20140506_Homeless With More_Jerryt Krombeen Part 1

Boston Architecture College studio

HOMELESS WITH MORE Jerryt Krombeen, MLA

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Boston Architecture College

ARCHITECT AS SOCIAL ENTREPENEUR Studio teached by Sky Milner and Jasper Campshure Jerryt Krombeen, Urbanism

May 2014

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21 year old male Confrontation with Mother’s new boyfriend about smoking (marijuana in the apartment around younger siblings & jeopardizing the family’s living situation in public housing complex) led to physical fight. The mother of this young man sided with new boyfriend and kicked the young man from the apartment.

Now, he is sleeping wherever he can, sometimes putting himself in potentially threatening places.

21 year old male Left his home around age 17. Since then his single-parent has been overcome with debilitating illnesses.

The sick parent moved in with her siblings only to find out that the sibling sold the house & left the state. His ailing mother now lives in an assisted living home leaving this young man homeless.

20 year old female Left an abusive home at age 13. Since leaving that home, her mother passed away and father is/was serving a jail sentence leaving this young woman homeless. She currently lives with her boyfriend’s family where she still faces similar challenges.

21 year old male

19 year old male His mom has a history of homelessness. After he left the DSS/DCF homes he has since been arrested for a number of charges and the only family willing to take him in has recently been evicted. The family still occupies the house but fears that any day they will be forced out onto the street.

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Left a home tainted by drug abuse & domestic violence to live with relatives down south.

After completing high school he moved back to Boston only to find his father in jail and his mother seemingly ‘disappeared’.

Nevertheless, he is back living in the same environment he needed to escape.

SOCIAL MANDATE

Higher Ground Boston is an organization that has its focus on the coordination of social neighborhood support. The nonprofit organization teamed up with Center for Teen Empowerment and are located in the same building in Roxbury. Center for Teen Empowerment provides ten internships every year to give youngsters a better opportunity in life and a chance to start a carreer. Higher Ground Boston functions as communicator, think tank and center point for all the activities in the neighborhood. It connects the different players like schools, CDC’s, health centres, entrepeneurs, work programmes and developers. Higher Ground Boston aims for social development in Roxbury, North Dorchester and Mattapan.

This social mandate jumps into a relatively new problem that appeared when Higher Ground Boston teamed up with Center for Teen Empowerment. There are in between 20 to 50 homeless young people who have no permanent residence in the area. They live outside on the streets or live as couch surfing nomads at family or friends places.

Youth and young adults from families with modest incomes denied the option of attending college and living in a dormitory miss out on this important transitional experience. Many do leave the family home. In fact some are pushed out or leave due to economic and other challenges within the family. Some are in foster care and are aging out of state supported programs.

Others are couch surfing or remaining in abusive situations due to lack of other options.

Middle class youth have access to congregate housing options otherwise known as college dormitories. College experience allows these young people to begin to transition to adulthood by leaving the family and living somewhat independently yet benefiting from an array of wrap around service available to college dormitory residents. These services include education, health, recreation and resident counselors to provide advice, coaching and mentoring.

Higher Ground Boston, Mossik Hacobian BAC, Jerryt Krombeen

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HOMELESS YOUNGSTERS IN BOSTON

Has 1700 registered homeless teenagers and young adults on their streets. The 1700 homeless teenagers are only the registered ones.

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HOMELESS YOUNGSTERS IN ROXBURY

Roxbury counts 238 registered homeless teenagers. That is 14 % of the total group of homeless teenagers in Boston.

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HOW BIG IS THE PROBLEM?

AS NUMBERS RISE IN STATE AND NATION, BOSTON GROUP SEEKS TO CREATE SHELTER The Boston Globe, December 9, 2010, David Abel

For the first time, he said, his organization is providing apartments and case-management support for 11 older teenagers trying to graduate high school.

“We’re not sure if it’s the pressure from the economy, but we’re seeing a lot more kids where home just isn’t a safe place,’’ Yazwinski said.

Many of those youths and young adults seeking a bed at the larger shelters are referred for counseling to Bridge Over Troubled Waters, which serves nearly 2,500 clients ages 14 to 24, many of them runaways.

After four decades of providing housing, educational, and career services to homeless youths, the organization that overlooks Boston Common has decided it needs to fill what its staff sees as a yawning gap for its clients.

They say adult shelters are the worst possible place for the youths, many of whom have recently left the juvenile detention system, foster care, or fled difficult situations at home.

And young people are often insufficiently street savvy, vulnerable to being mistreated while living in close quarters with people who have criminal records, drug problems, or mental illnesses.

“I’ve been here for two years and decided I couldn’t see another winter go by watching our clients struggle to find a place to bed down for the night,’’ said Robb Zarges, executive director of Bridge Over Troubled Waters.

He said the shelter would cost about $420,000 a year to operate and would provide beds only temporarily, with the goal of moving the youths and young adults to permanent housing as soon as possible.

He said the organization has raised a little more than half the $1.3 million it needs and hopes to open this winter.

“We’re not under any delusion that this is the final answer to address youth homelessness,’’ Zarges said. “But we do believe this will help and that there is a strong demand.’’

