*Simple Housing Solution Project: (Re) Building in Critical Situations DOI: http://dx.doi.org/10.5772/intechopen.94953*

#### **Figure 10.**

*Natural Hazards - Impacts, Adjustments and Resilience*

*(a) Rainwater harvesting system; (b) rain barrel. Source: [26].*

*Strategy for replicating residential and hybrid blocks (containing community facilities designed for the local* 

*population), based on typology 2 ("village" type). Source: [27].*

**88**

**Figure 9.**

**Figure 8.**

*Lot distribution on a typical residential block with semi-detached houses. Source: [27].*

**Figure 11.** *Single lot with multiple houses in the "village" typology. Source: [27].*

The following urban typologies were considered in detail (mainly facing a smooth topography):


Both typologies 1 and 2, which are suggested for flat or sloping ground, were detailed in the design process. Typology 3, more adaptable to rugged and uneven ground, was only developed conceptually, considering the inherent implementation problems, lacking the facility for community labour system.

**Table 2** shows a comparative analysis for a hypothetical case of 200 houses, showing that the "village" setup saves urban space, with a considerably higher number of dwellings per area, thus consuming less area per home throughout the development.

Detailed comparative analyses were made for the proposed urban typologies planned to relocate the population from flood-prone areas, in the municipalities of


**Table 2.**

*Average urban area implementation per house for different developing typologies.*

Mesquita [28] and Barra Mansa [15], in Rio de Janeiro State, Brazil. These analyses confirmed that urban typology 2 (community villages) is more efficient both in terms of space and implementation cost of the development.

## **3.2 Community labour system**

#### *3.2.1 Building construction technique*

Building construction techniques consider all the construction processes related to the technologies adopted (currently, CEB reinforced masonry).

The CEB reinforced masonry process starts with batter boards, excavation, and execution of the shallow foundations. The foundations are usually concrete stripped footings, with at least 20 MPa of compressive strength. They should be built over a thin layer of lean concrete. It is crucial to pay attention to the mix grade, especially the water/cement ratio, which should be as low as possible. The vertical rebar of the grouted holes in the CEB masonry has to be implanted in the footings (see Video 3).

See the "Structure and foundations" section to build the CEB masonry, the grouted holes, bond beams, and portico system. It should be mentioned that the electrical conduits could be installed inside the CEB masonry holes. Simultaneously, plumbing installations must be external (see the section of "Building facilities", which also provides rainwater and sewer drainage).

The places most exposed to water or moisture (masonry base, bathrooms – namely showers, kitchen, laundry room, service area, and base of external walls) should be waterproofed. An acrylic texture coat or any waterproofing resin should be applied to the outside of house façades. CEB masonry should be preserved as much as possible against direct action of moisture. It must be stressed that CEB masonry may become less durable when exposed to water in the long term. A layer of compacted gravel around 3–5 cm in thickness should be inserted between the compacted soil and the ground level concrete slab to protect against moisture.

The type of roof tile adopted will depend on the gable roof, so if the choice is a ceramic/clay tile, either a higher slope or extra wooden structure will be required.

#### *3.2.2 Construction jobsite*

The construction jobsite was designed to: reduce the area, increase efficiency and safety of the construction process, reduce travel distances of both construction material and people, and also to avoid any barrier to plant movement.

**91**

*Simple Housing Solution Project: (Re) Building in Critical Situations*

facility) and living areas (canteen, changing rooms and restrooms).

