels. Collaboration agreements currently negotiated, including the one with CHF, will undoubtedly help strengthen its institutional capacity and widen the outreach and impact. In the future, CIM seems capable of facilitating the process of sharing of Polish experience with other Central and Eastern European countries in transition to market economy.  LIST OF DELIVERABLES Center for Housing Initiatives established, equipped, and operational, providing an array of technical, informational, training, and troubleshooting services related to issues being faced with respect to housing, both at national and local levels. Documentation service (Library) organized, containing over 150 publications, reports, materials pertaining to the housing sector, including items prepared and sponsored under USAID-Poland programs. Public access established, electronic (Internet) access available, brochure describing the content and rules for public access published and distributed. KISIM electronic system organized, with website operational, hot links established, listing of websites with hot links completed, housing bulletin board established (system administered by CIM). CIM-AWIMs’ cooperation agreements signed, ground rules of collaboration established. Collaboration agreements negotiated: (1) with BGK bank (Bank Gospodarstwa Krajowego) in support of social housing (TBS) development programs, and (2) with GE Bank in support of condominium renovation programs. Training and technical assistance materials assembled, brochure of training courses published, tool-box and brochures describing CIM’s services assembled. Brochure describing CIM as a Regional Center prepared (in English). Back to Top   COMPONENT 2: PARTNER CITIES Overview CHF achieved the goal of strengthening market-oriented housing delivery systems through non-governmental organizations in Poland. Starting with two highly successful pilot projects (pilot phase, 1992–1994), CHF was able to replicate the program in over 30 locations by end of 1999. Today, as reflected on the map below, the so-called "AWIM Network" reaches out to citizens throughout Poland.   AWIM-Network as of December 1999 In all, CHF helped establish and train 35 AWIMs. These housing facilitators register and serve as non-governmental business organizations, collaborating with local governments and private investors to organize and implement housing projects, including those based on cooperative principles. In two project periods alone (1994-1999), AWIMs: produced 1,140 new housing units facilitated 415 mortgages leveraged over $29 million dollars from private sources Adding the results achieved through CHF’s pilot projects, the total number of produced new units reaches 1,651 (or 6,604 beneficiaries, counting 4 members per family), and $39,519,045 in funds leveraged from private sources only. See Table I: Combined Physical Results of CHF/AWIM Projects in Poland (1992-1999) in the Executive Summary of this report for combined results that CHF achieved between 1992–1999. The national CIM foundation supports AWIMs’ operations by providing technical and organizational assistance, training, and troubleshooting. CHF implemented the activities under the Partner Cities project component in response to the following USAID-Poland Strategic Objectives and related Intermediate Results: SO 2.3 Local Government is effective, responsive, and accountable IR: 2 Improved profitability of small and medium enterprises IR 2.1 Indigenous organizations provide technical assistance and training to enterprises SMEs showing significant increase in factors that affect profitability Customers paying for training and business support provided by indigenous organizations Sustainable business support services providing assistance to SME investors in housing (including NGOs and small cooperatives) and gminas   Development Of Best Practices: NGOs Assisting Housing Delivery When CHF started its activities in Poland, the country had just begun its transformation to a market economy, with high expectations as to what democracy and the free market would bring. Despite overwhelming public demand for improved housing, little private sector capacity existed in Poland, and the state-dominated, deeply entrenched housing industry was incapable of responding to the new demands of the free market. Newly elected local governments were overwhelmed with their new responsibilities and unsure of their role in promoting housing construction. In theory, housing was to be provided in a new way, with local government increasingly withdrawing from this sector, but the private sector was very weak, with no organizations able to provide housing in accordance with free market principles. In this context, and as a direct result of its demonstration project implemented at two sites between1992–1994, CHF introduced AWIMs as non-governmental facilitators assisting local governments and private investors. The challenges facing new housing construction projects focused on finding the appropriate means of interaction between multiple partners, on designing efficient and cost-effective mechanisms of producing housing affordable to members, on developing efficient, transparent, and accountable management systems applicable to a housing sector in transition. AWIMs help meet the challenges involved. Working with the local governments, the AWIMs identify communal or private land available for development, work out appropriate land acquisition procedures, and coordinate infrastructure development. With members of the cooperatives, AWIMs identify available financial resources and plan the delivery process. Individual members’ needs and preferences are considered as part of the overall project’s technical, financial and managerial objectives. The resulting model used a collaborative approach to form public-private partnerships in which all participants (local government, cooperatives and their members, contractors and financial institutions) were encouraged to redefine and refine their roles with respect to housing delivery. This practice has been recognized both at national and international levels. Nationally, 32 municipalities have started refining the rules and procedures for private housing development facilitated by non-governmental technical service organizations. The changes prompted by CHF that had to take place during this process, helped strengthen local governments’ efforts to become more responsive to the communities’ needs and preferences, and encouraged private sector engagement in the housing sector (e.g. quicker acquisition and permit issuing procedures, inter-departmental restructuring to improve coordination). On an international level, CHF’s project was recognized as "Best Practice" in 1998 by the Dubai International Award for Best Practices and is included in the United Nations Center for Human Settlement (Habitat)’s database, accessible via the internet: http://www.bestpractices.org. This approach was also discussed with representatives of many Central and Eastern European countries during the "Practical Workshop on Housing Privatization" help in May-June 1999, in Krakow, Poland. The workshop was co-sponsored by the United Nations Economic Commission for Europe (UN ECE), Polish Office of Housing and Urban Development (HUDA), and CHF, and funding was provided by USAID. Factors Influencing Success Rate Although AWIMs do not present a uniform group (to paraphrase, "not all AWIMs are created equal...") it is possible to enumerate factors that influence the success of AWIMs as nascent local businesses. It also may be possible to assess their individual future viability, based on a number of pre-selected criteria, although involvement of a number of factors—over which CHF has no influence—weakens such assessment. Based on CHF’s internal observations, the AWIM’s overall success rate depends on the following factors: Time (length of operation as a business). Barring unforeseen circumstances, the longer an AWIM’s time of operation, the better its chance to develop into a vibrant local enterprise. Time allows the AWIM management to perfect professional skills, and to implement a pilot project, which starts the process of building an institutional track record. The success of the latter is extremely important. A desirable visible effect it produces serves as endorsement of AWIM’s operations, provides an easy to check point of reference, and attracts future private investors. Strength of local economy. This factor greatly impacts AWIMs’ ability to attract clients. As of December 31, 1999, the strength of local economy was not uniform across the country. Its weakness may have forced AWIMs in several localities to suspend or cancel pilot projects. Stability of local authorities. Aside from the general state of economy in the region, the level of support given by local authorities is by far the most important factor according to AWIM directors. If unable to develop a stable relationship due to personal changes, in-fighting and political differences within the authorities, AWIMs find themselves fighting a proverbial "uphill battle." Examples mentioned most often include: inability to reach a decision (any decision), procrastination, need to start a relationship from zero level every time local government team changes, inaccuracy or fallacy of information made available, etc. Interpersonal skills of AWIM staff. Ability to develop a good relationship with cooperative members turned out in many cases to be a "make it or break it" factor. Conflicts between AWIM and cooperative were usually based in disagreement on operational procedures (what to do and how to do it), or disagreement on financial issues. Criteria of Viability A detailed analysis of individual AWIMs, evaluating their viability as of December 31, 1999, as future businesses, was based on consideration of the following criteria: Organizational structure including current organizational/legal status, number of employees; Business development status including: Status of Implementation of Pilot project (whether completed, under construction or under development/preparation; total number of units produced); Total value represented by pilot project, including infrastructure work (to indicate how much business an AWIM can handle, since the higher the value, the more extensive AWIM’s experience and the better its chances to manage successful projects in the future); Expansion to new sites (such expansion usually reflects active search for new business opportunities, whether in the same or other localities); Housing finance and number of mortgage credits facilitated (these usually indicate the level of AWIM’s understanding of the new system of housing finance); New activity areas (similarly to expansion to new sites, new activity areas usually indicate AWIM’s flexibility and willingness to expand; new activity areas may include social housing societies/ TBS’s, property management, credit brokering, urban revitalization projects); Staff development and additional training (interest on the part of AWIM staff in seeking opportunities for further training usually indicates openness to new ideas, willingness to learn, and flexibility in shaping business activity). Relations with Local Government To be viable, AWIMs must be able to build a working relationship with local government authorities. The following factors were considered: Overall attitude of local government towards AWIM (usually, the more supportive the attitude towards AWIM, the better chance it has to develop into a successful local enterprise); Financial assistance to AWIM and its project (again, local government’s willingness to provide support usually reflects its view of housing as a priority, and indicates the level of engagement into infrastructure financing and development). Relations with cooperative members This criterion determines the AWIM’s ability to build successful interpersonal relations. Relations with CIM The level of integration into the AWIM "network," AWIM’s relations with CIM (as evidenced by existence of an agreement with CIM), and participation in activities and events organized by CIM, usually indicate the level of assistance that AWIM may expect from CIM. CHF’s assessment (general remarks) In order to assess individual AWIMs, CHF reviewed their current condition (as of December 31, 1999) and future development plans. The results of that review are presented below. Two general qualifications should be made: Ten "oldest" and most experienced AWIMs operate on local markets since 1994. Given their high rate of success, one can assume that AWIMs established in later program periods will achieve their full potential only within the next few years. As previously indicated, the strength of local /regional economy is an extremely important factor which has, in effect, impacted specific AWIMs in a negative way, in spite of personal efforts on the part of AWIM staff. While successful AWIMs continue to work within the same locality, or even expand to different geographic and professional areas, several AWIMs were forced to suspend operations or cancel pilot projects. If conditions change, however, they may yet resume operations and prove equally successful as other ones. Therefore, assessment indicating low viability level must be seen in the context of conditions existing as of December 31, 1999. Once these conditions change, the foundations for successful development in the future are already in place. Overall, the AWIMs have been very successful. Out of 35 AWIMs established over the combined project periods, 17 are active today, and in excellent condition. All currently operate on a self-sustaining basis, with fees for their services paid by customers: gminas, small and medium-size investors (including housing cooperatives), and individuals. Acting as sustainable business support service agencies, the AWIMs organize new projects and help families realize, as said in Poland, the dream of one’s "own" home.  AWIMS’ Viability Analysis AWIMs Established in 1994 In all, AWIMs established in 1994 produced and/or are facilitating a total of 573 new housing units.* New homeowners include local private entrepreneurs, academic teachers, policemen, professionals, doctors, and businessmen. *Based on information available as of December 31, 1999 Location Name of Project* Type of units Number of units Gmina Input to infrastr. (yes/no) Co-op input to Infrastr. (yes/no) Total Co-op investment ( Est. $) Number of mortgages Estimated value ($) of mortgage Bialystok 1.        Promocja 2.        Plastus 3.        Zalesie SF, RH RH RH 45 15 12 Yes No No Yes Yes Yes 1,145,580 520,587 571,587 20 3 10 162,500 34,775 223,750 Bielsko-Biala 1.        Straconka 2.        Kamienica 3.        Komorowice SF, RH RH SF, RH 14 16 65 No No No Yes Yes Yes 313,420 498,954 1,779,601 6 8 19 89668 128,231 378,542 Cieszyn Demo RH/SF     yes       Gdynia 1.        Dabrowa 2.        TBS 3.        Domator 4.        