One of Zarges’s clients, Lance Tinder, 20, has bounced from shelter to shelter since he left home in Boston last year. “It’s not fun to live with overly aggressive drunk people who can’t understand where you’re coming from because they’re in such a different place,’’ he said, describing his experiences in a shelter.

Federal officials at the Interagency Council on Homelessness in Washington said there are only a few shelters nationwide that are exclusively for youths. They said the US Department of Education in the 2008-2009 academic year counted 52,950 unaccompanied homeless youths between ages 12 and 17 — 32,000 more than they counted five years before.

Officials said they are seeking to improve the way they collect statistics on homeless youths, who often lie about their age and live below the government’s radar by staying with friends or living on the streets.

“Our greatest challenge has been the general lack of awareness of youth homelessness, because they try to stay underground because of their legal status,’’ said Barbara Poppe, the agency’s director, noting many are younger than 18. “The unreliable statistics makes it harder for us to understand the extent of the problem.’’

Nan Roman, president of the National Alliance to End Homelessness in Washington, said she thinks the numbers are considerably understated and that the country needs to do more to address the issue.

“Every indication I have is that our response to the problem is completely insufficient,’’ she said. “We have many more homeless youth than we have help to give them.’’

For Frankie Rosa, 22, who grew up in East Boston, the possibility of staying at what he describes as “my oasis’’ at Bridge Over Troubled Waters would be a big improvement over the city shelters where he bunks at night.

He wants a place that will allow him to collect his thoughts, let down his guard, and work on his goal of going to college.

“I need to live in a place that’s not so depressing, where people haven’t given up on life,’’ he said. “It would be really nice to stay at Bridge if I could.’’

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Gove rnm en ta l

ORGANIZATION DIAGRAM

ns atio niz ga r o

Commercial In sti tut i

s on

Banks

Build ers and co nt ra c rs to

Targ et g

s tion za

rofit orga n-p ni No

Projec t de ve lo t en pm

Urban League of Eastern Massachusetts

up ro

The way this program is organized is also decisive for the financial organization of this project. The project is relaying mostly on governmental funding in the first phases of the project.

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PHASE 1 Transformations and project development

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STATS AND CHANGES

Roxbury Population Change 1990-2000 % -3.8%

2.6%

Density persons sq. mile 2000 14,528 1990 15,101

12,377 12,067

Race and Etnicity, 2000 White 2,742 (5%) Black 35,441 (63%) Hispanic 13,827 (24%) Asian or Pacific Islander 355 (1%) Native American 239 (<1%) Other 1,725 (3%) Multi-Racial 2,329 (4%)

Age, 2000 Under 18 18,443 (33%) 18-64 33,241 (59%) 65+ 4,974 (9%)

Boston

291,561 (50%) 140,305 (24%) 85,089 (14%) 44,280 (8%) 1,517 (<1%) 8,215 (1%) 18,174 (3%)

116,559 (20%) 411,246 (70%) 61,336 (10%)

Incomes 1999 Median household income $27,133 68.5% $39,629 Poverty 14,926 (27.1%) 109,128 (19.5%) Low/mod. inc. persons 40,919 (73.2%) 311, 414 (56.2%) Low/mod. inc. households 15,194 (74.0%) 133,552 (55.7%) Households & Tenure, 2000 Occupied Housing Units Owner-Occupants %

20,473 22.7%

Housing costs, 1999 Renters paying +35% of household Income towards Rent 33.0%

239,528 30.7%

32.1%

Owners paying +35% of household Income towards Owner Costs 45.3% 30.7%

RESIDENTIAL SALES & MEDIAN SALES PRICE percent of sales of 1-3 family properties and condominiums, greater than $25,000 2005 643 2004 526 2003 315 2002 316 2001 282 2000 352

$344,000 $349,950 $345,000 $258,000 $225,000 $173,500

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10,741 11,076 7,195 7,878 6,550 7,687

$390,000 $380,000 $340,000 $315,000 $267,750 $235,000

A-TYPICAL DYNAMICS

The dynamics in Roxbury, Mattapan and Dorchester are different from the rest of Boston. In Roxbury the value of housing and the number of people are behaving different. The neighborhood seems to struggle with a declining population, lower and declining housing values, less investments, with more decline and closing facilities as result. The negative spiral leaves its marks, there are many vacant plots and empty buildings, waiting for better times and new optimism in the neighborhood. A strange trend when you realize that the rest of Boston deals with overpriced housing and a big pressure on the housing market.

Roxbury, Mattapan and Dorchester are maybe one of the last safe havens for people who are looking for affordable housing in the rental market or. On the other hand people are still leaving, and the population growth shows negative numbers. This drop in population keeps also investors away. The neighborhood needs new magnets, new social capital, complementary qualities to create new interest in the neighborhood. To maintain what the neighborhood has or improve the still working elements.

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On the edge of the industrial and institutional belt The lack of institutions and the suburban condition could be an explanation for this different dynamic. Because most of Bostonâ&#x20AC;&#x2122;s pressure on the housing market is caused by the direct influence of campuses and educational institutions. Students who want to live close to their schools keep the pressure and housing prizes up. This map shows that businesses and big educational institutions are forming a belt around the inner city.