*3.2.3 Administration of community labour and construction works*

cost and resources), control of time, cost, and stock control.

should be implemented in parallel or series).

to meet qualified professionals' specific needs).

and implementing the jobsite.

elements related to production (carpentry and concrete/mortar mixer), production support (warehouse, cement and lime deposits, and concrete aggregate storage bays), technical and administrative support (security cabin, site office, medical

A layout design was also considered, including a CEB brick production plant and a control technological laboratory for the materials used in CEB masonry technology. This layout was designed to create a housing development with smaller

For example, in the case of a 120-home development (embryo 2A), the average cost of the CEB masonry plant per home is above half the average cost per house of a 20-home development. Therefore, in the case of building a CEB plant, a 120-home

In addition to technical knowledge and people management skills, the organisation and administration of developments using community labour address challenging issues and require a certain degree of sensitivity, especially considering the

This section is adapted from [30] and includes processes and activities for the organisation and management of community labour, namely: viability and security of the project, types of management, creation of an association for the people affected, technical assistance, setting up committees and teams, organising tasks, legal and financing issues, providing designs and planning construction works, distribution and receipt of finished houses, creation of the social factory, registration of families and workers, task force training, and issues related to withdrawals,

It is worth explaining that two types of administration must work in parallel, having a high degree of interdependence between them: the administration of community labour and administration of the construction works. While the former will take care of the community, the latter will address construction planning (time,

Construction planning is aligned to the "lean construction" philosophy, adapted from the "lean production" concepts. Therefore, a maximum of 120 households per project has to be respected (if there are more households, then several projects

Dynamic tools (spreadsheets) for construction planning and control were developed, based on an algorithm designed for SHS [31]. These tools allow users to configure their development's specific input parameters, such as the number of homes, embryo types, number of workers per household, expected task force efficiency, payroll and automatically obtain the development's essential planning and control structure.

Five task groups were created with different duties: Foundations, Masonry, Roof, Facilities and Finishes, each with a manager in charge (see Video 7, Video 7 can be viewed at https://youtu.be/Hg0TezfNWqc). Volunteer workers would comprise these groups (in more significant numbers, from the affected community and its relationship network, preferably skilled) and contract workers (in smaller numbers,

First of all, it is necessary to have time dedicated to training the task force, preferably using some hands-on activity to familiarise them with construction of the buildings. It is recommended that this "preparation time" of the project should take at least two months and no longer than six months. During this time, various measures can be taken, such as design adaptation, legal measures to start the project,

*DOI: http://dx.doi.org/10.5772/intechopen.94953*

development proves to be far more efficient.

vulnerability of the population affected.

warnings, and exclusions.

areas [29].

A couple of layouts of jobsites were designed for different developments (construction of 20, 50, and 120 homes). All arrangements at the jobsite include *Simple Housing Solution Project: (Re) Building in Critical Situations DOI: http://dx.doi.org/10.5772/intechopen.94953*

*Natural Hazards - Impacts, Adjustments and Resilience*

Mesquita [28] and Barra Mansa [15], in Rio de Janeiro State, Brazil. These analyses confirmed that urban typology 2 (community villages) is more efficient both in

Shared lots of "village" type 200 lots +6 schools +4 nurseries +2 local health

**Typology Description Area per** 

193 lots +6 schools +4 nurseries +2 local health centres +1 public square

centres +1 public square

Idem 233

**house (m2 )**

286

156

Building construction techniques consider all the construction processes related

The CEB reinforced masonry process starts with batter boards, excavation, and execution of the shallow foundations. The foundations are usually concrete stripped footings, with at least 20 MPa of compressive strength. They should be built over a thin layer of lean concrete. It is crucial to pay attention to the mix grade, especially the water/cement ratio, which should be as low as possible. The vertical rebar of the grouted holes in the CEB masonry has to be implanted in the

See the "Structure and foundations" section to build the CEB masonry, the grouted holes, bond beams, and portico system. It should be mentioned that the electrical conduits could be installed inside the CEB masonry holes. Simultaneously, plumbing installations must be external (see the section of "Building facilities",

The places most exposed to water or moisture (masonry base, bathrooms – namely showers, kitchen, laundry room, service area, and base of external walls) should be waterproofed. An acrylic texture coat or any waterproofing resin should be applied to the outside of house façades. CEB masonry should be preserved as much as possible against direct action of moisture. It must be stressed that CEB masonry may become less durable when exposed to water in the long term. A layer of compacted gravel around 3–5 cm in thickness should be inserted between the compacted soil and the ground level concrete slab to protect against moisture.