New RH MF MF in prep. 27 130 in prep. in prep. no yes yes yes Yes 625,000 4 544,250 Hajnowka Hajdom RH 14 No yes 439,065     JastrzebieZdroj 1.        Kusocinskieg 2.        Kasztanowa 3.        Witczaka SF, RH RH 9 6 14 Yes   392,674 300,000 6   Nowy Dwor Maz. 1.        Nowy Dwor 2.        Zakroczym RH RH 20 in prep. No no Yes yes 281,908 330,000     Rybnik 1.        Phase 1 2.        Phase 2 3.        Phase 3 RH RH RH 51 42 32     1,156,726 1,042,331 1,364,476 8 5 6 66,750 123,750 88,625 Szczecin Bukowo RH 21 no yes 962,546 20 347,500 Zory 1.        Meczennikow 2.        Okrezna 1.        Wojska Pol. MF SF MF 7 12 21 Yes No yes Yes Yes yes In prep. 608,079 in prep. 1 10   TOTAL     573     12,332,534 126 1,698,342 SF = single family homes RH = row houses MF = multifamily "in prep." = project in preparation stage; information not yet available AWIM Bialystok, Directors Ms. Barbara Czarnecka, Mr. Wojciech Holownia At the end of the fifth year of its activity, AWIM-Bialystok finalized its third cooperative project. It went through the process of internal re-organization and since 1997 operates as a limited liability company. AWIM actively pursues collaboration with local authorities and in most cases, its relations with the gmina are good. By December 31, 1999, AWIM-Bialystok completed 60 new homes, and 12 are in progress. AWIM managed the projects of estimated total value of close to 2 million dollars. For next construction seasons, AWIM-Bialystok prepares a large housing complex. Plans have been filed with gmina and various legal processes are in progress. Active supporting member of CIM and the AWIM Network. In sequence: First project, with Cooperative "Promocja". Forty-five new housing units were developed, including 8 single-family, 2 duplexes, and 33 row houses. Project was completed in Sept.1997. Local authorities (Gmina) contributed to site infrastructure development (est. $20,000). Total value of project managed by AWIM: $1,147,580. Twenty (20) mortgage credits were facilitated, with est. value of $162,500. With Cooperative "Plastus. " Fifteen new housing units were developed as row houses. Project was completed in June1996. Local authorities did not contribute to site infrastructure development (all costs were borne by cooperative members). Total value of project managed by AWIM: $520,587. Three mortgage credits were facilitated, with est. value of $34,775. With Cooperative "Zalesie." Twelve new housing units were developed as row houses. Project will be completed in May 2000. Local authorities do not contribute to site infrastructure development (all costs are borne by cooperative members). Total value of project managed by AWIM: $571,603. Ten mortgage credits are expected, with est. value of $223,750. AWIM Bielsko-Biala, Director Ms. Malgorzata Lyko At the end of the fifth year of its activity, AWIM-Bielsko-Biala implemented its third cooperative project. Over the years of collaboration with CHF, the AWIM participated in various additional activities which included assisting the city with Housing Policy development (1996), re-structuring of the city’s Housing Stock Management Authority/ZGM (1996-1997), assessment of needs of local condominiums (1998), and assistance in organization of historic downtown revitalization project (1997-1998). To date, the AWIM produced 60 new homes and managed projects of total estimated value of $1,668,167. Another 64 homes are currently under development. In sequence: First project, with Cooperative "Bielsko-Biala 1/Straconka." 14 new housing units were developed, including 1 single-family, 1 duplex , and 11 row houses. Project was completed in Oct.1996. Local authorities did not contribute to site infrastructure development (all costs were borne by cooperative members). Total value of project managed by AWIM: $313,420. Six mortgage credits were facilitated, with estimated value of $89,668. At site "Kamienica. " Sixteen new housing units were developed (2 duplexes and 12 row houses). Project was completed in Nov. 1996. Local authorities did not contribute to site infrastructure development (all costs were borne by cooperative members). Total value of project managed by AWIM reached $498,954. Eight mortgage credits were facilitated, with estimated value of $128,231. Ongoing, at site "Komorowice," Kaletnicza Street. Sixty-five new housing units are under development, including 53 row houses and 12 single-family homes. Project will be completed in July 2000 (as of Nov/99, 19 homes are finished, 34 are nearing completion, and 12 are advanced to 1st floor). Local authorities (gmina) do not contribute to site infrastructure development (all costs are borne by cooperative members). Total value of project managed by AWIM: $1,779,601. Nineteen mortgage credits are expected, with estimated value of $378,542. AWIM- Cieszyn, Director Ms. Barbara Mulawka AWIM-Cieszyn started activities during the 1994-1995 construction season, assisting a small local cooperative "Demo." However, work did not progress far. The AWIM director was unable to establish a working relationship with cooperative members or local authorities. Difficulties were augmented by the fact that gmina was unable to contribute to site infrastructure development, driving up the development’s per-unit cost. This AWIM discontinued implementation of projects and does not seem to be a viable venture at this time. AWIM-Gdynia, Director Ms. Barbara Kowalska AWIM was established in 1994. Its director seems to be quite successful in shaping the relationship with local clientele and local government authorities. Beyond cooperative development projects, other activities attract its attention. These include in particular: TBS development (rental housing), and TBS development with involvement of private capital, condominium management, and credit brokerage. In sequence: With cooperative "Dabrowa". Completed development of 27 homes (single family and row houses). Four mortgage credits were facilitated. Estimated total value of managed project: $625,000. With city of Gdynia. Two TBS projects (multifamily buildings, 60 + 70 = 130 units). AWIM prepared credit applications to BGK bank for both of these projects and is currently awaiting final decision on financing and implementation. Three more sites are under consideration for similar new projects. With private developer "Domator". AWIM continues to work on TBS project, with involvement of private capital, even though various difficulties were experienced. New housing development projects (in Jurata and Jastarnia) are currently prepared. AWIM Hajnowka, Director Mr. Ryszard Szpilewicz While AWIM-Hajnowka started in 1994 with excellent support from local authorities, difficulties developed between the AWIM and a housing cooperative that did not want to follow the AWIM’s advice. In time, the cooperative revoked its contract with the AWIM and proceeded development without the AWIM’s assistance. Given the relatively weak local economy and other unusual circumstances, AWIM-Hajnowka was unable to continue the organization and implementation of projects. On the other hand, the local cooperative has continued with project development. AWIM Jastrzebie Zdroj, Director Ms. Maria Kepka From the beginning, city authorities have been extremely helpful in supporting AWIM-Jastrzebie Zdroj. The region, however, has continued to suffer greatly from difficulties experienced by the mining industry, which is dominant in this area. Three different locations were identified for new housing projects. The sites were able to accommodate single family and row houses. A social housing (TBS) project, in which AWIM could play a part, was discussed. At the same time, various difficulties continued to be experienced, including a rather serious conflict between the AWIM, co-op members, and the contractor. To its credit, this AWIM turned to CIM for troubleshooting assistance and advice several times, and steps to overcome the problems have been discussed. Even in the difficult condition of the region’s economy, AWIM-Jastrzebie has a fair chance of developing further. It certainly persists in its efforts which (at the minimum) reflects a strong will of the AWIM-director to continue the development. AWIM Nowy Dwor Mazowiecki, Director Mr. Marek Mieszanowski AWIM-Nowy Dwor Mazowiecki was established in 1995, with a separate grant from an American company, Bankers Trust, administered through CHF. AWIM organized and managed the construction of 20 row houses and utilities. As of December 1999, all work had been finished and the houses had been sold to individual purchasers. Leaning towards a for-profit development model, this AWIM purchased a new land lot in the neighboring city of Zakroczym, and proceeds with the preparation of a new project. According to the AWIM director, relations with the gmina have been proper. With an energetic, well-organized, and professionally well-prepared director at the head, AWIM Nowy Dwor Mazowiecki is a viable enterprise, with excellent development opportunities. It is an active supporting member of CIM and the AWIM Network. AWIM Rybnik, Director Ms. Roza Korbel In terms of number of units built to date, AWIM-Rybnik has been the most productive of the AWIMs begun in 1994. A total of 124 homes were completed as of December 31, 1999, and 50 more units are under development. AWIM-Rybnik enjoys an excellent relationship with city authorities and wide support among the local population. This favorable attitude and collaborative spirit are supplemented by excellent managerial skills of the AWIM director. New groups of cooperative members are organized, and the AWIM director expects to build up to the limit of the currently developed lot (which, according to plans, exceeds 200 units). In sequence: Phase 1 of "Osiedle Wierzbowa" development began in June 1996 and entailed construction of 51 units (15+8+14+5+6+3), majority of them row-houses. Work was completed in October 1997; approximate value of over $2 million. Phase 2 of development commenced in April 1997, with 42 units (19+10+12+1) including 2 small multifamily buildings. Twelve mortgage credits were taken at Powszechny Bank Kradytowy in Rybnik. Information as to total project value not available at this time. Phase 3 (on-going) is expected to produce 32 units (12+11+9), both in small multifamily buildings and row houses. Total expected value not available at this time. In planning: with the city of Rybnik, AWIM explores several possible development opportunities, including a conversion/re-adaptation project to benefit local university (renovation and re-adaptation of XIXth century complex of buildings located within the city limits). During the past three years, this AWIM and the city of Rybnik have hosted several groups of international guests and have shared their experiences with other AWIMs in the AWIM network. Numerous USAID visitors and participants of the international "Practical Workshop on Housing Privatization" mentioned earlier (May 30-June 1, 1999, in Krakow) have studied the AWIM-Rybnik site. Relations with CIM and the AWIM Network continue to develop. AWIM Szczecin In spite of an excellent start, AWIM-Szczecin did not develop in a satisfactory manner and it is not active at this time. Its first (and only) project was organized in 1996-1997 in the Bukowo neighborhood. Twenty-one homes were completed, with almost all members applying for mortgage financing at Powszechny Bank Kradytowy in Szczecin. Since mid-1997, several attempts were made to reorganize AWIM-Szczecin and organize new projects. CIM was asked to assist in this effort, negotiating an agreement with local Chamber of Commerce (Polnocna Izba Gospodarcza). Unfortunately, these efforts failed. In 1999, AWIM-Szczecin did not resume activities. AWIM Zory, Director Ms. Regina Lappo AWIM-Zory seems to be in excellent condition at this time. Since 1994, its director has been able to advance organizational development, undertaking a variety of projects. It has established and maintained solid relations with city authorities and co-op members. AWIM-Zory expands into co-op management, multifamily in-fill projects, mortgage counseling and brokerage. In sequence: Kleszczowka II site, following up and finalizing pilot project implemented between 1994-1996; Site at Meczennikow Oswiecimskich Street entails 7 apartments and commercial space in an in-fill building; Site Osiedle Okrezna: 12 homes are in final stages of construction; 4. Site Aleja Wojska Polskiego: construction of 3 multifamily buildings is under preparation, with expected total of 21 residential units and at least 1 commercial space. Active supporting member of CIM and the AWIM Network. CONCLUSION Out of the group of 10 AWIMs established and trained in 1994, seven continue field activities today. In CHF’s assessment, six show excellent progress. One AWIM experiences difficulties related to the condition of local economy. Three AWIMs are not in operation at this time.  AWIMs Established in 1997 Eight AWIMs were established and trained as part of the 1996-1997 training cycle. At the end of 1999, five are active on local markets, organizing new projects and/or expanding to other geographic areas. *Based on information available as of December 31, 1999 Location Name of Project* Type of units Number of units Gmina Input to infrastr. (yes/no) Co-op input to Infrastr. (yes/no) Total Co-op investment (Est.) ($) Number of mortgages Estimated value ($) of mortgage Kutno Ciepla Chata SF 14 No Yes 600,000 7 100,000 Lubliniec 1.        Manhattan2 2.        New project RH RH 12 10 Yes No Yes 352,651 in prep. 8 145,500 Ostroleka 1.        SM Domek 2.        Garages 3.        Zalesie RH Garages Infrastr. 20 No No No Yes Yes yes In prep. - - Ostrow Wielkopolski 1.        Nasz Dom 2.        Wspolny Dom 3.        Pod Brzozami RH NA RH 10 12 9 No No No Yes Yes Yes 343,674 326,106 491,500 7 9 in prep. 125,000 125,000 Oswiecim Stare Stawy RH 6 no Yes 237,500 5 75,000 Przemysl 1.        Siemiradz-kiego 2.        Wegierska 3.        