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Gradients The neighborhoods forms a gradient in between the more industrial side and the low density suburbs of Boston. You can find some storage and business north from the project location.

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Strategic re-investments On this scale the impact of vacancy and disappearing buildings is maybe visible best. A lot of small business is disappearing and schools are closing down. Crucial neighborhood facilities as shops are disappearing too. It impacts the livability in the neighborhood. A few strong characteristics and facilities will survive.

Eventually the drop of value or the pressure on the Boston housing market will attract new people to this part of Boston. When this will happen is of course not sure, but in the in between time investments need to be done to keep the neighborhood up to date or at least more attractive than it is now. Small investments on crucial spots in the neighborhood can create a high impact. The location for this project could be one of these strategic points in the neighborhood.

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Clarence street

FT & Daveyâ&#x20AC;&#x2122;s Supermarket Stones, square, wall painting with local stories

Bus 15 Kane Square via Uphams Corner 41 JFK/UMass Station via Jackson Station & Dudley Station

The Food Project Urban farming on vacant plots and in small glasshouses

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Langdon street Dudley Street Neighborhood Charter School With enormous paved school square

Dudley street

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Vacancy, gives a lot of opportunity for new development and redevelopment. But the ongoing proces of migration to other parts of Boston also keeps investors away.

The decline of population and housing results in empty schools. Public functions disappear.

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Split addresses in single family housing, shared housing, apartments

Storage and small business forms a first gradient to the industrial zone and campus ring around the city center of Boston.

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Stories of the neighborhood, local proud. Stones create a social space and social landmark on Dudley Street.

Painted neighborhood store at the busstop

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Local life stories

Vacancy

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DEVELOPMENT STRATEGY

4 3 2 1

+ $70.000

+ $70.000

+ $70.000

4 3 2 1

2 1

3 2

1

1

Neighborhood

Phasing

When the plots on the main street are built, the building could expand in the direction of the more quiet neighborhood streets. The value on this spot can be seen as a strategic investment in the neighborhood. The impact of the development and investment is visible and will have a great moral impact on how people look towards their declining neighborhood.

The development starts at the corner of both streets. This spot has the benefits of visibility and accessibility on the corner. Expanding in the direction of the main street is the most logic thing to do because of the high interest of the place, with a small square and bus stop nearby. Investing in these two plots is probably the safest investment and gives the best opportunity to increase the value of the land.

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SCENARIOS

FIXED The first phase is a fixed phase. For this phase there will be governmental money needed to build the housing. But in a not traditional setting crowd funding and charity could also help to fund the building and to get the symbolic $1000.000,- to raise this program. A partly crowd funded building might be a more ideal scenario, because it could mean the homeless program owns the building and receive an income from rent. When the value of the land increases over time, the increased value could help to fund other buildings elsewhere in Boston for this specific program. The financial power by creating ownership for this program could be more ideal situation for this program in order to reinvest the money in the program itself. The money flow will not leave the program, as in a situation with another owner, The career of the homeless kids, the investment in the youth is what indirectly finances the expanding program and facilities to help more homeless young adults.

MODULAR When the project develops and the building starts generating money from rent and the restaurant. The project could be able to expand. Not only on the location itself, but also on other locations in the city.

There are at least 1700 homeless young adults on the streets, so the project needs to be able to grow and get upscaled. A modular financing model, financing new buildings with the already built buildings could help to get this program to a city level. Every project will be an on its own developed project and have its own identity, but it will be part of a financial chain.

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THE FINANCIAL SURVIVAL

The way money is spent and the way how income could be generated is decisive for the typology and way of building. With small yearly subsidies budgets is limited. In this case it is maybe better to start small and expand slowly over time. When there is big budget available for a full scale project, the possibilities and strategies will be more various and extensive.

The financial fitness over time is really important to stay alive as institution, especially when you can not expect any income out rent in the first years of the program. The building and program must be able to find other (financial) alliances. Cooperation with the neighborhood, cost saving collaborations with surrounding businesses or buildings could help this program to survive over time. Smart energy grid solutions, work and education programs for youngsters, small business development, etc. All these small local inventions could save costs or generate a lifesaving economy to survive.

All the involved parties are responsible for the success of this project and the guidance of the cash flow towards the project. The project will mainly rely on governmental money. That is where the cash flow for this project starts. The governmental subsidies need to spark this program to survive the first, vulnerable years.

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THE PROGRAM

The program is an investment in society, in people who still have a lot of chances and opportunities in life. People who are in most of the cases still energetic and fit enough to participate in society and take their role. Investing in housing, study, work and training will also mean these people wonâ&#x20AC;&#x2122;t be on the streets anymore. Solving the homeless problem will partly contribute to a safer feeling in the streets and public safety. Because of the scarcity on the job market, the program will partly create their own jobs. Jobs can be created by starting small business on site, but also initiating work and internship programs with existing businesses in the area. The connection with the local business, schools and government could be another way to create new learn-by-working programs.