The type of roof tile adopted will depend on the gable roof, so if the choice is a ceramic/clay tile, either a higher slope or extra wooden structure will be required.

The construction jobsite was designed to: reduce the area, increase efficiency and safety of the construction process, reduce travel distances of both construction

A couple of layouts of jobsites were designed for different developments (construction of 20, 50, and 120 homes). All arrangements at the jobsite include

material and people, and also to avoid any barrier to plant movement.

terms of space and implementation cost of the development.

*Average urban area implementation per house for different developing typologies.*

to the technologies adopted (currently, CEB reinforced masonry).

which also provides rainwater and sewer drainage).

**3.2 Community labour system**

Individual lots, with standard

centred houses

**Table 2.**

Individual lots with semi-detached houses

footings (see Video 3).

*3.2.2 Construction jobsite*

*3.2.1 Building construction technique*

**90**

elements related to production (carpentry and concrete/mortar mixer), production support (warehouse, cement and lime deposits, and concrete aggregate storage bays), technical and administrative support (security cabin, site office, medical facility) and living areas (canteen, changing rooms and restrooms).

A layout design was also considered, including a CEB brick production plant and a control technological laboratory for the materials used in CEB masonry technology. This layout was designed to create a housing development with smaller areas [29].

For example, in the case of a 120-home development (embryo 2A), the average cost of the CEB masonry plant per home is above half the average cost per house of a 20-home development. Therefore, in the case of building a CEB plant, a 120-home development proves to be far more efficient.

#### *3.2.3 Administration of community labour and construction works*

In addition to technical knowledge and people management skills, the organisation and administration of developments using community labour address challenging issues and require a certain degree of sensitivity, especially considering the vulnerability of the population affected.

This section is adapted from [30] and includes processes and activities for the organisation and management of community labour, namely: viability and security of the project, types of management, creation of an association for the people affected, technical assistance, setting up committees and teams, organising tasks, legal and financing issues, providing designs and planning construction works, distribution and receipt of finished houses, creation of the social factory, registration of families and workers, task force training, and issues related to withdrawals, warnings, and exclusions.

It is worth explaining that two types of administration must work in parallel, having a high degree of interdependence between them: the administration of community labour and administration of the construction works. While the former will take care of the community, the latter will address construction planning (time, cost and resources), control of time, cost, and stock control.

Construction planning is aligned to the "lean construction" philosophy, adapted from the "lean production" concepts. Therefore, a maximum of 120 households per project has to be respected (if there are more households, then several projects should be implemented in parallel or series).

Dynamic tools (spreadsheets) for construction planning and control were developed, based on an algorithm designed for SHS [31]. These tools allow users to configure their development's specific input parameters, such as the number of homes, embryo types, number of workers per household, expected task force efficiency, payroll and automatically obtain the development's essential planning and control structure.

Five task groups were created with different duties: Foundations, Masonry, Roof, Facilities and Finishes, each with a manager in charge (see Video 7, Video 7 can be viewed at https://youtu.be/Hg0TezfNWqc). Volunteer workers would comprise these groups (in more significant numbers, from the affected community and its relationship network, preferably skilled) and contract workers (in smaller numbers, to meet qualified professionals' specific needs).

First of all, it is necessary to have time dedicated to training the task force, preferably using some hands-on activity to familiarise them with construction of the buildings. It is recommended that this "preparation time" of the project should take at least two months and no longer than six months. During this time, various measures can be taken, such as design adaptation, legal measures to start the project, and implementing the jobsite.

Another fundamental point addressed in the SHS project is how to calculate the hours for recording each household's working hours (hour bank) and the criteria adopted to prioritise the delivery of the homes. To support these tasks, a time control tool was also developed, which provides the structure for recording the hours worked (with the possible transfer between households) and an automatic list for prioritising the distribution of homes at different stages of the development.