Wegierska2 MF RH MF 18 22 20 No No No Yes Yes Yes 472,500 1,200,000 in prep. 15 16 in prep. 145,000 550,000 Skoczow Trzynastka (phases 1-2-3) RH 16 No Yes In prep. In prep. - Zamosc Hetman/Miasto RH In prep. - - - - - TOTAL - - 149 - - $4,023,931 67 $1,265,500 SF = single family homes RH = row houses MF = multifamily "in prep." = project in preparation stage; information not yet available AWIM Kutno, Director Mrs. Edyta Pyzanowska AWIM-Kutno was managed together with the local TBS (Social Housing Society), which may be the reason why internal conflicts have been experienced since commencement of activities. Unstable local government and poor condition of local economy have also contributed to the difficulties. It is expected that in relatively near future TBS will prevail in closing AWIM activities altogether. At the end of 1999, fourteen units were in progress, with a total value of project estimated at $600,000. However, because AWIM-Kutno has not followed the cooperative development model as designed and tested through the CHF pilot project, implementation progresses with variable speed and without uniform organizational and/or managerial structure. (In particular, each of the development participants negotiates a separate contract with a different contractor, thus prices and conditions of implementation vary widely.) AWIM Lubliniec, Directors Mr. Tomasz Reska and Mr. Mariusz Jasak At the end of its second year, AWIM-Lublinies, managed by two young professionals, boasts of 12 completed units and 10 units in progress. The gmina contributed to the development of site infrastructure (equivalent of $175,000). Combined value of projects managed by AWIM: $352,651. This AWIM continues to be very active, diversifying into new geographic areas. Given that it was able to develop a good relationship with local authorities, and wants to continue working with the city, a variety of housing projects are being considered, including a TBS (or rental housing) project. Conditions of the local economy are difficult, however. In spite of an excellent track record, it is not easy to match clients with types of construction promoted by the gmina. Compromise solutions have been sought. AWIM-Lubliniec is an active member of CIM and the AWIM Network AWIM Ostroleka, Director Mr. W. Wojtkowski At the time when AWIM-Ostroleka was established (1997), it seemed to have an excellent chance of developing on local market. This AWIM quickly organized a group of cooperative members and prepared development. Shortly thereafter, however, an interpersonal conflict ensued. With time, the cooperative revoked its technical assistance agreement with the AWIM and proceeded with construction on its own. In spite of these difficulties AWIM-Ostroleka actively tried to address other development needs and pursue options appearing on local market. These included: "Weatherization" projects (i.e. improvement of thermal condition of buildings). AWIM- Ostroleka facilitated improvements in several multi-family buildings, including one of 40 units, three buildings of 40 units each (total of 120 units), one building of 72 units, and one of 30 units. A total of 262 units were improved. Construction of garages: 20 units were built Infrastructure development: AWIM organized a cooperative to develop infrastructure, featured in local press as an innovative way to address local needs. The AWIM-Ostroleka director has been recently elected Deputy Mayor of Ostroleka. It may be difficult for him to combine his new duties with duties of AWIM-director. AWIM Ostrow Wielkopolski, Director Mr. Andrzej Wardenski AWIM-Ostrow has been doing better than might have been expected, given problems with local authorities experienced immediately following commencement of activities. Working without the gmina’s support, the able and energetic AWIM organized a pilot cooperative project of 10 units, followed by two more projects of 12 and 9 units, respectively. With cooperative "Nasz Dom," the AWIM organized development of 10 row houses, completed in spring 1999. It facilitated 7 mortgage credits valuing $125,000. The total estimated project value was $343,674. With cooperative "Wspolny Dom," a multifamily building with 12 units. Construction is in progress completion is expected in April 2000. The AWIM facilitated nine mortgage credits with an expected of value $125,000. The total estimated project value was $326,106. With cooperative "Pod Brzozami". New project prepared, expected 9 row houses with approximate total value of $491,500. Completion expected in July 2000. AWIM-Ostrow is an active supporting member of CIM and the AWIM Network. It seems to be in excellent condition. AWIM Oswiecim, Directors Jaroslaw Kwartnik and Jacek Kulawik This AWIM seems to be relatively less successful in small cooperative development, even though construction progresses on 3 duplexes (6 units). AWIM-directors continued to look for ways to build closer relationships with the gmina as well as local developers. These relationships resulted in collaboration of the AWIM-Oswiecim with a private developer to finish construction of a multifamily building and finding clients for its 27-units. Another area into which this AWIM has tried to expand is TBS development, even though no specific project has resulted so far. AWIM-Oswiecim seems to have a fair chance of developing into vibrant housing service provider on local market. It is an active supporting member of CIM and the AWIM Network AWIM Przemysl, Director Zbigniew Duszyk. Thanks in part to its extremely active director, AWIM-Przemysl has developed very well. With a total of 40 new units already completed, preparations are under way for new projects to be undertaken during the upcoming seasons. Site at "Siemiradzkiego Street". Multifamily building with 18 units already completed. 15 mortgage credits facilitated with estimated value of $145,000. Total project value at $472,500. Site at "Wegierska Street. Development of 22 row-houses already completed. 16 mortgage credits facilitated with estimated value of $555,000. Total project value at $1,200,000. Site at "Wegierska-2 Street. Multi-family development of 20 units. Construction documentation completed, work in progress. Completion expected in July 2000. Around fifteen mortgage credits expected. AWIM-Przemysl is an active supporting member of CIM and member of the AWIM Network. AWIM Skoczow, Director Barbara Mulawka At this time, AWIM-Skoczow seems to have a small chance of becoming a vibrant local enterprise. A combination of factors seems to impede its chances for future development, such as a weak local economy and conflicts between the AWIM and cooperative. Contacts between CIM and AWIM-Skoczow are sporadic, and no particular interest seems to exist on the part of the AWIM in developing such a linkage. Very little information is made available about work on a project commenced in 1997, expected to yield 33 new units: Phase 1 (in progress): 9 homes Phase 2 (in progress): 7 homes Phase 3 (in progress): 17 homes. AWIM Zamosc, Director Mr. Witold Nowacki With AWIM-Zamosc’s assistance, a housing cooperative was established in 1997. Unfortunately, internal conflict between the AWIM staff and cooperative members made it impossible to continue, and implementation of the project has been suspended. CONCLUSION Of the group of 8 AWIMs established and trained in 1997, 3 continue field activities. They have progressed to become viable local enterprises. The remaining 5 AWIMs are not assessed as viable at this time, although as mentioned earlier, the longer the AWIM remains in the business cycle, the better its chances for development.  AWIMs Established in 1998 Twelve AWIMs were established and trained as part of 1997/1998 training cycle. At the end of 1999, seven are still active on local markets, organizing new projects and/or expanding to other geographic areas. *Based on information available as of December 31, 1999 Location Name of Project* Type of units Number of units Gmina Input to infrastr. (yes/no) Co-op input to Infrastr. (yes/no) Total Co-op investment (Est.) ($) Number of mortgages Estimated value ($) of mortgage Biale Blota Zielonka 1 SF 9 No Yes 443,529 6 230,158 Bydgoszcz Uniwersytecka suspended             Krakow 1.        Radzikow-skiego 2.        Kuznicy K. 3.        Orla 4.        Gorka Nar. 5.        Wegrzce MF MF SF MF MF, SF 54 51 10 60 24 No Yes Yes Yes Yes Yes Yes Yes 1,562,500 1,400,000 650,000 2,000,000 1,625,000 20 22 6 40 14 362,500 250,000 150,000 500,000 750,000 Luban Nowa suspended             Namyslow Widawa RH 8 Yes Yes 202,500 4 58,750 Olsztyn Akademia 2 MF 32 No Yes 825,000 0   Piaseczno Urbanistow Canceled             Plock 1.        Strzecha 2.        Wiejska Canceled In prep.       In prep.     Torun Nasz Dom RH 8 No Yes 552,354 4 150,000 Tarnow 1.        Nad Stawkiem1 2.        Nad Stawkiem2 3.        Oaza MF MF RH 36 36 4 No No No Yes Yes Yes 623,000 687,500 150,000 34 33 4 312,500 375,000 75,000 Warszawa Zielona Laka RH, SF 25 No Yes 1,396,374 12 675,000 Ziebice Na Gorce Canceled   Yes         TOTAL     357     $12,117,756 199 $3,888,908 SF = single family homes RH = row houses MF = multifamily "in prep." = project in preparation stage; information not yet available AWIM Biale Blota, Director Lech Sowinski The future of AWIM-Biale Blota seems hard to predict at this time. The director completed training and has continued with construction on 9 units (single-family homes) but no new projects have been prepared for future seasons. AWIM Bydgoszcz, Director Dariusz Sloniecki The situation of AWIM-Bydgoszcz seems difficult at this time due to numerous personal changes experienced within gmina authorities. Because of a highly unstable environment, the AWIM Director could not develop a successful relationship with the gmina. Several times the director sought help with resolving conflict with the authorities. (One example is that while prospective co-op members are moderate-income earners and therefore project implementation must proceed in stages, the city insisted that the co-op purchase an entire land lot, large enough to accommodate 70 new housing units.) Very slow progress is reported, and chances for developing into a vibrant local business are rather hard to determine at this time. AWIM Krakow, Directors Mr. Lechoslaw Grochowicz and Mr. Artur Tokarz AWIM-Krakow, on the other hand, seems to develop in an extremely dynamic manner. In terms of the number of sites managed and units produced to date, this certainly is a successful operation: In sequence: Multifamily building at Radzikowskiego Street is currently advanced above 3rd floor. Completion is expected in mid-2000, with total of 54 units; Multifamily building at Kuznicy Kollatajowskiej Street, also advanced above 3rd floor. Completion is expected in mid-2000, with total of 51 units; Single-family homes at Orla Street expect to yield 10 unit; all in progress with expected completion in spring 2000; Three more sites are currently prepared for new construction projects, with land already purchased and/or prepared for construction (expected 60 units in multi-family building, 20 row houses, and 4 small multifamily units). AWIM Krakow also proved successful in developing relations with city authorities and other on-going projects, including LGPP effort sponsored by USAID. Active supporting member of CIM and the AWIM Network, AWIM-Krakow has an excellent chance to continue its development. AWIM Luban, Director Ms. Jadwiga Lubienska Implementation of a small local project had to be suspended because of the very poor state of the local economy (due to breakdown of the local copper industry and a high level of unemployment). AWIM Namyslow, Director Ms. Joanna Kowalska Similarly to situation in Luban, as of December 1999, in spite of the best efforts on the part of AWIM staff, a weak local economy did not allow for implementation of larger initiatives. A small project of 8 single-family homes was in progress but chances of developing new projects are small. AWIM Olsztyn, Director Mr. Piotr Zapotoczny Dynamic and with good interpersonal skills, AWIM-Olsztyn’s director has proved his organizational and managerial ability through pilot project construction. With 32 units, the building has been completed and occupied since July 1999, and new projects are in planning. Using his contacts with local agricultural university, AWIM considers building a hostel for academic teachers, and a multifamily project in TBS (or Social Housing Society) model. AWIM-Olsztyn is an active supporting member of CIM and the AWIM Network. The chance for its further development seems excellent. AWIM Piaseczno, Directors Mr. Maciej Ciechowski and Ms. Malgorzata Krupa Gmina authorities originally professed interest in assisting AWIM development and in supporting new housing development. However, land lot designated by the city for AWIM-assisted project turned out to be zoned "arable" rather than "residential," and elaborate zoning changes were required before the project could start. Negotiations with gmina, and overall relationship between AWIM and gmina seem difficult. AWIM Plock, Director Mr. Zbigniew Szklarz Unfortunately, this effort does not seem viable at this time. A cooperative has been formed in 1998 with the AWIM’s assistance, and some planning on a pilot project has been accomplished. However, a conflict arose between the AWIM staff and newly-formed cooperative, and collaboration contract with the AWIM has been canceled. No progress is visible at this time, and chances of the AWIM’s developing a different area of expertise are relatively small. AWIM Torun, Directors Ms Teresa Wrobel and Mr. Sylwester Wrobel A new cooperative was formed, and an offer to purchase land for the AWIM-assisted project was made in 1998. However, a conflict between the AWIM and the cooperative ensued, and no solution was found other than resolution of contractual relationship between the two institutions. Implementation of the pilot project was suspended. As of December 1999, the AWIM was working on a new project (at the architectural concept stage) but no new cooperative has been organized yet. AWIM is also trying to expand the range of consulting services offered, to include housing finance and other issues. AWIM-Torun is an active supporting member of CIM and the AWIM Network. AWIM Tarnow, Director Ms. Dorota Wielgus This AWIM has an excellent chance to continue development. Very close and successful relationship was developed with city authorities, which produced a lot of good publicity for both the city, and the AWIM. Projects mostly involve multi-family construction but a small number of single-family projects are also pursued. In sequence: Site Nad Stawkiem #1was completed in 1999, with 36 units. Almost all project participants took mortgage credit, facilitated by AWIM. Project value equivalent to $312,500. Site Nad Stawkiem #2, similar in size and form to the first one, will be fall of 2000, also with 36 units. Almost all project participants take mortgage credit, facilitated by AWIM. Project value equivalent to $312,500. Site Oaza, duplexes, currently in progress. Active supporting member of CIM and the AWIM Network, AWIM-Tarnow seems to be in excellent condition, boding well for the future. AWIM Warszawa Assists Cooperative "Zielona Laka," established in 1997. Construction has been considerably advanced on 20 new units (row houses). However, there were no further plans for development at the project’s end, making it impossible to determine future viability. AWIM Ziebice, Director Mr. Waldemar Baranowski During 1998, AWIM-Ziebice helped to form a cooperative that purchased a land lot capable to accommodate 21 new homes. However, the project did not progress to implementation stage. Due to internal conflict, the cooperative resolved its contract with the AWIM and decided to proceed without its assistance. No new projects are currently under preparation. CONCLUSION Of the group of 12 AWIMs established and trained in 1998, 7 continue field activities. In CHF’s assessment, 4 are currently in excellent condition and promise to continue to operate as viable, active local enterprises. Three AWIMs are still active but due to weak local economies may not have equally bright future ahead of them. Five are not considered viable at this time.  