Acting local, and working closely together with local business could be a key to make a to bring the youngsters and this program to a next level. By helping them to build a resume, learning a craft and financing themselves to study. The youngsters will gradually be more responsible for their own living expenses and become self sufficient. It is not a passive homeless housing solution, but an active program. A program that goes hand in hand with local schools and local businesses. Every building and location will be different for this reason. But together all separate buildings will form a big campus the city. A decentralized campus close to the people and always within reach for people who seek help.

The program should eventually formalize the achievements of the people in their program when they feel they are self supportive. This can be done with a certificate for instance. The certificate could be a way to kick start a career and convince possible employers of your skills after finishing this program.

The certificate can also be shown by making contracts in the rental- of social housing market. It tells something about the capabilities and responsibility of the youngsters after finishing this program.

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SIDE PROGRAMS

Sports, leisure and education Movement, energy, discipline and concentration. A sports program can help youngsters develop leadership and their focus in life. A career in sports or sports education could inspire next generations of kids to make other choices in life or to motivate them in their ambitions. Learning from each other is where sports and education is about. It is also a way to prevent that children en up on the streets.

Arts and crafts Working and learing under the guidance of professional artists or craftsmen could be a way to create jobs for youngster and help them to find their passion and an income. This practical school is in fact no school, but a shop runned by youngsters.

Hotel A price fighter gives a lot of opportunities for youngsters to develop themselves in the hospitality business. A hotel can be a budget hotel and local based. People from the neighborhood deliver services or run this hotel with the young people from this program. For youngsters a great opportunity to create new alliances and friendships while they are working. The hotel jumps in the gap of the overpriced hotels and housing market in Boston.

Shop A repair shop for bikes, local produced food, a coffee bar, a restaurant... all for a price that fits the budget of the people in the neighborhood. In terms of quality it should attract people from all over the city. The price-quality is what should generate a stable income for youngsters who run these types of business.

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Urban farming The vacant plots are often in use for agricultural purposes. The vegetables people grow on the plots provide fresh food for the direct neighborhood. It also educates people about food and how to grow fresh food and get their daily nutrients. The food project brings also an economical dynamic to the neighborhood. Especially when you start processing or preparing food in a restaurant, you can add value to the raw products. The food project has a social dimension an makes people able to interact with eachother in a green, semi- public space. A space that provides food, gives people a job or workout at least.

Wood work shop Repairing the wooden buildings in the neighborhood, recycling furniture, making new furniture etc. A wood shop could help people to learn a craft in a creative way. The leftover can be used to produce gas, heat and electricity.

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BASIC NEEDS, BUT LIFE CHANGING

1. Build-out the space for group residence for homeless youth, approximately 15-20 boys/ young men and 15-20 girls/ young women on another floor. A home for 30 to 50 people.

2. Lay out space so that sleeping areas are against the outside walls with windows and common areas are in the middle accessible to all residents on each floor.

3. Make the common space available for use by Teen Empowerment and Higher Ground Boston for other services and further integrate the residentsâ&#x20AC;&#x2122; experience with the surrounding community.

4. Provide for a resident counselor on each floor 24 hours a day, seven days a week.

5. To qualify for residence, applicants will need to be referred by a service provider and demonstrate that they are prepared to complete their education, participate in work assignments and adhere by certain house rules.

6. Just as students first apply to and are admitted to college and then are assigned a dormitory room, young men and women would first have to be admitted to or be enrolled in a program designed to move them from their current situation to one where they can move on with their life in order to qualify for the housing. As in a college dormitory, once they successfully complete the program or discontinue enrollment for whatever reason, they must move out and make room for the next â&#x20AC;&#x153;student/residentâ&#x20AC;?.

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PLOT PHASE 1

Program

8,9 m

Storage 26,6 m2

Plot 178,2 m2

20,6 m

20,2 m

Stairs 6,8 m2

Bedroom employee 11,8 m2

Toilets 7,5 m2

Kitchen+ storage 11,7 m2

Office 9 m2

Kitchen 11,5 m2

Office 13,5 m2

Restaurant 34 m2

Circulation 53,5 m2 Outdoor sp.

20,6 m2 8,6 m

1

0

Low rise, high density The design of the building will be about creating a high density of program with a low impact for the neighborhood. The building will respect the building heights in the neighborhood and will present itself mainly on the ground floor level. Housing around the 50 people, within the limitations of the plot is one of the main challenges.

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PHASE 1 Priorities of the project

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PROJECT FINANCES

Investment Total Investment Debt to Equity Ratio

Building Square Footage Total Revenue Generating Sq/Ft Total Constructed Sq/Ft Unrented Space Sq/Ft Percentage of unrentable Space

Rent by Square Foot Studio Room per Sq/Ft 1 Bed Room per Sq/Ft 2 Bed Room per Sq/Ft 3 Bed Room per Sq/Ft Leasable Space #1 per Sq/Ft Leasable Space #2 per Sq/Ft Leasable Space #3 per Sq/Ft Leasable Space #4 per Sq/Ft Leasable Space #5 per Sq/Ft Leasable Space #6 per Sq/Ft

Parcel Total Parcel Area Floor to Area Ratio

$897.000 7% 3271,9 3942,5 670,6 17,01% $4,00 $3,50 $3,50 $2,50 $5,50 $4,00 $4,00 $4,00 $4,00 $4,00

Analytics Promised Annual Rate of Return to Investors Annual Payment to Investors Net Present Value (NPV) Proceeds from Sale as Developer Yearly Profit as Developer Net Present Value (NPV) for Developer

Returns Cash-on-Cash Return Return-on-Equity Unlevereged IRR Levereged IRR

10,00% $89.700 -$604.223 $93.353 -$22.742 -$236.313 -3,62% -11,37% 6,35% -22,20%

1.977 1,99

Internal Rate of Return IRR When you have an investment that creates differing amounts of annual cash flow, you need to determine your rate of return using the Internal Rate of Return (IRR). The formula for computing the IRR is very complicated but essentially IRR is the rate needed to convert (or discount or reduce) the sum of the future uneven cash flow to equal your initial investment or down payment.

