Brazil Improving the Managerial Skills of Social Interest Housing Programmes



Approval Date
Proposal Focus
Core Focus
Secondary Cities
Country Type


The technical cooperation between the São Paulo Municipal Housing Secretary and the Cities Alliance began in 2001 and, since then, it has launched two successful projects.The first one, from 2001 to 2004, prepared the technical support for the set up of the Bairro Legal Programme. This programme promoted an integrated action between housing and urban development, aiming at providing security of land tenure and accessing to infrastructure and urban services. The first phase proposed a new approach to housing policy, which included public action of different secretariats with a focus on improving the entire urban environment and scaling up each upgrading project for favelas. The second phase of the project expanded and consolidated the results of the first phase, through implementation of a set ofprogrammatic lines for strategic planning, which converged to the elaboration of Municipal Housing Plan, currently under review and discussion at the Municipal Housing Council. These pragmatic lines built the technical capacity for the SEHAB team for developing, implementing and monitoring of the housing policy institutionalised in the Municipal Housing Plan. These results make the partnership between São Paulo and the Cities Alliance successful and with prospects for becoming a long-term partnership. The achievements in the field of management -- information, resources and housing supply -- pose new challenges. The third phase of this partnership may include a number of actions to improve the SEHAB administrative capacity, especially in the monitoring field and evaluation of activities and programmes.
The general aim of this project is to improve the effectiveness of housing and social programmes for poverty reduction. The specific objectives of the project are to: 1) Analyse the effectiveness of strategies adopted in the of upgrading programmes; 2) Streamline the application of financial resources; 3) Promote the sustainability of investments; 4) Improve the effectiveness of programmes for social housing and poverty reduction; 5) Encourage institutional integration to assess the current public policies and develop alternatives to these policies, given the need to improve the focus of local public action; 6) Encourage the integration and non-governmental institutions through the publication of results on the web, on  the HABISP website; 7) Improve the management capacity of the SEHAB technical staff.
1) Managing the production process of the housing programmes and projects. Resource application analysis and obtained results; 2) Data gathering and integration of SEHAB’s actions and the insertion into the HABISP database; 3) Comparative studies of public action with other governmental offices; 4) Social and economic impact of upgrading and land regularisation of precarious settlement projects
Expected Impacts and Results
The improvement of the SEHAB administrative capacity, especially in the monitoring field and evaluation of activities and programs as well as with the the sharing and dissemination of information and knowledge.