AWIMs Established in 1999 Nine AWIMs were established and commenced training as part of 1998/1999 training cycle. At the end of 1999, five of the AWIMs were active. Three of the five seem to have a chance of developing into an even more stable enterprise. *Based on information available as of December 31, 1999 Location Name of Project* Type of units Number of units Gmina Input to infrastr. (yes/no) Co-op input to Infrastr. (yes/no) Total Co-op investment (Est.) ($) Number of mortgages Estimated value ($) of mortgage Grojec Sniezka MF 45 No Yes 1,106,851 23 550,000 Olsztynek Jagoda RH 8 No Yes In prep. In prep.   Piotrkow Trybunal-ski Nad Jeziorem RH 8 No Yes 226,263 In prep.   Szczecin Klon suspended             Wroclaw Kinga suspended             TOTAL     61     $1,333,113 23 $550,000 SF = single family homes RH = row houses MF = multifamily "in prep." = project in preparation stage; information not yet available AWIM Grojec, Director Mr. Robert Kadziela The AWIM-Grojec pilot project was awaiting final approvals when the CHF/Poland project ended. Commencement of construction (for a multifamily building of 45 units) was planned for the spring of 2000. Relations with local authorities were somewhat uneven, with periods of close collaboration and high level of interest interchangeably with those of inactivity. AWIM-Grojec seemed to have a fair chance of developing into a viable business. AWIM Olsztynek, Director Mr. Slawomir Nieciecki AWIM-Olsztynek helped a group of residents to form a cooperative, but was unsuccessful in building a positive ongoing relationship with its members. Neither are the relations with local authorities without conflict, which does not bode too well for the future of the AWIM. Several changes of plans by the co-op forced decisions already issued by local authorities to be re-negotiated, causing delays and additional conflicts. The AWIM tried to act as intermediary and troubleshooter. It plans to commence the project in spring 2000. It is impossible to predict, at this time, whether the project and AWIM will succeed. AWIM Piotrkow Trybunalski, Director Mr. Jerzy Hartman Construction on the first AWIM-Piotrkow project started this fall, indicating a good prospect for the upcoming construction season. AWIM-Piotrkow enjoys the full support of, and excellent relations with, the city. The city actively participated in several training sessions for the AWIMs and eagerly pursued new housing initiatives in collaboration with the private sector. AWIM-Piotrkow is an active supporting member of CIM and the Network. It has a fair chance of becoming a viable local enterprise. CONCLUSION Of the group of 10 AWIMs established and trained in 1999, 5 continue field activities and 3 have a good chance to develop into viable local businesses. Two AWIMs are not considered viable at this time.  LIST OF DELIVERABLES (1996 THROUGH 1999) * 25 cities were refining rules and procedures for private housing development facilitated by non-governmental technical service organizations 25 non-governmental technical service organizations (AWIMs) established and trained in all aspects of organization and planning new housing development projects; provide technical support services on a fee basis to clients: gminas, small and medium-size investors including cooperatives, and individuals 25 local, democratically run housing cooperatives trained in organization and management; strengthened their institutional capabilities and interest in civic participation and democratic decision making processes The 25 AWIMs facilitated production of 567 new housing units. An estimated 2,268 individual beneficiaries received new housing. (567 units multiplied by 4 family members) AWIMs leveraged an estimated $17.4 million dollars from private investors. AWIMs leveraged an estimated $1 million dollars from public sources for infrastructure work related to the new housing projects. CHF popularized new methods of housing finance conducted through the AWIM network. AWIMs exposed over 600 individuals to information on new finance mechanisms, and facilitated 289 mortgages, at an estimated value of $7,402,750. * The following Table combines data on projects implemented by AWIMs between 1994-1999. For combined data on physical results of CHF/AWIM Projects in Poland including pilot phase (1992-1994), see Table I in the Executive Summary of this report. Back to Top   COMPONENT 3: STUDY TOURS TO THE U.S. OVERVIEW CHF organized four Historic Preservation and Economic Development Study Tours between October 1996 and April 1998, with participants representing eight Polish cities: Bielsko-Biala, Rybnik, Zamosc, Przemysl, Plock, Sopot, Klodzko, and Ziebice. In each city, newly elected local governments faced problems of historic city-centers needing restoration. These needs required immediate attention at both policy and implementation levels. The cities’ preservation issues included: lack of a generally accepted development strategy that would preserve historic values while allowing for modern economic development (including the requirements of modern technology), lack of financial planning for new restoration or preservation projects, inefficient procedures to change zoning regulations, and/or lack of methods to facilitate citizen input in the decision-making processes. Faced with these problems, local governments were eager to learn from the experience of other cities, including American cities operating in a well-developed market economy. Participants sought positive examples of historic revitalization and preservation. They exchanged ideas on how to confront problems, and they found ways to adapt new ideas, where appropriate, to conditions in Polish communities. A total of 40 senior housing officials and community leaders participated in the study tours. CHF facilitated the selection of study tour participants to ensure a cross-section of communities would be represented. The tours’ participants represented the following institutions: Elected officials (mayors and deputy mayors, members of city councils) Senior housing officials (heads of housing, municipal services/management departments) and senior officers of city development offices Representatives of local chambers of commerce and trade organizations Representatives of local private businesses Representatives of local NGOs (art and culture associations, city’s historic associations) and church leaders Representatives of financial institutions (Bank Gospodarstwa Krajowego, Bank PKO Bank Panstwowy, Bank PKO SA/local branch). CHF linked these participants to counterpart U.S. organizations and conducted discussion groups and workshops. Judging by the results of follow-up activities and the high degree of interest shown by U.S. hosting organizations, the tours provided excellent re-enforcement for CHF’s methodology. CHF implemented the activities under the Study Tours project component to fulfill the following USAID-Poland Strategic Objectives and achieve these Intermediate Results: SO: 2.3: Local government is effective, responsive, and accountable IR: 2.2: Local governments create and expand mechanisms for citizens, NGOs, and businesses’ input 3.1: Increased technical and managerial capacity 3.2: Increased level of financial resources available for use 4.0: Improved indigenous mechanisms for support to local government  SUMMARY OF PROJECT RESULTS Four Study Tours to the United States Participants of each of the four CHF-conducted study tours followed a stringent program for two weeks, visiting selected sites from: the Washington, DC metropolitan area (including Georgetown in DC and Alexandria, Virginia); historic cities in Maryland (Annapolis, Baltimore, Gaithersburg, Ellicott City, Germantown, and Rockville); and historic cities in Pennsylvania (Philadelphia, Harrisburg, and Frankford). The agenda and focus of each study tour differed slightly, to ensure that particular local interests were taken into account. Among the U.S. hosting organizations were: the Historic Preservation Advisory Council, FEMA, HUD branches, and other national level institutions, various city offices of each area, historic preservation organizations (such as Georgetown Heritage Trust, National Trust for Historic Preservation, Historic Annapolis Foundation, Preservation Alliance for Greater Philadelphia), and a variety of community-support groups (including the Business Support Center in Baltimore and the Avenue of the Arts in Philadelphia). CHF submitted detailed agendas and reports from each study tour to USAID-Poland following each of the sessions. These documents are available from CHF. Study Tours provided the participants with two types of opportunities. First, the tours allowed participants to observe, discuss, and compare urban development approaches in the U.S. and Poland. Second, the study tour experiences provided a forum for discussion, where participants examined the ways lessons learned in the United States could be applied to their home communities. The tours had a mobilizing effect on participants, who expressed themselves freely and without constraints of a formal institutional framework. The majority of Polish participants considered the U.S. experience extremely useful and applicable. They expressed their eagerness to continue to develop solutions to the most pressing urban revitalization problems in their cities, building on the knowledge and experience gained through the tours. Selected comments on major issues discussed in the course of all study tours follow. Observation of "Democracy in action" The practical implications of democratic action participants observed impressed them. They saw that in these communities, people take matters in their own hands without waiting for others, seek mutually acceptable solutions, and implement them. They felt this is what "democracy in action" should mean. Rather than formulating complaints and demands of action to be presented to local governments, residents bring creative input and suggest solutions. Grass-roots activities are organized and implemented at all community levels. The role local NGOs can play in supporting revitalization programs Participants were surprised by the number of non-governmental, non-profit organizations (NGOs) operating in the United States, and by the range of activities NGOs engage in to support local governments actions in the U.S. Participants stressed that they had developed a greater understanding of the role NGOs can play in solving community problems, particularly when working hand in hand with local authorities. Elected representatives said they wanted to involve existing organizations in their home communities in all aspects of policy development and implementation. Need for more efficient organization of urban revitalization programs Study tour participants unanimously expressed that, after the study tour, they better understood the need to organize urban revitalization programs more efficiently, and how to address that need. They witnessed practical examples of successful programs, uniting concerns for economic development with concerns for preservation of community values, including those of historic urban districts. They professed their individual and institutional desires to work towards strategic planning in policy-making and implementation, by prioritizing and facilitating more efficient coordination of local activities and galvanizing active involvement of all community sectors. They noted the need to develop closer relations and encourage more active involvement of national- and local-level private financial institutions. Building public support Participants clearly understood the need to develop mechanisms to build public support for urban revitalization programs. Public support mechanisms supplement the financial and human resources that local authorities need to implement these time-consuming and expensive programs. These support mechanisms also mobilize the community and ensure greater responsiveness and accountability of local governments. Voluntary effort and recognition of donors Participants often commented on the need to involve volunteers from the community. They noted that volunteers are drawn to further action when the volunteers’ efforts are well organized and their time is used efficiently. Study Tour Follow-up Actions Upon return to Poland, each city engaged in follow-up activities. These were later presented in the Summation conference of April 1998. Materials of this session reflect a variety of concrete results achieved as immediate result of participation in the program. As of conclusion of Component 3 of CHF’s program (June 1998), these were:   Formation of inter-disciplinary task forces to initiate and coordinate revitalization activities: Bielsko-Biala: Task force formed and active since November 1997. (Also see separate report.) Przemysl: President of the City established Old Town Revitalization Committee acting on the initiative of participants of Study Tour #2.   Passing of local legislation to provide legal framework to revitalization effort: Bielsko-Biala: City Council and City Board Resolutions passed of 11 February 1997 on Scope of Activities of the Lead Team to Coordinate Revitalization Activities in the Old Town Center, Bielsko-Biala of 17 July 1997 on Establishing the Position of City Board’s Plenipotentiary on Urban Revitalization Matters; of 18 June 1998 on Acceptance of Revitalization Strategy (attachment: Strategy Document of May 1998); of 18 June 1998 on Commencement of the Formal Process of Establishing Foundation "Old Town Bielsko" (Bielska Starowka) Zamosc: two resolutions of the City Board passed in March 1998 on Establishing Task Force on Revitalization Issues; on Establishing the Position of City Board’s Plenipotentiary on Urban Revitalization; Przemysl: prepared drafts of two resolutions of the City Council; on Commencement of the Process of Revitalization of "Old Town Complex" of the City of Przemysl, and on Joining the Association "Revitalization Forum;" Plock: passing of two Resolutions of the City Council of 22 April 1997 on Acceptance of Revitalization Strategy for the Old Town Plock (attachment: Strategy Document) and on Establishing The Old Town Plock Revitalization Agency and its statute (attachment: Statute) Sopot: passing of 5 Resolutions by the City Council: of 27 November 1997 on Acceptance of the Program of Revitalization of Old Town Sopot Center of 27 November 1997 on changes introduced into Master Plan of the City of Sopot (with regard to parts selected to be included in Revitalization Program, Stage I) Klodzko: passing of Resolution of 25 February 1998 on introducing changes into master Plan and re-evaluation of historic downtown center within so called Sand Island Area.   