Return on equity (ROE) Measures the rate of return on the ownership interest (shareholders’ equity) of the common stock owners. It measures a firm’s efficiency at generating profits from every unit of shareholders’ equity (also known as net assets or assets minus liabilities). ROE shows how well a company uses investment funds to generate earnings growth. ROEs between 15% and 20% are generally considered good.

Cash-on-cash return In investing, the cash-on-cash return is the ratio of annual before-tax cash flow to the total amount of cash invested, expressed as a percentage. It is often used to evaluate the cash flow from income-producing assets. Generally considered a quick napkin test to determine if the asset qualifies for further review and analysis. Cash on Cash analyses are generally used by investors looking for properties where cash flow is king, however, some use it to determine if a property is underpriced, indicating instant equity in a property.

Net Present Value The difference between the present value of cash inflows and the present value of cash outflows. NPV is used in capital budgeting to analyze the profitability of an investment or project.

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PROJECT FINANCES

1) Project Details

2) Project Financing

Rentable Space

Constuction Cost Cost for Const. Type #1 per Sq/ft Cost for Const. Type #2 per Sq/ft Cost for Const. Type #3 per Sq/ft Cost for Const. Type #4 per Sq/ft

# of Studio Rooms # of 1 Bed Room # of 2 Bed Room # of 4 Bed Room Total Number of Rooms Avg sq/ft of Studio Rooms Avg sq/ft of 1 Bed Room Avg sq/ft of 2 Bed Room Avg sq/ft of 4 Bed Room Total Residential Sq/Ft Restaurant + kitchen #1 (sq/ft) Leasable Space #2 (sq/ft) Leasable Space #3 (sq/ft) Leasable Space #4 (sq/ft) Leasable Space #5 (sq/ft) Leasable Space #6 (sq/ft) Total Non-Res Leasable Space (Sq/ft) Total Revenue Generating Sq/Ft

0 4 7 7 18 0 96 128,4 193,9 2640,1 631,8

0 0 631,8 3271,9

Constuction Sq/ft Shared spaces Type#1 (Sq/ft) Circulation + outdoor Type #2 (Sq/ft) studios Type #3 (Sq/ft) Construction Type #4 (Sq/ft) Total Constructed Sq/Ft Unrented Space Sq/Ft Percentage of unrentable Space rent per Month Studio Room per Sq/Ft 1 Bed Room per Sq/Ft 2 Bed Room per Sq/Ft 3 Bed Room per Sq/Ft Leasable Space #1 per Sq/Ft Leasable Space #2 per Sq/Ft Leasable Space #3 per Sq/Ft Leasable Space #4 per Sq/Ft Leasable Space #5 per Sq/Ft Leasable Space #6 per Sq/Ft Parcel Total Parcel Area Cost per Sq/Ft Land Floor to Area Ratio

$690.113 $207.034 $69.195 $966.341

Financing (Equity) Personal Equity

0 3942,5

Debt (Principal Loan) Debt to Equity Ratio

Income (per Month) Studio Rent per Room 1 Bed Rent per Room 2 Bed Rent per Room 4 Bed Rent per Room Leasable Space #1 Rent Leasable Space #2 Rent Leasable Space #3 Rent Leasable Space #4 Leasable Space #5 Leasable Space #6 Gross Potential Income Vacancy Total Revenue

0 336 449,4 484,75 3474,9 0 0 0 0 0 11357,95 0% $11.358

Expenses (per Month) Building Expenses Additional Expenses Replacement Reserves Total Operating Expenses

$3.154 $3.000 $197 6351,125

$200.000

Investor #1 (Ryan) Investor #2 (Shaun) Investor #3 (Tim) Investor #4 (Matt) Investor #5 (Jingwei) Investor #6 (Jerryt) Investor #7 (Sumath) Investor #8 (Sky) Investor #9 (Jasper) Other Investors Total Investment Debt Financing

$4,00 $3,50 $3,50 $2,50 $5,50 $4,00 $4,00 $4,00 $4,00 $4,00

$175 $175 $175 $175

Construction Cost Other Soft Costs Cost for Land Total Asset Cost

1351,4 2591,1

670,6 17,01%

3) Income and Expenses

$80.000 $60.000 $75.000 $62.000 $100.000 $0 $75.000 $135.000 $110.000 $0 $897.000,00 69341,25

$69.341 7%

897000 Term of Loan in years Yearly Interest Number of Periods (By Month) Interest for Period (By Month) Interest per month over Compounded Debt Service (Monthly Payment to Bank)