Acceptance of revitalization plans by city authorities: Zamosc: City Council accepted proposed plan (see above) Plock: City Council accepted proposed plan (see above) Przemysl: program concept of Revitalization of "Old Town Complex" of the City of Przemysl authored by one of Study Tour participants, prepared in December 1997 Sopot: City Council accepted proposed plan (see above)   Discussion of policy and implementation issues continued Zamosc: In October 1997, organized and co-sponsored a discussion forum, sharing experience of participants from Zamosc and Przemysl with representatives of other Polish cities; Bytom: December 1997, focus on activities of this city and collaboration with city authorities, Szczecin: February 1998, Sopot: March 1998; Plock: May 1998 Summation Workshop, Warsaw: 28 April 1998, Materials (in Polish) prepared in July 1998 (submitted separately). "Revitalization Forum" Association Established The successful Study Tour program component has spurred Polish citizens to establish a new Polish NGO focusing on urban revitalization issues. The organization, called the Association: Revitalization Forum (Stowarzyszenie: Forum Rewitalizacji or RF), was established with CHF’s active support in May 1998. The Forum is an association of public organizations and private individuals that acts as a discussion and support forum promoting urban revitalization involvement. As of June 1998, RF had 16 founding members including gminas. The association was formally registered in court and acts on the basis of its Statute. Throughout 1999, RF collaborated with CHF/Poland in the implementation of its activities. Together, RF and CHF/Poland organized discussion workshops to popularize post-flood technical assistance activities in the city and region of Klodzko. (See separate report on project Component #5).  LIST OF DELIVERABLES Four study tours were organized. Forty senior level housing officers and community leaders were trained. Follow-up work was conducted in eight cities. These revitalization strategy materials were developed: BIELSKO-BIALA /RYBNIK: See Component 4 for separate report and list of deliverables. ZAMOSC: material (in Polish) entitled "Zamosc: Preservation of Local Historic Values in the Process of Revitalization and Economic Development of Cities—Conclusions to Study Tour to the United States, 1998" PRZEMYSL: material (in Polish) entitled "Przemysl: Preservation of Local Historic Values in the Process of Revitalization and Economic Development of Cities—Conclusions to Study Tour to the United States, 1998" SOPOT: material (in Polish) entitled "Program of Revitalization of Historic Center of the City, Sopot, 1997" PLOCK: material (in Polish) entitled "Urban Revitalization Changes The City: Report of the Delegation from the City of Plock to the United States in November 1997, J. Kralski, Plock, March 1998 KLODZKO/ZIEBICE: See Component 5 for separate report and list of deliverables. A summation conference was conducted April 28,1998. Materials include presentations on follow up activities and comparison of the current status of revitalization projects in each city participating in the Study Tours (in Polish, April 1998). As a result of CHF Study Tour activities, Polish residents established the Revitalization Forum (Stowarzyszenie: Forum Rewitalizacji) association. Members helped launch CHF/Poland revitalization operations, and plan to continue improving revitalization efforts in the future. Back to Top   COMPONENT 4: ASSISTANCE TO BIELSKO-BIALA Overview In the Urban Revitalization project component, CHF developed a much-needed model for urban revitalization methodology, and helped apply it in two Polish cities. In Bielsko-Biala (1996-1998), CHF helped form the Old Town Revitalization Task Force to advise the city authorities on all revitalization issues. The task force reflected a cross-section of the community, including representatives of local government, businesses, non-governmental organizations, and community leaders. The task force worked throughout the project period, formulating policy positions and guiding and overseeing all revitalization activities. CHF and community members established an Office of Revitalization Manager (or Operator) that helped organize, plan, and carry out all pertinent implementation processes. CHF collaborated with the task force and the city to develop an overall revitalization strategy, in conjunction with the city’s new housing strategy and policy documents. Financial studies, environmental studies, and studies on the social aspects of planned revitalization programs accompanied the policy documents. A detailed inventory of a selected section of the Old Town was performed,. Two sample buildings were prepared for sale or technical upgrade (rehabilitation), and offered to private investors. The task force drafted and proposed a strategic financing plan to the city authorities. The private-sector community development processes that were experienced, and the practical results achieved by the partner city Bielsko-Biala were then compared with those used by six other Polish cities that had been simultaneously working on their own revitalization projects. This comparison pinpointed the advantages of CHF’s model. The Bielsko-Biala experience was disseminated nationwide. Sample materials, studies, and educational tools were included in Manual for Gminas, Part II: ("Vademecum Rewitalizacji Danych Dzielnic Mieszkaniowych"), published in the fall of 1998 and distributed to 300 local governments. CHF implemented the activities under this project component ("Urban Revitalization") to fulfill the following USAID-Poland Strategic Objectives and achieve these Intermediate Results: SO 2.3 Local government is effective, responsive, and accountable IR: 2.2 Local governments create and expand mechanisms for citizens, NGOs, and businesses’ input, 3.1 Increased technical and managerial capacity 3.2 Increased level of financial resources available for use 4.0 Improved indigenous mechanisms for support to local government  DETAILED PROJECT RESULTS Estimates show nearly 500 historic towns exist in Poland. Of that number, 165 are considered of extremely high cultural value, and UNESCO has listed a few as monuments of international historic importance. The majority of Polish cities have engaged in some type of urban revitalization activities, but their diverse experience have rarely been studied in a systematic manner. With the economic and political changes of the 1990’s, residents became interested in adapting their historic preservation activities to work within the new market-economy conditions. The procedural model for organization and management of projects aiming at revitalization of historic districts may be characterized as a complex of methodology guidelines building on the experience of many Polish cities, supplemented by international examples. In particular, international examples included experience of French cities, American, and other European cities. This report does not aim to present detailed elements of this methodology. Rather, it is limited to a summary presentation of the results of pilot project implemented in the city of Bielsko-Biala (Block A), which provided practical context in which newly proposed approaches could be applied and tested. Inter-disciplinary Task Forces Formed to Initiate and Coordinate Revitalization Activities The Bielsko-Biala Task Force (later called the Lead Team) was formed in November 1997. The team’s composition reflected the city’s intention to include a number of local institutions and individuals interested in Old Town matters and to ensure their input in each part of revitalization efforts. The Lead Team included city hall and city development office representatives, architecture and planning specialists, historic preservation officers, local leaders (including representatives of local business and arts’ groups, and US study tour participants), outside experts (including CHF, KIN, ORBGUDIN), and members of other Polish organizations. A city board resolution passed in February 1997 (see below) determined the Lead team’s scope of activities to coordinate revitalization activities in the Old Town Center. The Team functioned throughout the pilot project period, holding coordination and discussion meetings, drafting policy documents and position papers, ordering detailed studies and analyses considered necessary, and providing guidance and oversight in all matters relating to Revitalization. In language of the City Board Resolution, the Team’s functions were: Promote, initiate, consult, and coordinate all revitalization activities, and to ensure collaboration in their planning and implementation, Prepare and present to the City Board all proposals of Resolutions and Regulations necessary for implementation of Old Town revitalization program, Formulate options and prepare recommendations as to the methods of financing of repairs and rehabilitation projects for structures located within Old Town District, and the manner of the Gmina’s participation in such financing, Initiate and prepare necessary studies in order to determine which communal properties are to be selected for partial or complete renovation, and for partial sale or sale without prior renovation; Determine the scope of activity, and principles of operation of the Office of Revitalization Operator which will underline the whole process of the revitalization project Provide oversight and necessary technical support to the Revitalization Operator for the duration of the project.” CHF and the Lead Team prepared a full set of materials reflecting the Team’s work. Three separate volumes reflect the extent and depth of preparation in which the team engaged. Materials include a revitalization strategy document, studies, analyses, option papers, and comments. Below, we list their contents, providing English translation of titles. Report: Summation of Activities and Evaluation of Project Results. June 1998 Volume 1: Case Study: Revitalization of Old Town District in Bielsko-Biala against the background of Revitalization Efforts in Six Selected Cities, Part I. Preparation of Revitalization process. 1.1 Strategic Assumptions 1.2 The Process, by M. Polak-Opyrchal 1.3 Urban Planning Principles Applicable in Revitalization of Old town Bielsko-Biala, by S. Gawlas 1.4 Integrated Plan of Re-evaluation of Properties and Master Plan for Old Town District, by M. Cempla, A. Cygnarowski 1.5 Experience of the Coordination Task Force between 1996 and 1998, by K. Skalski 1.6 Economic and financial problems of revitalization, by J. Nowak 1.7 Sociological Aspects of Revitalization of Old Town in Bielsko-Biala, by A. Karwinska 1.8 Revitalization Strategy, by K. Skalski 1.9  Evaluation of the Process of Revitalization in Bielsko-Biala, by T. Krawczyk, M. Weglowski       Volume 2:  Studies and Detailed Papers 2.1 Scope of Competence of Stakeholders Collaborating in the Course of Implementation of Revitalization Projects, by M. Weglowski 2.2 Study of Implementation Processes in Bytom, Elblag, Krakow, Lublin, Szczecin and Torun 2.3  Urban Revitalization Seen From Sociological Perspective. Case of Bielsko-Biala. Report from Empirical Studies, by A. Kaminska 2.4  Characteristic Features of Revitalization Projects in 7 Selected Cities (Attempt at Formulation of Synthetic Conclusions), by T. Krawczyk, M. Weglowski 2.5 Sample Business-Plan of a Rehabilitation Project for a Residential Building Located in the Old Town District, by T. Krawczyk, E.  Michalak-Rybak Volume 3: Attachments and Supplementary Materials 3.1 Report from a Conference held in Bielsko-Biala-Jawor, 16 June 1998: “Analysis of the process of Revitalization of Old town Bielsko-Biala Against the Background of Selected projects in Other Polish Cities.” 3.2 Video-film Library. Passing of Local Legislation to Provide Legal Framework to Revitalization Effort The following major legislative acts were passed by Bielsko-Biala City Council and City Board. Together, these acts provided the needed legislative framework for all activities: Resolution of 11 February 1997 on Scope of Activities of the Lead Team to Coordinate Revitalization Activities in the Old Town Center of Bielsko-Biala Resolution of 17 July 1997 on Establishing the Position of City Board’s Plenipotentiary on Urban Revitalization Matters; Resolution of 18 June 1998 on Acceptance of  Revitalization Strategy (attachment: Strategy Document of May 1998); Resolution of 18 June 1998 on Commencement of the Formal Process of Establishing Foundation “Old Town Bielsko” (Bielska Starowka). Office of Revitalization Manager Established With CHF’s assistance, the Revitalization Manager established and equipped an office by the end of September 1997.  The Manager prepared a Work Plan and Budget proposal, both approved by the City Board in the course of 1997. CHF and other Lead Team experts assisted the operator in start-up activities. Master Plan Prepared and Approved To ensure that the Old Town Revitalization Project was included in the Bielsko-Biala City Master Plan, changes in the existing Plan were required. CHF and members of the Lead Team prepared the Plan for review and acceptance by the group of experts. Subsequently, the Plan was approved by the City Council (February 1998), published, and publicly displayed for comments, following binding general regulations. Ultimately, the Master Plan was adopted as law (November 1998). Implementation Process Commenced and First Physical Results Because the Old Town District in Bielsko-Biala takes up a comparatively large area  (approximately 10 hectares), the revitalization project was sub-divided into smaller portions, with each portion planning for decades of project implementation. Within the CHF-assisted part of the project, the Office of Revitalization Manager facilitated the following work. Phase I of the Revitalization Project (so called “Block A of Bielsko Old Town”) Production of Phase I Outline (later reviewed and approved by the Lead Team) Printing of promotional documents, development of regulations, materials preparation, and announcements for the Architectural Design Competition for the Old Town Square in collaboration with Society of Polish Architects, SARP (May 1997) Analysis of buildings performed to determine selection of sample buildings for technical documentation Partial documentation to sell one building to an investor (building at Celna Street #1) Preparation of one building for technical upgrade and rehabilitation (building at Cieszynska Street #13-15), including: inventory of the existing structure and evaluation of current physical conditions and environment testing recommendation of current and new uses recommendation of financial planning options Building permit application filed for renovation of building at Cieszynska Street #13-15, following bid resolution. Construction started August 1998. Completed technical documentation for the Arcade opening. Construction bids issued (June 1998) and contractor selected (August 1998). Completion of architectural/structural design documents for the Arcade opening in Block A, evacuation of portions of building. Relocation and evacuation of dwellers in progress. First physical results achieved are: Building at Cieszynska Street #7 (privately owned):  renovated by owner; Building at Cieszynska Street #13-15: renovated (all work completed); Arcade opening: construction advanced 40%; work to be resumed when construction season starts; estimated completion end of 2000; St Nicolas Square:  completed phase 1, including all underground utilities, parking area, vista platform, and partial paving in front of the cathedral; phase 2 in progress, including peripheral areas of St Nicolas Square, pavement and lightning of streets; Building at Piwowarska Street #1: remodeling started by the city. Manual for Gminas (Part II, Including Experience of Bielsko-Biala) Published The Manual for Gminas, Part I, was devoted to organization and planning of urban revitalization projects. It was prepared separately through a different contract (June 1997). Part II focused on implementation, and was completed once the pilot project in Bielsko-Biala was brought to a conclusion, providing discussion material, practical experience and example of successful and/or less successful actions. This portion of the Manual was completed in September 1998, Municipium Publishing Co. printed and distributed 300 copies (in Polish). Sample drafts of the City Council or City Board Resolutions and the appropriate technical and financial materials were included. Dissemination Workshop Conducted CHF and the Revitalization Manager organized several meetings focusing on the Bielsko-Biala experience. Materials from the Summation Workshop of June 1998, held in Bielsko-Biala, include a comparison of the Bielsko-Biala pilot effort to selected revitalization projects implemented by other Polish cities. The authors point out the following positive features of the Bielsko-Biala organizational/managerial model: integration of revitalization efforts with overall strategy of development (in particular, housing strategy); inter-disciplinary character of studies undertaken as a basis for formulation of revitalization strategy proposal, including consideration of legal, financial, organizational, managerial, and sociological aspects; easier and more effective coordination of all efforts through the Lead Team and office of Revitalization Operator; counter-balancing the complexity of revitalization effort through subdivision of goals and implementation tasks into long, intermediate, and short term tasks; prioritizing, and staging of implementation efforts; developing flexible, innovative approaches to finance revitalization projects, including use of mixed capital, municipal bonds, and credit; involving community organizations and individual community members through support activities, to build understanding and support for revitalization efforts spearheaded by local authorities (local government); establishing and actively involving lobbying groups to help promote the projects and collaborate with local authorities.  LIST OF DELIVERABLES (AS OF SEPTEMBER 1998) Task Force (Lead Team) involving elected officials, as well as civic leaders, businesses and NGOs established; Master Plan including Revitalization of Old Town Approved by City Council published April 1998; Revitalization Operator appointed by City Council (June 1997), office organized, equipped, and operating; Work Plan approved; Phase I of Revitalization Project (Block A of Bielsko Old Town) prepared, including: Phase I outline prepared, reviewed, approved by Lead Team Partial documentation prepared to sell one building to an investor (building at Celna Street #1) One building prepared for technical upgrade/rehab work (building at Cieszynska Street #13-15); building permit application filed for renovation following bid resolution; construction started August 1998; Technical documentation for the Arcade opening completed and construction bids issued (June 1998); contractor selected (August 1998); Architectural/structural design documents for the Arcade opening in Block A completed, portions of building evacuated; Relocation and evacuation of dwellers in progress; Dissemination of project results through Manual For Gminas, Part II: publication of 300 copies and distribution by Municipium Publishing Co. completed.   BIBLIOGRAPHY OF MATERIALS The materials listed below were prepared in the course of Project Component 4: "Assistance to Bielsko-Biala, Revitalization of Bielsko Old Town" (Program Revitalizacji Starowki Bielskiej). English translation of titles is provided, as well as their Polish version; full text of materials are available only in Polish. Report: Summation of Activities and Evaluation of Project Results. June 1998 (Raport: Podsumowanie i ocena wynikow projektu. Czerwiec 1998) Volume 1: Case Study: Revitalization of Old Town District in Bielsko-Biala against the background of Revitalization Efforts in Six Selected Cities. Part I. Preparation of Revitalization process (Vol. 1: Studium przypadku: Rewitalizacja Starego Miasta w Bielsku-Bialej na tle procesow rewitalizacji w 6 wybranych miastach. Czesc I. Przygotowanie i instrumentalizacja procesu rewitalizacji.") 1.1 Strategic Assumptions (AZalozenia strategiczne rewitalizacji Starego Miasta w Bielsku-Bialej") 1.2 The Process (AProces rewitalizacji Bielskiej Starowki,") by M. Polak-Opyrchal 1.3 Urban Planning Principles Applicable in Revitalization of Old town Bielsko-Biala (AZalozenia urbanistyczne dotyczace rewitalizacji Starego miasta,@ by S. Gawlas 1.4 Integrated Plan of Re-evaluation of Properties and Master Plan for Old Town District (AZintegrowany plan rewaloryzacji oraz plan miejscowy Starego Miasta,) by M. Cempla, A. Cygnarowski 1.5 Experience of the Coordination Task Force between 1996 and 1998 (ADzialanie Zespolu Koordynacyjnego d/s/ Rewitalizacji Bielskiej Starowki (1996-1998),@ by K. Skalski 1.6 Economic and financial problems of revitalization (AProblemy ekonomiczno-finansowe rewitalizacji, by J. Nowak 1.7 Sociological Aspects of Revitalization of Old Town in Bielsko-Biala (ARewitalizacja Starego Miasta w Bielsku-Bialej. Komentarz socjologiczny") by A. Karwinska 1.8 Revitalization Strategy (AStrategia rewitalizacji") by K. Skalski 1.9 Evaluation of the Process of Revitalization in Bielsko-Biala (AOcena procesu rewitalizacji w Bielsku-Bialej") by T. Krawczyk, M. Weglowski Volume 2: Studies and Detailed Papers (Vol. 2: Opracowania studialne) 2.1 Scope of Competence of Stakeholders Collaborating in the Course of Implementation of Revitalization Projects (AKompetencje i zakresy dzialania glownych podmiotow wspolpracujacych w przedsiewzieciach rewitalizacyjnych") by M. Weglowski 2.2 Study of Implementation Processes in Bytom, Elblag, Krakow, Lublin, Szczecin and Torun (APrzebieg rewitalizacji w Bytomiu, Elblagu, Krakowie, Lublinie, Szczecinie i Toruniu 2.3.  Urban Revitalization Seen From Sociological Perspective. Case of Bielsko-Biala. Report from Empirical Studies (ARewitalizacji przestrzeni miejskiej w perspektywie socjologicznej. Przypadek Bielska-Bialej (Raport z badan),@ by A. Kaminska 2.4.  Characteristic Features of Revitalization Projects in 7 Selected Cities (Atempt at Formulation of Synthetic Conclusions) (Charakterystyka procesow rewitalizacji w 7 wybranych miastach (Zarys syntezy),@ by T. Krawczyk, M. Weglowski 2.5 Sample Business-Plan of a Rehabilitation Project for a Residential Building Located in the Old Town District (APrzykladowy business-plan przedsiewziecia remontow-modernizacyjnego w budynku mieszkalnym usytuowanym na Starym Miescie (Bielsko-Biala),@ by T. Krawczyk, E. Michalak-Rybak Volune 3: Attachments and Supplementary Materials (Vol. 3: Materialy dodatkowe) 3.1 Report from a Conference held in Bielsko-Biala-Jawor, 16 June 1998: "Analysis of the process of Revitalization of Old town Bielsko-Biala Against the Background of Selected projects in Other Polith Cities." (Sprawozdanie z konferencji w Bielsku-Bialej/Jaworze, 16 czerwca 1998: AAnaliza procesu rewitalizacji Starego Miasta w Bielsku-Bialej na tle procesow rewitalizacyjnyych w wybranych miastach Polski") 3.2 Video-film Library. Filmoteka Combined Volume of Materials Reflecting Work of Bielsko-Biala Revitalization Task Force between 1996-1998. (Teka Prac Zespolu Koordynacyjnego d/s/ Rewitalizacji Bielskiej Starowki, 1996-1998) Volume 1: Agendas and Meeting Notes from Working Session of the Task Force (October 1996 – June 1998) Vol. 1: Programy Zebran i sprawozdania z sesji roboczych Zespolu (X/96 -VI/98) Volume 2: Texts of Studies Prepared for of Bielsko-Biala Revitalization Task Force (30 items) Vol. 2: Teksty opracowane w ramach prac Zespolu Koordynacyjnego (30 entries) Back to Top   COMPONENT 5: POST-FLOOD ASSISTANCE TO KLODZKO  Overview Klodzko city authorities were unprepared to deal with a severely damaging flood that struck the city in the summer of 1997. Augmenting Klodzko’s difficulties, the flood damaged several historic districts, requiring special attention and new private-sector approaches (organizational, managerial, and financial) that were yet untested under market-economy conditions. The authorities faced a multitude of problems, and realized they needed to upgrade existing response mechanisms and/or institute new ones. They sought help from CHF to organize more efficient restoration processes. CHF started revitalization strategy activities in Klodzko in July 1998. Following initial discussions with CHF advisors, the Klodzko City Board decided that the pilot Sand Island Revitalization Project’s first goals were to achieve fast, visible results. These visible changes would stimulate positive responses from community members and help attract private investment capital. This capital would be required to carry out revitalization efforts beyond the initial period funded by foreign assistance organizations. The City Board concluded that: The pilot project area should be restricted to the strategic central portion of the Sand Island, Initial renovation activities should be focused on buildings listed as National Historic Monuments, The city must achieve a sustainable revitalization process by attracting private capital through privatization of city-owned buildings. Throughout the project period (July 1998–December 31, 1999), CHF collaborated with the City of Klodzko on several levels simultaneously to successfully achieve the objectives listed above. This report provides detailed results of activities undertaken with regard to organization, implementation, and building public support. CHF implemented activities under this project component to fulfill the following USAID objective: "The project will assist the city of Klodzko in assembling institutional, financial, and human resources required for planning, designing and managing the City of Klodzko revitalization program following the flood of July 1997."  Summary of Project Results Results to date prove that, as a direct result of the USAID-funded CHF project, the City of Klodzko has developed a solid institutional foundation for future work and a set of policy and implementation guidelines which will direct redevelopment work for years to come. Klodzko’s revitalization results to date include the following. The city initiated implementation of specific development and revitalization programs. In the Sand Island Area, this includes immediate, visible "successes" in the sale of two of four properties prepared for sale to investors. (The proceeds will fund the continued revitalization process). Authorities have established an organizational and managerial structure, with a track record of effective operations (Office of the Revitalization Manager or Operator), fully equipped and operational for one year. The city has developed an excellent "track record" of mobilizing funds, and it plans to mobilize further resources to supplement city budget funds (see details below). The city has developed (or initiated) institutional links with several national- and/or regional-level agencies. Agencies have collaborated on, and provided financial contributions to, selected development activities, and they have expressed willingness to continue to do so. To prepare for those major project results, the following milestones were reached. (To understand the importance of each of the following steps, one must consider the social and economic context of the project—in a new, democratic approach, private citizens were participating in collaborative efforts with the government, and city officials were operating under a market economy for the first time.) City authorities prepared a "City of Klodzko Development Strategy and Master Plan" and presented it to the public. After much public discourse, authorities adjusted and approved the plan. The strategic plan identified "priority problem areas" from city authorities’ and residents’ viewpoints, and formulated a "staggered" approach to their solution. The revitalization project was not tackled all at once, but approached stage by stage, in a methodical and efficient manner, depending on available resources (Strategia Rozwoju Miasta Klodzka, November 1999). The city also prepared, discussed, and approved a "Revitalization Strategy for the Sand Island Area." (Sand Island is part of the historic City Center that suffered greatly as a result of the flood of 1997. Revitalization became an integral part of the overall city development strategy—revitalization efforts intertwine with other development initiatives (Strategia Rewitalizacji Wyspy Piasek w Klodzku, November 1999). The city projected costs for its development programs, including revitalization efforts. Authorities conducted a discussion with residents on economic aspects of the development strategy and resources needed to implement the development programs. (Ocena skutkow ekonomicznych miejscowego planu zagospodarowania przestrzennego. Klodzko – Wyspa Piasek, Listopad 1999). City officials developed their understanding of the need to build public support mechanisms among residents, by planning outreach and promotion efforts for overall city development issues in general, and revitalization projects in particular. Authorities planned support mechanisms—including monitoring, networking, and follow-up actions—to ensure the city continues its market-economy oriented revitalization efforts, maintaining forward momentum and raising the interest level and support of the public. At the project’s end in December 1999, CHF left in place a well-planned and well-organized basis for future revitalization activities. The city of Klodzko plans to continue market-oriented revitalization activities, as outlined in the Strategy documents, well into the future.  