30 7% 360 0,56% 7,42 $447

Income (per Month) Net Operating Income (NOI) Less Debt Service Before Tax Cash Flow Tax Rate (Simplified) Tax Payment Cash Flow After Taxes

6) Sale of Property at Year 10 Net Book Value Total Development Cost Replacement Reserve (Accumulated Depreciation) Net Book Value Capital Gain on Sale Sale Price Cap. Rate Sale Price (Sale Expenses) (Net Book Value) Capital Gain on Sale Tax Payment Accumulated Depreciation Depreciation Recapture Tax @ 25% Capital Gain in Excess of Depreciation

1.977 $35,00 1,99418 3105715 73

Capital Gains Tax @ 15% Total Tax Payment Net Proceeds from Sale Sale Price (Sale Expenses) (Payback to Investors) (Mortgage Loan Payoff) (Tax Payment) Net Proceeds from Sale

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$5.007 $447 $4.559 35% $1.596 $2.964

$966.341 $23.655 -$250.950 $739.046 8,00% $915.494 -$45.775 -$739.046 $130.673

$250.950 $62.738 -$120.277

-$18.042 $44.696 $915.494 -$45.775 -$697.000 -$34.671 -$44.696 $93.353

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Buy the plot The investment for the first plot will be around the 70.000 dollars. The plot on the corner is probably the plot with the most value because of its position, visibility and accessibility on multiple sides. A possible building on this location has the benefit that it can develop and expand in two directions. It is an interesting corner to make a statement or build a public function. A commercial or public function next to the housing program would fit the location well.

Priority The first phase of project is to create housing units, a study environment and place to work or generate a basic income. The basic needs of homeless people is to have shelter, safety, sanitation and food.

But during the program they will also have opportunities to develop themselves with study and work. They need to work on their education and resume in order to make the next step in their life. The program gives the opportunity to make a start in their career and bear the costs of their living expenses.

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43

m

0

N

5

0

N

5 The ground floor is essential for the new experience in the neighborhood. It is the place where the new inhabitants, the ex-homeless, can interact with the neighborhood and people who pass by the building. The open facade communicates what this building is and what the restaurant has to offer.

People in the restaurant can watch the street from the slightly elevated restaurant floor and lok over the people who are eating and drinking on the terras outside. The new eyes on the street give some public safety.

You enter the building via the office of the social workers and staff who work in the building. Their office is positioned here, so that they can check the incoming people. In front of their office is are stone boulders. Boulders you can also find on the plot next to this building. The boulders form a social interactive, social place where people from the program can blend with people who visit the restaurant, people who are waiting for the bus and people from the neighborhood.

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m 10

1:1

00

10

1:2

00

FLOOR PLANS

m

00 5 0 45

m 10

1:1

00

10

1:2 5 0

N N The other three floors are meant for the housing program, sanitation, an open library, living room and kitchen. The living area is in between the two floors where most peoples live. The several book shelfs in the corridor form together a small library. They create another possibility in this semiprivate space to meet other people and start a conversation. The books can be studied and read in the study rooms or the chairs in back and middle of the corridor. The hallway becomes a place where people can meet and have talks with each other when they are not in their rooms.

Ground floor

7.8

On your walk on the sidewalk around the building you can experience several things. On the Langdon street side, you can look into the kitchen and see the cooks at work. When you walk a little further you can see people dining and drinking on the sunny terras. When it rains the overhanging first floor on this side of the building give you a sheltered walk, and during the night the spotlights in the ceiling give you some light on your walk towards the bus stop or home. When you go around the corner, you will find the stone boulders, covered by the first floor overhang, and a tree. The tree creates a more intimate space ate the bus stop and is a present to the neighborhood to make the neighborhood greener and more livable.

C

6.0

D

E 3.0

46

A 1

B 3.6 3.0

2 3

1.9 4.0

4 N 1:200 0

5

10m

N 1:100 0

5 47

10m

First floor You can only enter the first floor when you have a pass to unlock the door on the first floor. This door separates the guests from the restaurant with the people from the program. The first floor has dorms for 19 people in total. The quality of floor is the big open corridor and the access to the outdoor deck in the front of the building.

This deck has sun during the afternoon till sunset at night. A great place to gather and spend time with other people from the program.

6.9

C

D 3.5

E 5.3

F 1.0

48

A 1

B 3.6 3.0

2 2.9

3 4.0

4 N 1:200 0

5

10m

N 1:100 0

5 49

10m

Second floor This floor houses 14 people in total. It is the floor where people gather in the living room, cook and eat. The shutters on the continuous french balcony outside, can be opened and closed. They can block the sunlight but also create more privacy at night by closing them. Next to the long french balcony, that goes around the whole floor, there is a small balcony to have a smoke after dinner and to ventilate the floor when cooking goes wrong.

6.9

C

D 4.5

E 4.4

50

A 1

B 3.6 3.0

2 2.9

3 4.0

4 N 1:200 0

5

10m

N 1:100 0

5 51

10m

Third floor The big open glass ceiling on the last floor brings in a lot of light in the corridor. The corridor connects the dorms of 14 people. This last floor has less units and more oneperson-units compared to the other floors. Also this floor has a long french balcony, that can extend your room during a warm summer.

6.9

C

D 4.0

4.8

E 52

A 1

B 3.6 3.0

2 2.9

3 3.5

4 N 1:200 0

5

10m

N 1:100 0

5 53

10m

PROGRAM AND TYPOLOGY

Number of persons per unit

Average size

Rent per unit

Rent per person

$4.00 p. sq. ft.

96 sq. ft

$ 384,-

$ 384,-

$4.00 p. sq. ft.

128,4 sq. ft.

$ 513,60

$ 256,80

$4.00 p. sq. ft.

193,9 sq. ft.

$ 775,60

$ 193,90

Housing career The program makes place for several types of units. They differ in size and number of people who occupy the dorms. During the program people must be able to gain more privacy when they start earning more money. It is one of the ways to stimulate the youngsters in their career and learn them to bear higher rental costs to prepare them to leave the program.

54

A A m2 gross 9 9 m2 gross 8,1 m2 net 8,1 m2 net

3m 3m

A A sq ft gross 96 96 sqsq ft ft gross 87.2 net 87.2 sq ft net

3m 3m

B B m2 gross 12 12 m2 gross 10,8 m2 net 10,8 m2 net

9,8 ft 9,8 ft

2x 2x 4m 4m

B B 128,4 sq ft gross 128,4 ft gross 116,3 sq sq ft net 116,3 sq ft net

3m 3m

C C m2 gross 18 18 m2 gross 16,8 m2 net 16,8 m2 net

9,8 ft 9,8 ft

2x 2x 13,1 ft 13,1 ft

9,8 ft 9,8 ft

2x 2x

2x 2x

4m 4m

C C 193,9 sq ft gross 193,9 ft gross 180,8 sq sq ft net 180,8 sq ft net

4.5 m 4.5 m

2x 2x

2x 2x

13,1 ft 13,1 ft

14,8 ft 14,8 ft

LIVING SP. LIVING SP. & KITCHEN & 45KITCHEN m2 gross 45 m2 gross 40,7 m2 net 40,7 m2 net

LIVING SP. LIVING SP. & KITCHEN & KITCHEN 484,4 sq ft gross 484,4 sq sq ft ft net gross 438,1 438,1 sq ft net

10 m 10 m

32,8 ft 32,8 ft

4.5 m 4.5 m

BATHROOM BATHROOM 12 m2 gross 12 m2 gross 10,8 m2 net 10,8 m2 net

14,8 ft 14,8 ft

4m 4m

B B 128,4 128,4 116,3 116,3

3m 3m

sq sq sq sq

ft ft ft ft

gross gross net net

13,1 ft 13,1 ft

9,8 ft 9,8 ft

N 1:200

0 55

5

10m

Storage 26,6 m2

20,2 m

1x dorm 10,6 m2

Stairs 6,8 m2

Bedroom employee 11,8 m2

Stairs 6,8 m2

Toilets 7,5 m2

Kitchen+ storage 11,7 m2

Showers 13,5 m2

Office 9 m2

Kitchen 11,5 m2

1x dorm 9,7 m2

4x dorm 23,5 m2

Stairs 6,8 m2

4x dorm 18 m2

Showers 13,5 m2

4x dorm 18 m2

4x dorm 18 m2

Cicul 63 m

Circulation 64,8 m2 Office 10,5 m2

Restaurant 34 m2

Office 13,5 m2

4x dorm 22,5 m2

2x dorm 16,5 m2

4x dorm 18 m2

Circulation 53,5 m2 Outdoor sp.

16 m2

Outdoor sp.

20,6 m2

Project use 1 Project metrics

Project metrics

2 Program %

Functional % % Program

4x

39,1 m2 4x

420,9 sq. ft m2 39,1

5,3% 420,9 sq. ft

7x

98,9 m2 7x

1064,6 98,9 sq. ft.m2

13,6% 1064,6 sq. ft.

7x

138,8 m27x

1494 sq. ft. m2 138,8

19,1% 1494 sq. ft.

19,1%

128,6 m2

1384,2 128,6 sq. ft. m2

17,7% 1384,2 sq. ft.

17,7%

Functional %

5,3%

38% 13,6%

38%

Typologies

19 people Typology metrics

Totals

82,2 m2

884,8 sq. ft. m2 82,2

11,3% 884,8 sq. ft.

241 m2

2594,1 241 sq. ft. m2

33% 2594,1 sq. ft.

728,6 m2 Totals

7842,6728,6 sq ft m2

29% 11,3%

33% 33%

33%

7842,6 sq ft

56

Typology metrics

Housing %

13 people

Housing %

4x

39,1 m2 4x

420,9 sq. ft m2 39,1

14,1% 420,9 sq. ft

14,1%

4

7x

98,9 m2 7x

1064,6 98,9 sq. ft.m2

35,7% 1064,6 sq. ft.

35,7%

7

7x

138,8 m27x

1494 sq. ft. m2 138,8

50,2% 1494 sq. ft.