Detailed Results With Regard To Planning, Implementation, Organization and Support Building City of Klodzko Development Strategy Document Before the Sand Island Revitalization Strategy could be prepared, planners needed to decide its place within the overall context of Klodzko’s city development plans. Since no city development document existed, the city first undertook the wide-reaching task of developing a "City of Klodzko Development Strategy Document." City authorities spearheaded the work, with local and outside experts actively participating. (Experts included CHF staff and invited professionals and community leaders.) A coordinating body called the Lead Team (and its consultants) assisted the City Council and the Board. The City Council approved the final City of Klodzko Development Strategy Document in October-November 1999. The Strategy Document reflects project activities: studies, discussions, and analyses pertaining to specific portions of the strategy. (CHF submitted the full text—in Polish—to USAID-Poland as a project deliverable.) A study on the anticipated social aspects of development and materials from a July 1999 workshop are included. The workshop identified areas needing major development and needing strategic implementation programs. Workshop participants prioritized the needs for city authorities to address. After an open discussion, all identified program areas and projects were assigned points and subsequently "voted on" by participants. The "votes" specific projects received thus determined their placement on the list. Over 40 participants attended the workshop, excluding immediate organizers and outside consultants. Below, the City of Klodzko Strategy Document’s major parts and their contents are listed. CITY OF KLODZKO DEVELOPMENT STRATEGY DOCUMENT Part 1. General comments on methodology of Strategy Document development Part 2. Assessment of the current state of development of the City of Klodzko Part 3. Projections as to general directions of the city’s development, including: Population City growth Main directions of economic development Other development opportunities Part 4. Identification of major development areas and strategic programs*: *Project numbers reflect those numbers originally assigned to them during workshop discussion rather than degree of importance or placement on the list. (See part 4 of Strategy Document for more information.) Program Area A: Improvement of quality of public services Project (2): Develop and commence implementation of housing strategy and Revitalization Strategy of Historic City Parts Project (9): Design and implement projects improving safety within the city Project (16): Widen the offer of educational programs (college and post-graduate levels) for day-time-students Project (18): Modernize infrastructure supporting cultural activities to benefit residents of the whole Klodzko region, and visiting tourists Program Area B: Development of City’s technical infrastructure and protection of the environment Project (1): Modernize the city’s transportation system Project (4): Reconstruct and expand flood-prevention systems Project (6): Continue the process of supplying gas to residents Project (8): Modernize transportation system around the railway station "City-Center" Project (11): Modernize and expand water and sewage systems Project (13): Implement solid waste management projects Project (14): Modernize and expand the city’s heating system with overall goal of elimination of low-level emissions Program Area C: Economic Development Project (3): Develop and commence implementation of a Promotional Program for the City of Klodzko Project (5): Expand city’s support systems for sport, tourism, and recreation Project (7): Prepare an offer for investors, with identification of land lots available for development Project (12): Develop medical and health-protection services for permanent and temporary residents Project (17): Organize Agricultural-Industrial Fair Part 5. Projection of financial resources needed for implementation of strategic programs Part 6: Management of the implementation process Historic Sand Island Revitalization Strategy Document The overall context of this effort is of particular importance. The flood of 1997 forced city authorities to discuss options and directions of urban revitalization projects in general and the Sand Island area in particular. Assisted by CHF, the city of Klodzko began this effort in spring of 1998, using a variety of mechanisms to ensure endorsement of the program by residents, and their support for it. Results of an opinion poll (in July-August 1999) among Klodzko residents evidenced that they have indeed endorsed the program. Organizers analyzed a public questionnaire to identify the most pressing problem areas from city residents’ viewpoints. In sequence of importance, these were: Housing (identified by 80% of respondents) Employment generation and consequences of unemployment (79%) Development of flood-prevention systems (58%) Revitalization of the Sand Island historic area (51%) Development of the Revitalization Strategy for Historic Sand Island Area thus became fully integrated and inter-connected with preparation of the overall City Development Strategy. To assess the residents’ expectations of Sand Island historic area issues, organizers prepared an additional questionnaire. The results (Attachment #2 to the Strategy Document) reflected Klodzko residents’ opinions about the direction the revitalization effort should take, the methods of privatization and financing the effort, and what type of commercial or residential activities the historic buildings should house. 128 people took part in the poll. The Strategy Document for the revitalization of the Sand Island area contains several sets of recommendations for simultaneous future work on the following levels. Social Level On the social level, the strategy aims to develop public acceptance for urban revitalization projects under the city authorities’ leadership. It considers public relations and continuous communication with residents essential for the project’s success. The strategy re-affirms the need to share information, keep communication open, and publicly discuss issues—as mechanisms to formulate innovative solutions and release individual participants’ creativity. The strategy recommends a variety of supporting events, informational materials, and opinion-sharing devices to popularize long- and short-term goals and processes for revitalization. Planners considered a national architectural design competition to be an important part of building support for the revitalization project. Contestants submitted renovation concepts for a central area of Sand Island (a selected quarter outlined by certain streets). Planners presented results of the competition to the city authorities. Authorities saw the opportunities and potential of the project, and they secured funds in the next fiscal year’s city budget for the post-competition technical documentation. Simultaneously, a local Museum organized a public exposition, fostering discussion of the proposed development of the Klodzko Region. Residents consider the openness and transparency of all social issues regarding the revitalization project to be particularly beneficial. The effects of transparent procedures mobilize city authorities that feel themselves under constant scrutiny ("on the spot"). The Revitalization Strategy Document recommends those information-sharing mechanisms—in regard to both positive and, if necessary negative aspects of revitalization—are continuously improved and refined. Legal/ Procedural Level Ownership structures within Sand Island historic area are the focus of work at this level, with an objective of verification and clarification of existing status of properties. At this time, in the historic Sand Island area, communal property dominates (i.e. ownership by the gmina). The Strategy Document recommends continuation of work already began at this level, and prioritizes activities on which to concentrate in the near future. These include: establishing individual cadastres for properties which do not have them clarification of legal status and settling of pre-existing claims from time-period before the flood of 1977 settling of outstanding claims and disputes continuation of the dialogue with owners’ associations, and determination of rights and duties developing a plan of city’s assistance to resident associations finalizing the plan of geodetic sub-division of properties continuation of a review of properties to ensure conformity with Building Codes regulations verification of the sizes of properties as registered in city documents and those in individual decisions (including contracts, unilateral decisions allowing to live in assigned quarters, etc.) Technical Level Work at this level aims at preparation of the process of implementation of specific projects, conforming to the needs of users while at the same time preserving historic values it represents. To allow for systematic and well-organized implementation of goals, the Strategy Document recommends that work already started continue, including: Analysis and discussion of the so-called "List of Basic Problems Experienced in the Sand Island Area" (part of Strategy document) Advanced historic architectural research and evaluation Commencement of work to strengthen and protect walls in 6 buildings (with co-financing by Voivodship Historic Preservation Office and the city) The Strategy also identifies areas of technical work to be done in the upcoming phases: Preparation of technical documentation for structures which will remain in the gmina’s ownership, or in which the gmina has a majority share Preparation of designs/plans for public areas, transportation lines, parking places, public squares, and green areas, especially along the river-banks Continuation of work with property and media owners to adjust engineering and infrastructure network to approved plans The Revitalization Strategy Document considers two technical problem areas most important: uniform use of construction materials to minimize potential flood-related losses, and introduction of changes in the city’s heating system (switching from coal furnaces to gas or electric heaters) to improve air circulation in the whole Sand Island area. Financial and resource mobilization level The Strategy Document identifies four possible sources of funding of future revitalization work: city budget credits taken by gmina municipal bonds funds leveraged /contributed by major stakeholders So far, the city of Klodzko relied on city budget, supplemented, to a degree, by foreign assistance funds. However, CHF experts and Lead team members assisted the city to apply for additional funding to several central government agencies. This effort was particularly effective in mobilizing funds for mitigation of post-flood damages, and in securing the funding for the repairs of the flood damaged Nysa River embankments. In September 1999, the City received substantial financial contribution from the government flood relief fund. Equally successful were efforts to secure funds from Voivodship Historic Preservation Office, building on work commenced by CHF-assisted project and the momentum created through this work. In total, over $520,000 was leveraged. With regard to financial management, the Revitalization Strategy Document recommended: The city budget needs to be re-structured in a project-oriented way. Proceeds from the sale or lease, and proceeds from management of communal properties located in Sand Island area, need to be re-applied towards revitalization work in this area. The city authorities were charged to stringently follow that rule. At the same time, a projection made in support of this recommendation stipulated that within 2 years, if done systematically, this would allow the city to amass enough resources to fund further revitalization work. At the conclusion of CHF’s Klodzko project, the city continued to pursue privatization options. Following technical documentation and advanced historic architectural research and evaluation, work was finalized with regard to four buildings that were subsequently offered for public sale. This exceeded CHF’s contractual obligation to assist the city in preparation of one building for sale or renovation, to serve as a sample for future similar offers. As of December 1999, private investors had purchased two of the four buildings offered for sale. The funds from the sale will ensure continued revitalization activities for the immediate future. Organization and Management Structure The Revitalization Lead Team, its Structure, Composition, and Goals The Lead Team was formed in summer 1998, with a specific purpose of providing a united forum for all governmental and non-governmental institutions, and individuals, willing to engage in overall post-flood reconstruction effort. The leading force in the Team belonged to the City officers, with elected City Mayor at the head. Other members of the Team represented local government authorities (various City Departments, State and Regional Agencies), and city leaders representing various existing citizen groups and/or civic organizations. The latter included, for example, Chamber of Commerce of the Klodzko Region, tenant associations, Museum of Klodzko Region, representatives of Wroclaw Polytechnics, local press, designing and architectural bureaus and/or architects, designers, and historic preservation officers of various levels. During the whole project period, Revitalization Lead Team met bi-weekly. In total, it held 27 meetings (brief reports on its activities were provided). The main role of the Lead Team was to provide general guidance, serve as discussion forum, and provide needed support and coordination for all work and all project participants. Technical, financial, and implementation issues were discussed from multiple points of view, with concerns brought up in front of this multi-disciplinary body to be considered by specialists and layperson alike. The City vice-mayor and members of the City Council were regular participants of the Team meetings, providing a needed liaison with the Mayor and her Office. In retrospect, work of the Revitalization Lead Team proved to be very effective in helping the City establish cross-institutional partnerships, and assisting the City in organization of a uniform management structure of the whole revitalization process. It was particularly successful in supporting the City’s efforts to attract outside funding for the revitalization program. Throughout the period, individual Team members provided training and guidance to the Revitalization Operator and selected City departments. Office of Revitalization Project Operator The Office of Revitalization Project Coordinator (or "Operator") was