50,2%

7

18 units 29%

3

276,8 m2 sq ft m2 18 units 2979,5276,8

2979,5 sq ft

4x dorm 23,5 m2

1x dorm 9,7 m2

2x dorm 13,4 m2

1x dorm 9,7 m2

Stairs 6,8 m2

2x dorm 14 m2

Stairs 6,8 m2

Showers 13,5 m2

4x dorm 18 m2

4x dorm 18 m2

4x dorm 22,5 m2

Circulation 59,9 m2 1x dorm 9 m2

Living sp.

24,5 m2

2x dorm 15 m2

4x dorm 18 m2 Outdoor sp.

14,4 m2

4x dorm 21 m2

2x dorm 12 m2

Outdoor sp.

5 m2

3Typology occupation

4

13 people

14 people

Number of people per dorm type

Housing %

2x dorm 16 m2

Showers 13,5 m2

Ciculation 63 m2 kitchen 10,5 m2

4x dorm 18 m2

2x dorm 12 m2

Number of people

q. ft

14,1%

4x

4

sq. ft.

35,7%

7x

14

50,2%

7x

28

q. ft.

sq ft

18 units

46 people

N 1:200 0 57

5

10m

FACADES AND MATERIALS

Local materials Most of the buildings in the neighborhood are made of brick or wood. Because this building makes a face towards the busy Dudley street, the front facade will be made of brick. It will give this building a clear front facade and recognizalble contribution to the more citylike side of the building. The facade on the Langdon street side will be made of Cedar wood board, a more softer material that guides you into the neighborhood and living areas. The wood gets only an oil treatment, so the color will turn grey over time. It is a type of wood that is often used in the New England housing. The cladding on this building is vertical to give the building on the corner more visual height and a stronger character.

58

N 1:200 0 59

5

10m

01

100mm sedum 01 100mm 01 100mm soil soil sedum soil sedum roof +roof bituminous roof++ bituminous sheeting sheeting separation separation layer separation +layer 100 rigid + 100layer rigid bituminous sheeting foam thermal foam thermal insulation + 20-80mm + 20-80mm+ + 100 rigid foaminsulation thermal insulation concrete concrete screed screed + 210mm +screed 210mm reinforced 20-80mm concrete +reinforced 210mm slab slab

01

reinforced slab

02

02

10mm polycarbon polycarbon panelpanel panel 02 10mm 02 10mm polycarbon

03

03

03 20mm 03 20mm parquet parquet floorfloor + floor 50mm 50mm concrete concrete 20mm parquet + +50mm screed screed + 210mm + 210mm prefab prefab reinforced reinforced slab slab concrete screed + 210mm prefab

reinforced slab

04

04

04 36mm 04 36mm Cedar Cedar board, board, 300m300mm wide 300m wide 36mm Cedar board, wide

05

05

05 05 18mm 18mm Cedar Cedar board, board, 300mm 300mm wide +wide wide + 18mm Cedar board, 300mm 38mm 38mm x 38mm x 38mm batten batten + windproof windproof 38mm x 38mm batten ++windproof membrane membrane + 9mm + particle 9mm particle board + board 80mm membrane + 9mm particle board + + 80mm thermalthermal insulation insulation + vapou + vapou barrier barrier + + 80mm thermal insulation + vapour plasterplaster board 12.5mm board 12.5mm

barrier + 12.5mm plaster board

06

06

06 18mm 06 18mm Cedar Cedar board, board, 300mm 300mm wide wide wide 18mm Cedar board, 300mm

07

07

07 38mm 07 38mm x 38mm x 38mm steelsteel RHS steelRHS RHS 38mm x 38mm

N 1:200 0

5

10m

N 1:100 0 60

5

10m

1:50 0

1 61

5m

1

The sections of the building show some key moments in the building and how all the floors are used. How the social spaces are used, how you experience the ground floor and how the measurements in the compact building are.

14.1m

11.8m

The six sections show different moments in the building and also give a section of the daily life, the restaurant and how the building is related to the direct environment.

10.8m 10.5m

7.5m 7.2m

5.2m

4.2m 3.9m

0.3m 0.0m

62

1

2 3m

4

3 1.9m

3.6m

63

2

1

14.1m 13.8m

11.8m

10.8m 10.5m

8.5m

7.5m 7.2m

4.2m 3.9m

0.3m 0.0m

64

1

2 3m

4

3 1.9m

5m

65

3

1

2 3m

14.1m 13.8m

11.8m

10.8m 10.5m

8.5m

7.5m 7.2m

4.2m 3.9m

0.3m 0.0m

66

4

3 2.9m

4m

67

4

1

3m

14.1m 13.8m

11.8m

10.8m 10.5m

8.5m

7.5m 7.2m

4.2m 3.9m

0.3m 0.0m

68

m

4

3

2 2.9m

4m

69

5

1 3m

14.1m 13.8m

11.8m

10.8m 10.5m

8.5m

7.5m 7.2m

4.2m 3.9m

0.3m 0.0m

70

4

3

2 2.9m

4m

71

6

1

14.1m 13.8m

11.8m

10.8m 10.5m

8.5m

7.5m 7.2m

4.2m 3.9m

0.3m 0.0m

72

2 3m

4

3 1.9m

5m

73

A

74

75

B

76

77

C

78

79