established following the City’s Resolution of September 1998, with Mr. Mariusz Kud appointed the Sand Island Revitalization Project. The Resolution approved draft Scope of work and Work Plan for 1999. Starting in 1999, the Office was assisted by a local full time technical assistant. Implementation and First Physical Results For the duration of the project, CHF and the Lead Team experts provided the Operator with training and support in all of his tasks. This included, in particular, coordination of all activities relating to the Sand Island Revitalization Project, and oversight of technical work carried out in this area. Overall achievements in implementation area by the end of December 1999 include: Advancement of historic architectural research and evaluation; Completion of architectural and construction inventory of almost all buildings in Sand Island area. Specifically: 47 buildings were analyzed and Property Charts for each one of them were established; charts ("Karta posesji") contain basic information about the structural characteristics Development of technical documentation for reconstruction of 5 buildings, Preparation of a list of programmatic and technical priorities and presentation to the City Board for approval (as part of City of Klodzko Development Strategy Document), preparation of Revitalization project budget proposal for fiscal year 2000; Preparation of the architectural competition for the selected area of the Sand Island, especially in regard to gathering and selecting appropriate documentation and Facilitation of the process of preparation of revitalization strategy, working very closely with consultants and CHF experts with regard to properties owned by the city, preparation of buildings for privatization and coordination of privatization process. In all tasks, the Lead Team experts assisted the Revitalization Manager. In one example, the Lead Team experts provided the Manager with recommendations for buildings located within the pilot project area, including: whether to prepare for immediate privatization of the entire building (in case of communal buildings owned by the gmina), or whether to continue rehabilitation work with co-financing by the City and local condominium members and with possible additional funding from the Historic Preservation Office (in cases of condo-owned buildings in which the gmina has a majority stake in the property). The list of buildings was submitted to the City Board for its consideration. First physical results: 6 buildings in the Old Town area structurally secured and weather-sealed; New street paving and lighting installed at the south end of the pilot project area; Necessary demolition of selected sections and upper floors of the building at Zofii Stryjenskiej completed; cleared way for building sale and subsequent reconstruction by the new owner; Inspections and needed upgrades of all underground technical infrastructure completed; Renovation work initiated by new private owner of building sold by gmina. Public Relations Strategy City Board and/or City Council members attended all Lead Team meetings. The Lead Team briefed members on specific achievements of the Sand Island revitalization project. Members discussed the project with the Team and helped make decisions on key elements. The following is a list of activities and/or events organized during the project to build general support for and understanding of the Sand Island Revitalization project. An informational flyer was published in August 1999 and widely distributed within the local community in form of an insert to a local newspaper. Local media representatives participated in all Leading Team meetings, which resulted in several articles, radio stories, and TV programs. The City Mayor’s spokesperson now coordinates all media activities, and directs the information campaign, with frequent reports to the Lead Team. The Revitalization Manager, assisted by City Housing and Social Department personnel, organized two meetings of City representatives and Sand Island area tenants and owners. Officials informed participants about the Revitalization Program, the progress of the Pilot Project, and the legal and ownership status of units, buildings, and lots. The city collected information regarding future plans of participants. They planned individual meetings and negotiations with owners and tenants. Public "consultations" were conducted with regard to general expectations and desired directions of Revitalization work. Information was gathered on residential preferences through detailed widely disseminated questionnaires. Two Discussion Workshops were conducted (September 1998 and May 1999), serving as forums for general discussion of revitalization problems and the ways in which the city should address them. The workshops sought input from outside experts from other Polish cities, in particular through collaboration with Revitalization Forum (Association whose formation was facilitated by CHF under a separate program component). The Revitalization Strategy Document recommends continuous work in public relations, and open communication with residents in all matters relating to revitalization.  LIST OF DELIVERABLES City of Klodzko Development Strategy Document with Attachments Assessment of Economic Consequences of the Master Plan Revitalization of Sand Island Area Strategy Document with Attachments Design Competition Result (award) Workshops Discussion workshop (with Revitalization Forum, September 98) Dissemination conference (with Revitalization Forum, May 1999) Other achievements Master Plan assisted Inventory and Property Files (karty posesji) for 47 buildings Various papers reporting on opinion polls, questionnaires, and other opinion-gathering devices Public exhibition in the Klodzko Museum (results of Design Competition), discussion workshop of competition results following final award First physical results (as listed in D, above). Back to Top   CONCLUSION The objective of the CHF project in Poland was to help democratic housing cooperatives become an effective delivery system in a transitional economy. The challenges facing the initiative focused on finding the appropriate means of interaction between multiple project partners, on designing efficient and cost-effective mechanisms of producing housing affordable to members, on developing efficient, transparent, and accountable management systems applicable to a housing sector in transition. Over eight years of its activities in Poland (1922-1999), CHF achieved multi-faceted and impressive results: 1. Quality of Life Improvements 1,140 new housing units completed or substantially advanced at 33 sites, with 4,560 individuals benefiting from the program (estimated 4 members per family). The average cost of home construction is 20% lower than that statistically estimated for the national level, while the basic development cycle was reduced to only 2 years. The average usable space of each family doubled from 60 to 120 square meters. In all, 1,140 families (or 4,560 beneficiaries) across Poland will have considerably improved their quality of life. 2. Local policy development 32 municipalities have started refining the rules and procedures for private housing development facilitated by non-governmental technical service organizations. The changes prompted by CHF which had to take place during the initiative, helped strengthen local governments’ efforts to become more responsive to the communities’ needs and preferences, and encouraged private sector engagement in the housing sector (e.g. quicker acquisition and permit issuing procedures, inter-departmental restructuring to improve coordination). 3. Institutional Development The results are visible at two levels, local and national: Local NGOs: Based on the success of pilot communities, 32 NGOs (AWIMs) have been established, many of them directed by professional women. All AWIMs currently operate without any outside assistance. They continue new development as private businesses operating on market principles, performing tasks in a "fee-for-service" manner. Their main focus: organizing, coordinating and implementing new projects, and facilitating housing finance arrangements. Local Housing Cooperatives: Project participants represent a broad cross-section of communities including teachers, doctors, engineers, clerks, and business owners. Organized into small, democratically run housing cooperatives, 36 to date, they represent a strong grass-roots force. Through this initiative, they strengthen their institutional capabilities and their interest in civic participation and democratic decision making processes. National Support Center (CIM): The strong interest generated by this initiative was an example of Poland’s continuous search for new, more efficient mechanisms of housing delivery. As a result of this interest, CHF established a national informational and educational support center (or CIM) to provide technical assistance and training, as well as to institutionalize the linkages within the newly formed AWIM network. The Center’s mission is to become the national center of excellence in affordable housing. 4. Social Impact In addition, the CHF program has produced a social impact on the local communities by helping change people’s attitudes and behavior in the following way: Mobilization of local job markets through new construction, including mechanisms which promote competition and cost-effectiveness (multi-family rather than individual design, multiple bids, individually-tailored design based on preferences and cost); and Realization that mortgage instruments can be successfully used to augment resources currently available for housing development. The majority of families participating in the initiative rely on mortgage financing, reflecting its growing popularity as part of a modern, market-oriented housing delivery system. 5. Sustainability CHF initiatives have already changed the housing sector permanently in the following ways: Public-Private Partnerships: The public and private sectors accept the partnership with NGOs assisting local residents, recognize it as a means for more effective housing delivery, and are willing to support private initiatives which fulfill the needs of the community. Citizen Empowerment: Local community members enhance their capability to engage local government in a dialogue on policy issues related to meeting housing needs, and can influence the decision making process. Stronger Private Sector: The capacity of the private sector is enhanced locally as well as nationally by streamlining and strengthening the delivery process to be demand driven at every level. Through self-sustainable NGOs which are responsive to the requirements of small groups of private investors, and facilitate the development process including the financial, organizational, and managerial aspects, the AWIMs are able to tap into the resources of the middle class whose housing needs have not been fulfilled. National Voice for Affordable Housing: Institutionally, the AWIMs’ efforts are reinforced through the national-level support center, CIM, which aims to become a clearinghouse of information and educational services to support all innovative housing initiatives. Resource Mobilization: CHF initiatives effectively maximized the impact of foreign assistance funds provided through international development organizations by leveraging the equivalent of $7.15 of local (Polish) resources for affordable housing for each $1 coming from international sources (average 1:7 ratio). 6. Lessons Learned In economies in transition, new institutional arrangements such as public-private partnerships working through NGOs, are needed to liberate the energy of the private sector, revive entrepreneurial spirit, and jump-start a previously failing housing sector; Early, successful demonstration projects significantly impact the re-orientation of local shelter practices and policies (there is nothing more persuasive than visible success and nothing more visible than a new house); Demand driven NGOs, not bound by the restrictions of previous systems, trained through a physical production process and using imaginative approaches to develop housing in a timely and more cost-effective manner, can lead others to a virtual explosion of activity and replication of successful results; This initiative shows how to stimulate housing delivery at the local level. This successful model may be replicate in Central Europe, Russia, the NIS, and in other economies in transition. Evolving from two pilot sites in 1992 to 32 sites across the country by 1998, this initiative demonstrates that in partnership with local governments, NGOs can play a significant role in facilitating private housing production based on free market principles. These new NGOs help community members to improve their quality of life by upgrading the living conditions of their families. Back to Top   ATTACHMENT: LIST OF MAJOR PUBLICATIONS AND VIDEOS (1992-1999) Publications: Democratic Cooperative Housing Development. Procedural Manual for Poland. (versions in English and in Polish) Washington, D.C., 1995 Final Report: Cooperative Housing in a Market Economy: A Replicable Model for Poland. Washington, D.C., January 1995 Final Report: Cooperative Housing in a Market Economy: Capacity Building and Replication of Demonstration Results (August 1994 – September 1996), Washington, D.C., December 1996 Report: Summation of Activities and Evaluation of Bielsko-Biala Old Town Revitalization Project (in Polish: Program Rewitalizacji Starowki Bielskiej. Raport: Podsumowanie i ocena wynikow projektu), June 1998, Volumes 1-2-3 Summation Report and Evaluation of CHF’s Program "Historic Preservation and Economic Development (in Polish: Raport koncowy i ocena programu CHF pod nazwa "Zachowanie lokalnych wartosci historycznych w procesie rewitalizacji i rozwoju ekonomicznego miast), Warszawa, July 1998 Revitalization of Historic Urban Districts. The Manual for Gminas, Part II (in Polish: Vademecum rewitalizacji dawnych dzielnic mieszkaniowych, red. K. Skalski), Municipium Publishing Co., September 1998 AWIM Program. Review of Selected Projects Implemented in Poland Between 1992-1998 with Technical Assistance of CHF and CIM (in Polish: Program AWIM. Agencje Wspierania Inicjatyw Mieszkaniowych. Przeglad wybranych projektow realizowanych w Polsce w latach 1992-1998 pod patronatem i nadzorem technicznym CHF-CIM), Warszawa 1999 Social Housing Societies Not Only For Gminas. Manual (in Polish: TBS nie tylko gminny. Poradnik dla animatorow i doradcow. A. Muziol-Weclawowicz, Z. Pindor), CIM, Warszawa 1999 Final Report: Strengthening Market-Oriented Housing Delivery System Through NGOs (Poland), Washington D.C., February 2000  Training Videos: Housing Through Cooperation, CHF-Poland 1994 CHF-Poland Methodology: Step by Step to One’s Own House Back to Top

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